dsmann.co.uk Report : Visit Site


  • Server:nginx/1.2.6...
    X-Powered-By:PHP/5.3.10-1ubuntu3.17

    The main IP address: 82.113.154.87,Your server United Kingdom,London ISP:Extraordinary Managed Services Ltd  TLD:uk CountryCode:GB

    The description :ds mann. management consultant. a consultant that thinks like a client...

    This report updates in 16-Dec-2018

Created Date:2004-09-07
Changed Date:2017-08-24

Technical data of the dsmann.co.uk


Geo IP provides you such as latitude, longitude and ISP (Internet Service Provider) etc. informations. Our GeoIP service found where is host dsmann.co.uk. Currently, hosted in United Kingdom and its service provider is Extraordinary Managed Services Ltd .

Latitude: 51.508529663086
Longitude: -0.12574000656605
Country: United Kingdom (GB)
City: London
Region: England
ISP: Extraordinary Managed Services Ltd

the related websites

HTTP Header Analysis


HTTP Header information is a part of HTTP protocol that a user's browser sends to called nginx/1.2.6 containing the details of what the browser wants and will accept back from the web server.

Content-Encoding:gzip
X-Powered-By:PHP/5.3.10-1ubuntu3.17
Transfer-Encoding:chunked
Set-Cookie:PHPSESSID=t0dciilnnuquq4s5c2hbrenrg1; path=/
Expires:Thu, 19 Nov 1981 08:52:00 GMT
Server:nginx/1.2.6
Connection:keep-alive
Link:; rel=shortlink
Pragma:no-cache
Cache-Control:no-store, no-cache, must-revalidate, post-check=0, pre-check=0
Date:Sun, 16 Dec 2018 07:01:04 GMT
Content-Type:text/html; charset=UTF-8
X-Pingback:http://www.dsmann.co.uk/xmlrpc.php

DNS

soa:dns237.a.register.com. root.register.com. 2013082001 28800 7200 604800 3600
txt:"google-site-verification=0PdKxrl3NrjCt8q9RKAzsImMdBCbyvVshhICJEw5etA"
ns:dns177.d.register.com.
dns071.c.register.com.
dns101.b.register.com.
dns237.a.register.com.
ipv4:IP:82.113.154.87
ASN:30827
OWNER:XTRAORDINARY-AS --- Transit providers ---, GB
Country:GB
mx:MX preference = 1, mail exchanger = dsmann-co-uk.mail.eo.outlook.com.
MX preference = 10, mail exchanger = ibmr.btconnect.com.

