PAKET UMROH BULAN FEBRUARI MARET APRIL MEI 2018

3 IN 1 SUDAH TIDAK EFEKTIF

saco-indonesia.com, Wakil Gubernur DKI Jakarta, Basuki Tjahaja Purnama (Ahok) telah mengungkapkan penerapan 3 in 1 untuk bisa membatasi kendaraan di Jakarta tidak efektif. Pada kenyataannya juga masih banyak pemilik kendaraan dengan menggunakan joki untuk bisa melaluinya. Sehingga ini saat yang tepat menerapkan sistem pembatasan kendaraan dengan sistem elektronik.

"Itu nanti akan dihapuskan 3 in 1 sudah sangat tidak efektif. Sudah disurvei tidak efektif. Makanya nanti akan menerapkan ERP (Electronic Road Pricing)," katanya di Balai Kota DKI Jakarta, Senin (23/12).

Dalam penerapan ERP, Kepala Dinas Perhubungan DKI Jakarta Udar Pristono juga mengungkapkan sepakat dengan pernyataan Ahok. Setelah diterapkan baru kemudian ditentukan bagaimana cara untuk membatasi kendaraan. Namun Pristono belum dapat memastikan kapan rencana ini akan bisa dilakukan.

"3 in 1 itu sudah tidak efektif. Karena hanya mengandalkan mata. Hanya mengandalkan orang. Jadi repot. Sekarang yang sedang yang akan diterapkan itu adalah pajak kemacetan atau biasa terkenalnya ERP," ungkapnya.

Pristono juga menambahkan, penerapan ERP sendiri itu tidak mungkin dilakukan dari perbatasan. Tetapi harus dilakukan secara bertahap, dimulai dari tengah dahulu. Dimana angkutan masalnya juga sudah kuat.

"Jadi ERP itu tidak mungkin dilakukan dari pinggir dulu. ERP akan dilakukan dari tengah dulu. Di mana di tengah itu ada massa angkutan umum nya sudah kuat," katanya.

Tujuan dari penerapan dari tengah dulu supaya orang-orang yang menggunakan kendaraan bisa memarkir kendaraannya di pinggiran kota. Karena jalan raya yang ditengah kota sudah menggunakan ERP.

"Jadi terbalik, bukan dari perbatasan dulu tapi dari tengah dulu. Supaya orang markir mobilnya di perbatasan dia naik bus," tandas Pristono.

Editor : Dian Sukmawati

WEBSITE ITU APA

website itu apa

Website adalah halaman informasi yang disediakan melalui jalur internet sehingga bisa diakses di seluruh dunia selama terkoneksi dengan jaringan internet. Website merupakan komponent atau kumpulan komponen yang terdiri dari teks, gambar, suara animasi sehingga lebih merupakan media informasi yang menarik untuk dikunjungi. Secara garis besar, website bisa digolongkan menjadi 3 bagian yaitu:

 

1. Website Statis
2. Website Dinamis
3. Website Interaktif

Website Statis adalah web yang mempunyai halaman tidak berubah. Artinya adalah untuk melakukan perubahan pada suatu halaman dilakukan secara manual dengan mengedit code yang menjadi struktur dari website tersebut.

Website Dinamis merupakan website yang secara struktur diperuntukan untuk update sesering mungkin. Biasanya selain utama yang bisa diakses oleh user pada umumnya, juga disediakan halaman backend untuk mengedit kontent dari website. Contoh umum mengenai website dinamis adalah web berita atau web portal yang didalamnya terdapat fasilitas berita, polling dan sebagainya.

Website Interaktif adalah web yang saat ini memang sedang booming. Salah satu contoh website interaktif adalah blog dan forum. Di website ini user bisa berinteraksi dan beradu argument mengenai apa yang menjadi pemikiran mereka. Biasanya website seperti memiliki moderator untuk mengatur supaya topik yang diperbincangkan tidak keluar jalur....

andre webs

RATU ATUT AKAN MENGAJUKAN PENANGGUHAN PENAHANAN

saco-indonesia.com, Firman Wijaya, pengacara Gubernur Banten, Ratu Atut Chosiyah, hari ini akan mengajukan surat penangguhan penahanan bagi kliennya ke Komisi Pemberantasan Korupsi.

