Nikon 1 NIKKOR 10mm f/2.8 (Black)

• Front Lens Cap
• Rear Lens Cap
• Bayonet Lens Hood
• Warranty
• Features –
• Mount Type Nikon 1
• Focal Length 10mm
• Maximum Aperture f/2.8
• Minimum Aperture f/11

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How to Find the Source of Packet Loss on an Internet Connection

Packet loss on an Internet connection can be disruptive to voice and data traffic. It can noticeably slow Internet throughput speeds and disrupt realtime applications like Virtual Private Networks (VPNs). Lost packets may cause voice and video to be delayed, choppy or garbled. It may also disconnect Voice over Internet Protocol (VoIP) calls.The IP Packet Loss and Delay Test tool provides a means to inspect an Internet connection for packet loss. It analyzes the route from the Test Center to any pingable public IP address. It will find the location of any trouble whether it is the end user’s connection or congestion within the ISP’s network. It will automatically detect any change of routes within the ISP and track statistics separately.Finding the Source of Packet LossThe IP Address that was monitored is referred as the Destination IP. A quality Internet connection should have 0.1% lost packets or less. If the packet loss is 0.1% or less at the Destination IP address, then packet loss at any of the other hops can be ignored.If packet loss is greater than 0.1% at the Destination IP address, examine the hops immediately ahead. Do they exhibit similar loss percentages? If they do, then the first hop where lost packets start occurring could be the cause.Examine the timeline graph at the bottom of the Route Pattern (RP) report page. If the lost packets are grouped together during times of the day, narrow the report period at the bottom of the page just before the beginning and just after the end of one of the groups of losses. Does the loss of the suspect hop still exhibit similar loss percentage? If so, click on the hyperlink of the address to compare the two hops more closely. Do the losses over time still seem similar? If not, consider examining another hop as the cause of the packet loss.Source of Packet Loss at Destination IP OnlyIf packet loss is occurring greater than 0.1% at the Destination IP and not the hops immediately preceding, then the source of trouble is between the last hop with insignificant packet loss and the Destination IP or in the device responding to pings for the Destination IP.Some factors that can cause packet loss at the Destination IP include:1. Equipment problems with the cable/DSL modem or router including potentially over-heating equipment.2. Undetectable bridge/switch or other networking hardware (i.e. hub) in front of the Destination IP device.3. Congested Internet connection. In other words, too much traffic for the delivered speed. Please note that delivered speed may be different then the expected or promised speed.4. Wiring outside or inside the building but before the device which responds to pings for the Destination IP. Quality of wiring is poor or deteriorated from weather, age, animals and other environmental factors.5. Environmental interference from microwaves, wireless radios, refrigerators, etc too close to the wiring or cable/DSL modem or router.If the Internet connection is a DSL circuit:1. Other circuits, such as commonly used T1s, in the Local Exchange Carrier’s (LECs) cable bundle could be interfering with the DSL circuit’s frequency.2. The DSL splitter, which divides the phone line from the DSL circuit, could be faulty.3. The LEC could have load coils or bridge taps on the cable which is delivering the DSL circuit.4. Other analog devices like fax machines or cordless phones have been attached to the phone line before the DSL splitter splits off the DSL circuit.If the Internet connection is supplied by cable modem:1. The coax cable passes through more than one splitter before the cable modem.2. Cable modem attached to wrong port of the splitter.3. The decibel level of the cable TV transmission is too low. The cable repairman will frequently check this first. Be advised that the decibel level can change throughout the day.Run the Report AgainOnce a potential cause of trouble has been eliminated, run the report again. Is there a difference? If not, look for another potential source of trouble. And do not forget, many times there can be multiple sources inducing problems on an Internet connection.

