I’m Tracy Au and I have a 2 year diploma in Professional Communication from MacEwan University. I am an aspiring screenwriter, so this blog is used to promote my writing and attract people who will hire me to write for your TV show or movie.
I post a lot of articles about jobs, entertainment (TV, movies, books), news, and my opinions on it. I also write about my daily life. I have another blog promoting my TV project at www.thevertexfighter.blogspot.com.
Sept. 9, 2017 "Meet the cast of the New World of Work": Today I found this article by Naomi Titleman Colla in the Globe and Mail:
Thanks to the exponential acceleration of technology, organizations are no longer restricted to traditional employee structures
Thinking about the good old days when staffing was much simpler – the “personnel department” would gather some résumés, conduct a few interviews, hire the best full-time (human) employee and we would all get on with the job.
Now, thanks to the exponential acceleration of technology, powering what’s often referred to as the Future of Work – or New World of Work (#NWoW) – there are countless ways to get work done. In this New World of Work, when considering “who” is the best candidate to complete a job, organizations are no longer restricted to full-time/part-time employees, contractors and outsourced providers, but can now also engage the “gig economy,” crowds and automation – e.g., robotic process automation (RPA), and artificial intelligence (AI). By disaggregating work (see more in Lead the Work by Boudreau, Jesuthasan and Creelman), essentially blowing up traditional job descriptions, you may discover that work can be accomplished faster, cheaper and more effectively by assigning pieces of roles across a worker ecosystem comprised of all of these worker types. Meet the new slate of candidates: Members of the gig economy: If you believe the statistics, 50 per cent of workers will be part of the gig economy (where workers opt for projects or “gigs” over fulltime employment) by 2020. Freelancers can be excellent candidates for short-term, time-boxed, well-defined projects. Hiring freelancers can bring in additional horsepower and infuse diverse thinking into a project or team. It is also a great way to keep retirees, and their invaluable knowledge, in the organization in a more flexible way.
Thanks to technology, bringing in temporary/freelance resources is becoming easier through online marketplaces called talent platforms, which match talent to opportunities based on criteria provided by both parties. Crowds: Crowdsourcing – tapping into a group of external experts who work together or independently to provide information or solve a problem – is a great way to access knowledge and expertise that doesn’t exist within your work force, with very few if any strings attached. Crowds can provide a true “voice of the customer” and are powerful enablers of innovation. In one case study of crowds (in this case, gamers), individuals made a significant scientific breakthrough through a game called FoldIt (Fold.it). Because of the diversity and passion contained within this particular crowd, in three weeks, the gamers collectively solved a problem that scientists had been working on for years. Companies such as 10Eqs now provide crowdsourced problem-solving services to large corporations. Robots: We’ve heard about the robots taking over our jobs for years. Sure, the reality of robots replacing some jobs and parts of jobs is sobering, however, by leveraging robotics, humans are empowered to move up the value chain, connecting better with customers, which is a win-win for employees and organizations alike. Try layering in automation such as robotic process automation, which is a great option for mundane, repetitive processes, or artificial intelligence, which can handle higher-level decision making.
As you consider these new potential candidates for your organization, don’t forget about your existing work force. Ensuring your human workers are ready to co-exist in a workplace that includes all of these worker types is critical to the success of your company. (For more on this see Deloitte report Automation is here to stay … but what about your work force?) How can workers of today and tomorrow stay employable? In order to stay relevant, there are two fundamental types of skills workers need to develop: Human skills: Many jobs will not completely disappear, but most will morph. Developing fungible, “human” skills will make you harder to automate and more valuable to organizations (a) because you are more able to work and lead across industries, functions and roles and (b) because robots haven’t yet mastered the art of empathy or persuasion. Whether jobs or skills require eye contact is a good litmus test for likelihood of automation.
Tech skills: Evolve actively – because your competition is no longer only fellow human fulltime colleagues. And years of experience is not necessarily what’s going to land you your next role. Stay curious, and commit to lifelong learning and development – because jobs are changing and new job types (and university degrees and certificates) are emerging every day. Digital literacy has become a fundamental skill, as digitization is integrated into almost all jobs and functions. And for those interested in getting deeper into the tech world, coding is now a more attainable skill, not just for computer scientists … both because of the simplification of computer languages and also with the emergence of mainstream coding courses offered through companies such as Hatch. How can organizations think about their talent strategy in this New World of Work? In order to take full advantage of the new worker ecosystem, organizations should: Take a hard look at role descriptions. Is there a different mix of skills needed? Will you actually find a single human being with all of the stated qualifications? Can the role be disaggregated to more effectively get the job done and increase the likelihood of finding a candidate to perform the work that can’t be contracted out or automated?; Seriously consider all elements of the worker ecosystem. Before filling any job, new or replacement, think about “who” is the best candidate to complete the work; Prepare your work force both to work in harmony with robots and to be retooled if all or some of their job is being replaced.