Dia juga berharap Komisi antikorupsi ini bisa mengabulkan permohonan penangguhan penahanan Ratu Atut. "Bu Atut tidak bisa melarikan diri karena statusnya tersangka dan sudah dilakukan pencekalan. Saya rasa alasan penangguhan dengan subjektif ini akan bisa dikabulkan," kata Firman di KPK, Jakarta Selatan, Senin (23/12/2013).

Menurut Firman, ditahannya Ratu Atut juga sangat mempengaruhi kerja pemerintahan Provinsi Banten. "Penahanan ini juga bisa dipersepsikan sebagai sarana ampuh untuk dapat melumpuhkan kewenangan Atut sebagai gubernur provinsi aktif. Sampai hari ini kewenangan untuk dapat memutuskan sesuatu tetap pada Ibu Atut. Tidak ada pada Undang-undang yang melegitimasi tanpa persetujuan Atut," ujar Firman.

Firman Wijaya juga menyatakan semestinya KPK mengabulkan permohonannya tersebut. "Tentu saja penahanan yang begitu akan cepat bisa mengganggu kesinambungan Pemerintahan Provinsi Banten," tegas Firman.

Editor : Dian Sukmawati

MALL DI JAKARTA, BINTARO XCHANGE MALL, PUSAT LIFESTYLE DAN BELANJA TERBARU DI SELATAN JAKARTA

Sangat kurang lengkap jika seseorang yang menjajakan barang dagangannya melalui internt tetapi tidak memahami tehnik Cara Meningkatkan Penjualan Online yang jitu. Supaya hal ini jangan sampai terjadi pada anda, berikut kami akan membagikan sebuah trik bagaimana Cara Meningkatkan Penjualan Online yang paling jitu dan paling ampuh dan layak untuk dicoba. Bintaro Xchange Mall yang di bangun tepat disisi jalan tol Bintaro - Pondok Indah telah memberikan warna tersendiri bagi sang Ibu Kota khususnya Bintaro Jaya. Dibangun dengan konsep yang mengacu pada life style center dengan interactive green area telah menjadikan Bintaro Xchange Mall sebagai Mall di Jakarta yang bersahabat dengan lingkungan.

Bintaro Xchange Mall merupakan sebuah ikon gaya hidup dan belanja di kawasan Bintaro Jaya. Walaupun salah satu Mall di Jakarta ini belum lama di launching, namun berkat managemen yang solid dengan menyajikan apapun kebutuhan para pengunjungnya untuk membuat mereka senyaman mungkin, telah menjadikan salah satu Mall di Jakarta ini menjadi tempat berkunjung paling pavorit di kawasan selatan Jakarta.

Bintaro Xchange Mall ini merupakan Mall di Jakarta yang ramah terhadap lingkungan. Sehingga tentu saja memberikan efek nyaman bagi para pengunjung dan para penghuni kawasan Bintaro Jaya. Area taman yang hijau dan arena ice skating untuk anda yang ingin mencoba permainan di atas salju yang terhampar luas.

Ada cukup banyak Mall di Jakarta, dan baru-baru ini di kawasan Bintaro Jaya yakni sebelah selatan Jakarta telah di luncurkan sebuah Mall yang bakal menjadi pavorit untuk di kunjungi setiap akhir pekan bahkan setiap hari sekalipun, karena anda tidak akan pernah merasa bosan untuk selalu berkunjung ke Bintaro Xchange Mall ini.

Bintaro Xchange Mall ini merupakan sebuah Mall yang di bangun dengan konsep moderen namun etap mengedepankan Green Area, yang itu artinya akan sangat berpengaruh untuk kesehatan para pengunjungnya juga untuk kawasan di sekitar Mall di Jakarta yang satu ini.

Mungkin anda pernah berjalan-jalan di salah atu Mall di Jakarta? Tentu saja bukan? Dan apa yang anda rasakan? Relatif, masing-masing mempunyai kesan yang berbeda ketika mengunjungi suatu temtap. Bukankah demikian? Namun demikian apakah anda sudah pernah mengunjungi Mall di Jakarta yang satu ini? Dimana? Itu loh salah satu mall di Bintaro Jaya yang baru saja diluncurkan beberapa waktu yang lau, oh Bintaro Xchange Mall maksudnya? Betul sekali kawan, cobalah di suatu waktu mengunjunginya dan anda akan mendapatkan layanan yang memanjakan di Mall di Jakarta yang atu ini.

