If you are pondering over this question, “how to get back with my ex girlfriend” please understand that this is a very delicate situation. Feelings may be badly hurt on both ends and anything that you may do now or not do may cause even more hurt.
Read more on How to Get Back With My Ex Girlfriend – 5 Steps That Will Not Fail You…
The fact that you are asking this question, “can I get my ex girlfriend back?” shows that the breakup probably was not serious enough to negate the chances of reconciliation altogether. You also probably have the hope that she feels the same way about the relationship. If you have hurt her intentionally or unintentionally and you know it, it is time to say you are sorry. Being sorry and sincerely showing it is a very good first step to get back together with your ex girlfriend.
Read more on Can I Get My Ex Girlfriend Back By Being Sensitive Or By Making Her Jealous?…
The fact that you are asking this question, “can I get my ex girlfriend back?” shows that the breakup probably was not serious enough to negate the chances of reconciliation altogether. You also probably have the hope that she feels the same way about the relationship. If you have hurt her intentionally or unintentionally and you know it, it is time to say you are sorry. Being sorry and sincerely showing it is a very good first step to get back together with your ex girlfriend.
Read more on Can I Get My Ex Girlfriend Back By Being Sensitive Or By Making Her Jealous?…
There are times when your relationship suddenly falls apart and either one or both of you may doubt whether it is all over especially if the relationship is new. Some men simply cannot reconcile to the fact that their girlfriend dumped them and so they hope to get back with their girlfriend again. If you are asking, “How can I get back together with my ex girlfriend”, it is important to plan your moves ahead.
Read more on How Can I Get Back Together With My Ex Girlfriend – Nothing Is Impossible…
Relationships are delicate and need to be nurtured with loving dedication to make them grow strong. Sadly, everything is not as rosy as we would like it to be. When relationships are broken, they drain us of all our emotions, feelings, ability to think clearly and in acute cases, even our physical well being.
Read more on Get Back at Your Ex – 5 Ideas…
Have you just gone through a break up? Are you thinking how to get an ex back? Many people experience some sort of a break up but most of them just concentrate on moving on rather than searching for a way to get an ex back. If you are not a part of that league and you want to work towards how to get an ex back, then here are some tips for you. Does a break up mean that there are no chances of getting back together with your ex?
Read more on How To Get An Ex Back – Know What You Are Doing…
As we get older, joint pain becomes more of an issue. This can mainly be due to the thinning of the cartilage and as a result arthitis begins to take a hold. Sure enough, we crave natural joint pain relief and strive to find that perfect solution that will allow us to carry on with our lives pain free. Below are some strategies to bring you that desired pain relief.
Tursu display
Torshi (and the variations turu, Tursu, toursi, turshiya, torshi, “” or turija) refers to pickled vegetables in the cuisine of many Balkan and Middle East countries. Originally from Persia, the word “Torshi” (Persian: ) comes from the Persian word “Torsh”, which means “sour”.
Tursu is common in Persian, Albanian, Turkish, Armenian, Greek, Bulgarian, Macedonian, Serbian, Bosnian,and Middle Eastern cuisine. Iran boasts a great variation of hundreds of different types of Torshi according to regional customs & different events. In some families, no meal is considered complete without a bowl of Torshi on the table.
It is a traditional appetizer, meze for rak, ouzo, tsipouro and rakia.
There are different types of tursu; in Bulgarian cuisine the most popular are “Tsarska turshiya” (King’s pickles) and “Selska turshiya” (country pickles).
Making tursu at home is still a wide-spread tradition during the autumn months, even in the big cities. Tursu is often served in restaurants or it can be bought prepared from large supermarkets.
Recipes
It comprises Garlic, chili, Celery, cauliflower, carrots, beets, shallots, cabbage, aubergines and other vegetables & dried aromatic herbs pickled in vinegar and salt and different spice mixtures which usually include whole black peppers, ginger, etc . Persian style Torshi includes more vinegar, while Turkish style Turu includes more salt as an antibacterial agent.
Torshi Liteh is made with eggplants and herbs (parsley, coriander, mint, tarragon, basil.) Eggplants are baked in the oven, herbs and vinegar are added in a glass jar and stored in a cool, dry place for 23 months. A Detailed recipe is available on persiancity.com.
Tsarska turshiya is made with cauliflower, red peppers, carrots, and celery. The vegetables are mixed with some salt and sugar and left overnight. The next day the juice is mixed with vinegar and boiled for several minutes. The vegetables are put in glass jars and pressed down with cherry twigs and a round river stone, then the jars are filled with the cooled pickle marinade.
Selska turshiya is made with green peppers, green tomatoes, carrots, cauliflower, cabbage, and celery. The vegetables are put in a container, pressed down with some twigs and a stone, and a marinade made of salt, vinegar and water is poured on. The pickles are left to ferment.
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Categories: Pickles | Republic of Macedonia cuisine | Bulgarian cuisine | Turkish cuisine | Western Armenian cuisine | Bosnia and Herzegovina cuisine | Greek cuisine | Serbian cuisine | Iranian cuisine | Iraqi cuisine | Mediterranean cuisine | Middle Eastern cuisine | Appetizers | Iran stubs | Turkish cuisine stubs | Albania stubs | Greece stubs | Serbia stubs | Republic of Macedonia stubs | Bulgaria stubs | Bosnia and Herzegovina stubs | Food stubsHidden categories: Articles containing Persian language text
Hundreds of billions of
Sell
Promote and accelerate industrial upgrading and solve environmental problems of waste household appliances. May 19, the State Council executive meeting decided to implement
Car
, Home appliances, "TM" policy experiments, show 7.0 billion of funds for subsidy phase-out all over, purchase of vehicles and related types of urban residents out of 5 Jiujia Dian specified. Appliances "TM" New Deal published, the New Deal of the many benefits quickly attracted wide attention.
Authorities predict the amount a car is scrapped in 2009 will reach 2.7 million, television,
Refrigerator
, Washing machines, air conditioners and computers 5 appliances nearly 9,000 million, if all-out renovation, in stimulating consumer demand will more than 500 billion yuan.
Senior industry sources, as "
Bringing home appliances
"Deepening, to the tremendous growth of corporate performance appliance energy. At the same time, the State Department to deploy the" TM "policy, the marked slowdown in growth for this year's consumer electronics market is undoubtedly is a strong boost.
Promote resource recycling
New policy will help reduce pollution, promote recycling of resources. The long term, accelerated retirement home appliances and vehicle replacement, will release a new car market, the development of circular economy for the future to explore and achieve waste home appliances and automobiles virtuous cycle is conducive to the upgrading of urban industry, can be said to serve multiple purposes. This will also help to achieve national
Energy
Emission reduction targets: Thanks to new technology and techniques, new energy saving appliances are mostly more than Jiu Jiadian. In addition, the "TM" The new policy also helps to promote the reuse of waste household appliances resources.
National policies not only help to stimulate domestic demand, also help China to the old
Electronic
Product Recovery System. For a long time, China's recycling market in disorder is not profitable producers are unwilling to engage in recovery work undertaken by them in this task the last lot fell on the body of small business operators, while the latter completely from the profit point of view, to force down the cost of recycling, recovery is not in accordance with the regular procedures followed, not only dampened the enthusiasm of consumers, but also laid the pollution and safety hazards.
Business one step ahead
5 19, "TM" policy was announced
Pescod
Air Leader says that the economic situation in the face of energy conservation, subsidies for the appliance industry, either the current or future development is a big positive, contribute to household appliances industry, industrial upgrading, comprehensively enhance China's household electrical appliance enterprises in the global market competitiveness.
U.S. head of household air-conditioning that the new policy will promote the adjustment of industrial structure, making the proportion of high-end product sales increased energy efficiency. At present, many domestic brands are actively and comprehensively to the transition to energy-saving products online.
Macro News official said, on the state to be implemented "TM" subsidies, MACRO as early as 2005, carried out in the country so far has been in operation four years later will continue to implement down. Now state the "TM" as a policy nationwide, this is definitely on the Macro development, but also will promote the Macro needed more in-depth market research. Macro have 30 million users now, according to the most conservative estimate, is also expected to be 10% of the users need to re-replace the new product can be directly driven three million units sales, so we included subsidies for kitchen product areas as soon as possible.
Reporter understand that the "TM" is a principle policy measures, household appliances in general I hope that policy rules can be implemented as soon as possible as soon as possible, as soon as possible detailed subsidies range of products, the main products to high demand and new products under the scope of subsidies. Same application procedures as simple as possible subsidy, or part of the urban consumers because the opportunity cost may be too reluctant to participate.
With the upcoming Dragon Boat Festival holiday, home appliance dealer to begin a new round of price offensive.
Read more on State Department pushing appliance "TM" policy of wide concern…
Origins
Kodak’s origins rest with Eastman Dry Plate Company, and the General Aristo Company, founded by inventor George Eastman and businessman Colin Craft in Rochester and Jamestown, New York. The General Aristo Company was formed in 1899 in Jamestown New York, with George Eastman as treasurer, and this company purchased the stock of American Aristotype Company. Eventually, the business in Jamestown was moved in its entirety to Rochester, and the plants in Jamestown were razed. The Eastman Dry Plate Company was responsible for the first cameras suitable for nonexpert use. The Kodak company attained its name from the first simple roll film cameras produced by Eastman Dry Plate Company, known as the “Kodak” in its product line. The cameras proved such an enormous success that the word Kodak was incorporated into the company name. George Eastman registered the trademark Kodak on September 4, 1888. The Eastman Kodak Company was founded in 1892. The company is incorporated in New Jersey but has its offices in Rochester, New York. George Eastman, Kodak’s founder, coined the advertising slogan, “You press the button, we do the rest.” In 1901 the Eastman Kodak Company acquired the stock of General Aristo Company.
Kodak name
The logo from 1987 to 2006.
The letter “K” had been a favorite of Eastman’s, he is quoted as saying, “it seems a strong, incisive sort of letter”. He and his mother devised the name Kodak with an anagram set. He said that there were three principal concepts he used in creating the name: it should be short, one cannot mispronounce it, and it could not resemble anything or be associated with anything but Kodak. It has also been suggested that “Kodak” originated from the suggestion of David Houston, a fellow photographic inventor who held the patents to several roll film camera concepts that he later sold to Eastman. Houston, who started receiving patents in 1881, was said to have chosen “Nodak” as a nickname of his home state, North Dakota (NoDak). This is contested by other historians, however, who cite that Kodak was trademarked prior to Eastman buying Houston’s patents.
