7 Linkedin Marketing Strategies You Must Follow


If we have a company, whether sole, small, medium or large, the social network Linkedin can be a great ally to promote our business, increase our customer base, meet new suppliers, etc. However, despite many companies and people already in Linkedin are few who use it strategically according to a specific objective of marketing and communication.


1. Optimize your profile and your company:

The first strategy to develop a good marketing LinkedIn Profile is complete both personal and that of your company. Remember to create a profile of your LinkedIn Company must have a personal email account and have the same company.

It is important to complete 100% of your profile, using key words or phrases that will identify the search network professionals. You must also enter company data, the summary or description thereof to generate reliable and appear in searches.

2. Add your photo and an image that identifies your company:

Upload an image that identifies you as a professional and sized to project a good image. Likewise page of the company should have an image that identifies it to position itself in the network of professionals and businesses. This is an important marketing action LinkedIn. You can take the professional marketing service. You should know how to get the best professional for your marketing strategy you can check Devumi’s example.

3. Edit the name and URL of your website

If you want to boost the visibility of your website or blog in search engines, go to your LinkedIn profile, you click on “edit profile” and space to add 3 links. Instead of showing “My Blog” and “My website”, you click on “edit” and then choose the “Other” and enter the name of your site or, better yet, a keyword that is representative of the way people looking for your products or services. And do not forget to place the URL of your web also.



4. Update your status:

Update your status is another no less important LinkedIn marketing strategy. In the social platform professionals will find a space for fast updates that is very similar to Twitter, but it gives you up to 148 characters to write your message. It is important to update your status because it is first thing you see all your connections when they enter your profile.

You can also use the status box at the same time to update your Twitter, interesting when you have little time to manage your social accounts.

5. Make connections in LinkedIn

The connections are to be the contact list in your LinkedIn network. The connection process starts when you apply to people you know connect to your network. Remember that the more contacts you have, the better because they will be the first who will see your updates, therefore increase the likelihood that more people visit your profile and help the LinkedIn marketing is successful. You could buy LinkedIn followers for you initial boost up. It will work for you good.

Also, build your network connection lets you connect with past clients and identify potential customers, exploring the degrees of separation between them.

6. Create and join a group:

If you start creating your network connections, you can join up to 50 groups, whether large or small. The important thing to belong to a group is involved in the making and answering questions according to your specialty area. If there is no group of interest to the network it gives you the chance to create one.

Remember that if you choose to join an inactive group is useless, the key is that the group is well connected with your areas of interest, showing activity and obviously you must participate actively sending notes and commenting on other people.

7. Make and answer questions

Another action is to LinkedIn marketing and answer questions that will give you the opportunity to attract the attention of the popular Google search engine within the network of professionals. The more questions you answer, the more chances you have people interested in visiting your profile. This way you can generate traffic to your website.

Also, if you answer the questions users will have solid and professional possibilities that you qualify as the best answer. So you’ll go positioning as an expert / or in a particular subject and people more susceptible to xset your opinions.

Developing a Content Marketing Strategy

Developing a Content Marketing Strategy

Looking to create a content marketing strategy? You’ve come to the right place. But, before we dig in, there is one critical distinction you should understand: A content marketing strategy is NOT the same thing as a content strategy.

While people often use these terms interchangeably (which is understandable, as the lines are somewhat blurry), Robert Rose explains the distinction in his post, How Content Strategy and Content Marketing Are Separate But Connected:

Content marketing strategy: Content marketers draw and develop the larger story that an organization tells. They focus on ways to engage an audience, using content to drive profitable behaviors.
Content strategy: On the other hand, content strategy delves deeper into (in Kristina Halvorson’s words) the “creation, publication, and governance of useful, usable content.” As The Content Wrangler, Scott Abel, says, content strategy helps you manage content as a business asset.

Do I really need to create a content marketing strategy?

Yes! As we’ve learned through our annual research, not only do you need a strategy, you also need to document it. Those with a documented content marketing strategy:

Are far more likely to consider themselves effective at content marketing
Feel significantly less challenged with every aspect of content marketing
Generally consider themselves more effective in their use of all content marketing tactics and social media channels
Were able to justify spending a higher percentage of their marketing budget on content marketing

What should my content marketing strategy include? 

Think of a content marketing strategy as an outline of your key business and customer needs and a detailed plan for how you will use content to address them.

While there are no definitive “templates” for building a content marketing strategy — each one will be unique to the business that creates it — there are five components that they commonly include:

Your business case for innovating with content marketing: By communicating your reasons for creating content, the risks involved, and your vision of what success will look like, you are much more likely to gain executive support for your strategy — and to get permission to make a mistake here and there as you figure out what works best for your business.


Your business plan for content marketing: This covers the goals you have for your content program, the unique value you are looking to provide through your content, and details of your business model. It also should outline the obstacles and opportunities you may encounter as you execute your plan.

Your audience personas and content maps: This is where you describe the specific audiences for whom you will create content, what their needs are, and what their content engagement cycle might look like. You may also want to map out content you can deliver throughout their buyer’s journey in order to move them closer to their goals.

Your brand story: Here, you characterize your content marketing in terms of what ideas and messages you want to communicate, how those messages differ from the competition, and how you see the landscape evolving once you have shared them with your audience.

Your channel plan: This should include the platforms you will use to tell your story; what your criteria, processes, and objectives are for each one; and how you will connect them so that they create a cohesive brand conversation.

Do I need to share our content marketing strategy with other teams/departments in my company?

We’ve found that it’s beneficial to give everyone in your organization access to your content marketing strategy — even those who may not be directly involved in the content marketing process.

This is particularly critical in large organizations, as it can help keep siloed teams on the same page, minimize duplicated efforts, and ensure that everyone is working toward the same content goals. But sharing your documented strategy is also good practice for businesses that are just starting out with content marketing, for content teams that rely on internal or external subject matter experts, or for companies that outsource any part of the content creation and distribution process.

Of course, how you communicate your strategy depends on the structure and culture of your organization. In some cases, it may be appropriate to share your full documentation. In other cases, it may make more sense to create targeted summaries for certain stakeholders (for example, busy executives, or external agencies), based on how your content marketing strategy will impact their particular roles, processes, and objectives.

In short, consider this: How can you use the principles of content marketing to “sell” content marketing throughout your organization? What do people care about most? This should help you determine which components of your content marketing strategy are most appropriate to share with each team.

How often should I update my content marketing strategy?

Some parts of your strategy should stay consistent even as your content marketing program grows and evolves — namely, your mission and business goals. In fact, these two things are so key that you may want to put them on a Post-it note so you can keep them in view whenever you are working on your content. (For example, at CMI, we use them as part of our acceptance criteria for every editorial content submission we receive.)

However, other aspects of your content marketing strategy will likely benefit from being reviewed and updated periodically. To ensure that your content marketing program remains on target, consider revisiting your channel strategy, core topics, and team processes on an annual basis — or more often if you are just getting started.


Looking to create a content marketing strategy? You’ve come to the right place. But, before we dig in, there is one critical distinction you should understand: A content marketing strategy is NOT the same thing as a content strategy.

While people often use these terms interchangeably (which is understandable, as the lines are somewhat blurry), Robert Rose explains the distinction in his post, How Content Strategy and Content Marketing Are Separate But Connected:

Content marketing strategy: Content marketers draw and develop the larger story that an organization tells. They focus on ways to engage an audience, using content to drive profitable behaviors.
Content strategy: On the other hand, content strategy delves deeper into (in Kristina Halvorson’s words) the “creation, publication, and governance of useful, usable content.” As The Content Wrangler, Scott Abel, says, content strategy helps you manage content as a business asset.

Do I really need to create a content marketing strategy?

Yes! As we’ve learned through our annual research, not only do you need a strategy, you also need to document it. Those with a documented content marketing strategy:

Are far more likely to consider themselves effective at content marketing
Feel significantly less challenged with every aspect of content marketing
Generally consider themselves more effective in their use of all content marketing tactics and social media channels
Were able to justify spending a higher percentage of their marketing budget on content marketing

What should my content marketing strategy include?

Think of a content marketing strategy as an outline of your key business and customer needs and a detailed plan for how you will use content to address them.

While there are no definitive “templates” for building a content marketing strategy — each one will be unique to the business that creates it — there are five components that they commonly include:

Your business case for innovating with content marketing: By communicating your reasons for creating content, the risks involved, and your vision of what success will look like, you are much more likely to gain executive support for your strategy — and to get permission to make a mistake here and there as you figure out what works best for your business.


Your business plan for content marketing: This covers the goals you have for your content program, the unique value you are looking to provide through your content, and details of your business model. It also should outline the obstacles and opportunities you may encounter as you execute your plan.

Your audience personas and content maps: This is where you describe the specific audiences for whom you will create content, what their needs are, and what their content engagement cycle might look like. You may also want to map out content you can deliver throughout their buyer’s journey in order to move them closer to their goals.

Your brand story: Here, you characterize your content marketing in terms of what ideas and messages you want to communicate, how those messages differ from the competition, and how you see the landscape evolving once you have shared them with your audience.

Your channel plan: This should include the platforms you will use to tell your story; what your criteria, processes, and objectives are for each one; and how you will connect them so that they create a cohesive brand conversation.

Do I need to share our content marketing strategy with other teams/departments in my company?

We’ve found that it’s beneficial to give everyone in your organization access to your content marketing strategy — even those who may not be directly involved in the content marketing process.

This is particularly critical in large organizations, as it can help keep siloed teams on the same page, minimize duplicated efforts, and ensure that everyone is working toward the same content goals. But sharing your documented strategy is also good practice for businesses that are just starting out with content marketing, for content teams that rely on internal or external subject matter experts, or for companies that outsource any part of the content creation and distribution process.