While today’s new world of work provides organizations with countless ways to get work done, there is also tremendous opportunity for employees to pivot and redefine their careers. Change, while scary to many, is inevitable and constant. Therefore, employees and organizations alike need to make the choice: evolve with the times or risk obsolescence. Naomi Titleman Colla, formerely chief human resources officer with American Express Canada, has an MBA from Columbia University.
"Companies are logging in and looking past the résumé":Today I found this article by Paul Attfield in the Globe and Mail:
A professional résumé might not necessarily disclose a job candidate’s love for Harry Potter, but thanks to the rise of applicant-tracking software and artificial intelligence (AI), it no longer matters – their hankering for all things Hogwarts is out in the open.
While that may well score points if the job seeker is looking for employment at somewhere such as Indigo, it can often be far more embarrassing. As a result, performing a thorough spring cleaning of public profiles is just one suggestion that Somen Mondal has for prospective candidates.
“Regardless if it’s AI or no AI, you should always expect that someone is going to look through everything,” he says.
As co-founder and chief executive officer of Ideal.com, a Toronto-based company that uses artificial intelligence to automate recruiting tasks such as sourcing and screening candidates, Mr. Mondal generally deals with companies that deal with a high volume of recruiting. Not only does his software sift through résumés, it learns as it goes along. At a specific company, it might examine all people who applied for a position, those selected for an interview and who was hired. Within that group, it might then also look at who is performing well within their roles, using performance rating, longevity and other such metrics.
For those searching for employment, one suggestion he has is to stop stuffing a résumé with key words and phrases that relate to a job and its description, in the hope that it will get picked up by a computer’s search engine. While he says that may have worked in the past, he says that improved technology is moving past the point of getting tricked.
On top of that, AI has the ability to pick over the contents of every résumé, and other information besides, in far greater detail than the human eye ever could.
“Typically these days, if they’re not using AI, a human might look at a résumé for six to 20 seconds, that’s a fact,” he says. “So imagine someone is spending 20 30 minutes on your résumé, going through each part of it in great detail, cross-referencing which companies you’ve worked at … looking up any information that’s available on you online.”
While the increasing role of technology in the hiring process can seem daunting to prospective job seekers, it also can be a positive in some situations. Toronto-based Plum uses employment surveys to help companies hire the best and most suitable candidates for each role. By assessing qualities such as cognitive abilities and social intelligence to produce a Plum Match score, the company helps both employer and job seeker find the right match.
As a top-of-the-funnel recruiting tool, Plum helps whittle down applicants to a manageable level where the hiring decision makers can then start poring over résumés and conducting interviews. It can also open some unexpected doors. As Caitlin MacGregor, co-founder and CEO explains, because there are no right and wrong answers, the nature of the survey means “you start looking at candidates that you typically would have overlooked and you end up with a more diverse applicant pool.”
It’s not just the prospective employers who benefit though. Candidates who take the assessment also get a free profile that lists their strengths, gives them career advice and suggested interview questions. Ms. MacGregor has even seen people take those findings and put them on the résumés, cover letters and LinkedIn profiles.
With more companies than ever putting a heavy emphasis on culture, which begins with making the right hires, companies such as Fortay are gaining increasing traction in the corporate world.
A Toronto startup, Fortay uses a binary sliding scale across 20 or more questions to assess candidates, helping to ensure the appropriate culture fit between a company and a candidate, something that millennials are increasingly seeking in their employer.
Sept. 6, 2017 "How to recognize strategic errors in your business": Today I found this article by Hugh Latif in the Globe and Mail. This article reminds me of the saying: "No matter how beautiful the strategy is, you should occasionally look at the results." -Winston Churchill
Business and management consultant, author of the book Maverick Leadership.
