Steve Jobs book jumps to top of bestseller lists (Reuters)

NEW YORK (Reuters) ? Walter Isaacson's biography of Apple Inc co-founder Steve Jobs leapt to the top of bestseller lists in its first week in book stores, flying off shelves to the tune of 379,000 copies, according to Nielsen's BookScan.

"Steve Jobs," which came out on October 24 from publisher Simon & Schuster, sold three times more copies than the next-bestselling book, John Grisham's "The Litigators."

In its first week alone the book became one of the year's 20 bestsellers.

It has been a year since any book has sold more copies in its first week. Both former President George W. Bush's autobiography, "Decision Points," and Jeff Kinney's "Diary of a Wimpy Kid: The Ugly Truth," sold more than 400,000 copies in their first week last November.

Jobs died on October 5 of pancreatic cancer, age 56. The publication of Isaacson' book, which was written with Jobs' cooperation, was moved up from the original 2012 date.

The 571-page volume was released on Apple's iBooks online store and Amazon's Kindle the day before it hit stores. Amazon later said it expected the book to be its top seller of the year. Sony has already picked up film rights to the book.

(Reporting by Chris Michaud; editing by Bob Tourtellotte)

Source: http://us.rd.yahoo.com/dailynews/rss/celebrity/*http%3A//news.yahoo.com/s/nm/20111103/people_nm/us_books_stevejobs

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Probe says hockey team crash caused by pilot error (AP)

MOSCOW ? A Russian pilot inadvertently put the wheel brakes on during takeoff, causing a crash that killed 44 people including a professional ice hockey team, investigators said Wednesday, citing lax oversight and insufficient crew training as key reasons behind the error.

The Interstate Aviation Committee said the Sept. 7 crash of the Yak-42 plane near Yaroslavl in central Russia occurred because one of the two pilots accidentally activated the brakes and then yanked a control wheel to his chest, pulling the plane up too sharply in a desperate attempt to take off.

It was one of the worst aviation disasters ever in sports, shocking Russia and the world of hockey, as the dead included 36 players, coaches and staff of the Lokomotiv Yaroslavl hockey team. The only player who survived the crash later died of burns. A flight engineer was the sole survivor.

Alexei Morozov, leader of the investigation, said the crew should have aborted the takeoff the moment they realized it was going wrong. He said one possible reason the pilot obstinately still tried to take off was a fear of reprisals from his employer.

Industry experts say when Russian crews abort takeoffs, make second runs or divert their planes to other airports they can risk losing their bonuses or face other sanctions as carriers focus on cutting costs.

"Many pilots say that those who cause delays in flight schedules ... run into various problems at many carriers," Morozov told a news conference. "Company management doesn't like it."

Morozov blamed the plane's owner, Yak-Service, for failing to observe safety standards and adequately train the crew. The company was closed in September by Russia's federal aviation authority following a check that found severe violations.

"The company practically lacked a proper system of flight oversight and controls over air safety," Morozov said.

Morozov said both pilots had flown another type of plane with a slightly different cockpit layout and apparently had never learned the correct position for their feet on takeoff. He said in the Yak-42, like most other Russian and Western planes now, a pilot steers the aircraft by pressing the lower part of pedals and activates the brakes by pressing their upper part.

But instead of putting their heels on the cockpit floor as regulations require, one or both of the pilots left their feet resting on the pedals in line with old habits, inadvertently activating the brakes and slowing the plane down on takeoff.

At first they didn't notice the brakes were on, and then they made the fatal mistake of failing to halt the takeoff, he said.

"A properly trained pilot would have immediately aborted the takeoff when he saw the nose failing to lift," said Ruben Yesayan, a highly decorated test pilot who took part in the probe. "The plane would simply have rolled past the runway and everyone would have been safe."

Morozov said the second pilot was taking phenobarbital ? a sedative used to control seizures that is prohibited for pilots ? and that also contributed to the disaster. He said the pilot suffered from polyneuropathy ? a neurological disorder that could affect the feet and hands and cause weakness and loss of sensation. It had passed unnoticed during an official medical certification, but investigators found that the pilot had consulted private doctors about it.

A clash of egos could also have been a factor, Morozov said, noting that the second pilot felt like the real leader.