Products
Film
Kodak is the largest supplier of photographic films in the world, for the amateur, professional, and motion picture markets[citation needed] – despite heavily reducing its professional still film ranges. Kodak currently derives 70% of its revenue from digital cameras, and Kodak’s shift in focus to digital imaging has led it to announce that the company will no longer manufacture Kodachrome, a film product that, while arguably its most famous, cannot be manufactured with the same processes that Kodak uses for other film products. Only one photo processing lab in the United States, an independent facility named Dwayne’s Photo in Parsons, Kansas processes Kodachrome, and it has agreed to continue developing rolls until 2010.
The systematic deletion of Kodachrome products from Kodak’s product portfolio has caused a great deal of resentment from the small, but vocal, community of Kodachrome fans who used it for its perceived unique look, and in many cases would have preferred a period of notice before the film stocks were discontinued. The company has also diversified into various other imaging-related industries (such as medical imaging films now marketed by Carestream Health). On June 22, 2009, Eastman Kodak Co said it will retire Kodachrome color film this year, ending its 74-year run after a dramatic decline in sales.
Photo printing
The back of an old Kodak photo.
Kodak is a leading producer of silver halide (AgX) paper used for printing from film and digital images. Minilabs located in retail stores and larger central photo lab operations (CLOs) use silver halide paper for photo printing. Kodak is also a leading global manufacturer of photo kiosks which produce “prints in minutes” from digital sources; the company has placed some 80,000 Picture Kiosks in retail locations worldwide. In addition, Kodak markets Picture CDs and other photo products such as calendars, photo books and photo enlargements through retail partners such as CVS, Walmart and Target and through its Kodak Gallery online service, formerly known as Ofoto. In 2005 Kodak announced they would stop producing black and white photo paper.
Film cameras
On January 13, 2004, Kodak announced it would stop marketing traditional film cameras (excluding disposable cameras) in the United States, Canada and Western Europe, but will continue to sell film cameras in India, Latin America, Eastern Europe and China. By the end of 2005, Kodak ceased manufacturing cameras that used the Advanced Photo System. Kodak licensed the manufacture of Kodak branded cameras to Vivitar for two years following (20052006). In 2007 Kodak did not license any manufacture of any film camera with the Kodak name in this market. These changes reflect Kodak’s focus on growth in the digital markets. Kodak continues to produce film for newer and more popular formats, while it has also discontinued the manufacture of film in older and less popular formats. However, Kodak still continues with its production of specialty films.
Digital picture frames
Kodak first launched the Kodak Smart Picture Frame on the QVC shopping channel in the fourth quarter of 2000, at a time when the majority of consumers didn’t know about or understand this new category. Kodak’s Smart Frame was designed by Weave Innovations and licensed to Kodak with an exclusive relationship with Weave’s StoryBox online photo network. Smart Frame owners connected to the network via an analog telephone connection built into the frame. The frame was configured to default connect at 2 a.m. to download new pictures off the Story Box network. The other option to load images onto the frame was via the CompactFlash port. The retail price was $349 USD. The frame could hold 36 images internally and came with a six-month free subscription to the StoryBox network. At the end of six months, users had the option of disconnecting from the network or paying a subscription fee of $4.95 per month for two automatic connections and two manual connections, or $9.95 per month for four automatic connections and four manual connections. Kodak re-entered the digital photo frame market at CES in 2007 with the introduction of four new EasyShare-branded models that were available in sizes from 8 to 11 inches (280 mm), included multiple memory card slots, and some of which included wi-fi capability to connect with the Kodak Gallerylthough that gallery functionality has now been compromised due to gallery policy changes (see below).
Instant cameras
After losing a patent battle with Polaroid Corporation, Kodak left the instant camera business on January 9, 1986. The Kodak instant camera included models known as the Kodamatic and the Colorburst.
Polaroid was awarded damages in the patent trial in the amount of US $909,457,567.00, a record at the time. (Polaroid Corp. v. Eastman Kodak Co., U.S. District Court District of Massachusetts, decided October 12, 1990, case no. 76-1634-MA. Published in the U.S. Patent Quarterly as 16 USPQ2d 1481). See also the following cases: Polaroid Corp. v. Eastman Kodak Co., 641 F.Supp. 828 [228 USPQ 305] (D. Mass. 1985), stay denied, 833 F.2d 930 [5 USPQ2d 1080] (Fed. Cir.), aff’d, 789 F.2d 1556 [229 USPQ 561] (Fed. Cir.), cert. denied, 479 U.S. 850 (1986).
Kodak had been the exclusive supplier of negatives for Polaroid cameras from 1963 until 1969, when Polaroid chose to manufacture its own instant film.
Digital cameras
Main article: Kodak DCS
Kodak digital camera
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Kodak became famous for the Kodak DCS DSLR camera series, including the first commercial DSLR Kodak DCS 100 which was Nikon based.
Many of Kodak’s earlier compact digital cameras were designed and built by Chinon Industries, a Japanese camera manufacturer. In 2004 Kodak Japan acquired Chinon and many of its engineers and designers joined Kodak Japan. In July 2006 Kodak announced that Flextronics would manufacture and help design its digital cameras.
Image sensors
As part of its move toward higher end products, Kodak announced on September 15, 2006 that the new Leica M8 camera would incorporate Kodak’s KAF-10500 image sensor. This was the second recent partnership between Kodak and the German optical manufacturer.
Motion picture and TV production
The Kodak company holds a vital role in the invention and development of the motion picture industry. Many cinema and TV productions are shot on Kodak film stocks. The company helped set the standard of 35 mm film, and introduced the 16 mm film format for amateur use and lower budget productions. The home market-oriented 8 mm and Super 8 formats were also developed by Kodak. Kodak also entered the professional video tape market, briefly in the mid 1980s, under the product portfolio name of Eastman Professional Video Tape Products. In 1990, Kodak launched a Worldwide Student Program working with university faculty throughout the world to help nurture the future generation of film-makers. Kodak formed Educational Advisory Councils in the US, Europe and Asia made up of Deans and Chairs of some of the most prestigious film schools throughout the world to help guide the development of their program.
Kodak owns the visual effects film post-production facilities Cinesite, in Los Angeles and London, and also LaserPacific in Los Angeles. Kodak also owns Pro-Tek Media Preservation Services in Burbank, California. Pro-Tek is the world’s premier film storage company.
Document Imaging
Kodak provides document imaging solutions. Historically this industry began when George Eastman partnered with banks to image checks in the 1920’s. Through the development microfilm technology, Eastman Kodak was able to provide business and government with a solution for long term document storage. Document imaging was one of the first imaging solutions to move to “digital imaging” technology. Kodak manufactured the first digital document scanners for high speed document imaging. Today Kodak has a full line of document scanners providing imaging solutions for banking, finance, insurance, healthcare and other vertical industries. Kodak also provides associated document capture software and business process services. Eastman Kodak acquired the Bowe Bell & Howell scanner division in September 2009.
Technical Support
Aside from technical phone support for their products, Kodak offers onsite service for other devices such as document scanners, optical storage systems, printers, microfilm / microfiche equipment, photo kiosks and photocopiers, for which they dispatch technicians who make repairs in the field.
Consumer inkjet printers and ink cartridges
Kodak entered into consumer inkjet photo printers in a joint venture with manufacturer Lexmark in 1999 with the Kodak Personal Picture Maker.
In February 2007, Kodak re-entered the market with a new product line of All-In-One (AiO) inkjet printers, which employ Kodacolor Technology.
Kodak Gallery
Main article: Kodak Gallery
In June 2001, Kodak purchased the photo-developing website Ofoto. It was later re-named the Kodak Gallery. At the website, users can upload their photos into albums, publish them into prints, and create mousepads, calendars, etc. Kodak says the website is the “leading online digital photo developing service”.
Company history
2009
In January 2009, Kodak posted a $137 million fourth-quarter loss and announced plans to cut up to 4,500 jobs.
On June 22, 2009, Eastman Kodak Co announced that it will retire Kodachrome color film by the end of 2009, ending its 74-year run after a dramatic decline in sales.
On December 4,2009, Eastman Kodak Co sold its OLED business unit to LG Electronics which resulted in the laying off of 60 people, which includes research engineers, technicians and interns.
2008
Kodak Graphic Communications wins the British Columbia Technology Industry Association Impact Award for Excellence in Product Innovation. The winning product was an advanced manufacturing tool that uses laser imaging to produce color filters for Liquid Crystal Displays (specifically, large LCD televisions) in a cost-effective and environmentally friendly way.
In October 2008, Kodak Graphic Communications Canada Co. was named one of “Canada’s Top 100 Employers” by Mediacorp Canada Inc., and was featured in Maclean’s newsmagazine. Later that month, it was also named one of BC’s Top Employers, which was announced by The Vancouver Sun, The Province and the Victoria Times-Colonist.
2007
On June 14, Kodak announced a two to fourfold increase in sensitivity to light (from one to two stops) compared to current sensor designs. This design is a departure from the classic “Bayer filter” by adding panchromatic, or lear pixels to the RGB elements on the sensor array. Since these pixels are sensitive to all wavelengths of visible light, they collect a significantly higher proportion of the light striking the sensor. In combination with advanced Kodak software algorithms optimized for these new patterns, photographers benefit from an increase in photographic speed (improving performance in low light), faster shutter speeds (reducing motion blur for moving subjects), and smaller pixels (higher resolutions in a given optical format) while retaining performance. The technology is credited to Kodak scientists John Compton and John Hamilton. Initially targeted for consumer markets such as digital still cameras and camera phones, the technology is expected to be available in early 2008.
2006
Kodak EasyShare V570 Dual Lens Digital Camera: In January 2006, the world’s first dual-lens digital still camera was unveiled at the CES. It was also the world smallest ultra-wide-angle optical zoom digital camera. Using proprietary Kodak Retina Dual Lens technology, the V570 wrapped an ultra-wide angle lens (23 mm) and a second optical zoom lens (39 117 mm) into a body less than an inch thick.
Kodak EasyShare V610 Dual Lens Digital Camera: The world smallest 10 (38380 mm) optical zoom camera at less than an inch thick.
2005
Kodak EasyShare-One Digital Camera: The world first Wi-Fi consumer digital camera, and the world’s first camera that could e-mail pictures was unveiled at the January 2005 CES
2004
Eastman Kodak Company is removed from the Dow Jones Industrial Average index on April 8, 2004; having been listed for the past 74 years.