Demikian sedikit informasi dari kami seputar Bintaro Jaya Xchange Mall pusat lifestyle dan belanja terbaru di selatan Jakarta, semoga berguna dan sampai jumpa kembali di berbagai info lainnya. Jangan lupa untuk singgah di pusat bisnis pulsa di Indonesia. Terimakasih.

TIGA PELAJAR DI BOGOR JADI TERSANGKA

saco-indonesia.com, Buntut dari tewasnya Ade Sudrajat yang berusia 16 tahun , saat terjadi tawuran antara SMK YKTB dengan SMK Wiyata Karisma Rabu (12/2) kemarin, akhirnya polisi telah menetapkan tiga pelajar jadi tersangka.

Kasat Reskrim Polres Bogor, AKP Didik Purwanto juga mengaku, tiga pelajar yang telah ditetapkan sebagai tersangka adalah RD 16, YP 16, dan FB 15.

“Ketiga pelajar ini juga merupakan siswa SMK Menara Siswa dan YKTB. Sedangkan Riki, pelaku pembacokan masih buron,”kata AKP Didik.

Menurut AKP Didik, tawuran bermula saat sekelompok siswa SMK Menara Siswa (Mensis) sedang nongkrong di Gapura perumahan Telaga Kahuripan dekat pangkalan ojek.

Tiba-tiba mereka telah diserang sekitar 30 orang  pelajar gabungan dari SMK Wiyata Karisma dan SMK YKTB Kota Bogor.

Kelompok dari dua sekolah berbeda yang telah menyatu dalam satu kelompok ini, mempersenjatai diri dengan clurit.

“Deden siswa SMK YKTB 1 Yasmin dan Ridho siswa SMK YKTB jalan Semeru yang telah menjadi ketua kelompok penyerangan. Keduanya memegang senjata tajam,”kata Didik .

Kedua sekolah ini, diakui Kasat, telah memiliki dendam lama dengan sekolah korban.

“Pengakuan FB, satu pelajar yang kini jadi tersangka, yang telah membacok korban hingga clurit masih menempel dibadan saat ditemukan, adalah Riki. Pelaku sudah DO. Dia yang menggerakan aksi,”paparnya.

Korban ditikam saat terjatuh karena berlari mundur ketika menghindari serangan balik lawan.

“Ketiga pelaku tersebut dijerat Pasal 170 KUHP tentang pengeroyokan. Tiga pelaku lainnya yang masih dalam pengejaran adalah Agung, Bastiar dan Riki,” ujar Didik Purwanto.

Diberitakan sebelumnya, tawuran antar pelajar SMK di Bogor, telah menelan satu korban jiwa.

Ade Sudrajat (16), siswa kelas 1 SMK Wiyata Kharisma, tewas di lokasi akibat terkena sabetan clurit di kepalanya. Warga Kampung Tegal RT 1/03 Kecamatan Kemang, Kabupaten Bogor ini, tewas dengan 3 luka sabetan clurit di bagian kepala, pinggang dan punggungnya.

Editor : Dian Sukmawati

Ruth Rendell, Novelist Who Thrilled and Educated, Dies at 85

Ms. Rendell was a prolific writer of intricately plotted mystery novels that combined psychological insight, social conscience and teeth-chattering terror.

Dave Goldberg Was Lifelong Women’s Advocate

Even as a high school student, Dave Goldberg was urging female classmates to speak up. As a young dot-com executive, he had one girlfriend after another, but fell hard for a driven friend named Sheryl Sandberg, pining after her for years. After they wed, Mr. Goldberg pushed her to negotiate hard for high compensation and arranged his schedule so that he could be home with their children when she was traveling for work.

Mr. Goldberg, who died unexpectedly on Friday, was a genial, 47-year-old Silicon Valley entrepreneur who built his latest company, SurveyMonkey, from a modest enterprise to one recently valued by investors at $2 billion. But he was also perhaps the signature male feminist of his era: the first major chief executive in memory to spur his wife to become as successful in business as he was, and an essential figure in “Lean In,” Ms. Sandberg’s blockbuster guide to female achievement.

Over the weekend, even strangers were shocked at his death, both because of his relatively young age and because they knew of him as the living, breathing, car-pooling center of a new philosophy of two-career marriage.

