At the beginning of December, a new member joined the Huddersfield Town Family Friendly Facebook Group. His name is Elias Bangura and he lives in Freetown, Sierra Leone. He is fairly new to Huddersfield Town but since our promotion to Premier League, our popularity is surging throughout many countries in Africa and seems to captured the heats of a little corner of Freetown.
In his local Town of Clinetown, he setup a kids football team and has decided to call the team Huddersfield FC Freetown.
His team consists of children ranging from ages between 10 & 16 years old, and although they have played a few friendly matches they are yet to play their first competitive match (Scheduled for 14th Jan).
We have been in regular contact with Elias to learn more about his team and the overall setup. As you can see from the photos and short video, they are well in need of a football kit & footwear for playing their matches.
Our admin team were thinking of ways we could help and also noticed some members who seemed to warm to the idea also.
Ideally, what Huddersfield FC Freetown need is footwear and kit. We would like to be able to send them some boots and trainers so they can continue to train or play their matches with the right gear.
We have been in contact with the club and they have very kindly agreed to donate a football shirt for each member of the team. Although this is a fantastic gesture by the club, we still need your help.
There are 2 ways you can help.
With this in mind, a crowd funding page has been setup so you can donate funds which will be used to purchase the additional kit and assist with shipping. The Crowd Funding Page is Below:
Please help us get Huddersfield Town FC Freetown the best looking Team in Sierra Leone.
Chris Smith , FORBES STAFF
For years FORBES has been the ultimate scorekeeper of sports business, tracking everything from the most valuable teams to the highest-earning players, from top agencies to biggest sponsors. But quantifying monetary success doesn't tell the full story.
The Dallas Cowboys, for example, are the world’s most valuable pro sports team, now worth $4.2 billion with a staggering $700 million in revenue last season. Cristiano Ronaldo is the world’s highest-paid athlete, taking home $88 million. Nike is the globe’s top sportswear brand, worth $28 billion and clocking $30 billion in annual revenues. And Creative Artists Agency beats all sports agencies, with a whopping $290 million in maximum commissions.
But what, exactly, makes the Cowboys, Ronaldo, Nike or CAA so successful? What is it that’s driving the impressive numbers on their balance sheets? It’s the business relationships they have throughout the sports ecosystem.
Introducing the FORBES SportsMoney Index, the definitive money ranking in sports. We’ve ranked 430 athletes, agencies, brands and teams, accounting for both their financial power as well as their influential relationships with others in the sports world. To create the SMI, we’ve combined all of FORBES’ SportsMoney annual valuations lists (sports teams, brands, athletes, agencies) and proprietary financial data into a single ranking that reflects their monetary success and how their values affect one another. This is the first time that a cross-category ranking of sports business influence has ever been compiled. For the complete SMI visit www.forbes.com/sports-money-index.
When 24,500 Huddersfield Town faithfuls in The John Smith’s Stadium at 3-0 down, stood and clapped off the man largely responsible, they unknowingly reminded the ‘big six’ and their disciples how football used to be.
It reminded us of the correct spirit Premier League, the thrill of seeing the likes of Harry Kane, Alexandre Lacazette and Sergio Aguero players who cost more than their entire squad, the thrill of Huddersfield being in the league of dreams.
The volcano of drive, devotion, passion and hard work that has taken to get them there is still there has erupted, and is spewing out through their support.
They, despite being 3-0 down, at 80 minutes hadn’t resorted to abusing the visiting fans or berating their players. Why? They didn’t even look unhappy. Why? Because they came to watch football.
They were too busy singing and roaring on their team, full support the whole way through, the ‘Huddersfield Massive’, parents, kids and grandparents.
Despite the 4-0 drubbing, the display put on by Pochettino’s men and those before them, was exactly what they came to see, and despite the heavy loss, they relished it.
Spurs Fans Return the Favour
The reaction of the Spurs fans, more used to anti-Semitic taunts than respect, was immediate.
Returning the compliment, the visitors cheering the home as the they as they left the stadium, touched but shocked that their hosts had given not only given Kane a standing ovation when substituted, they also applauded the team off at the end.
Something that hasn’t been seen very often in the English game at the highest level, for many a year.
