To help celebrate its 70th birthday, Land Rover is doing all sorts of wonderful content distribution, including this one fabulous film about the land of Land Rovers in the Himalayas.

Since 1948 Land Rover has been manufacturing authentic 4x4s that represent true 'breadth of capability' across the model range.
Defender, Discovery, Discovery Sport, Range Rover, Range Rover Sport, Range Rover Velar and Range Rover Evoque each define the world's SUV sectors, with 80% of this model range exported to over 100 countries.
To celebrate the marque’s 70th birthday, this film visits a place that adds a unique chapter to the heritage of Land Rover in India. It’s a story 70 years in the making; a story of a relationship between a place, its people and Land Rovers. Celebrating a rare 'INNER STRENGTH' that keep original Series Land Rovers and their owners going at a unique place known as The Land of Land Rover, Maneybhanjang-Sandakphu.
This fascinating and compelling story unfolded in 1958 in Maneybhanjang, West Bengal. Defined by tough terrain and spectacular landscape, life was tough in the then sparsely populated place along the Indo-Nepal border. But the people were tougher, determined to succeed against the odds, relying on ponies to move themselves and supplies across distances near and far. Until the first of the Series 1 Land Rovers arrived in 1958.

Mobile-only challenger bank Monzo is opening up its accounts to those who have not yet quite made it to adulthood.
The financial app has made its accounts available to people aged 16 and 17 and they are exactly the same accounts as those over 18 get.
The youngsters will be able to open a full UK current account with an account number and sort code, giving them the ability to send and receive money by bank transfer, and set up Direct Debits and standing orders; get a contactless card; use the full Monzo app; and be able to link their Apple Pay and Google Pay accounts.
The one difference between the under 18 accounts and the main adult accounts is that 16 and 17-year olds won’t be offered overdrafts, as such they won’t be charged extra for going overdrawn.
In order to open an account, 16 and 17-year olds will need a phone and photo ID, as well as needing to record a short video of themselves to clarify they are who they say they are.
Once a user turns 18, Monzo will automatically take away the spending blocks that apply to their account and the firm will review spending and withdrawal limits to make sure they’re right for the user. 
Shooting enthusiast and ex-sports personality Sir Ian Botham recently complained that the Royal Society for the Protection of Birds was obsessed with PR.
Putting Sir I’s own well-storied PR addiction aside, the RSPB has subsequently defended its spending on press officers and fundraisers .
Botham is figurehead for You Forgot The Birds, a campaigning group that is calling for the RSPB to reform its conservation policies.
In a statement issue by YFTB, Botham said the RSPB employed 34 members of full-time staff as press officers and 685 members of staff as fundraisers, which, he said, showed the charity’s true priority was promoting itself rather than its bird reserves.
 "No other charity is as obsessed with PR as the RSPB," he said.
He also claimed the charity spent a larger proportion of its income than "any other charity of comparable size" with one press officer for every £4m of income.
"The RSPB is the giant vampire squid of the conservation world," he said.
"Over the last 10 years its 685 fundraisers have pulled in more than £1bn of donations. Its aggressive competition with other charities means that its fundraising costs are so high that far too little gets to the birds."
But the charity said his figures did not reflect the roles actually served by staff.
It said that it employed six full-time staff and three part-time members of staff to directly work with the press on a national level.
The other members of staff mentioned by Botham, the a charity spokesman said, served as first point of contact for local media in their area - but had other duties in their job such as organising events and creating signs for the natures reserves.
The charities annual accounts list 685 staff members whose role is "generating incoming resources", but the spokesman told Third Sector this figure was the total number of people employed in the directorate that deals with fundraising, but that this would also include other members of staff who worked on catering or website design in that directorate.
Botham also criticised the charity for spending £57m of its £134m during its last financial year on "fundraising, education and inspiring support", compared with £36m spent on its bird reserves.
But Martin Harper, director of conservation at the RSPB, said: "The RSPB has two charitable objectives: as well as protecting and conserving nature, we are also required to advance the education and engagement of the public in the conservation of the natural environment.
