Tags : 上海严打结束了吗2018

first_imgBy Jorge BarreraAPTN National NewsOTTAWA-U.S. officials were keeping an eye on Kanesatake, the Mohawk community at the centre of the Oka crisis, during the winter of 2004 following a failed, federal government-sponsored raid using dozens of First Nations police officers from other parts of Quebec, a U.S. State Department cable released by WikiLeaks shows.On Jan. 12, 2004, the 67 police officers descended on the community armed with submachine guns, automatic rifles, shotguns, a sniper rifle and thousands of rounds of ammunition bought with about $62,000 of federal taxpayer money.The raid ended in disaster after the police officers found themselves inside the local police headquarters trapped and surrounded by local community members.A January 14, 2004, cable sent from the U.S. consulate in Montreal, notes that the raid had the potential of major violence.Quoting from a conversation between Georges Beauchemin, the secretary-general of Quebec’s Public Security Ministry and U.S. Quebec City consul General Keogh-Fisher, it notes events were a trigger-pull away from turning bloody.“The situation in Kanesatake had been very dangerous, ‘with both sides armed and ready to shoot,’” the cable said. “However (Beauchemin) said that outside intervention by Quebec provincial police would have been seen as an invasion and ‘pushed good guys on the side of bad guys.’”The raid was planned by former Kanesatake Chief James Gabriel who had received $900,000 two months earlier from the federal Liberal government to fight “organized crime” in the community.Gabriel’s house was burned the ground that January day and he was forced to flee along with his family.Gabriel “was lucky to have escaped with his life,” the cable said, Beauchemin said the situation was a trigger-pull away from turning bloody, the cable said.Beauchemin then told Keogh-Fisher that the answer the situation in the community was a “more structured, efficient police organization which could produce evidence that will stand up in court in order that criminals in Kanesatake could be prosecuted,” according to the cable.Quebec’s public security minister at the time, Jacques Chagnon, managed to broker a deal allowing the trapped police officers to leave the community with an escort of Kahnawake Peacekeepers from the sister Mohawk community, which also sits near Montreal.The cable also wondered whether Quebec Premier Jean Charest was motivated to broker a quick end to the conflict because he was about to depart for Davos, Switzerland, to attend the World Economic Forum.“Cynics have suggested that Premier Charest was anxious to avert a major crisis before his trip to Davos…next week. He may have been reminded that the 1990 Oka stand-off received considerable negative publicity in Europe, where there is strong public sympathy and fascination for the culture and plight of North American native populations,” stated the cable.The cable, however, warned that a quick peace only pushed back the date of an inevitable show-down in Kanesatake.“While the Charest government’s intervention may have precluded a violent clash this week, the possibility remains that confrontations have only been deferred,” the cable stated.The botched raid caused considerable controversy as both the RCMP and the Quebec government distanced themselves from incident. The Quebec government said there was no need for it and the RCMP said the level of organized crime in Kanesatake was no different than anywhere else in the province.After it took power in Ottawa, the Conservative government launched an audit into the former Liberal government’s spending around the Kanesatake police force and the raid.The report, done by auditing firm Navigant Consulting, concluded that the federal Liberal government did not consult with the RCMP before the raid and were also told Quebec’s provincial police would not participate. The report found that the federal Public Safety department was warned the planned raid would trigger a violent reaction.The report also found that Indian Affairs channeled money to Gabriel for policing, even when there was no funding agreement, without consulting Treasury Board.The 2004 botched raid was a culmination of events that began after the tanks and soldiers left Kanesatake in 1990.Years after the Oka crisis, the federal government continued to explore ways to ensure a similar event never happened again.In 1994, it drew up then cancelled military plans to invade Kanesatake and its sister communities of Kahnawake and Akwesasne.In May 1999, Kingston OPP detained a man named Richard Walsh who had sensitive intelligence files in his possessions. Walsh had a rap sheet and had just finished a secret contract with the Kanesatake band as an undercover agent to dig up information on community members.He even posed as a Kanesatake police officer and obtained the military file of former Kanesatake police chief Tracy Cross from CFB Petawawa.Indian Affairs approved at least $25,000 in spending toward Walsh’s activities, according to a 2002 band council resolution calling for an inquiry into the Walsh [email protected] cableDownload (PDF, Unknown)last_img read more

first_img For the past few years, brick-and-mortar retailers didn’t have a fighting chance to compete with the personalization and convenience provided by online shopping. By cultivating mountains of rich customer data, online retailers had the upper hand.Every action and inaction — from what customers clicked on and how much time they spent looking at certain products to their social activity and response to email programs – helped online retailers tailor each email, pop-up or recommended product to drive sales and provide a superior experience. For consumers, it was a welcome reprieve from the antiquated task of visiting a store, being treated as a stranger and receiving often-questionable customer service. This new customer journey had new engagement touch points across marketing, sales and service, and traditional retailers struggled to keep up.Related: This Slick iBeacon Device Helps Retailers Push Deals to In-Store ShoppersThe tides are turning, however. After years of showrooming and online retail commanding more attention along with emerging technology like iBeacons and immersive personalized mobile experiences, the data-driven shopping experience is set to land inside brick-and-mortar stores. The lines between the physical and digital worlds are blurring, and the ease, convenience