To open your reprehensible intimate relationships publicly can be a difficult task, David Letterman did exactly that due to a possible extortion attempt and now he is going to face his bad days as his wife Regina Lasko is very disappointed and outrageously hurt by his conduct of exposing his life overtly. He apologized to his wife Regina Lasko, on Monday’s “Late Show” for his reprehensible intimate relationships.
“Late Night Show” host 62-year-old Letterman always tried to keep his personal life veiled from public view, but on Thursday David Letterman unexpectedly claimed that one of CBS News employee tried to extort him for $2 million by exposing his sexual relationships with his female subordinates, and he blasted open the tightly shut door to his personal life.
He lives in a tony Westchester, N.Y. suburb with 6-year-old son and his wife, Regina Lasko, who never seen as openly and widely. Letterman told viewers about his marriage to Lasko earlier this year after 23-year long relationship with her. Both have a five years old son. He confessed that he was not serious about married life. He said that he furtively felt that men who were married appreciated him in the way as he was the last of the real gunslingers.
Public was shocked by this extraordinary confession of letterman and viewers thought that he was just joking.He felt sorry for his staff members to put them in this disgraceful position and especially he apologized to his wife for throwing her in instability.
Halderman, who was accused of threatening letterman,has pleaded not guilty
Tuesday, October 6, 2009
Reggie Jackson and Bob Gibson talk baseball in book 'Sixty Feet, Six Inches'
Friends, I'm reading a book that's framed in such a unique way that when I put it down, I feel that I must be missing something.
You see, right off the bat, it's two guys talking sports, more directly, baseball. And, you're eavesdropping on their conversation.
These two guys know what they're talking about, so the urge to pay attention and not miss a word is with you.
Even a heady baseball fan will learn something from "Sixty Feet, Six Inches."
I found it great and greater still since I've known the two guys who wrote it, and never before did they enlighten me so much.
This book is an entertaining "conversation" between Bob Gibson and Reggie Jackson, both Hall of Famers, and they tell you about how the game is really played. All the bits and pieces of the game known only by those who spent a good part of their lives in baseball are here for you to peruse . . . well, to learn, really.
Here's Gibson talking: "Juan Marichal was the best pitcher in our era. He didn't have the best stuff, but he was the best pitcher. He could put the ball where he wanted."
Reggie: "Denny McLain always gave you a ball to hit. I think he liked home runs as much as the hitter did. He didn't mind giving them up as long as he won the game."
Gibson: "Throwing the ball 95 miles an hour is a gift. You can't teach anybody that."
On getting into shape:
Reggie: "I always worked out - it was a way of life for me, and still is. My biceps were 17 inches, the same as Sonny Liston's. My legs gave me a great power base - you generate power from the ground up - but they were so tight that they gave me a lot of hamstring trouble. Make sure you stretch."
Gibson: "I never do any weight training, but I got plenty of work on my legs from pushing off the mound the way I did.
"The inside of my forearm was always sore. One time it got so hard that I went to see the doctor. He tried to give me a shot to loosen it up and broke the needle."
On umpires:
Reggie: "The hitter has to learn the umpires just as he has to learn the pitchers. Every ump has a strike zone - a high one or low."
Gibson: "Al Barlick was very consistent, but he had a small plate. He never gave me a pitch."
Reggie on the issue of race and relationships:
"In my era, particularly early on, camaraderie and relationships weren't even thought of.
"Had it not been for Joe Rudi, Dave Duncan, Rollie Fingers and others (in Oakland), I would have really struggled socially.
"Our manager, John McNamara, cared about my feelings. If I couldn't stay in a hotel, he wouldn't let the team stay there.
You see, right off the bat, it's two guys talking sports, more directly, baseball. And, you're eavesdropping on their conversation.
These two guys know what they're talking about, so the urge to pay attention and not miss a word is with you.
Even a heady baseball fan will learn something from "Sixty Feet, Six Inches."
I found it great and greater still since I've known the two guys who wrote it, and never before did they enlighten me so much.