"Our communications staff play an important part in achieving that second objective, for example organising events, writing and producing materials for use on our reserves and helping to inspire and educate our supporters in how they can help nature themselves. For the majority of these roles, assisting journalists is only a small part of their job."
He said the charity invested around £15m in fundraising and marketing the previous year, which led to around £76m in voluntary donations.
Botham and YFTB have attacked the charity several times over recent years, frequently over the subject of grouse moors. Botham, who owns a grouse shoot, argues grouse shooting land is managed in a way that encourages endangered birds of prey like hen harriers to flourish.
But the RSPB has argued grouse shooting can encourage the illegal killing of hen harriers which feed on grouse chicks. 
Travelport reported a “good” first half of the year in but forecast “a more challenging environment” in the second half due to the continuing heatwave in Europe.
Travel technology and GDS-owner Travelport reported a 6% rise in revenue year on year to almost $1.34 billion for the six months to June in half-year results yesterday and an 8% rise in the second quarter.
The improvement came off the back of a 22% half-year increase in revenue through the company’s Travel Commerce Platform in Europe and a 9% increase in the three months to June.
Travelport president and chief executive Gordon Wilson said: “We remain on track to deliver our financial guidance for the full year, notwithstanding the likelihood of a more challenging market in the second half due to recent demand being adversely impacted by the heatwave in Northern Europe.”
Wilson said: “We’re keeping to our guidance for the full year, but the World Cup, the heatwave in Europe and the fuel price make us a bit circumspect about the second half.”
However, he suggested the heat’s impact on bookings was “not the end of the world”, saying the hot July reduced UK air bookings by about 1%.
Wilson said: “UK bookings were down 6% on our system while England were still in the World Cup.
“Normally, we would expect bookings to immediately spring back when England were knocked out. But bookings remained 1% down in July and we attribute that to the heatwave.”
But he noted: “The UK was 5% up for air bookings [on our system] in the first half of the year, doing much better than Germany, France or Italy.
“In Russia, bookings were down 13.5% during the World Cup and they are still down by 4%.”
Travelport reported a 7% rise in adjusted operating profit to $157 million for the second quarter as its revenue from airline bookings rose 5%.
The company’s ‘beyond air’ revenue from hotels, car hire and other non-air business was up 21% year on year in the quarter and contributed 30% of travel commerce platform revenue – up from 27% a year ago.
Wilson reported: “Revenue growth accelerated across all regions, with air market share growth in Asia, Europe and Latin America.”
Yet he also noted “potential impacts from higher jet fuel prices and tensions in global trade” as well as “the impact of terminating our agreement with a European online travel agent due to their contract breach”. This refers to Greek OTA Tripsta which ceased trading in June.
Technology giant Arm has confirmed its acquisition of enterprise data management specialist Treasure Data in a deal reportedly worth $600m.
The Cambridge-headquartered business said technologies from Treasure Data, the earlier acquisition of Stream and Arm Mbed Cloud will be combined to form the industry's first end-to-end internet of things (IoT) connectivity, device and data management platform.
The new Arm Pelion IoT platform will enable organisations to quickly, securely and sustainably create actionable insights from IoT, enterprise and third-party data.
More than 70 per cent of the world's population are using Arm technology, which is powering products from the sensor to the smartphone to the supercomputer.
Churches and cathedrals all over the UK have been switching to renewable energy in order to tackle climate change.
Church of England places of worship have made the switch to 100% renewable electricity, and faith leaders are urging more to follow suit. More than 5,500 churches have made the switch including some of the UK’s most famous cathedrals.
Church leaders have warned climate change is “one of the great moral challenges of our time”, and hurts the poor first and worst.
Some 15 Anglican cathedrals including Salisbury, Southwark, St Albans, Liverpool, Coventry and York Minster are among the buildings signed up to green electricity tariffs. With an average annual church electricity bill of around £1,000, British churches have diverted more than £5 million from fossil fuels to clean energy providers, it is estimated.
The number of cathedrals running on 100 per cent renewable electricity is down to the Church of England’s procurement group Parish Buying turning its bulk electricity basket to renewables. Other churches have made the move through the Big Church Switch campaign run by Christian charities Christian Aid and Tearfund and the Church of England’s Environment Programme.
