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Nysba Spring 2020 | Vol
NYSBA SPRING 2020 | VOL. 31 | NO. 2 Entertainment, Arts and Sports Law Journal A publication of the Entertainment, Arts and Sports Law Section of the New York State Bar Association In This Issue n A Case of “Creative Destruction”: Takeaways from the 5Pointz Graffiti Dispute n The American Actress, the English Duchess, and the Privacy Litigation n The Battle Against the Bots: The Legislative Fight Against Ticket Bots ....and more www.nysba.org/EASL NEW YORK STATE BAR ASSOCIATION In The Arena: A Sports Law Handbook Co-sponsored by the New York State Bar Association and the Entertainment, Arts and Sports Law Section As the world of professional athletics has become more competitive and the issues more complex, so has the need for more reliable representation in the field of sports law. Written by dozens of sports law attorneys and medical professionals, In the Arena: A Sports Law Handbook is a reflection of the multiple issues that face athletes and the attorneys who represent them. Included in this book are chapters on representing professional athletes, NCAA enforcement, advertising, sponsorship, intellectual property rights, doping, concussion-related issues, Title IX and dozens of useful appendices. Table of Contents Intellectual Property Rights and Endorsement Agreements How Trademark Protection Intersects with the Athlete’s EDITORS Right of Publicity Elissa D. Hecker, Esq. Collective Bargaining in the Big Three David Krell, Esq. Agency Law Sports, Torts and Criminal Law PRODUCT INFO AND PRICES 2013 | 539 pages Role of Advertising and Sponsorship in the Business of Sports PN: 4002 (Print) Doping in Sport: A Historical and Current Perspective PN: 4002E (E-Book) Athlete Concussion-Related Issues Non-Members $80 Concussions—From a Neuropsychological and Medical Perspective NYSBA Members $65 In-Arena Giveaways: Sweepstakes Law Basics and Compliance Issues Order multiple titles to take advantage of our low flat Navigating the NCAA Enforcement Process rate shipping charge of $5.95 per order, regardless of the number of items shipped. -
HP Annual Report
Meg Whitman President and CEO Dear Stockholders, Fiscal 2012 was the first year in a multi-year journey to turn HP around. We diagnosed the problems facing the company, laid the foundation to fix them, and put in place a plan to restore HP to growth. We know where we need to go, and we are starting to make progress. The Year in Review In the first year of our turnaround effort, we provided a frank assessment of the challenges facing HP, laid out clear strategies at all levels of the corporation, and mapped out our journey to restore HP’s financial performance. Most importantly, we did what we said we would do in fiscal 2012 – we began taking action to bring costs in line with the revenue trajectory of the business and met our full-year non-GAAP earnings per share outlook. We have just completed year one of our journey, and we are already seeing tangible proof that the steps we have taken are working. This includes generating $10.6 billion in cash flow from operations for fiscal $10.6B 2012. HP used that cash to make significant progress in rebuilding our balance sheet – reducing our in cash flow from net debt by $5.6 billion during the year – and returned $2.6 billion to stockholders in the form of share operations for repurchases and dividends. fiscal 2012 Our efforts in fiscal 2012 also included beginning to tackle the structural and execution issues we identified, and building the foundation we need to improve our performance in the face of dynamic market trends and macroeconomic challenges. -
Meg Whitman and Ebay – Leadership Case Study Case Study
Meg Whitman and eBay – Leadership Case Study Case Study Please note: This case study was compiled from published sources, and is intended to be used as a basis for class discussion. While care has been taken to ensure correctness of the facts, accuracy of information cannot be guaranteed. Unauthorized distribution of this document electronically or otherwise is prohibited. Please contact [email protected] for any queries. August, 2008. © www.casestudyinc.com Table of Contents 1. Introduction - eBay CEO Meg Whitman plans to retire......................................3 2. Meg Whitman – Early years and Career Growth ..............................................3 3. Meg Whitman and Leading eBay ...................................................................5 3.1. Hiring the right people...................................................................................5 3.2. Quickly understanding the new business model...............................................5 3.3. Leading eBay’s IPO - a hands-on approach ....................................................6 3.4. Changing eBay’s policy.................................................................................6 3.5. Building one of the most powerful e-commerce systems in the world.................7 3.6. Focus on Metrics ..........................................................................................7 3.7. Customer Focus - ‘Voice of the Customer’ program .........................................8 3.8. Strategic Decision Making .............................................................................9 -