and excitement previously reserved for online shopping will soon be pillars of tomorrow’s shops.Below are nine mainstays of the future of retail:  1. Personal shoppers for all: Retailers will focus on transforming mobile apps into a personal concierge of sorts when shoppers enter a store. In-store beacons will automatically wake up consumers’ apps to deliver highly relevant and personal content.Shoppers will be welcomed upon entering a store or department. The “personal shopper” app features will point out where they can find favorite products, alert them of products they might like and tell them about items being considered, like which celebrity wore the sunglasses in question.Related: IBM’s Watson Could Be Your Next Shopping Partner2. Fewer (foot) traffic jams: In-store mapping and smart navigation will become highly accurate, thanks to real-time data generated from beacons. By tracking the whereabouts of shoppers, managers can better design layouts to streamline the flow. If a person has a shopping list, at a grocery store, say, the best route to pick up everything will be provided through a mobile device the second that person walks through the door.It will account for real-time situational factors like current movement throughout the store or congested aisles. If the shopper veers off course or adds anything to the list, the recommended route will automatically be refreshed.3. Juicy bait hooks passersby. Retailers will target people who walk by their store through highly personalized offers or messages about things like new styles or reminders about items saved on a wish list. A woman passing a beauty store may be prompted to enter after receiving an alert that she is likely running low on moisturizer, given the date of her last purchase and previous buying behavior.Related: When the Self-Service Customer Smiles4. Self-checkout 2.0. One of the most frustrating parts of in-store shopping, is waiting in a line to check out. More retailers will follow retail pioneer Apple’s lead with its EasyPay self-mobile checkout. The customer find what he or she needs, scan it, selects a payment method and finalize the transaction, without waiting in a line or talking to an associate if not needed. As consumers become increasingly comfortable with contactless payments, the ability to control when and where the checkout happens will become more prevalent.5. On-demand customer service. Previously a customer might have searched to no avail in a store for a sales associate for help in finding a size or answering a question. Leveraging mobile applications, retailers will maximize staff resources and enhance the customer experience by allowing shoppers to virtually request assistance.Through point-of-service applications or mobile or tablet devices, sales associates will instantly and automatically access a shopper’s profile, customer preferences and buying history to provide a better and efficient experience. Predictive analytics will be leveraged to know what a customer wants before he or she asks for it.From the floor, associates will be able to order out-of-stock items seamlessly and select a shopper’s preferred delivery method while also making personalized recommendations on other products.6. Virtual fitting rooms and aisles. The rich virtual world will continue to supplement the physical world via consumers’ phones and connected wearable devices. Shoppers will access information and special offers through augmented reality while moving through a store or seeing how they would look wearing something without trying it on. Plus consumers will be able to opt in to access recommendations, such as for bathing suits based on their body shape and size, virtually try them on and then walk to the counter where a sales associate will be waiting with them. 7. Out-of-store, out-of-home shopping and flexible fulfillment. To compete with Amazon, eBay and other vendors with short-wait and free deliveries, more retailers will offer a menu of flexible fulfillment options, whether it’s a preorder and pickup in a store or shopping in a store offering free home delivery.Companies will introduce shopping capabilities in other arenas, similar to the Tesco Homeplus virtual shopping experience in the Seoul subway system. As consumers continue to hunt for speed and convenience, retailers will seek opportunities that grant customers the ability to shop, pay and schedule delivery in unique environments, from parks and airports to bus stations and stadiums.Related: Are You Ready for the Age of the Customer?8. Power to the consumer. In the palm of their hands, consumers are carrying around their own big data tools. They can scan bar codes and compare prices, check reviews or snap a picture and ask their friends for advice. Consumers have more power than ever before in the shopping experience and as a result, companies will provide rich information and social capabilities optimized for every screen, while integrating scanning and other tools to unlock content in their apps. Customers will shop around and more retailers will take broader steps toward transparency.9.The power of tribes. Powerful communities are being formed around brands and experiences — from runners and cross-fitters to foodies and gamers. More communities will be tied to brands and experiences as never before and will influence major buying decisions.The in-store shopping experience is on the verge of great transformation. Forward-thinking marketers have undertaken inspiring experiments in the effort to enhance store offerings. Retailers of all sizes, though, will soon adopt data-driven strategies to compete with their online cousins on convenience and personalization.As overhead costs stay high, retailers will adopt mobile-first approaches — that leverage beacons, augmented reality and cross-channel customer profiling — to bridge shoppers’ online and offline worlds. In the age of mobile-dominant consumers — who have expectations of real-time, highly relevant and personalized experiences — omni-channel innovation is no longer a merely something nice to have at a physical store. It’s a must-have. Shoppers, then, are poised to be the big winners.Related: Connect With Customers by Leveraging Smartphone Sensors Growing a business sometimes requires thinking outside the box. June 2, 2014 Opinions expressed by Entrepreneur contributors are their own. Free Webinar | Sept. 9: The Entrepreneur’s Playbook for Going Global Register Now » 6 min readlast_img read more