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Improve text export.

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Paulo Gustavo Veiga 2013-04-04 22:11:59 -03:00
parent 9686431874
commit 65283a0edc
21 changed files with 1312 additions and 3488 deletions
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50
wise-webapp/src/main/resources/com/wisemapping/export/xslt/mm2text.xsl
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@ -15,6 +15,7 @@
<xsl:stylesheet version="1.0" xmlns:xsl="http://www.w3.org/1999/XSL/Transform">
<xsl:output method="text" indent="no" encoding="UTF-8"/>
<xsl:strip-space elements="*"/>
<xsl:key name="refid" match="node" use="@ID"/>
<xsl:template match="/">
@ -22,10 +23,32 @@
</xsl:template>
<xsl:template match="node">
<xsl:variable name="thisid" select="@ID"/>
<xsl:call-template name="indent">
<xsl:with-param name="string" select="'&#009;'"/>
<xsl:with-param name="times" select="count(ancestor::node())-2"/>
</xsl:call-template>
<xsl:variable name="target" select="arrowlink/@DESTINATION"/>
<xsl:number level="multiple" count="node" format="1"/>
<xsl:text> </xsl:text><xsl:value-of select="@TEXT"/>
<xsl:text> </xsl:text>
<xsl:value-of select="@TEXT"/>
<!-- Generate Link -->
<xsl:if test="@LINK">
<xsl:text>&#10;</xsl:text>
<xsl:call-template name="indent">
<xsl:with-param name="string" select="'&#009;'"/>
<xsl:with-param name="times" select="count(ancestor::node())-1"/>
</xsl:call-template>
<xsl:text>* Link: </xsl:text>
<xsl:value-of select="@LINK"/>
</xsl:if>
<!-- Generate Note -->
<xsl:apply-templates select="richcontent[@TYPE='NOTE']"/>
<xsl:text>&#10;</xsl:text>
<!-- Generate References -->
<xsl:if test="arrowlink/@DESTINATION != ''">
<xsl:text> (see:</xsl:text>
<xsl:for-each select="key('refid', $target)">
@ -33,7 +56,30 @@
</xsl:for-each>
<xsl:text>)</xsl:text>
</xsl:if>
<xsl:apply-templates select="node"/>
</xsl:template>
<xsl:template match="richcontent[@TYPE='NOTE']">
<xsl:text>&#10;</xsl:text>
<xsl:call-template name="indent">
<xsl:with-param name="string" select="'&#009;'"/>
<xsl:with-param name="times" select="count(ancestor::node())-2"/>
</xsl:call-template>
<xsl:text>* Note: </xsl:text>
<xsl:apply-templates/>
</xsl:template>
<xsl:template name="indent">
<xsl:param name="string" select="''"/>
<xsl:param name="times" select="1"/>
<xsl:if test="number($times) &gt; 0">
<xsl:value-of select="$string"/>
<xsl:call-template name="indent">
<xsl:with-param name="string" select="$string"/>
<xsl:with-param name="times" select="$times - 1"/>
</xsl:call-template>
</xsl:if>
</xsl:template>
</xsl:stylesheet>

