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Information included may not apply to all previous versions of product. Review manuals before using or implanting a device, or performing follow-up care. Use the three filter settings below to reduce the list size. Use only product literature from the region where the patient procedure is performed. For Male Patients. You can search for a manual using the model description. The model description can be found on a white or silver data badge. For ovens, this badge is located on the bottom edge of the appliance or in the base of the pan storage drawer (high level models). For other appliances, the data badge tends to be on the back or side. If you need help locating your product model, please contact us or give us a call on 0344 815 3740 Contact us or give us a call on 0344 815 3740. For further information on how we use cookies and how to change your browser settings, please read our Cookie Policy. By clicking 'I Agree', I acknowledge and accept the Terms of Use, the Privacy Policy and the Cookie Policy, and agree that my information may be transferred to the U.S., if I am outside the U.S. I agree Locate. From the expansive bow with innovative seating galore, to the beautifully designed convertible helm and cockpit areas, to the gracious, well-equipped cabin with enclosed head, the 420 is a champion at onboard entertaining and pleasure cruising, whether close to home or way offshore. With so many inviting spaces to settle in for the day, this is the yacht you’ll want to enjoy with family and friends. Step aboard and into the future of boating. Helm seating accommodates 6 people and converts easily to face forward or aft. Spacious cabin with V-berth offers 7 feet of headroom and two available color schemes. Convertible aft bench tucks away to expand the cockpit with even more fish-fighting room. Mercury’s integrated SmartCraft VesselView display, power steering and digital throttle and shift combine for sophisticated, seamless command. http://lego-terra.ru/userfiles/bowtech-commander-manual.xml
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Dynamic Running Surface hull technology, featuring automatically adjusting trim tabs, lifts ride quality to new levels. A spacious, well-equipped cabin complements innovative seating and advanced technology onboard this flagship Whaler. Gallery More Photos Videos View Video Gallery 4 Videos Disclaimer: Some options viewed in the video may have changed since it was created. Please refer to the Spec Sheet for the most updated information. Virtual Tour Disclaimer: Some options viewed in the tour may have changed since it was created. Take a stroll through this model with our interactive virtual tour. Explore the layout and abundance of features and options from different angles and views. Imagine the cool air blowing on your face and the warm sun shining down from above, as you virtually walk around your favorite Whaler. For complete descriptions please visit the Build Your Whaler feature. Please check with your local dealer. http://desarrollomor.com/resources/original/bowtech-bow-manuals.xml
Hull Colors Gelcoat Hull Side Colors White (Standard) Painted Hull Colors Abaco Blue Fighting Lady Yellow Horizon Blue Ice Blue Jadestone Oyster Grey Platinum Sand Metallic Steel Blue Tectonic Silver Wasabi Interior Color Packages Elite Package Natural Package Legacy Package Engine 350 L6 DTS Black Quad Mercury Verado engines (standard engine) Learn More Show Less 350 L6 DTS Black Quad Mercury Verado engines with hydraulic power steering and Shadow Mode Technology (91 octane fuel recommended) (standard engine) 350 L6 DTS White Quad Mercury Verado engines Learn More Show Less 350 L6 DTS White Quad Mercury Verado engines with hydraulic power steering and Shadow Mode Technology (91 octane fuel recommended) 400 L6 DTS Black Quad Mercury Verado engines Learn More Show Less 400 L6 DTS Black Quad Mercury Verado engines with hydraulic power steering and Shadow Mode Technology (91 octane fuel recommended) 400 L6 DTS White Quad Mercury Verado engines Learn More Show Less 400 L6 DTS White Quad Mercury Verado engines with hydraulic power steering and Shadow Mode Technology (91 octane fuel recommended) 350 L6 DTS Black Quad Mercury Verado engines with Joystick Piloting Learn More Show Less 350 L6 DTS Black Quad Mercury Verado engines with Joystick Piloting.Subject to change based on options and loading condition. Dry Weight: 27,193 lbs Fuel: 340 gal. Subject to change based on options and loading condition. We can tell you how innovative and industry-leading our products are, but don’t take our word for it. Learn what others have to say in these third-party reviews. BoatTEST.com Features Video Review 2015 BoatTEST.com Full Video Review 2015 BoatTEST.com Fishing Features Video Review 2015 Downloads Performance Data Spec Data Owner's Manual Looking for something that isn't here. Visit our Resources section for more information on specs and parts. Visit Build Your 420 One of the most exciting things about buying a Boston Whaler is deciding just how you’d like it configured. http://www.drupalitalia.org/node/72764