Sigma 85mm f/1.4 EX DG HSM Large Aperture Medium Telephoto Prime Lens for Canon Digital SLR Cameras

• Front Lens Cap
• Rear Lens Cap
• Lens Hood
• Lens Hood Adapter
• Lens Pouch

Sigma’s 85mm F1.4 EX DG HSM Lens is a large aperture medium telephoto lens optimized for use with digital SLR cameras and is especially ideal for portrait and low light photography. Designed with SLD glass and a glass mold element excellent color correction is achieved for all types of aberrations and superior optical performance is ensured. It is equipped with a rear focus system that minimized fluctuation of aberration caused by focusing and the Super Multi Layer Coating reduces flare and ghosting even in backlight photography. HSM (Hyper Sonic Motor) ensures quiet and high speed autofocus capability and the round 9 blade diaphragm creates pleasant out-of-focus highlights. It comes with a Petal-type hood to block out extraneous light. For digital cameras with an APS-C size image sensor, a dedicated hood adapter, which expands the length of the lens hood is supplied and enables the hood to block out extraneous light more effectively. , Click to see product..

Olympus M.Zuiko 17mm f1.8 (Silver) for Olympus and Panasonic Micro 4/3 Cameras

• Fast f1.8 max. aperture
• Snap focus ring for easy manual operation
• Excellent optical performance

This beautiful full-metal single-focal-length, wide-angle lens is ideal for shooting high-quality, dramatic landscapes and portraits. With a super-fast f1.8 M. this lens will capture brilliant low-light shots. The snap ring enables photographers to pan focus with a distance indicator. , Get the best price

The Dangers of Hostile C Level IT Professional

Do you know what your IT guy is doing? Well imagine the Chief Information Officer or Chief Technology Officer? Do the Chief Executive Officer and Chief Financial Officer really understand what their Technology counter part is doing? The CEO and CFO normally do not have the in depth technical knowledge that the senior most IT professional would possess. In many cases, they have no clue. There is not the usual checks and balances in place that come into play with the CEO and CFO as these two individuals answer to the Board and shareholders. All of these – CEO, CFO, Board, shareholders speak the same language. They are business minded executives who rarely possess the considerable experience and training in technology systems that is required by a CIO or CTOIn most scenarios, it is the senior most IT professional who hires the computer forensic firms in order to audit and inspect the company computer systems. Therefore, he or she can easily conceal any illegal and/or malicious mechanisms and reinstate them after the IT auditors leave. This arrangement places the senior most IT professional in an extremely powerful position where he or she is always in control of the company’s information without ever reporting to a higher authority who can properly and frequently evaluate any criminal activity. Even when a the senior most IT professional is being terminated, he or she knows exactly when the IT audits are, how often they occur, and what they comprise, including their limitations and flaws; additionally, the senior most IT professional has access to all electronic information of the company, from hardware to software. Therefore, between the investigation and his or her last day of work, the senior most IT professional can easily divert company information. A process that can take as little as an hour, knowing all the while that the next check would not occur for “X” amount of time. After which he or she may have already sold the intellectual property, stolen the customer data, rerouted company funds (all finances are now IT-centric), wrecked havoc on the network, or installed silent, remotely activated, destructive software to do any of the above at a later point in time when he or she would be out of suspicion.A CIO Gone BadMr. Smith, the owner of a rapidly expanding parking garage venture, first noticed that something was amiss when he noticed an unforeseen increase in customer grievances. The complaints ranged from mild concern to open outrage, but all of the callers shared a similar gripe – that the company was charging their credit cards more than they had previously authorized in parking fees. The claims were numerous; however, the excess charge never exceeded more than 1.23% of the owed amount. This strange trend alarmed Mr. Smith and, recognizing his lack of technical tools and know-how to examine the situation further, he hired the computer forensics experts at McCann Investigations to conduct a full-scale inspection of the network. At first glance, the situation seemed obvious – one of the computers that belonged to an IT staff member was hosting a virtual server that was harvesting credit card information off of one of the parking payment machines. However, had the inspectors not conducted a comprehensive scan of the network and forensically imaged all of the computers of the technical personnel, they would not have found the real culprit – the Chief Information Officer (CIO) who, having remote access to the liable computer from his computer, was diverting upwards of $300,000 in mini-transactions into his personal bank account. Had these extra measures not been taken, the wrong person would have been fired and likely prosecuted, while the wrongdoer would not only walk free but also keep his position at the company, where, because he was the CIO and thus lacked a technical supervisor, he would have been able to continue to access personal data and steal from unwitting customers.Profile of a Malicious IT Director The IT Director of the Houston-based paper company D.N. knew that his days at the company were limited. He had been reprimanded more than a few times for not completing projects on time or at all, the general state among his subordinates was one of discomfort and turmoil, and he had recently been charged with sexual harassment against multiple other employees. He had always felt underappreciated by the company, and now, he felt, was the perfect time to “get them back”. Not only did he set up bugs within the system that could compromise the security of the network and destroy sensitive customer and company information, but he planned it such that the damage would not be immediate; he would be out of suspicion and long gone by the time any misconduct was suspected. D.N., a private company, did not have regular, scheduled IT audits; therefore, the IT Director had thought with relative certainty that the bugs would not be found. However, luckily for D.N., the CEO hired the computer forensic experts at McCann Investigations, who not only found the vulnerabilities but also were able to find enough evidence to link the damage to the IT Director in court.Compared to a CEO or COO, a IT Director is a typically more introverted and internalized person who is more comfortable with technology than with people. Therefore, when a IT Director reacts unreasonably after being terminated from a company or when pushed to a crisis point, the response is less likely to be verbal or external, but it instead manifests in destructive schemes against the perpetrating individual or company. For example, some IT Directors may feel a pride of authorship of the company’s computer code and, considering it their own, may leave the company only after acquiring a copy of the intellectual property.Identify, Contain, and MitigateWhile not every senior IT professional termination results in the IT professional reacting in a malicious manner against the company, the unmatched power of the position can potentially lead to the collapse of the company if not checked. A forensic investigation allows the company and its employees to continue to move forward without fear.