HtmlToText

home consulting clients tutorials blog contact a consultant that thinks like a client you need to know the rules in order to break them successfully the poor soul didn’t know it was impossible, he just went ahead and did it a tweak of the engine is usually sufficient, but sometimes you need to hit it with a hammer the better the presentation style, the more the message will be believed not-for-profit organisations measure success by acclamation lack of ruthlessness causes business development initiatives to fail things go round in spirals. it just looks like circles from a certain angle ‘assurance’ is like a faulty walking stick: lean too heavily and it will collapse if you build it, they really do come financial modelling is a ‘gateway’ skill: it gains access to more senior positions working in the public sector, large numbers of people are looking over your shoulder a harsh, uncomfortable existence is the best way to ensure corporate success an unexploded risk just detonated selling is partly about enjoying the game analysing financial accounts will help you ask the right questions but the answers lie elsewhere experienced hr people get into character for an interview really talented people are quite rare in business, as in any walk of life what have you got to negotiate with? creative people have a talent for borrowing anyone reporting financial results in a quoted company knows the pressure to avoid surprises sail around the world, just make sure you can afford to return ‘where’s economic growth going to come from?’ seriously? let out your inner crazed dictator problems are dimly perceived, solutions hazily understood, and outcomes unknown or unknowable risk is the name investors give to losing money decision-making begins when analysis finishes sometimes leaders have to be ‘ahead’ of public opinion loved by consultants, loathed by managers, benchmarking is a powerful analytical tool things are constantly changing, yes, but the way we live changes quite slowly we get to know each other by telling stories the role of a chairman is chief executioner in all innovation strategies, you must – above all – kill bad ideas quickly scottish independence is a lovely idea, i just think it’s going on the wrong direction you don’t need to be good with numbers to be good at finance work comes first if you want to know what life will be like in the future, i can tell you. it will be exactly like life today just before a meeting starts there’s always someone sharing a pet theory ‘i want a new job’. no you don’t! otherwise you’d get one raising finance is like pitching a film or tv programme. it’s about who you know, darling net present value doesn’t convey much useful information barring a couple of months in early 1998, i don’t think i’ve ever been bored at work double entry bookkeeping ranks among the glories of the renaissance you’re not your budget the first thing you should expect from your audit partner is an invitation to lunch like a doctor that smokes, i ignored personal finances until my late thirties corporate life is constantly changing, full of suffering and slightly absurd a billion here, a billion there, and pretty soon we’re talking big numbers the average earner pays 36% in tax. is it just me, or does this seem a lot? ask a professional firm how proud they are with the work they’ve done an mis system that is boring and reliable is a necessary condition of good decision-making. both sexes need a mix of masculine and feminine skills without a cost we’re unable to value anything even standing on the moon watching the earth rise must get a bit dull after a while perfect mental health is as rare as elite athletes, requiring similar levels of training and commitment i’ve lost £0.5m where did we get the idea that we live in times of accelerating change? the way we live changes quite slowly you need to keep cutting the tale. it regenerates erp systems are a devil to implement all progress is achieved through projects leaders are 56% born, 34% made and 10% learned ebitda is like a list of technical financial terms put in descending order of confusion we should be aiming for a valuation that is accurate to within, say, + or – 15%. a wonderful, clear and distinctive brand is a thing of beauty unlike donkeys, people will move forward, or not, because they want to you might plan to build a bridge, but you need a strategy for defending it. management of the public sector is one of the great challenges for the next generation no one ever does what they say they’ll do investing in start-ups is a form of russian roulette where each chamber except one contains a bullet anyone with a clear mind can do strategy the ideal amount of work is slightly more than you can cope with so that’s the plan. now i’m going to pretend to listen to your petty concerns give me a difficult person any day. it’s the reasonable people that you have to watch out for introverts have to make more of an effort to speak and extroverts have to make more of an effort to listen. the future is non linear, meaning our assumptions about it will always be wrong save more. you’re welcome! being a decent employer has limited impact on employees’ satisfaction levels treating everyone equally does not mean equalising everyone playing games can teach us a lot about business strategy if god didn’t exist, we would need to invent him to those that have, more shall be given this is what auditing is like. most of the time, you have no idea what is going on publishing market forecasts is like being professionally obliged to make a fool of yourself understanding how culture works is important if you want to change it airports are full of mildly stressed people committing micro-aggressions against each other improvement of yourself and the world, is a better life goal than just being happy that sounds great. now tell me what you propose we are going to stop doing a decisive person does not need to be intelligent to get promoted in a large organisation you need to rock the boat gently the little things are important, just don’t beat yourself up if they go wrong all the cool kids go on to really unimpressive careers. for them, school was the pinnacle of their careers why is the world full of second-raters if you are not wrong-footed from time to time, it you must be from the future stock market trading is for the needy, like other forms of gambling some people that love a good argument. but this is not the best way to influence others sometimes patient, careful planning, while assembling allies, is more effective than agile management never interrupt a rather grand dutchman when he’s trying to make a point make greater use of the pause and mature a bit quicker a ceo’s basic salary should not exceed what an average person could make in a lifetime a lot of poor management behaviour stems from a lack of confidence if you want to have control over your life, live longer and be happier, seek power most people’s advice boils down to this: be more like me at the root of passive aggressive behaviour there is some sort of turf war going on a watch brand you’ve never heard of = senior management the most important step towards managing dual careers is to admit to each other how much it sucks the key to total quality – getting management and workers on the same page total quality ‘get in. get it done. get it done right. get out.’ – the business philosophy of fred c. trump. when i was an undergraduate in the mid-eighties, the management studies were dominated by the ‘japanese miracle’. it seems surprising now, after the japanese asset bubble crash of 1990 and the subsequent lost decade but in continue reading -- dual careers it is rare to pursue two high-achieving careers with equal intensity for very long. at some point, one career must be prioritised, forcing compromise on the other. compromise introduces tension in a relationship which will unavoidably and inevitably lead to difficulties in the relationship. these can on