Decisions involving strategies, tactics and operations are all different things, and knowing how they differ is important to running a business. Younger managers and entrepreneurs in particular often confuse them, especially strategies and tactics.
While strategic decisions are key to a healthy business, errors in strategy can be fatal because they deal with the direction the business is going. You could be driving a Ferrari or a Porsche, but if you are heading in the wrong direction the car doesn't matter because you won't reach your destination. Errors in strategy often take a long time to fix and usually require time, money and resources to repair. They affect the long term.
Tactics, on the other hand, deal with the execution of the strategy and are also key, but provide more breathing room. Tactical errors usually require less time to fix – they are more focused on the short term – but they can still represent a waste of valuable time and energy.
Finally, decisions concerning operations are about the day-to-day management of the business. Errors in operations are relatively easy to correct, and while they can be frustrating and distracting, sometimes they are unavoidable.
If you are thinking about expanding the business nationwide or want to continue in only one particular area, then that is a strategic decision. But opening up new offices in other cities, or maybe partnering with another company, is a tactical decision.
How about operations? An operational decision would be something like this: one of your best customers just experienced a late delivery, so you decide to give them free shipment as a form of compensation. Or you offer a discount of 10 per cent on their next order to protect customer goodwill.
There are ways to test one's understanding of strategy, tactics and operations, and a good method is the military analogy.
Let's assume you are an army general in charge of an airborne division, and the mission is to drop paratroopers behind enemy lines in a strategic location. The outcome of the war hangs in the balance.
Research and reconnaissance work on the terrain reveals vital information about the enemy's location and firepower. There is a river, a forest and open fields. Obviously, you don't want to drop the paratroopers in the river or the forest, but dropping them in the open fields will make them visible and vulnerable to the enemy.
What do you do?
It is a strategic decision to drop the paratroopers, so you decide to do it at night and aim for the open fields. You include extra uniforms and waterproof gear in case some troops land in the water. You also equip the troops with extra ropes should anyone land in the forest. I In addition, you may use dummy paratroopers to fake the landing a few kilometres away and distract your enemy away from the open fields. This sounds like a good plan considering the overall complexity and importance of the mission.
The dropping of the paratroopers is the overall strategy, but the tactics involve secondary decisions – i.e., avoiding the forest and the river, choosing night time, designing the diversion tactic.
Then comes operations. These decisions include the extra uniforms, choice of accessories, waterproof gear, ropes, etc.
See the difference? Anyone who is running a business should be able to recognize strategic errors at the outset or the business may suffer.
So strategy is tied to the overall direction and represents the main highway taken to reach the ultimate destination. Tactics are the tools used to carry on the strategy, and operations involve specific choices of ingredients used to get there.
Learning to differentiate among these three types of decisions may well determine business success. In particular, recognizing strategic decisions and knowing when to fix strategic errors is critical and not always easy to do. Fixing strategic errors is like making a U-turn: it sets you back time-wise, since you must reinvent your way and change direction.
When IBM missed the introduction of the personal computer, it took the company a long time to regain its leadership position. The same thing happened to Microsoft when it underestimated the importance of the search engine, giving Google a head start for Internet advertising. Other companies such as Kodak and Xerox completely missed key changes in the market, or underestimated competitive threats that set them back.
These were all strategic errors. Recognizing them early and changing course can be the difference between success and failure.
Joseph Grenny, co-founder of the VitalSmarts consultancy, provides an example in Training Magazine of a chief executive who had two direct reports he had not talked to in two years. He considered them to be insubordinate and incompetent.
Rather than address those issues, he just worked around them. Much simpler. And much dumber.
Ironically, the CEO was preaching to staff the need for a culture of accountability while excusing his own behaviour as "politically complicated."
VitalSmarts surveyed 1,025 managers and employees about a time when they had a concern at work but failed to voice it. From hundreds of stories emerged five categories of people who go silent rather than communicate concerns:
Prickly peers: The failure to confront rude, abrasive, defensive or disrespectful colleagues.
Ticking time bombs: The failure to speak up when proposals or organizational procedures suffer from faulty thinking or inaccuracy.
Lazy, incompetent colleagues: As with that CEO, not talking to peers or direct reports about poor work habits, lack of engagement or incompetence.
Abusive bosses: Not discussing the damage created by people in power who are overly controlling or use their position to push their agenda.
Management chaos: Not getting clarification when people feel uncertain around roles, responsibilities, specifications and timelines.