Parishes can sign up to national church buying group 2buy2, which pools the combined buying power to negotiate the cheapest possible tariff. Often the renewable energy tariff is cheaper than the fossil fuel-dominated one they were on before, Christian Aid said.
Bishop of Salisbury Nicholas Holtam, the Church of England’s lead bishop on the environment, said: “Climate change is one of the great moral challenges of our time and so it’s fantastic to see churches doing their bit to ensure they reduce their impact on the environment.”
“They are also giving a boost to clean energy, which is essential to reduce harmful carbon emissions. Climate change is an enormous injustice and is hurting the poor first and worst. Switching to responsible sources of electricity may seem like a small thing on its own, but when joined together it can make a real difference.”
Former Archbishop of Canterbury and chairman of Christian Aid Dr Rowan Williams said that the Church of England had agreed to sell its shares in fossil fuel companies not on track to meet the aims of the Paris Agreement on tackling climate change.
“Churches are part of a global network and so are often very aware of the plight of our brothers and sisters suffering from droughts, floods and extreme weather around the world,” he said.
He urged the Government to set a target to cut UK emissions to zero overall by 2050 to ensure Britain “remains a green and pleasant land at home and a climate leader abroad”.
PepsiCo CEO Indra Nooyi, one of the most prominent women to lead a Fortune 500 company, has announced that she will step down on October 3.
She will remain as chairwoman of the board of directors until early 2019. Nooyi, 62, will be replaced by Pepsi's global operations chief Ramon Laguarta, 54.  
Nooyi, who was born in India, is one of a handful of people of color to lead a Fortune 500 company.
She helped turn Pepsi into one of the most successful food and beverage companies in the world. Sales grew 80% during her 12-year tenure. She spearheaded Pepsi's transition to a greener, more environmentally aware company.
Nooyi has been with Pepsi for 24 years. Before becoming CEO, she led the company's expansion through acquisitions, including its 2001 purchase of Quaker Oats. She earned $31 million last year, and $87 million over the last three years, according to company filings.
"Growing up in India, I never imagined I'd have the opportunity to lead such an extraordinary company," she said.
Nooyi grew up in a middle class family in India. When she and her sister were young, their mother challenged them at the dinner table each night to give speeches about what they would do if they were prime minister or another world leader, a Pepsi spokesperson said. After the speeches, their mother would vote.
Laguarta, Nooyi's successor, has served as president of PepsiCo since September 2017, overseeing global operations, corporate strategy, public policy and government affairs. Laguarta is also an immigrant, having been born in Spain. He had previously been CEO of the European and sub-Saharan African unit of Pepsi before being named the company's president.
Nooyi praised her successor, calling him "exactly the right person to build on our success." She also received praise from analysts following her announcement.
"We have had the privilege of knowing Nooyi for over a decade and have been very impressed with her leadership acumen and very thoughtful approach to managing PepsiCo through what has been a period of very choppy waters for broader consumer packaged goods," said Bonnie Herzog, senior analyst at Wells Fargo. "Nooyi has been an exemplary CEO and sets the bar high."
The team behind the successful Irish take on the American hamburger – Eddie Rocket’s – is about to launch a new franchise in Germany following the conclusion of a deal proposed last year.
Niall Fortune, the CEO of Rocket Restaurants announced late last year that his company was on the verge of expanding into the German market, following a deal with Cologne-based Elior Deutschland’s subsidiary Areas , which operates travel, food and retail services with more than 2,000 outlets worldwide.
Rocket Restuarants has 51 restaurants in Ireland, 27 of which are owned and operated by franchisees while Rocket itself directly owns and operate 24 restaurants. They serve more than six million customers throughout its franchise system in Ireland and Northern Ireland each year.
Rocket Restaurants managing director Niall Fortune added: “We are thrilled to have secured a reliable partner to launch the very successful Rocket’s concept into the German market. We are convinced that Areas is the ideal partner to establish Rocket’s on a long-term and sustainable basis in Germany.