This book is an entertaining "conversation" between Bob Gibson and Reggie Jackson, both Hall of Famers, and they tell you about how the game is really played. All the bits and pieces of the game known only by those who spent a good part of their lives in baseball are here for you to peruse . . . well, to learn, really.
Here's Gibson talking: "Juan Marichal was the best pitcher in our era. He didn't have the best stuff, but he was the best pitcher. He could put the ball where he wanted."
Reggie: "Denny McLain always gave you a ball to hit. I think he liked home runs as much as the hitter did. He didn't mind giving them up as long as he won the game."
Gibson: "Throwing the ball 95 miles an hour is a gift. You can't teach anybody that."
On getting into shape:
Reggie: "I always worked out - it was a way of life for me, and still is. My biceps were 17 inches, the same as Sonny Liston's. My legs gave me a great power base - you generate power from the ground up - but they were so tight that they gave me a lot of hamstring trouble. Make sure you stretch."
Gibson: "I never do any weight training, but I got plenty of work on my legs from pushing off the mound the way I did.
"The inside of my forearm was always sore. One time it got so hard that I went to see the doctor. He tried to give me a shot to loosen it up and broke the needle."
On umpires:
Reggie: "The hitter has to learn the umpires just as he has to learn the pitchers. Every ump has a strike zone - a high one or low."
Gibson: "Al Barlick was very consistent, but he had a small plate. He never gave me a pitch."
Reggie on the issue of race and relationships:
"In my era, particularly early on, camaraderie and relationships weren't even thought of.
"Had it not been for Joe Rudi, Dave Duncan, Rollie Fingers and others (in Oakland), I would have really struggled socially.
"Our manager, John McNamara, cared about my feelings. If I couldn't stay in a hotel, he wouldn't let the team stay there.
Thursday, October 1, 2009
Victoria's Secret too sexy?
Has Victoria's Secret become too sexy for itself? The company CEO thinks so
By The Associated Press
COLUMBUS, Ohio (AP) - Victoria's Secret, the lingerie company that introduced the Very Sexy bra, the Fantasy Bra, and the Internet server-crashing fashion show, has become "too sexy" for its own good, its top executive said."We've so much gotten off our heritage ... too sexy, and we use the word sexy a lot and really have forgotten the ultra feminine," said Sharen Turney, Victoria's Secret's chief executive, in a call with industry analysts.
Victoria's Secret was launched with the idea that Victoria was manor-born and lived in London, Turney said.
"I feel so strongly about us getting back to our heritage and really thinking in terms of ultra feminine and not just the word sexy and becoming much more relevant to our customer," Turney said Thursday.
Turney said Victoria's Secret has gotten younger with a strong focus on its successful Pink line of lingerie and loungewear created for college-age women, and has tried to chase those customers
Turney said Victoria's Secret wants to increase its level of sophistication.
"We will also reinvent the sleepwear business and focus on product quality," she said. "Our assortment will return to an ultra feminine lingerie brand to meet her needs and expectation."
Sales at Victoria's Secret, like many clothing retailers, have been slipping.
Victoria Secret's parent, Limited Brands, said Wednesday that its fourth quarter profits fell 12 percent and that its first quarter earnings would come in below Wall Street expectations.
Same-store sales at Victoria's Secret fell 2 percent in 2007, with sales in the fourth quarter dropping 8 percent.
The chain was started in San Francisco in 1977 by Roy Raymond, who said he was embarrassed trying to buy lingerie for his wife and hoped to provide a comfortable place for men to shop.
Sexy Halloween Costume-less Photos & Ideas
Sexy Halloween Costume-less Ideas & Pictures
You want to a looking sexy for Sexy Halloween Costumes. Halloween is the famous festival when everyone loves to dress up in different types of costumes for the Halloween party. It should be revealing but it should not be vulgar. So, tasteful dressing needs a lot of thought and planning. The costume chosen should be sexy, smart, unique and beautiful.