“They were very much the role models for what this next generation wants to grapple with,” said Debora L. Spar, the president of Barnard College. In a 2011 commencement speech there, Ms. Sandberg told the graduates that whom they married would be their most important career decision.

In the play “The Heidi Chronicles,” revived on Broadway this spring, a male character who is the founder of a media company says that “I don’t want to come home to an A-plus,” explaining that his ambitions require him to marry an unthreatening helpmeet. Mr. Goldberg grew up to hold the opposite view, starting with his upbringing in progressive Minneapolis circles where “there was woman power in every aspect of our lives,” Jeffrey Dachis, a childhood friend, said in an interview.

The Goldberg parents read “The Feminine Mystique” together — in fact, Mr. Goldberg’s father introduced it to his wife, according to Ms. Sandberg’s book. In 1976, Paula Goldberg helped found a nonprofit to aid children with disabilities. Her husband, Mel, a law professor who taught at night, made the family breakfast at home.

Later, when Dave Goldberg was in high school and his prom date, Jill Chessen, stayed silent in a politics class, he chastised her afterward. He said, “You need to speak up,” Ms. Chessen recalled in an interview. “They need to hear your voice.”

Years later, when Karin Gilford, an early employee at Launch Media, Mr. Goldberg’s digital music company, became a mother, he knew exactly what to do. He kept giving her challenging assignments, she recalled, but also let her work from home one day a week. After Yahoo acquired Launch, Mr. Goldberg became known for distributing roses to all the women in the office on Valentine’s Day.

Ms. Sandberg, who often describes herself as bossy-in-a-good-way, enchanted him when they became friendly in the mid-1990s. He “was smitten with her,” Ms. Chessen remembered. Ms. Sandberg was dating someone else, but Mr. Goldberg still hung around, even helping her and her then-boyfriend move, recalled Bob Roback, a friend and co-founder of Launch. When they finally married in 2004, friends remember thinking how similar the two were, and that the qualities that might have made Ms. Sandberg intimidating to some men drew Mr. Goldberg to her even more.

Over the next decade, Mr. Goldberg and Ms. Sandberg pioneered new ways of capturing information online, had a son and then a daughter, became immensely wealthy, and hashed out their who-does-what-in-this-marriage issues. Mr. Goldberg’s commute from the Bay Area to Los Angeles became a strain, so he relocated, later joking that he “lost the coin flip” of where they would live. He paid the bills, she planned the birthday parties, and both often left their offices at 5:30 so they could eat dinner with their children before resuming work afterward.

Friends in Silicon Valley say they were careful to conduct their careers separately, politely refusing when outsiders would ask one about the other’s work: Ms. Sandberg’s role building Facebook into an information and advertising powerhouse, and Mr. Goldberg at SurveyMonkey, which made polling faster and cheaper. But privately, their work was intertwined. He often began statements to his team with the phrase “Well, Sheryl said” sharing her business advice. He counseled her, too, starting with her salary negotiations with Mark Zuckerberg.

“I wanted Mark to really feel he stretched to get Sheryl, because she was worth it,” Mr. Goldberg explained in a 2013 “60 Minutes” interview, his Minnesota accent and his smile intact as he offered a rare peek of the intersection of marriage and money at the top of corporate life.

While his wife grew increasingly outspoken about women’s advancement, Mr. Goldberg quietly advised the men in the office on family and partnership matters, an associate said. Six out of 16 members of SurveyMonkey’s management team are female, an almost unheard-of ratio among Silicon Valley “unicorns,” or companies valued at over $1 billion.

When Mellody Hobson, a friend and finance executive, wrote a chapter of “Lean In” about women of color for the college edition of the book, Mr. Goldberg gave her feedback on the draft, a clue to his deep involvement. He joked with Ms. Hobson that she was too long-winded, like Ms. Sandberg, but aside from that, he said he loved the chapter, she said in an interview.

By then, Mr. Goldberg was a figure of fascination who inspired a “where can I get one of those?” reaction among many of the women who had read the best seller “Lean In.” Some lamented that Ms. Sandberg’s advice hinged too much on marrying a Dave Goldberg, who was humble enough to plan around his wife, attentive enough to worry about which shoes his young daughter would wear, and rich enough to help pay for the help that made the family’s balancing act manageable.