“Areas is experienced in building brand awareness and market share in a highly competitive but lucrative European market. Therefore we have decided to cooperate exclusively with Areas as our partner in Germany.”
In the world of smartphone marketing, a vertical niche has now become a battleground for market share.
Chris Millington, who The Advertist reported quit senior-focussed smartphone maker Doro last year, has emerged at UK and Ireland boss for Polish challenger Maxcom.
“I want to make Maxcom a major player in the UK. That’s what this is all about and that’s what I’m aiming to do,” said Millington.
Maxcom is about to mount a challenge against Millington’s former employer Doro in the UK for senior-specific devices.
Looking at Doro’s shipment figures for 2015, the Swedish manufacturer moved 750,000 products globally and claims to be market leader in the UK.
Maxcom is looking to take a 30% chunk of that figure in the next 12 to 18 months of its UK charge which would, according to Millington, make Maxcom a “strong second” in the seniors mobile market.
Millington (pictured) is a 25-year industry veteran who had stints at Kenwood, Sony and most recently for senior device and services specialist Doro, departing last year after serving for more than 20 years as UK managing director.
He was headhunted by Polish mobile manufacturer and distributor Maxcom in June 2017 with responsibility for the promotion, sales and management of Maxcom in the UK.
The Polish vendor has been in the telecommunications and technology industry since 2003, the past nine years developing mobiles. It shipped 1.5 million mobiles in central and eastern Europe last year.
The brand holds prestige with its operator partnerships with all four major Polish operators – Orange, Plus, T-Mobile and Play. Internationally, it partners with MVNOs as well as MNOs – Telemach (Slovenia), Telekom Slovenije (Slovenia), Telenor (Norway), Bazile Telecom, T-Mobile, Orange and Velcom.
For its 2017 fiscal year ending in December, the Maxcom Group reported more than £23 million in revenue for 2017, up half a million year on year (2016: £22.5m).
The figure for 2016 was more than double what was taken in 2015 (£10.4m). Net profit in 2017 stood at £1.8m, down from £2.5m YoY. Profit in 2015 was only £829k but then more than doubled.
Maxcom produces not only mobiles but also fixed lines, wearables, electric scooters, mobile accessories, sat navs, and even baby monitors.
The company is right at the very beginning of its UK market push, having yet to establish a UK base. Currently Maxcom UK is a two- man band including Millington, but the team will grow slowly as required, said Millington.
Maxcom’s first steps to becoming a major UK player is to push devices into more retailers and build the presence of the brand. The aim by the end of the year is to secure one operator ranging deal and be ranged by the majority of UK retailers in order for Maxcom’s debut year to be a successful one.
But Millington realises it will be a steady journey for the vendor, which has little to no brand presence on these shores.
“I would hope we’ll be in the majority of main mass market retailers. Whether we get any of the products into the network by that time or not might be a little bit too early to say. I’m looking to get into one operator by Christmas,” said Millington.
“I built Doro’s proposition to the retailer strategy. I understand which part of the jigsaw I need before I can start putting all the other elements in later.
Hopefully that experience gets me in the door with retailers. However, Maxcom has to prove itself at being able to provide something unique or alternative.
Retailers demand the need to save costs and add additional value, while bringing something they don’t have to their portfolio.
“The Maxcom proposition is more expansive. Doro is focused exclusively on seniors but Maxcom isn’t. There are other products in the portfolio that can reach a broader audience that will enable me to drive the brand in a slightly different way and help networks and retailers find some different products to sell.”
Millington recognises the dominant position Doro is currently in as he was at the helm for the past few years and held senior positions in it formative years in the UK.
“Doro literally occupies 100%, which is partly due to there being hardly any other players. That’s part of the appeal of why I joined Maxcom – it’s not impossible to challenge in the UK senior space.
“When asked me to join, I thought, “Okay, I have done this for a brand before and brought it into that dominant brand position”. Doro is only dominant in the UK, but nowhere else except its native Sweden.
In France, Germany and Spain it has maybe around 30pc. Coming to the UK, it managed to sell those products against the same competition with the products and prices. Over time in the UK competition pulled out and weren’t able to compete with Doro at the time.”
