Using media queries (viewport based)
35 || Movie Title | 40 |Rank | 41 |Year | 42 |Rating | 43 |Gross | 44 |
|---|---|---|---|---|
| Avatar | 49 |1 | 50 |2009 | 51 |83% | 52 |$2.7B | 53 |
| Titanic | 56 |2 | 57 |1997 | 58 |88% | 59 |$2.1B | 60 |
| The Avengers | 63 |3 | 64 |2012 | 65 |92% | 66 |$1.5B | 67 |
| Harry Potter and the Deathly Hallows—Part 2 | 70 |4 | 71 |2011 | 72 |96% | 73 |$1.3B | 74 |
| Frozen | 77 |5 | 78 |2013 | 79 |89% | 80 |$1.2B | 81 |
| Iron Man 3 | 84 |6 | 85 |2013 | 86 |78% | 87 |$1.2B | 88 |
| Transformers: Dark of the Moon | 91 |7 | 92 |2011 | 93 |36% | 94 |$1.1B | 95 |
| The Lord of the Rings: The Return of the King | 98 |8 | 99 |2003 | 100 |95% | 101 |$1.1B | 102 |
| Skyfall | 105 |9 | 106 |2012 | 107 |92% | 108 |$1.1B | 109 |
| Transformers: Age of Extinction | 112 |10 | 113 |2014 | 114 |18% | 115 |$1.0B | 116 |
Using container queries
122 || Movie Title | 128 |Rank | 129 |Year | 130 |Rating | 131 |Gross | 132 |
|---|---|---|---|---|
| Avatar | 137 |1 | 138 |2009 | 139 |83% | 140 |$2.7B | 141 |
| Titanic | 144 |2 | 145 |1997 | 146 |88% | 147 |$2.1B Link test | 148 |
| The Avengers | 151 |3 | 152 |2012 | 153 |92% | 154 |$1.5B | 155 |
| Harry Potter and the Deathly Hallows—Part 2 | 158 |4 | 159 |2011 | 160 |96% | 161 |$1.3B | 162 |
| Frozen | 165 |5 | 166 |2013 | 167 |89% | 168 |$1.2B | 169 |
| Iron Man 3 | 172 |6 | 173 |2013 | 174 |78% | 175 |$1.2B | 176 |
| Transformers: Dark of the Moon | 179 |7 | 180 |2011 | 181 |36% | 182 |$1.1B | 183 |
| The Lord of the Rings: The Return of the King | 186 |8 | 187 |2003 | 188 |95% | 189 |$1.1B | 190 |
| Skyfall | 193 |9 | 194 |2012 | 195 |92% | 196 |$1.1B | 197 |
| Transformers: Age of Extinction | 200 |10 | 201 |2014 | 202 |18% | 203 |$1.0B | 204 |
Multiple child tables in one <table-saw>
211 |First table
213 || Pricing Strategies | 217 |Hourly-based | 218 |Project-based | 219 |Value-based | 220 |Retainer-based | 221 |Tier-based | 222 |
|---|---|---|---|---|---|
| Overview | 227 |Pricing per hour. | 228 |Fixed price per project. | 229 |Fixed price based on value delivered. | 230 |Fixed price for a set number of hours. | 231 |Fixed price packages at different price points. | 232 |
| Benefits | 235 |Straightforward and easy to calculate. | 236 |Ensures budget predictability, and encourages efficiency. | 237 |238 | Higher earnings when the impact is significant. Emphasizes 239 | results. 240 | | 241 |242 | Ensures a steady and predictable income stream. Builds longterm 243 | business relationships. 244 | | 245 |246 | Caters to various client needs and budgets. Simplifies clients’ 247 | decision-making. 248 | | 249 |
| Challenges | 252 |253 | May incentivize slower work. Emphasizes hours worked rather than 254 | value of work. 255 | | 256 |257 | Unforeseen changes or requests can lead to scope creep, and 258 | threaten profitability. 259 | | 260 |261 | Dependent on ability to communicate the value delivered 262 | effectively. 263 | | 264 |Dependent on client’s trust. | 265 |266 | Lack of transparency in terms and pricing may cause confusion. 267 | | 268 |
| Ideal projects or clients | 271 |272 | Small projects, or projects subject to change due to timelines 273 | or requirements. 274 | | 275 |Projects with clear expectations and scope. | 276 |Clients with clear pain points and business goals. | 277 |Repeat and ongoing client projects. | 278 |Client roster with widely varying needs and budgets. | 279 |
Second table
283 || Pricing Strategies | 287 |Hourly-based | 288 |Project-based | 289 |Value-based | 290 |Retainer-based | 291 |Tier-based | 292 |
|---|---|---|---|---|---|
| Overview | 297 |Pricing per hour. | 298 |Fixed price per project. | 299 |Fixed price based on value delivered. | 300 |Fixed price for a set number of hours. | 301 |Fixed price packages at different price points. | 302 |
| Benefits | 305 |Straightforward and easy to calculate. | 306 |Ensures budget predictability, and encourages efficiency. | 307 |308 | Higher earnings when the impact is significant. Emphasizes 309 | results. 310 | | 311 |312 | Ensures a steady and predictable income stream. Builds longterm 313 | business relationships. 314 | | 315 |316 | Caters to various client needs and budgets. Simplifies clients’ 317 | decision-making. 318 | | 319 |
| Challenges | 322 |323 | May incentivize slower work. Emphasizes hours worked rather than 324 | value of work. 325 | | 326 |327 | Unforeseen changes or requests can lead to scope creep, and 328 | threaten profitability. 329 | | 330 |331 | Dependent on ability to communicate the value delivered 332 | effectively. 333 | | 334 |Dependent on client’s trust. | 335 |336 | Lack of transparency in terms and pricing may cause confusion. 337 | | 338 |
| Ideal projects or clients | 341 |342 | Small projects, or projects subject to change due to timelines 343 | or requirements. 344 | | 345 |Projects with clear expectations and scope. | 346 |Clients with clear pain points and business goals. | 347 |Repeat and ongoing client projects. | 348 |Client roster with widely varying needs and budgets. | 349 |
Console logs an error when missing `th` elements
355 || Pricing Strategies | 360 |Hourly-based | 361 |Project-based | 362 |
| Ideal projects or clients | 367 |368 | Small projects, or projects subject to change due to timelines 369 | or requirements. 370 | | 371 |Projects with clear expectations and scope. | 372 |
Hidden in details
378 |
379 |
381 |
382 |
383 |
400 |
401 |
402 |
403 | Expand to show
380 || Pricing Strategies | 385 |Hourly-based | 386 |Project-based | 387 |
|---|---|---|
| Ideal projects or clients | 392 |393 | Small projects, or projects subject to change due to timelines 394 | or requirements. 395 | | 396 |Projects with clear expectations and scope. | 397 |