You may have fallen short yourself in such situations by clamming up. The survey found that, instead of speaking up, the subjects engaged in wasteful and hurtful behaviours such as complaining to others (78 per cent admitted to this), doing extra or unnecessary work (66 per cent), ruminating about the problem (53 per cent) or getting angry (50 per cent).
"These behaviours aren't just unhelpful, they're costly. … The average person wasted seven days a year complaining, doing unnecessary work, ruminating about the problem or getting angry. A shocking 40 per cent admitted to wasting two weeks or more," Mr. Grenny said
It's not easy to change, of course, but here's the direction he says you need to take:
Reverse your thinking:Instead of worrying about the dangers of speaking up, worry about the dangers – those high costs – of not speaking up. "This simple reversal of risk assessment makes effective communicators far more likely to step up to crucial conversations," Mr. Grenny said.
Change your emotions: Often such crucial conversations spin out of control because we enter into them without control over our own emotions – we're angry or disgusted. Naturally, the person we are approaching reacts to those emotions. "So before opening your mouth, open your mind. Try to see others as reasonable, rational and decent human beings – a practice that softens strong emotions and ensures you come across more agreeably," Mr. Grenny said.
Make others feel safe: Start a high-stakes conversation by assuring the other person of your positive intentions and your respect for them. They are now more likely to begin to listen, even if the topic is a challenge to them personally.
Invite dialogue: After creating an environment of safety and expressing your concerns, invite the other person to speak and to disagree. "Those who are best at crucial conversations don't just come to make their point; they come to learn," Mr. Grenny said.
Obviously, that's challenging to try and it doesn't come with a guarantee it will work. But not speaking up is costly, so it's worth a try.
Where salespeople go wrong
There are seven prime reasons salespeople fail to close a deal, consultant Steve Martin said. None are novel. But all require attention since they could be tripping you up:
Not being trusted or respected: You want the potential buyer to see you as a trusted adviser, not a mere salesperson or even a supplier with whom they do business, or a strategic partner who is important to their business. His research of buyers found just 18 per cent of salespeople fit the bill.
Not being able to converse with senior executives: “While salespeople frequently meet with lower-level and mid-level staff at a client company, the rare conversations they have with C-level decision-makers directly determine whether they win or lose the deal. Therefore, it is critical for salespeople to understand how C-level executives think and to communicate with them in the language they use. Unfortunately, buyers report that fewer than one in three salespeople can hold an effective conversation with senior executives,” Mr. Martin warns in Harvard Business Review.
Inability to explain how their solution helps the buyer’s business: The buyer needs to gain information to explain the strategic value of the purchase to senior management. But only 54 per cent of salespeople can provide that rationale.
They are too self-centred:The buyers feel pressured by salespeople who are only concerned with fulfilling their own agenda. “Instead of focusing solely on revenue, salespeople should concentrate more on helping buyers accomplish their goals,” Mr. Martin said.
They use hard sale closing strategies:Forcing a yes-or-no decision is a failing tactic. Instead of saying, “This is the last time we’ll be able to extend this offer and we need an answer now,” an example of a hard close, try a soft close, which implies the buyer has choice, such as, “If you spend another $100,000, you will receive an additional 10-per-cent off the entire order.”
They don’t alleviate the risk of buying their solution: Buyers are skeptical and that’s why they ask for extensive documentation. But they don’t feel they are getting sufficient explanations.
They can’t establish a personal connection with the buyer: Among the reasons that crop up are salesperson being too pushy, different communications styles or personalities, the salesperson being too eager to befriend the potential client and age differences.
Keep those in mind as you sell.
Improving your cover letter
To improve your cover letter, make it more personal. Brian Lee, chief of product development at Lifehack, read more than 500 cover letters and found that in an Internet/LinkedIn age, it's relatively easy to find the name of the hiring manager – so you should not be writing to a generic "Dear sir or madam" as so many people do. Instead, use their name. Study their career and mention one commonality between their life and yours. Also, mention one skill or concept you think you can learn from them. "Now the cover letter is directed at one person and wholly personal. This is a great first step," he wrote.
Play up your connection to the company as well, something in your background or family history that ties you to the firm. And keep the attributes you highlight to three, a better number for the person to remember, rather than rambling on about a zillion reasons to hire you.