Now that he is gone, and Ms. Sandberg goes from being half of a celebrated partnership to perhaps the business world’s most prominent single mother, the pages of “Lean In” carry a new sting of loss.

“We are never at 50-50 at any given moment — perfect equality is hard to define or sustain — but we allow the pendulum to swing back and forth between us,” she wrote in 2013, adding that they were looking forward to raising teenagers together.

“Fortunately, I have Dave to figure it out with me,” she wrote.

William Price Fox, Admired Southern Novelist and Humorist, Dies at 89

Mr. Fox, known for his well-honed countrified voice, wrote about things dear to South Carolina and won over Yankee critics.

Finding Scandal in New York and New Jersey, but No Shame

From sea to shining sea, or at least from one side of the Hudson to the other, politicians you have barely heard of are being accused of wrongdoing. There were so many court proceedings involving public officials on Monday that it was hard to keep up.

In Newark, two underlings of Gov. Chris Christie were arraigned on charges that they were in on the truly deranged plot to block traffic leading onto the George Washington Bridge.

Ten miles away, in Lower Manhattan, Dean G. Skelos, the leader of the New York State Senate, and his son, Adam B. Skelos, were arrested by the Federal Bureau of Investigation on accusations of far more conventional political larceny, involving a job with a sewer company for the son and commissions on title insurance and bond work.

The younger man managed to receive a 150 percent pay increase from the sewer company even though, as he said on tape, he “literally knew nothing about water or, you know, any of that stuff,” according to a criminal complaint the United States attorney’s office filed.

The success of Adam Skelos, 32, was attributed by prosecutors to his father’s influence as the leader of the Senate and as a potentate among state Republicans. The indictment can also be read as one of those unfailingly sad tales of a father who cannot stop indulging a grown son. The senator himself is not alleged to have profited from the schemes, except by being relieved of the burden of underwriting Adam.

The bridge traffic caper is its own species of crazy; what distinguishes the charges against the two Skeloses is the apparent absence of a survival instinct. It is one thing not to know anything about water or that stuff. More remarkable, if true, is the fact that the sewer machinations continued even after the former New York Assembly speaker, Sheldon Silver, was charged in January with taking bribes disguised as fees.

It was by then common gossip in political and news media circles that Senator Skelos, a Republican, the counterpart in the Senate to Mr. Silver, a Democrat, in the Assembly, could be next in line for the criminal dock. “Stay tuned,” the United States attorney, Preet Bharara said, leaving not much to the imagination.

Even though the cat had been unmistakably belled, Skelos father and son continued to talk about how to advance the interests of the sewer company, though the son did begin to use a burner cellphone, the kind people pay for in cash, with no traceable contracts.

That was indeed prudent, as prosecutors had been wiretapping the cellphones of both men. But it would seem that the burner was of limited value, because by then the prosecutors had managed to secure the help of a business executive who agreed to record calls with the Skeloses. It would further seem that the business executive was more attentive to the perils of pending investigations than the politician.

Through the end of the New York State budget negotiations in March, the hopes of the younger Skelos rested on his father’s ability to devise legislation that would benefit the sewer company. That did not pan out. But Senator Skelos did boast that he had haggled with Gov. Andrew M. Cuomo, a Democrat, in a successful effort to raise a $150 million allocation for Long Island to $550 million, for what the budget called “transformative economic development projects.” It included money for the kind of work done by the sewer company.

The lawyer for Adam Skelos said he was not guilty and would win in court. Senator Skelos issued a ringing declaration that he was unequivocally innocent.

THIS was also the approach taken in New Jersey by Bill Baroni, a man of great presence and eloquence who stopped outside the federal courthouse to note that he had taken risks as a Republican by bucking his party to support paid family leave, medical marijuana and marriage equality. “I would never risk my career, my job, my reputation for something like this,” Mr. Baroni said. “I am an innocent man.”

The lawyer for his co-defendant, Bridget Anne Kelly, the former deputy chief of staff to Mr. Christie, a Republican, said that she would strongly rebut the charges.

Perhaps they had nothing to do with the lane closings. But neither Mr. Baroni nor Ms. Kelly addressed the question of why they did not return repeated calls from the mayor of Fort Lee, N.J., begging them to stop the traffic tie-ups, over three days.