2003
Kodak EasyShare LS633 Digital Camera: The world’s first digital camera to feature a full-color, active-matrix organic light-emitting diode (OLED) display. The display measured 2.2 inches (56 mm) and had a 165 viewing angle. OLED technology was developed by Kodak. The retail price was $399 USD.
Kodak EasyShare Printer Dock 6000: The world’s first printer-and-camera dock combination, enabled users to print borderless 4 6 in (152 mm) laminated, waterproof, photos directly from the EasyShare digital camera with no computer required in 90 seconds. The printer dock could also charge the camera’s battery or be connected to a computer to offer one-touch picture transfer. The printer dock used thermal dye-sub technology (a paper-and-ribbon system) that provided continuous tone color ink that dried instantly. The retail price was $199 USD.
1994
Eastman Chemical, a Kodak subsidiary founded by George Eastman to supply Kodak’s chemical needs, is spun-off as a separate corporation. Eastman is now a Fortune 500 company in its own right.
1987
Dr. Ching Tang, a senior research associate, and his colleague, Steven Van Slyke, developed the first multi-layer OLEDs at the Kodak Research Laboratories, for which he later became a Fellow of the Society for Information Display (SID)
OLED displays comprise self-luminous pixels, which are thinner, clearer, and do not require power-consuming backlights as compared to LCD displays.
1986
Kodak scientists invented the world’s first megapixel sensor, capable of recording 1.4 million pixels, capable of producing a photo-quality 57 inch print.
1921 Vest Pocket folding camera
1976
The Bayer Pattern color filter array (CFA) is invented by Eastman Kodak researcher Bryce Bayer. The order in which dyes are placed on an image sensor photosite, is still in use today. The basic technology is still the most commonly used of its kind to date.
1975
The invention of the digital camera by Steven Sasson, then an electrical engineer at Eastman Kodak.
1936
Eastman Kodak introduces Kodachrome, the first 35mm color film.
1930
Eastman Kodak Company is added to the Dow Jones Industrial Average index on July 18, 1930. The company would remain listed for the next 74 years.
1920
Tennessee Eastman is founded as a wholly-owned subsidiary. The company’s primary purpose is the manufacture of chemicals, such as acetyls, needed for Kodak’s film photography products.
1888
George Eastman registered Kodak as a trademark and coined the phrase “You Press The Button and We Do The Rest.”
1885
George Eastman invented roll film, the basis for the invention of motion picture film, as used by early filmmakers and Thomas Edison.
Chief executives
Name
Title
Tenure
Henry A. Strong
President
1884 July 26, 1919
George Eastman
President
1921 April 7, 1925
William G. Stuber
President
1925 1934
Frank W. Lovejoy
President
1934 1941
Thomas J. Hargrave
President
1941 1952
Albert K. Chapman
President
1952 1960
William S. Vaughn
President and CEO
1960 December 31, 1968
Louis K. Eilers
President and CEO
January 1, 1969 May 17, 1972
Walter A. Fallon
President and CEO
May 18, 1972 1983
Colby H. Chandler
CEO
May, 1983 1990
Kay R. Whitmore
CEO
1990 October 27, 1993
George M. C. Fisher
CEO
October 28, 1993 December 31, 1999
Daniel A. Carp
CEO
January 1, 2000 May 31, 2005
Antonio M. Perez
CEO
June 1, 2005 present
Acquisitions
2009 Kodak received its ninth Oscar statuette, this time for developing emulsions for KODAK VISION2 Color Negative Films for the motion picture industry. In the 80 years Academy Awards have been presented, all est Picture Oscars have gone to movies shot on Kodak film. Slumdog Millionaire, the 81st movie to win Best Picture, was the very first to be shot on Fuji film. Kodak launched the APEX system, a dry lab solution for retailers. APEX can fulfill standard print orders and be expanded to also produce photo books, cards, and other custom photo items. Using the new KODAK TRUESENSE CMOS pixel and recent color filter pattern technology, Kodak introduced the world first 1.4 micron, 5 megapixel sensor designed for consumer applications like mobile phones. KODAK CCD Image Sensors were used on the space shuttle Discovery to help assess the orbiter exterior before reentry. Kodak launched more than two dozen new products at drupa, the world largest printing trade show. Kodak also demonstrated its highly anticipated Stream Inkjet Technology, a continuous inkjet system providing offset-class performance for high volume commercial/data printing applications. Motorola announced the MOTOZINE ZN5, a camera phone featuring KODAK Imaging Technology for convenient, high quality picture-taking. Kodak and the PGA TOUR announced the Kodak Challenge, a competition to celebrate beautiful holes and memorable moments in golf. Players compete for the title based on their scores on selected holes during the PGA TOUR season. In another imaging breakthrough, Kodak introduced the first 50 million pixel CCD image sensor, offering unprecedented resolution and detail for professional photography. Kodak introduced high-definition (HD)-enabled products including The KODAK Zi6 Pocket Video Camera for easy shooting and sharing of videos, and the KODAK Theatre HD Player for displaying images and video on an HDTV. KODAK PROFESSIONAL EKTAR 100, offering the finest grain of any color negative film, is launched. Wireless versions of Kodak consumer inkjet printers the Kodak ESP 7 and ESP 9 AiO Printers are introduced. Kodak announced an agreement to acquire the scanner division of BOWE BELL + HOWELL. The scanner division is a supplier of production document scanners to value-added resellers, systems integrators, and end users. Based in the greater Chicago area, the scanner division is a worldwide business with locations in North America, Europe and Asia. BOWE BELL + HOWELL’s portfolio of document scanners consists of complementary products in respect to Kodak Business Solutions & Services’ document imaging product range.
2005 Kodak announced agreement to acquire Creo Inc., a Canadian supplier of prepress systems used by commercial printers worldwide. Based in Burnaby, British Columbia, Creo was an important provider of workflow software used by printers to manage efficiently the movement of text, graphics and images from the computer screen to the printing press. Creo’s flagship workflow product was Prinergy, which is still distributed and maintained by Kodak. Creo’s key strengths were in imaging, software, and digital printing plate technology, with a range of technology solutions aimed at commercial, publication, on demand, packaging, newspaper printers, and creative professionals, in part the result of Creo’s acquisition of the graphics arts bisiness from Scitex Corporation in April 2000. Creo product lines included software and hardware for computer-to-plate imaging, systems for digital photography, scanning, and proofing, as well as printing plates and proofing media. Creo also supplied on-press imaging technology, components for digital presses, color servers and high-speed digital printers. Creo had more than 25,000 customers and offices in 30 countries worldwide.
Kodak announced on April 5 that it completed its acquisition of Kodak Polychrome Graphics (KPG) through redemption of Sun Chemical Corporation’s 50% interest in the joint venture. KPG is now part of Kodak’s graphic communications group. Kodak purchased KPG for $817 million.
2004 Kodak announced agreement to acquire two lines of business from Heidelberger Druckmaschinen AG, the world’s largest maker of offset printing machines. Kodak purchased Heidelberg’s 50% interest in NexPress Solutions L.L.C., a 50/50 joint venture of Kodak and Heidelberg that made digital color printing systems, and the equity of Heidelberg Digital L.L.C., a leading maker of digital black-and-white printing systems. Kodak also announced agreement to acquire NexPress GmbH, Heidelberg’s German subsidiary, and certain inventory and assets held by Heidelberg’s regional operations, or market centers, as well as offer employment to sales and service employees currently with Heidelberg’s market centers. NexPress and Heidelberg Digital were leading suppliers of high-end, on-demand color printing systems and black-and-white variable-data printing systems, respectively. NexPress had installed more than 300 NexPress 2100 digital presses throughout the world, making it a leader in high-end, on-demand color printing. Heidelberg Digital had 4,000 Digimaster black and white systems installed worldwide, serving a variety of customer applications. Combined, the businesses acquired employed approximately 2,000 people. Kodak planned to locate the combined headquarters at Heidelberg Digital’s Manitou Road facilities in Rochester.
Kodak announced agreement to acquire the Imaging business of National Semiconductor Corp. based in Santa Clara, California, which developed and manufactured complementary metalxideemiconductor image sensor (CIS) devices. The acquired assets, including intellectual property and equipment, and 50 employees who supported National’s Imaging business became part of Kodak’s Image Sensor Solutions organization, which designs and manufactures image sensors for professional and industrial imaging markets. Through this acquisition, Kodak added additional resources and technologies (including advanced mixed-signal circuit design) to strengthen their ability to design next generation CIS devices that promise improved image quality with complex on-chip image processing circuitry. This move was intended to accelerate Kodak’s longer term goal of providing CIS devices that offer the image quality of CCD sensors while still taking advantage of the power, integration and cost benefits traditionally associated with CMOS technology. Kodak opened a new office for the Image Sensor Solutions organization in Sunnyvale, CA.
2003 Kodak announced agreement to acquire Applied Science Fiction Technologies with operations in Austin, Texas (now referred to as Kodak Austin Development Center). Applied Science Fiction, formed in 1995, was the creator of Digital ICE and Digital ICE3 technologies, a leader in automatic photo restoration applications, and the inventor of the digital dry film processing system: Digital PIC. Digital PIC in minutes would develop standard color negative film without chemical mixing or plumbing. The process would simultaneously render a digital image file used to print photographs or write images on a CD. Kodak intended to integrate these technologies into its Photo Kiosks.
Kodak announced agreement to acquire Scitex Digital Printing, the world leader in ultra-high-speed, variable data inkjet printing systems, from Scitex Corporation Ltd. Based in Dayton, Ohio, Scitex Digital Printing was the leading supplier of high-speed, continuous inkjet printing systems, primarily serving the commercial and transactional printing sectors. Scitex Digital Printing’s product included the monochrome, spot and full-color VersaMark page printing systems and the Dijit family of narrow-format printers. These systems are used primarily to print utility bills, banking and credit card statements, direct mail marketing materials, as well as invoices, financial statements and other transactional documents. The company employed 733 people. The acquisition of Scitex provided Kodak with additional capabilities in the transactional printing and direct mail sectors, as well as an industry-leading patent portfolio for continuous inkjet printing technology. Scitex Digital Printing had over 9,000 system installations worldwide in a variety of applications ranging from addressing, personalization and variable messaging, to direct mail and bill and statement printing. Kodak renamed the company Kodak Versamark, Inc. and subsequently brought the facility into the Kodak Graphic Communications Group as its Inkjet Printing Solutions area. Scitex Digital Printing had originally been acquired by Scitex from Kodak in June 1993 and was then known as Kodak’s Dayton Operations.