They hadn’t once berated or insulted their players, visitors, or their fans, they were busy singing and trying to pull their team back, right up until the applause. Like fans used to.
Had they been fans of any of the top six, they probably would have already left, phones in hand to vent their disgust, expel the venom, having told the opposition what they think of them.
With the gifs, the tweets, the abuse, and the photo-shopped pictures of players and managers; derogatory Fan TV; podcasts; facebook; and instagram.
It’s a world where social media has become the new Football Factory, the remission of physical violence from the support of the English has replaced with a new breed of hate, spreading like an aggressive cancer.
Social media allows fans to have a virtual punch up. Instead of a few pints and fisticuffs, the I-phone is the new broken bottle. Anyone can join in, no riot police, no Black Mariahs. Men, women and children all get to join in, when their own or a club they hate takes a loss, or one of their players has a bad game. No arrests will be made, shops looted, tear gas expelled, or club bans imposed, but damage caused by the virtual rioting is not so easily fixed.
The glory of the Champions League has perhaps wiped away the the sport in the Premier League. Huddersfield, fresh from the Championship, haven’t yet been spoiled by the desperation for ‘marquee signings’ and the merciless charge for the top four.On The FieldThe Mourinhos, and the Guardiolas who snarl at snap at each other like, well, terrriers, also at referees, officials, and press showing little regard for the FA or indeed for their employers.
There is a new way to play your opponents, and the media. The mind as opposed to the football game. Giving a bad example to both players their fans, more poignantly, targets and excuses for all losses.
No ‘bitterness at the John Smiths’ Stadium
The capacity crowd at the John Smiths’ Stadium despite the heavy home loss, were not holding placards with ‘Wagner Out’. They simply shrugged off the defeat and respectfully applauded the display. Fans hoping the Terriers will give them a better game next time.
If Leicester’s starry eyed players and fans had held on to their mid table humility a bit longer, instead of assuming a Champion’s grandeur following their unexpected League Title, Claudio Ranieri may still be in charge.
Their ‘One Season Wonder’ taunts aimed at Harry Kane wouldn’t be so ironic; and they wouldn’t now be struggling with Craig Shakespeare.
If the Terriers’ and their fans are to learn anything from those teams they aspire to, and still enjoy the football like they did at the weekend, is to be smart.
The Premiership is angry. Don’t be angry. Be supportive. Be like Huddersfield Town.
Fresh off completing his record breaking ride around the globe, setting a new world record of 78 days 14 hours and 40 minutes in the process, Mark Beaumont is in the GCN studio!!
Best advice from the Global Cycling Network
What bike should you buy? Simon from GCN explains the key differences between gravel bikes, aero bikes and lightweight bikes and tells you what to look out for.
Buying a bike is a big decision. Get it right with our buyer's guide. In this video, Simon takes you through the key differences between bikes and explains the things that you should be looking out for when you make this important purchase.
Should you buy a cyclocross bike? A gravel bike? What about road bikes – is it better to buy a lightweight bike or a climbing bike? If you want to ride off road, should you buy a mountain bike or a gravel bike?
We explain all in this video. Don't forget to leave your questions down in the comments and LIKE and SHARE this video.
If you'd like to contribute captions and video info in your language, here's the link 👍 http://gcn.eu/oI
Cyclist Mark Beaumont finishes record-breaking 'around the world in 80 days' cycle a day early
By Nikki Ekstein - Bloomberg
Want to cash in your SPG and Marriott points for a yacht cruise? That may soon be possible, as Ritz-Carlton, Marriott International Inc.'s flagship luxury brand, announced a seafaring expansion.
As part of the newly minted Ritz-Carlton Yacht Collection, the five-star hotel brand will launch three small, ultra-luxury ships with laid-back itineraries and spacious, open-concept design schemes that flip the traditional cruise experience on its head. The maiden vessel will pull out of the shipyard late in 2019, with bookings opening next May—marking the first time that a hotel company hits the high seas.
“You have to diversify your business,” Ritz-Carlton Chief Executive Hervé Humler told Bloomberg during an exclusive preview. After successful expansions into branded residences and six-star resorts (which Ritz-Carlton operates under its ultra-premium Reserve emblem), Humler says there were ample data to support a cruise venture. One key statistic, he says, is that the cruise sector has expanded by an average of 8.5 percent each year since 1981. For all that rise in demand, there have been few new ships on the ultra-premium spectrum.
