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Blurring the Line Between Brand Management and Bogus Reviews
FABRICATING FEEDBACK: BLURRING THE LINE BETWEEN BRAND MANAGEMENT AND BOGUS REVIEWS Kaitlin A. Dohse TABLE OF CONTENTS I. Introduction ......................................................................................... 364 II. Background ......................................................................................... 366 A. The History of the (Fake) Consumer Review .............................. 366 B. The Credibility and Importance of Consumer Reviews .............. 367 C. The Business of Bogus Reviews ................................................. 370 D. Developments in Online Advertising and Reputation Management ................................................................................ 372 III. Analysis ............................................................................................... 375 A. Current Law and Guidelines Regarding Fake and/or Compensated Reviews ................................................................. 375 1. Analogizing to Blogger Disclosure Guidelines ..................... 376 2. Compliance Through Site-Specific Standards ....................... 377 B. Companies Controlling the Conversation .................................... 379 1. Faking Flattery ...................................................................... 379 2. Negative Fake Reviews and Defamation Claims .................. 381 C. Reviewers for Hire ...................................................................... 383 D. How the Law Affects Online Reputation Management............... 385 IV. Recommendation -
GORHAM BUILDING, 390 Fifth Avenue, Aka 386-390 Fifth Avenue and 2-6 West 36Th Street, Manhattan
Landmarks Preservation Commission December 15, 1998, Designation List 300 LP-2027 GORHAM BUILDING, 390 Fifth Avenue, aka 386-390 Fifth Avenue and 2-6 West 36th Street, Manhattan. Built 1904-1906; architect Stanford White of McKim, Mead and White. Landmark Site: Borough of Manhattan Tax Map Block 837, Lot 48. On September 15, 1998, the Landmarks Preservation Commission held a public hearing on the proposed designation as a Landmark of the Gorham Building and the proposed designation of the related Landmark Site (Item No. 2). The hearing had been duly advertised in accordance with the provisions of law. Seven witnesses representing Manhattan Community Board 5, the Murray Hill Association, the New York Landmarks Conservancy, the Beaux Arts Alliance, the Society for the Architecture of the City, the Municipal Art Society, and the Historic Districts Council spoke in favor of designation. The owner of the building submitted a letter asking that the hearing be adjourned to another date. The hearing was closed with the proviso that it could be reopened at a later date if the owner wished to testify. The owner subsequently declined to do so. There were no speakers in opposition to this designation. The Commission also has received a letter in support of the designation from a local resident. Summary This elegant commercial building, constructed in 1904-05 for the Gorham Manufacturing Company, contained its wholesale and retail showrooms, offices, and workshops. Designed by Stanford White of the prominent architectural firm of McKim, Mead & White, the eight-story building is an adaptation of an early Florentine Renaissance sty le palazzo incorporating a two-story arcade, a four-story mid-section, and a two-story loggia. -
To E-Commerce EC4E Ch 01 WA 11-23.Qxd 12/10/2007 5:16 PM Page 2
EC4E_Ch_01_WA_11-23.qxd 12/10/2007 5:16 PM Page 1 PART 1 CHAPTER 1 The Revolution Is Just Beginning CHAPTER 2 E-commerce Business Models and Concepts Introduction to E-commerce EC4E_Ch_01_WA_11-23.qxd 12/10/2007 5:16 PM Page 2 CHAPTER11 The Revolution Is Just Beginning LEARNING OBJECTIVES After reading this chapter, you will be able to: ■ Define e-commerce and describe how it differs from e-business. ■ Identify and describe the unique features of e-commerce technology and discuss their business significance. ■ Recognize and describe Web 2.0 applications. ■ Describe the major types of e-commerce. ■ Discuss the origins and growth of e-commerce. ■ Understand the evolution of e-commerce from its early years to today. ■ Identify the factors that will define the future of e-commerce. ■ Describe the major themes underlying the study of e-commerce. ■ Identify the major academic disciplines contributing to e-commerce. EC4E_Ch_01_WA_11-23.qxd 12/10/2007 5:16 PM Page 3 MySpace and Facebook: It’s All About You ow many people watched the final episode of the most popular American Htelevision show in history, the Sopranos? Answer: about 12 million (out of a total television audience size of 111 million). Only once in American history has a television show drawn more simultaneous viewers—13 million for NBC’s “America’s Got Talent” premiere in 2006. How many people visit MySpace each month? About 70 million. There are now more than 100 million personal profiles on MySpace. Almost 40 million visit MySpace’s closest social network rival, Facebook, each month. -
