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We've all gone through our stage when we walked in the gym and the first piece of equipment that we went to was the Bench Press.

It was the measuring rod of "strength" back in the day and it was necessary if you wanted to answer the question - "Whaddya Bench?"

But now as we are older and wiser we know that there is more than one way to develop strength and power.

If there is one thing that we accept as functionalist (people who believe in the concepts of functional training) its that there is more than one way to "skin a cat".

But the question of the day is, "Which one? Push Ups or Bench Press?"

Well, we can tell you right now that the most inexpensive choice is the push up!! And let's be honest, more often than not, cost is the limiting factor of exercise selection. That is why bodyweight exercises are so popular.

There is no one training modality that is THE GREATEST, but Bodyweight Training is hard to beat.

And it is probably the best choice for anyone looking to get in some great shape.

Why?

When doing a push up you have an opportunity to use your abdominals and your core in a fashion that you just cannot do when you are bench pressing.

And there are *tricks* to performing the bench and moving massive weight. There are no such *tricks* with the pushup.

If you don't have a strong midsection, pushups will be difficult for you period.

For the personal trainers.........

How many times have you seen clients try to do a pushup and look like they are an inverted "U". Their back just sags down.

The reasoning is a weak core.

So if you want to save time, some money, and spice up your training. Throw the pushup in your training program.

Rhadi Ferguson is an expert on Bodyweight Training and has some excellent resources on Bodyweight Training which can be found at http://www.thebodyweightworkout.com He also has a bodyweight training package called The Backyard Workout which you can find at http://www.thebackyardworkout.net

Are Strategic Alliances "black-holes" or Lightening-rods for Business Innovation?

By forming strategic alliances, large pharmaceutical firms gain visibility to new drug concepts. New technology and customer solutions are jointly developed and delivered in high-technology. Businesses of all types reach new market penetration.

In the alliance between Yahoo and EBay, EBay owns PayPal and Skype and now is extending its reach to the huge Yahoo user community. Yahoo benefits from Ebay as an advertising client and together they deliver a strategic strike against Google in the Internet advertising space.

Yet, when you ask business professionals "What are strategic alliances?" They say:

• Two companies working together, it is kind of fuzzy.
• Those employees over there, we don't know what they really do and what value they provide

When conducting research studies with Ann E. Trampas, Adjunct Professor of Marketing at the Keller Graduate School of Business and Chairman of the President's Council-The Association of Strategic Alliances Professionals, I discovered that many companies treat alliances as a narrow sales, marketing or R&D function.

The value of strategic alliances is continually described through the services it delivers for that particular function. Too often, alliances are pushed in the direction of "What sale has this partner delivered for us lately."

This will not deliver significant innovation for your business and will not create the value and growth you would expect.

Hare Are My Top 4 Factors That Signal You Are Not Getting the Most Out of Your Strategic Alliance's Organization:

1.
Organization:
Where do alliances reside in your corporate structure? If alliances reside entirely within a functional area such as sales, it is siloed. It only supports objectives for that part of the organization.

2.
Mindset:
How do executives and alliance managers view alliances? If executives view alliances as strategic rather than tactical, they will invest in it. If they do not, alliance budgets will be cut the moment belt–tightening occurs. If alliance executives only have experience in a single functional area, they typically will shape the organization from that perspective. Remember, people operate in their comfort zone.

3.
History of Success:
What worked before? If alliances have been successful in building an efficient supply chain, they are thought of as part of procurement. If alliances have been part of an effective distribution channel, they are thought of as part of the organization's sales success. Again, siloed thinking.

4.
Compensation Plan:
How are alliance successes rewarded? If bonuses are tied to quarterly revenues, results will be short-term tactical opportunistic approaches. Alliance managers will find partners who have the near-term deal even if partnering with another company will bring greater opportunity later. If executive bonuses are not tied to alliance performance, there will not be any executive involvement or support.

To keep pace with today's realities, alliance management needs to become a horizontal, broad-based approach as much as it is a vertical "function." It needs to be corporate-wide competency embedded in all employees that collaborate with outside firms. Employees must learn partnering concepts and apply it to their day-to-day business. And executives need to eliminate any siloed thinking.

Objective, leading-edge alliance organizations can help you focus on ensuring that alliances and channels are structured correctly from the outset, with the optimal mix of influence and reseller relationships relative to business objectives. Here are 5 more ways alliance organizations can help you…

5 Ways Leading-Edge Alliance Organizations Deliver Significant Innovation, Value Creation and Growth

• They act as an enablement group, similar to M&A to support the rest of the corporation in learning partnering best practices, and as the "go to" experts for structuring relationships.
• They work hand-in-hand with M&A and strategy groups by serving as a vanguard on the latest techniques and strategic opportunities.
• They measure and reward work across functions instead of in a silo
• They manage investments across the partner portfolio
• They manage and negotiate major relationships.

Follow my advice and you will be able to create an effective strategic alliance that enables your organization to gain visibility, create and deliver new products and services, and reach new market penetration.
About the Author

About the Author:
Adrian Carol Ott, CEO of Exponential Edge, Inc. provides strategies for revenue creation, co-innovation, and for marketing, sales and alliance effectiveness to corporations who want to grow and innovate through strategic partnering and research. For more FREE, Sound, Bankable Advice guaranteed to ignite innovation get Adrian's FREE Exponential Ideas newsletter at www.exponentialedge.com

Which engine is better for orverall performance, an American push rod engine or a Japanese DOHC engine?

For example, the Nissan Titan vs. the Chevrolet Silverado or the Nissan 350Z vs the 6 cylinder Ford Mustang.

It's really all personal preference. They both have pros and cons.

I like them both for different reasons.

I really must say though - the 350Z vs. Mustang V6?? This is comparing apples to oranges. The performance version of the Mustang is the V8 GT model, the V6 is just a commuter.

Where as the truck comparison...what about Ford, they've had an overhead cam in their V8 trucks for several years now.

Also, Japanese makers squeeze massive amounts of power out of smaller engines (fours and sixes) due to high emission standards, small vehicle platforms, etc.

Concern over chuckwagon’s future
A chuckwagon driver fears the demise of his sport in the face of mounting pressure from animal rights groups and urbanites shocked at the deaths of horses at the Calgary Stampede.

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