455
wise-webapp/src/test/resources/data/export/bigmap.txt
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@ -1,262 +1,193 @@
1 corona
1.1 Modelo in world
1.1.1 International market protected Modelo from unstable peso
1.1.2 Fifth largest distributor in world
1.1.2.1 Can they sustain that trend
1.1.2.2 in 12 years
1.1.3 One of top 10 breweries in world
1.2 Carloz Fernandez CEO
1.2.1 CEO Since 1997
1.2.1.1 29 years old
1.2.1.1.1 working there since 13
1.2.2 vision: top five brewers
1.2.2.1 International Business model
1.2.2.1.1 experienced local distributors
1.2.2.1.2 Growing international demand
1.2.2.1.3 Capitalize on NAFTA
1.2.2.2 top 10 beer producers in world
1.2.2.2.1 7.8 % sales growth compounded over ten years
1.2.2.2.2 2005
1.2.2.2.2.1 12.3 % exports
1.2.2.2.2.2 4% increase domestically
1.2.2.2.2.3 export sales 30%
1.2.2.2.3 Corona Extra
1.2.2.2.3.1 worlds fourth best selling beer
1.2.2.2.3.2 56% shar of domestic market
1.2.2.2.3.3 Since 1997 #1 import in US
1.2.2.2.3.3.1 outsold competitor by 50%
1.2.3 Expanding production
1.2.3.1 renovate facility in Zacatecas
1.2.3.2 300 million investment
1.3 US Beer Market
1.3.1 2nd largest nest to China
1.3.2 Consumption six times higher per cap
1.3.3 Groth expectations reduced
1.3.4 80% of market
1.3.4.1 AB
1.3.4.1.1 75% of industry profits
1.3.4.2 adolf coors
1.3.4.3 Miller
1.3.5 dense network of regional craft brewing
1.3.6 volume main driver
1.4 Modelo in Mexico
1.4.1 History to 1970
1.4.1.1 formed in 1922
1.4.1.1.1 Pablo Diez Fernandez, Braulio Irare, Marin Oyamburr
1.4.1.1.2 Iriarte died in 1932
1.4.1.1.3 Diez sole owner 1936
1.4.1.1.4 Fernandez Family Sole owner since 1936
1.4.1.2 focus on Mexico City
1.4.1.3 Modelo 1st Brand
1.4.1.4 Corona 2nd Brand
1.4.1.4.1 Clear Glass Customers preference
1.4.1.5 1940s period of strong growth
1.4.1.5.1 concentrate domesti¬cally
1.4.1.5.2 improve distribution methods and produc¬tion facilities
1.4.1.5.2.1 distribution: direct with profit sharing
1.4.1.6 bought the brands and assets of the Toluca y Mexico Brewery
1.4.1.6.1 1935
1.4.1.6.2 country's oldest brand of beer
1.4.2 1971, Antonino Fernandez was appointed CEO
1.4.2.1 Mexican Stock exchange in 1994
1.4.2.2 Anheuser-Busch 17.7 % of the equity
1.4.2.2.1 The 50.2 % represented 43.9% voting
1.4.3 Largest Beer producer and distrubutor in Mexico
1.4.3.1 corona 56% share
1.5 Modelo in US
1.5.1 History
1.5.1.1 1979
1.5.1.2 Amalgamated Distillery Products Inc. (
1.5.1.2.1 later renamed Barton Beers Ltd.
1.5.1.3 gained popularity in southern states
1.5.1.4 rapid growth 1980s
1.5.1.4.1 second most popular imported beer
1.5.1.5 1991
1.5.1.5.1 doubling of federal excise tax on beer
1.5.1.5.1.1 sales decrease of 15 percent
1.5.1.5.1.2 distributor absorb the tax 92
1.5.1.5.2 distributors took the loss
1.5.2 2007 5 beers to us
1.5.2.1 3 of top 8 beers in US
1.5.2.2 Heineken
1.5.2.2.1 Main Import Comptitor
1.5.2.3 131 million cases
1.5.3 Marketing
1.5.3.1 surfing mythology
1.5.3.2 not selling premium quality
1.5.3.3 not testosterone driven
1.5.3.4 found new following
1.5.3.5 beer for non beer drinkers
1.5.3.6 dependable second choise
1.5.3.7 Fun in the sun
1.5.3.7.1 Barton Beer's idea
1.5.3.7.2 escape
1.5.3.7.3 relaxation
1.5.3.8 1996ad budget
1.5.3.8.1 Corona 5.1 mil
1.5.3.8.2 Heiniken 15 mil
1.5.3.8.3 an bsch 192 mil
1.5.4 Us dist contracts
1.5.4.1 importer/distributors
1.5.4.1.1 Local Companies
1.5.4.1.2 Autonomous
1.5.4.1.3 competitive relationship
1.5.4.1.4 transportation
1.5.4.1.5 insurance
1.5.4.1.6 pricing
1.5.4.1.7 customs
1.5.4.1.8 advertixing
1.5.4.2 procermex inc
1.5.4.2.1 Modelo us subsidiary
1.5.4.2.2 Support
1.5.4.2.3 Supervise
1.5.4.2.4 Coordinate
1.5.4.3 Modelo had final say on brand image
1.5.4.4 production in Mexico
1.5.4.5 Chicago based Barton Beers 1st
1.5.4.5.1 largest importer in 25 western states
1.5.4.6 Gambrinus
1.5.4.6.1 1986
1.5.4.6.2 eastern dist
1.6 The Beer market
1.6.1 traditionally a clustered market
1.6.2 many local breweries
1.6.3 no means of transport
1.6.4 colsolition happened in 1800s
1.6.5 different countries had different tastes
1.6.6 90s national leaders expanded abroad
1.6.7 startup costs high
1.6.7.1 industry supported conectration
1.6.8 Interbrew
1.6.8.1 Belgian
1.6.8.2 aquired breweries in 20 countries
1.6.8.3 sales in 110 countries
1.6.8.4 local managers controlling brands
1.6.8.5 flagship brand: Stella Artois
1.6.9 2004 merger
1.6.9.1 #1 Interbrew
1.6.9.2 #5 Am Bev - Brazil
1.6.9.3 largest merge
1.6.9.3.1 worth 12.8 billion
1.6.10 2007
1.6.10.1 inbev
1.6.10.2 SAP Miller
1.6.10.3 Heineken
1.6.10.3.1 produces beer domestically
1.6.10.3.1.1 parent of local distributors
1.6.10.3.1.1.1 marketing
1.6.10.3.1.1.2 importing
1.6.10.3.1.1.2.1 import taxes passed on to consumer
1.6.10.3.1.1.3 distribution
1.6.10.3.2 marketing
1.6.10.3.2.1 premium beer
1.6.10.3.2.2 premium brand
1.6.10.3.2.3 no mythology
1.6.10.3.2.4 superior taste
1.6.10.3.2.5 2006 aggressive marketing campaign
1.6.10.3.2.5.1 Heineken Premium Light
1.6.10.3.3 reputation of top selling beer in world
1.6.10.3.4 Dutch
1.6.10.4 Anh Bush
1.6.10.4.1 produces in foreign markets
1.6.11 Beer Marketing
1.6.11.1 People drink marketing
1.6.12 Future
1.6.12.1 domestic and foreign threats
1.6.12.2 other merger talks
1.6.12.3 Inbev in talks with Anh Bush
1.6.12.3.1 Two biggest companies will create huge company
1.6.12.4 Sales were decreasing due to competitive media budgets
1.7 Mexico Industry
1.7.1 has most trade agreements in world
1.7.2 one of the largest domestic beer markets
1.7.3 imported beer only 1% sales
1.7.3.1 half were anh bcsh dist by modelo
1.7.4 modelo
1.7.4.1 NAFTA S.A. An Bucsh
1.7.4.2 62.8% of market
1.7.5 FEMSA
1.7.5.1 domestic market
1.7.5.1.1 37% of domestic market
1.7.5.1.2 production and distribution in Mexico: peso not a threat
1.7.5.1.3 Owns Oxxo C
1.7.5.1.3.1 CA largest chain of conv stores
1.7.5.1.4 leads domestic premium beer market
1.7.5.1.5 997 to 2004 taking domestic market share
1.7.5.1.6 NAFTA SACoca cola
1.7.5.1.6.1 Exclusive distributor
1.7.5.2 foriegn market
1.7.5.2.1 Partnership Heiniken
1.7.5.2.1.1 Distribution in US
1.7.5.2.2 90s entry to us market failed
1.7.5.2.3 Recently partnered with Heiniken for US market
1.7.5.2.3.1 2005 18.7% growth
1 corona
1.1 Modelo in world
1.1.1 International market protected Modelo from unstable peso
1.1.2 Fifth largest distributor in world
1.1.2.1 Can they sustain that trend
1.1.2.2 in 12 years
1.1.3 One of top 10 breweries in world
1.2 Carloz Fernandez CEO
1.2.1 CEO Since 1997
1.2.1.1 29 years old
1.2.1.1.1 working there since 13
1.2.2 vision: top five brewers
1.2.2.1 International Business model
1.2.2.1.1 experienced local distributors
1.2.2.1.2 Growing international demand
1.2.2.1.3 Capitalize on NAFTA
1.2.2.2 top 10 beer producers in world
1.2.2.2.1 7.8 % sales growth compounded over ten years
1.2.2.2.2 2005
1.2.2.2.2.1 12.3 % exports
1.2.2.2.2.2 4% increase domestically
1.2.2.2.2.3 export sales 30%
1.2.2.2.3 Corona Extra
1.2.2.2.3.1 worlds fourth best selling beer
1.2.2.2.3.2 56% shar of domestic market
1.2.2.2.3.3 Since 1997 #1 import in US
1.2.2.2.3.3.1 outsold competitor by 50%
1.2.3 Expanding production
1.2.3.1 renovate facility in Zacatecas
1.2.3.2 300 million investment
1.3 US Beer Market
1.3.1 2nd largest nest to China
1.3.2 Consumption six times higher per cap
1.3.3 Groth expectations reduced
1.3.4 80% of market
1.3.4.1 AB
1.3.4.1.1 75% of industry profits
1.3.4.2 adolf coors
1.3.4.3 Miller
1.3.5 dense network of regional craft brewing
1.3.6 volume main driver
1.4 Modelo in Mexico
1.4.1 History to 1970
1.4.1.1 formed in 1922
1.4.1.1.1 Pablo Diez Fernandez, Braulio Irare, Marin Oyamburr
1.4.1.1.2 Iriarte died in 1932
1.4.1.1.3 Diez sole owner 1936
1.4.1.1.4 Fernandez Family Sole owner since 1936
1.4.1.2 focus on Mexico City
1.4.1.3 Modelo 1st Brand
1.4.1.4 Corona 2nd Brand
1.4.1.4.1 Clear Glass Customers preference
1.4.1.5 1940s period of strong growth
1.4.1.5.1 concentrate domesti¬cally
1.4.1.5.2 improve distribution methods and produc¬tion facilities
1.4.1.5.2.1 distribution: direct with profit sharing
1.4.1.6 bought the brands and assets of the Toluca y Mexico Brewery
1.4.1.6.1 1935
1.4.1.6.2 country's oldest brand of beer
1.4.2 1971, Antonino Fernandez was appointed CEO
1.4.2.1 Mexican Stock exchange in 1994
1.4.2.2 Anheuser-Busch 17.7 % of the equity
1.4.2.2.1 The 50.2 % represented 43.9% voting
1.4.3 Largest Beer producer and distrubutor in Mexico
1.4.3.1 corona 56% share
1.5 Modelo in US
1.5.1 History
1.5.1.1 1979
1.5.1.2 Amalgamated Distillery Products Inc. (
1.5.1.2.1 later renamed Barton Beers Ltd.
1.5.1.3 gained popularity in southern states
1.5.1.4 rapid growth 1980s
1.5.1.4.1 second most popular imported beer
1.5.1.5 1991
1.5.1.5.1 doubling of federal excise tax on beer
1.5.1.5.1.1 sales decrease of 15 percent
1.5.1.5.1.2 distributor absorb the tax 92
1.5.1.5.2 distributors took the loss
1.5.2 2007 5 beers to us
1.5.2.1 3 of top 8 beers in US
1.5.2.2 Heineken
1.5.2.2.1 Main Import Comptitor
1.5.2.3 131 million cases
1.5.3 Marketing
1.5.3.1 surfing mythology
1.5.3.2 not selling premium quality
1.5.3.3 not testosterone driven
1.5.3.4 found new following
1.5.3.5 beer for non beer drinkers
1.5.3.6 dependable second choise
1.5.3.7 Fun in the sun
1.5.3.7.1 Barton Beer's idea
1.5.3.7.2 escape
1.5.3.7.3 relaxation
1.5.3.8 1996ad budget
1.5.3.8.1 Corona 5.1 mil
1.5.3.8.2 Heiniken 15 mil
1.5.3.8.3 an bsch 192 mil
1.5.4 Us dist contracts
1.5.4.1 importer/distributors
1.5.4.1.1 Local Companies
1.5.4.1.2 Autonomous
1.5.4.1.3 competitive relationship
1.5.4.1.4 transportation
1.5.4.1.5 insurance
1.5.4.1.6 pricing
1.5.4.1.7 customs
1.5.4.1.8 advertixing
1.5.4.2 procermex inc
1.5.4.2.1 Modelo us subsidiary
1.5.4.2.2 Support
1.5.4.2.3 Supervise
1.5.4.2.4 Coordinate
1.5.4.3 Modelo had final say on brand image
1.5.4.4 production in Mexico
1.5.4.5 Chicago based Barton Beers 1st
1.5.4.5.1 largest importer in 25 western states
1.5.4.6 Gambrinus
1.5.4.6.1 1986
1.5.4.6.2 eastern dist
1.6 The Beer market
1.6.1 traditionally a clustered market
1.6.2 many local breweries
1.6.3 no means of transport
1.6.4 colsolition happened in 1800s
1.6.5 different countries had different tastes
1.6.6 90s national leaders expanded abroad
1.6.7 startup costs high
1.6.7.1 industry supported conectration
1.6.8 Interbrew
1.6.8.1 Belgian
1.6.8.2 aquired breweries in 20 countries
1.6.8.3 sales in 110 countries
1.6.8.4 local managers controlling brands
1.6.8.5 flagship brand: Stella Artois
1.6.9 2004 merger
1.6.9.1 #1 Interbrew
1.6.9.2 #5 Am Bev - Brazil
1.6.9.3 largest merge
1.6.9.3.1 worth 12.8 billion
1.6.10 2007
1.6.10.1 inbev
1.6.10.2 SAP Miller
1.6.10.3 Heineken
1.6.10.3.1 produces beer domestically
1.6.10.3.1.1 parent of local distributors
1.6.10.3.1.1.1 marketing
1.6.10.3.1.1.2 importing
1.6.10.3.1.1.2.1 import taxes passed on to consumer
1.6.10.3.1.1.3 distribution
1.6.10.3.2 marketing
1.6.10.3.2.1 premium beer
1.6.10.3.2.2 premium brand
1.6.10.3.2.3 no mythology
1.6.10.3.2.4 superior taste
1.6.10.3.2.5 2006 aggressive marketing campaign
1.6.10.3.2.5.1 Heineken Premium Light
1.6.10.3.3 reputation of top selling beer in world
1.6.10.3.4 Dutch
1.6.10.4 Anh Bush
1.6.10.4.1 produces in foreign markets
1.6.11 Beer Marketing
1.6.11.1 People drink marketing
1.6.12 Future
1.6.12.1 domestic and foreign threats
1.6.12.2 other merger talks
1.6.12.3 Inbev in talks with Anh Bush
1.6.12.3.1 Two biggest companies will create huge company
1.6.12.4 Sales were decreasing due to competitive media budgets
1.7 Mexico Industry
1.7.1 has most trade agreements in world
1.7.2 one of the largest domestic beer markets
1.7.3 imported beer only 1% sales
1.7.3.1 half were anh bcsh dist by modelo
1.7.4 modelo
1.7.4.1 NAFTA S.A. An Bucsh
1.7.4.2 62.8% of market
1.7.5 FEMSA
1.7.5.1 domestic market
1.7.5.1.1 37% of domestic market
1.7.5.1.2 production and distribution in Mexico: peso not a threat
1.7.5.1.3 Owns Oxxo C
1.7.5.1.3.1 CA largest chain of conv stores
1.7.5.1.4 leads domestic premium beer market
1.7.5.1.5 997 to 2004 taking domestic market share
1.7.5.1.6 NAFTA SACoca cola
1.7.5.1.6.1 Exclusive distributor
1.7.5.2 foriegn market
1.7.5.2.1 Partnership Heiniken
1.7.5.2.1.1 Distribution in US
1.7.5.2.2 90s entry to us market failed
1.7.5.2.3 Recently partnered with Heiniken for US market
1.7.5.2.3.1 2005 18.7% growth