This, combined with company-supplied data claiming that 400,000 Ritz-Carlton guests are cruisers, means there’s both a built-in customer base and a solid marketing opportunity at play. “We only need 12,000 passengers to fill up a ship [each year], so if we don’t exceed [capacity], we’ll be pretty close to it.”
So how will Humler compete with established ultra-luxury players such as Crystal Cruises, Seabourn, Silversea, and Regent Seven Seas? By building the anti-cruise ship, he says—with an emphasis on space, privacy, and flexibility—something he’s worked to perfect over the course of 12 years.
The Maserati Effect
Fredrik Johansson, owner and executive project director of Tillberg Design of Sweden, has designed quite a few ships: Viking, Norwegian, Azamara, Costa, Cunard … the list goes on. But the Ritz-Carlton project represents the first time he’s designing a cruise line’s maiden ship and creating design standards from scratch, “a groundbreaking opportunity,” he says. “We’re designing these ships to turn heads.”
To that end, he drew inspiration from superyachts such as Azzam, Eclipse, and Nauta—as well as Maserati—rather than from his competitors.
“We wanted a look that was very slender, long, and elegant,” said Johansson. “Most ships in port look the same—but this won’t. I’m looking for the Maserati effect. I want people to see it and wonder how stunning it is on the inside.”
He thinks of the 190-meter (623-foot) vessels as hybrids between ultra-luxury small ships and yachts. If small cruisers carry about 650 passengers, on average, and a typical superyacht can hold a couple dozen, these are right in between, with 298 passengers in 149 suites—comparable only to Ponant’s 132-room ships.
Compared with Ponant, though, Ritz-Carlton’s ships are about 200 feet longer, to accommodate enormous staterooms and an abundance of dining options, amenities, and public spaces—at least as many as what you’d expect to find on a much-larger 600-passenger ship. The end product will offer more choices, more places to hide away (both public and private), and the utmost flexibility in your day-to-day schedule.
Johansson is confident that these factors will put his ships in a class of their own.“We tried to design the ship to be everything that a traditional, large cruise ship is not,” he said. “It’s a place where you go with no queues, no crowds, no disturbances—just a beautiful backdrop for beautiful people.”
A Radical Cruise Redesign
Due to fire and safety regulations, most cruise ships’ common spaces are subdivided and sectioned off, with walls dividing restaurants from bars and lounges and casinos. For the as-yet-unnamed Ritz-Carlton ships, Johansson is pioneering an open-concept floor plan that will be “fluid and transparent” and will “break down the traditional boundaries between dining and drinking areas.” And no, there won’t be casinos.
Dining and drinking venues will be small and intimate, perhaps seating only a couple of dozen passengers at a time, and all will be open around the clock, without the assigned seats or prescribed dining times—or buffets—so common in the cruise industry.
“Everything will be like a yacht experience in that respect,” said Johansson. “The service will appear from nowhere, seamlessly, as opposed to traditional show cooking that’s loud and noisy.”
Ritz-Carlton Is Building the Anti-Cruise Ship
Other shared spaces will include a yacht-like marina platform, where glass doors open to a sweeping staircase that leads to a pool deck on the ship’s stern; it’ll be a place to have drinks and snacks or launch water toys such as kayaks and paddleboards. There’ll also be a massive, open-air penthouse space with a retractable roof and 270-degree panoramic views of the sea: It’ll be an al fresco lounge by day and a nightclub after sundown.
Accommodations will be called suites, not staterooms, and all of them will have verandahs and above-average ceiling heights. Certain hallmarks will be straight out the Ritz-Carlton design playbook. “It specifies all sorts of details, from how big the writing desks should be and how many cushions should be on the beds,” said Johansson. Not all of them lend themselves to a cruise ship, though. Double sinks? They’re a Ritz-Carlton bathroom mandate—but they’d never been installed in a standard cruise stateroom before now.
Most small luxury ocean liners that are currently sailing—the Silversea Muse, the Regent Explorer, Seabourn’s Encore, Ponant’s Le Lyrial yacht, for instance—are being built as expedition ships or reconfigured to meet the demand of a burgeoning adventure cruise sector. They’re largely heading to the polar regions of Antarctica and Greenland and the Scandinavian fjords.
