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There are several theories that account for equine foot function, most refer to the function of the digital cushion-lateral cartilage anatomy. Close examination of the digital cushion and the relationship it holds to the lateral cartilage anatomy, and surrounding tissue calls into question current theory. The two most widely accepted theories on foot function are the depression theory, pressure theory, and more recently the haemodynamic theory. What follows is a review of those theories, and the introduction of a new theory on foot function.

The depression theory holds that pastern movement into the digital cushion during the impact phase of the stride causes the digital cushion to force the cartilages of the foot outward, aiding in circulation and energy management.

The pressure theory utilizes ground (solar) contact, with the frog stay pushing upwards into the digital cushion forcing the lateral cartilages to move outward. Both theories speculate that the digital cushion and the vasculature that accompanies it play a role in energy management, with the digital cushion absorbing the energy. 1

The haemodynamic theory attempts to define haemodynamic function of the digital cushion have also suggested that during ground impact, the outward expansion of the cartilages of the foot occurs through the bars’ contact with the axial projections of the cartilage, and the downward movement of the bony column into the digital cushion. When this occurs, it is hypothesized that venous blood within the vessels of the palmar aspect of the foot is forced into the micro venous vasculature within the vascular channels of the ungular cartilage of the foot. Hydraulic resistance to flow through the micro vasculature dissipates the high energy. It is thus hypothesized that foot haemodynamic action accounts for the negative pressure recorded at mid stance, stating that the negative pressure would allow for refilling of the vasculature before next foot fall.1,2 It is further hypothesized that the negative pressure is the result of rapid outward movement of the cartilages of the foot. 2

Research into those structures that join with the cartilages of the foot, and the digital cushion provide evidence that may contradict the pressure, depression, and haemodynamic theories and support several aspects of a fourth theory, the Suspension Theory of Hoof Dynamics(TM).

Examination of those structures that may work in concert with the cartilages and digital cushion is necessary to formulate a working hypothesis for foot function. We need to look to areas that may have otherwise been over looked in previous attempts to understand foot function.

The coronary band and its attachment are very poorly defined, when compared to those of the ligaments, cartilage, and digital cushion of the foot. Its attachment to the ungular cartilages and extensor process could prove to be a vital piece of the puzzle in the search to define proper foot function. The coronary band (Pulvinus coronae) lies in the coronary groove immediately distal to the periople corium, proximal to the parietal surface of the distal phalanx, and abaxial of the ungular cartilages of the foot.

In vitro studies of the coronary band suggest that its relationship to the ligaments of the foot and cartilages of the foot may play a significant role in haemodynamic flow.3

The Suspension Theory of Hoof Dynamics(TM) hypothesis that during the ground impact phase, the pastern begins to descend, causing the lateral cartilages of the foot to move outward. This occurs as a result of ligament, fibrous and fascia attachment influences, and displacement caused by the second phalanx, as opposed to digital cushion displacement. The pressure exerted on the vasculature of the foot by the displacement of the cartilages by the distal palmar movement of P2, and the resistance provided by the coronary band and its attachment restrict venous blood flow.

The Suspension Theory of Hoof Dynamics(TM) further hypothesizes that just prior to mid stance, the pastern begins to ascend, this releasing venous blood now under pressure. This rapid exchange of blood under pressure from the ungular cartilage, and coronary vasculature to the proper palmar digital vein would result in a negative pressure in the foot. This action would presumably cause rejection of both the pressure, and depression theories, as well as dispel the concept that hoof expansion was responsible for finding negative pressure within the digital cushion at mid stance. The suspension theory redefines haemodynamic function, to include haemodynamic response.