Tokina AT-X116PRDXN AT-X PRO DX 11-16mm Ultra-wide Angle Lens for Nikon

• Front & Rear Caps
• MH777 Lens Hood

Tokina AT-X116PRDXN AT-X PRO DX 11-16mm Ultra-wide Angle Lens for Nikon , Where can you buy

Self Managing Teams – What Do They Want If They Don’t Want Managing?

There seem to be some problems with the idea of leading a team that is meant to be managing itself. What is there left for the leadership to do? How do you balance the needs of direction with the principles of self management? What do they want if they don’t want management?The answers lie in recognising the difference between business strategy and management strategy. The former is the way the organisation generates wealth or viability and the latter the way that resources are organised to deliver the business strategy.Leadership, then, retains responsibility for the business itself, the direction and strategic intent of the organisation. The job of self managed teams is to take more charge of their management strategy; to have more say and accountability in how they organise themselves and their environment to more effectively deliver the business strategy.There is, of course, a matching process and iterations between the two. Capacity, for example, must be considered when developing business strategy and the job of providing capacity falls within the remit of management strategy. Capacity might be numbers of bodies, technology employed or the amount of skills and brainpower available for the job.But organisations should be absolutely clear that business strategy dominates. Failure to recognise the realities of this dominance is what, it seems, causes organisations to engage in lengthy and costly change initiatives at a purely management strategy level which must fail because they are not aligned with, or more accurately subservient to, the way the organisation generates wealth.Schemes to motivate and involve people in the business are not, of themselves, pointless. However, once they become (or if they were originally) disconnected from the business or distract from getting the business done, they seem to very soon arrive in the apparently pointless box and lose the explicit sponsorship or implicit support of top management.
A commercial organisation exists to create a sustainable existence which provides value to the stakeholders. Like it or not, the organisation’s primary purpose is not to create worthwhile and satisfying work for its employees. That purpose is secondary to wealth creation (or viability if the organisation is non-profit) and only exists in order to serve its value creation aims.
This is the curse of the HR department, so often either the authors of the people initiatives or the leadership’s new idea torch carriers, who develop a reputation for not understanding the business. Perhaps they do and perhaps they don’t understand the business – the problem is that the initiatives so often do not readily demonstrate a tangible benefit to the organisation’s primary purpose.Marketing departments can suffer from this too, and we have all experienced the bemused attitude of operational people to the latest marketing campaign which seems to be giving the stuff away or is engaged in arty-crafty pretty logos. Luckily for them they can point to research (where it exists) to show the reason for, and tangible results of, their efforts and thus re-connect to the wealth generation cause. If it doesn’t work then a new campaign or change of agency will cover the tracks and, (with the notable exception of Hoover and the travel tickets fiasco) corporate memory fades.Perhaps there also exists a level of recognition, even at the operational coal face, that marketing is necessary and does add to the value equation. In the end the product or service is being promoted and sold in one way or another and this means that some of the excesses of the marketing budget can be forgiven. HR, regrettably, may not be able to point to this valuable connection. If Marketing gets it right, things get tangibly better. If HR gets it right, it seems that things just stay the same or don’t get worse.
So what is it that self managed teams need if they are to get the leadership the business deserves? Mostly they need information to help their thinking and clarify their role. This can be described in seven areas:-1. How the business generates wealth (or viability)
2. Where they have a say
3. Which activities are worthwhile and valuable
4. What kind of teams the organisation needs
5. What skills or competencies are necessary
6. What information is there to help manage
7. What needs to change1. How the business generates wealth (or viability)
People in the organisation need to understand how the business makes money if they are to take responsibility for organising themselves. What, precisely, are the activities the organisation is engaged in for the purposes of wealth creation? If the organisation is not for profit then wealth could be rephrased as viability or continued growth.This is not to deny the existence of a higher purpose which underpins the creation and maintenance of the organisation and its values. This probably exists now or in the past. It may be explicit or implicit in the organisation’s day-to-day activities, but it is not in itself a useful tool for organising resources.So, what does the organisation concentrate on to generate and sustain the wealth and viability of the enterprise? What are the things it needs to be really good at to do that? Consider, for a few moments, Macdonalds and Microsoft. Even if you don’t know what their visions and missions are you could hazard a reasonably educated guess at what these activities are and thus sketch out at least some elements of their business strategies.