82
wise-webapp/src/test/resources/data/export/bug2.txt
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@ -1,50 +1,32 @@
1 SaberMás
1.1 Utilización de medios de expresión artística, digitales y analógicos
1.2 Precio también limitado: 100-120?
1.3 Talleres temáticos
1.3.1 Naturaleza
1.3.1.1 Animales, Plantas, Piedras
1.3.2 Arqueología
1.3.3 Energía
1.3.4 Astronomía
1.3.5 Arquitectura
1.3.6 Cocina
1.3.7 Poesía
1.3.8 Culturas Antiguas
1.3.8.1 Egipto, Grecia, China...
1.3.9 Paleontología
1.4 Duración limitada: 5-6 semanas
1.5 Niños y niñas que quieren saber más
1.6 Alternativa a otras actividades de ocio
1.7 Uso de la tecnología durante todo el proceso de aprendizaje
1.8 Estructura PBL: aprendemos cuando buscamos respuestas a nuestras propias preguntas
1.9 Trabajo basado en la experimentación y en la investigación
1.10 De 8 a 12 años, sin separación por edades
1.11 Máximo 10/1 por taller
1.12 Actividades centradas en el contexto cercano
1.13 Flexibilidad en el uso de las lenguas de trabajo (inglés, castellano, esukara?)
1.14 Complementamos el trabajo de la escuela
Todos los contenidos de los talleres están relacionados con el currículo de la enseñanza básica.
A diferencia de la práctica tradicional, pretendemos ahondar en el conocimiento partiendo de lo que realmente interesa al niño o niña,
ayudándole a que encuentre respuesta a las preguntas que él o ella se plantea.
Por ese motivo, SaberMás proyecta estar al lado de los niños que necesitan una motivación extra para entender la escuela y fluir en ella,
y también al lado de aquellos a quienes la curiosidad y las ganas de saber les lleva más allá.
1.14.1 Cada uno va a su ritmo, y cada cual pone sus límites
1.14.2 Aprendemos todos de todos
1.14.3 Valoramos lo que hemos aprendido
1.14.4 SaberMás trabaja con, desde y para la motivación
1.14.5 Trabajamos en equipo en nuestros proyectos
1 SaberMás
1.1 Utilización de medios de expresión artística, digitales y analógicos
1.2 Precio también limitado: 100-120?
1.3 Talleres temáticos
1.3.1 Naturaleza
1.3.1.1 Animales, Plantas, Piedras
1.3.2 Arqueología
1.3.3 Energía
1.3.4 Astronomía
1.3.5 Arquitectura
1.3.6 Cocina
1.3.7 Poesía
1.3.8 Culturas Antiguas
1.3.8.1 Egipto, Grecia, China...
1.3.9 Paleontología
1.4 Duración limitada: 5-6 semanas
1.5 Niños y niñas que quieren saber más
1.6 Alternativa a otras actividades de ocio
1.7 Uso de la tecnología durante todo el proceso de aprendizaje
1.8 Estructura PBL: aprendemos cuando buscamos respuestas a nuestras propias preguntas
1.9 Trabajo basado en la experimentación y en la investigación
1.10 De 8 a 12 años, sin separación por edades
1.11 Máximo 10/1 por taller
1.12 Actividades centradas en el contexto cercano
1.13 Flexibilidad en el uso de las lenguas de trabajo (inglés, castellano, esukara?)
1.14 Complementamos el trabajo de la escuela
* Note: Todos los contenidos de los talleres están relacionados con el currículo de la enseñanza básica.A diferencia de la práctica tradicional, pretendemos ahondar en el conocimiento partiendo de lo que realmente interesa al niño o niña,ayudándole a que encuentre respuesta a las preguntas que él o ella se plantea.Por ese motivo, SaberMás proyecta estar al lado de los niños que necesitan una motivación extra para entender la escuela y fluir en ella,y también al lado de aquellos a quienes la curiosidad y las ganas de saber les lleva más allá.
1.14.1 Cada uno va a su ritmo, y cada cual pone sus límites
1.14.2 Aprendemos todos de todos
1.14.3 Valoramos lo que hemos aprendido
1.14.4 SaberMás trabaja con, desde y para la motivación
1.14.5 Trabajamos en equipo en nuestros proyectos

1348
wise-webapp/src/test/resources/data/export/bug3.txt
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13
wise-webapp/src/test/resources/data/export/cdata-support.txt
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@ -1,11 +1,2 @@
1 Observation
Always ask
1 Observation
* Note: Always ask

67
wise-webapp/src/test/resources/data/export/complex.txt
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@ -1,49 +1,18 @@
1 PPM Plan
1.1 Business Development
1.2 Backlog Management
1.3 Freeform IT
1.4 Client Project Management
1.5 Governance & Executive
1.6 Finance
1.7 Administration
1.8 Human Resources
1.9 Freeform Hosting
1.10 Community Outreach
1.11 R&D
1.11.1 Goals
1.11.2 Formulize
1.12 Probono
1.12.1
1 PPM Plan
1.1 Business Development
1.2 Backlog Management
* Link: https://docs.google.com/a/freeform.ca/drawings/d/1mrtkVAN3_XefJJCgfxw4Va6xk9TVDBKXDt_uzyIF4Us/edit
1.3 Freeform IT
1.4 Client Project Management
1.5 Governance & Executive
1.6 Finance
1.7 Administration
1.8 Human Resources
* Note:
1.9 Freeform Hosting
1.10 Community Outreach
1.11 R&D
1.11.1 Goals
1.11.2 Formulize
1.12 Probono
1.12.1