The amount of resistance that the venous blood meets during the stance phase would depend upon several factors including, health of internal arch apparatus (defined as all foot structures, less hoof capsule), pastern movement, and amount of force. The greater the force, the greater the pastern movement, the greater the resistance the coronary band , ligaments, and cartilages would need to provide. The amount of pressure within the foot during the impact and stance phase will be in direct ratio to pastern movement, and the resistance to expansion provided by the cartilage, coronary band, and hoof capsule. It then becomes the amount of pressure, and the health of hoof capsule, connective tissue, ungular cartilages, and digital cushion that will determine haemodynamic response and energy utilization. All directional movement of the ungular cartilages, coupled with distal palmar movement of P2 would result in a variable restriction of blood flow proximally from the foot. It is likely that medial-lateral and proximal-distal movement of the palmar axial projection of the lateral cartilages would be influential in the timing, and the ratio of force to pressure occurring during the impact and stance phases of the stride.4 It can easily be understood why the coronary band has been overlooked as an important component in energy management, with the coronary band being commonly viewed as elastic in nature. 5,6,7

Anatomical evidence further supports our hypothesis of a functional internal arch apparatus, where all structures work in concert to regulate haemodynamic flow, haemodynamic response, and energy management. This hypothesis would seem to negate the simplistic belief that the frog’s primary function is to pump blood, or to act as a vehicle for the necessary displacement of the digital cushion, as outlined in the pressure, and depression theories. The STHD defines the angle of the bar/wall, and the relationship they hold to the palmar axial projections of the ungular cartilages as the primary instigators of pastern movement upon impact, this would explain why performance horses are capable of dealing with the energies created at speed, with less than healthy frogs. Injury appears to occur more often in the foot with poor conformation of heels, than in those that have unhealthy frogs, although unhealthy frogs often accompany poor heel conformation. Whereas shoeing will support the depression, pressure and haemodynamic theories, it will not support the STHD. The depression, pressure, haemodynamic theories require only expansion and contraction of the palmar aspect of the foot, where the suspension theory requires three dimensional distortion of the cartilages and palmar aspect of the Teambuilding.

1. Bowker RM, New Theory may help avoid Navicular, News Release, March 1999, Mich. State
University,

2. Dyhre-Poulsen P, Smedgaard HH, Roed J, et al: Equine hoof function investigated by pressure
transducers inside the hoof and accelerometers mounted on the first phalanx, Equine Vet J 26:362, 1994

3. La Pierre KC, Lord RA, et al: Unpublished data. Coronary Band Functional Anatomy: a biomechanical study, 2006

4. Denoix JM, The Equine Distal Limb, An Atlas of Clinical Anatomy and Comparative Imaging, ed 4th, 2005, London, Manson Publishing Ltd.

5. Butler D, Butler KD, The Principles of Horseshoeing, 3rd ed, pg 219, Doug Butler Enterprises, Co. 2004

6. Dollar AW, The elastic tissues of the foot, In: A handbook of horse shoeing, New York: Jenkins
Veterinary Publisher & Bookseller, 1898;15-16

7. Egerbacher M, Helmreich H, et al, Digital cushions in horses comprise coarse connective tissue, myxoid tissue, and cartilage but only little unilocular fat tissue, Anat, Histol, Embryol, Vol.34, 2:112, 2005

KC La Pierre, RJF is the Co-Founder of the Institute of Applied Equine Podiatry, Inc. A professional Farrier for over two decades, a researcher, and educator. KC La Pierre is a proud member of the Guild of Professional Farriers and a traditional Journeyman Blacksmith. Recongnized by many as one of the foremost Applied Equine Podiatrist in the world today. His lectures and teachings have been presented throughout the U.S. and Abroad. His innovative approach to teaching the art of Applied Equine Podiatry has met with rave reviews the world over.

The car rental industry is a multi-billion dollar sector of the US economy. The US segment of the industry averages about $18.5 billion in revenue a year. Today, there are approximately 1.9 million rental vehicles that service the US segment of the market. In addition, there are many rental agencies besides the industry leaders that subdivide the total revenue, namely Dollar Thrifty, Budget and Vanguard. Unlike other mature service industries, the rental car industry is highly consolidated which naturally puts potential new comers at a cost-disadvantage since they face high input costs with reduced possibility of economies of scale. Moreover, most of the profit is generated by a few firms including Enterprise, Hertz and Avis. For the fiscal year of 2004, Enterprise generated $7.4 billion in total revenue. Hertz came in second position with about $5.2 billion and Avis with $2.97 in revenue.