To help you, you might be able to include or eliminate some of the following from a possible list:-What are Microsoft or McDonalds engaged in?· Eradicating famine in the world
· Helping nations to communicate for world peace
· Satisfying appetites
· Developing software which installs itself and works without having to read the manual or be a computer graduate
· Making fast food readily available and affordable
· Creating the single standard for PC software for the general public
· Tying consumers in to regular upgrades which increases their spend
· Making computing readily available and affordable
· Creating new and interesting insights to international cuisine
· Developing applications which bring (and need) more computing power to the home and office desktop
· Encouraging the study and development of new programming languages for the betterment of mankind
· Clean, safe and entertaining environments for children and parents
· Raising the standards of nutrition and health in the familyInterestingly, you might also be motivated to work for them and help them achieve those strategies and still not know the higher purpose to which they aspire, if there is one. At the same time, of course, you could be vehemently opposed to what they stand for and the very reverse could be true. Nothing would make you work for them – and no HR or total quality initiative would make any difference to your motivation.Notice the distinct lack of vision and mission statements here. It could just be possible, but it rarely if ever is, that the vision and mission statements encompass these activities. The more frequent reality is that they end up sounding like a religious text crafted by the pilgrim fathers for the lasting benefit of humanityThey may truly speak from the hearts, minds and values of the organisation’s leaders but they are of little value in helping to organise people and machinery to get the work out. Too often though they become another form of PR or Marketing communication so they have to sound altruistic and create the illusion of the organisation only existing for the betterment of its customers and the world as a whole. They also carry the burden of all sounding the same and thus invoke the cynicism of middle management and the workforce who feel sure they’ve read that before somewhere. How many companies are apparently engaged in being number one choice, saving the world from global warming, being good neighbours, creating healthy citizens, delighting customers, exceeding expectations and inventing the future?The business leadership needs to spend more time on getting people and teams connected to a clear understanding of the business strategy and much, much less time creating poetry and artwork.2. Where they have a saySecondly, teams need to understand the boundaries of their authority and influence. What do they have a say in? On what subjects and topics do they have a vote and which ones do they not? There is a danger of confusion between involvement and participation here. There are some areas where they will not have a vote – they will simply have to live with the decisions of the leadership. Their level of involvement will be that they get to understand the reasons for a particular strategy’s existence but will not get to participate in the decision making process as to whether it’s a good one or not.We all live with a government speed limit – and show varying degrees of commitment to it – we may or may not know it was introduced on a temporary basis as a fuel saving measure and we may or may not agree with its continuance. The fact is it goes with the territory of driving, we actually don’t have a choice if we want to continue driving unhindered by the forces of law and order.Most employees in most commercial organisations don’t get a say in what the profit, return on investment, acquisition, divestment, dividends, advertising and promotion, levels of remuneration and location of the organisation are or will be in the future.Unpalatable as it may sometimes be, honesty seems to be the best policy. Being straight with teams on what they are not responsible for and where they don’t have a vote is vitally important. Without this, sometimes brutal, truth a corporate untruth emerges and people at first feel they have a say in everything and then feel righteous indignation or downright cynicism when they discover they’ve been tricked. In most cases, of course, they haven’t – but it doesn’t stop them feeling like they have.3. Which activities are worthwhile and valuable
Thirdly, they need to clearly understand which activities they need to engage in to add to the value creation and which activities are of less importance or may even detract from adding value. This might well lead to some disappointment. People may not be able to pursue their pet project or “change the world” innovation if the organisation needs to just get better at doing what it does and/or improve the margin on the products or services it delivers. There may well be improvements through innovation of the processes, but engaging in unofficial research into new products and markets could waste time and, in any case, be outside the team’s remit.