192
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@ -1,116 +1,76 @@
1
1.1 objectifs journée
1.1.1 "business plan" associatif ?
1.1.2 modèle / activités responsabilités
1.1.3 articulations / LOG
1.2 SWOT
1.2.1
1.2.1.1 l'entreprise a aujourd'hui un potentiel important
1.2.1.1.1 compétences professionnel
1.2.1.1.2 citoyen
1.2.1.1.3 forte chance de réussite
1.2.1.2 apporter des idées et propsitions à des questions sociétales
1.2.1.3 notre manière d"y répondre avec notamment les technlogies
1.2.1.4 l'opportunité et la demande sont fortes aujourd'hui, avec peu de "concurrence"
1.2.1.5 ensemble de ressources "rares"
1.2.1.6 capacités de recherche et innovation
1.2.1.7 motivation du groupe et sens partagé entre membres
1.2.1.8 professionnellement : expérience collective et partage d'outils en pratique
1.2.1.9 ouverture vers mode de vie attractif perso / pro
1.2.1.10 potentiel humain, humaniste et citoyen
1.2.1.11 assemblage entre atelier et outillage
1.2.1.12 capacité de réponder en local et en global
1.2.1.13 associatif : contxte de crise multimorphologique / positionne référence en réflexion et usages
1.2.1.14 réseau régional et mondial de l'économie de la ,connaisance
1.2.1.15 asso prend pied dans le monde de la recherche
1.2.1.16 labo de l'innovation sociopolitique
1.2.1.17 acteur valable avec pouvoirs et acteurs en place
1.2.1.18 autonomie par prestations et services
1.2.1.19 triptique
1.2.1.19.1 éthique de la discussion
1.2.1.19.2 pari de la délégation
1.2.1.19.3 art de la décision
1.2.1.20 réussir à caler leprojet en adéquation avec le contexte actuel
1.2.1.21 assoc : grouper des personnes qui développent le concept
1.2.1.22 traduire les belles pensées au niveau du citoyen
1.2.1.22.1 compréhension
1.2.1.22.2 adhésion
1.2.1.23 ressources contributeurs réfréents
1.2.1.24 reconnaissance et référence exemplaires
1.2.1.25 financeements suffisants pour bien exister
1.2.1.26 notre organisation est claire
1.2.1.27 prendre des "marchés émergent"
1.2.1.28 double stratup avec succes-story
1.2.1.29 engageons une activité présentielle forte, conviviale et exemplaire
1.2.1.30 attirer de nouveaux membres locomotives
1.2.1.31 pratiquons en interne et externe une gouvernance explaire etune citoyennté de rêve
1.2.2 Risques : cauchemars, dangers
1.2.2.1 disparition des forces vives, départ de membres actuels
1.2.2.2 opportunités atteignables mais difficile
1.2.2.3 difficultés de travailler ensemble dans la durée
1.2.2.4 risque de rater le train
1.2.2.5 sauter dans le dernier wagon et rester à la traîne
1.2.2.6 manquer de professionnalisme
1.2.2.6.1 perte de crédibilité
1.2.2.7 s'isoler entre nous et perdre le contact avec les autres acteurs
1.2.2.8 perdre la capacité de réponse au global
1.2.2.9 manque de concret, surdimension des reflexions
1.2.2.10 manque d'utilité socioplolitique
1.2.2.11 manque de nouveaux membres actifs, fidéliser
1.2.2.12 faire du surplace et
1.2.2.12.1 manque innovation
1.2.2.12.2
1.2.2.13 ne pas vivre ce que nous affirmons
1.2.2.13.1 cohérence entre langage gouvernance et la pratique
1.2.2.14 groupe de base insuffisant
1.2.2.15 non attractifs / nouveaux
1.2.2.15.1 pas ennuyants
1.2.2.16 pas efficaces en com
1.2.2.17 trop lent, rater l'opportunité actuelle
1.2.2.18 débordés par "concurrences"
1.2.2.19 départs de didier, micvhel, rené, corinne MCD etc
1.2.2.20 conclits de personnes et schisme entre 2 groupes ennemis
1.2.2.21 groupe amicale mais très merdique
1.2.2.22 système autocratique despotique ou sectaire
1.2.2.23
1
* Note:
1.1 objectifs journée
1.1.1 "business plan" associatif ?
1.1.2 modèle / activités responsabilités
1.1.3 articulations / LOG
1.2 SWOT
1.2.1
1.2.1.1 l'entreprise a aujourd'hui un potentiel important
1.2.1.1.1 compétences professionnel
1.2.1.1.2 citoyen
1.2.1.1.3 forte chance de réussite
1.2.1.2 apporter des idées et propsitions à des questions sociétales
1.2.1.3 notre manière d"y répondre avec notamment les technlogies
1.2.1.4 l'opportunité et la demande sont fortes aujourd'hui, avec peu de "concurrence"
1.2.1.5 ensemble de ressources "rares"
1.2.1.6 capacités de recherche et innovation
1.2.1.7 motivation du groupe et sens partagé entre membres
1.2.1.8 professionnellement : expérience collective et partage d'outils en pratique
1.2.1.9 ouverture vers mode de vie attractif perso / pro
1.2.1.10 potentiel humain, humaniste et citoyen
1.2.1.11 assemblage entre atelier et outillage
1.2.1.12 capacité de réponder en local et en global
1.2.1.13 associatif : contxte de crise multimorphologique / positionne référence en réflexion et usages
1.2.1.14 réseau régional et mondial de l'économie de la ,connaisance
1.2.1.15 asso prend pied dans le monde de la recherche
1.2.1.16 labo de l'innovation sociopolitique
1.2.1.17 acteur valable avec pouvoirs et acteurs en place
1.2.1.18 autonomie par prestations et services
1.2.1.19 triptique
1.2.1.19.1 éthique de la discussion
1.2.1.19.2 pari de la délégation
1.2.1.19.3 art de la décision
1.2.1.20 réussir à caler leprojet en adéquation avec le contexte actuel
1.2.1.21 assoc : grouper des personnes qui développent le concept
1.2.1.22 traduire les belles pensées au niveau du citoyen
1.2.1.22.1 compréhension
1.2.1.22.2 adhésion
1.2.1.23 ressources contributeurs réfréents
1.2.1.24 reconnaissance et référence exemplaires
1.2.1.25 financeements suffisants pour bien exister
1.2.1.26 notre organisation est claire
1.2.1.27 prendre des "marchés émergent"
1.2.1.28 double stratup avec succes-story
1.2.1.29 engageons une activité présentielle forte, conviviale et exemplaire
1.2.1.30 attirer de nouveaux membres locomotives
1.2.1.31 pratiquons en interne et externe une gouvernance explaire etune citoyennté de rêve
1.2.2 Risques : cauchemars, dangers
1.2.2.1 disparition des forces vives, départ de membres actuels
1.2.2.2 opportunités atteignables mais difficile
1.2.2.3 difficultés de travailler ensemble dans la durée
1.2.2.4 risque de rater le train
1.2.2.5 sauter dans le dernier wagon et rester à la traîne
1.2.2.6 manquer de professionnalisme
1.2.2.6.1 perte de crédibilité
1.2.2.7 s'isoler entre nous et perdre le contact avec les autres acteurs
1.2.2.8 perdre la capacité de réponse au global
1.2.2.9 manque de concret, surdimension des reflexions
1.2.2.10 manque d'utilité socioplolitique
1.2.2.11 manque de nouveaux membres actifs, fidéliser
1.2.2.12 faire du surplace et
1.2.2.12.1 manque innovation
1.2.2.12.2
1.2.2.13 ne pas vivre ce que nous affirmons
1.2.2.13.1 cohérence entre langage gouvernance et la pratique
1.2.2.14 groupe de base insuffisant
1.2.2.15 non attractifs / nouveaux
1.2.2.15.1 pas ennuyants
1.2.2.16 pas efficaces en com
1.2.2.17 trop lent, rater l'opportunité actuelle
1.2.2.18 débordés par "concurrences"
1.2.2.19 départs de didier, micvhel, rené, corinne MCD etc
1.2.2.20 conclits de personnes et schisme entre 2 groupes ennemis
1.2.2.21 groupe amicale mais très merdique
1.2.2.22 système autocratique despotique ou sectaire
1.2.2.23