Kodak announced agreement to acquire Laser-Pacific Media Corporation, a leading Hollywood-based post-production company. Laser-Pacific operates as a wholly owned subsidiary of Kodak, reporting to the company Entertainment Imaging products and services operation. Founded in 1990, Laser-Pacific is well recognized in the Hollywood entertainment community. A winner of six Emmy awards for outstanding achievement in engineering development, Laser-Pacific provides post-production services for television, home video and motion pictures. These services include high-quality film processing, state-of-the-art film transfer, editing, mastering, digital preview services, and DVD compression and authoring. The acquisition allowed Kodak to establish a major presence in television post-production and further extend the company current digital services capabilities in the feature film market.
2001 Kodak announced the completion of the acquisition of Emeryville, California-based, Ofoto, Inc., a leading online photography service. Ofoto was to operate as a wholly owned subsidiary of Kodak, and served to complement Kodak’s existing infrastructure and Internet photography services. Financial terms of the acquisition were not disclosed. Founded in 1999, Ofoto had 1.2 million registered members. The company employed 121 people. Kodak indicated that no layoffs were planned at Ofoto. Kodak said they planned to use Ofoto mainly to make prints of the digital images uploaded by consumers or with the help of retail photofinishing partners. With 18 million members, Ofoto announced in 2005 that the service would change its name to Kodak EasyShare Gallery.
Kodak announced it would acquire ENCAD, Inc., a San Diego manufacturer of wide-format inkjet printers, for approximately $25 million on November 15. The acquisition was finalized January 24, 2002 and ENCAD became a wholly-owned subsidiary of Kodak. The acquisition made Kodak one of the top three sellers of wide-format inkjet products in the commercial inkjet market. The transaction was expected to contribute to earnings beginning in 2003. The acquisition leveraged Kodak’s core capabilities in inks and media, and opened markets ranging from retail point-of-sale to office decor.
Partnerships
2006 Motorola, Inc. and Kodak announced a 10-year global product, cross licensing and marketing alliance intended to fulfill the promise of mobile imaging for the benefit of consumers. By incorporating Kodak image science and system integration expertise with Motorola’s mobile device design, the two companies goal is to greatly improve the ease-of-use and image capture experience of camera phones. The collaboration covers licensing, sourcing, software integration, marketing, and extends to co-development of image-rich devices with joint engineering teams. For example, Kodak expects to supply its CMOS sensors to Motorola for use in its camera phones, as well as in any future devices the companies co-develop. Additionally, the cooperation to seamlessly integrate millions of Motorola mobile devices with Kodak home printers, retail kiosks, and the Kodak EasyShare Gallery will provide a solution to consumers who want a quick and easy way to get their images out of the phone for sharing. Under the alliance, Motorola and Kodak plan to initially expand access to and awareness of mobile-imaging services including retail programs, online services and customized operator-led initiatives that deliver a seamless, easy experience for consumers. Later plans are to launch handsets and co-created mobile devices with integrated software to enable consumers to access and manage their mobile images seamlessly and conveniently. This cross-licensing agreement between Kodak and Motorola delivers royalty revenues to Kodak.
Kodak announced a partnership with Martha Stewart Living Omnimedia, Inc. for a line of custom, personalized photo products. The products are intended to blend Martha Stewart “how-to” style with Kodak photo quality expertise, combining online photography with offline products. The photo products include individualized Photo Books, stationery, stickers, and cards, customized for holidays, weddings, and thank-you notes. The products were available by the end of the year and found on www.kodakgallery.com and www.marthastewart.com.
There was also partnerships with Kodak Fc in Harrow, where in the season of 03/04 a bright left footed striker by the name of Jack Dennehy ermerged from the ranks scoring 73 goals in the one season before the tragic event that lead to his football career being trashed, when he broke his leg in 6 places in a tragic skiing incident in the Torino Olympic Trials.
In 2009, Kodak sponsored the 1st Annual Streamy Awards.
Kodak Canada, Ryerson University
Ryerson University located in Toronto has recently acquired two significant collections. Kodak Canada has recently donated its entire historic company archives to Ryerson University . The Library will also soon acquire an extensive collection of materials on the history of photography from the private collection of Nicholas M. & Marilyn A. Graver of Rochester , New York . The Kodak Archives, which begin in 1909, contain historic photos, files, trade circulars, Kodak magazines, price lists, daily record books, cameras, equipment and other ephemera.
Agreements
2007 Kodak announced a cross licensing agreement May 25 with Chi Mei Optoelectronics and Chi Mei EL (CMEL) of Taiwan. CMEL plans to incorporate Kodak’s active matrix OLED display technology in small panel, mobile displays. The license, which is royalty bearing to Kodak, enables CMEL to use Kodak technology (intellectual property, manufacturing know-how, and materials) for active matrix OLED modules in a variety of small to medium size display applications such as mobile phones, digital cameras and portable media players. The agreement also enables CMEL to purchase Kodak’s patented OLED materials for use in manufacturing displays. Financial terms of the agreement were not disclosed.
On September 4, Kodak announced a five-year extension of its partnership with Lexar Media.
2006 Kodak announced an agreement August 1 in which Flextronics International Ltd. would manufacture and distribute Kodak consumer digital cameras and manage certain camera design and development functions. Flextronics would also manage the operations and logistics services for Kodak digital still cameras. Kodak continues to develop the high-level system design, product look and feel and user experience, and conducts advanced research and development for its digital still cameras.
Under the agreement, Kodak divested its entire digital camera manufacturing operations to Flextronics; assembly, production, and testing. Flextronics thus acquired a significant portion of the Kodak Digital Product Center, Japan, Ltd. (DPC) in Chino and Yokohama, Japan, (camera design functions and employees) and Kodak Electronics Products, Shanghai Co. Ltd. (EPS) in China (camera manufacturing, assembly, warehousing, and employees). Approximately 550 Kodak personnel were transferred to Flextronics facilities.
The agreement served to drive profitability, efficiency, and streamline digital camera operations by bringing “camera products to market more quickly, with greater predictability, flexibility, and cost efficiency while maintaining the innovative ease-of-use for which the Kodak brand is renowned.” He added that the new strategy would enable Kodak to sustain innovation be focusing on advanced development and other areas to achieve the greatest competitive differentiation and advantage.
Kodak would retain all intellectual property and patents as part of the transaction as well as Kodak trademarks, Kodak trade names, Kodak customers, customer information and customer relationships, Kodak feature specifications, Kodak digital camera designs and Kodak digital camera technologies.
Greg Westbrook, President of Flextronics’ Consumer Digital market segment, was formerly General Manager of digital capture at Kodak.
2004 Kodak signed an exclusive long-term agreement with Lexar Media Inc. of Fremont, California to help market digital memory cards by putting its brand name on cards designed, manufactured and sold/distributed by Lexar such as Compact Flash and Secure Digital cards. The agreement was to give Kodak a broader role in a rapidly growing market. Terms of the agreement were not disclosed, however a source of revenue would be provided to Kodak. The agreement would also help Lexar to crack new channels of distribution worldwide. At the time, Lexar products were sold in about 48,000 retail outlets, whereas Kodak was doing business with a half-million storefronts in roughly 70 nations.[dead link]
Environmental record
Kodak has been widely criticized by environmentalists and researchers as one of the worst corporate polluters in the United States. According to scorecard.org, a web site that collects information on corporate pollution, Kodak is New York State number one polluter, releasing 4,433,749 pounds of chemicals into the air and water supply.
The Political Economy Research Institute of the University of Massachusetts, author of the Toxic 100, ranked Kodak the fifth largest polluter in the United States in 2002. In 2004, the Citizens’ Environmental Coalition’s (CEC) of New York awarded Kodak one of its “Dirty Dozen” awards to highlight its consistently high rates of pollution.
However, in 2005, the U.S. Environmental Protection Agency (EPA) selected Kodak to receive the EnergyStar Sustained Excellence Award for “outstanding and continued leadership in reducing greenhouse gas emissions through superior energy management.”[citation needed]
As an example of the company’s environmental stewardship efforts, Kodak has hosted a pair of Peregrine falcons since 1998. An endangered species in New York State, Peregrines were de-listed from the federal Endangered Species list in 1999, but are still considered threatened. The female falcon, Mariah, and her mates Cabot-Sirocco (19982001) and Kaver (2002-present) have raised 35 young from a man-made nest box placed at the top of the company’s world headquarters building in Rochester, New York. From 19982006 the Kodak Birdcam website transmitted images from the nest box. In 2007 Kodak ceded primary responsibility for hosting the website to the Genesee Valley Audubon Society under the new name Rochester Falconcam.
Kodak details its annual progress in Global Sustainability, as well as Health, Safety, and Environment, in a Global Sustainability report.
Divestitures
2007
Kodak announced, on January 10, 2007, an agreement to sell its Health Group Onex Healthcare Holdings, Inc., a subsidiary of Toronto-based Onex Corporation for $2.55 billion. The sale was completed May 1. Kodak received $2.35 billion in cash, and would receive up to $200 million in additional future payments if Onex achieved certain returns with the Health Group investment. Kodak used the proceeds to fully repay its approximately $1.15 billion of secured term debt, and is studying options for the remaining cash as it sharpens strategic focus on consumer and professional imaging and the graphic communications industry. About 8,100 Kodak Health Group employees transferred to the Onex-acquired business, continuing under the name Carestream Health, Inc. Included in the sale are manufacturing operations focused on the production of health imaging products, as well as an office building in Rochester, N.Y. Kodak Health Group had revenue of $2.54 billion for the latest 12 reported months (through September 30, 2006). It was a worldwide leader in information technology, molecular imaging systems, medical and dental imaging; including digital x-ray capture, medical printers, and x-ray film. Onex Corporation is a diversified company and one of Canada largest corporations, with global operations in health care, service, manufacturing and technology industries. The health care operations include emergency care facilities and diagnostic imaging clinics. Goldman, Sachs & Co. acted as financial advisor to Kodak on the sale of its Health Group and Sullivan & Cromwell LLP provided legal counsel. Lazard Freres & Co. provided a fairness opinion in relation to the transaction.
On April 19, 2007, Kodak announced it had reached a deal to sell its Light Management Film group (a portion of its display business) to Rohm and Haas Co., based in Philadelphia. Light management film is used as layers on flat panel TVs and displays to improve effectiveness and control brightness. The group comprised 125 workers worldwide, with about 100 located in Rochester. Rohm and Haas would license technology and purchase equipment from Kodak, and lease Building 318 at Kodak Park. The sale price was not disclosed.