Of course, how you communicate your strategy depends on the structure and culture of your organization. In some cases, it may be appropriate to share your full documentation. In other cases, it may make more sense to create targeted summaries for certain stakeholders (for example, busy executives, or external agencies), based on how your content marketing strategy will impact their particular roles, processes, and objectives.

In short, consider this: How can you use the principles of content marketing to “sell” content marketing throughout your organization? What do people care about most? This should help you determine which components of your content marketing strategy are most appropriate to share with each team.

How often should I update my content marketing strategy?

Some parts of your strategy should stay consistent even as your content marketing program grows and evolves — namely, your mission and business goals. In fact, these two things are so key that you may want to put them on a Post-it note so you can keep them in view whenever you are working on your content. (For example, at CMI, we use them as part of our acceptance criteria for every editorial content submission we receive.)

However, other aspects of your content marketing strategy will likely benefit from being reviewed and updated periodically. To ensure that your content marketing program remains on target, consider revisiting your channel strategy, core topics, and team processes on an annual basis — or more often if you are just getting started.


How to Manage Time With 10 Tips That Work

How to Manage Time With 10 Tips That Work

Chances are good that, at some time in your life, you've taken a time management class, read about it in books, and tried to use an electronic or paper-based day planner to organize, prioritize and schedule your day. "Why, with this knowledge and these gadgets," you may ask, "do I still feel like I can't get everything done I need to?"

The answer is simple. Everything you ever learned about managing time is a complete waste of time because it doesn't work.

Before you can even begin to manage time, you must learn what time is. A dictionary defines time as "the point or period at which things occur." Put simply, time is when stuff happens.

There are two types of time: clock time and real time. In clock time, there are 60 seconds in a minute, 60 minutes in an hour, 24 hours in a day and 365 days in a year. All time passes equally. When someone turns 50, they are exactly 50 years old, no more or no less.

In real time, all time is relative. Time flies or drags depending on what you're doing. Two hours at the department of motor vehicles can feel like 12 years. And yet our 12-year-old children seem to have grown up in only two hours.

Related: Spring-Cleaning Tips for Your Business

Which time describes the world in which you really live, real time or clock time?

The reason time management gadgets and systems don't work is that these systems are designed to manage clock time. Clock time is irrelevant. You don't live in or even have access to clock time. You live in real time, a world in which all time flies when you are having fun or drags when you are doing your taxes.

The good news is that real time is mental. It exists between your ears. You create it. Anything you create, you can manage. It's time to remove any self-sabotage or self-limitation you have around "not having enough time," or today not being "the right time" to start a business or manage your current business properly.

There are only three ways to spend time: thoughts, conversations and actions. Regardless of the type of business you own, your work will be composed of those three items.

As an entrepreneur, you may be frequently interrupted or pulled in different directions. While you cannot eliminate interruptions, you do get a say on how much time you will spend on them and how much time you will spend on the thoughts, conversations and actions that will lead you to success. 

Practice the following techniques to become the master of your own time:


  1. Carry a schedule and record all your thoughts, conversations and activities for a week. This will help you understand how much you can get done during the course of a day and where your precious moments are going. You'll see how much time is actually spent producing results and how much time is wasted on unproductive thoughts, conversations and actions.
  2. Any activity or conversation that's important to your success should have a time assigned to it. To-do lists get longer and longer to the point where they're unworkable. Appointment books work. Schedule appointments with yourself and create time blocks for high-priority thoughts, conversations, and actions. Schedule when they will begin and end. Have the discipline to keep these appointments.
  3. Plan to spend at least 50 percent of your time engaged in the thoughts, activities and conversations that produce most of your results.
  4. Schedule time for interruptions. Plan time to be pulled away from what you're doing. Take, for instance, the concept of having "office hours." Isn't "office hours" another way of saying "planned interruptions?"
  5. Take the first 30 minutes of every day to plan your day. Don't start your day until you complete your time plan. The most important time of your day is the time you schedule to schedule time.
  6. Take five minutes before every call and task to decide what result you want to attain. This will help you know what success looks like before you start. And it will also slow time down. Take five minutes after each call and activity to determine whether your desired result was achieved. If not, what was missing? How do you put what's missing in your next call or activity?
  7. Put up a "Do not disturb" sign when you absolutely have to get work done.
  8. Practice not answering the phone just because it's ringing and e-mails just because they show up. Disconnect instant messaging. Don't instantly give people your attention unless it's absolutely crucial in your business to offer an immediate human response. Instead, schedule a time to answer email and return phone calls.
  9. Block out other distractions like Facebook and other forms of social media unless you use these tools to generate business.
  10. Remember that it's impossible to get everything done. Also remember that odds are good that 20 percent of your thoughts, conversations and activities produce 80 percent of your results.


Norway a mountainous European country

Norway a mountainous European country on the northern and western coastline of Scandinavia,


Identification. The name Norge ("the Northern Way") originally pertained to a region of the country before political consolidation under Harald the Fair-Haired around 900 C.E. In later use, the country's name indicates its location on the northern periphery of Europe. Some of the northerly sections of the country are home to at least two main groups (coastal and mountain) of an indigenous population of Sami (previously called Lapps) with a separate language and distinct cultural traditions. Some groups of Sami practice reindeer nomadism and range across northern Sweden and Finland. A smaller Gypsy population also was part of the otherwise homogeneous population. For humanitarian reasons, in the late twentieth century, the country welcomed asylum seekers and immigrants from other countries. Norwegians have an acute sense of identity fostered by a nineteenth century national romantic movement and by the country's emergence in 1905 as an independent constitutional monarchy. The small scale of Norwegian society, with a population of little more than four million, also promotes cultural sharing.

Location and Geography. Norway is situated on the western side of the Scandinavian peninsula, which it shares with its eastern neighbor, Sweden. The North Sea borders the country on the west, and the Barent Sea lies to the north. Spitsbergen, a group of islands four hundred miles to the north in the Arctic Ocean, is a Norwegian dependency. The country also shares borders with Finland and Russia in its northern regions. A long and narrow landmass, Norway extends more than 1,100 miles from north to south and varies in width between 270 miles and 4 miles. One-third of the country lies north of the Arctic Circle. The dominant feature of the topography is a backbone of mountains extending down the Scandinavian peninsula, with fjords, or long inlets of the sea, penetrating inland on the west and south. With a total area of 125,181 square miles (324,200 square kilometers), much of the country is dominated by rugged mountainous or coastal landscapes that have made tourism an important industry. Only about 3 percent of the land area is suitable for raising crops, and nearly half of that land is situated in the east, near Oslo, the capital, where broad, open valleys produce grain and root crops. The west coast traditionally has supported smaller farms perched along the fjords or nestled in mountain valleys. Farming and fishing have always been major occupations in this region. Trondheim, a medieval cathedral city on the west coast, also has an agricultural hinterland. The northern region constitutes the largest part of the country, with 35 percent of the land area and only 12 percent of the population. Fishing has been the major traditional occupation in this region. Oslo, which was called Kristiania before the nation gained independence, has long been associated with major governmental functions.

Demography. In January 2000, the total population was 4,478,497. Approximately thirty thousand to forty thousand of those residents self-identify as Sami. The first census which was taken in 1769, recorded 723,618 residents. For most of the nineteenth century, the population grew at an average annual rate of 1.7 percent in spite of substantial migration to the United States during the second half of that century. The post–World War II growth rate declined to about 0.2 percent annually.

Immigrants constitute just under 6 percent of the total population. The largest number of immigrants.
came from Sweden and Denmark, with the third largest contingent coming from Pakistan.
In 1999, the population grew by 0.7 percent, the largest annual rate of growth since the first half of the 1950s. This unusual growth is accounted for by the arrival of 19,300 persons from abroad. Approximately 67,200 persons with a political refugee background lived in Norway at the beginning of 1999. Among the recent refugees, the largest groups are from Bosnia (11,000), Vietnam (10,500), and Iran (8,100). Refugees are concentrated in and around the largest cities, with approximately one-third living in the Oslo area.

Linguistic Affiliation. The major languages of the indigenous minority and majority populations are Samisk (Lappish), a Finnic language, and two official Norwegian languages, Bokmål and Nynorsk, both of which are Germanic languages. Bokmål, or "book language," is derived from the Danish-influenced Norwegian used in the eastern region. A product of the national romantic movement, Nynorsk, or "New Norwegian," was constructed in the nineteenth century from peasant dialects to create a genuinely Norwegian written language. Formulated by Ivar Aasen, a self-taught linguist from the west coast, Nynorsk was consciously constructed to reveal a clear relationship to Old Norse, linking contemporary Norway with the Viking age.

Symbolism. The flag, folk costumes, the land (or landscape), and the home are the major symbols of national unity. The flag (a red background with blue stripes outlined in white) is owned and flown not only by public agencies but by many private individuals. On Constitution Day (17 May), citizens appear at public celebrations carrying small flags and wearing red, white, and blue streamers pinned to their clothing. In the year 2000, there were thirteen official flag days. Folk or national costumes (bunad) are owned by large numbers of both men and women. Based on local traditional peasant apparel, women's costumes include elaborate skirts, blouses, jackets, stockings, and shoes adorned with silver pins and decorations. Because of increased affluence in recent decades, more individuals own costumes, which are considered correct attire for any festive or formal occasion. The design and colors of the costumes vary according to locality so that each large fjord or valley has a distinctive costume. Fostered by national romanticism, folk costumes are partially constructed traditions, with some historically authentic elements and some new elements. The costume for the city of Bergen, for example, was designed in 1956.