In mobiles Maxcom manufactures feature phones, smartphones and rugged devices. For now, Maxcom will release and promote six brand new feature phones in the UK, with more to come in Q4 this year.
Millington believes Maxcom offers a unique proposition to customers and retailers through high quality and excellent design, which offers Maxcom a better chance in the mainstream feature phone arena, unlike Doro, going against the likes of the Nokia 3310.
In October, Maxcom will release a new senior-focused smartphone with an age barrier-breaking design.
Millington refused to disclose more about the device, stating that due to Maxcom being listed on the Warsaw Stock Exchange the device needs to be vetted there first before a wider announcement.
Maxcom have similar devices and features such as enhanced loudspeakers and big buttons, but Millington says the design of the devices are more geared to mainstream audiences and doesn’t scream, “Hey, old person”.
The Comfort range has senior-specific features such as an enhanced loudspeaker and big buttons, while the Classic range takes on a modern design.
“What Maxcom gives networks and retailers the opportunity to do is think outside the box and add something into their range that doesn’t necessarily shout, “Hey, older person” but offers
simplicity at the same time. It has all the characteristics of a senior device but it doesn’t look like one. It has a broader opportunity.
“I was looking around in terms of other products that could be comparable. There’s an old Nokia out there that has a three inch screen on a feature phone with a 5MP camera.
Even the second-hand ones are selling at £80, and what we have here are brand new feature phones for £80 or less,” said Millington.
The seniors mobile space is different now and Millington claims Doro, during his time there, established the segment, an experience he described as a “living nightmare” at “ground zero”.
Now that the seniors market is a established one, Millington reckons there’s room for competition from the likes of Maxcom, now that ageist opinions have been proven wrong.
“When I was at Doro and launched the first senior mobile the market didn’t exist, we had to create it. The job was to find a few retailers to sell and market the products in the right way.
“Once established in a few retailers such as Argos and Amazon and specialist retailers such as Action Hearing Loss, then you find yourself a network operator to trial it and then build form there.
“Eventually all network and key mobile retailers will come onboard. It seems like magic that I am doing the same thing again.
“For Doro it was a nightmare trying to establish the seniors market, people simply didn’t believe it was a profitable market with volumes to drive.
“They didn’t take it seriously and I remember being told many times, “Clamshells are dead”. It is now the number one format by an absolute mile. I also heard it said that “Old people don’t buy phones”. Oh yes they do.
“It was an ageist issue we had to overcome as well as convincing the retailers and operators there was an opportunity here.”
Although he and Maxcom now face less of a mountain, there’s still the matter of Maxcom being a completely new entity in the UK market. Its debut and growth will be slow, compared to the debut of HMD Global, the holder of the luminary Nokia brand.
“Absolutely our biggest challenge will be to get the known in the UK market. Taking a brand form zero to something is not easy, but I’ve done it before. First, we need the right retail partners and distribution strategy to make this work.
“Once this is more established we’ll start using PR, getting the reviews in and then have some from of marketing strategy which will obviously be funded by the revenue and growth of the business.”
A solicitor has been named as the person responsible for maintaining the integrity of its players in a new appointment for the sport’s governing body, The England and Wales Cricket Board.
Meena Botros will take up the new post next month and as well as advising on commercial arrangements and meeting regulatory standards, he will also handle disciplinary and behaviour issues of players involved in the domestic game.
Integrity within sport has been a hot topic in recent months, not least in cricket where there has been a ball-tampering scandal in Australia, allegations of spot fixing and new measures to allow umpires to send off players.
ECB chief executive Tom Harrison, said: ‘Meena will oversee the work of the new Integrity Department, which includes anti-doping, anti-corruption, safeguarding, player discipline, financial regulation and game-wide standards.
‘Placing all these critical areas under one roof for the first time, together with Meena’s director-level appointment represent major structural steps in embedding integrity at the heart of ECB.’
Botros began his career at international firm Norton Rose before becoming legal director of the Lawn Tennis Association, the governing body for tennis in this country.

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