315
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@ -1,289 +1,26 @@
1 Artigos GF comentários interessantes
1.1 Baraloto et al. 2010. Functional trait variation and sampling strategies in species-rich plant communities
1.1.1
Therecent growth of large functional trait data
bases has been fuelled by standardized protocols forthe
measurement of individual functional traits and intensive
efforts to compile trait data(Cornelissen etal. 2003; Chave etal. 2009). Nonetheless, there remains no consensusfor
the most appropriate sampling design so that traits can be
scaled from the individuals on whom measurements are
made to the community or ecosystem levels at which infer-
ences are drawn (Swenson etal. 2006,2007,Reich,Wright
& Lusk 2007;Kraft,Valencia & Ackerly 2008).
1.1.2
However, the fast pace of
development of plant trait meta-analyses also suggests that
trait acquisition in the field is a factor limiting the growth of
plant trait data bases.
1.1.3
We measured
traits for every individual tree in nine 1-ha plots in tropical
lowland rainforest (N = 4709). Each plant was sampled for
10 functional traits related to wood and leaf morphology and
ecophysiology. Here, we contrast the trait means and variances
obtained with a full sampling strategy with those of
other sampling designs used in the recent literature, which we
obtain by simulation. We assess the differences in community-
level estimates of functional trait means and variances
among design types and sampling intensities. We then contrast
the relative costs of these designs and discuss the appropriateness
of different sampling designs and intensities for
different questions and systems.
1.1.4 Falar que a escolha das categorias de sucessão e dos parâmetros ou característica dos indivíduos que serão utilizadas dependera da facilidade de coleta dos dados e do custo monetário e temporal.
1.1.5 Ver se classifica sucessão por densidade de tronco para citar no artigo como exemplo de outros atributos além de germinação e ver se e custoso no tempo e em dinheiro
1.1.6 Intensas amostragens de experimentos simples tem maior retorno em acurácia de estimativa e de custo tb.
1.1.7
With regard to estimating mean trait values, strategies
alternative to BRIDGE were consistently cost-effective. On
the other hand, strategies alternative to BRIDGE clearly
failed to accurately estimate the variance of trait values. This
indicates that in situations where accurate estimation of plotlevel
variance is desired, complete censuses are essential.
Isso significa que estudos de característica de história de vida compensam? Ver nos m&m.
1.1.8
We suggest that, in these studies,
the investment in complete sampling may be worthwhile
for at least some traits.
Falar que isso corrobora nossa sugestão de utilizar poucas medidas, mas que elas sejam confiáveis.
1.2 Chazdon 2010. Biotropica. 42(1): 31–40
1.2.1
Here, we develop a new approach that links functional attributes
of tree species with studies of forest recovery and regional
land-use transitions (Chazdon et al. 2007). Grouping species according
to their functional attributes or demographic rates provides
insight into both applied and theoretical questions, such as selecting
species for reforestation programs, assessing ecosystem services, and
understanding community assembly processes in tropical forests
(Diaz et al. 2007, Kraft et al. 2008).
1.2.2
Since we have data on leaf
and wood functional traits for only a subset of the species in our
study sites, we based our functional type classification on information
for a large number of tree species obtained through vegetation
monitoring studies.
1.2.3 Falar no artigo que esse trabalho fala que é inadequada a divisão entre pioneira e não pioneira devido a grande variação que há entre elas. Além de terem descoberto que durante a ontogenia a resposta a luminosidade muda dentro de uma mesma espécie. Porém recomendar que essa classificação continue sendo usada em curto prazo enquanto não há informações confiáveis suficiente para esta simples classificação. Outras classificações como esta do artigo são bem vinda, contanto que tenham dados confiáveis. Porém dados estáticos já são difíceis de se obter, dados temporais, como taxa de crescimento em diâmetro ou altura, são mais difíceis ainda. Falar que vários tipos de classificações podem ser utilizadas e quanto mais detalhe melhor, porém os dados é que são mais limitantes. Se focarmos em dados de germinação e crescimento limitantes, como sugerem sainete e whitmore, da uma idéia maismrápida e a curto prazo da classificação destas espécies. Depois com o tempo conseguiremos construir classificações mais detalhadas e com mais dados confiáveis.
1.2.4
Our approach avoided preconceived notions of successional
behavior or shade tolerance of tree species by developing an objective
and independent classification of functional types based on vegetation
monitoring data from permanent sample plots in mature and
secondary forests of northeastern Costa Rica (Finegan et al. 1999,
Chazdon et al. 2007).We apply an independent, prior classification
of 293 tree species from our study region into five functional types, based on two species attributes: canopy strata and diameter growth
rates for individuals Z10 cm dbh (Finegan et al. 1999, Salgado-
Negret 2007).
1.2.5
Our results demonstrate strong linkages between functional
types defined by adult height and growth rates of large trees and
colonization groups based on the timing of seedling, sapling, and
tree recruitment in secondary forests.
1.2.6
These results allow us to move beyond earlier conceptual
frameworks of tropical forest secondary succession developed
by Finegan (1996) and Chazdon (2008) based on subjective groupings,
such as pioneers and shade-tolerant species (Swaine &
Whitmore 1988).
1.2.7
Reproductive traits, such as dispersal mode, pollination mode,
and sexual system, were ultimately not useful in delimiting tree
functional types for the tree species examined here (Salgado-Negret
2007). Thus, although reproductive traits do vary quantitatively in
abundance between secondary and mature forests in our landscape
(Chazdon et al. 2003), they do not seem to be important drivers of
successional dynamics of trees Z10 cm dbh. For seedlings, however,
dispersal mode and seed size are likely to play an important
role in community dynamics during succession (Dalling&Hubbell
2002).
1.2.8
Our classification of colonization groups defies the traditional
dichotomy between ‘late successional’ shade-tolerant and ‘early successional’
pioneer species. Many tree species, classified here as
regenerating pioneers on the basis of their population structure in
secondary forests, are common in both young secondary forest and
mature forests in this region (Guariguata et al. 1997), and many are
important timber species (Vilchez et al. 2008). These generalists are
by far the most abundant species of seedlings and saplings, conferring
a high degree of resilience in the wet tropical forests of NE
Costa Rica (Norden et al. 2009, Letcher & Chazdon 2009). The
high abundance of regenerating pioneers in seedling and sapling
size classes clearly shows that species with shade-tolerant seedlings
can also recruit as trees early in succession. For these species, early
tree colonization enhances seedling and sapling recruitment during
the first 20–30 yr of succession, due to local seed rain. Species
abundance and size distribution depend strongly on chance colonization
events early in succession (Chazdon 2008). Other studies
have shown that mature forest species are able to colonize early in
succession (Finegan 1996, van Breugel et al. 2007, Franklin & Rey
2007, Ochoa-Gaona et al. 2007), emphasizing the importance of
initial floristic composition in the determination of successional
pathways and rates of forest regrowth. On the other hand, significant
numbers of species in our sites (40% overall and the majority
of rare species) colonized only after canopy closure, and these species
may not occur as mature individuals until decades after agricultural
abandonment.
1.2.9
Classifying functional types
based on functional traits with low plasticity, such as wood density
and seed size, could potentially serve as robust proxies for demographic
variables (Poorter et al. 2008, Zhang et al. 2008).
1.2.10
CONDIT, R., S. P. HUBBELL, AND R. B. FOSTER. 1996. Assessing the response of
plant functional types in tropical forests to climatic change. J. Veg. Sci.
7: 405–416.
DALLING, J. S., AND S. P. HUBBELL. 2002. Seed size, growth rate and gap microsite
conditions as determinants of recruitment success for pioneer species.
J. Ecol. 90: 557–568.
FINEGAN, B. 1996. Pattern and process in neotropical secondary forests: The first
100 years of succession. Trends Ecol. Evol. 11: 119–124.
POORTER, L., S. J. WRIGHT, H. PAZ, D. D. ACKERLY, R. CONDIT, G.
IBARRA-MANRI´QUEZ, K. E. HARMS, J. C. LICONA, M.MARTI´NEZ-RAMOS,
S. J. MAZER, H. C. MULLER-LANDAU, M. PEN˜ A-CLAROS, C. O. WEBB,
AND I. J. WRIGHT. 2008. Are functional traits good predictors of demographic
rates? Evidence from five Neotropical forests. Ecology 89:
1908–1920.
ZHANG, Z. D., R. G. ZANG, AND Y. D. QI. 2008. Spatiotemporal patterns and
dynamics of species richness and abundance of woody plant functional
groups in a tropical forest landscape of Hainan Island, South China.
J. Integr. Plant Biol. 50: 547–558.
1.3 Poorter 1999. Functional Ecology. 13:396-410
1.3.1 Espécies pioneiras crescem mais rápido do que as não pioneiras
1.3.1.1 Tolerância a sombra está relacionada com persistência e não com crescimento
1 Artigos GF comentários interessantes
1.1 Baraloto et al. 2010. Functional trait variation and sampling strategies in species-rich plant communities
1.1.1
1.1.2
1.1.3
1.1.4 Falar que a escolha das categorias de sucessão e dos parâmetros ou característica dos indivíduos que serão utilizadas dependera da facilidade de coleta dos dados e do custo monetário e temporal.
1.1.5 Ver se classifica sucessão por densidade de tronco para citar no artigo como exemplo de outros atributos além de germinação e ver se e custoso no tempo e em dinheiro
1.1.6 Intensas amostragens de experimentos simples tem maior retorno em acurácia de estimativa e de custo tb.
1.1.7
* Note: Isso significa que estudos de característica de história de vida compensam? Ver nos m&m.
1.1.8
* Note: Falar que isso corrobora nossa sugestão de utilizar poucas medidas, mas que elas sejam confiáveis.
1.2 Chazdon 2010. Biotropica. 42(1): 31–40
1.2.1
1.2.2
1.2.3 Falar no artigo que esse trabalho fala que é inadequada a divisão entre pioneira e não pioneira devido a grande variação que há entre elas. Além de terem descoberto que durante a ontogenia a resposta a luminosidade muda dentro de uma mesma espécie. Porém recomendar que essa classificação continue sendo usada em curto prazo enquanto não há informações confiáveis suficiente para esta simples classificação. Outras classificações como esta do artigo são bem vinda, contanto que tenham dados confiáveis. Porém dados estáticos já são difíceis de se obter, dados temporais, como taxa de crescimento em diâmetro ou altura, são mais difíceis ainda. Falar que vários tipos de classificações podem ser utilizadas e quanto mais detalhe melhor, porém os dados é que são mais limitantes. Se focarmos em dados de germinação e crescimento limitantes, como sugerem sainete e whitmore, da uma idéia maismrápida e a curto prazo da classificação destas espécies. Depois com o tempo conseguiremos construir classificações mais detalhadas e com mais dados confiáveis.
1.2.4
1.2.5
1.2.6
1.2.7
1.2.8
1.2.9
1.2.10
1.3 Poorter 1999. Functional Ecology. 13:396-410
1.3.1 Espécies pioneiras crescem mais rápido do que as não pioneiras
1.3.1.1 Tolerância a sombra está relacionada com persistência e não com crescimento