Park Ave Noise Assessment
Final Environmental Impact Statement for the Proposed Emergency Ventilation Plant for the Lexington Avenue Subway Line between the 33rd Street/Park Avenue South Station and the Grand Central Station/42nd Street Station July 2017 MTA New York City Transit Proposed Emergency Ventilation Plant Lexington Avenue Subway Line This page intentionally blank. MTA New York City Transit Proposed Emergency Ventilation Plant Lexington Avenue Subway Line COVER SHEET Document: Final Environmental Impact Statement Project Title: Proposed Emergency Ventilation Plant for the Lexington Avenue Subway Line between 33rd Street/Park Avenue South Station and the Grand Central Terminal/42nd Street Station Location: The Proposed Emergency Ventilation Plant would be located in the streetbed of Park Avenue between East 36th Street and East 39th Street, New York City, New York County, New York Lead Agency: Metropolitan Transportation Authority New York City Transit (MTA NYCT), 2 Broadway, New York, NY 10004 Lead Agency Contact: Mr. Emil F. Dul P.E., Principal Environmental Engineer, New York City Transit, phone 646-252-2405 Prepared by: Michael Tumulty, Vice President STV Group; Steven P. Scalici, STV Group; Patrick J. O’Mara, STV Group; Douglas S. Swan, STV Group; Niek Veraart, Vice President, Louis Berger; G. Douglas Pierson, Louis Berger; Leo Tidd, Louis Berger; Jonathan Carey, Louis Berger; Steve Bedford, Louis Berger; Allison Fahey, Louis Berger; Cece Saunders, President, Historical Perspectives, Inc.; Faline Schneiderman, Historical Perspectives, Inc. Date of -
Up Acquisitions: Introducing the Economic Goodwill Threshold Test Andrew Mclean
Series A Financial Capitalism Perspective on Start- up Acquisitions: Introducing the Economic Goodwill Threshold Test Andrew McLean Centre for Law, Economics and Society CLES Faculty of Laws, UCL Director: Dr. Deni Mantzari Founding Director: Professor Ioannis Lianos CLES Research Paper Series 2/2020 A Financial Capitalism Perspective on Start-up Acquisitions: Introducing the Economic Goodwill Threshold Test Andrew McLean July 2020 Centre for Law, Economics and Society (CLES) Faculty of Laws, UCL London, WC1H 0EG The CLES Research Paper Series can be found at https://www.ucl.ac.uk/cles/research-papers All rights reserved. No part of this paper may be reproduced in any form without permission of the author. ISBN 978-1-910801-31-4 © Centre for Law, Economics and Society Faculty of Laws, UCL London, WC1H 0EG United Kingdom A Financial Capitalism Perspective on Start-up Acquisitions: Introducing the Economic Goodwill Threshold Test Andrew McLean1 Abstract This paper discusses the acquisition of start-ups by major technology firms. Such transactions pose a significant anticompetitive threat, yet often escape competition scrutiny because they fail to trigger merger notification threshold tests. Alongside a financial analysis of historic acquisitions by Google, Apple, Facebook, Amazon and Microsoft, the paper introduces a new threshold test—the economic goodwill test. The economic goodwill test is a concerned with the value of a target’s net tangible assets as a proportion of total transaction value. The difference between these figures largely represents the gains an acquirer expects to realise from a strengthened competitive position, therefore reflecting the logic driving the mass acquisition of technology start-ups. -
From Legi(Macy to Informed Consent: Mapping Best Prac(Ces and Iden
From legimacy to informed consent: mapping best pracces and idenfying risks A report from the Working Group on Consumer Consent May 2009 PEN paper 3 About the Working Group The Working Group on Consumer Consent is a project convened by the Information Systems & Innovation Group of the London School of Economics and Political Science and administered by 80/20 Thinking Ltd, based in London UK. The Working Group aims to bring together key industry players, consumer experts and regulators to achieve the following goals: • To better understand the implications of the Article 29 Working Party Opinion on data protection issues related to search engines (April 2008) and its potential impact on the processing of personal information in the non-search sectors. • To foster dialogue between key stakeholders to map current practices relating to notification and consent. • To inform regulators about limitations and opportunities in models and techniques for informed consent for the processing of personal information. • To help inform all stakeholders on aspects of the pending Article 29 Opinion on targeted advertising planned in 2009. Membership The members of the Working Group included: AOL, BT, Covington & Burling, eBay, Enterprise Privacy Group, Facebook, the Future of Privacy Forum, Garlik, Microsoft, Speechly Bircham, Vodafone, and Yahoo! We also sought comments from a number of privacy commissioners and regulators from across Europe. Methodology, Meetings, and Outreach We have been actively engaging with policy-makers and regulators since the creation of the group. This networking not only enhances the quality of the research, but also goes some way to identify and prepare the audience for our discussion papers. -