UC Riverside Electronic Theses and Dissertations
UC Riverside UC Riverside Electronic Theses and Dissertations Title Marginalized-Literature-Market-Life: Black Writers, a Literature of Appeal, and the Rise of Street Lit Permalink https://escholarship.org/uc/item/2d45f381 Author Norris, Keenan Franklin Publication Date 2013 Supplemental Material https://escholarship.org/uc/item/2d45f381#supplemental Peer reviewed|Thesis/dissertation eScholarship.org Powered by the California Digital Library University of California UNIVERSITY OF CALIFORNIA RIVERSIDE Marginalized-Literature-Market-Life: Black Writers, a Literature of Appeal, and the Rise of Street Lit A Dissertation submitted in partial satisfaction of the requirements for the degree of Doctor of Philosophy in English by Keenan Franklin Norris June 2013 Dissertation Committee: Dr. Erica Edwards, Chairperson Dr. Tiffany Lopez Dr. Toby Miller Copyright by Keenan Franklin Norris 2013 The Dissertation of Keenan Franklin Norris is approved: _____________________________________________ _____________________________________________ _____________________________________________ Committee Chairperson University of California, Riverside Acknowledgements This dissertation is the product of both my Ph.D. study at UC Riverside and my M.F.A. at Mills College. Therefore, I’d like to acknowledge people at both institutions that have helped me to conceptualize, craft and finalize this work. I’ve been very lucky to have Dr. Erica Edwards as my committee chair. I will forever be thankful to her for her generosity and all the work she’s done on my behalf. Likewise, the guidance of committee members Drs. Tiffany Lopez and Toby Miller has been a tremendous help in this process. I’m appreciative of the entire committee for allowing me the latitude to pursue this unique topic in a somewhat unconventional style— wedding scholarship with creative writing. -
UNITED STATES SECURITIES and EXCHANGE COMMISSION Washington, D.C
2 0 11 Annual Report Meg Whitman President and CEO Dear stockholders First, let me say how confident I am in the future of Hewlett-Packard. We have strong leadership from the consumer markets to the commercial, the industry’s broadest portfolio, unmatched reach and scale, and an exceptionally talented and committed workforce. I look forward to building on this powerful foundation to maximize the value of HP in the marketplace. 1 By harnessing the power of both the structured information that The year in review resides in databases and the unstructured information like Throughout fiscal 2011, we experienced a number of changes video, texts, and emails that exists in the real world, we are well and challenges. positioned to define the future of information management. An uncertain macroeconomic environment, especially in the Third, we met our stated outlook for the fourth quarter. As a United States and Europe, resulted in a weak consumer market management team, we are very focused on delivering consistent that persisted throughout the year and a commercial market financial performance and meeting the public goals we set. that started strong but softened as the year progressed. Fourth, we developed a go-forward plan for the webOS software Additionally, we faced a number of natural disasters, including platform. As you may recall, we discontinued our webOS device the tsunami in Japan and flooding in Thailand. At HP, we business in August, but we retained the highly regarded operating joined in the global relief efforts, committing money, technology, system. We subsequently decided to contribute webOS to the open and expertise to help with the recoveries. -
The Opposable Mind by Roger L
The Opposable Mind By Roger L. Martin Reviewed by Robert Schmidt About the Author Roger Martin has served since 1998 as Dean of the Joseph L. Rotman School of Management, University of Toronto, where he holds the Premier’s Research Chair in Competitiveness and Productivity. Martin holds an AB from Harvard University (1979) and an MBA from Harvard Business School (1981). He was a member of the group of HBS classmates who grew Monitor Company from a tiny start-up to one of the world’s leading strategy consulting firms and served as co-head of the firm in 1995 and 1996. He continues to serve as an adviser to CEOs of large global companies. About the Book Martin, Roger L.. The Opposable Mind: How Successful Leaders Win Through Integrative Thinking (Kindle Locations 2582-2588). Harvard If you want to be as successful as Jack Welch, Larry Bossidy, or Michael Dell, read their Business Review Press. Kindle Edition. Other books by Martin include: autobiographical advice books, right? Wrong, says Roger Martin in The Opposable Mind. Though following best practice canPlaying help toin Winsome, Creating ways, it alsoGreat poses Choices a danger:, The Design By emulating od Business what aand great leader did in a particularGetting situation, Beyond you'll Betterlikely be. terribly disappointed with your own results. Why? Your situation is different. Instead of focusing on what exceptional leaders do, we need to understand and emulate how they think. Successful businesspeople engage in what Martin calls integrative thinking creatively resolving the tension in opposing models by forming entirely new and superior ones. -