The people are so excited to need a lot of thought and planning for their dresses collection. The all girls love to dress up and party, they will love to dress up in a sexy manner and have a great time at the party or the dance at Halloween festival. Sexy Halloween Costume-less dresses is so sexy and amazing. All these costumes can be made to look sexy. Halloween Costume-less dress is looking show less, just only painted body and show a lot of skin. They are give sexy effect in their body. The dress up as supernatural beings and fright people. You can see more Sexy Halloween Costume-less Photos Here.
Sexy Halloween Costumes ideas:
Below are given top 10 favorite sexy costumes ideas for women. You can get also sexy Bettie page costumes, failry costumes, fairytale costumes, sexy animal costumes, etc.You can read more idea of Sexy Halloween costume for girls and women Here.
- Sexy witch
- Sexy teacher
- French maid
- Genie
- Bar maid
- Cheerleader
- Sexy cop
- Catwoman
- Playboy Bunny
- Naughty nurse
Citi Closes Sale Of Nikko Cordial to SMFG
Citigroup completed the sale of its Japanese brokerage Nikko Cordial Securities to Sumitomo Mitsui Financial Group, one more step in the U.S. bank’s plans to shed non-core assets.
Citigroup said on Wednesday the sale to Sumitomo Mitsui, Japan’s third-largest bank, had a total cash value of $8.7 billion, including retained cash and debt payments, Reuters reported.
Citigroup, the third-largest U.S. bank, said it will book an immaterial after-tax gain during the fourth quarter.
The bank also said it would form an alliance with SMFG to gain access to its global corporate banking clients.
For SMFG, the purchase is a key defensive move because it prevents the bank’s bigger rivals from getting stronger, while it would help Citigroup cushion the impact of bad loans and toxic assets, according to analysts.
Citigroup was forced to sell off assets globally to raise cash after suffering more than $85 billion in credit losses.
Nikko Cordial was part of Citi Holdings, a division that includes assets the bank is looking to shed or close over time.
In January, Citigroup decided to separate into Citicorp, housing its key banking business, and Citi Holdings, which included its brokerage, some consumer finance businesses, and other non-core assets.
The U.S. government injected $45 billion in Citigroup and is the bank’s largest shareholder, with a roughly 34 percent stake.
Citigroup said on Wednesday the sale to Sumitomo Mitsui, Japan’s third-largest bank, had a total cash value of $8.7 billion, including retained cash and debt payments, Reuters reported.
Citigroup, the third-largest U.S. bank, said it will book an immaterial after-tax gain during the fourth quarter.
The bank also said it would form an alliance with SMFG to gain access to its global corporate banking clients.
For SMFG, the purchase is a key defensive move because it prevents the bank’s bigger rivals from getting stronger, while it would help Citigroup cushion the impact of bad loans and toxic assets, according to analysts.
Citigroup was forced to sell off assets globally to raise cash after suffering more than $85 billion in credit losses.
Nikko Cordial was part of Citi Holdings, a division that includes assets the bank is looking to shed or close over time.
In January, Citigroup decided to separate into Citicorp, housing its key banking business, and Citi Holdings, which included its brokerage, some consumer finance businesses, and other non-core assets.
The U.S. government injected $45 billion in Citigroup and is the bank’s largest shareholder, with a roughly 34 percent stake.
Cisco Buys Norwegian Firm Tandberg for $3 Billion
Cisco Systems continued to show just how serious it is about video conferencing, announcing late Wednesday night the $3 billion acquisition of Tandberg, a Norwegian video communications company, The New York Times’s Ashlee Vance reported.
Cisco has sold expensive, room-sized video conferencing systems to companies that it calls TelePresence systems. Tandberg has similar technology but also sells smaller-sized, cheaper conferencing units. In addition, Tandberg has specialized software for managing video conferencing systems and for creating connections between conferencing systems that rely on different underlying technology.
“It really enables us to build out our portfolio,” Ned Hooper, a senior vice president at Cisco, told The Times.
Cisco’s corporate video conferencing products require the company to outfit a customer’s conference room with multiple, large displays, networking equipment and even special tables, chairs and wall paint. By contrast, Tandberg has a range of gear, including high-definition video systems that can sit on desks or be used with personal computers.