So Ritz-Carlton saw an opening in the market: small-ship cruising along the Mediterranean, the Caribbean, and New England. They’re classic destinations that are popular with cruisers—yet they’re almost exclusively serviced by mega-ships that overwhelm the regions’ biggest ports.
“I don’t want to stop in Marseilles—it’s a huge commercial port. Instead I can stop in St. Tropez,” he said, pointing to the type of small berths that his ships will be able to slip into—and that larger cruise ships cannot. “Commercial boats cannot go to places like Mykonos, to Portofino, to St. Barths,” he added. But his are small enough to manage it.
The first vessel will sail the Caribbean, New England, and Europe starting late 2019. In early 2021, a second ship will start sailing on similar routes. The third ship, which comes online in early 2022, will break from that pattern and head toward the South Pacific.
Douglas Prothero, managing director of the Ritz-Carlton Yacht Collection, says that the pace of the itineraries is another differentiator: It’ll be slower, with less time at sea and more time to explore. “We’ll do four ports in seven days, not seven ports in seven days.” With each new destination, local chefs, artists, dignitaries, and guest lecturers will come aboard for a constantly rotating roster of talent and entertainment options.
Off-ship excursions will follow suit. Although the partnerships have yet to be cemented, onshore activities will likely be organized by the same high-end outfitters that luxury travelers would call to organize a land vacation. (Pricing will be announced at a later date; itineraries will be “targeted at the 1 percent of global travelers.”)
Why It’s a Game Changer
In many ways Ritz-Carlton is building on existing trends rather than reinventing the wheel—a majority of luxury cruise companies, for instance, are trending toward extending hours in port and are bringing in guest lecturers from relevant destinations to entertain their crowds. But by enlisting unpaid consultants, such as Valerie Wilson, whose namesake company is among the 30 largest travel agencies in the U.S. and moves more than $300 million in travel inventory, they are ensuring that all the small details will add up to something truly unique. “Its suites will be larger than anything its competitors can offer,” said Wilson, “and it’s almost mind-boggling that they’ll have five restaurants for less than 300 people.”
From an industry perspective, though, this will be the first time guests can combine cruise and land vacations with a single operator, by booking pre- and post-hotel stays with Ritz-Carltons in port cities. And more than likely, Marriott Rewards will be a perk of sailing with the Ritz-Carlton Yacht Collection.
Currently the official messaging from Marriott indicates that the yacht collection will have its own unique loyalty program, the details of which are still being finalized. (Ritz-Carlton's hotels have their own loyalty program, too, but guests’ points are linked with their Marriott Rewards or Starwood Preferred Guest status.)
According to Humler, though, “It would be key to the success of the cruise line to extend the loyalty program.” Doing so, he said, would help the brand “understand what [guests] like and what they want and cater an experience.”
Room for Growth
Ritz-Carlton’s investment in the yacht collection is undisclosed, and much of it is financed by Oaktree Capital, a global investment manager with experience in the hospitality and maritime sector. But there are indications—based on Spanish shipyard reports that match the first yacht’s description and name Ritz-Carlton—that each vessel is costing €180 million ($200 million) to build. And that doesn’t include the cost of drawing top executives, such as Silversea's ex-chief financial officer, Victor Cai, from competitors.
With occupancy on cruise ships averaging 86 percent to 90 percent industrywide, compared to 78 percent occupancy across Ritz-Carlton hotels last year, Humler and Prothero are confident whatever the investment, especially as vessels can be repositioned to respond to changing regional demand.
“We think it can go to five ships,” said Prothero, who sees the product as appealing to a fast-growing demographic of young, high-net-worth cruise skeptics. And with the third ship sailing the Pacific Rim, the pair hopes to target Chinese and Japanese travelers—two other burgeoning groups with plenty of dispensable income.
Don’t expect yachts to be the last word in Ritz-Carlton’s brand evolution, either. “With the yachts, we wanted to think about where else we could take our customers,” said Humler. “In the next few months, I will work on taking our customer to air, too.”