28 February 2017 Meg Whitman, Chief Executive Officer Hewlett
28 February 2017 Meg Whitman, Chief Executive Officer Hewlett Packard Enterprise 3000 Hanover St. Palo Alto, CA 94304 [email protected], [email protected] Dear CEO Meg Whitman, We are a coalition of more than 350 organizations around the United States working in pursuit of freedom, justice, and equality from the U.S. to Palestine/Israel, and beyond. We work in close partnership with many Palestinians, Israelis, Americans, and organizations in dozens of countries across six continents. We are part of a large and growing international network of human rights organizations beginning a systematic campaign of boycotts and divestment targeting HP companies due to your complicity in enabling Israel’s grave violations of international law and Palestinian human rights. We write with strong concern over the role that Hewlett-Packard Co. and, to our knowledge, its successors Hewlett Packard Enterprise and HP Inc. have played in these violations, as well as potential legal concerns. Israel’s regime is characterized by systematic and widespread denial of basic rights and freedoms based on ethnicity and religion through racial profiling, institutionalized racial discrimination and segregation, forcible transfer of populations, mass incarceration, torture, and state violence.1 2 3 Many of the Trump policies against which U.S. liberal and progressive communities are fighting today are interconnected with parallel Israeli policies of building walls and banning refugees -- a shared oppressive agenda evidenced by Trump’s close and mutually enthusiastic alliance with the Israeli government. We are impressed by your stated commitment to corporate social responsibility but troubled that you would contravene your own policy by continuing to support and profit from the violations of Palestinian human rights and international law. -
A Framework for Marketing Management, Global Edition
A Framework for Marketing Management This page intentionally left blank A FRamEWORK fOR MaRKETING MaNaGEmENT Sixth Edition Global Edition Philip Kotler Northwestern University Kevin Lane Keller Dartmouth College Boston Columbus Indianapolis New York San Francisco Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Vice President, Business Publishing: Donna Battista Operations Specialist: Carol Melville Editor-in-Chief: Stephanie Wall Creative Director: Blair Brown Acquisitions Editor: Mark Gaffney Senior Art Director: Janet Slowik Senior Acquisitions Editor, Global Editions: Interior and Cover Designer: Integra Software Steven Jackson Services Pvt Ltd. Development Editor: Elisa Adams Vice President, Director of Digital Strategy & Program Manager Team Lead: Ashley Santora Assessment: Paul Gentile Program Manager: Jennifer Collins Manager of Learning Applications: Paul Deluca Editorial Assistant: Daniel Petrino Digital Editor: Brian Surette Assistant Project Editor, Global Editions: Digital Studio Manager: Diane Lombardo Paromita Banerjee Digital Studio Project Manager: Robin Lazrus Vice President, Product Marketing: Maggie Moylan Digital Studio Project Manager: Alana Coles Director of Marketing, Digital Services and Products: Digital Studio Project Manager: Monique Lawrence Jeanette Koskinas Digital Studio Project Manager: Regina DaSilva Executive Product Marketing Manager: Anne Fahlgren Media Production Manager, Global Editions: Field Marketing Manager: Lenny Ann Raper Vikram Kumar Senior Strategic Marketing Manager: Erin Gardner Full-Service Project Management and Composition: Project Manager Team Lead: Judy Leale Integra Software Services Pvt Ltd. Project Manager: Becca Groves Senior Manufacturing Controller, Global Editions: Trudy Kimber Acknowledgements of third party content appear on the appropriate page within the text, which constitutes an extension of this copyright page. -
Front-Back Model
THE FRONT-BACK MODEL: HOW DOES IT WORK? JAY GALBRAITH November 2005 The front-back structure, when it works, rests on three strong legs. First, there is a strong front-end focused on customer relationships, shopper insights and mastery of channels. Second, there is a strong global back-end based on products and brands, user insights and a global product development process. Less obvious and equally essential is strong leadership – the third leg linking the front and the back. Hewlett-Packard lags IBM because the company has not had the strong leadership to make the front-end an equal partner to the product lines. Carly Fiorina tried to be the link by herself, despite Board requests for a COO. Similarly when Procter & Gamble went to its Organization 2005, Jager tried to bridge the GBU-MDO gap by himself. He failed. He supported the GBUs, increased R&D spending and the MDOs were overwhelmed with new product launches. When Lafley took over, he immediately expanded top management capacity by adding a Vice-Chairman in charge of the MDOs. Driven in part by succession issues, Lafley has created four Vice-Chairmen in charge of clusters of GBUs (15 in total) and MDOs (7 in total). Jim Kilts, who is leading the P&G-Gillette integration, is the fifth Vice-Chairman. The result is sufficient enterprise management capacity to link the front and the back. The means by which this leadership is exercised is through the management processes and personal networks. The management processes are necessary because the front-back model is an interdependent system of profit centers. -
