rose gold dress for women Rose Gold Sequin Spaghetti Strap Side Slit Backless Sheath Prom Dresses,CP0467 US10 / Custom Color(leaving a note)
SKU: 47104561379
rose gold dress for women

rose gold dress for women Rose Gold Sequin Spaghetti Strap Side Slit Backless Sheath Prom Dresses,CP0467 US10 / Custom Color(leaving a note)

$21.72 $24.13
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No.2 Bestseller on zutphensepracht.nl >
Size: 4
Size Recommendation How To Measure

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Ships within 48 hours · Estimated delivery Jul 6 - Jul 11

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Description

rose gold dress for women Rose Gold Sequin Spaghetti Strap Side Slit Backless Sheath Prom Dresses,CP0467 US10 / Custom Color(leaving a note)Description: 1. Fabric: Sequin Attention: Because this dress is made of sequin, the sequins will be drop out slightly. If you mind, please buying them after considered. You may on occasion lose the odd sequin don't panic! This can sometimes be simply a loose sequin that has got caught up in your garment while it was being made, or it could be that a stitch has come undone. If you see gaps on your garment, first check that the sequins haven't just got

Description:

1.Fabric:Sequin

【Attention】:Because this dress is made of sequin, the sequins will be drop out slightly. If you mind, please buying them after considered. You may on occasion lose the odd sequin - don't panic!  This can sometimes be simply a loose sequin that has got caught up in your garment while it was being made, or it could be that a stitch has come undone.  If you see gaps on your garment, first check that the sequins haven't just got flipped up the wrong way.  If you turn your garment inside out, you can see if any stitching is coming undone.  If you find a loose thread, tie it to the next stitch to stop it coming undone any further.  All garments come with a few spare sequins for repairs, and if you ever need any more in future, just email us and we will send you some.

2.It can be made in other colors and custom size,please contact us.If dress is custom made, we need to size as following(If you aren't sure how to get it,here is our measuring guide)

bust:______ cm/inch
 waist:______cm/inch
 hip:_______cm/inch
 hollow to floor with bare foot:_______cm/inch
 extra heels:_______cm/inch
 shoulder to shoulder :_______cm/inch (measured from back of shoulder)
 shoulder to bust :_______cm/inch (measured from middle shoulder to nipple)
 shoulder to waist :_______cm/inch (measured from middle of shoulder to natural waist)
 nipple to nipple:_______cm/inch 
 armhole:______ cm/inch
 biceps:______ cm/inch
 sleeve length:______ cm/inch
 wrist:______ cm/inch 

Tips: Color may vary between different fabrics. Make sure you order swatches and check  color charts firstly if you aren't sure that is what you want.Please be aware that slight color aberration of the dress and the color shown on screen is unavoidable because of many factors such as brightness of your monitor and light brightness.

3.shipping time: Our delivery Time = Processing Time + Shipping Time.

prior shipping within 15 days, normal delivery time is about 25 days from Jan.~May, 20 days from June ~ Dec.

4.All dresses are made after orders, We don't accept refund for custom order(custom size or different color from picture showing) because we couldn't resell it anymore, for standard order, if our dress has quality problem please show us some proofs we will help you solve them.If our dress don't have quality problems, and you just don't like it, please contact us first.

Shipping Notes
  • Free Standard Shipping on $100+ Orders to the USA.
  • Except Preorder products are shipped in 48 hours.
  • Delivery to the USA:
  1. Standard Shipping : 3-10 business days
  • If time is of the essence, please consider selecting expedited delivery for faster service.
Exchange/Return Notes
  • We offer a 30-day return/exchange service after receiving.
  • Final sale items are not eligible for returns or exchanges.
  • To process your return/exchange, please contact us at [email protected]
  • Please click here for more details>>> Return & Exchange Policy
SKU: 47104561379