Use the Build Your Boston Whaler tool to explore colors, graphics, power and other options to see exactly what your dream Whaler looks like and costs before placing your order. And if you don’t like one of your choices, just change it. A running total tells you what your Whaler costs as configured. It’s useful and informative, and a lot of fun. Build Your Boat Ready For More. We know you’re ready to see this boat in action, and we’re here to help. If you’ve already decided on your model, fill out our request a quote form and let our qualified dealers get you started. Still want to play around with crafting the perfect boat. Take a walk through our interactive boat builder tool to get everything just right. Or, if you’re ready to get on a boat and test it out first-hand, locate your closest dealer and check out their inventory onsite. Go ahead and follow your dreams, owning a Boston Whaler is just a click away. Request a Quote Build Your Whaler Locate a Dealer To request a quote on a Boston Whaler, please fill out the form below. Your quote request will then be sent to your local Boston Whaler dealer, and they will respond back to you as quickly as possible. Close Sign up for the navigator Newsletter For stories, product first looks and offers. Boston Whaler Boats. All Rights Reserved. Find yours today. They are okay for beginners, but require a bit more work than other species. They are best kept as pairs, since they require so much attention and affection. Their average life span is between 10-12 years with some living even longer. The oldest recorded lovebird lived 17 years. If you use a bathing dish, you will see the birds perch on the edge and dip their heads and upper bodies in the water and beating their wings. They prefer this kind of bath to getting into the water. However, consult your vet about nail trimming. http://elipseradiologiadigital.com/images/boston-micromedia-system-manual.pdf
A diet consisting of a small parrot mix along with a variety of supplements and vitamins is generally regarded as suitable; also a formulated diet along with greens, fruits, and vegetable supplements but without additional vitamins is also regarded as suitable, and is a more current trend. Some of the fruit supplements include berries, apples, grapes, pears, bananas, and kiwi. Some of the greens and vegetable supplements include spinach, endive, watercress, chickweed, radish, parsley, dandelions, carrot tops, and corn on the cob, peas, endive, field lettuce, and various garden herbs. Additional proteins can be offered such as nuts, try some unshelled peanuts as well as hazelnuts, walnuts, Brazil nuts, and chestnuts. A cuttlebone, or gravel and oyster shell in a separate dish should be offered to provide calcium. Do not feed avocado, as it can be toxic to birds! Lovebirds drink a lot of water, so be sure to change their water dishes frequently through the day. Remember, they are extremely active birds. A minimum of 32” x 20” x 20” (81 x 50 x 50 cm) per pair of birds is recommended with about four perches, feed and water dishes and an area for a bath. Place the cage on a stand or hang it from a wall bracket at eye level or at about 6’ off of the floor. Be sure the spot you pick has good light and is well ventilated, though free from drafts. It should be away from doors and windows where direct exposure to sunlight can make it overly warm, but placed close to at least one wall to enhance a feeling of security. As a rule of thumb, ambient temperature comfortable for you should be adequate for your bird. Whether your bird is sick or healthy, be sure to watch for tell-tale signs of temperature-related discomfort: cold birds will often remain fluffed up for extended periods of time, and overheated birds will hold their wings away from their bodies and pant. The cage should be covered at night to prevent drafts and disturbances. Lovebirds like special resting places. https://glosunspa.com/wp-content/plugins/formcraft/file-upload/server/content/files/1627432dc1294e---brookstone-big-tv-remote-manual.pdf
Nest boxes placed up high, all at the same level and all of the same type work well and help prevent fights. A nest box for a lovebird is 8? x 8? x 8? (20 x 20 x 20 cm) or 10.Remember, there are already so many homeless animals out there! Plain newspaper can be used to line the bottom of the cage and should be changed daily to prevent diseases and illness. Weekly you should clean and disinfect the cage with warm soapy water or an avian cage disinfectant. Wash and completely dry the perches and toys whenever they become soiled. Generally, it is thought that it is essential for their good health and happiness that they are kept in pairs, not single. If you have a single lovebird, you must provide the necessary social interaction that it is missing from another bird. These birds develop fierce loyalties to their keeper or their mate. You must be certain that all pairs get along together, and that they are true “pairs”: not mismatched. Do not mix species of lovebirds as they will fight. Bonded pairs constantly groom each other and will feed each other from the crop during breeding season and all year round. They will hide in their nest box if they are startled by a sudden noise, if they spot a potential predator, or if it gets cold and windy. Young birds have an amazing ability to learn tricks and be affectionate, whereas adults are very difficult to tame and generally won’t learn a lot of tricks or imitate behaviors. Hand-raised youngsters are easiest as they are already quite socialized and tame, but are not always available. It means spending a lot of time with your bird daily. Start with talking softly and making slow movements. Once your bird is comfortable with you, then you can begin hand taming. Use a dowel and push it gently against the bird’s chest while offering a treat to coax it up onto the dowel. This may take many tries. Once it is comfortable with stepping up onto a dowel, substitute your finger for the dowel. www.bascoy.com/userfiles/files/cardiosport-gt2-manual.pdf