P&G 2016 Annual Report
P&G 2016 Annual Report FINANCIAL HIGHLIGHTS (UNAUDITED) NET SALES ($ BILLIONS) Amounts in billions, except per share amounts 2016 $65.3 2015 $70.7 2016 2015 2014 2013 2012 2014 $74.4 Net sales $65.3 $70.7 $74.4 $73.9 $73.1 2013 $73.9 2012 $73.1 Operating income 11.0 13.9 13.1 12.5 13.4 OPERATING CASH FLOW ($ BILLIONS) 2016 $15.4 Net earnings attributable 7.0 11.6 11.3 10.8 to Procter & Gamble 10.5 2015 $14.6 2014 $14.0 Net earnings margin from 2013 $14.9 % 11.7% 14.3% 14.0% 12.1% continuing operations 15.4 2012 $13.3 Diluted net earnings per common share from $ $2.84 $3.63 $3.50 $2.97 DILUTED NET EARNINGS (PER COMMON SHARE) continuing operations(1) 3.49 2016 $3.69 Diluted net earnings per 2.44 4.01 3.86 3.66 2015 $2.44 common share(1) 3.69 2014 $4.01 2013 $3.86 Dividends per $ $2.59 $2.45 $2.29 $2.14 common share 2.66 2012 $3.66 2016 NET SALES BY BUSINESS SEGMENT(2) 2016 NET SALES BY MARKET MATURITY Grooming 11% Baby, Feminine 28% and Family Care Health Care 11% Developing 35% 65% Developed Markets Markets Fabric and 18% Beauty Home Care 32% 2016 NET SALES BY GEOGRAPHIC REGION Europe 23% North America Greater China 44% 8% Latin America Asia Pacific India, % Middle East % 8 & Africa (IMEA) 9 8% (1) Diluted net earnings per common share are calculated based on net earnings attributable to Procter & Gamble. -
The Annual Report on the World's Most Valuable Cosmetics Brands April 2017
Cosmetics 50 2017 The annual report on the world’s most valuable cosmetics brands April 2017 Foreword Contents steady downward spiral of poor communication, Foreword 2 wasted resources and a negative impact on the bottom line. Definitions 4 Methodology 6 Brand Finance bridges the gap between the marketing and financial worlds. Our teams have Executive Summary 8 experience across a wide range of disciplines from market research and visual identity to tax and Full Table 12 accounting. We understand the importance of design, advertising and marketing, but we also Understand Your Brand’s Value 13 believe that the ultimate and overriding purpose of How We Can Help 14 brands is to make money. That is why we connect brands to the bottom line. Contact Details 15 By valuing brands, we provide a mutually intelligible language for marketers and finance teams. David Haigh, CEO, Brand Finance Marketers then have the ability to communicate the What is the purpose of a strong brand; to attract significance of what they do and boards can use customers, to build loyalty, to motivate staff? All the information to chart a course that maximises true, but for a commercial brand at least, the first profits. answer must always be ‘to make money’. Without knowing the precise, financial value of an asset, how can you know if you are maximising your Huge investments are made in the design, launch returns? If you are intending to license a brand, how and ongoing promotion of brands. Given their can you know you are getting a fair price? If you are potential financial value, this makes sense. -
2.2.9. Procter & Gamble
1 Dirty recyclables of a Procter & Gamble brand Credit: Les Stone P&G has made no commitments regarding collection, and neither calls for legislation in this area nor mentions support for DRS. It high- lights different targets on its US environmental sustainability webpage6 than on its UK equivalent.7 At the time of writing, there was no reference to the development of reuse-and-refill delivery models for P&G products on their UK site;8 on its US site, however, the company highlights its 2019 participation in test programmes with TerraCycle’s Loop project in New York and Paris,9 in which its brands Pantene, Gillette and Venus were included.10 When it comes to reduction of virgin-plastic use, P&G states alternative materials will only be used ‘when it makes sense’, and that lightweighting, increasing recycled content and moving towards more concentrated products will take priority.11 However, this does not appear to involve an absolute reduction in the total number of single-use plastic-packaging units. It is also unclear what instances the company will consider using alternative materials in, and which types of materials. In another document on the company’s brand criteria for 2030, it states it will achieve ‘a meaningful increase in responsibly-sourced bio-based, or recycled or more resource efficient materi- als’;12 however, this commitment is nebulous because it does not include an actual target, timeframe or more detail on what ‘responsi- bly-sourced’ means. When it comes to minimum recycled content, P&G talks about ‘continuously innovating with recycled plastic’,13 and, according to As You Sow, has a recycled-content target of 8% for 2025.14 This is a very modest increase – from 6.3% in 2018.