1994
Kodak’s chemical subsidiary, Tennessee Eastman, was spun-off as a separate corporation, Eastman Chemical. Tennessee Eastman had been founded in 1920 by George Eastman to provide Kodak with the chemicals needed for its film-based photography business. Since the spin-off, Eastman Chemical has diversified its product portfolio, and is now a Fortune 500 corporation in its own right.
Better Business Bureau expulsion proceedings
On 26 March 2007, the Council of Better Business Bureaus (CBBB) announced that Eastman Kodak had advised it that the company was resigning its national membership in the wake of expulsion proceedings initiated by the CBBB Board of Directors. In 2006, Kodak had notified the BBB of Upstate New York that it would no longer accept or respond to consumer complaints submitted by them. In prior years, Kodak had responded by offering consumers an adjustment or an explanation of the company position. The BBB file contains consumer complaints of problems with repairs of Kodak digital cameras, as well as difficulty communicating with Kodak customer service. Among other complaints, consumers say that their cameras broke and they were charged for repairs when the failure was not the result of any damage or abuse. Some say their cameras failed again after being repaired.
Kodak said its customer service and customer privacy teams concluded that 99 percent of all complaints forwarded by the BBB already had been handled directly with the customer. Brian Oonnor, Kodak chief privacy officer, said the company was surprised by the news release distributed by the Better Business Bureau:
It is inaccurate in the facts presented as well as those the BBB chose to omit. Ironically, we ultimately decided to resign our membership because we were extremely unhappy with the customer service we received from the local office of the BBB. After years of unproductive discussions with the local office regarding their Web site postings about Kodak, which in our view were consistently inaccurate, we came to the conclusion that their process added no value to our own. Our commitment to our customers is unwavering. That will not change. What has changed is that, for us, the BBB customer complaint process has become redundant, given the multiple and immediate ways that customers have to address their concerns directly with Kodak.
36] , Kodak
Digital transformation
In an effort to reduce costs, Kodak accompanied its shift toward digital products with a series of layoffs and facility closures, cutting 12,00015,000 jobs around the world since 2000, a 2025 percent reduction in its workforce.
See also
List of products manufactured by Kodak
Kodak DCS
References
^ a b “KODAK CAMERA HISTORY”. http://www.paralumun.com/camkodak.htm. Retrieved 2008-01-07.
^ http://news.bbc.co.uk/1/hi/business/3394183.stm
^ “Certificate of amendment to the restated certificate of incorporation of Eastman Kodak company” (PDF). New Jersey division of revenue. June 8, 2005. http://media.corporate-ir.net/media_files/irol/11/115911/reports/certofinc1.PDF. Retrieved 2008-01-07.
^ Gordon, John Steele (October 2003). “What digital camera makers can learn from George Eastman”. American Heritage. http://www.americanheritage.com/articles/magazine/ah/2003/5/2003_5_23.shtml. Retrieved 2008-01-07.
^ “Evolution of our brand logo”. Eastman Kodak. http://www.kodak.com/global/en/corp/historyOfKodak/evolutionBrandLogo.jhtml. Retrieved 2007-09-26.
^ Helm, Merry (October 11, 2003). “Kodak from Nodak-David Houston”. Dakota datebook. Prairie public. http://www.prairiepublic.org/programs/datebook/bydate/03/1003/101103.jsp. Retrieved 2008-01-07.
^ “Houston, David Henderson”. North Dakota visual artist archive. http://www.state.nd.us/arts/artist_archive/H/Houston_DavidHenderson.htm. Retrieved 2008-01-07.
^ http://photo.net/film-and-processing-forum/00JZTH
^ Sorry, Paul Simon, Kodak’s taking Kodachrome away, AR&R on-line news, June 22, 2009
^ Kodak Retires KODACHROME Film; Celebrates Life of Oldest Film Icon in its Portfolio, Kodak Press Release, June 22, 2009
^ “KODAK, Esprida offer Remote Business Manager for photo kiosks”. Kiosk Marketplace. October 10, 2006. http://www.kioskmarketplace.com/article.php?id=16331. Retrieved 2008-01-07.
^ “Kodak to Stop Making Black-and-White Paper”. Fox News. June 16, 2005. http://www.foxnews.com/story/0,2933,159782,00.html. Retrieved 2008-01-07.
^ BBC NEWS | Business | Kodak embraces digital revolution
^ “Weave Innovations StoryBox”. Gadget Central. April 4, 2000. http://www.gadgetcentral.com/weave_storybox.htm.
^ Scoblete, Greg (March 12, 2001). “Digital Frames Make Inroads In Consumer Market”. Twice. http://www.twice.com/article/CA66632.html. Retrieved 2008-01-07.
^ “Polaroid Corp. v. Eastman Kodak Co.”. October 12, 1990. http://www.bustpatents.com/kodak0.htm.
^ “Kodak Revolutionizes the Inkjet Industry”. Eastman Kodak. February 6, 2007. http://www.kodak.com/eknec/PageQuerier.jhtml?pq-path=2709&pq-locale=en_US&gpcid=0900688a80671462.
^ Kodak to cut up to 4,500 jobs
^
^ 2008 TIA Award Winners. BCTIA. Retrieved on 07-11-08.
^ “Reasons for Selection, 2009 Canada’s Top 100 Employers Competition”. http://www.eluta.ca/top-employer-kodak-graphic-communications-canada-company.
^ “Color Filter Array 2.0″. June 14, 2007. http://johncompton.1000nerds.kodak.com/default.asp?item=624876.
^ a b “Dow Jones Industrial Average History” (PDF). Dow Jones Indexes. http://www.djindexes.com/mdsidx/downloads/DJIA_Hist_Comp.pdf. Retrieved 2008-06-15.
^ “Ryerson University Library acquires significant collections in Photography”. Press release. Ryerson University. March 28, 2005. http://www.ryerson.ca/library/info/pr/28mar05.html. Retrieved 2008-05-15.
^ “Press Release: Kodak and Lexar Announce New Extended Five-Year Agreement”. Eastman Kodak. 2007-09-04. http://www.kodak.com/eknec/PageQuerier.jhtml?pq-path=2709&pq-locale=en_US&gpcid=0900688a807a3433. Retrieved 2008-12-09.
^ “Kodak Announces Agreement With Flextronics for Design, Production and Distribution of its Consumer Digital Cameras”. Eastman Kodak. August 6, 2006. http://www.kodak.com/eknec/PageQuerier.jhtml?pq-path=2709&pq-locale=en_US&gpcid=0900688a80589ba7. Retrieved 2008-01-07.
^ Rand, Ben (May 18, 2004). “Kodak, Lexar to sell digital memory cards”. Democrat & Chronicle. http://www.democratandchronicle.com/news/extra/kodak/05182449P52_business.shtml.
^ “Facilities Releasing TRI Chemicals to the Environment”. http://www.scorecard.org/ranking/rank-facilities.tcl?how_many=100&drop_down_name=Total+environmental+releases&fips_state_code=36&sic_2=All+reporting+sectors. Retrieved 2008-01-07.
^ “Detailed Company Report: Kodak”. Toxic 100. http://www.rtknet.org/new/tox100/toxic100.php?company1=7709. Retrieved 2008-01-07. [dead link]
^ “2005 Dirty Dozen Awards”. Citizens’ Environmental Coalition. http://www.cectoxic.org/2005dirtydozen.html. Retrieved 2008-01-07.
^ “GVAS and Kodak”. Rochester Falconcam. http://rfalconcam.com/rfc-main/gvasAndKodak.php. Retrieved 2008-01-07.
^ “Corporate Citizenship”. Eastman Kodak. http://www.kodak.com/US/en/corp/corpRespHub.jhtml?pq-path=2/8/2879. Retrieved 2008-01-07.
^ “Kodak to Sell Health Group to Onex for up to $2.55 billion”. Eastman Kodak. January 10, 2007. http://www.kodak.com/eknec/PageQuerier.jhtml?pq-path=2709&gpcid=0900688a8064b37b&ignoreLocale=true&pq-locale=en_US&_requestid=405. Retrieved 2008-01-07.
^ “Kodak Completes Sale of Health Group to Onex”. Eastman Kodak. May 1, 2007. http://www.kodak.com/eknec/PageQuerier.jhtml?pq-path=2709&pq-locale=en_US&gpcid=0900688a806e5a56. Retrieved 2008-01-07.
^ “Eastman Kodak Resigns from Council of Better Business Bureaus After Expulsion Proceedings are Initiated”. Better Business Bureau. March 26, 2007. http://bbb.com/alerts/article.asp?ID=753. Retrieved 2008-01-07.