The national anthem affirms a love for the land and the importance of the home as symbols of nationhood. Festive days in this home-centered society often feature a public celebration followed by gatherings of families and relatives in people's homes. Entertaining is done at home, not at restaurants or bars. Homes are comfortable refuges and are decorated to express the identity of the family. Because there is less geographic mobility than is the case in some other countries, family members and relatives tend to live in the same region over a number of generations and identify with the local area. This attachment to place is also apparent in people's relationship to nature. Half the nation's families have access to nearby ski huts, cabins, or boats, and virtually everyone engages in outdoor pursuits such as skiing, hiking, and boating. In a variety of ways, Norwegians aim to preserve rather than transform the local natural landscape. At the same time, they attempt to preserve the cultural traditions of the locality through numerous folk museums and other specialized heritage organizations.

Support for the Arts. Because of the small population base, the artistic community is challenged to earn a living. Government subsidies coordinated by thirty nationwide artists' organizations have provided a particularly Norwegian solution. Professional artists receive a minimum income until retirement. Through a variety of cooperative arrangements with counties and municipalities, the government has sponsored the creation of touring cultural organizations, bringing concerts, theater, and art exhibitions to smaller towns.

Literature. The Icelandic sagas of Snorri Sturlusson (1178–1241) often are considered the beginning of Norwegian literature, followed by The King's Mirror, a thirteenth century work. Pedar Clausson Friis (1545–1614) wrote descriptive works about the country and translated the sagas into Norwegian. The Trumpet of the Northland (1700) by Petter Dass details life in Norway. In the early eighteenth century, Ludvig Holberg wrote in a variety of forms, including satire and comedy. Henrik Wergeland (1808–1845) inspired the national romantic movement. As their contribution to the discovery of a national culture, Peter Asbjørnsen and Jørgen Moe collected the Norwegian Folktales (1841–1844). In the nineteenth century, the dominant figure was Henrik Ibsen (1828–1906), whose psychological dramas remain important in world literature. Knut Hamsun wrote powerful novels in the twentieth century. Later writers include Sigurd Hoel, Nordal Grieg, Tarjei Vesaas, and the Nobel Prize winner Sigrid Undset. Significant postwar writers include Jens Bjørneboe, Bjorg Vik, and Kjartan Flagstad.

Graphic Arts. Painters in the nineteenth century helped establish a national romantic vision. Edvard Munch's (1863–1944) symbolist works have been influential internationally. In sculpture, Gustav Vigeland's Frogner Park sculptures are well known. Pottery, glass, jewelry, metalsmithing, and textiles are central to Scandinavian design.

Performance Arts. The nation's greatest musician, Edvard Grieg (1843–1907), was inspired by the folk themes of his homeland, as was the violinist Ole Bull. Many cities have festivals for the performing arts. Perhaps the most famous is Bergen's annual festival featuring music, drama, and dance. Molde's jazz festival is notable. The National Theater and National Opera in Oslo are important institutions.

That's why you Should go to Plzen

That's why you Should go to Plzen

If you’ve never been to Plzeň, or haven’t been in a while, now is the time to go. The city is one of the two European Capitals of Culture in 2015 (the other is Mons, Belgium) and the amount of stuff happening is a bit staggering. 

Says Mirka Reifová, PR and communication manager for Plzeň 2015, “Creative places and activities are emerging. It’s not just the huge number of events but gardens and cafes, more places to sit outside in the city – taking care of the public space has become much more visible. People are creating initiatives, too.”

Check out the 2015 Pilsen European Capital of Culture website for a comprehensive list of cultural activities; we’ve rounded up some of highlights here.

Final advice from Reifová: “Look for small things, find a band playing in a small pub, drink a Pilsner, you are in Plzeň and that’s enough.”  

The city’s flagship Hidden City project invites people to discover Plzeň through the eyes of the residents. As web editor and social media specialist Petra Kejklíčková explains, it is very simply digital meets locals.

“The app gives you the opportunity to choose from eight different people and take a tour from their point of view – a brewer, a World War II veteran, a young child – the idea is, in a new city, you only see what’s in guidebooks, but no stories. Now you can connect with the locals.”

The app will be ready for download in April. You can already download an interactive map which offers a bit more sites and interest off the beaten path than most tourism maps. Another Hidden City project Kejklíčková recommends is the Plzeň Family Photo Album opening April 16 at DEPO2015. Organizers are collecting photos from residents of their Plzeň lives and plan two exhibitions with them.

Plzeň is playing its puppet heritage up big time this year. As always, you can visit the Muzeum Loutek for a fun history of the creatures, examine up close their beautiful craftsmanship, and leave the kids in the puppet playroom for some fun. Matěj Forman will be putting together an exhibition of current puppet making art from all over Europe and at the end of August, Carros de Foc, a Spanish troupe will be bringing eight of their massive marionettes to town. These eight meter tall creations will be walking through the streets, putting on an original show on the main square and holding evening shows in DEPO2015. Skupa’s Pilsen (September 3-6) a traditional biennial of puppet theatre will bring about three dozen foreign troupes to town for a variety of performances. And finally, for general puppet performances, check out the schedule at Divadlo Alfa. 

‘Ornament is a crime’ interior designer Adolf Loos decorated eight apartments in Plzeň from the end of the 1920s to the mid-1930s. Three of the flats have been reconstructed and will be open for visits in April, a fourth is scheduled to be open later in the year. In the one on Klatovská you can see the living and dining rooms. The cherry wood wall paneling and other in-built furniture is original, but the furniture is carefully crafted replicas. Notice the groups of intimate spaces, lamps versus overhead lights and the wide variety of chairs – all Loos hallmarks which encourage people to sit where ever they want and choose a chair comfortable for whatever activity they are involved in. Both that flat and the one on Bendova showcase Loos’ love of extravagant materials – here notice the mahogany ceiling and gorgeous green Italian marble. You’ll see more spaces in this flat, although none of the furniture is original. Check out the bedroom which was inspired by train sleeping carriages. The bed with a ‘sofa’ space at the end isn’t original but is similar to the one that was originally there.

The city normally schedules parades and other activities to remember the end of World War II each year. But this year, Plzeň will commemorate the 70th anniversary with a variety of important celebrations. Reifová says one highlight will be a concert by Lynyrd Skynard, their first in the Czech Republic. Ten WWII veterans are also scheduled to attend as well as General George Patton’s granddaughter, Helen, who will perform with her band and to raise funds for her Patton Foundation which supports veterans. The entire Liberation Festival runs May 1-6.

Lots of cool repurposing is happening throughout the city. Grouped under the project Imagination Factories, one of the most involved in Capital of Culture activities is DEPO2015 opening in April and slated to be one of the largest exhibition spaces in town. Already open is Papírna in part of an old paper mill along the river which has a gorgeous industrial café/bar plus hosts mainly dance performances. Moving Station, housed in a unused train station building at Jižní předměstí, is an alternative cultural center for theatre, music, dance and more.

One of the country’s best known animators, Jiří Trnka is a Plzeň son and there are a few interesting events connected to his life and work. As part of Finále Plzeň, digitized forms of his Old Czech Legends will be presented; through May 10, Trnka’s Studio, displayed at both the Gallery of the City of Pilsen and the Gallery of Jiří Trnka, will exhibit key pieces of his work and life, a concept developed by his son. And finally, for the kid in all of us, Trnka’s Garden 2 (through May 24 at the West Bohemian Museum) uses six interactive rooms to bring to life Trnka’s The Garden fairytale.

Throughout the year, you can experience a variety of new circus performances by troupes from Spain, Italy, France and more. Reifová says the performers are mostly young ensembles who are preparing new shows – some are funny, some are acrobatic. Many will be held in DEPOT2015, but also tents will be set-up around town for true life under the big top experiences. Kejklíčková says performances for all these events have been selling out fast, so plan ahead.

Tons of exhibitions are happening the entire year at venues ranging from the unique to the proper. Kejklíčková recommends the Gottfried Lindauer exhibition running from May 6-September 20 in the West Bohemian Gallery. This is actually a unique for Europe exhibition as 40 of painter Lindauer’s Maori portraits from New Zealand will be displayed here. The artist is actually a Plzeň native who moved to New Zealand in 1874. Čestmír Suška will be one of the opening exhibitors at DEPO2015 with his Restart exhibition which runs April 25 till the end of the year. The well-known sculptor has been making an exploration into working with used metal objects which will be displayed both inside and outside. Also opening in April is Domus, a group spatial installation, while in May paintings and posters by Ladislav Sutner go on display at the Gallery of the City of Pilsen.

Plzeň is home to the way cool Techmania Science Center which is great to check out any year. Newly renovated last year, go check out the country’s first 3D planetarium, and two new exhibitions, Renewable Energy and Man and Beast.

Milan Still the best Destination in italy.

Milan Still the best Destination in italy.

Milan, Italian Milano, 
Galleria Vittorio Emanuele II [Credit: Stephen Studd—Stone/Getty Images]city, capital of Milano province (provincia) and of the region (regione) of Lombardy (Lombardia), northern Italy. It is the leading financial centre and the most prosperous manufacturing and commercial city of Italy.

The destiny of Milan, like that of many of the world’s great cities, remains something of a historical paradox. There are powerful factors supporting the argument that Milan should have become the capital of a unified Italy, and this is the belief of many Milanese, in spite of the fact that the unity of Italy was actually born in Turin, rather than in Milan, in 1870. Milan, nevertheless, is the most industrious and vital city to have achieved prominence since the ancient land of Italy became aware of itself as a modern nation-state. Area city, 70 square miles (182 square km); province, 765 square miles (1,980 square km). Pop. (2001) city, 1,256,211; province, 3,707,210; (2007 est.) city, 1,303,437; province, 3,884,481.

The fact that Milan is at a distance from much of the rest of Italy, that it is peripheral in a geographic sense, does not explain its position of “second city,” a position it has always vainly fought. Indeed, some of the greatest European capitals are peripheral in this sense. Rather, Milan’s role was the consequence of the immense historical importance and the enormous accumulation of myths and symbols that conferred on Milan’s antagonist, Rome, an inevitable prestige. During the Risorgimento, the 19th-century movement for Italian unification, Rome became the heart of a future anticipated in the collective fantasies of the Italian people.