The plane was already past half of the 3,000-meter (9,900-foot) runway when the crew tried and failed to lift it. Both pilots then threw their body weight on the steering wheels desperately trying to lift the plane and managed to apply even more pressure on the brakes while doing so.

The jet sped past the runway and ran nearly 450 meters (1,485 feet) onto the grass before finally taking off. It lifted up too sharply and immediately banked on its wing, crashing on the side of the Volga River, 150 miles (240 kilometers) northeast of Moscow.

The team had been heading to Minsk, Belarus, to play its opening game of the Kontinental Hockey League season.

Among the dead were Lokomotiv coach and National Hockey League veteran Brad McCrimmon, a Canadian; assistant coach Alexander Karpovtsev, one of the first Russians to have his name etched on the Stanley Cup as a member of the New York Rangers; and Pavol Demitra, who played for the St. Louis Blues and the Vancouver Canucks and was the Slovakian national team captain.

Other standouts killed were Czech players Josef Vasicek, Karel Rachunek and Jan Marek, Swedish goalie Stefan Liv, Latvian defenseman Karlis Skrastins and defenseman Ruslan Salei of Belarus.

The crash raised new concerns about Russia's aviation safety and prompted the president to suggest replacing all aging Soviet-era aircraft with Western-made planes.

But industry experts say recent Russian air disasters have been rooted not just in the age of the planes, but in a combination of other factors, including insufficient crew training, crumbling airports, lax government control and widespread neglect of safety in the pursuit of profits.

Source: http://us.rd.yahoo.com/dailynews/rss/russia/*http%3A//news.yahoo.com/s/ap/20111102/ap_on_re_eu/eu_russia_crash_investigation

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These Buns Help Fight Breast Cancer!

By Alex in Food & Drink on Nov 3, 2011 at 12:44 pm

Well, they ain't the world's largest bra but these buns from Danish baker Kohberg are doing their part in fighting breast cancer. Part of the profit from the sale of bread with this clever package design by Envision go to benefit The Danish Cancer Society.

Link - via Inspire Me Now

Source: http://www.neatorama.com/2011/11/03/these-buns-help-fight-breast-cancer/

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New evidence for the earliest modern humans in Europe

ScienceDaily (Nov. 2, 2011) ? The timing, process and archaeology of the peopling of Europe by early modern humans have been actively debated for more than a century. Reassessment of the anatomy and dating of a fragmentary upper jaw with three teeth from Kent's Cavern, Devon, in southern England has shed new light on these issues.

Originally found in 1927, Kent's Cavern and its human fossil have been reassessed by an international team, including Erik Trinkaus, PhD, professor of anthropology in Arts & Sciences at Washington University in St. Louis, and the results published in Nature.

The Kent's Cavern human joins the human skull and lower jaw from the Pe?tera cu Oase, Romania, in establishing the presence of modern humans at both ends of Europe (northwest and southeast) by at least 40,000 years ago.

"Modern humans were previously known to be this old in southeastern Europe, but they had not been documented as early in western Europe until the reassessment of the Kent's Cavern fossil," Trinkaus says. "The new date for the Kent's Cavern upper jaw suggests a rapid spread of modern humans once they had crossed into Europe."

All three of these fossils, although anatomically "modern," possess archaic features, indicating some degree of intermixture with the European Neandertals as modern humans spread across Europe.

None of these fossils is associated with diagnostic archeological remains, but they date close to the appearance of the Aurignacian industry, Trinkaus says. This supports the long-held view that the Early Upper Paleolithic Aurignacian represents early modern humans in the region.

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Journal Reference:

1. Tom Higham, Tim Compton, Chris Stringer, Roger Jacobi, Beth Shapiro, Erik Trinkaus, Barry Chandler, Flora Gr?ning, Chris Collins, Simon Hillson, Paul O?Higgins, Charles FitzGerald, Michael Fagan. The earliest evidence for anatomically modern humans in northwestern Europe. Nature, 2011; DOI: 10.1038/nature10484

Note: If no author is given, the source is cited instead.

Disclaimer: Views expressed in this article do not necessarily reflect those of ScienceDaily or its staff.