That silence was a low moment. But perhaps New York hit bottom faster. Senator Skelos, the prosecutors charged, arranged to meet Long Island politicians at the wake of Wenjian Liu, a New York City police officer shot dead in December, to press for payments to the company employing his son.

Sometimes it seems as though for some people, the only thing to be ashamed of is shame itself.

Ben E. King, Soulful Singer of ‘Stand by Me,’ Dies at 76

Mr. King sang for the Drifters and found success as a solo performer with hits like “Spanish Harlem.”

Suzanne Crough, Actress in ‘The Partridge Family,’ Dies at 52

Ms. Crough played the youngest daughter on the hit ’70s sitcom starring David Cassidy and Shirley Jones.

Jozef Paczynski, Inmate Barber to Auschwitz Commandant, Dies at 95

Mr. Paczynski was one of the concentration camp’s longest surviving inmates and served as the personal barber to its Nazi commandant Rudolf Höss.

As Vice Moves More to TV, It Tries to Keep Brash Voice

The live music at the Vice Media party on Friday shook the room. Shane Smith, Vice’s chief executive, was standing near the stage — with a drink in his hand, pants sagging, tattoos showing — watching the rapper-cum-chef Action Bronson make pizzas.

The event was an after-party, a happy-hour bacchanal for the hundreds of guests who had come for Vice’s annual presentation to advertisers and agencies that afternoon, part of the annual frenzy for ad dollars called the Digital Content NewFronts. Mr. Smith had spoken there for all of five minutes before running a slam-bang highlight reel of the company’s shows that had titles like “Weediquette” and “Gaycation.”

In the last year, Vice has secured $500 million in financing and signed deals worth hundreds of millions of dollars with established media companies like HBO that are eager to engage the young viewers Vice attracts. Vice said it was now worth at least $4 billion, with nearly $1 billion in projected revenue for 2015. It is a long way from Vice’s humble start as a free magazine in 1994.

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But even as cash flows freely in Vice’s direction, the company is trying to keep its brash, insurgent image. At the party on Friday, it plied guests with beers and cocktails. Its apparently unrehearsed presentation to advertisers was peppered with expletives. At one point, the director Spike Jonze, a longtime Vice collaborator, asked on stage if Mr. Smith had been drinking.

“My assistant tried to cut me off,” Mr. Smith replied. “I’m on buzz control.”

Now, Vice is on the verge of getting its own cable channel, which would give the company a traditional outlet for its slate of non-news programming. If all goes as planned, A&E Networks, the television group owned by Hearst and Disney, will turn over its History Channel spinoff, H2, to Vice.

The deal’s announcement was expected last week, but not all of A&E’s distribution partners — the cable and satellite TV companies that carry the network’s channels — have signed off on the change, according to a person familiar with the negotiations who spoke on the condition of anonymity because the talks were private.

A cable channel would be a further step in a transformation for Vice, from bad-boy digital upstart to mainstream media company.

Keen for the core audience of young men who come to Vice, media giants like 21st Century Fox, Time Warner and Disney all showed interest in the company last year. Vice ultimately secured $500 million in financing from A&E Networks and Technology Crossover Ventures, a Silicon Valley venture capital firm that has invested in Facebook and Netflix.

Those investments valued Vice at more than $2.5 billion. (In 2013, Fox bought a 5 percent stake for $70 million.)

Then in March, HBO announced that it had signed a multiyear deal to broadcast a daily half-hour Vice newscast. Vice already produces a weekly newsmagazine show, called “Vice,” for the network. That show will extend its run through 2018, with an increase to 35 episodes a year, from 14.

Michael Lombardo, HBO’s president for programming, said when the deal was announced that it was “certainly one of our biggest investments with hours on the air.”

Vice, based in Brooklyn, also recently signed a multiyear $100 million deal with Rogers Communications, a Canadian media conglomerate, to produce original content for TV, smartphone and desktop viewers.

Vice’s finances are private, but according to an internal document reviewed by The New York Times and verified by a person familiar with the company’s financials, the company is on track to make about $915 million in revenue this year.

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It brought in $545 million in a strong first quarter, which included portions of the new HBO deal and the Rogers deal, according to the document. More of its revenue now comes from these types of content partnerships, compared with the branded content deals that made up much of its revenue a year ago, the company said.

Mr. Smith said the company was worth at least $4 billion. If the valuation gets much higher, he said he would consider taking the company public.