The all-cash deal has been recommended to Tandberg’s shareholders by that company’s directors and stands as an 11 percent premium over Tandberg’s closing price on Wednesday. Tandberg reported $809 million in revenue last year, and has close to $200 million in cash.
In recent years, Cisco, based in San Jose, Calif., has been one of the technology industry’s most aggressive companies when it comes to acquisitions. It has bought close to 40 companies over the past five years, including the $6.9 billion purchase of the set-top-box maker Scientific-Atlanta and the $2.9 billion purchase of the Web meeting software maker WebEx. Cisco also bought Pure Digital, which made the popular Flip video recorders for consumers, earlier this year for $590 million.
The acquisitions have fueled Cisco’s mission of backing products that generate more Internet traffic that in turns drives demand for the networking hardware that has long been the core of its business.
The deals have also thrust Cisco into new markets like consumer electronics, business collaboration software and computer servers where the company now finds itself in direct competition with its traditional business partners like Hewlett-Packard, Microsoft and I.B.M.
During an interview last week, Cisco’s chief executive John T. Chambers boasted that the company has managed to move into a grand total of 30 new markets through acquisitions and its own internal product development.
“We are involved in things that may shock you,” Mr. Chambers told The Times, referring to things like smart grid technology for cities’ power systems and the construction of entertainment and networking systems for sports stadiums.
With $35 billion in cash - the highest total in the technology industry - Cisco appears set to continue with this expansion.
“You will see us move with a lot of acquisitions over the next year,” Mr. Chambers said.
Still, companies like Cisco, Dell and EMC must find ways to match the heft of H.P. and I.B.M., which have massive technology services businesses to complement their hardware and software pursuits.
Rather than acquiring a large services company, Cisco will continue to partner with independent players like Accenture and Wipro, Mr.Chambers said.
“I think that is a more scalable, faster speed and less confrontational model,” he told The Times.
As Cisco moves into new areas, it faces the difficult task of trying to find businesses with profits that can match those gained from its networking hardware. Cisco’s routers and switches produce 65 percent gross profit margins.
Mr. Hooper stressed that Tandberg has gross margins of 66 percent. “It fits squarely into our operating model,” he said.
Tandberg has had the most success selling video conferencing systems to large companies in North America and Europe. Cisco plans to use Tandberg’s technology to help it go after smaller companies and eventually to target consumers, Mr. Hooper told The Times.
Cisco has sold expensive, room-sized video conferencing systems to companies that it calls TelePresence systems. Tandberg has similar technology but also sells smaller-sized, cheaper conferencing units. In addition, Tandberg has specialized software for managing video conferencing systems and for creating connections between conferencing systems that rely on different underlying technology.
“It really enables us to build out our portfolio,” Ned Hooper, a senior vice president at Cisco, told The Times.
Cisco’s corporate video conferencing products require the company to outfit a customer’s conference room with multiple, large displays, networking equipment and even special tables, chairs and wall paint. By contrast, Tandberg has a range of gear, including high-definition video systems that can sit on desks or be used with personal computers.
The all-cash deal has been recommended to Tandberg’s shareholders by that company’s directors and stands as an 11 percent premium over Tandberg’s closing price on Wednesday. Tandberg reported $809 million in revenue last year, and has close to $200 million in cash.
In recent years, Cisco, based in San Jose, Calif., has been one of the technology industry’s most aggressive companies when it comes to acquisitions. It has bought close to 40 companies over the past five years, including the $6.9 billion purchase of the set-top-box maker Scientific-Atlanta and the $2.9 billion purchase of the Web meeting software maker WebEx. Cisco also bought Pure Digital, which made the popular Flip video recorders for consumers, earlier this year for $590 million.
The acquisitions have fueled Cisco’s mission of backing products that generate more Internet traffic that in turns drives demand for the networking hardware that has long been the core of its business.
The deals have also thrust Cisco into new markets like consumer electronics, business collaboration software and computer servers where the company now finds itself in direct competition with its traditional business partners like Hewlett-Packard, Microsoft and I.B.M.