Source: http://feeds.sciencedaily.com/~r/sciencedaily/~3/GUgbwethJGM/111102161141.htm

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Big Business SEO | Outspoken Media

How many of you out there have taken on a large business as an SEO client and just been appalled at the state of their Web properties? Some companies either think they don?t need to do SEO, or they try to and, well, make a mess of things. Whether you?re with a company that could use a little help, or you?ve recently taken on a big business as a client and need to right a lot of wrongs, Tom Critchlow has you covered. He?s about to share some of his own experiences, and offer some tips on how to get back on track. Or, you know, get on track in the first place, if that?s where you are.

Tom asks for a show of hands of who?s involved in big business SEO. Lots of hands. He says after this session, some of you may reconsider. Hmm?

He says he?s going to provide a lot of tips that small businesses can benefit from as well, maybe not now, but later.

Tom says one of the biggest problems is that big businesses don?t focus on the small things, like changing title tags. When doing SEO for big business, think big. Think of something that?s really going to move the needle. Big picture thinking is creating content vs. creating 1,000 pieces of content. They?ll respond well to big ideas. When trying to pitch in these environments, pitch big ideas that will crush the competition.

You might say, ?But I?m never going to get the budget for that big project!? Justify the budget with pilot projects. Run a trial on a microsite, a subdomain, just one part of the site. It requires less budget, but has measurable results. Then you can go back 6-12 months later and say hey, this worked. Now I want more money to do it again, but bigger. That?s how you get the big budget.

The Lean Enterprise
There?s a circle of activity that every business goes through. You have to get through the loop as fast as possible, but there?s a bigger vision and an end goal. The loop is:

• ideas
• build
• product
• measure
• data
• learn
• ideas

Businesses have to get through this as quickly as possible. This also applies to a pilot project for a big business.

Let?s talk about Zappos. They have 50,000 product videos. Whether or not this was done for SEO, building out a process and team to deploy them is a phenomenal asset for their SEO. Far too often, this kind of thing gets lost in the small-minded things, like putting a few hundred words of content on a page.

The interesting thing is, these videos aren?t that great. But they still have a lot of power. What Zappos is really doing is investing in page types. Invest in improving your page types, or building new page types. Good page types are not sufficient but they are required. Start making your pages earn their rankings.

Amazon is a perfect example. Their pages rank everywhere. Partly because of the number of links, but also because their product pages are huge. They have everything you might want to know on that page. Look at the Amazon Kindle page. They lay out everything. Every objection you might have is addressed, every question you might have is answered. For Tom, that?s an easy SEO project. Invest in making pages better. You?re going to have a hard time ranking if you don?t have good page types.

Invest in Data

Tom says he loves Rand Fishkin and SEOmoz, but for big sites, the ranking data from SEOmoz won?t cut it. Instead, you should invest in one of the enterprise solutions: Brightedge, Conductor, Covario, Searchmetrics. When your client comes to you and asks what happened to their rankings, it?s not enough to say, ?Oh, there was a Panda update.? You need to show them the data. These tools will give you the data when you need it.

Invest in tools that allow for competitive intelligence. Monitoring, tracking, and investigating competitors is necessary.

Organization

The information architecture of a Web site is bad enough. The org chart of a company can be even more confusing. But if you?re working on a big business project, you have to know the company?s structure. You have to know whom to talk to, what their roles are, who can get things done. If you have a PR problem, you need to know who to go to.

The content gap in the org chart: It?s not uncommon for the only shared hierarchy for content producers to be the CEO. The missing link is Chief Content Officer. More big businesses should have a Chief Content Officer. The way most businesses are structured, several people may be producing content. The problem is, the CEO can?t be there all the time to resolve disputes.

You may also have freelancers or other content writers, but that?s not good enough. You need someone who knows what quality content means, how to get it, how to maintain it. Those are things the other senior members of the org chart don?t care about.

Understand the roles of your colleagues and teach them how to help you. Everyone can help SEO but in very different ways. Sometimes one person shops around the SEO strategy to the other departments, but people don?t buy into it. How can we educate everyone in the company about SEO? Not just in a general way, but in a specific way?