Quick hits
Short quotations pack a greater punch than long ones, ad consultant Roy H. Williams notes. Boring people take too long to say too little, he says, while interesting people know what to leave out.
We hear a lot about meaningful work, but it can be vague as to what that involves. Human-resources consultant Tim Sackett suggests searching for two components. Is the work something you’re good at? Is the work important to you?
Business coach Mike Whitaker says we all make bad decisions, but successful people correct their course more quickly.
There’s a huge (and important) gulf between something that “feels risky” and something that is actually risky, entrepreneur Seth Godin says. In that gap lies the potential to create something valuable. So if you generally stop when something “feels risky,” he suggests getting better informed about what actually is risky.
If you’re tired of turning to website where videos start playing as soon as you land and you use Firefox, try the “mute site by default” extension.
Happy Halloween! Oct. 11, 2019: I have an important question: Should I do this? I can afford it.
Certified Coach Practitioner – Edmonton | Nov 2019
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In Oct. 2019, there is a sponsored content part called "Learning Curve" in the Star Metro:
"A 2014 study showed that individuals who completed a 12-week wellness coaching program demonstrated significant improvements in all areas- overall quality of life, reduction in depressive symptoms and reduction in perceived stress levels. And 24 weeks later, these benefits were maintained."- Abe Brown, MBA, president of Certified Coaches Federation
Participants of this training will learn emotional intelligence, supportive communication skills, how to change beliefs and mindsets to support high performance and long-term success, strategic thinking, goal setting and the Change Process. Oct. 22, 2019: This is from listening to all those self- development online series. "If you want to get something different, then you have to do something different." This is from Degrassi: The Next Generation. The Principal Archie Simpson said this to Imogen about the dress code in 2011: Simpson: If you want to affect change, you have to know what kind of change you want to affect. The main goal I was focusing on for the last 2 yrs was to get a regular job and be permanent. My other goal was decluttering. 2016 was the Year of Decluttering where I donated 200 magazines to Value Village. This year I have been typing up a lot of TV and movie reviews and recycled a lot of scrap paper that I wrote on. I hired a life/ career coach: This year I hired a life/ career coach, which is something I have never done before. It was a 6 month contract. I have done some shopping around in 2017. Then later on I did in 2018. I worked on my resume and cover letter for my administrative assistant (and other professions like receptionist, dental receptionist, MOA) with J. I then revised my regular job resumes like food counter attendant, server, etc. I practiced my job interview skills.
Oct. 23, 2019 Kijiji: I look at this:
Office jobs:
Office manger & receptionist
Customer service
Healthcare
Hair stylist & salon
Regular jobs:
Bar, food & hospitality
Sales & retail sales
Part time & students
Indeed: I have been on Indeed from 2017-2019. I stopped because there are over 100 applications for 1 position.
Career counseling: In 2012 I went to a couple of career counseling sessions at MacEwan. B told me that there is a lot of competition that people go to Kijiji and Indeed websites, so I should go to other websites and smaller companies.
Applications: I can apply to 100-200 places a month on the internet and in-person.
Job interviews: I can get up to 5 job interviews a month.
Phyliss Francis: I was listening to this interview today: PHYLISS FRANCIS, MA CLC PCC is an inspiring Wealth & Business Coach, Mentor Coach, Retreat Facilitator, Trainer and Speaker. Phyliss is a graduate and trainer of two International Coach Federation (ICF)-accredited coach training programs, and is a Professional Certified Coach and registered ICF-mentor coach. She has been professionally coaching individual and groups since 1998. For the past 21 years, Phyliss has been leading and facilitating insightful seminars, workshops and motivational programs for entrepreneurs, corporate executives, mental health professionals, and community leaders. She has extensive experience and training in the areas of coaching, business development, personal growth, leadership, and spirituality. Phyliss believes that through professional coaching and training, you can shift their mindset, up-level your consciousness and align an inspired plan of action to create the success you have always desired. Phyliss’ coaching system supports people to Master Your Mind, Maximize Your Success! She holds a MA in Spiritual Psychology from the University of Santa Monica and a BA in Sociology from the University of California, at Santa Barbara. For more information about Phyliss, please go to www.PhylissFrancis.com.
Sat. Oct. 19, 2019 Social event: I finally went to one. I had signed up for these events and they kept cancelling on the day of because there weren't enough people. I met 7 new people.