Yet although Rome remains the political capital of Italy, Milan has long been known as its “moral capital.” When the Milanese assert that their city is the moral capital, they not only express the ancient regionalism typical of all Italy and known as campanilismo (a reference to the church bell of each city), but they also refer to the city’s quality and values, historical as well as contemporary. And if the rest of Italy, Rome included, accepts this statement—or rather accepts the fact that the statement is made—it is because it is more than a simple claim. The claim is justified by contributions in every field—economic, cultural, and ideological—that the city of Milan, in modern times, and particularly since the unification of Italy, has made to the Italian state.

It was partly out of an opposition to the nature of Rome as a capital of government, and thereby the perceived capital of taxation, state spending, and political skullduggery, that Milan’s self-image as Italy’s moral capital was born. This notion was cemented in the late 19th century as an industrializing Milan set itself up as a capital of innovation, production, and efficiency—values the Milanese considered absent in Rome. The city’s sense of moral superiority—particularly the idea that the Milanese people were morally superior because of their positive work ethic—was reinforced as Milan ultimately became Italy’s centre of industry and finance, as well as the motor behind the country’s extraordinary economic development in the 20th century. Today Milan is the richest city in Italy and one of the richest in Europe.

Even though many intellectuals, writers, and artists have abandoned the city for Rome, Milan has succeeded in keeping alive an inquisitiveness and a spirit of polemic that involves not only itself and Rome but all other cities in Italy as well. The increased importance of the mass media in Italy, particularly of the Milan-based television networks, also has favoured the Milanese perspective—though this development has not damaged the poetic image of Rome nor reduced the prosaic character of Milan. Nevertheless, when one remembers that in the 19th century a writer such as Stendhal, one of the giants of French culture, wished to proclaim himself “Milanese” in his epitaph, one must indeed believe in the fascination Milan exerted then, and still does, and of which the city is fully conscious.

Milan is set in the heart of the Po Basin of northern Italy, halfway across the immense plain spreading between the Ticino and Adda rivers. The site is 400 feet (122 metres) above sea level. To the north lies the great sweep of the southern flank of the Alps. Between this semicircle of mountains and the course traced by the Po River to the south, there lies a zone that is arid toward the north but swampy near the Po, where it turns into an expanse of marshy groves and rice fields. It is at the line of demarcation between these two areas, which are strongly differentiated, that Milan has risen, although now only swamplands mark the site of the ancient city. The earliest inhabitants reinforced their defenses by means of the small watercourses of the Sèveso, the Nirone, the Lambro, and the Olona.

Milan’s climate is continental, with damp, chilly winters and hot, humid summers. Snow falls between December and February, and springtime is generally rainy. In winter temperatures range between 30 and 50 °F (−1 and 10 °C) and in summer between 68 and 86 °F (20 and 30 °C). Characteristic of the Po Basin, fog often shrouds the city in winter. The removal of rice fields from the southern neighbourhoods and the closure of most of the city’s heavy industry have reduced the phenomenon. However, this has been offset somewhat by the growth of an almost uninterrupted built-up area around the city, which reduces local air circulation, and by the gray smog, or traffic-related air pollution, that often covers the city.

Milan’s Teatro alla Scala (“Theatre at the Stairway”; popularly called La Scala), constructed in 1776–78 and designed by the leading Neoclassical architect Giuseppe Piermarini, is one of the great opera houses of the world. Damaged by bombing during World War II, La Scala was quickly reconstructed and reopened with a concert by Arturo Toscanini in 1946. Extensive renovations also took place in the early 21st century. The city contains several other theatres, including the Teatro San Babila and the Teatro Piccolo. There are numerous motion-picture houses as well.

Sections of the Navigli, a 16th-century network of communication and transportation canals, remain, especially in the southern part of the city. These canal zones were once among the poorest parts of the city, but in the 1980s they began to develop into centres for small businesses (especially those linked to the fashion industry) and nightlife. These areas now attract large crowds of people who frequent the numerous bars, restaurants, and shops alongside the canals.

Milan is the leading sports centre of Italy. The huge, spectacular San Siro stadium, rebuilt for the 1990 World Cup, sits on the northwestern edge of the city. Both the AC Milan and Inter Milan football (soccer) teams play their home matches at the San Siro, which can hold up to 80,000 people. The nearby Ippodromo San Siro, a large horse-racing complex, is one of the best in Europe. The Lago Idroscalo, an artificial lake next to Linate Airport, is also a popular recreation area. The Grand Prix automobile-racing circuit at nearby Monza has an international reputation.

Why people like to read

Why people like to read

In our recent report on the rise of e-reading, we asked those who had read a book in the past 12 months to tell us what they like most about book reading. They gave a host of reasons that ranged from the highly practical to the sublime.


  • 26% of those who had read a book in the past 12 months said that what they enjoyed most was learning, gaining knowledge, and discovering information.
  • 15% cited the pleasures of escaping reality, becoming immersed in another world, and the enjoyment they got from using their imaginations.
  • 12% said they liked the entertainment value of reading, the drama of good stories, the suspense of watching a good plot unfold.
  • 12% said they enjoyed relaxing while reading and having quiet time.
  • 6% liked the variety of topics they could access via reading and how they could find books that particularly interested them.
  • 4% said they enjoy finding spiritual enrichment through reading and expanding their worldview.
  • 3% said they like being mentally challenged by books.
  • 2% cited the physical properties of books – their feel and smell – as a primary pleasure.
  • In their own words, respondents were eloquent and touching. One respondent noted: “I am an English teacher, so I read to save my sanity from grading essays.”
  • Those who talked about quiet entertainment tended toward phrases like “a stress-free escape,” “a nice way to relax,” “I read because it’s not work,” “diverting, entertaining and educational,” and “It draws me away from reality.” That was echoed by a respondent who said reading “takes you away, like a movie in your head.” One wryly said he liked reading “because it helps me with my temper and relaxes me.”


Those who talked about personal enrichment used phrases like “being able to experience so many times, places, and events.” Others expressed pleasure at living a “life of the mind.”

For many, reading was a proud lifestyle choice: “It’s better for me to imagine things in my head than watch them on TV.”

One compelling summary thought came from a respondent who declared: “I love being able to get outside myself.”

Why you should ask people what they predict rather than what they prefer

Asking respondents to predict the success of an idea or option may provide a more accurate market response than asking them what they prefer. In my experience, incorporating this new question style into your next customer survey can lead to better response differentiation and reduced overstatement.
“Purchase intent is notoriously overstated in survey responses, showing little correlation with actual sales performance,” Julie Wittes Schlack writes in the Jan. 5 issue of the Harvard Business Review. “Perhaps it’s because we tend to be rationally driven in survey responses and emotionally driven in the heat of the shopping moment. Whatever the reason, as consumers we are lousy predictors of our own future behavior.”


What You Need to Live a Life of Purpose

What You Need to Live a Life of Purpose

“The purpose of life is a life of purpose.” ~Robin Sharma

I can remember the feelings so vividly—the emptiness, the yearning, the confusion, the lacking, and the depression. They all merged together, and they always seemed to present themselves at the worst possible times.

The simplest things, like getting out of bed in the morning, felt so heavy. The best joys in life, like being with family and creating new connections, felt unsatisfying. Things were heavy, hard, and almost unbearable.

I didn’t understand what was creating these feelings, or what I needed to do to change them.

It sounds like such a cliché to say that one day something happened that changed my life forever, but it did: Everything transformed for me when I decided to focus on creating purpose in my life.

Life is a whole different experience when you understand what guides you.

Let me shift gears with a question: Why did you come to Tiny Buddha today?

If I asked Sigmund Freud why we do the things we do, he’d say that our behavior is motivated by sex and aggression. I believe that on a completely primal level, he’s right.

In the 1960s, neuroscientist Paul MacLean invented the Triune Brain Model which says you have three parts to your brain:

The reptilian (instinctual) part
The mammalian (emotional) part
The primate (thinking) part
The reptilian and mammalian parts of your brain are very basic in nature. The reptilian handles things like aggression and territory. The mammalian handles things like food and sex. So far we’re right on track with Freud’s theory.

But now we come to the third—thinking—primate part of your brain. This is the part that’s focused on things like perception, planning, and handling complex concepts. This is the part of your brain that knows deep, deep down, you need meaning in your life!

Man’s Search for Meaning

Viktor Frankl, an Austrian existential psychologist, created a school of thought called logotherapy. Unlike Freud, who said our main motives are sex and aggression, Frankl surmised that our dominant driving force is to find meaning in life.

You see, Frankl experienced something that Freud never had. In the 1940s, Frankl was held prisoner in Nazi concentration camps. Imagine this: You, your family, friends, and all your neighbors are all cornered, captured, and transported to mass murdering sites where you’re dehumanized and likely extinguished.

Frankl lived that reality. He felt the horror of losing everything only to be tortured and terrorized. With all the agony and brutality, what kept Frankl from giving up his relentless fight for his life?

It was purpose! He found meaning in his struggle, and that’s what gave him the power to push forward through unimaginable pain.

After escaping the concentration camps, Frankl published a book called Man’s Search for Meaning, which explores his experiences and includes an overview of logotherapy. A quote by Nietzsche nicely sums up his philosophy on how people were able to survive the camps, without losing the will to live:

“He who has a why to live for can bear almost any how.”

That is the power of purpose. Torture, brutality, unimaginable inhumanity—purpose supersedes it all. Purpose is what gives us the strength to carry on, if not through dire conditions, then through difficult changes, transitions, relationships, and activities.

As Frankl wrote:

“In some way, suffering ceases to be suffering at the moment it finds a meaning, such as the meaning of a sacrifice.”