The Queen celebrates two birthdays each year:
Official celebrations to mark Sovereigns' birthday have often been held on a day other than the actual birthday, particularly when the actual birthday has not been in the summer. King Edward VII, for example, was born on 9 November, but his official birthday was marked throughout his reign in May or June when there was a greater likelihood of good weather for the Birthday Parade, also known as Trooping the Colour.
The Queen usually spends her actual birthday privately, but the occasion is marked publicly by gun salutes in central London at midday: a 41 gun salute in Hyde Park, a 21 gun salute in Windsor Great Park and a 62 gun salute at the Tower of London. In 2006, Her Majesty celebrated her 80th Birthday in 2006 with a walkabout in the streets outside of Windsor Castle to meet well-wishers.
On her official birthday, Her Majesty is joined by other members of the Royal Family at the spectacular Trooping the Colour parade which moves between Buckingham Palace, The Mall and Horseguards’ Parade as well as a public appearance on the balcony of Buckingham Palace.
Thanks to royak.uk
BY ALEX MILLER - LAST UPDATED: NOVEMBER 28, 2016
Breaking Down the Language Barrier in Record Time
Many of us wish we could speak a different language, especially when we travel to our favorite vacation destination. Although a good number of us would love to be able to speak another language and to be fluent enough to converse more meaningfully with someone beyond the usual “hello” and “please” stock phrases, many of us dismiss the idea as too daunting or too time-consuming.
However, getting to grips with a new language need not be difficult or time-consuming. And in this IG we’ll break down the learning process into simple tasks so you can develop your language skills in record time.
As this infographic (below) demonstrates, there are some neat ways to break down the learning process into a number of simple tasks, allowing you the chance to grasp a new language in record time.
Building connections in your brain that help you to learn a new language more quickly, is the framework that will see you make rapid progress, allowing you to speak in a different tongue far more proficiently and quickly than you perhaps thought was possible.
If you want to get more from your foreign trips, set yourself the challenge of becoming fluent in the language of your choice, in just three months.
Download the Infographic HERE
By Kevin Faber
One of the hardest things to do when starting a business is to figure out how to set your pricing. Businesses need to make sure that their price is in line with how they are marketing themselves. You wouldn't want to advertise "all you can eat" for an upscale bakery, just as you wouldn't charge $20 for a burger at a fast food restaurant. This post will go over the purpose of a pricing strategy and how it factors into setting prices for products or services.
Some Factors That Determine a Product Offering's Price
Your business will need to consider the financial means of its chosen target group. You will, therefore, craft your pricing strategy in part based on how they are likely to value your goods and services. You need to charge a price which your chosen target audience is both willing and able to pay. Your price that you choose should reflect the goals that you have set out to achieve with your business. This means that your price point should generate adequate income to cover your costs and make a decent profit.
A business should also consider its strategic objectives when setting its price. This includes how you want to position your product in presumably an already crowded marketplace. A business will have to look at the general market characteristics of its industry to determine where it fits in its niche.
An overview of pricing strategies
Here's are a few pricing strategies that are used by businesses when setting prices.
Cost-oriented Pricing - Set Your Price According to Your Costs
In the last section, we looked at four different ways to come up with a product's price. Here we will go in-depth on the second strategy, cost-oriented pricing.
If you have a business that sells products, then you need to take your manufacturing costs for your items into account when setting your prices. There are also additional markups that will be required by retailers and distributors. You can use an auto dialer app to make contacting these people easier. You need to figure out a price so that each party in your supply chain makes enough money. The last thing you want to do is to successfully sell your item and realize later that everyone is making money except for you. That's a quick way to go out of business. This is also why you need to look at your operating margins when setting your price.
To calculate your margins, you'll first need the per unit production cost for each of your products from the factory. You'll add to this your per unit cost for receiving and freight. Depending on how your agreement is set up, either the freight cost or the warehouse receiving cost may be included in your per unit price. If you're producing your item overseas, you will need to have your import tariff costs. You can find out your international tariff costs by going to usitc.gov.
You'll also want to know your own margin goals. Try to keep your margins above 50%. Anything lower than that will not help you create a sustainable business. You should also know your retailer's' margin requirements. This will vary by industry as well as whether you're working with mass retailers or boutique retailers (and whether there's a distributor involved).