During an interview last week, Cisco’s chief executive John T. Chambers boasted that the company has managed to move into a grand total of 30 new markets through acquisitions and its own internal product development.
“We are involved in things that may shock you,” Mr. Chambers told The Times, referring to things like smart grid technology for cities’ power systems and the construction of entertainment and networking systems for sports stadiums.
With $35 billion in cash - the highest total in the technology industry - Cisco appears set to continue with this expansion.
“You will see us move with a lot of acquisitions over the next year,” Mr. Chambers said.
Still, companies like Cisco, Dell and EMC must find ways to match the heft of H.P. and I.B.M., which have massive technology services businesses to complement their hardware and software pursuits.
Rather than acquiring a large services company, Cisco will continue to partner with independent players like Accenture and Wipro, Mr.Chambers said.
“I think that is a more scalable, faster speed and less confrontational model,” he told The Times.
As Cisco moves into new areas, it faces the difficult task of trying to find businesses with profits that can match those gained from its networking hardware. Cisco’s routers and switches produce 65 percent gross profit margins.
Mr. Hooper stressed that Tandberg has gross margins of 66 percent. “It fits squarely into our operating model,” he said.
Tandberg has had the most success selling video conferencing systems to large companies in North America and Europe. Cisco plans to use Tandberg’s technology to help it go after smaller companies and eventually to target consumers, Mr. Hooper told The Times.
Desert heat shouldn't be an issue Sunday
Neither the teams nor a sellout crowd of 65,000 should sweat it. The University of Phoenix Stadium's retractable roof undoubtedly will be closed.
"I know they don't want to play in the heat just as much as we don't," Colts safety Aaron Francisco said.
Consider him the voice of experience. Francisco spent his first four years in the NFL with Arizona before signing with the Colts earlier this month as a free agent. The Cardinals don't have access to a covered practice facility, so they practice outdoors no matter how high the temperature spikes.
"Your body gets used to it," Francisco said. "It's a dry heat."
Colts defensive end Dwight Freeney spends a portion of each offseason training in the Phoenix area. He hopes the roof remains closed.
"Yeah," Freeney said with a laugh. "I've actually worked out, out there . . . 118, 110s. They say it's dry heat. An oven's dry heat, too."
NFL policy for teams with retractable roof stadiums requires a decision be made -- open or closed -- 90 minutes before kickoff. With the heat factor in Glendale, the comfort of fans always is taken into account. However, the team likes to have the roof closed because of the increased noise level.
Since the University of Phoenix Stadium opened in 2006, the roof has been open for 10 of the Cardinals' 26 regular-season and postseason games. Both of the 2008 home playoff games were played with the roof closed.
In the 10 open-air games in which the Cardinals are 5-5, the temperature never exceeded 81 degrees at kickoff.
"I know they don't want to play in the heat just as much as we don't," Colts safety Aaron Francisco said.
Consider him the voice of experience. Francisco spent his first four years in the NFL with Arizona before signing with the Colts earlier this month as a free agent. The Cardinals don't have access to a covered practice facility, so they practice outdoors no matter how high the temperature spikes.
"Your body gets used to it," Francisco said. "It's a dry heat."
Colts defensive end Dwight Freeney spends a portion of each offseason training in the Phoenix area. He hopes the roof remains closed.
"Yeah," Freeney said with a laugh. "I've actually worked out, out there . . . 118, 110s. They say it's dry heat. An oven's dry heat, too."
NFL policy for teams with retractable roof stadiums requires a decision be made -- open or closed -- 90 minutes before kickoff. With the heat factor in Glendale, the comfort of fans always is taken into account. However, the team likes to have the roof closed because of the increased noise level.
Since the University of Phoenix Stadium opened in 2006, the roof has been open for 10 of the Cardinals' 26 regular-season and postseason games. Both of the 2008 home playoff games were played with the roof closed.
In the 10 open-air games in which the Cardinals are 5-5, the temperature never exceeded 81 degrees at kickoff.
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