But be careful of getting stuck in suffering mode and mistaking it for nobility.” Frankl also wrote, “Suffering unnecessarily is masochistic rather than heroic.”

Do you think it’s time you make some life altering decisions to stop any suffering and find a more meaningful life?

The Different Types of Purposes

Fortunately for us, we’re in much better situations than Frankl was, meaning we’re in a different boat with finding purpose. When living a practical life of purpose, we can see the picture on both a “micro” level and a “macro” level.

Your micro level purpose is to know your values, and then, be in integrity with them. When you know what you stand for, and do what you believe in, your confidence and sense of self-worth will be sky-high, regardless of how much the situation sucks.

But that’s only part of living on purpose.

Your macro level purpose is something different. It’s the big picture. It’s your search for meaning. It’s your ultimate goal. It’s waking up in the morning knowing you’re on the right path, regardless of what other people say.

In his Tiny Buddha contribution, Discovering Happiness through Purpose in 3 Natural Steps, Scott Dinsmore explored three things that must align for you to discover your purpose: values, strengths, and passions. However, there’s one vital piece to the purpose puzzle that’s missing.

The Missing Piece to the Purpose Puzzle

Your purpose is about giving, not getting.
We all want to better ourselves and our lives, but purpose—like success and happiness—is counterintuitive. Here’s what Viktor Frankl said about service:

“Don’t aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side effect of one’s personal dedication to a cause greater than oneself or as the by-product of one’s surrender to a person other than oneself.”

You want love from people? Love people! You want more money? Help people make money! You want more joy in life? Give joy to people! Sounds so simple, right?

In fact, I’m gonna suggest that the more we can give, while enjoying the process, the more we’re going to love our lives.

Finding Yourself

Here’s where it all comes together.

In Scott’s post, he wrote, “The intersection of your true values and super powers, backed with relentless passion, is where the magic happens.”

Well I believe, when you find where those things intersect, and then use that for service to others, you’ll find the answers to the two big questions, and consequently, know your purpose.

The equation looks like this:

Your Values + Strengths + Passions + Service = Your Purpose

Don’t let all the different variables discourage you. Once you dedicate some time for introspection and reflection of those variables, you’ll rapidly start to realize the direction you need to move in.

Start by creating 3 lists:

Your values
Your strengths
Your passions
The key is to figure out how you can combine your passions and strengths in service to a cause, person, community, or organization other than yourself. Do that and your values will fall into place.

The Actual, Practical Part of Living on Purpose

In her groundbreaking book, The How of Happiness, Positive psychologist Sonja Lyubomirsky wrote that only 10% of happiness comes from extrinsic incentives like money, fame, and status.

If that’s the case, would you be willing to sacrifice some of the money you’re making in order to do passionate work that’s more fulfilling?

If so, here’s the magic financial formula that you’ll need to know:

Your income must be greater than your expenses!

That’s it—the whole secret. If you’re able to start chopping away at your expenses by eliminating non-essential items (like your car, cable TV, eating out, and frivolous shopping), then you’ll create an absurd amount of choices and opportunities in your life.

I know it sounds like a massive lifestyle change to get rid of these things, but a massive lifestyle change may be exactly what you need in order to find and live your purpose.

We’ve only got one life to live—and none of us will live forever.

Don’t think that you’re being heroic by “toughing it out” and doing things that don’t fulfill you. As Frankl wrote, suffering when not necessary is masochistic, not heroic!

This journey called life will be over before you realize it. Why spend another second living a life that isn’t personally meaningful to you?

Vienna best City in the world for qualité of life

Vienna best City in the world for qualité of life

Vienna is the world’s best city to live in; Baghdad is the worst, and London, Paris and New York do not even make it into the top 35, according to international research into quality of life.


Five things to do in Vienna, the world’s most liveable city
 Read more
German-speaking cities dominate the rankings in the 18th Mercer Quality of Life study, with Vienna joined by Zurich, Munich, Düsseldorf and Frankfurt in the top seven.

Paris has tumbled down the league, falling 10 places to 37th, just ahead of London at 39th, almost entirely because of the city’s vulnerability to terrorist attacks.

The study examined social and economic conditions, health, education, housing and the environment, and is used by big companies to assess where they should locate and how much they should pay staff.

Viennese-born Helena Hartlauer, 32, said she was not surprised at her city’s top position. The municipality’s social democratic government has a long tradition of investing in high-quality social housing, making Vienna almost uniquely affordable among major cities.

“I live in a 100sq metre turn-of-the-century apartment in a good area about 20 minutes’ walk into the city centre. But my rent is just €800 (£625) a month.” An equivalent apartment in London would cost upwards of £2,000, and even more in New York, ranked 44th in the table.

US cities perform relatively poorly in the study, largely because of issues around personal safety and crime. The highest ranking city in the US is San Francisco, at 28th; Boston is 34th. Canadian cities, led by Vancouver, far outrank their US rivals in the table.

“You don’t realise how safe Vienna is until you head abroad,” said Hartlauer. “We also have terrific public transport, with the underground working 24 hours at weekends, and it only costs €1 per trip [for those who buy a €365 annual card] .”

Vienna benefited enormously from the fall of the Berlin Wall, becoming the gateway to eastern European countries that often have historic ties to the former Austro-Hungarian empire.

“Our big USP is our geographic location,” said Martin Eichtinger, Austrian ambassdaor to London, who lived in Vienna for 20 years. “The fall of the Berlin Wall helped define Vienna as the hub for companies wanting to do business in central Europe.”

According to the World Bank, Austria has one of the highest figures for GDP per head in the world, just behind the US and ahead of Germany and Britain, although quite some way below neighbouring Switzerland.

Zurich in Switzerland is named by Mercer as having the world’s second highest quality of life, but the Viennese say their city is far more fun. “There are more students in Vienna than any other German-speaking city,” said Hartlauer. “It’s a very fast growing, young and lively city,” she added – though she conceded she works for the city’s tourist board.

The 10 best parks
 Read more
Vienna has long been overlooked by British weekend city break tourists, who instead flock to Barcelona or Berlin and tend to think of Austria as somewhere for skiing, lakes and mountains.

But after an increase in budget flights from regional British cities such as Manchester and Edinburgh, Vienna is fast catching up as a popular destination. In 2015 there were 588,000 British visitors to Vienna, up 18% on the year before. The flow is both ways; Eichtinger said London has become the No 1 city destination for Austrian visitors.

“Vienna has ranked top in the last seven published rankings,” said Mercer. “It scores highly in a number of categories; it provides a safe and stable environment to live in, a high level of public utilities and transport facilities, and good recreational facilities.”

Vietnam's best beaches in 2016

Vietnam's best beaches in 2016


Vietnam might have been late to Southeast Asia’s beach party, but it was well worth the wait. The country boasts more than 3400km of coastline, with infinite stretches of powdery sand, coves, lagoons, impossible boulder formations and tropical islands ringed with yet more beaches. We can help you navigate the overwhelming amount of choices.

The heavyweight champion of Vietnam, Nha Trang has been knocking out visitors for years. True, the town is brazen and brash, but the beach is bold and beautiful and a gateway to a cluster of quieter islands.

Set on a seductive swathe of sand, Mui Ne is an absolute charmer with swaying palms and towering dunes. Get pummelled on the beach by a masseur or pummelled by the waves with some water sports – this place blends action and inertia to perfection.

Simply the most beautiful island in Vietnam, Phu Quoc is liberally sprinkled with picture-perfect white sand beaches and cloaked in dense, impenetrable jungle. Long Beach is sophisticated, Ong Lan Beach romantic, and Bai Sao simply irresistible.

Con Dao


The Con Dao islands have been protected from over-exposure by their isolated location off the coast. Enjoy it while it lasts, with their smattering of resorts and an overdose of idyllic beaches, as this is sure to be the next big thing in Vietnamese beaches.

Whether you call it My Khe to the north or Cua Dai to the south, or even China beach, it’s all just one long, luscious stretch of sand. Try surfing off the shores of Danang or just pamper yourself at the resorts near Hoi An.

British Columbia Best Place in Canada.

British Columbia

British Columbia is Canada's most westerly province — a mountainous area whose population is mainly clustered in its southwestern corner.


British Columbia is Canada's most westerly province, and is a mountainous area whose population is mainly clustered in its southwestern corner. BC is Canada’s third-largest province after Québec and Ontario, making up 10 per cent of Canada’s land surface. British Columbia is a land of diversity and contrast within small areas. Coastal landscapes, characterized by high, snow-covered mountains rising above narrow fjords and inlets, contrast with the broad forested upland of the central interior and the plains of the northeast. The intense "Britishness" of earlier times is referred to in the province's name, which originated with Queen Victoria and was officially proclaimed in 1858.
Land and Resources
Regions
British Columbia has two main regions, often called "the Coast" and "the Interior." These two regions both have numerous contrasts and variations within them. The so-called "Lower Mainland," dominated by metropolitan Vancouver, contains over 60 per cent of the province's population and is its commercial, cultural and industrial centre. A slightly broader region, sometimes called the “Georgia Strait” region, includes Victoria and the southeast coast of Vancouver Island; this area holds approximately 20 per cent of the population.
The vast interior is dominated by parallel mountain ranges and its population spreads north–south along valleys, notably the Okanagan and the Kootenay. Population centres are dispersed, as at Kamloops and Prince George in the interior, Prince Rupert and Kitimat on the northern coast, and Dawson Creek and Fort St. John in the Peace River Lowland. Each of these towns are centres of separate sub-regions and depend more on world markets than local markets.