Level of Integration

The rental car industry faces a completely different environment than it did five years ago. According to Business Travel News, vehicles are being rented until they have accumulated 20,000 to 30,000 miles until they are relegated to the used car industry whereas the turn-around mileage was 12,000 to 15,000 miles five years ago. Because of slow industry growth and narrow profit margin, there is no imminent threat to backward integration within the industry. In fact, among the industry players only Hertz is vertically integrated through Ford.

Scope of Competition

There are many factors that shape the competitive landscape of the car rental industry. Competition comes from two main sources throughout the chain. On the vacation consumer’s end of the spectrum, competition is fierce not only because the market is saturated and well guarded by industry leader Enterprise, but competitors operate at a cost disadvantage along with smaller market shares since Enterprise has established a network of dealers over 90 percent the leisure segment. On the corporate segment, on the other hand, competition is very strong at the airports since that segment is under tight supervision by Hertz. Because the industry underwent a massive economic downfall in recent years, it has upgraded the scale of competition within most of the companies that survived. Competitively speaking, the rental car industry is a war-zone as most rental agencies including Enterprise, Hertz and Avis among the major players engage in a battle of the fittest.

Growth

Over the past five years, most firms have been working towards enhancing their fleet sizes and increasing the level of profitability. Enterprise currently the company with the largest fleet in the US has added 75,000 vehicles to its fleet since 2002 which help increase its number of facilities to 170 at the airports. Hertz, on the other hand, has added 25,000 vehicles and broadened its international presence in 150 counties as opposed to 140 in 2002. In addition, Avis has increased its fleet from 210,000 in 2002 to 220,000 despite recent economic adversities. Over the years following the economic downturn, although most companies throughout the industry were struggling, Enterprise among the industry leaders had been growing steadily. For example, annual sales reached $6.3 in 2001, $6.5 in 2002, $6.9 in 2003 and $7.4 billion in 2004 which translated into a growth rate of 7.2 percent a year for the past four years. Since 2002, the industry has started to regain its footing in the sector as overall sales grew from $17.9 billion to $18.2 billion in 2003. According to industry analysts, the better days of the rental car industry have yet to come. Over the course of the next several years, the industry is expected to experience accelerated growth valued at $20.89 billion each year following 2008 “which equates to a CAGR of 2.7 % [increase] in the 2003-2008 period.”

Distribution

Over the past few years the rental car industry has made a great deal of progress to facilitate it distribution processes. Today, there are approximately 19,000 rental locations yielding about 1.9 million rental cars in the US. Because of the increasingly abundant number of car rental locations in the US, strategic and tactical approaches are taken into account in order to insure proper distribution throughout the industry. Distribution takes place within two interrelated segments. On the corporate market, the cars are distributed to airports and hotel surroundings. On the leisure segment, on the other hand, cars are distributed to agency owned facilities that are conveniently located within most major roads and metropolitan areas.

In the past, managers of rental car companies used to rely on gut-feelings or intuitive guesses to make decisions about how many cars to have in a particular fleet or the utilization level and performance standards of keeping certain cars in one fleet. With that methodology, it was very difficult to maintain a level of balance that would satisfy consumer demand and the desired level of profitability. The distribution process is fairly simple throughout the industry. To begin with, managers must determine the number of cars that must be on inventory on a daily basis. Because a very noticeable problem arises when too many or not enough cars are available, most car rental companies including Hertz, Enterprise and Avis, use a “pool” which is a group of independent rental facilities that share a fleet of vehicles. Basically, with the pools in place, rental locations operate more efficiently since they reduce the risk of low inventory if not eliminate rental car shortages.