This does not necessarily mean banning the activities which don’t create immediate value. Rather it is about clearly defining the hierarchy of importance. First, these things need to be done because they directly contribute to the business aims. Second, these things could be done if there is spare time and resource.4. What kind of teams the organisation needsThe team needs to understand what it is about the nature of the team that makes it worthwhile having one and making it work. Another unpalatable truth emerges. Teams are hard work. Not always very hard work but always requiring a level of effort to make them consistently work effectively and maintain the best aspects of their co-operative endeavours for the organisation’s benefit.Performance is the cause and effect of teams (see The Power of Teams, Katzenbach and Smith). Their purpose is an output which can only be achieved through people working together in some fashion. That fashion or structure is determined by the required performance and output. Here again we have the relationship and hierarchy of business and management strategies. The business strategy defines what the performance requirement is and also defines by implication what the management strategy, the way the team is organised and structured – not the other way round.Some jobs, tasks and activities are not suited to interdependent teamwork. Some are best suited to individual endeavour and some are more fitting for groups of individuals with a level of information sharing and exchange. Sculptors and painters rarely work in teams, the nature of their work is individual. That distinction is fairly obvious. But organisations sometimes call collections of linked individuals “teams” and try to impose team-working disciplines on them which are inappropriate to their performance requirement.Sales teams for example are rarely, in fact, teams. They are united in a corporate endeavour and need to share information and market intelligence but often need to achieve as individuals within their prescribed geographical area or market segment. Further, they are often rewarded on an individual commission basis which must act against truly co-operative working. They may engage in productive meetings to share customer feedback, best practices and competitor knowledge but they are less likely to be interested in actively canvassing, cold calling and closing the sale for their colleague’s commission benefit. That is not what they are primarily paid for and the organisation would be foolhardy if it provided structures, resources, training and time to teach them coaching skills to try to make it happen. Better that the organisation uses its money to make the information sharing quick and effective and the reward systems conducive to getting out on the road and selling more.5. What skills or competencies are necessaryIf teams and individuals are to be able to perform to their potential they need to understand what skills and competencies are required and valued by the organisation. This is not an excuse for fine sounding words about “respect for the individual” etc. Setting out the behaviours and practices, skills and competencies which match with and thus help achieve the business strategy allows teams to examine their current and required capacity and make plans to fill the gap. Their job is the management strategy, the organisation and development of the resources required to deliver.The mention of job descriptions might send a shudder through the new age notion of self organising and self managing, but they are not incompatible. Systems and structures need organising principles in order to flourish, the alternative is chaos or, at best, development of areas which are inappropriate and wasteful. Organising principles are the key. This is not an exhaustive list of what gets done in what order and when, but the description of the bits of the job and skills or competencies which really matter.6. What information is there to help manageSources of information, expertise and feedback either exist or need to be developed to help the team members track their achievement and measure their progress. This may mean education in the hitherto mystical realms of the management accounts and nearly always results in recognising a need for less data but more information. When accounts were invented it was not with production in mind. The conventions of financial accounting are not immediately useful to a team with a particular focus on information which pertains to their area of activity. The accounts function may need to re-cut the data to make it meaningful and useful to the productive team. This is rarely a “right first time” activity. The team may not know what it wants or may think it needs everything because it must be useful if it’s there.Development of a self managing ethic does not mean the team is on its own and has to learn from bitter experience and mistakes. The organisation possesses skills, knowledge and experience which the team should have access to. How that resource is used needs to be defined and might involve the education or re-education of the manager or leader in the most appropriate training or coaching role to support the team in its learning rather than taking control back when the team doesn’t know how.7. What needs to changeIn all of the preceding items there may be a mixture of things which currently exist and those which don’t. The team will need to understand what needs to start, what needs to stop and what needs to be continued. This might be in their own area or in the role and responsibilities of other areas, teams and the management of the organisation. This should, in effect, be a summary of the other six areas and thus should not come as a surprise – it could even be said to be self-evident. However in times of change it is important for the leadership to spell it out unequivocally so that people have the greatest opportunity to get the message.So there is a job for the leadership after all, and it needs thought, planning and frequent revisiting to make it valuable. It’s a job which, if done well, creates the foundations for teams and people to take charge of their area of responsibility and make a difference. Not done well, or not done at all, teams can wander in the wilderness of self-management, not making the contribution the organisation expects and waiting for the inevitable and apparently totally justified pendulum swing return to top-down control because it appeared they couldn’t manage.