Much of the development of resource-based economic activity in the province has been concerned with linking these separate regions together into a broader provincial economy. The northern half of the province is virtually uninhabited north of Prince Rupert and is cut off from the Pacific Ocean by the Alaska Panhandle. The Peace River Lowland of the northeast is actually an extension of the Interior Plains and more closely resembles neighbouring Alberta than the rest of the province.
Landforms, Geology and Drainage
The Cordilleran mountain system of western North America covers most of British Columbia, except for the Peace River area in the northeast. The Rocky Mountains rise abruptly about 1,000–1,500 m above the foothills of Alberta, and some of their snow- and ice-covered peaks tower more than 3,000 m above sea level; the highest peak in the Canadian Rockies, Mount Robson, west of Jasper, AB, is 3,954 m.

In the southern Rockies the sharp, jagged sedimentary rock peaks from the Palaeozoic era (542 to 251 million years ago) differ from the older more rounded, lower peaks of Proterozoic era (2.5 billion to 542 million years ago) to the north. The Rocky Mountains terminate south of the Liard River in northeastern BC.
The western boundary of the Rocky Mountains is the narrow Rocky Mountain Trench — the longest valley in North America, extending for 1,400 km from Montana to the Yukon and along the length of BC. Out of the trench flow the headwaters of the Kootenay, Columbia, Fraser, Parsnip, Finlay, Kechika and Liard rivers, each separated from the others by low drainage divides.

Two other mountain systems lie west of the Rocky Mountain Trench: the Columbia Mountains to the south; and the Cassiar-Omineca Mountains to the north. The Columbia Mountains consist of three parallel north–south ranges (Purcell, Selkirk and Monashee) with sharp peaks of 2,000–3,000 m separated by long, narrow valleys occupied by Kootenay Lake and the Columbia River. These mountains consist mainly of sedimentary and intrusive rocks of Cretaceous (146 to 65.5 million years ago), Triassic (248 to 206 million years ago) and Jurassic (199.6 to 145.5 million years ago) ages, and contain many mineral deposits. The fourth range of the group, the Cariboo Mountains northwest of the Thompson River, is composed of sedimentary rocks of Proterozoic age which appear to have fewer mineral deposits.
The Interior Plateau, made up of broad and gently rolling uplands, covers central British Columbia. The region is a basin or watershed, because it is surrounded by higher mountains. Many of the rocks are lavas of Cretaceous and Tertiary (65.5 million to 2.6 million years ago) geological ages with apparently little mineralization except around the plateau edges. The Fraser River has cut deeply into the bedrock in the southern part of the plateau to form the spectacular Fraser River Canyon. The Stikine Plateau is to the north. Another upland area of mainly Jurassic lava rocks with some recent volcanoes, the plateau contains the headwaters of the Stikine River. Both the Interior and Stikine plateaus are about 1,000 m above sea level.

The western section of the province’s mountain ranges consists of the Coast Mountains along the coast and the offshore Insular Mountains. The northern end of the Cascade Mountains of Washington State terminates at the Fraser River, and then the high, snow and ice-covered peaks of the Coast Mountains extend northward along the Alaskan Panhandle into the Yukon. These scenic mountains have peaks up to 3,000 m in the southern part, with Mount Waddington, the highest peak entirely in BC, rising to 4,016 m.

Where Is Serbia?

Where Is Serbia?


















The Republic of Serbia is a country located at the crossroads of Central and Southeast Europe, covering the southern part of the Pannonian Plain and the central Balkans. The country is landlocked and borders Hungary to the north; Romania and Bulgaria to the east; FYR Macedonia to the south; and Croatia, Bosnia and Herzegovina, and Montenegro to the west; also, it borders Albania through the disputed region of Kosovo*. The capital of Serbia, Belgrade, is among Europe's oldest cities, and one of the largest in East Central Europe.

Located in the continent of Europe, Serbia covers 77,474 square kilometers of land, making it the
118th largest nation in terms of land area.

Serbia became an independent state in 1878, after gaining its sovereignty from Turkey. The population of Serbia is 7,276,604 (2012) and the nation has a density of 94 people per square kilometer.
The currency of Serbia is the Serbian Dinar (RSD). As well, the people of Serbia are refered to as Serbian.
The dialing code for the country is 381 and the top level internet domain for Serbian sites is .rs.
Serbia shares land borders with 8 countries: Macedonia, Albania, Bulgaria, Romania, Croatia, Bosnia and Herzegovina, Hungary, Montenegro.

Belgrade is the capital city of Serbia. It has a population of 1,273,651, and is located on a latitue of 44.8 and longitude of 20.47.
Belgrade is also the political center of Serbia, which is considered a Republic, and home to its Ceremonial head of state.

Near by Countries : Montenegro, Macedonia, Albania, Bosnia And Herzegovina,
Hungary

What Some Europeans See When They Look at Germany

What Some Europeans See When They Look at Germany

Following World War II, a German return to dominance in Europe seemed an impossibility. But the euro crisis has transformed the country into a reluctant hegemon and comparisons with the Nazis have become rampant. Are they fair? By SPIEGEL Staff

May 30, 1941 was the day when Manolis Glezos made a fool of Adolf Hitler. He and a friend snuck up to a flag pole on the Acropolis in Athens on which a gigantic swastika flag was flying. The Germans had raised the banner four weeks earlier when they occupied the country, but Glezos took down the hated flag and ripped it up. The deed turned both him and his friend into heroes.


Back then, Glezos was a resistance fighter. Today, the soon-to-be 93-year-old is a member of the European Parliament for the Greek governing party Syriza. Sitting in his Brussels office on the third floor of the Willy Brandt Building, he is telling the story of his fight against the Nazis of old and about his current fight against the Germans of today. Glezos' white hair is wild and unkempt, making him look like an aging Che Guevara; his wrinkled face carries the traces of a European century.
Initially, he fought against the Italian fascists, later he took up arms against the German Wehrmacht, as the country's Nazi-era military was known. He then did battle against the Greek military dictatorship. He was sent to prison frequently, spending a total of almost 12 years behind bars, time he spent writing poetry. When he was let out, he would rejoin the fight. "That era is still very alive in me," he says.

Glezos knows what it can mean when Germans strive for predominance in Europe and says that's what is happening again now. This time, though, it isn't soldiers who have a chokehold on Greece, he says, but business leaders and politicians. "German capital dominates Europe and it profits from the misery in Greece," Glezos says. "But we don't need your money."

In his eyes, the German present is directly connected to its horrible past, though he emphasizes that he doesn't mean the German people but the country's ruling classes. Germany for him is once again an aggressor today: "Its relationship with Greece is comparable to that between a tyrant and his slaves."

Glezos says that he is reminded of a text written by Joseph Goebbels in which the Nazi propaganda minister reflects about a future Europe under German leadership. It's called "The Year 2000." "Goebbels was only wrong by 10 years," Glezos says, adding that in 2010, in the financial crisis, German dominance began.

For a long time, it was primarily the Germans who obsessed about their country's Nazi past, but recently, other countries in Europe have joined them. Chancellor Angela Merkel with a Hitler moustache, German tanks heading south: There has been a flood of such caricatures in Greece, Spain, Britain, Poland, Italy and Portugal in recent weeks and years. And Nazi symbols have become de rigueur at anti-austerity demonstrations.

People have even begun talking about the "Fourth Reich," a reference to the Third Reich of Adolf Hitler. That may sound absurd given that today's Germany is a successful democracy without a trace of national-socialism -- and that no one would actually associate Merkel with Nazism. But further reflection on the word "Reich," or empire, may not be entirely out of place. The term refers to a dominion, with a central power exerting control over many different peoples. According to this definition, would it be wrong to speak of a German Reich in the economic realm?

A Shadow over the Present Day

Greek Prime Minister Alexis Tsipras certainly doesn't have the impression that he is free to steer his country's policy as he likes. This Monday, he is in Berlin for meetings with the German chancellor, at which Germany's national-socialist past will be a topic of conversation. Greece is demanding that Germany pay reparations for Nazi war crimes visited on the country during World War II.

Those demands, of course, have much to do with the desperation now being felt by a government that has thus far acted with a significant degree of amateurism. But it would be a mistake to believe that the German past is no longer relevant. Again and again, it casts its shadow over the present day.

A heavy accusation has been levelled at Germany -- by some in Greece, in Spain and in France but also by some in Great Britain and in the United States. The euro crisis, a certain breed of politicians, journalists and economists argue, has allowed Germany to dominate Southern Europe and to suffocate it in order to impose its principles even as its export policy has meant that the country has profited from that same currency crisis more than any other country. Germany's image in some countries has become one of an egotistical economic occupier flanked by smaller Northern European countries from the same mold.

The accusations come primarily from opinion-makers in countries that have experienced years of mass unemployment and the anger is palpable, which is why the demons from Germany's past are returning. And it is hardly surprising that those now suffering humiliation would demand payment of past debts. Germany's historic guilt is now being wielded by the powerless as a weapon to make noise and be heard.
Surveys abroad, to be sure, have found that Germans are widely respected overseas. But in Europe today, people are nevertheless quick to cry Nazi when German policy becomes uncomfortable.

The accusations against the German government have a strange dialectic: Germany is dominating, people say, but it isn't leading. It is a hegemon, but a weak one. That, too, leads us to history. In his 1987 book "From Bismarck to Hitler," historian Sebastian Haffner wrote that turn-of-the-century Germany had an "unwieldy size." It was, he said, both too big and too small. That may be true once again.

How, then, does Germany's role in Europe look at the moment when viewed from outside? And inside?

'Tank Divisions of Yore'

Next to the Milan stock exchange, not far from where an 11-meter (30-foot) tall sculpture of a middle finger offers its unique commentary on the decline of high finance, the headquarters of the newspaper Il Giornale can be found. There, in exactly the same office once used by renowned Italian journalist and author Indro Montanelli, Vittorio Feltri is now sitting. Seventy-one years old, Feltri has been a journalist for more than half a century with Corriere della Sera and other papers. Last year, he published a remarkable book together with another well respected journalist named Gennaro Sangiuliano, deputy head of news for the national broadcaster Rai 1. Its title: "The Fourth Reich: How Germany Subdued Europe."