Market Segmentation

Most companies throughout the chain make a profit based of the type of cars that are rented. The rental cars are categorized into economy, compact, intermediate, premium and luxury. Among the five categories, the economy sector yields the most profit. For instance, the economy segment by itself is responsible for 37.7 percent of the total market revenue in 2004. In addition, the compact segment accounted for 32.3 percent of overall revenue. The rest of the other categories covers the remaining 30 percent for the US segment.

Historical Levels of Profitability

The overall profitability of the car rental industry has been shrinking in recent years. Over the past five years, the industry has been struggling just like the rest of the travel industry. In fact, between the years 2001 and 2003 the US market has experienced a moderate reduction in the level of profitability. Specifically, revenue fell from $19.4 billion in 2000 to $18.2 billion in 2001. Subsequently, the overall industry revenue eroded further to $17.9 billion in 2002; an amount that is minimally higher than $17.7 billion which is the overall revenue for the year 1999. In 2003, the industry experienced a barely noticeable increase which brought profit to $18.2 billion. As a result of the economic downturn in recent years, some of the smaller players that were highly dependent on the airline industry have done a great deal of strategy realignments as a way of preparing their companies to cope with eventual economic adversities that may surround the industry. For the year 2004, on the other hand, the economic situation of most firms have gradually improved throughout the industry since most rental agencies have returned far greater profits relative to the anterior years. For instance, Enterprise realized revenues of $7.4 billion; Hertz returned revenues of $5.2 billion and Avis with $2.9 billion in revenue for the fiscal year of 2004. According to industry analysts, the rental car industry is expected to experience steady growth of 2.6 percent in revenue over the next several years which translates into an increase in profit.

Competitive Rivalry Among Sellers

There are many factors that drive competition within the car rental industry. Over the past few years, broadening fleet sizes and increasing profitability has been the focus of most companies within the car rental industry. Enterprise, Hertz and Avis among the leaders have been growing both in sales and fleet sizes. In addition, competition intensifies as firms are constantly trying to improve their current conditions and offer more to consumers. Enterprise has nearly doubled its fleet size since 1993 to approximately 600,000 cars today. Because the industry operates on such narrow profit margins, price competition is not a factor; however, most companies are actively involved in creating values and providing a range of amenities from technological gadgets to even free rental to satisfy customers. Hertz, for example, integrates its Never-Lost GPS system within its cars. Enterprise, on the other hand, uses sophisticated yield management software to manage its fleets.

Finally, Avis uses its OnStar and Skynet system to better serve the consumer base and offers free weekend rental if a customer rents a car for five consecutive days Moreover, the consumer base of the rental car industry has relatively low to no switching cost. Conversely, rental agencies face high fixed operating costs including property rental, insurance and maintenance. Consequently, rental agencies are sensitively pricing there rental cars just to recover operating costs and adequately meet their customers demands. Furthermore, because the industry experienced slow growth in recent years due to economic stagnation that resulted in a massive decline in both corporate travel and the leisure sector, most companies including the industry leaders are aggressively trying to reposition their firms by gradually lessening the dependency level on the airline industry and regaining their footing in the leisure competitive arena.

The Potential Entry of new Competitors

Entering the car rental industry puts new comers at a serious disadvantage. Over the past few years following the economic downturn of 2001, most major rental companies have started increasing their market shares in the vacation sector of the industry as a way of insuring stability and lowering the level of dependency between the airline and the car rental industry. While this trend has engendered long term success for the existing firms, it has heightened the competitive landscape for new comers. Because of the severity of competition, existing firms such as Enterprise, Hertz and Avis carefully monitor their competitive radars to anticipate Sharpe retaliatory strikes against new entrants. Another barrier to entry is created because of the saturation level of the industry.