Enterprise is about getting shit done, but that?s sometimes difficult. There was a blog post [he's not sure where] and one of the points was, ?And then you just?? But in-house, there is no ?and then you just.? It?s not trivial. We try hard not to rely on deliverables as the things people pay for. They pay for results. Unless your recommendations translate into action, there?s no value.

Zappos quote: ?I think we?ve done a good job over the last couple of years getting SEO worked into the flow of the company.? This is important. It?s not just a one-off project. It?s not just changing title tags. He?s making the whole company educated about SEO. Effecting change is changing processes. Whether it?s changing them or creating new ones. You can do anything once. How do you make sure it?s repeatable, scalable, and gets done? Processes are the most important thing you can change. You have to examine them, find the holes, find the problems before you can fix them. Changing processes will have massive results.

Anything you do on a one-off basis is worthless. You change something, and then it gets overwritten a week later by someone else. You have to make sure that what you?re doing is going to last. Figure out a process for how content gets onto the site, and how SEO is embedded into is. Get SEO into the process, not just the end result.

You created an infographic, and you get 100 links. Woo! How can you create one every week? How can you create something that gets links for 12 months? There are things you can do that are far more scalable than one-off projects.

Project Management

This is the secret to getting things done. How do you actually change the processes? Project management is the shared language, and everyone needs to speak that language to get anything done. In SEO, we talk all the time about competitive analysis. Next time, call it gap analysis. Everyone knows what that is.

Consider performing a SWOT Analysis: strengths, weaknesses, oppportunities, threats. [Tom provided a link at this point that explains the SWOT analysis in more detail, but I missed it. I did see it was on sciencedirect.com, so check that out.]

Consolidation

Tom recommends, for any large site, prune aggressively. Is removing crappy links really going to help things? He says absolutely. If you have a lot of microsites or subdomains, removing some of them is going to help you. One of the first things he says at the beginning of a project is, how can we reduce things? What can we get rid of? It?s very valuable to trim out the fat.

Google Webmaster Tools is one of the best ways to do this. It will tell you what you can get rid of.

Here?s an example of a failure to consolidate content. Gucci has more than five million Facebook fans. But the content they promote on Facebook doesn?t exist on the main Gucci site. Consolidate your content onto the places it matters. They?re not leveraging this activity. It?s not rocket science. Think about how thin you?re spread. Try to consolidate to the places it?s going to make the most sense.

LinkedIn

Tom explains how to hack biz development. One way is by leveraging partnerships. It can get you links you couldn?t get otherwise. He wrote a blog post about it on SEOmoz a while back. It?s valuable, but people flamed his blog post for it. So here?s the actionable tip: If you want to get business development done as an SEO or agency, find a C-level, sit down for 20-30 minutes, go to their LinkedIn profile, see who they?re connected to, send a few messages. This is going to produce syndication, partnerships, acquisitions, opportunities to build widgets, etc. It?s an actionable way to hack business development. Forget guest posts. Get a regular gig on Huffington Post. That?s the kind of BD he?s talking about.

Get in bed with Google?but be careful. Say Google was testing a new video format. They contact you to test it, you do it, it messes up your site, your rankings tank, and then Google stops taking your calls. Tom says that?s TOTALLY hypothetical. You must remember, Google is looking out for their own best interests?not yours.

Also remember, your market is not static. Build industry reports that show movement as well as competitive intelligence. For big business, the market is not stationary.

And that?s it for now! We?re breaking for lunch, and then reconvening for a session from Bob Rains called ?Why I?m a White Hat Now.? Ooh, sounds like one you wouldn?t want to miss!

Tagged as: searchlove, tom critchlow

About the Author

Michelle Lowery is the Operations Manager of Outspoken Media. She's usually pretty quiet on Twitter because she's usually writing.

Get social with Michelle at Twitter

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Source: http://outspokenmedia.com/internet-marketing-conferences/big-business-seo/

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Corzine's MF Global files for bankruptcy (Reuters)

NEW YORK (Reuters) ? Jon Corzine's bid to revive his Wall Street career crashed and burned on Monday when his futures brokerage MF Global Holdings Ltd filed for bankruptcy protection following bad bets on euro zone debt.

Corzine, who once ran Goldman Sachs and became governor of New Jersey, had been trying to turn MF into a mini Goldman by taking on more risky trades.