URL analysis for dsmann.co.uk


http://www.dsmann.co.uk/managing-rd-scientists/
http://www.dsmann.co.uk/influencing-skills/
http://www.dsmann.co.uk/privacy-policy
http://www.dsmann.co.uk/page/5/
http://www.dsmann.co.uk/ethics/
http://www.dsmann.co.uk/consultant-that-thinks-like-a-client/
http://www.dsmann.co.uk/home/management-consultant-training/
http://www.dsmann.co.uk/cookies
http://www.dsmann.co.uk/fair-pay/
http://www.dsmann.co.uk/the-consequences-of-not-thinking-before-you-speak/
http://www.dsmann.co.uk/playing-games-teaches-us-about-strategy/
http://www.dsmann.co.uk/moved-contingency/
http://www.dsmann.co.uk/organisational-culture/
http://www.dsmann.co.uk/weaknesses/
http://www.dsmann.co.uk/management-theories/
hma.co.uk

Whois Information


Whois is a protocol that is access to registering information. You can reach when the website was registered, when it will be expire, what is contact details of the site with the following informations. In a nutshell, it includes these informations;


Domain name:
dsmann.co.uk

Registrant:
DS Mann and Co

Trading as:
DS Mann & Co

Registrant type:
Unknown

Registrant's address:
16 Laighpark Avenue
Bishopton
PA7 5BH
United Kingdom

Data validation:
Nominet was not able to match the registrant's name and/or address against a 3rd party source

Registrar:
Register.com Inc t/a British Telecom [Tag = BTNAMES]
URL: https://btbusiness.custhelp.com/app/categories/contact/c/5300

Relevant dates:
Registered on: 07-Sep-2004
Expiry date: 07-Sep-2018
Last updated: 24-Aug-2017

Registration status:
Registered until expiry date.

Name servers:
dns1.register.com
dns2.register.com

WHOIS lookup made at 20:19:26 01-Jan-2018

--
This WHOIS information is provided for free by Nominet UK the central registry
for .uk domain names. This information and the .uk WHOIS are:

Copyright Nominet UK 1996 - 2018.

You may not access the .uk WHOIS or use any data from it except as permitted
by the terms of use available in full at http://www.nominet.uk/whoisterms,
which includes restrictions on: (A) use of the data for advertising, or its
repackaging, recompilation, redistribution or reuse (B) obscuring, removing
or hiding any or all of this notice and (C) exceeding query rate or volume
limits. The data is provided on an 'as-is' basis and may lag behind the
register. Access may be withdrawn or restricted at any time.

  REFERRER http://www.nominet.org.uk

  REGISTRAR Nominet UK

SERVERS

  SERVER co.uk.whois-servers.net

  ARGS dsmann.co.uk

  PORT 43

  TYPE domain

OWNER

  ORGANIZATION DS Mann and Co

TYPE
Unknown

ADDRESS
16 Laighpark Avenue
Bishopton
PA7 5BH
United Kingdom
Data validation:
Nominet was not able to match the registrant's name and/or address against a 3rd party source

DOMAIN

  SPONSOR Register.com Inc t/a British Telecom [Tag = BTNAMES]

  CREATED 2004-09-07

  CHANGED 2017-08-24

STATUS
Registered until expiry date.

NSERVER

  DNS1.REGISTER.COM 216.21.234.71

  DNS2.REGISTER.COM 216.21.226.71

  NAME dsmann.co.uk

DISCLAIMER
This WHOIS information is provided for free by Nominet UK the central registry
for .uk domain names. This information and the .uk WHOIS are:
Copyright Nominet UK 1996 - 2018.
You may not access the .uk WHOIS or use any data from it except as permitted
by the terms of use available in full at http://www.nominet.uk/whoisterms,
which includes restrictions on: (A) use of the data for advertising, or its
repackaging, recompilation, redistribution or reuse (B) obscuring, removing
or hiding any or all of this notice and (C) exceeding query rate or volume
limits. The data is provided on an 'as-is' basis and may lag behind the
register. Access may be withdrawn or restricted at any time.

  REGISTERED yes

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