For example, Enterprise has taken the first mover advantage with its 6000 facilities by saturating the leisure segment thereby placing not only high restrictions on the most common distribution channels, but also high resource requirements for new firms. Today, Enterprise has a rental location within 15 miles of 90 percent of the US population. Because of the network of dealers Enterprise has established around the nation, it has become relatively stable, more recession proof and most importantly, less reliant on the airline industry compared to its competitors. Hertz, on the other hand, is utilizing the full spectrum of its 7200 stores to secure its position in the marketplace. Basically, the emergence of most of the industry leaders into the leisure market not only drives rivalry, but also it varies directly with the level of complexity of entering the car rental industry.

The Threat of Substitute

There are many substitutes available for the car rental industry. From a technological standpoint, renting a car to go the distance for a meeting is a less attractive alternative as opposed to video conferencing, virtual teams and collaboration software with which a company can immediately setup a meeting with its employees from anywhere around the world at a cheaper cost. In addition, there are other alternatives including taking a cab which is a satisfactory substitute relative to quality and switching cost, but it may not be as attractively priced as a rental car for the course of a day or more. While public transportation is the most cost efficient of the alternatives, it is more costly in terms of the process and time it takes to reach one’s destination. Finally, because flying offers convenience, speed and performance, it is a very enticing substitute; however, it is an unattractive alternative in terms of price relative to renting a car. On the business segment, car rental agencies have more protection against substitutes since many companies have implemented travel policies that establish the parameters of when renting a car or using a substitute is the best course of action.

According to Tracy Esch, an Advantage director of marketing operations, her company rents cars up to a 200-mile trip before considering an alternative. Basically, the threat of substitute is reasonably low in the car rental industry since the effects the substitute products have do not pose a significant threat of profit erosion throughout the industry.

The Bargaining Power of Suppliers

Supplier power is low in the car rental industry. Because of the availability of substitutes and the level of competition, suppliers do not have a great deal of influence in the terms and conditions of supplying the rental cars. Because the rental cars are usually purchased in bulk, rental car agents have significant influence over the terms of the sale since they possess the ability to play one supplier against another to lower the sales price. Another factor that reduces supplier power is the absence of switching cost. That is, buyers are not affected from purchasing from one supplier over another and most importantly, changing to different supplier’s products is barely noticeable and does not affect consumer’s rental choices.

The Bargaining Power of Buyers

While the leisure sector has little or no power, the business segment possesses a significant amount of influence in the car rental industry. An interesting trend that is currently underway throughout the industry is forcing car rental companies to adapt to the needs of corporate travelers. This trend significantly reduces supplier power or the rental firms’ power and increases corporate buyer power since the business segment is excruciatingly price sensitive, well informed about the industry’s price structure, purchase in larger quantities and they use the internet to force lower prices. Vacation buyers, on the other hand, have less influence over the rental terms. Because vacationers are usually less price sensitive, purchase in lesser amounts or purchase more infrequently, they have weak bargaining power.

Five Forces

Today the car rental industry is facing a completely different environment than it did five years ago. Competitively speaking, the revolution of the five forces around the car rental industry exerts some strong economic pressure that has significantly tarnished the competitive attractiveness of the industry. As a result of the economic downturn in recent years, many companies went under namely Budget and the Vanguard Group because their business infrastructure succumbed to the untenability of the competitive environment. Today, very few firms including Enterprise, Hertz and Avis return a slightly above-average revenue compared to the rest of the industry. Realistically speaking, the car rental sector is not a very attractive industry because of the level of competition, the barriers to entry and the competitive pressure from the substitute firms.

Strategic Group Mapping

As a moderately concentrated sector, there is a clear hierarchy in the car rental industry. From an economic standpoint, disparities exist from a number of dimensions including revenue, fleet size and the market size each firm holds in the market place. For instance, Enterprise dominates the industry with a fleet size of approximately 600,000 vehicles along with its market size and its level of profitability. Hertz comes in second position with its number of market shares and fleet volume. In addition, Avis ranks third on the map. Avis is among one of the companies that is having issues recovering its revenue margins from prior to the economic downturn. For instance, in 2000 Avis returned revenues of approximately $4.23 billion. Over the course of the next several years following 2000, the revenue of Avis has been significantly lower than that of 2000. As a way of reducing uncertainty most companies are gradually lessening the level of dependency on the airline industry and emerging the leisure market. This trend may not be in the best interest of Hertz since its business strategy is intricately linked to the airports.