^ Rochester Business Journal, March 26, 2007
External links
Wikimedia Commons has media related to: Kodak
Companies portal
Kodak Official Website
First Kodak Camera Ad 1888
Kodak EasyShare Gallery
Kodak Document Scanners
2008 Moment of Thanks video by CEO Jeff Hazlett about Kodak’s involvement in US war efforts
Kodak Launches a Printer Offensive
Kodak’s New Battle: Cheap Printer Ink
Kodak enters Inkjet Printer Market
Kodak Offers Cheap Printer Ink with New Printer Line
Kodak Company History and Time Line
Kodak folding Vest Pocket series
Kodak camera manuals, Kodakery camera booklets
Kodak camera manuals, camera instruction booklets
What happened to Kodak in the shift to digital imaging
Categories: Companies listed on the New York Stock Exchange | Battery manufacturers | Consumer battery manufacturers | Electronics companies of the United States | Former components of the DJIA | Computer printer companies | Manufacturing companies of the United States | Photography companies | Photographic film makers | History of Rochester, New York | Companies based in Rochester, New York | Companies established in 1892 | Kodak | Dental companies | Worldwide Olympic sponsors | Academy Award for Technical Achievement winnersHidden categories: All articles with dead external links | Articles with dead external links from September 2009 | NPOV disputes from June 2008 | Articles with a promotional tone from July 2009 | All articles with a promotional tone | Articles needing cleanup from July 2007 | All pages needing cleanup | Wikipedia articles with possible conflicts of interest | All articles with unsourced statements | Articles with unsourced statements from July 2008 | Articles with dead external links from December 2008 | Articles with unsourced statements from July 2009 | Portal:Companies/Total
Past Finals
Singles
Year
Champions
Runners-up
Score
1981
Jimmy Connors
Brian Gottfried
62, 64, 63
1982
Vitas Gerulaitis
Mats Wilander
46, 76, 62
1983
Peter McNamara
Ivan Lendl
64, 46, 76
1984
John McEnroe
Ivan Lendl
61, 63
1985
Anders Jrryd
Mats Wilander
64, 36, 75
1986
Mats Wilander
Broderick Dyke
62, 63
1987
Mats Wilander
John McEnroe
63, 64
1988
Henri Leconte
Jakob Hlasek
76, 76, 64
1989
Not Held
1990
Boris Becker
Carl-Uwe Steeb
75, 62, 62
1991
Guy Forget
Andrei Cherkasov
63, 75, 36, 76
1992
Boris Becker
Jim Courier
675, 26, 7610, 765, 75
Doubles
Year
Champions
Runners-up
Score
1981
Sandy Mayer
Frew McMillan
Kevin Curren
Steve Denton
46, 63, 63
1982
Pavel Sloil
Sherwood Stewart
Tracy Delatte
Chris Dunk
64, 67, 75
1983
Heinz Gnthardt
Balzs Tarczy
Hans Simonsson
Mats Wilander
62, 64
1984
Tim Gullikson
Tom Gullikson
Kevin Curren
Steve Denton
64, 67, 76
1985
Stefan Edberg
Anders Jrryd
Kevin Curren
Wojciech Fibak
63, 76
1986
Boris Becker
Slobodan ivojinovi
John Fitzgerald
Tom md
76, 75
1987
Boris Becker
Slobodan ivojinovi
Chip Hooper
Mike Leach
76, 76
1988
Wally Masur
Tom Nijssen
John Fitzgerald
Tom md
W/O
1989
Not Held
1990
Emilio Snchez
Slobodan ivojinovi
Goran Ivanievi
Balzs Tarczy
75, 63
1991
Todd Woodbridge
Mark Woodforde
Libor Pimek
Michiel Schapers
63, 60
1992
Boris Becker
John McEnroe
Guy Forget
Jakob Hlasek
63, 62
See also
List of tennis tournaments
References
^ “Query NY Times”. NY Times. http://query.nytimes.com/gst/fullpage.html?res=9D0CE1D7113BF935A25751C0A967958260. Retrieved 2009-03-05.
^ “Query NY Times”. NY Times. http://query.nytimes.com/gst/fullpage.html?res=9E0CE6D9113FF934A25751C0A96495826. Retrieved 2009-03-05.
External links
ATP World Tour Website
v d e
Brussels Indoor
1980
1981
1982
1983
1984
1985
1986
1987
1988
NH
1990
1991
1992
v d e
ATP Championship Series (19901997)
19901997 Philadelphia Barcelona Tokyo Outdoor Stuttgart Outdoor Washington Indianapolis New Haven 1990 Toronto Indoor 19901992 Brussels
19901994 Sydney Indoor 19901995 Tokyo Indoor Stuttgart Indoor 19911997 Memphis 19931997 Milan 19961997 Antwerp Vienna 1997 Singapore
Categories: Grand Prix tennis | ATP Tour | Indoor tennis tournaments | Tennis tournaments in Belgium | Sport in Brussels
Read more on Donnay Indoor Championships…
Task design
Words may be deleted from the text in question either mechanically (every nth word) or selectively, depending on exactly what aspect it is intended to test for. The methodology is the subject of an extensive academic literature ; nonetheless, teachers commonly devise ad hoc tests.
Example
A language teacher may give the following passage to students:
Today, I went to the ________ and bought some milk and eggs. I knew it was going to rain, but I forgot to take my ________, and ended up getting wet on the way ________.
Students would then be required to fill in the blanks with words that would best complete the passage. Context in language and content terms is essential in most, if not all, cloze tests. The first blank is preceded by “the”; therefore, a noun, an adjective or an adverb must follow. However, a conjunction follows the blank; the sentence would not be grammatically correct if anything other than a noun were in the blank. The words “milk and eggs” are important for deciding which noun to put in the blank; “supermarket” is a possible answer; depending on the student, however, the first blank could either be store, supermarket, shop or market while umbrella or raincoat fit the second.
Assessment
The definition of success in a given cloze test varies, depending on the broader goals behind the exercise. Assessment may depend on whether the exercise is objective (i.e. students are given a list of words to use in a cloze) or subjective (i.e. students are to fill in a cloze with words that would make a given sentence grammatically correct).
I saw a man lay his jacket on a puddle for a woman crossing the street. I thought that was very ______.
Given the above passage, students’ answers may then vary depending on their vocabulary skills and their personal opinions. However, the placement of the blank at the end of the sentence restricts the possible words that may complete the sentence; following an adverb and finishing the sentence, the word is most likely an adjective. Romantic, chivalrous or gallant may, for example, occupy the blank, as well as foolish or cheesy. Using those answers, a teacher may ask students to reflect on the opinions drawn from the given cloze.
Mad Libs
Main article: Mad Libs
The word game Mad Libs is based on cloze tests. Mad Libs consist of short stories or articles with essential words replaced by blanks. The appropriate part of speech is indicated underneath each blank. One person completes the story by asking the rest of the group for words to fit each blank. In this way the group fills in the blanks with no knowledge of their context. The resulting story, when read out loud, is therefore comical or nonsensical.
See also
Language learning
English language learning and teaching
Communicative competence
Form letter
References
^ Collins English Dictionary
^ Taylor, W.L. (1953). “Cloze procedure: A new tool for measuring readability.” Journalism Quarterly, 30, 415-433.
^ J. Sachs, P. Tung, R. Lam, “How to Construct a Cloze Test: Lessons from Testing Measurement Theory Models” Perspectives (City University of Hong Kong) Vol. 9 (1997 Spring)
External links
The Fifth Dimension: The Cloze Test
EnglishLearner.com reading test
VLC: Cloze Tests
Categories: English language | Language education | Tests
The crash
On Friday the 13th of October, 1972, a Uruguayan Air Force twin turboprop Fairchild FH-227D was flying over the Andes carrying Stella Maris College’s “Old Christians” rugby union team from Montevideo, Uruguay, to play a match in Santiago, Chile.
The trip had begun the day before, October 12, when the Fairchild departed from Carrasco International Airport, but inclement mountain weather forced an overnight stop in Mendoza. At the Fairchild’s ceiling of 29,500 feet (9,000 m), the plane could not fly directly from Mendoza, over the Andes, to Santiago, in large part because of the weather. Instead, the pilots had to fly south from Mendoza parallel to the Andes, then turn west towards the mountains, fly through a low pass (Planchon), cross the mountains and emerge on the Chilean side of the Andes south of Curico before finally turning north and initiating descent to Santiago after passing Curico. After resuming the flight on the afternoon of October 13, the plane was soon flying through the pass in the mountains. The pilot then notified air controllers in Santiago that he was over Curic, Chile, and was cleared to descend. This would prove to be a fatal error. Since the pass was covered by the clouds, the pilots had to rely on the usual time required to cross the pass (dead reckoning). However, they failed to take into account strong headwinds that ultimately slowed the plane and increased the time required to complete the crossing: they were not as far west as they thought they were. As a result, the turn and descent were initiated too soon, before the plane had passed through the mountains, leading to a controlled flight into terrain.
Dipping into the cloud cover while still over the mountains, the Fairchild soon crashed on an unnamed peak (later called Cerro Seler, also known as Glaciar de las Lgrimas or Glacier of Tears), located between Cerro Sosneado and Volcn Tinguiririca, straddling the remote mountainous border between Chile and Argentina. The plane clipped the peak at 4,200 metres (14,000 ft), neatly severing the right wing, which was thrown back with such a force that it cut off the vertical stabilizer, leaving a gaping hole in the rear of the fuselage. The plane then clipped a second peak which severed the left wing and left the plane as just a fuselage flying through the air. One of the propellers sliced through the fuselage as the wing it was attached to was severed. The fuselage hit the ground and slid down a steep mountain slope before finally coming to rest in a snow bank. The location of the crash site is 344554 701711 / 34.765S 70.28639W / -34.765; -70.28639Coordinates: 344554 701711 / 34.765S 70.28639W / -34.765; -70.28639, in the Argentine municipality of Malarge (Malarge Department, Mendoza Province).
Early days
Survivors amongst the wreckage.
Of the 45 people on the plane, 12 died in the crash or shortly thereafter; another 5 had died by the next morning, and one more succumbed to injuries on the eighth day. The remaining 27 faced hard survival issues high in the freezing mountains. Many had suffered injuries from the crash including broken legs from the aircraft’s seats piling together. The survivors lacked equipment such as cold-weather clothing and footwear suitable for the area, mountaineering goggles to prevent snow blindness (although one of the eventual survivors, 24-year-old Adolfo “Fito” Strauch, devised a couple of sunglasses by using the sun visors in the pilot’s cabin which did help protect their eyes from the sun). Most gravely, they lacked any kind of medical supplies, leaving the two first year medical students on board who had survived the crash to improvise splints and braces with salvaged parts of what remained of the aircraft.
The search
Search parties from three countries looked for the missing plane. However, since the plane was white, it blended in with the snow making it virtually impossible to see from the sky. The search was cancelled after 8 days. The survivors of the crash had found a small transistor radio on the plane and Roy Harley first heard the news that the search was cancelled on their eleventh day on the mountain. Piers Paul Read in Alive: The Story of the Andes Survivors (a text based upon interviews with the survivors) described the moments after this discovery:
The others who had clustered around Roy, upon hearing the news, began to sob and pray, all except Parrado, who looked calmly up the mountains which rose to the west. Gustavo [Coco] Nicolich came out of the plane and, seeing their faces, knew what they had heard [Nicolich] climbed through the hole in the wall of suitcases and rugby shirts, crouched at the mouth of the dim tunnel, and looked at the mournful faces which were turned towards him. ‘Hey boys,’ he shouted, ‘there’s some good news! We just heard on the radio. They’ve called off the search.’ Inside the crowded plane there was silence. As the hopelessness of their predicament enveloped them, they wept. ‘Why the hell is that good news?’ Paez shouted angrily at Nicolich. ‘Because it means,’ [Nicolich] said, ‘that we’re going to get out of here on our own.’ The courage of this one boy prevented a flood of total despair.
Cannibalism
The survivors had a small amount of food: a few chocolate bars, other assorted snacks, and several bottles of wine. During the days following the crash they divided out this food in very small amounts so as not to exhaust their meager supply. Fito also devised a way to melt snow into water by using metal from the seats and placing snow on it. The snow then melted in the sun and dripped into empty wine bottles.