“I don’t care about money; we have plenty of money,” Mr. Smith, who is Vice’s biggest shareholder, said in an interview after the presentation on Friday. “I care about strategic deals.”

In the United States, Vice Media had 35.2 million unique visitors across its sites in March, according to comScore.

The third season of Vice’s weekly HBO show has averaged 1.8 million viewers per episode, including reruns, through April 12, according to Brad Adgate, the director of research at Horizon Media. (Vice said the show attracted three million weekly viewers when repeat broadcasts, online and on-demand viewings were included.)

For years, Mr. Smith has criticized traditional TV, calling it slow and unable to draw younger viewers. But if all the deals Vice has struck are to work out, Mr. Smith may have to play more by the rules of traditional media. James Murdoch, Rupert Murdoch’s son and a member of Vice’s board, was at the company’s presentation on Friday, as were other top media executives.

“They know they need people like me to help them, but they can’t get out of their own way,” Mr. Smith said in the interview Friday. “My only real frustration is we’re used to being incredibly dynamic, and they’re not incredibly dynamic.”

With its own television channel in the United States, Vice would have something it has long coveted even as traditional media companies are looking beyond TV. Last year, Vice’s deal with Time Warner failed in part because the two companies could not agree on how much control Vice would have over a 24-hour television network.

Vice said it intended to fill its new channel with non-news programming. The company plans to have sports shows, fashion shows, food shows and the “Gaycation” travel show with the actress Ellen Page. It is also in talks with Kanye West about a show.

It remains to be seen whether Vice’s audience will watch a traditional cable channel. Still, Vice has effectively presold all of the ad spots to two of the biggest advertising agencies for the first three years, Mr. Smith said.

In the meantime, Mr. Smith is enjoying Vice’s newfound role as a potential savior of traditional media companies.

“I’m a C.E.O. of a content company,” Mr. Smith said before he caught a flight to Las Vegas for the boxing match on Saturday between Floyd Mayweather Jr. and Manny Pacquiao. “If it stops being fun, then why are you doing it?”

Jean Nidetch, 91, Dies; Pounds Came Off, and Weight Watchers Was Born

A 214-pound Queens housewife struggled with a lifelong addiction to food until she shed 72 pounds and became the public face of the worldwide weight-control empire Weight Watchers.

Sid Tepper Dies at 96; Delivered ‘Red Roses for a Blue Lady’ and Other Songs

Mr. Tepper was not a musical child and had no formal training, but he grew up to write both lyrics and tunes, trading off duties with the other member of the team, Roy C. Bennett.

How Some Men Fake an 80-Hour Workweek, and Why It Matters

Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.

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Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.

“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”

Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.

The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.

They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.

A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.

Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.

What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.

It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)

A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.

The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.

It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.

High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.

But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.

In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.

Police Rethink Long Tradition on Using Force

WASHINGTON — During a training course on defending against knife attacks, a young Salt Lake City police officer asked a question: “How close can somebody get to me before I’m justified in using deadly force?”

Dennis Tueller, the instructor in that class more than three decades ago, decided to find out. In the fall of 1982, he performed a rudimentary series of tests and concluded that an armed attacker who bolted toward an officer could clear 21 feet in the time it took most officers to draw, aim and fire their weapon.

The next spring, Mr. Tueller published his findings in SWAT magazine and transformed police training in the United States. The “21-foot rule” became dogma. It has been taught in police academies around the country, accepted by courts and cited by officers to justify countless shootings, including recent episodes involving a homeless woodcarver in Seattle and a schizophrenic woman in San Francisco.

Jack Ely, Who Sang the Kingsmen’s ‘Louie Louie’, Dies at 71

A 2-minute-42-second demo recording captured in one take turned out to be a one-hit wonder for Mr. Ely, who was 19 when he sang the garage-band classic.

William Sokolin, Wine Seller Who Broke Famed Bottle, Dies at 85

The bottle Mr. Sokolin famously broke was a 1787 Château Margaux, which was said to have belonged to Thomas Jefferson. Mr. Sokolin had been hoping to sell it for $519,750.

Calvin Peete, 71, a Racial Pioneer on the PGA Tour, Is Dead

With 12 tournament victories in his career, Mr. Peete was the most successful black professional golfer before Tiger Woods.