But once regulators forced it to disclose the bets on debt issued by countries including Italy, Portugal and Spain, the firm's fortunes quickly began to unravel.

MF Global's meltdown in less than a week made it the biggest U.S. casualty of Europe's debt crisis, and the seventh-largest bankruptcy by assets in U.S. history.

The Chapter 11 bankruptcy filing came after talks to sell a variety of assets to Interactive Brokers Group Inc broke down earlier on Monday, a person familiar with the matter said. MF Global's shares plunged last week as the company's credit ratings were cut to junk.

Regulators had expressed "grave concerns" about the viability of MF Global, which filed for bankruptcy only after "no viable alternative was available in the limited time leading up to the regulators' deadline," the company's COO, Bradley Abelow, said in a court filing.

The severity with which markets and regulators reacted to MF Global's troubles may have surprised Corzine, whose affinity for risk-taking finally caught up to him after a career that took him to the top echelons of Wall Street and then into politics first as a U.S. senator.

Corzine, 64, was seen leaving the company's midtown Manhattan office and hopping into a black SUV vehicle early Monday afternoon.

"They went for what would be a very profitable trade with European sovereign debt that obviously has blown up in their face and brought the company down," said Dave Westhouse, vice president of Chicago retail broker PTI Securities and Futures.

The bankruptcy is reminiscent of 2008 when Lehman Brothers collapsed at the height of the financial crisis. But market participants said the impact from this collapse, far smaller, would likely be contained.

MF Global's 2,870 employees, as well as counterparties, were left scrambling and confused on Monday, as MF Global halted its shares, but did not file for bankruptcy until well after U.S. markets had opened.

"Ultimately it will have lost all confidence of its investor base," said Michael Epstein, a restructuring adviser with CRG Partners. "I'm not sure what restructuring it actually does. In some respects, it's a baby Lehman, in effect."

Three traders wearing MF Global jackets were seen leaving the Chicago Board of Trade prior to the opening of pit trading and floor sources told Reuters they had been turned away after their security access cards were denied.

The New York Federal Reserve suspended MF Global from conducting new business with the central bank. CME Group Inc, IntercontinentalExchange Inc and Singapore Exchange Ltd and Singapore's central bank all halted the broker's operations in some form except for liquidations.

There was little evidence of any severe ruptures in commodity markets, although volumes were down sharply as investors said they preferred to wait for more clarity before placing new trades.

JPMorgan Chase & Co's exposure for a $1.2 billion syndicated loan to MF Global is less than $100 million, a source at the bank said.

Jeff carter, an independent futures trader in Chicago, said the impact on the markets should be smaller and nothing like when Lehman failed and hedge funds had money locked up with the firm for months.

Corzine's decision to chase yield by going after European sovereign debt was clearly ill-advised and always seemed much too risky, Carter said.

On Monday, MF Global's HR department was busy making calls withdrawing job offers it made over the past few weeks, according to a person familiar with the situation.

BANKRUPTCY FILING

MF Global scrambled through the weekend and into Monday to find buyers for all or parts of the company, while at the same time hiring restructuring and bankruptcy advisers in case nothing could be done.

In the past week, MF Global posted a quarterly loss, its shares fell by two-thirds and its credit ratings were cut to junk.

Corzine was trying to transform MF Global from a brokerage that mainly places customers' trades on exchanges into an investment bank that bets with its own capital.

But the company was also suffering because of low interest rates, which hurt profits from core brokerage operations.

It may be easier for MF Global to work out a sale in bankruptcy than outside of it, said Bill Brandt, chief executive of Chicago-based turnaround firm Development Specialists Inc.

By filing for bankruptcy, MF Global freezes the value of its free-falling notes and gives potential suitors a clearer picture of the losses they would be taking on, Brandt said.

"If I were trying to do a deal fast, rather than sell the company itself, I'd see if I could peg the notes at a discounted price and find someone else to buy the distressed notes," Brandt said.

If a sale is in the offing, the buyer may be a European bank or sovereign government, as such entities would be particularly keen on stopping the slide and maximizing the value of the notes, Brandt said.

MF Global Finance USA Inc also filed for Chapter 11 protection, court records show. Both MF Global entities filed for protection from creditors with the U.S. bankruptcy court in Manhattan.