They will generally quiet down by mid-morning and resume their chirping in the late afternoon. They love toys of all kinds such as seed bells, swings, ladders, mirrors, shiny objects, and wooden gnaws. They are natural paper shredders, so be sure to provide them with dye-free paper to play with. A lovebird outside of its cage will not stay on its playpen since they like to explore. You should always monitor your bird when it is out of its cage! The droppings may change color and be loose (if healthy they are grayish white and not too thin). Also a lot of tail bobbing, dropping off its perch, odd breathing, sneezing, and excessive scratching. Some of the common illnesses your lovebirds could contract are injuries from fighting, Psittacine Beak and Feather Disease, Polyoma Virus Infection, yeast infections (Candidiasis), Avian Pox Virus Infection, bacterial infections, internal parasites, mites, ticks, egg binding, intestinal influenza, coccidiosis, respiratory ailments, and diarrhea. An ailing bird should be taken to an avian veterinarian for diagnosis and treatment immediately. This large taxon includes many well known medically and environmentally important groups. Especially notable are the Enterobacteriaceae, Aeromonas, Beggiatoa, Chromatium, Legionella, Nitrococcus, Oceanospirillum, Pseudomonas, Rickettsiella, Vibrio, Xanthomonas and 155 additional genera. Only valid for books with an ebook version. Springer Reference Works and instructor copies are not included. There are many ways we can help. These services can help. This winter, the Lifeline Program will be expanded to offer discounts for home internet. View our map for current locations. Check back frequently as new locations are often added. We also have information on getting jobs in civil service. Find a center near you. Contact Elderly Commission staff for help navigating resources for those over 60 living in Boston. For help with public and private benefits programs, try BenefitsCheckUp. {-Variable.fc_1_url-
No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. All photographs by Brent Stirton, courtesy of Getty Images. For the past four years, the Forum has served as a platform for leaders to define and work together on business-led and multi-stakeholder solutions for sustainable food production. Our activities include facilitating multi-stakeholder leadership action through the Global Agenda Council on Food Security; undertaking the research and thought leadership seen in this and other reports; and facilitating the Business Alliance Against Chronic Hunger which is implementing on-the-ground solutions in Kenya. We greatly appreciate the Gates Foundation’s support for preparation of this report. The research survey included review of 60 reports and collection of 200 case studies from primary and secondary sources. The report documents a series of commercially viable business models that have proven effective at strengthening food value chains in developing countries, and offers recommendations for scaling them up. It presents examples of specific business approaches that can engage poor producers, consumers and entrepreneurs along the food value chain. It outlines design principles for companies interested in developing such initiatives, and suggests actions that all stakeholders can take to facilitate expansion of these business approaches. Our conclusion is that the kinds of business models outlined in this report offer substantial potential for driving economic growth and food production, benefiting both companies and poor communities. The report builds on and intends to complement the work of thought leaders in this arena such as C.K. http://festivaldeliteraturadepereira.com/wp-content/plugins/formcraft/file-upload/server/content/files/1627432fc3116e---brookstone-cd-player-manual.pdf
Prahalad’s Fortune at the Bottom of the Pyramid, the World Resources Institute and IFC’s Next 4 Billion report, Harvard University’s industry-specific Economic Opportunity reports, and the United Nations Development Programme’s Growing Inclusive Markets initiative. It also draws from leading works in the agricultural arena by the World Bank, the International Food Policy Research Institute (IFPRI), and the United Nations Food and Agriculture Organization (FAO). This report project was prepared by the World Economic Forum in partnership with the Boston Consulting Group. Lisa Dreier led the initiative at the Forum together with Jennifer Baarn and Pial Islam, with input from Helena Leurent, Sarita Nayyar, Cornelia Roettger and Rick Samans. The Forum wishes to thank the Boston Consulting Group for its work, which was led by Arvind Subramanian, Anand Raghuraman and Nimisha Jain with Neetu Vasantu, S. Rajagopal and Marije van Mens. Richard Samans Managing Director World Economic Forum The report reflects extensive inputs, discussion and review by a number of Forum partners and experts, to whom we are greatly indebted. Harvard University, the World Resources Institute and the Schwab Foundation for Social Entrepreneurship also served as independent reviewers of the case study selections for the report. During 2008, the global food crisis starkly illustrated the urgent need to develop sustainable solutions for food security and economic growth benefiting all stakeholders, including the poorest. The ideas in this report intend to contribute toward that larger goal. For the private sector, they open up opportunities in a growing, profitable and largely untapped market. For poor communities, innovative approaches can improve livelihoods. Challenges in the business operating environment have historically limited business incentives to engage in poor regions. condosalebangkok.com/ckfinder/userfiles/files/cardiosport-gt1-manual.pdf