Canon EOS 7D 18 MP Body (Broken Kit Box) w/ Supplied Manufacturer Accessories

• 18.0-megapixel CMOS Sensor and Dual DIGIC 4 Image Processors for high image quality and speed
• Body only; lenses sold separately
• Advanced HD movie mode with manual exposure control and selectable frame rates
• Intelligent Viewfinder with 100 percent field of view; 19-point, all cross-type AF system equipped with dual diagonal cross-type sensors
• Capture images to CF Card Type I and II, UDMA-compliant CF cards (not included)

CANON EOS 7D features an all-new 18.0 Megapixel APS-C size CMOS sensor and Dual DIGIC 4 Image Processors, capturing tremendous images at up to ISO 12800 and speeds of up to 8 fps. The EOS 7D has a new all cross-type 19-point AF system with improved AI Servo II AF subject tracking and user-selectable AF area selection modes for sharp focus no matter the situation. The EOS 7D’s Intelligent Viewfinder, an entirely newly-designed technology, provides approximately 100% coverage and displays user-selected AF modes as well as a spot metering circle and on demand grid lines. New iFCL Metering with 63-zone dual-layer metering system uses both focus and color information to provide accurate exposure even in difficult lighting. The EOS 7D also captures Full HD video at 30p (29.97 fps), 24p (23.976 fps) and 25p with an array of manual controls, including manual exposure during movie shooting and ISO speed selection. The EOS 7D features a magnesium alloy body that is dust- and weather-resistant and shutter durability of up to 150,000 cycles.
Supplied Accessories: EOS 7D Digital SLR Body – Eyecup Eg – Wide Neck Strap EW-EOS7D – Stereo AV Cable AVC-DC400ST – USB Interface Cable IFC-200U – Battery Pack LP-E6 – Battery Charger LC-E6 – EOS Digital Solution Disk – Great Photography is Easy” Booklet and “Do More with Macro” Booklet – Software Instruction Manual , Where to buy