View Annual Report
TO OUR SHAREHOLDERS, CUSTOMERS, PARTNERS AND EMPLOYEES: This is a unique letter for me – the last shareholder letter I will write as the CEO of the company I love. We have always believed that technology will unleash human potential and that is why I have come to work every day with a heart full of passion for more than 30 years. Fiscal Year 2013 was a pivotal year for Microsoft in every sense of the word. Last year in my letter to you I declared a fundamental shift in our business to a devices and services company. This transformation impacts how we run the company, how we develop new experiences, and how we take products to market for both consumers and businesses. This past year we took the first big bold steps forward in our transformation and we did it while growing revenue to $77.8 billion (up 6 percent). In addition, we returned $12.3 billion (up 15 percent) to shareholders through dividends and stock repurchases. While we were able to grow revenue to a record level, our earnings results reflect investments as well as some of the challenges of undertaking a transformation of this magnitude. With this as backdrop, I’d like to summarize where we are now and where we’re headed, because it helps explain why I’m so enthusiastic about the opportunity ahead. Our strategy: High-value activities enabled by a family of devices and services We are still in the early days of our transformation, yet we made strong progress in the past year launching devices and services that people love and businesses need. -
A Case Study on Merger of Skype and Microsoft
European Journal of Business, Economics and Accountancy Vol. 8, No. 1, 2020 ISSN 2056-6018 VALUATION OF TARGET FIRMS IN MERGERS AND ACQUISITIONS: A CASE STUDY ON MERGER OF SKYPE AND MICROSOFT Nguyen Vuong Bang Tam Thu Dau Mot University VIETNAM [email protected] ABSTRACT Mergers and acquisitions have become the most popular used methods of growth for the company and it’s one of the best ways to make a shortcut to get the success. They create the larger potential market share and open it up to a more diversified market, increase competitive advantage against competitors. It also allows firms to operate more efficiently and benefit both competition and consumers. However, there are also many cases that the synergy between acquiring company and acquired company failed. The most common reason is to not create synergy between both of them. In recent months, the merger between Microsoft and Skype is a very hot topic of analysts and viewers…etc. This acquisition presents a big opportunity for both firms, Skype give Microsoft a boost in the enterprise collaboration. To exchange for this synergy, Microsoft paid $8.5 billion in cash for Skype, the firm is not yet profitable. Skype revenue totaling $860 million last year and operating profit of $264 million, the company lost $6.9 million overall, according to documents filed with the SEC. Is that a good deal for Microsoft? Many analysts have different point of view but most of them have negative perspective. Research was to provide the analysis of Skype’s intrinsic value with an optimistic view of point about Skype’s future, Microsoft overpaid for Skype. -
Lighthouse International
LIGHTHOUSE INTERNATIONAL Blue Fountain Media 2013 BLUE FOUNTAIN MEDIA | 102 MADISON AVENUE NEW YORK, NY AGENDA • Lighthouse International 2013 Objectives • Discovery & Insight: • Trends • Competition • Trend Setters • Guiding Principles • Lighthouse International Opportunity • BFM Strategic Approach • BFM Related Case Studies • BFM Additional Capabilities • Next Steps BLUE FOUNTAIN MEDIA | 102 MADISON AVENUE NEW YORK, NY 2013 OBJECTIVES Immediate Objectives include: 1. Migrate site from Ruby on Rails 2. Improve site usability and navigation 3. Drive donations BLUE FOUNTAIN MEDIA | 102 MADISON AVENUE NEW YORK, NY DISCOVERY & INSIGHT BLUE FOUNTAIN MEDIA | 102 MADISON AVENUE NEW YORK, NY OUR PROCESS BLUE FOUNTAIN MEDIA | 102 MADISON AVENUE NEW YORK, NY OUR PROCESS BLUE FOUNTAIN MEDIA | 102 MADISON AVENUE NEW YORK, NY INDUSTRY TRENDS CURRENT LANDSCAPE IMPLICATION 10% of donors make up 90% Current donation/marketing tactics of funding, with a rapidly > are unsustainable as donors will aging donor base eventually age out Oversaturation of charities Lighthouse International’s within the vision segment > unique positioning and story with little brand can get lost within the shuffle differentiation when it is not clearly told 75% of Gen Y report giving to Lighthouse International has huge charity by volunteering time > potential to recruit new donors and and donating money, and are grow charity loyalty through a expected to be the greatest refreshed digital presence giving generation ever* * http://communities.washingtontimes.com/neighborhood/networking-without-faces/2012/jun/27/75-generation-y-making-charitable-contributions// -