But many companies are discovering new approaches which can overcome such challenges and even transform them into opportunities. The process of growing, producing and marketing food involves a variety of industries and stakeholders along multiple steps, forming the food value chain. This report focuses on business models that are proving effective along the food value chain in poor regions. It presents an array of specific examples, outlines design principles that companies and partners can use to guide new initiatives, and recommends actions that all stakeholders can take to scale up effective models. The Opportunity Globally, 3.7 billion people are largely excluded from a formal markets. Around 70 of the BOP (2.5 billion people) depends on the food value chain for their incomes, either directly as small-scale farmers and farm labourers, or indirectly as small-scale entrepreneurs. While it is highly diversified, much of the BOP represents a fast-growing consumer market, an underutilized farming sector, and a source of untapped entrepreneurial energy. Engaging the BOP as producers, consumers and entrepreneurs is therefore key to both reducing poverty and driving broader economic growth along the food value chain. Businessenabling services such as telecommunications, financial services, energy and logistics play a vital role throughout the chain. These problems often create a “vicious cycle”, in which low productivity and a lack of access to capital depresses income and consumption, trapping the BOP in a downward spiral of deepening poverty. Coordinated engagement by business and other stakeholders can reverse this dynamic, creating a mutually reinforcing “virtuous cycle” of increased production, consumption and entrepreneurship at the local level. Innovative Business Solutions Businesses can take a holistic approach to the food value chain with specific interventions at three stages: producers, consumers and entrepreneurs. Business solutions for producers Companies can deploy a range of innovative strategies to provide opportunities to BOP producers. Input companies can strengthen farmer awareness of new products and techniques. Achieving scale in these business models, therefore, often requires cooperation among many actors including companies, governments, NGOs, donor agencies and international institutions. They represent a roadmap for organizations seeking to take a win-win approach in emerging markets. Companies that establish workable, profitable and scalable business models to include the BOP will secure a strong advantage, both commercially and in terms of community and partner relationships. However, in developing regions, where both the need and the potential for increased production are greatest, it is often engaged only peripherally. Expanding sustainable business engagement in these areas could bring sizeable gains to both poor, food-insecure communities and the private sector itself. Globally, 3.7 billion people are largely excluded from formal food markets. While it is highly diversified, much of the BOP represents a fastgrowing consumer market, an underutilized farming sector, and a source of untapped entrepreneurial energy. Engaging the BOP as producers, consumers, and entrepreneurs is therefore the key to both reducing poverty and driving broader economic growth along the food value chain. As their income grows, BOP consumers are demanding higher value and more diverse food, as well as other goods and services.These trends represent a set of business opportunities that cut across industry sectors, from food, beverage and agribusiness to retail and consumer goods, financial and telecommunications services, and others. Early movers can establish several advantages in this growing market. By creating opportunities for sustainable economic and social gains at the BOP, they will contribute to longterm market growth that benefits their investments. In fact, the BOP market offers an attractive meeting ground where corporate economic benefit and social impact can be realized together. The “BOP” and the “Next Billions” “Base of the Pyramid” (BOP) is a collective reference to 3.7 billion people populating the lowest income strata in the world. A host of issues combine to prevent, discourage or derail business engagement. These include fragmented and poor quality food production; difficulty in tapping consumer demand; and poor infrastructure and governance. Surveying this landscape, many companies have concluded that their standard business models would not be profitable in such a setting, and they may be right. But the story should not end there. While many remain on the sidelines, an increasing number of companies are developing innovative strategies to tap into the economic potential that exists throughout the food value chain. Whether supplying inputs to farmers, sourcing high-value products from small-scale producers, or developing and retailing an array of new products and services that meet the needs of poor consumers and entrepreneurs along the chain, these companies are finding approaches that work. Those that are successful are establishing viable business models for an untapped market, while also improving the livelihoods of the BOP. What are these companies doing right. And how can other companies tap the potential of this market, while also benefiting the poor. More importantly, how can successful business approaches be mainstreamed and scaled up, to help drive sustainable economic growth in the regions that need it most. This report attempts to answer these questions. It presents a series of specific business models that are proving effective along the food value chain; outlines design principles for companies seeking to develop new models; and recommends priority actions for all stakeholders interested in catalysing such pro-poor business engagement. Chapter 2 provides an overview of the