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4.4 ★★★★★
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David E.
Louisville, US
★★★★★ 5
Excellent way to learn about a framework used by Andy Grove and Google. Specific examples and case studies are terrific!
Format: Hardcover
I couldn’t put this book down, so I read it in one sitting. Many business books talk about the organizational brilliance of Andy Grove's Intel, Google, disruptive startups, and high-performing charities. This one actively teaches you how to mimic their organizational brilliance. The book distinguishes itself by providing clear examples of how OKRs help organizations achieve their full potential. Primary source documents, including internal memos, show how Intel CEO Andy Grove used OKRs to rapidly respond to competitive threats. As an admirer of Google, I enjoyed learning how OKRs were used at key points in its history. When Google employed 25 people, CEO Larry Page set OKRs for every engineer. When Chrome sought to disrupt the browser market, OKRs enhanced the product team’s creativity. When YouTube sought to establish its own identity within Google, OKRs helped the team set appropriate business goals. It’s really nice that specific OKRs from Google’s history are included in the book. Some people mistakenly believe that OKRs only work for Google, and the book provides clear examples of how OKRs were successfully implemented by startups, large corporations, and non-profit organizations. Entrepreneurs will enjoy learning how fitness, education, healthcare, and food delivery startups used OKRs to find new markets and manage their expanding headcount. Fans of corporate transformations will enjoy learning how OKRs led to human resources and technology process overhauls at some of the world's largest companies. Non-profit leaders will enjoy learning how the Bill & Melinda Gates Foundation and Bono used OKRs to impact millions. All in all, I found the chapters to be short yet impactful, and arranged in a logical sequence. I particularly liked that as the book progresses, it provides clear examples of how to overcome the nuances of implementing OKRs. I felt my OKR-setting muscles getting stronger by the end of the book.
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Reviewed in the United States on April 30, 2018
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Ian Mann
Omaha, US
★★★★★ 4
... Doerr began his career under the tutelage of the great Andy Grove
Author John Doerr began his career under the tutelage of the great Andy Grove, CEO of Intel, who transformed that company into the world's largest manufacturer of semiconductors. It was Andy Grove who turned a simple method “OKRs”, into a devastatingly effective business tool which became the lifeblood of Intel. In 1978, Intel had developed the first high-performance, 16-bit microprocessor, the 8086. Soon it was getting overtaken by Motorola’s 68000 which was easier to program. Using OKRs, Intel launched “Operation Crush” to deal with this threat. The results were fast, focused and effective. “When we smacked Motorola between the eyes,” Doerr writes, “A manager there told me, ‘I couldn’t get a plane ticket from Chicago to Arizona approved in the time you took to launch your campaign.’” Doerr left Intel to join the venture capital firm at Kleiner Perkins Caufield & Byers, and became an early investor in Google. There he managed to entrench Andy Grove’s business tool to great effect and it is acknowledged as a key contributor to Google’s success. The results have made Doerr the 105th richest man in the US. This book describes how to use this tool. John Doerr is the current evangelist for OKRs, OKR stands for Objectives and Key Results. As a strategist, I know the importance of knowing where you are going or as Yogi Berra pithily said: "If you don’t know where you’re going, you might not get there.” However, as Doerr writes, and as you and I know, “Ideas are easy. Execution is everything.” OKRs are for executing. An “objective” is simply what is to be achieved, no more and no less. Key results benchmark and monitor how we get to the objective. The difference between ‘key results’ and ‘key performance indicators’ are very different. I may really be impressed that you performed well, but your efforts are only useful if you achieved the results I need. Marissa Mayer would say of OKRs, “It’s not a key result unless it has a number.” With a number attached, OKRs are either met of not met. There is no grey area, no room for doubt. The time frame for an OKR can vary from a month to a quarter or more, but at the end of the period, they have either been met or they have not. When the objective is clear and specific, it produces far better results than when it is vaguely worded. ‘Performance excellence,’ or ‘Customer satisfaction’ are very different when expressed as ‘98% error free’, or ‘delivered within 12 hours’. Aside from Google and Intel, OKR adherents include IT firms such as AOL, Dropbox, LinkedIn, Oracle, Slack, Spotify, and Twitter. But adherents also include firms such as Anheuser-Busch, BMW, Disney, Exxon, and Samsung. The simplicity of the design of OKRs hides the complexity of implementing the method. When the