HOW TO TELL IF SALMON IS BAD
There are several ways to determine if salmon has gone bad. You can start by looking at it. Fresh salmon has a very distinct pink or orange color. As such, you’d know that salmon has gone bad when it looks very pale. Its scales look dull while the gills has a dark color.
Salmon that has gone bad usually has dark spots on the flesh. In certain cases, the spots are whitish in color. The discoloration on the flesh of the fish is another indicator that salmon is no longer safe for consumption.
In case the salmon that you bought has its head on, then examine the eyes. Fresh salmon has bright eyes with a dark pupil. It should also be bulging a bit. Bad salmon has dark and discolored eyes.
Fresh salmon has those white lines that are very easy to distinguish. Those lines can help keep the firmness of the fish. But eventually, those lines will separate. Thus, you can tell that salmon has gone bad when the familiar white lines have disappeared.
Moreover, spoiled salmon is no longer firm. In fact, its meat looks so fragile when you handle it.
Finally, another indicator of bad salmon is its smell. While salmon has that distinctive fishy smell, a fresh one doesn’t have an intensely foul odor. If the salmon that you stored for a long time in the freezer has a very strong odor, then I would recommend that you throw it away.
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SEAFOOD THE WAY IT SHOULD BE.
ROBOTS ARE LIKELY ON THEIR WAY INTO ALASKA FISH-PROCESSING PLANTS
Robots are cutting up snow crabs in Canada these days, a sign of things to come in the seafood processing industry.
Overall, robots are less involved in seafood processing than in other industries. Robots have yet to make it into any of Alaska's 176 fish processing shops, but the lure of reduced production costs, increased fish quality and crews of worker-bots is turning the tide.
The CBC reports that the world's first crab plant robot began work this spring in a plastic chamber about the size of a shipping container in Newfoundland. The robot receives crabs on a conveyor belt and quickly dismembers each with a buzzing blade. Crab legs then tumble into a tub below, all sorted, sectioned and ready to go.
Another robot in the works will soon shuck all the meat from the crab for a better financial return.
"Instead of sending our crab out as sections with the meat in the shell, we thought we could attract a higher price if we sold the meat instead," said Bob Verge, director of the Canadian Centre for Fisheries Innovation, where the crab-cutting robots were created.
MINOR LEAGUE BALLPARKS PROVIDING BIG LEAGUE MENUS
Take me out to the ballgame, take me out with the crowd, buy me some peanuts and ...
... Poutine? Pretzel bites in Monterey Jack cheese sauce? Maybe a bacon burger dunked in bourbon sauce hot off the grill, complete with onions and peppers?
Baseball is on the menu for the Peoria Chiefs 70 times a season at Dozer Park in the class-A Midwest League.
But food is every bit a co-star in Peoria and ballparks around the minors. It’s not an afterthought. It’s not a simple selection. It has entered a generation far beyond peanuts and Cracker Jack.
“It’s part of the experience at the ballpark now,” Chiefs president Rocky Vonachen said. “When we started out at the old ballpark (on Nebraska Avenue) in the 1980s we had hot dogs, hamburgers, pork chops, popcorn, soda and beer. We had local restaurants deliver pizza to the ballpark and we sold slices.
“That’s the way it was. Food was an afterthought in that era. Not anymore. It’s part of the ballpark experience now, and it’s crucial to the team’s operation, to pleasing the fans.
“The expectations now, when you go to the ballpark, is there will be creative things on the menu, good food, something people talk about. We have all that, from Burgertopia to the Dog House and the Philly Cheese Steak grill. You can get burgers with bacon and bourbon on them, jalapenos on them, onions, peppers. Hot dogs come in countless variations, you can get Philly steak and cheese on nacho chips, you can have Poutine.
“It’s a big business now. As big as the tickets and sponsorship sales parts of the team.
WHAT YOUR COMPANY CAN LEARN FROM GOOGLE'S AREA 120 MODEL
Big companies are too slow, too disorganized and too stuck under the weight of outdated playbooks and bad habits to benefit from opportunities to innovate.
That’s the picture the latest report by accelerator 500 Startups paints after surveying over 100 corporate executives that oversee innovation, including collaborating or investing in startups.
Rubbing shoulders with startups, collaborating with them in some way, or absorbing them altogether, may sound like a clever way for established companies to innovate. But the strategy doesn’t appear to be working, according to the 500 Startups report.
The report portrays the problem as one that can be solved by educating corporate innovators. But while handholding might improve the results, my hunch is it won’t be enough to produce a substantial turnaround because big companies and startups are incompatible at their core.
Tomasz Tunguz, Venture Capitalist at Redpoint, published a blog post last May about Conway’s law, which states that a company’s product or service will, more often than not, reflect its organizational structure. In other words, the nature of the tree determines the nature of its fruit, as Googler Manu Cornet illustrated in his now-famous doodles from 2011:
RESTAURANTS FIND MOBILE APPS ARE KEY AS MORE PEOPLE USE DELIVERY SERVICE
Chains from Panera to McDonald's are using technology to grow their businesses during a sluggish time for restaurants
Convenience is a growing consideration for diners deciding where and what to have for dinner, a trend that is spurring restaurants to build or improve their mobile apps, experts say.
Data compiled by research firm The NPD Group found half of consumers who choose delivery do it because they don't want to leave home. Other top answers were it's "easier" or "quicker" than cooking.
The NPD Group said the use of mobile apps, text messages and the internet to order food from a restaurant or other food service provider climbed 18% in March from the previous year. Half of those orders were dinner orders made in the evening. People under the age of 35 and those with higher household incomes are "above-average users of digital ordering," the organization said.
WHY THE ROBOT TAKEOVER OF THE ECONOMY IS PROCEEDING SLOWLY
Vik Singh's company has powerful artificial intelligence software that helps firms hunt down the best sales leads. Getting somebody to use it -- well, that's a story that says a lot about the U.S. expansion.
U.S. businesses have every incentive to adopt labor-saving technologies, replacing factory workers with robots and desk jobs with smart software. In some areas, such as finance, machine decision-making is advancing quickly. In others, there are obstacles. Overall, while the penetration of automation in the economy is happening, it is taking place at a slower pace than futurists expected.
Singh tells customers how his system can help trim sales prospecting staff and boost revenue. Managers are intrigued but sometimes reluctant to entrust a high-touch business such as sales to a black box.
"They just don't understand it," says the co-founder and chief executive officer of Infer Inc. in Mountain View, California. "And they don't believe it."
Hundreds of companies are trying to disrupt the way we consume, work, or move. The economy's growth potential could be higher if smart machines could turbocharge how humans go about their tasks. Higher productivity, or output per hour, would boost corporate profits and may help U.S. workers finally get a pay raise.
That economic nirvana just isn't happening yet.