food value chain, and maps out the role of business and other actors in making it work. Chapter 3 presents specific business models that target both producers and consumers along the food value chain. Chapter 5 presents design principles to guide the development of effective business models in these markets; and Chapter 6 recommends ways in which these models can be adapted and scaled more broadly, through concerted action by all stakeholders. This report is a companion to The Next Billions: Unleashing the Business Potential of Poor Communities, published by the World Economic Forum and The Boston Consulting Group. That publication outlines strategies for “win-win” approaches to poor markets that cut across all industry sectors and regions. Both volumes address the business strategies that can be effective at the BOP, often requiring collaboration or partnership with other actors. While recognizing that the public sector plays a vital role in establishing and managing the enabling environment for business operations, both reports limit their discussion of public sector actions to those directly related to the targeted business models. The need for both public and private sector action to improve global food production and food security has never been greater. In 2008, as economic growth slowed, food shortages and price increases had a dramatic effect on the world’s poor. Tens of millions of additional people were driven into hunger, bringing the global total close to one billion. Establishing sustainable solutions to this problem will require innovation, leadership and cooperation among all sectors. Through the types of business models outlined in this report, business can become a catalyst and core partner in advancing sustainable growth that benefits poor communities as well as the bottom line. Either directly or indirectly, the rural poor are dependent on the food value chain. The complexities of the food value chain, and the inter-dependence of its different components, present both a challenge and an opportunity. At present, food value chains in many poor regions are fragmented and inefficient, making them unprofitable and risky for both the people who depend upon them for survival, and the companies that could drive improvements. Finally, the chain is influenced by the natural environment (including soil fertility, water supply and climate variations) as well as the larger political and economic context. The process of growing, producing and marketing food accounts for most of the activity in the agriculture sector and drives many other parts of the economy. It involves multiple steps, engages a diverse set of actors, and depends heavily on the operating environment, which is influenced by climate, governance and other external factors. There are many different participants in the food value chain. To efficiently link consumers, producers and entrepreneurs, food chains require coordinated participation from industry, governments and nongovernmental organizations (NGOs). Other groups such as research institutions, donors and the media also play key roles. The food value chain starts with agricultural input companies supplying seeds, equipment and other inputs such as fertilizers. Farmers procure the inputs and combine them with other resources needed for agricultural production: land, water, finance, labour and knowledge. After harvesting, on-farm or community processing may take place to add value to the crop. Farmers sell the resulting produce directly to consumers or to intermediaries, who in turn trade with consumers, food processors or traders. Industrial-scale processing, packaging and distribution deliver finished products to consumers through retail outlets or other channels. At each step, participants depend upon business enablers to facilitate commerce, such as provision of financial and communications services, and energy, transport and water management infrastructure. They also Because smallholder farmers are the main agricultural producers in many poor regions, they merit special consideration from companies and other organizations seeking to enhance business-led growth. Given adequate support to overcome the constraints that they face, these farmers have significant potential to increase their productivity, generating potentially substantial economic gains. Smallholders also represent a large and currently under-served consumer market for relevant goods and services. For example, maize grown primarily for family consumption has a relatively short value chain, whereas fruit that is harvested, processed and then exported involves a more complex chain. Value chains for the same product can also look quite distinct in different regions. Value chains also vary depending on whether the product is for commercial or subsistence use and for local or international markets. Lastly, the assets and capacities of the farmer and the intermediaries within the chain heavily influence the value that is captured at each step. The graph below illustrates the variety of value capture in several food value chains. This report discusses the basic steps in food value chains in broad terms, but does not discuss differentiation in great detail. Instead it focuses on business-led solutions to constraints that are common across a wide range of food value chains involving the BOP. 2.4 Turning a vicious cycle into a virtuous cycle Communities in poor, rural regions face numerous challenges and constraints to increase their incomes and engage with the private sector. These include a lack of basic or efficient infrastructure, essential services, education systems and regulatory regimes.
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