Even with this strict rationing, their food stock dwindled quickly. Furthermore, there was no natural vegetation or animals on the snow-covered mountain. The group thus survived by collectively making a decision to eat flesh from the bodies of their dead comrades. This decision was not taken lightly, as most were classmates or close friends. In his 2006 book, Miracle in the Andes: 72 Days on the Mountain and My Long Trek Home, Nando Parrado comments on this decision:
At high altitude, the body’s caloric needs are astronomical we were starving in earnest, with no hope of finding food, but our hunger soon grew so voracious that we searched anyway again and again we scoured the fuselage in search of crumbs and morsels. We tried to eat strips of leather torn from pieces of luggage, though we knew that the chemicals they’d been treated with would do us more harm than good. We ripped open seat cushions hoping to find straw, but found only inedible upholstery foam Again and again I came to the same conclusion: unless we wanted to eat the clothes we were wearing, there was nothing here but aluminium, plastic, ice, and rock.
All of the passengers were Roman Catholic, a point which was emphasized by Piers Paul Read in Alive. According to Read, some equated the act of cannibalism to the ritual of Holy Communion. Others initially had reservations, though after realizing that it was their only means of staying alive, changed their minds a few days later.
Avalanche
Eight of the initial survivors subsequently died on the morning of October 29 when an avalanche cascaded down on them as they slept in the fuselage. For three days they survived in an appallingly confined space since the plane was buried under several feet of snow. Nando Parrado was able to poke a hole in the roof of the fuselage with a metal pole, providing ventilation and possibly saving them all from suffocation.
Hard decisions
Before the avalanche, a few of the survivors became insistent that their only means of survival would be to climb over the mountains themselves and search for help. Because of the co-pilot’s assertion that the plane had passed Curico, the group assumed that the Chilean countryside was just a few miles away to the west. In actuality, the plane had crashed inside Argentina and just a few miles west of an abandoned hotel named the Hotel Termas Sosneado. Several brief expeditions were made in the immediate vicinity of the plane in the first few weeks after the crash, but the expeditionaries found that a combination of altitude sickness, dehydration, snow blindness, malnourishment and the extreme cold of the nights made climbing any significant distance an impossible task. Therefore it was decided that a group of expeditionaries would be chosen, and then allocated the most rations of food and the warmest of clothes, and spared the daily manual labor around the crash site that was essential for the group’s survival, so that they might build their strength. Although several survivors were determined to be on the expedition team no matter what, including Parrado and one of the two medical students, Roberto Canessa, others were less willing or unsure of their ability to withstand such a physically exhausting ordeal. Two of the other passengers were chosen to acompany Cannessa and Parrado, Numa Turcatti and Antonio Vizintin, but Turcatti died of blood poisoning before the expedition left.
At Canessa’s urging, the expeditionaries waited nearly seven weeks, to allow for the arrival of spring, and with it warmer temperatures. Although the expeditionaries were hoping to get to Chile, a large mountain lay due west of the crash site, blocking any effort made to walk in that direction. Therefore the expeditionaries initially headed east, hoping that at some point the valley that they were in would do a U-turn and allow them to start walking west. After several hours of walking east, the trio unexpectedly found the tail section of the plane, which was still largely intact. Within and surrounding the tail were numerous suitcases that had belonged to the passengers, containing cigarettes, candy, clean clothing and even some comic books. The group decided to camp there that night inside the tail section, and continue east the next morning. However, on the second night of the expedition, which was their first night sleeping outside exposed to the elements, the group nearly froze to death. After some debate the next morning, they decided that it would be wiser to return to the tail, remove the plane’s batteries and bring them back to the fuselage so that they might power up the radio and make an SOS call to Santiago for help.
Radio
Upon returning to the tail, the trio found that the batteries were too heavy to take back to the fuselage, which lay uphill from the tail section, and they decided instead that the most appropriate course of action would be to return to the fuselage and disconnect the radio system from the plane’s electrical mainframe, take it back to the tail, connect it to the batteries, and call for help from there. One of the other team members, Roy Harley, was an amateur electronics enthusiast, and they recruited his help in this endeavor. Unbeknownst to any of the team members, though, was the fact that the plane’s electrical system used AC, while the batteries in the tail naturally produced DC, making the plan futile from the beginning. After several days of trying to make the radio work back at the tail, the expeditionaries finally gave up, returning to the fuselage with the knowledge that they would in fact have to climb out of the mountains if they were to stand any hope of being rescued.
The sleeping bag
It was now apparent that the only way out was to climb over the mountains to the west. However, they also realized that unless they found a way to survive the freezing temperature of the nights, a trek was impossible. It was at this point that the idea for a sleeping bag was raised.
In his book, Miracle in the Andes: 72 Days on the Mountain and My Long Trek Home, Nando Parrado would comment thirty-four years later upon the making of the sleeping bag:
The second challenge would be to protect ourselves from exposure, especially after sundown. At this time of year we could expect daytime temperatures well above freezing, but the nights were still cold enough to kill us, and we knew now that we couldn’t expect to find shelter on the open slopes. We needed a way to survive the long nights without freezing, and the quilted batts of insulation we’d taken from the tail section gave us our solution as we brainstormed about the trip, we realized we could sew the patches together to create a large warm quilt. Then we realized that by folding the quilt in half and stitching the seams together, we could create an insulated sleeping bag large enough for all three expeditionaries to sleep in. With the warmth of three bodies trapped by the insulating cloth, we might be able to weather the coldest nights.
Carlitos took on the challenge. His mother had taught him to sew when he was a boy, and with the needles and thread from the sewing kit found in his mother’s cosmetic case, he began to work to speed the progress, Carlitos taught others to sew, and we all took our turns C, Coche, Gustavo [Zerbino], and Fito turned out to be our best and fastest tailors.
After the sleeping bag was completed and another survivor, Numa Turcatti, died from his injuries, the hesitant Canessa was finally persuaded to set out, and the three expeditionaries took to the mountain on December 12.
December 12
On 12 December, 1972, some two months after the crash, Parrado, Canessa and Vizintn began their trek up the mountain. Parrado took the lead, and often had to be called to slow down, although the trek up the hill against gravity and in low-oxygen was difficult for all of them. Although it was still bitterly cold, the sleeping bag allowed them to live through the nights.
On the third day of the trek, Parrado reached the top of the mountain before the other two expeditionaries. Stretched before him as far as the eye could see were more mountains. In fact, he had just climbed one of the mountains (as high as 4,800 metres (16,000 ft)) which forms the border between Argentina and Chile, meaning that they were still tens of kilometers from the red valley of Chile. However, after spying a small “Y” in the distance, he gauged that a way out of the mountains must lie beyond, and refused to give up hope. Knowing that the hike would take more energy than they’d originally planned for, Parrado and Canessa sent Vizintn back to the crash site, as they were rapidly running out of rations. Since the return was entirely downhill, it only took him one hour to get back to the fuselage on a sled made from broken parts of the plane.
Finding help
Parrado and Canessa hiked for several more days. First, they were able to actually reach the narrow valley that Parrado had seen on the top of the mountain, where they found the bed of Rio Azufre; then they followed the river and finally they reached the end of the snowline and, gradually, more and more signs of human presence, first some signs of camping and finally, on the ninth day, some cows. When they rested that evening, they were very tired and Canessa seemed unable to proceed further. As Parrado was gathering wood to build a fire, Canessa noticed what looked like a man on a horse at the other side of the river, and yelled at the near-sighted Parrado to run down to the banks. At first it seemed that Canessa had been imagining the man on the horse, but eventually they saw three men on horseback. Divided by a river, Nando and Canessa tried to convey their situation to which one of them, a Chilean Huaso named Sergio Catalan, shouted “tomorrow.” They knew at this point they would be saved and settled to sleep by the river.
During the evening dinner, Sergio Catalan discussed what he had seen with the other huasos who were staying at the time in a little summer ranch called Los Maitenes. Someone mentioned that several weeks before the father of Carlos Paez, who was desperately searching for any possible news about the plane, had asked them about the Andes crash; however, the huasos could not imagine that someone could still be alive. The next day Catalan took some loaves of bread and went back to the river bank, where he found the two men who were still on the other side of the river, on their knees and asking for help. Catalan threw them the bread loaves, which they immediately ate and following Parrado’s gestures, a pen and paper to write a note, addressed in red lipstick, telling the huasos about the plane crash and asking for help; then he tied the paper to a rock and threw it back to Catalan, who read it and gave the boys the sign to have understood.
Catalan rode on horseback for many hours westwards to bring help. During the trip he saw another huaso on the south side of Rio Azufre and asked him to reach the boys and to bring them to Los Maitenes. Instead, he followed the river till the cross with Rio Tinguiririca, where, after passing a bridge he was able to reach the narrow route that linked the village of Puente Negro to the holiday resort of Termas del Flaco. Here he was able to stop a truck and reach the police station at Puente Negro, where the news was finally dispatched to the Army command in San Fernando and then to Santiago. Meanwhile, Parrado and Canessa were rescued and they reached Los Maitenes, where they were fed and allowed to rest.
The following day in the morning the rescue expedition left Santiago and, after a stop in San Fernando, moved eastwards. The two helicopters had to fly in the fog and reached a place near Los Maitenes just when Parrado and Canessa were passing there on horseback while going to Puente Negro. Nando Parrado was recruited to fly back to the mountain in order to guide the helicopters to the remaining survivors. The news that people had survived the October 13 crash of Uruguayan Air Force Flight 571 had also leaked to the international press and a flood of reporters also began to appear along the narrow route from Puente Negro to Termas del Flaco. The reporters hoped to be able to see and interview Parrado and Canessa about the crash and the following days.
Parrado and Canessa with Chilean Huaso Sergio Catalan
The mountain rescue
In the morning of the day when the rescue started, those remaining at the crash site heard on their radio that Parrado and Canessa had been successful in finding help and that afternoon, 22 December, 1972, two helicopters carrying search and rescue climbers arrived. However, the expedition (with Parrado onboard) was not able to reach the crash site until the afternoon, when it is very difficult to fly in the Andes. In fact the weather was very bad and the two helicopters were able to take only half of the survivors. They departed, leaving the rescue team and remaining survivors at the crash site to once again sleep in the fuselage, until a second expedition with helicopters could arrive the following morning. The second expedition arrived at daybreak on 23 December and all sixteen survivors were rescued. All of the survivors were taken to hospitals in Santiago and treated for altitude sickness, dehydration, frostbite, broken bones, scurvy and malnutrition.