"The real question is how many assets will be left to transfer," said Niamh Alexander, an analyst at Keefe, Bruyette & Woods.

"Customers might move very quickly and it may be that every hour that passes shrinks the portfolio of assets that could be transferred" to a buyer, KBW's Alexander said.

The bankruptcy, meanwhile, is the latest flop for finance-focused private equity fund J.C. Flowers, whose other recent investments include nationalized German bank Hypo Real Estate.

MF Global's deeply distressed 6.25 percent notes maturing in 2016 fell 4 cents to 46 on the dollar, according to the Trace, which reports bond trades. The price had earlier fallen as low as 15 cents.

Its shares remained halted in New York.

The company hired boutique investment bank Evercore Partners Inc to help find a buyer, separate sources said this past week.

(Additional reporting by Paritosh Bansal, Jonathan Stempel, Caroline Humer, Matthew Goldstein, David Sheppard and Lauren LaCapra in NEW YORK, Tom Hals in WILMINGTON, Jessica Hall in PHILADELPHIA, Narayanan Somasundaram in SYDNEY, Douwe Miedema and Dominic Lau in LONDON; editing by Erica Billingham, Matthew Lewis, Dave Zimmerman and Andre Grenon)

(This story was corrected in the first paragraph to correct Corzine's name)

Source: http://us.rd.yahoo.com/dailynews/rss/business/*http%3A//news.yahoo.com/s/nm/20111031/bs_nm/us_mfglobal

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Union approves new contract with Chrysler

October 29, 2011

DETROIT (AP) ? Members of the United Auto Workers union approved a new four?year labor contract with Chrysler on Wednesday, though many voted against the pact.

The approval means that all three Detroit automakers have signed deals with the union and labor peace is likely at least through September of 2015.

The contracts, reached without strikes or arbitration, should help the union in its efforts to organize workers at U.S. factories owned by foreign automakers, UAW President Bob King said. The UAW has made progress with the companies in confidential discussions, he said, but he would not identify which company the UAW will focus on first.

Overall, about 55 percent of workers casting ballots voted for the contract with Chrysler and 45 percent opposed it.

Salaried and production workers across the U.S. voted in favor of the deal, but skilled trades workers such as electricians and pipe fitters voted it down. So under the union's Constitution, the executive board made the final decision to ratify the pact.

Under the deals, most workers at Chrysler, Ford and General Motors?(News - Alert) won't get pay raises. But they'll get signing bonuses, profit sharing and other payments. The deals also promise at least 13,000 new jobs at all three companies and give raises to a small number of entry?level workers who make about half the pay of a longtime UAW member.

About 56 percent of skilled trades workers voted against the contract, forcing the executive board to meet by teleconference. The board declared the contract ratified after determining that skilled trades workers voted the deal down mainly for economic reasons that weren't unique to their jobs.

The union and Chrysler reached a tentative agreement on the new contract Oct. 12, and Chrysler Group LLC's 26,000 workers finished voting on the deal Tuesday night.

The Chrysler deal includes a $3,500 signing bonus, and its profit?sharing checks are far lower than workers will get at Ford Motor Co. and General Motors Co. Ford's signing bonus is $6,000, while GM's is $5,000. Chrysler Group LLC has yet to make a full?year profit since it emerged from bankruptcy protection in 2009, while GM and Ford have each made billions.

Chrysler workers were barred from striking over wages under the terms of the company's 2009 government bailout.

Chrysler hasn't made an annual profit since 2005. The company earned $116 million in the first quarter, its first quarterly net profit in five years. But it lost $370 million in the second quarter, mostly because of charges for refinancing government debt. The company is likely to announce a third?quarter profit when it reports earnings on Friday.

Chrysler expects to earn $200 million to $500 million this year, excluding the debt charges. But the profit is tiny compared with its Detroit rivals. Ford reported a profit of $6.6 billion last year, while GM earned $4.7 billion.

The Chrysler deal promises up to 2,100 new jobs and investment of $4.5 billion in U.S. factories.

Source: http://topnews360.tmcnet.com/topics/associated-press/articles/2011/10/29/235228-union-approves-new-contract-with-chrysler.htm

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