Sun. Oct. 20, 2019 Work: I worked at my 1st restaurant job. I started 15 min. early because my boss Y needed help. The server K said he was going to be here, but he never showed up. At least the busser D came in when he was called in. It was actually D who read some of my script that I sent him last week. He only read 3 pages.
It was really busy.
Tues. Oct. 22, 2019 Edmonton Declutter and Organize Meetup: I went to this. There were 3 of us. It was an average meeting. It's to help motivate me to organize. My room is good, but I need to clean my home office.
I brought up the article about how we should have a green Halloween and consumerism in Christmas.
It motivated me to get rid of something, and I also wrote a movie review, so I can recycle the scrap paper I wrote on.
In it, the employee can be seen dropping a plastic packet of frozen mac 'n' cheese into hot water, then cutting the bag open and pouring the food into a bowl. The original video, captioned "exposing Panera," gained both outrage and skepticism from social media users.
"I'm cool with it being prepared this way but then CHARGING ALMOST $7 FOR A SMALL BOWL?!?!?!? OK THEN," one Twitter user commented.
"Y'all thought a chef was back there making pasta from scratch and hand grating cheese???" another user said.
The comments:
9 days ago
90%+ of chain food is shipped frozen, then heated up for your enjoyment. Some chains actually ship their food "fresh", but it's very few and easy to look up which.
9 days ago
Look, when you go to a restaurant and order your favorite, you want it to taste like your favorite, right? Well, that requires mass production so Chef Whoziwhatsit doesn't get to decide how much salt your mac gets. It is made en mass and packaged and distributed so when you taste it it tastes exactly like what you had the last time.
9 days ago
I'm not sure why anyone would be surprised that a national chain restaurant ships frozen food which is then prepared locally. This is what makes for product consistency.
9 days ago
Most food chains have a no-phones policy for employees, designed to prevent revealing trade secrets. Using the phone alone would be grounds for firing. Most food chains use some sort of short cut, such as preparing dishes like mac n cheese at a central kitchen and shipping it to individual stores.
My opinion: You're not supposed to tell anyone about how your workplace really runs. Or if you do, don't put it on the internet with your name on it. Put it anonymously.
The Simpsons: Do you remember when Grandpa Simpson works at Krusty Burger?
Worker: We're out of the secret sauce. Let's put out the mayonnaise in the sun for awhile.
Wed. Oct. 23, 2019 Tony Roma's: I was at Bonnie Doon mall and the Tony Roma's there closed down. I applied there in 2017 and 2018. I never got a call back.
Forever 21: I passed my resume to the West Edmonton mall location this year. Now it's closing down. I never got a call back.
Jared Leto donates $5000:
Jared Leto is lending a hand to a family struggling with medical bills as part of the #GoodThingChallenge.
The actor was challenged by pal Zedd “to do something good, no matter how big or small” and announced on Twitter that he would be donating to two different families.
One of the donations went to a family in Sandy, Utah whose kids were involved in a car accident. Leto donated $5,000 to the family.
“Griffin (3) and Watson (18 months) were in a stroller when a car hit them. Watson suffered a broken neck, broken pelvis, and lacerated liver. Griffin suffered a full break skull fracture, broken clavicle, and abrasions,” Leto wrote, also linking to their GoFundMe page.
“I encourage everyone to do the #goodthingchallenge. Remember the smallest gesture can make a big impact…even if it’s just a hello and a smile,” Leto followed up in a tweet.
New York Times: Travel: The customer Gregory gave me a Oct. 6, 2019 section. It was about Cuba and the music, Japan's 2020 Olympics and Estonia which is filled with women living there, because the men are working at sea.
Sat. Oct. 26, 2019 Get into the Halloween spirit: I saw some Halloween specials:
Modern Family season 2 ep "Halloween": I only saw a few eps of this show.
Good Witch: Secrets of Grey House: I saw the last 3 eps of season 5 in Sept. 2019, because there weren't a lot of TV shows to watch during the summer. I watched this TV movie (also called The Enchantress Unites Part 1 and 2).
Chapters: I went to the one on Whyte Ave. It turns out it was closing down tomorrow. I bumped into John from the Screenwriter's Facebook group. I don't go shopping very much, but I do like this store. I wanted to see if there is anything I really wanted. I didn't buy anything.
Avenue Clothing store closing down: This will close by down by Nov. They sell women's clothes and jewellery.