Key Success Factors

There are many key success factors that drive profitability throughout the car rental industry. Capacity utilization is one of the factors that determines success in the industry. Because rental firms experience loss of revenue when there are either too few or too many cars sitting in their lots, it is of paramount importance to efficiently manage the fleets. This success factor represents a big strength for the industry since it lowers if not completely eliminates the possibly of running short on rental cars. Efficient distribution is another factor that keeps the industry profitable. Despite the positive relationship between fleet sizes and the level of profitability, firms are constantly growing their fleet sizes because of the competitive forces that surround the industry. In addition, convenience is one of the crucial attributes by which consumers select rental firms. That is, car rental consumers are more prone to renting cars from firms that have convenient rental and drop off locations. Another key success factor that is common among competing firms is the integration of technology in their business processes. Through technology, for instance, the car rental companies create ways to meet consumer demand by making renting a car a very agreeable ordeal by adding the convenience of online rental among other alternatives. Furthermore, firms have integrated navigation systems along with roadside assistance to offer customers the piece of mind when renting cars.

Industry Attractiveness

There are many factors that impact the attractiveness of the car rental industry. Because the industry is moderately concentrated, it puts new market entrants at a disadvantage. That is, its low concentration represents a natural barrier to entering the industry as it allows existing firm to anticipate sharp retaliations against new entrants. Because of the risks associated with entering the industry among other factors, it is not a very attractive sector of the marketplace. From a competitive standpoint, the leisure market is 90 percent saturated because of the active efforts of Enterprise to dominate this sector of the market. On the other hand, the airport terminals are heavily guarded by Hertz. Realistically speaking, entry in the industry offers low profitability relative to the costs and risks associated. For most consumers, the main determining factors of choosing one company over another are price and convenience. Because of this reason, rental firms are very circumspect about setting their rates and that generally force even the industry major players in the position of offering more to the consumers for less just to remain competitive. Hertz, for example, offers wireless internet to its customers just to add more convenience to their travel plans. Avis on the other hand, offers free weekend specials if a customer rents a car for five consecutive weekdays. Based on the impact of the five forces, the car rental sector is not a very attractive industry to potential new market entrants.

Conclusion

The rental car industry is in a state of recovery. Although it may seem like the industry is performing well financially, it is nonetheless gradually regaining its footing relative to its actual economic position within the last five years. As a way of insuring profitability, besides seeking market shares and stability, most companies throughout the chain have a common goal that deals with lowering the level of dependency on the airline industry and moving toward the leisure segment. This state of motion has engendered some fierce competition among industry competitors as they attempt to defend their market shares. From a futuristic perspective, the better days of the car rental industry have yet to come. As the level of profitability increases, I believe that most of the industry leaders including Enterprise, Hertz and Avis will be bounded by the economic and competitive barriers of mobility of their strategic groups and new comers will have a better chance of infiltrating and realizing success in the Rhodes car rentel industry.

Once you have designed your own landscaping or had a professional company do it for you, it is time to take care of it and make sure everything progresses they way you want. This is when a landscape service maintenance program comes into the picture.

The main factors of a maintenance program cover the caring of ground cover, shrubs, lawn, vines, and flower beds. In order to maintain the shape you want, your shrubs and bushes need a regular maintenance. Weekly weeding of your flower bed; mowing, trimming, and watering of the lawn; and mulching, pruning, and fertilizing needs to be performed on a regular basis. The most valuable attraction of your landscape, your trees, also needs to be trimmed when necessary and once yearly deep root fertilization should be scheduled.

A regular weekly scheduled landscape service will maintain the health of your plants, keep it good looking, and keep the original design in tact.