Timeline
October 1972
October 12 (Thu)
Crew 5, Passengers 40. (alive: 45)
October 13 (Fri)
5 people missing, 12 people dead. (dead: 12, missing: 5, alive: 28)
October 21 (Sat)
Susana “Susy” Parrado found dead. (dead: 13, missing: 5, alive: 27)
October 24 (Tue)
missing 5 people found dead. (dead: 18, alive: 27)
October 29 (Sun)
8 people killed in an avalanche. (dead: 26, alive: 19)
November 1972
November 15 (Wed)
Arturo Nogueira found dead. (dead: 27, alive: 18)
November 18 (Sat)
Rafael Echavarren found dead. (dead: 28, alive: 17)
December 1972
December 11 (Mon)
Numa Turcatti found dead. (dead: 29, alive: 16)
December 20 (Wed)
Parrado and Canessa encounter Sergio Catalan.
December 21 (Thu)
Parrado and Canessa rescued.
December 22 (Fri)
6 people rescued.
December 23 (Sat)
8 people rescued. 16 people alive.
December 26 (Tue)
Front page of the Santiago newspaper El Mercurio reports that all survivors resorted to cannibalism.
Passenger list
Crew
Colonel Julio Ferradas, Pilot,
Lieutenant Colonel Dante Lagurara, Co-Pilot,
Lieutenant Ramon Martnez,
Corporal Carlos Roque,
Corporal Ovidio Joaquin Ramrez.
Passengers
(Survivors indicated in BOLD)
Francisco Abal
Jose Pedro Algorta
Roberto Canessa
Gaston Costemalle
Alfredo Delgado
Rafael Echavarren
Daniel Fernndez
Roberto Francois
Roy Harley
Alexis Houni
Jose Luis Inciarte
Guido Magri
Alvaro Mangino
Felipe Maquirriain
Graciela Augusto Gumila de Mariani
Julio Martnez-Lamas
Daniel Maspons
Juan Carlos Menndez
Javier Methol
Liliana Navarro Petraglia de Methol
Dr. Francisco Nicola
Esther Horta Prez de Nicola
Gustavo Nicolich
Arturo Nogueira
Carlos Pez Rodriguez
Eugenia Dolgay Diedug de Parrado
Fernando Parrado
Susana Parrado
Marcelo Perez
Enrique Platero
Ramn Sabella
Daniel Shaw
Adolfo Strauch
Eduardo Strauch
Diego Storm
Numa Turcatti
Carlos Valeta
Fernando Vzquez
Antonio Vizintn
Gustavo Zerbino
Aftermath
View of the Crash Site Memorial – February 2006.
When first rescued, the survivors initially explained that they had eaten some cheese they had carried with them, planning to discuss the details in private with their families. However, they were pushed into the public eye when photos were leaked to the press and sensational, unauthorized articles were published.
The survivors held a press conference on December 28 at Stella Maris College, where they recounted the events of the past 72 days (over the years, they would also participate in the publication of two books, two films, and an official website about the event).
The rescuers and a Chilean priest later returned to the crash site and buried the bodies of the deceased 80 meters from the plane. Close to the grave a stone pile with an iron cross was built. The remains of the fuselage was incinerated.
Official website (2002)
In 2002, on the occasion of the 30th anniversary of the event, an official website was created for the survivors. The website, entitled Viven! El Accidente de Los Andes is available in both Spanish and English.
The crash in popular culture
Books
Alive: The Story of the Andes Survivors (1974)
The first book, Alive: The Story of the Andes Survivors, (published two years after their rescue) was written by Piers Paul Read who interviewed the survivors and their families. It was a critical success and remains a highly popular work of non-fiction. In the opening of the book, the survivors explain why they wanted it to be written:
We decided that this book should be written and the truth known because of the many rumors about what happened in the cordillera. We dedicate this story of our suffering and solidarity to those friends who died and to their parents who, at the time when we most needed it, received us with love and understanding.
A reprint was published in 2005 by Harper. It was re-titled: Alive: Sixteen Men, Seventy-two Days, and Insurmountable Oddshe Classic Adventure of Survival in the Andes and includes a revised introduction as well as interviews with Piers Paul Read, Coche Inciarte, and lvaro Mangino.
Miracle in the Andes (2006)
Thirty-four years after the rescue, Nando Parrado published the book Miracle in the Andes: 72 Days on the Mountain and My Long Trek Home (with Vince Rause), which has received positive reviews. In this text, Parrado also touches upon public reaction to this event:
In fact, our survival had become a matter of national pride. Our ordeal was being celebrated as a glorious adventure I didn’t know how to explain to them that there was no glory in those mountains. It was all ugliness and fear and desperation, and the obscenity of watching so many innocent people die. I was also shaken by the sensationalism with which many in the press covered the matter of what we had eaten to survive. Shortly after our rescue, officials of the Catholic Church announced that according to church doctrine we had committed no sin by eating the flesh of the dead. As Roberto had argued on the mountain, they told the world that the sin would have been to allow ourselves to die. More satisfying for me was the fact that many of the parents of the boys who died had publicly expressed their support for us, telling the world they understood and accepted what we had done to survive despite these gestures, many news reports focused on the matter of our diet, in reckless and exploitive ways. Some newspapers ran lurid headlines above grisly front-page photos. (2478)
Film and television
Supervivientes de los Andes (1976)
This was a Mexican production directed by Ren Cardona, Jr., based on the 1973 book, Survive by Charles Blair, Jr.
Alive: The Miracle of the Andes (1993)
The film Alive received mixed reviews. It was directed by Frank Marshall and is based upon the book Alive: The Story of the Andes Survivors by Piers Paul Read. It stars Ethan Hawke and is narrated by John Malkovich. Nando Parrado served as a technical adviser to the film. Carlitos Pez (see: Casapueblo) and Ramon “Moncho” Sabella also visited the recreated fuselage during the shooting of the movie to aid with the historical accuracy of the set and to instruct the actors on how the events actually unfolded.
Alive: 20 Years Later (1993)
Alive: 20 Years Later is a documentary film which was produced, directed and written by Jill Fullerton-Smith and narrated by Martin Sheen. It explores the lives of the survivors twenty years after the crash. It also discusses their participation in the production of Alive: The Miracle of the Andes.
Stranded: I Have Come from a Plane That Crashed on the Mountains (2007)
Stranded: I Have Come from a Plane That Crashed on the Mountains, written and directed by Gonzalo Arijn, is a documentary film interlaced with dramatised scenes. In the film, all of the survivors are interviewed, as are some of their family members and the people involved with the rescue operation. Additionally, an expedition in which the survivors return to the crash site is documented. The film was first shown at the 2007 International Documentary Film Festival Amsterdam, The Netherlands and received the Joris Ivens Award. This film appeared on PBS Independent Lens as STRANDED: The Andes Plane Crash Survivors in May 2009.
Trapped: Alive in the Andes (2007)
Trapped: Alive in the Andes is an episode from season one of the National Geographic Channel documentary television series Trapped. The series was dedicated to examining the stories of various accidents which left survivors trapped in their situation for a period of time. The episode Trapped: Alive in the Andes was aired November 7, 2007.
See also
Star Dust (aircraft)
Distress radiobeacon
Cannibalism
Rugby union in Uruguay
Rugby union in Chile
References
^ Piers Paul Read in Alive: The Story of the Andes Survivors (889, first edition)
^ Nando Parrado, Miracle in the Andes: 72 Days on the Mountain and My Long Trek Home, pages 9495
^ Nando Parrado, Miracle in the Andes: 72 Days on the Mountain and My Long Trek Home, pages 1701
^ http://www.viven.com.uy/571/eng/historia.asp
^ “Andes Accident Official Web Site – Memories”. http://www.viven.com.uy/571/eng/memoria.asp. Retrieved February 16 2010.
^ http://www.viven.com.uy/571/eng/Aniversario.asp
^ http://www.viven.com.uy/571/default.asp
^ http://www.imdb.com/title/tt0075290/
^ The director of ‘Stranded’ has lived with this story
^ Stranded, The Official movie website
^
Further reading
Books
2006: Parrado, Nando (with Vince Rause). Miracle in the Andes: 72 Days on the Mountain and My Long Trek Home.
2005: Read, Piers Paul. Alive: Sixteen Men, Seventy-two Days, and Insurmountable Odds — The Classic Adventure of Survival in the Andes (reprint edition)
1974: Read, Piers Paul. Alive: The Story of the Andes Survivors (first edition)
1973: Enrique Hank Lopez. They Lived on Human Flesh ISBN 0671784145
Articles
Dowling, Claudia Glenn. “Still Alive.” Life Magazine (February 1993): 4859.
External links
Doctor Roberto Canessa, who went for help, recalls the incident on the Late Late Show in March 2008
Viven! El Accidente de Los Andes (Official website)
Interviews
Conferences
PBS’s Independent Lens: STRANDED: The Andes Plane Crash Survivors, by Gonzalo Arijon and Marc Silvera
National Geographic Adventure Expedition December, 2005, Part I
National Geographic Adventure Expedition December, 2005, Part II
Outside The Lines: Still Alive ESPN Video
Accident description at the Aviation Safety Network
Back to the Andes Expedition 2006 with one of the survivors – Eduardo Strauch
v d e
1971 Aviation accidents and incidents in 1972 1973
JAT Yugoslav Flight 367 (January 26) Mohawk Airlines Flight 405 (March 3) Alitalia Flight 112 (May 5) Delta Air Lines Flight 9570 (May 30) American Airlines Flight 96 (June 12) Cathay Pacific Flight 700Z (June 15) British European Airways Flight 548 (June 18) Prinair Flight 191 (June 24) Japan Airlines Flight 472 (September 24) Uruguayan Air Force Flight 571 (October 13) United Airlines Flight 553 (December 8) Braathens Flight 239 (December 23) Eastern Air Lines Flight 401 (December 29)
Bold blue indicates incidents resulting at least 50 deaths Red indicates the deadliest incident in 1972
Categories: Uruguayan Air Force Flight 571 | Incidents of cannibalism | Accidents and incidents involving controlled flight into terrain | 1972 in ChileHidden categories: Wikipedia articles needing style editing from October 2009 | All articles needing style editing | Articles with unsourced statements from October 2009 | All articles with unsourced statements
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