It isn't just desperate, radicalized demonstrators who draw comparisons to the past. Often, respected intellectuals and citizens who are free of financial concerns, like Feltri and Sangiuliano, do the same.

The two authors see the euro as a means to a German end, writing that the common currency is reminiscent "rightly or wrongly " of the "tank divisions of yore." The euro, they believe, is to secure territory under German control. And Germany's high court, the Bundesverfassungsgericht? "Sounds like a Wehrmacht weapon." They write of Chancellor "Merkiavelli, in her pretentious headquarters, the "Kohlosseum," and say that she is now completing the plan that Hitler failed to make reality. The book, says Feltri, is intended as a polemical tract meant to point out the "unsuitability of this common currency that only Germany is profiting from."

A large share of Italy's political class shares Feltri's view. Last year, the Social Democrat Romano Prodi, former president of the European Commission, raised eyebrows with an essay published in the periodical L'Espresso. "In Germany, populist and nationalist sentiments are covered by Merkel," he wrote. "But in Brussels in recent years, only one country has determined the direction; Germany has even seen fit to teach others unacceptable moral lessons."

Whereas Italian Prime Minister Matteo Renzi is careful to emphasize his proximity to Germany, radical tones can be heard on the right wing. Germany expert Luigi Reitani said at a conference late last year that some in Italy have begun drawing "a line from the barbarian invasions via Bismarck and Hitler to Merkel."

Things sometimes sound similar in France. Arnaud Montebourg, who would later become economics minister, said in 2011 that "Bismarck united the German principalities to rule over Europe and, in particular, France. In a shockingly similar way, Angela Merkel seeks to solve her domestic problems by foisting the economic and financial order adhered to by German conservatives onto the rest of Europe." In other words, Germany's former expansionary policies have returned in the economic realm.

'The Blood of Our People'

The fear of German hegemony in Europe is likely nowhere so great as it is in France, which was at least partially occupied by its neighbor three times during an 80-year period. In recent years, "Germanophobia" has increased dramatically across the political spectrum, from Front National to the leftist wing of the governing Socialists. That has partially served to distract attention from political leaders' own failures to implement reform, but they are nonetheless sentiments that deserve to be taken seriously.

The leftist French intellectual Emmanuel Todd warns that Germany is "increasingly pursuing politics of power and of hidden expansion." Europe, he says, is being ruled by a Germany which, in its past, has constantly fluctuated between reason and megalomania. Since reunification, Todd says, Germany has brought a huge area of Eastern Europe under its control, a region once under the influence of the Soviets, to use it for its own economic aims.

In Athens, in a building belonging to the Ministry of Culture, Nikos Xydakis, deputy culture minister for the Syriza government, echoes the sentiment.

"It is as though my country were experiencing the consequences of war," he says. European savings policies have ruined Greece, he says: "We have lost a quarter of our gross domestic product and a quarter of our population is unemployed." Furthermore, he said, Greece didn't ask for emergency loans, they were forced upon the country together with the cost-cutting program. "Now we are paying with the blood of our people."

Germany, he says, has become too powerful in Europe. The country, he concedes, is a leader both politically and economically. "But those wanting to be a leader have to behave like one too." Germany, he says, should be more generous and stop viewing weaker countries in Europe as its inferiors.

Xydakis says that he has to pay rent for his office because the building was sold to a fund to help pay back Athens' debts. "I feel as though we were in Leipzig or Dresden with the bombs raining down." The only difference, he says, is that the bombs of today come disguised as savings measures.

For him -- just as for almost all critics of German policy -- a single word has become the focus of their complaints: austerity. It refers to policies of thrift, a concept that has positive connotations in Germany. But in European countries hit hardest by the debt crisis, it stands for a bleak policy of externally-imposed deprivation. Germany isn't just exporting its goods anymore, it is also exporting its rules.

Aggressive Trade Policy?

The goods, to be sure, are sold without any form of coercion. Europe loves products from Germany, and Berlin's export surplus in 2014 stood at more than 7 percent of economic output. An export surplus means that Germany, in trading with other countries, takes in more money than it spends on their products. The difference often flows back out of Germany in the form of so-called capital exports. In other words, banks in Germany loan foreign companies money so that they can buy German products.

Since the turn of the millennium, Germany's trade surplus has almost quadrupled and now stands at €217 billion ($236.4 billion). With France alone, the surplus was €30 billion in 2014. Even if exports to euro-zone member states dropped as a result of the crisis, no other country in the world has a trade surplus as large as Germany's. Why is that? Is it because of aggressive trade policy?

German economist Henrik Enderlein is not dogmatic and doesn't view the world through a national lens. A professor of political economics at the Hertie School of Governance in Berlin, Enderlein studied in both France and the US, worked at the European Central Bank (ECB) and taught at Harvard. He is an economic advisor to Germany's Social Democrats and his father was a politician with the business-friendly Free Democrats. "The fact that Germany today has the highest trade surplus of all countries has a simple reason," he says. "After the introduction of the euro, we had no other choice than to become more competitive. But it is absurd to believe that Germany did so in order to harm other countries."

Enderlein believes that Germany didn't consciously strive for its current roll but that it happened due to the structure of the euro zone. He also believes that the ECB is partially to blame because in the years after the euro's 1999 introduction, the euro zone's prime interest rate was kept between 3 and 4 percent. For southern European countries, this was much too low and led to a boom with rapidly climbing salaries and prices. For Germany, on the other hand, such interest rates were too high and employers had no choice but to keep salaries low so as to keep their products affordable. At first glance, that doesn't seem aggressive, but southern European countries complained that Germany was guilty of "wage dumping," or keeping domestic wages artificially low.

The resistance to rising wages led to German growth, self-confidence and, as a result, power. When Angela Merkel travels to Brussels, she does so as the leader of by far the strongest economy in the euro zone. Policies she doesn't agree with don't get passed. Power as such isn't a bad thing when those that have it use it wisely. But do they?

There is a new tone in Germany. It is one that no longer abides by the noble customs of diplomacy. Whispering, suggesting and hinting have been replaced by ranting and blustering.

Here is what this new tone sounds like coming out of the mouth of German Finance Minister Wolfgang Schäuble. Of Greece, he said that "a country that for decades has suffered and lived far beyond its means due to the failure of its elite -- not because of Europe, not because of Brussels and not because of Berlin but exclusively because of the failure of its elite -- has to slowly come back to reality. And when those responsible in this country lie to their people, it's not surprising that the people react as they have." He made the comments last Monday at an event hosted by the center-right foundation Konrad Adenauer Stiftung.

Triumphalism

The day before, Bavarian Finance Minister Markus Söder sounded similarly aggressive during an appearance on a German talk show with Greek Finance Minister Yanis Varoufakis. He didn't miss a single opportunity to gloat about Bavaria's economic and financial strength.

Volker Kauder, the conservatives' floor leader in German parliament, is the author of a particularly triumphalist example of the new tone, uttered way back in 2011. At a party conference of Merkel's Christian Democrats in Leipzig, Kauder said in a speech: "Suddenly, German is being spoken in Europe." Though CDU delegates loved it, the sentence was not well received further afield and Kauder now says he wouldn't repeat it.

Merkel, of course, would never adopt such a tone, at least not publicly. She is more careful, her utterances sometimes so twisted that it isn't immediately obvious what she is trying to say. Last Tuesday, she told conservative parliamentarians in Berlin that "Germany must be a country that doesn't leave anything untried in the search for progress." She meant progress elsewhere, in Greece.

The chancellor has an expansive project that is to ultimately result, one could say tongue in cheek, in a Merkel Reich. She isn't nearly as focused on Europe as her predecessor Helmut Kohl, who wanted to see Germany dissolve into the European Union. Merkel thinks more in nation-state terms, but she knows that Germany alone will have little influence on the world. Countries that want to have a say must have a large population and a strong economy. Germany has the latter, but, relative to China or the US, lacks the former -- which is why Germany needs populous Europe. But it must be a competitive, economically powerful Europe -- and that is what Merkel is working toward.

Early on in the euro crisis, she developed ideas for so-called bench-marking. The concept called for European countries to be measured in several categories against the best in that category, which was often Germany. In this way, a German Europe would be created.

In the battle against the debt crisis in Ireland, Spain, Portugal, Cyprus and Greece, Europe considered two different approaches. The southern countries wanted to stimulate growth through increased spending in the hope that state revenues would climb. Germany and northern European countries, by contrast, preferred cost cutting and structural reforms, an approach that made significant demands of the citizens of the countries affected.

The economically powerful Germany got its way. In order to put the struggling countries on the right track -- on the German track, that is -- Merkel brought in the International Monetary Fund so as to free Germany from having to play the strict overseer. Still, it has not escaped notice that Berlin is in charge.

From an early point in the crisis, other European leaders dared to protest openly. Then Polish Prime Minister Donald Tusk said that he had "fundamental doubts about the method" and asked Merkel at an EU summit: "Why do you have to foment division?" But three quarters of a year later, Merkel got her way with the passage of the rather German concept of a "fiscal pact." In addition, EU leaders agreed to anchor debt limits in their national constitutions, to impose stricter penalties for those who exceeded maximum deficit limits and to pass structural reforms on the model of those Germany passed from 2003 to 2005. German sociologist Ulrich Beck, who has since passed away, referred to the pressure being exerted on Europe from Berlin as "Merkiavellismus."

'Madame Non'

The change in Germany's approach to European policy has been dramatic. Helmut Kohl sought to avoid isolation at all costs when it came to important negotiations, but Merkel has all but completely rejected that approach. "I am rather alone in the EU, but I don't care. I am right," she once said to a small group of advisors during a discussion about the role of the IMF. Later, she said: "We are in Europe what the Americans are in the world: the unloved leading power."