578
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View File

@ -1,368 +1,210 @@
1 I Care
1.1 veiligheid
1.1.1 verkeer
1.1.1.1 filevorming
1.1.1.1.1 preventie
1.1.1.1.2 Omleiding zoeken
1.1.1.2 Openbaar vervoer
1.1.1.3 Openbare fietsen
1.1.1.3.1 Trackingsysteem, # fietsen op 1 plaats
1.1.1.3.2 Fiets bestellen in grote steden
1.1.1.4 ongevallen
1.1.1.4.1 preventie
1.1.1.4.1.1 roekeloos rijgedrag opsporen
1.1.1.4.1.1.1 via sensoren aan boord versnelling, manouvres, snelheid,... registreren
1.1.1.4.1.2 bestraffen van chauffeurs?
1.1.1.4.2 oorzaak
1.1.1.4.2.1 nagaan van de oorzaak
1.1.1.4.2.2 Automatisch opbellen van hulpdiensten
1.1.1.4.2.3 opsporen van vluchtmisdrijf
1.1.1.4.3 info over de staat van het wegdek
1.1.1.4.3.1 wegenwerken
1.1.1.4.3.2 waarschuwingen
1.1.1.4.3.3 aanpassing van max. snelheid
1.1.2 criminaliteit
1.1.2.1 drugs
1.1.2.1.1 opsporen
1.1.2.1.1.1 individuele tests
1.1.2.1.1.2 testen per woonregio (via afvoerstelsels)
1.1.2.2 wapenhandel
1.1.2.2.1 opsporen
1.1.2.3 diefstal
1.1.2.3.1 tracking via gps
1.1.2.4 Aantal ongevallen/criminele feiten registreren
1.1.2.4.1 Mapping van probleemsituaties
1.1.2.4.2 Meer controle
1.1.2.4.3 Terugkoppeling naar politie/verkeersdienst
1.2 De markt
1.2.1 kleding
1.2.1.1 informatiebronnen per merk
1.2.1.1.1 slimme kledij
1.2.1.2 kwaliteitsinfo bij aankoop
1.2.1.2.1 info uit cloud
1.2.1.2.2 reviews
1.2.1.3 monitoring
1.2.1.4 stijlen
1.2.1.4.1 begeleiding bij het winkelen naar gelijkaardige kleding
1.2.2 voeding
1.2.2.1 zie bij handelingen -->winkelen
1.2.3 electronica
1.2.3.1 eigendomsverificatie
1.2.3.1.1 GPS tracking
1.2.3.1.2 koop-verkoop
1.2.3.1.3 afdanking (sluikstorten)
1.2.3.2 monitoring
1.2.3.2.1 kwaliteit
1.2.3.2.1.1 rechtstreekse link naar producent bij falen
1.2.3.2.1.2 reparatieservice
1.2.3.2.2 levensloop
1.2.3.2.2.1 gebruikscycli
1.2.3.2.3 productie verloop
1.2.3.2.3.1 door wie
1.2.3.2.3.2 wat/wanneer
1.2.3.2.3.3 testfasen
1.2.4 medicijnen
1.2.4.1 kwaliteit
1.2.4.2 werking
1.2.4.3 neveneffecten
1.2.4.4 alternatieven
1.2.5 inrichting (woning)
1.2.5.1 monitoring
1.2.5.1.1 kwaliteit
1.2.5.1.2 eigendomsverificatie
1.2.5.2 advies
1.2.5.2.1 kleuren en stijlen
1.2.6 energie
1.2.6.1 automatische lichten
1.2.6.2 kamer herkent gebruiker
1.2.7 diensten
1.2.8 hygiëne
1.3 handelingen
1.3.1 winkelen
1.3.1.1 winkelhulp
1.3.1.1.1 productinfo
1.3.1.1.1.1 allergie
1.3.1.1.1.1.1 Gezondheidscontrole
1.3.1.1.1.1.2 Sensor voor vers fruit en vlees
1.3.1.1.1.1.3 Salmonella sensor
1.3.1.1.1.2 prijs
1.3.1.1.1.3 kwaliteit
1.3.1.1.1.3.1 via cloud
1.3.1.1.1.3.2 databases v. reviews
1.3.1.1.1.3.3 bio
1.3.1.1.1.3.4 voedingstoffen
1.3.1.1.1.4 diëet checker
1.3.1.1.1.5 alternatieve producten
1.3.1.1.2 digitale portemonnee
1.3.1.1.3 bestellingen op afstand
1.3.1.1.4 recepten generator
1.3.1.1.5 boodschappenlijst
1.3.1.1.5.1 dichtste bij bovenaan
1.3.1.1.5.2 alternatieven indien uitverkocht
1.4 milieu
1.4.1 bosbouw
1.4.1.1 ziektes bij bomen
1.4.1.2 parasieten
1.4.1.3 bodemvervuiling
1.4.1.3.1 onderzoek
1.4.2 mag ik dit door mijn gootsteen kappen
1.4.3 pollutie
1.4.4 afval
1.4.4.1 verwerking
1.4.4.2 riolen
1.4.4.3 cradle 2 cradle
1.4.4.4
1.4.5 dioxines
1.4.6 eco systemen
1.4.6.1 diversiteit
1.4.7 waterreserves
1.4.7.1 reserves
1.4.7.2 vervuiling
1.4.8 alternatieve energie
1.4.8.1 wind
1.4.8.2 zon
1.4.8.3 kernenergie
1.5 industrie
1.6 cultuur
1.6.1 festival
1.7 bouw
1.7.1 opvolging zoals plannen zijn getekend
1.7.1.1 isolatie
1.7.1.1.1 warmtemetingen
1.7.1.2 juistheid van materialen
1.7.1.3 nameten
1.8 aandoeningen en situaties
1.8.1 zwangerschap
1.8.1.1 baby monitoren
1.8.1.2 info over voeding
1.8.1.2.1 wat is gezond
1.8.1.2.2 via cloud info over voeding
1.8.1.3 geboortetimer
1.8.2 dementen
1.8.2.1 wegloopdetectie
1.8.2.2 wassen
1.8.2.3 eten
1.9 sport
1.9.1 opvolging van de sporter
1.9.1.1 hartslag
1.9.1.2 bloeddruk
1.9.1.3 energieverbruik
1.9.1.4 cadans
1.9.1.5 gps
1.10 ziektes
1.10.1 verschillende ziektes
1.10.1.1 feedback van de lichaamsconditie
1.10.1.1.1 aan de patiënt
1.10.1.1.1.1 waarschuwingen
1.10.1.1.2 link
1.10.1.1.2.1 naar ziekenhuis
1.10.1.1.2.2 naar hulpdiensten
1.10.1.1.2.3 naar behandelend arts
1.10.1.1.3 aan dokter
1.10.1.1.3.1 contacteert patient indien nodig
1.10.1.1.3.2 volledig overzicht
1.10.1.1.3.3 op afstand consulatie
1.10.1.2 MS
1.10.1.2.1 bevorderen van communicatie tijdens de aftakeling
1.10.1.2.1.1 naar de dokters toe
1.10.1.2.1.2 naar familie en vrienden toe
1.10.1.3 mucoviscidose
1.10.1.3.1 longcapaciteit meten
1.10.1.3.2 alert voor donor
1.10.1.4 aids
1.10.1.4.1 vergroten van de database aan info
1.10.1.5 diabetes
1.10.1.5.1 suikerspiegel meten
1.10.1.5.1.1 alert indien te laag
1.10.1.5.1.2 automatische inspuiting
1.10.1.6 epilepsie
1.10.1.6.1 aanval voorspellen??
1.10.1.7 astma
1.10.1.7.1 detectie van luchtkwaliteit
1.10.1.7.1.1 in kaart brengen van
1.10.1.7.1.1.1 vervuiling
1.10.1.7.1.1.2 pollen
1.10.1.7.1.1.3 allergie veroorzakende deeltjes
1.10.1.8 anorexia
1.10.1.8.1 nagaan of ze eten
1.10.1.8.2 eten ze voldoende
1.10.2 thuisverzorging
1.10.2.1 meting van de symptomen
1.10.2.1.1 toevoeging van eigen waarneming
1.10.2.1.2 objectieve metingen
1.10.2.2 link naar dokter
1.10.2.3 link naar ziekenhuis
1.10.3 stress
1.10.3.1 afreageren
1.10.3.2 monitoring
1.10.3.2.1 in welke afdeling een probleem
1.10.3.2.1.1 aan welke factoren ligt dat
1.10.3.2.1.2 aanpak
1 I Care
1.1 veiligheid
1.1.1 verkeer
* Note:
1.1.1.1 filevorming
1.1.1.1.1 preventie
* Note:
1.1.1.1.2 Omleiding zoeken
1.1.1.2 Openbaar vervoer
1.1.1.3 Openbare fietsen
1.1.1.3.1 Trackingsysteem, # fietsen op 1 plaats
1.1.1.3.2 Fiets bestellen in grote steden
1.1.1.4 ongevallen
1.1.1.4.1 preventie
1.1.1.4.1.1 roekeloos rijgedrag opsporen
1.1.1.4.1.1.1 via sensoren aan boord versnelling, manouvres, snelheid,... registreren
1.1.1.4.1.2 bestraffen van chauffeurs?
1.1.1.4.2 oorzaak
1.1.1.4.2.1 nagaan van de oorzaak
1.1.1.4.2.2 Automatisch opbellen van hulpdiensten
1.1.1.4.2.3 opsporen van vluchtmisdrijf
1.1.1.4.3 info over de staat van het wegdek
1.1.1.4.3.1 wegenwerken
1.1.1.4.3.2 waarschuwingen
1.1.1.4.3.3 aanpassing van max. snelheid
1.1.2 criminaliteit
* Note:
1.1.2.1 drugs
1.1.2.1.1 opsporen
1.1.2.1.1.1 individuele tests
1.1.2.1.1.2 testen per woonregio (via afvoerstelsels)
1.1.2.2 wapenhandel
1.1.2.2.1 opsporen
1.1.2.3 diefstal
1.1.2.3.1 tracking via gps
1.1.2.4 Aantal ongevallen/criminele feiten registreren
1.1.2.4.1 Mapping van probleemsituaties
1.1.2.4.2 Meer controle
1.1.2.4.3 Terugkoppeling naar politie/verkeersdienst
1.2 De markt
* Note:
1.2.1 kleding
1.2.1.1 informatiebronnen per merk
1.2.1.1.1 slimme kledij
1.2.1.2 kwaliteitsinfo bij aankoop
1.2.1.2.1 info uit cloud
1.2.1.2.2 reviews
1.2.1.3 monitoring
* Note:
1.2.1.4 stijlen
1.2.1.4.1 begeleiding bij het winkelen naar gelijkaardige kleding
1.2.2 voeding
1.2.2.1 zie bij handelingen -->winkelen
1.2.3 electronica
1.2.3.1 eigendomsverificatie
1.2.3.1.1 GPS tracking
1.2.3.1.2 koop-verkoop
1.2.3.1.3 afdanking (sluikstorten)
1.2.3.2 monitoring
1.2.3.2.1 kwaliteit
1.2.3.2.1.1 rechtstreekse link naar producent bij falen
1.2.3.2.1.2 reparatieservice
1.2.3.2.2 levensloop
1.2.3.2.2.1 gebruikscycli
1.2.3.2.3 productie verloop
1.2.3.2.3.1 door wie
1.2.3.2.3.2 wat/wanneer
1.2.3.2.3.3 testfasen
1.2.4 medicijnen
1.2.4.1 kwaliteit
1.2.4.2 werking
1.2.4.3 neveneffecten
1.2.4.4 alternatieven
1.2.5 inrichting (woning)
1.2.5.1 monitoring
1.2.5.1.1 kwaliteit
1.2.5.1.2 eigendomsverificatie
1.2.5.2 advies
1.2.5.2.1 kleuren en stijlen
1.2.6 energie
1.2.6.1 automatische lichten
1.2.6.2 kamer herkent gebruiker
1.2.7 diensten
1.2.8 hygiëne
1.3 handelingen
1.3.1 winkelen
1.3.1.1 winkelhulp
1.3.1.1.1 productinfo
1.3.1.1.1.1 allergie
1.3.1.1.1.1.1 Gezondheidscontrole
1.3.1.1.1.1.2 Sensor voor vers fruit en vlees
1.3.1.1.1.1.3 Salmonella sensor
1.3.1.1.1.2 prijs
1.3.1.1.1.3 kwaliteit
1.3.1.1.1.3.1 via cloud
1.3.1.1.1.3.2 databases v. reviews
1.3.1.1.1.3.3 bio
1.3.1.1.1.3.4 voedingstoffen
1.3.1.1.1.4 diëet checker
1.3.1.1.1.5 alternatieve producten
1.3.1.1.2 digitale portemonnee
1.3.1.1.3 bestellingen op afstand
1.3.1.1.4 recepten generator
* Note:
1.3.1.1.5 boodschappenlijst
1.3.1.1.5.1 dichtste bij bovenaan
1.3.1.1.5.2 alternatieven indien uitverkocht
1.4 milieu
1.4.1 bosbouw
1.4.1.1 ziektes bij bomen
1.4.1.2 parasieten
1.4.1.3 bodemvervuiling
1.4.1.3.1 onderzoek
1.4.2 mag ik dit door mijn gootsteen kappen
1.4.3 pollutie
1.4.4 afval
1.4.4.1 verwerking
1.4.4.2 riolen
1.4.4.3 cradle 2 cradle
1.4.4.4
1.4.5 dioxines
1.4.6 eco systemen
1.4.6.1 diversiteit
1.4.7 waterreserves
1.4.7.1 reserves
1.4.7.2 vervuiling
1.4.8 alternatieve energie
1.4.8.1 wind
1.4.8.2 zon
1.4.8.3 kernenergie
1.5 industrie
1.6 cultuur
1.6.1 festival
1.7 bouw
* Note:
1.7.1 opvolging zoals plannen zijn getekend
1.7.1.1 isolatie
1.7.1.1.1 warmtemetingen
1.7.1.2 juistheid van materialen
1.7.1.3 nameten
1.8 aandoeningen en situaties
1.8.1 zwangerschap
1.8.1.1 baby monitoren
1.8.1.2 info over voeding
1.8.1.2.1 wat is gezond
1.8.1.2.2 via cloud info over voeding
* Note:
1.8.1.3 geboortetimer
* Note:
1.8.2 dementen
1.8.2.1 wegloopdetectie
1.8.2.2 wassen
1.8.2.3 eten
1.9 sport
1.9.1 opvolging van de sporter
1.9.1.1 hartslag
1.9.1.2 bloeddruk
1.9.1.3 energieverbruik
1.9.1.4 cadans
1.9.1.5 gps
1.10 ziektes
1.10.1 verschillende ziektes
* Note:
1.10.1.1 feedback van de lichaamsconditie
1.10.1.1.1 aan de patiënt
1.10.1.1.1.1 waarschuwingen
1.10.1.1.2 link
1.10.1.1.2.1 naar ziekenhuis
1.10.1.1.2.2 naar hulpdiensten
1.10.1.1.2.3 naar behandelend arts
1.10.1.1.3 aan dokter
1.10.1.1.3.1 contacteert patient indien nodig
1.10.1.1.3.2 volledig overzicht
1.10.1.1.3.3 op afstand consulatie
1.10.1.2 MS
1.10.1.2.1 bevorderen van communicatie tijdens de aftakeling
1.10.1.2.1.1 naar de dokters toe
1.10.1.2.1.2 naar familie en vrienden toe
1.10.1.3 mucoviscidose
1.10.1.3.1 longcapaciteit meten
1.10.1.3.2 alert voor donor
1.10.1.4 aids
1.10.1.4.1 vergroten van de database aan info
1.10.1.5 diabetes
1.10.1.5.1 suikerspiegel meten
1.10.1.5.1.1 alert indien te laag
1.10.1.5.1.2 automatische inspuiting
1.10.1.6 epilepsie
1.10.1.6.1 aanval voorspellen??
1.10.1.7 astma
1.10.1.7.1 detectie van luchtkwaliteit
1.10.1.7.1.1 in kaart brengen van
1.10.1.7.1.1.1 vervuiling
1.10.1.7.1.1.2 pollen
1.10.1.7.1.1.3 allergie veroorzakende deeltjes
1.10.1.8 anorexia
1.10.1.8.1 nagaan of ze eten
1.10.1.8.2 eten ze voldoende
1.10.2 thuisverzorging
1.10.2.1 meting van de symptomen
1.10.2.1.1 toevoeging van eigen waarneming
1.10.2.1.2 objectieve metingen
1.10.2.2 link naar dokter
1.10.2.3 link naar ziekenhuis
1.10.3 stress
1.10.3.1 afreageren
1.10.3.2 monitoring
1.10.3.2.1 in welke afdeling een probleem
1.10.3.2.1.1 aan welke factoren ligt dat
1.10.3.2.1.2 aanpak