When you are searching for a company for your yard, there are few things to keep in mind. You take pride in the enjoyment and beauty of your landscaping and you want a landscape service that will maintain that pride. Make sure the landscape maintenance company is the right one for your needs.

Most homeowners have different needs and not everyone wants a service that does everything. Some home gardeners just want someone to mow the lawn and fertilize it occasionally so they have more time to maintain their flower and vegetable gardens. For this type of gardener maybe a lawn care company will work. Others don’t have the time for a perfect yard but still want one, the shaped shrubs, weeded flower beds, and perfectly manicured lawn. This type of homeowner is going to need a full-service landscape company.

When choosing a Landscaping sask company you need to find a reputable one, which is one that has reliable references and a customer base that is well satisfied. Check to see if the equipment is in good shape, if it is they will probably keep your landscaping in good shape. Landscape service companies should have a feeding program that strengthens the plant health of tropical, acidic, and seasonal color plants. It would be a good idea if this feeding program would also include spring and fall aeration of lawn areas. Another good asset of a landscape service company is water management by continual inspections of your irrigation controller, sprinkler heads, and watering times for the different seasons. Observation and diagnosis of plant diseases and pests are also part of a complete maintenance program. Do some shopping around by comparing some of the work done by several companies and then hire the best landscape service company that your budget can afford. Landscape maintenance is a very important ongoing service to make sure your landscape design develops into a mature and beautiful outdoor environment. 

An awning is a roof like structure, often made of canvas or plastic, which serves as a shelter over a storefront, window, door or deck. It is a canvas roof supported by a frame to give protection against the weather. It is also often constructed of aluminum under structure with aluminum sheeting. Awnings are used for both residential and commercial purposes. The main use of awnings is sun protection, it cuts glare and UV rays both indoors and outdoors, they provide shade and also reduce heat. Different types of awnings are available. Awnings are visually stunning which goes together with the architectural design of any home or any commercial building.

The following are some of the awnings; each and every type of awning has its own benefits:

1. Retractable awning: It provides quality, durability and affordability that complement your home. It has sufficient slope, so that it can protect outdoor areas from rain. These awnings are made with water – resistant fabric. It also protects indoor spaces from fading, yet keeps the room bright. By using retractable awning it reduces heat and at the same time reduces the use of air conditioners, enabling to save energy. Altogether it brings beauty to the EUROL.
2. Residential awning: Those which are in houses are residential awnings; the awning which is used may be retractable, stationary, vertical, metal, window awnings and canopies.
3. Outdoor awning: These awnings are attractive and in many case a very practical addition to any home.
4. Deck awning: It is a type of awning which is engineered to withstand greater upward or downward from unexpected weather than any other awning systems. It provides beauty and sun protection without awning framework and costly seasonal maintenance.
5. Shade awning

Canopy is a roof like covering supported on pillars over an altar, a statue or a fountain. Awnings are always attached to a building. It may be metal, wood, or canvas. On the other hand, canopy refers to a canvas or cloth covering. Awning manufacturers and suppliers are available in large number.

Versatility of awnings
-It cools home interiors, reduces A/C costs, low maintenance.
-It provides good health, by reducing excess heat, protects from Ultraviolet rays, rain, inclement weather and harsh sun.
-It provides shade, comfort, various levels of privacy and expands customer commercial space.

Care and maintenance of awnings:
1. Remove dirt on the awnings as soon as possible.
2. Use only cold or lukewarm water, mild soap and a brush to wash your awnings.
3. Between deep cleanings, it’s good to periodically rinse awnings with clear water.
4. If you live in a warm, humid environment, it becomes necessary to clean your awnings frequently.

There are many ways to quit smoking, some are hard and many have serious side effects. Some of the popular stop smoking remedies are stop smoking patch, pills, or chewing gums. These may or may not work for a person who uses them. Apart from their actual advantage, many people have reported side effects after using theme.

So what you need is a way to quit smoking, which is natural and at the same time requires very less efforts from your part. Look, it’s pretty simple when you took the path of smoking cigarettes, you did not try for it. I mean it was almost an unconscious decision and there was something about cigarettes that was right for you, that is why do continue using them.