European Parliament President Martin Schulz says that during his campaign in 2014 as the center-left's lead candidate, he was frequently asked: "How can you run for the office of European Commission president? You're German after all." Schulz, it must be said, speaks four languages fluently, has spent almost his entire political career in Brussels and has long fought for positive German-French relations. "I was seen as being part of the German dominance," he says. "There is this feeling that Germany is too powerful, but when you ask questions about it, you never get a concrete answer."

Senior officials in the Chancellery have reflected on how things got to this point and have come to the conclusion that much of it has to do with the larger role played by nation-states in the euro crisis. Only national governments, after all, were able to mobilize bailout money fast enough for ailing euro-zone partners. In addition, the further the French economy fell behind, the more powerful Germany appeared.

Merkel is sometimes referred to as "Madame Non." When one of the other EU leaders finishes speaking during European summit meetings in Brussels, it is said, people tend to look first at Merkel to gauge her reaction.

But caricatures of her with a Hitler moustache? Referring to today's Germany as the "Fourth Reich"?

The Nazis called their Germany the "Third Reich" in an effort to place themselves in a line with two previous eras of German dominance. The first was the Holy Roman Empire, born in the Middle Ages. Far from being a nation state, it was an area ruled over by mostly German emperors who controlled a large portion of Europe, all the way to Sicily. It came to an end in 1806 after Napoleon conquered many areas that once belonged to the empire. The second reich, according to this count, was the so-called Kaiserreich that Bismarck founded in 1871 after victories over Denmark, Austria and France. The smaller German states soon joined together under Prussian leadership, which is why Bismarck is considered today to have laid the groundwork for contemporary Germany. On April 1, his 200th birthday will be celebrated.

But soon after the founding of the Kaiserreich, a dangerous sentiment began to spread. It was a German hubris, a feeling of being superior to others, to know better and to be better. But it was mixed together with pusillanimity and a sense of being threatened.

The Dominance of Others

Bismarck's reich, under Emperor Wilhelm II as of 1888, was also of an awkward size. It was too large in the sense that it was the most powerful state in Europe, leading France, Britain and Russia to all feel threatened. But it was too small to rule over Europe by itself. The Germans too had to form alliances -- and the internal and external logic of these alliances was one of the most important reasons for the outbreak of World War I. The Kaiserreich lost, and broke apart in 1918.

Hitler believed that his "Greater Germany" was large enough to rule over Europe, but he was badly wrong. Even with the most brutal of war tactics and oppression, Nazi Germany was unable to defeat the Allies.

After the end of the Third Reich, German dominance on the Continent appeared to have been rendered an impossibility for all time. West Germany and East Germany both were initially tentative states that more or less willingly subordinated themselves to their big brothers, the US and the Soviet Union. They ceded to the dominance of others.

West Germany, though, soon developed a new -- economic this time -- instrument of power: the deutsche mark. Because the West German economy grew rapidly and its sovereign debt remained relatively manageable, the German central bank, the Bundesbank, dominated economic and financial policy in Europe in the 1970s and 80s. Governments in France, Britain and Italy paid close attention to the decisions being made in Frankfurt. Shortly before German reunification, a senior official in the office of the French president was quoted as saying: "We may have the nuclear bomb, but the Germans have the deutsche mark."

François Mitterrand, president of France when the Berlin Wall fell, was not a fan of German reunification. He was afraid that a German colossus in the middle of Europe might soon begin seeking political dominance once again. British Prime Minister Margaret Thatcher believed so too, as did many Germans, particularly on the left wing. Author Günter Grass believed the country would return to its old hubris, its feeling of superiority.

German national team trainer Franz Beckenbauer seemed to confirm as much in 1990 when, after winning the World Cup in Italy, he said: "We are now that number one in the world after long having been the number one in Europe. Now, we are getting the players from (East Germany). I'm sorry for the rest of the world, but the German team won't be beatable for years to come."

In the political realm, too, there were occasional signs of megalomania. Chancellor Helmut Schmidt believed himself to be the best economist in the world in the late 1970s and early 1980s. When he met with US President Jimmy Carter, he didn't see it as a meeting between the big US and little Germany, he saw it as a meeting of big Schmidt and little Carter -- and not because of their physical sizes. Then, in the 1990s, came Oskar Lafontaine, a member of the Social Democrats at the time. As German finance minister in 1998, Lafontaine undertook the first effort to rebuild Europe according to Germany's vision. Because he wanted to harmonize European financial markets and was fighting for a currency union, the British tabloid Sun wondered if he was "the most dangerous man in Europe."

Too Small and Hesitant?

Ultimately, Lafontaine failed, and the German national team likewise experienced its share of losses, at least until 2014. Furthermore, united Germany initially kept a low political profile and remained modest. But then, the euro arrived, which Mitterand hoped would take away Germany's "nuclear bomb." The euro was supposed to break Germany's economic dominance, but it has had the opposite effect. The shared currency has bound together the fates of euro-zone member states and granted Germany power over the others.

Which is why the "German question" has returned. Is the new Germany too big and powerful for the other European countries or is it too small and hesitant?

Hans Kundnani is head of research at the European Council on Foreign Relations, a pan-European think tank based in London. His focus is German foreign policy and he has written a widely noted book about Germany called "The Paradox of German Power." Kundnani links the old German question with the new debate about Germany's role in the euro zone. The strength of Germany's economy combined with mutual dependence of the member states has created, he argues, economic instability that is comparable to the political instability that characterized the Bismarck era.

The problem, Kundnani believes, is not so much that Germany is exercising hegemonic power in Europe, but that it is only halfway exercising such power. It is focused entirely on itself -- and it may be too small for the role that it should be playing.

"Germany is once again a paradox. It is strong and weak at the same time -- just like in the 19th century after unification, it seems powerful from the outside but feels vulnerable to many Germans," Kundnani writes. "It does not want to 'lead' and resists debt mutualization, but at the same time it seeks to remake Europe in its own image in order to make it more 'competitive.'"

"Lead," in this context, means to frequently pay, which is also how Varoufakis sees things. The Greek finance minister wants Merkel to establish a kind of Marshall Plan, just like the US once did to get postwar Europe back on its feet.

A real hegemon like the US, Kundnani writes, doesn't just establish norms. It also creates incentives for those it rules over so that they remain part of the system. To do so, it must compromise in the short term so as to secure its long-term interests.

'More Like an Empire'

Germany, to be sure, has been the primary backer of two Greek aid packages, but they haven't proven sufficient. The new Greek government aims to fundamentally change the euro zone, establishing more mutualized debt and fewer German rules. Others agree. "This is not a monetary union," the Financial Times wrote back in May, 2012. "It is far more like an empire."

The investor George Soros warned that Europe could become split between countries with trade surpluses and those with deficits, describing it as a German empire in the middle of Europe with the periphery as its hinterlands. Empire, of course, is another word for Reich.

In today's world, dominated as it is by economic issues, rulers and the ruled have ceded their historical roles to creditors and debtors. Germany is Europe's largest creditor. Creditors have power over the debtors: They expect gratitude and they often have clear ideas regarding what the debtors must do so that they can one day pay back the money they owe. Creditors are not generally well liked.

Creditors want to have power over their debtors because they are afraid. Afraid that they won't see their money again. Germany could pay Greece's debts, but not those of Italy and Spain.

Germany may be big enough to impose its rules on Europe, Kundnani writes, but it is too small to be a real hegemon. Just like it was before World War I, Germany is afraid of being encircled by smaller countries. A part of that fear is that the ECB could ultimately be controlled by Southern European countries and that the power could be transferred to the debtor countries.

Germany is acting not like a hegemon, but like a "semi-hegemon." It is an argument previously made by the German historian Ludwig Dehio in describing Germany's position in Europe after 1871. Though the context was radically different, former Polish Foreign Minister Radoslaw Sikorski also said in a speech in Berlin in November 2011 that he was less afraid of German power than he was of German inaction and urged Germany to take the lead in Europe.

Kundnani has observed a tendency for Germans to see themselves as being the real victims of the euro crisis -- a view that is in diametric opposition to how debtor nations see things. Aggression is the result, to be seen in the new political "tone" in Germany or in the German tabloid Bild, which never tires of calling the Greeks "greedy."

Misguided Nazi References

Whereas Germany has dominated Europe economically during the euro crisis, it has remained a foreign policy dwarf. The apex of this refusal to play a significant political role was its abstention in March 2011 United Nations Security Council vote on the NATO intervention in Libya. European partners like France also saw the vote as a step backwards for Germany. After all, the country had been involved in the Kosovo air strikes as well as the Afghanistan war.

Viewed superficially, the call for more German leadership, which has been heard from many Eastern European countries in recent years, stands in marked contrast to the complaints of Germany's economic dominance. But the two are connected. Germany seeks to be an economic power, but not a military one. Its nationalism is based on economic output and export statistics, not on a desire to become a geo-political power. The same dilemma can be seen in the role Germany has played in the Ukraine crisis.

Germany, Kundnani writes, "is characterized by a strange mixture of economic assertiveness and military abstinence." For that reason alone, the references to the Nazi period are off base. It is not about violence or racism. It is about money. And that is a vast difference, even if monetary questions can be uncomfortable as well.
But an empire is in play, at least in the economic realm. The euro zone is clearly ruled by Germany, though Berlin is not unchallenged. It does, however, have a significant say in the fates of millions of people from other countries. Such power creates a significant amount of responsibility, but the government and other policymakers nevertheless sometimes behave as though they were leading a small country.

Germany is, in fact, not big enough to solve the problems of all the others with money. But it would still be important sometimes to show more greatness, sometimes by way of generosity. And it would certainly be easier to make progress in Europe without the new polemic tone from Munich and Berlin. Power and greatness can sometimes be shown by ignoring the inappropriate comparisons, or by elegantly refuting them.

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