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@ -1,6 +1,4 @@
1 i18n
1.1 Este es un é con acento
1.2 Este es una ñ
1.3 這是一個樣本 Japanise。
1 i18n
1.1 Este es un é con acento
1.2 Este es una ñ
1.3 這是一個樣本 Japanise。

28
wise-webapp/src/test/resources/data/export/i18n2.txt
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@ -1,24 +1,4 @@
1 أَبْجَدِيَّة عَرَبِيَّة
1.1 أَبْجَدِيَّة عَرَبِ
This is a not in languange أَبْجَدِيَّة عَرَبِ
1.2
Long text node:
أَبْجَدِيَّة عَرَب
1 أَبْجَدِيَّة عَرَبِيَّة
1.1 أَبْجَدِيَّة عَرَبِ
* Note: This is a not in languange أَبْجَدِيَّة عَرَبِ
1.2

206
wise-webapp/src/test/resources/data/export/issue.txt
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@ -1,181 +1,25 @@
1 La computadora
1.1
Hardware
(componentes físicos)
1.1.1
Entrada de datos
1.1.1.1
Ratón, Teclado, Joystick,
Cámara digital, Micrófono, Escáner.
1.1.2 Salida de datos
1.1.2.1
Monitor, Impresora, Bocinas, Plóter.
1.1.3 Almacenamiento
1.1.3.1
Disquete, Disco compacto, DVD,
BD, Disco duro, Memoria flash.
1.2
Software
(Programas y datos con los que funciona la computadora)
1.2.1
Software de Sistema:Permite el entendimiento
entre el usuario y la maquina.
1.2.1.1 Microsoft Windows
1.2.1.2 GNU/LINUX
1.2.1.3 MAC
1.2.2
Software de Aplicación: Permite hacer hojas de
calculo navegar en internet, base de datos, etc.
1.2.2.1 Office
1.2.2.2 Libre Office
1.2.2.3 Navegadores
1.2.2.4 Msn
1.2.3
Software de Desarrollo
1.3 Tipos de computadora
1.3.1 Computadora personal de escritorio o Desktop
1.3.2
PDA
1.3.3 Laptop
1.3.4 Servidor
1.3.5 Tablet PC
1 La computadora
1.1
1.1.1
1.1.1.1
1.1.2 Salida de datos
1.1.2.1
1.1.3 Almacenamiento
1.1.3.1
1.2
1.2.1
1.2.1.1 Microsoft Windows
1.2.1.2 GNU/LINUX
1.2.1.3 MAC
1.2.2
1.2.2.1 Office
1.2.2.2 Libre Office
1.2.2.3 Navegadores
1.2.2.4 Msn
1.2.3
1.3 Tipos de computadora
1.3.1 Computadora personal de escritorio o Desktop
1.3.2
1.3.3 Laptop
1.3.4 Servidor
1.3.5 Tablet PC

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1 I have HTML In Nodes
1.1
Here is somefonts 
Add color changes ...
Add some bullets: Different Bullets
And all aligned !!!!s
1 I have HTML In Nodes
1.1