Reseller Hosting – Save Your Money

Plenty of different types of hosting services are available in the market now. You can find dedicated, free, reseller, shared and many other types of hosting. You can choose any of them according to your need and convenience. With all these types of hosting reseller hosting has gain a lot of popularity with various ages of people. Many people wonder why reseller hosting when there is free hosting or shared hosting is available. Before we go in to deep we must understand reseller hosting properly. After that, we will discuss about some other types of hosting.When you buy from an intermediate user who is already using the service then you can get the hosting service in quite a cheaper price. This is known as reseller hosting. When you buy from an existing user you actually become a second level user of reseller hosting. The main reason behind the popularity is its cheaper rate. Otherwise, if you buy as a first hand customer you need to pay much more. If you go for shared hosting then also you can get the service in cheap rate. But reseller is cheaper than even shared hosting and many beginners who do not want to invest much they are opting for reseller hosting happily. If you wish you can go for dedicated server. But everyone wants to make profit fast and that too without spending much. Reseller and shared hosting actually provides you that opportunity. Yes, in case of dedicated hosting you can manage the server, but initially you need to attract your clients first and when your business starts growing you can then shift to different web hosting plans too.You can later shift on to VPS hosting too. Do not get confused with the name. VPS hosting stands for virtual private server hosting service. Virtual private server or VPN works in an interesting manner. There are several separate machines on the server and each of them has their own virtual separate server. That is why the concept has come up. They run on their private and dedicated machine independently, without depending on some other machine or server. Each of them has their own internet connection, and their customers can visit their websites separately without creating any trouble to the other private servers. This is indeed a huge step in web hosting services. Direct admin control panel, cPanel hosting and many other web hosting service providers can guarantee you great service in VPS hosting. But before investing in to any of the available web hosting services you must survey the market and prices bit carefully. There are huge differences you can find in the rates from one web host service provider to another.You can read various reviews available in different websites and blogs. You can get quite a fair idea about various types of hosting. You must opt for a web hosting provider who can provide you 24 hours support via mail and phone. Uptime and downtime is also very crucial. Try to experiment a bit and opt for reseller web hosting. Once you become the shining star then you can easily shift to VPS hosting or dedicated web hosting for your website.

Canon 60D + Ef-S 18-135 Mm Is Lens

Unleash your creativity with the Canon EOS 60D! This digital camera is loaded with advanced features, including an 18-megapixelCMOS sensor and a 3-inch LCD swivel display, giving you everything you need tocapture all the details effortlessly. The DIGIC 4 processor delivers 14-bit image processing to produce smoothgradation and natural-looking colours. Sensitivity on the 60 D goes all the way up to12,800 ISO, so images come out perfectly every time, even in poor lightingconditions. Plus, there’s a burst mode for up to 58 sequential shots. Meanwhile, the EOS 60-D’sFull HD movie mode enables you to shoot 1080p video at different speeds, whichyou can later post on the web and share with your entire family and friends. With all this and more, the EOS 60D hasplenty to offer!Supplied here wth an EF-S 18-135 IS standard zoom lens. Menus available in the following languages: English, German, French, Dutch, Danish, Portuguese, Finnish, Italian, Norwegian, Swedish, Spanish, Greek, Russian, Polish, Czech, Hungarian, Romanian, Ukrainian, Turkish, Arabic, Thai, Simple Chinese, Traditional Chinese, Korean and Japanese , Where can I buy