If that is the case why should quit smoking be a forceful activity? Believe me if you force yourself to quit, you may or may not succeed but the craving for cigarettes will continue to be inside your mind. This craving is causing you to smoke cigarettes. Unless you understand why you crave for them, you will still feel like smoking a puff even after you have quit. This can be a tipping point in your life. Because of this craving, it’s possible that you may again start smoking even after 5-10-20 years after you thought you have completely quit.

So what’s the ultimate solution to this, which is natural and requires least efforts?

Well, what I’m going to show you here may sound too good to be true, but can work miracles in almost any area of your life. If you can do this one thing you will no longer need to use patches, pills or gums to stop your addiction. That is because the system to regain your life within yourself. It is available to you right now at this very moment. You only don’t know that it exists or are not aware that you can sue it to transform any part of life into anything.

Here’s what you can do.

Ask yourself a question several times of the day like “Do I really want to smoke?” or “YOUR NAME, do you really want to smoke right now?” You can even ask this question while you are actually smoking.

Believe me this is a very powerful attack on your system that tell you that you need a light o feel good. What you are doing is awakening your higher self who is already smoke-free, stress free and happy than anything else you have ever. By asking this question you are “allowing” your bigger part to take control of your personality, which doesn’t require a cigarette to feel better. The more you do this, the lesser you’ll need a cigarette.

You can do this in elevator, while driving, in the bathroom, at work and as mentioned, even when you are smoking. I strongly recommend you to try this out and see the results for you. Many people have used this to get rid of not just smoking but many more areas that come in between a happy and healthier life.

I know you can do this. If you can read this article to this end, you can transform your life forever. Just imagine how proud your kids will feel about you when you spend just a few hours without smoke. Ask your family to support you and they will be more than happy to help you with this.

There are many more shocking insider secrets to quit smoking e ZIgarette Schweiz

We all desire to lead perfect lives, and some of us are even successful in achieving this goal. If you are wondering what makes for a perfect life, you should be prepared to learn the harsh reality. It is not fame or fortune that dictates how happy you might be, it is leading a healthy life that dictates your happiness. You should take a look of the people around you and see for yourself how they have been able to quit smoking managed to improve their quality of life. Just one decision has made it so much easier to be happy in Podsysteme.

More time with the family

In the time that it takes for you to light a cigarette and smoke it completely to the end, you might have been able to do something much more fulfilling. For the smokers who have a family, complete with a spouse and kids, time is very crucial. If you estimate the amount of time that you might spend smoking in a typical day, you will get to know how easily it is possible to make time for the other things that do matter. Hence, for the sake of spending time with your family, you should quit smoking for good.

Money savings

In the economy that we live in today, saving money is pretty much everything that people aim for. Hence, if an opportunity presented itself and could help you save money, you would definitely want to pick it up. Consequently, you can use this as a reason to stop smoking and instead use that money to do something for the family or to even improve your own life. It might seem like a small amount, but if you do the math, you might be shocked at how much it actually amounts to in the end. This is used as a reason by many to quit smoking, and even a strong enough reason for them to not even consider it later again.

Positive Role Model

Kids with parents that indulge in smoking are much more likely to pick up the habit. Being around smoke, they don’t really see any harm in indulging in the habit themselves. Hence, you would want to be better than that, which is why you should seriously consider the option to quit smoking, if you have ever considered it. After all, promising your children a better life is the least that you can do, and is essentially something that most of use promise our kids but don’t always manage to deliver. For the sake of your children’s health, consider giving up this bad habit.

At the end of the day, no matter what the reason might be, make sure that you do sincerely try and quit smoking. People who have managed to do this have been immediately rewarded with a very fulfilling life, one that is much happier than the ones they might have been used to. Don’t think too much about it, as a smoke free life is definitely better than one which might be plagued with problems and dilemmas that you can really do without.