3
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1
1

171
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1 California
1.1 Northern California
1.1.1 Oakland/Berkeley
1.1.2 San Mateo
1.1.3 Other North
1.1.4 San Francisco
1.1.5 Santa Clara
1.1.6 Marin/Napa/Solano
1.2 Hawaii
1.3 Southern California
1.3.1 Los Angeles
1.3.2 Anaheim/Santa Ana
1.3.3 Ventura
1.3.4 Other South
1.4 Policy Bodies
1.4.1 Advocacy
1.4.1.1 AAO
1.4.1.2 ASCRS
1.4.1.3 EBAA
1.4.2 Military
1.4.3 United Network for Organ Sharing
1.4.4 Kaiser Hospital System
1.4.5 University of California System
1.4.6 CMS
1.4.6.1 Medicare Part A
1.4.6.2 Medicare Part B
1.5 Corneal Tissue OPS
1.5.1 Transplant Bank International (see:OneLegacyCalifornia Transplant Donor Network)
1.5.1.1 Orange County Eye and Transplant Bank
1.5.1.2 Northern California Transplant Bank
1.5.1.2.1 In 2010, 2,500 referrals forwarded to OneLegacy
1.5.1.3 Doheny Eye and Tissue Transplant Bank
1.5.2 OneLegacy
1.5.2.1 In 2010, 11,828 referrals
1.5.3 San Diego Eye Bank
1.5.3.1 In 2010, 2,555 referrals
1.5.4 California Transplant Donor Network
1.5.5 California Transplant Services
1.5.5.1 In 2010, 0 referrals
1.5.6 Lifesharing
1.5.7 DCI Donor Services
1.5.7.1 Sierra Eye and Tissue Donor Services
1.5.7.1.1 In 2010, 2.023 referrals
1.5.8 SightLife
1.6 Tools
1.6.1 Darthmouth Atlas of Health
1.6.2 HealthLandscape
1.7 QE Medicare
1.8 CMS Data
1.9 Ambulatory Payment Classification
1.9.1 CPT's which don't allow V2785
1.9.1.1 Ocular Reconstruction Transplant
1.9.1.1.1 65780 (amniotic membrane tranplant
1.9.1.1.2 65781 (limbal stem cell allograft)
1.9.1.1.3 65782 (limbal conjunctiva autograft)
1.9.1.2 Endothelial keratoplasty
1.9.1.2.1 65756
1.9.1.3 Epikeratoplasty
1.9.1.3.1 65767
1.9.2 Anterior lamellar keratoplasty
1.9.2.1 65710
1.9.3 Processing, preserving, and transporting corneal tissue
1.9.3.1 V2785
1.9.3.2 Laser incision in recepient
1.9.3.2.1 0290T
1.9.4 Laser incision in donor
1.9.4.1 0289T
1.9.5 Penetrating keratoplasty
1.9.5.1 65730 (in other)
1.9.5.2 65755 (in pseudoaphakia)
1.9.5.3 65750 (in aphakia)
1 California
1.1 Northern California
1.1.1 Oakland/Berkeley
1.1.2 San Mateo
1.1.3 Other North
1.1.4 San Francisco
1.1.5 Santa Clara
1.1.6 Marin/Napa/Solano
1.2 Hawaii
1.3 Southern California
1.3.1 Los Angeles
1.3.2 Anaheim/Santa Ana
1.3.3 Ventura
1.3.4 Other South
1.4 Policy Bodies
1.4.1 Advocacy
1.4.1.1 AAO
1.4.1.2 ASCRS
1.4.1.3 EBAA
1.4.2 Military
1.4.3 United Network for Organ Sharing
1.4.4 Kaiser Hospital System
1.4.5 University of California System
1.4.6 CMS
1.4.6.1 Medicare Part A
1.4.6.2 Medicare Part B
1.5 Corneal Tissue OPS
1.5.1 Transplant Bank International
(see:OneLegacyCalifornia Transplant Donor Network) 1.5.1.1 Orange County Eye and Transplant Bank
1.5.1.2 Northern California Transplant Bank
1.5.1.2.1 In 2010, 2,500 referrals forwarded to OneLegacy
1.5.1.3 Doheny Eye and Tissue Transplant Bank
* Link: http://www.dohenyeyebank.org/
1.5.2 OneLegacy
1.5.2.1 In 2010, 11,828 referrals
1.5.3 San Diego Eye Bank
1.5.3.1 In 2010, 2,555 referrals
1.5.4 California Transplant Donor Network
1.5.5 California Transplant Services
1.5.5.1 In 2010, 0 referrals
1.5.6 Lifesharing
1.5.7 DCI Donor Services
1.5.7.1 Sierra Eye and Tissue Donor Services
1.5.7.1.1 In 2010, 2.023 referrals
1.5.8 SightLife
1.6 Tools
1.6.1 Darthmouth Atlas of Health
1.6.2 HealthLandscape
1.7 QE Medicare
1.8 CMS Data
1.9 Ambulatory Payment Classification
1.9.1 CPT's which don't allow V2785
1.9.1.1 Ocular Reconstruction Transplant
1.9.1.1.1 65780 (amniotic membrane tranplant
1.9.1.1.2 65781 (limbal stem cell allograft)
1.9.1.1.3 65782 (limbal conjunctiva autograft)
1.9.1.2 Endothelial keratoplasty
1.9.1.2.1 65756
1.9.1.3 Epikeratoplasty
1.9.1.3.1 65767
1.9.2 Anterior lamellar keratoplasty
1.9.2.1 65710
1.9.3 Processing, preserving, and transporting corneal tissue
1.9.3.1 V2785
1.9.3.2 Laser incision in recepient
1.9.3.2.1 0290T
1.9.4 Laser incision in donor
1.9.4.1 0289T
1.9.5 Penetrating keratoplasty
1.9.5.1 65730 (in other)
1.9.5.2 65755 (in pseudoaphakia)
1.9.5.3 65750 (in aphakia)

51
wise-webapp/src/test/resources/data/export/sample2.txt
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1 Prospace
1.1 Newspapers
1.1.1 College Newspapers
1.2 Third Party
1.2.1 Thumbshot
1.3 Partnerships
1.3.1 Websites
1.3.1.1 Business Networks
1.3.1.1.1 Xing
1.3.1.1.2 konnects.com
1.4 Career Counseling
1.4.1 Fraternity
1.4.2 Professional Associations
1.5 White-Label
1.5.1 http://www.harrisconnect.com/
1 Prospace
* Link: prospace.com
* Note:
1.1 Newspapers
1.1.1 College Newspapers
1.2 Third Party
1.2.1 Thumbshot
* Link: thumbshots.org
1.3 Partnerships
1.3.1 Websites
1.3.1.1 Business Networks
1.3.1.1.1 Xing
1.3.1.1.2 konnects.com
1.4 Career Counseling
1.4.1 Fraternity
1.4.2 Professional Associations
1.5 White-Label
1.5.1 http://www.harrisconnect.com/

3
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1 Clickview Overview
1 Clickview Overview

3
wise-webapp/src/test/resources/data/export/sample4.txt
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1 Clickview Overview
1 Clickview Overview

1016
wise-webapp/src/test/resources/data/export/simple-maps.txt
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wise-webapp/src/test/resources/data/export/welcome-reloaded.txt
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@ -1,57 +1,28 @@
1 Welcome To WiseMapping
1.1 Try it Now!
1.1.1 Double Click
1.1.2 INS to insert
1.1.3 Drag map to move
1.2 Productivity
1.2.1 Share your ideas
1.2.2 Brainstorming
1.2.3 Visual
1.2.4
1.3 Mind Mapping
1.3.1 Share with Collegues
1.3.2 Online
1.3.3 Anyplace, Anytime
1.3.4 Free!!!
1.4 Web 2.0 Tool
1.4.1 Collaborate
1.4.2 No plugin required
1.4.3 Share
1.4.4 Easy to use
1.5 Features
1.5.1 Links to Sites
1.5.2 Fonts
1.5.3 Topic Color
1.5.4 Topic Shapes
1.5.5 Icons
1.5.6 History Changes
1 Welcome To WiseMapping
1.1 Try it Now!
1.1.1 Double Click
1.1.2 INS to insert
1.1.3 Drag map to move
1.2 Productivity
1.2.1 Share your ideas
1.2.2 Brainstorming
1.2.3 Visual
1.2.4
1.3 Mind Mapping
1.3.1 Share with Collegues
1.3.2 Online
1.3.3 Anyplace, Anytime
1.3.4 Free!!!
1.4 Web 2.0 Tool
1.4.1 Collaborate
1.4.2 No plugin required
1.4.3 Share
1.4.4 Easy to use
1.5 Features
1.5.1 Links to Sites
* Link: http://www.digg.com
1.5.2 Fonts
1.5.3 Topic Color
1.5.4 Topic Shapes
1.5.5 Icons
1.5.6 History Changes

105
wise-webapp/src/test/resources/data/export/welcome.txt
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1 Welcome To WiseMapping
1.1 Try it Now!
1.1.1 Double Click
1.1.2 INS to insert
1.1.3 Drag map to move
1.2 Productivity
1.2.1 Share your ideas
1.2.2
Brainstorming
with
some
lines
1.2.3 Visual
1.3 Mind Mapping
1.3.1 Share with Collegues
1.3.2 Online
1.3.3 Anyplace, Anytime
1.3.4 Free!!!
1.4 Web 2.0 Tool
1.4.1 Collaborate
This is a multiline note with some spanish char "ñ"
1.4.2 No plugin required
1.4.3 Share
1.4.4 Easy to use
1.5 Features
1.5.1 Links to Sites
1.5.2 Fonts
1.5.3 Topic Color
1.5.4 Topic Shapes
1.5.5 Icons
1.5.6 History Changes
1 Welcome To WiseMapping
1.1 Try it Now!
1.1.1 Double Click
1.1.2 INS to insert
1.1.3 Drag map to move
1.2 Productivity
1.2.1 Share your ideas
1.2.2
1.2.3 Visual
1.3 Mind Mapping
1.3.1 Share with Collegues
1.3.2 Online
1.3.3 Anyplace, Anytime
1.3.4 Free!!!
1.4 Web 2.0 Tool
1.4.1 Collaborate
* Note: This is a multiline note with some spanish char "ñ"
1.4.2 No plugin required
1.4.3 Share
1.4.4 Easy to use
1.5 Features
1.5.1 Links to Sites
* Link: http://www.digg.com
1.5.2 Fonts
1.5.3 Topic Color
1.5.4 Topic Shapes
1.5.5 Icons
1.5.6 History Changes