OKR is formulated, it will undergo iteration – this is inevitable. And this is not the problem. The problem is the commitment of the most senior managers to the discipline that is required. Without the most senior managers' commitment this will fail, much as your previous systems have failed to produce the promised result. In a meta-analysis of seventy studies, high commitment to managing the company by objectives showed a productivity increase of 56%. Where that commitment was low, productivity increases were a mere 6%. The problem with getting results is compounded when we are employing people to think. On an assembly line, it’s easy enough to distinguish output from activity. It gets trickier when employees are paid to think. In a thinking environment, many of the benefits of OKRs are highlighted. A particular challenge for many in such an environment is separating the person from the activity. All too often, feedback becomes very personal leading many managers to avoid confronting non-performance. When the focus is on unequivocal results that can be tracked, then non-performance can move to an analytical discussion. After all, a performance management system is a tool, not a weapon. The OKR is formulated as “We will achieve a certain objective as measured by the following key results. This begins at the highest appropriate level of the organization and then all below can align their OKRs to this meta-OKR. When Bob Noyce and Andy Grove began the “Crush” project, the directive to Intel’s management level was simple and clear: “We’re going to win in 16-bit microprocessors. We’re committed to this.” This objective was given to the top one hundred people at the meeting. It was conveyed to the next level in 24 hours. Intel was close to a billion-dollar company at the time, and “it turned on a dime” - through a clear, aligned, objective and a clear required result. The “Crush” project included top management, the entire sales force, four different marketing departments, and three geographic locations—all working together as one. It was proof of Andy Groves assertion that “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.” Great companies are not great because they have a great idea, but because their execution is great. There are no exceptions. Those who do not have excellent execution are an accident waiting to happen. Using OKRs, a successful organization can focus on the handful of initiatives that can make a real difference and defer the less urgent ones. The very act of formulating the objective makes communication with clarity possible. Focusing on results rather than activities allows people to adjust their activities to meet the results, rather than to slavishly following performance indicators, as the environment changes. Consider this horrifying finding: In a survey of eleven thousand senior executives and managers, a majority couldn’t name their company’s top priorities! “There are so many people working so hard and achieving so little,” Andy Grove noted. To address this issue will require commitment to making the OKR process effective, and this commitment should not be understated, which is why it has to start from the very top. If you are a leader of your business your commitment should start with a reading of John Doerr’s book, and then share it with your colleagues. My personal experience with the process is best summed up by actress Mae West’s famous statement: I never said it would be easy, I only said it would be worth it. Readability Light --+-- Serious Insights High ---+- Low Practical High +---- Low *Ian Mann of Gateways consults internationally on strategy and implementation and is the author of the recently released ‘Executive Update.’
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on July 27, 2018
E
Verified Purchase
Elizabeth
Belleville, US
★★★★★ 5
An incredible book that will change your perspective on life.
Format: Paperback
For a long time, I have been reading the works of great poets such as Rumi and Hafez with little knowledge of other poets of the past. However, with confidence, I can say that Kalil Gibran fits into the group of the greatest poets of all time for his wonderous style of writing that invites you into his literary magic. This book guides you along lessons that cover every aspect of life- marriage, children, friendship, etc. The lessons in this book will change your view on life's greatest challenges. Even after you finish the book, you can always come back and review a chapter that you would like to refresh on. Overall, this book is great for anyone who loves poetry and can decipher old English to uncover the beautiful message that Gibran offers to his readers.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on January 11, 2024
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Verified Purchase
Scott Herb H
Whiting, US
★★★★★ 5
Wisdom
Format: Paperback
Fantastic book, easy to read and accessible for all ages
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on February 17, 2026
Z
Verified Purchase
Zubora Gubora
Belleville, US
★★★★★ 5
👍
Format: Paperback
Wonderful book
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on April 1, 2026

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