Cool Tech Startups in NYC - Modified Based on Mapped in NY Companies
Cool Tech Startups in NYC - Modified Based on Mapped In NY Companies Company Name Address URL Hiring "Document Prep- ' - ' Program"' "More than just ' - ' Figleaves' #Fit4ME' ' - ' 'brellaBox' ' - ' 'wichcraft' ' - ' (GFree)dom' ' - ' 0s&1s Novels' ' - ' 1 Knickerbocker' ' - ' 1 Main Street Capital' ' - ' 10 Speed Labs' '1239 Broadway' 1000|MUSEUMS, Inc' ' - ' 107 Models' ' - ' 10Lines' ' - ' 10gen' ' - ' 11 Picas' ' - ' 144 Investments' ' - ' 1754 & Company, LLC' ' - ' 1800Postcards.com' '121 Varick Street' 1800TAXISTA.COM ' - ' Page 1 of 514 10/02/2021 Cool Tech Startups in NYC - Modified Based on Mapped In NY Companies Jobs URL Page 2 of 514 10/02/2021 Cool Tech Startups in NYC - Modified Based on Mapped In NY Companies INC' 18faubourg by Scharly ' - ' Designer Studio' 1938 News' '1 Astor Pl' 1DocWay' '483 Broadway, Floor 2, New York, NY 10013' 1NEEDS1 LLC' ' - ' 1Stop Energies' ' - ' 1World New York' ' - ' 1er Nivel S.A.' ' - ' 1stTheBest Inc' ' - ' 1stdibs.com' '51 Astor Place' 20x200' '6 Spring Street' 24eight, LLC' ' - ' 24symbols' '42 West 24th Street ' 27 Perry' ' - ' 29th Street Publishing' ' - ' 2Cred' ' - ' 2J2L' ' - ' 2U (aka 2tor)' '60 Chelsea Piers, Suite 6020' 2findLocal' '2637 E 27th St' 2nd Nature Toys' ' - ' Page 3 of 514 10/02/2021 Cool Tech Startups in NYC - Modified Based on Mapped In NY Companies Page 4 of 514 10/02/2021 Cool Tech Startups in NYC - Modified Based on Mapped In NY Companies 303 Network, Inc.' ' - ' 33across' '229 West 28th Street, 12th Fl' 345 Design' '49 Greenwich Ave, Suite 2' A.R.T.S.Y Magazine' -
The City Record. Official Journal
THE CITY RECORD. OFFICIAL JOURNAL. VOL. XII1. 1NE\I YORK, WEDNESDAY, I)ECE.\IBER 9, 1885. NUMBER 3,816. (G. O. 544•) By Alderman Brown— Resolved, That Croton-mains be laid in (Inc Hundred and Third street, from Fourth to Fifth avenue, pursuant to section 356 of the New York City Consolidation Act. Which was laid over. By Alderman Cowie— Resolved, That permission be and the ,a,ne is hereby given to Henry Mannes to retain a sign on the sidewalk, near the curb, in front of No. 300 Seventh avenue, provided such sign shall not be an obstruction to the free use of the .street by the public, nor exceed five feet long by one foot wide such permission to continue only during the pleasure of the Common Council. 1'he President put the question whether the Board wouid agree with said resolution. Which was decided in the affirmative. By Alderman De Lacy-- Resolved, That the time fixed for the regular meetings of this Board be changed from 2.30 P. M. to I o'clock P. M. The President put the question whether the Board would agree with said resolution. Which wa, decided in the affirmative, By Alderman IIartman-- Resolved, That permission be and the same is hereby given to Charles Rehberg v, place and keep a coal-box on the sidewalk, near the curb, in front of No. 645 North "Third avenue, pnwaled such coal-box shall not lie an obstruction to the free use of the street by the public ; such permi.sion to continue only during the pleasure of the Common Council. -
From Zero to $1B in Less Than Five Years
CRAIN’S® NEW YORK BUSINESS VOL. XXX, NO. 41 WWW.CRAINSNEWYORK.COM OCTOBER 13-19, 2014 PRICE: $3.00 50 They run New York’s From zero fastest-growing companies MEET ALL 50 OF THEM, INCLUDING #1, STARTING ON PAGE 16 to $1B in #14 less than YEXT: Howard Lerman found a five years big opportunity #4 correcting outdated NEOSTEM: information about Acquisitions have businesses online. helped Dr. Robin L. First billion-dollar Smith grow her cell-therapy startups prove startup 7,998%. New York firms can grow at warp speed BY MATTHEW FLAMM When Kevin Ryan was building DoubleClick in the late 1990s, he #47 couldn’t persuade a single West SHUTTERSTOCK: Jon Oringer’s customers Coast executive to quit his job and downloaded 100 million move to New York to work at the pictures last year. ad-tech pioneer. There are many reasons why he and other local en- trepreneurs don’t have that prob- lem now, but a summary might boil down to the growth in New York’s billion-dollar valuation club. Granted, private-company valu- ations can be fleeting, subject to hype and the whims of the market, and this is one more area in which Silicon Valley vastly overshadows New York. Most IF THESE members of the FAST 50 so-called unicorn ARE SO club—billion-dol- GREAT, WHY lar startups being ARE NEARLY rare beasts—are A THIRD PROFITLESS? based in Califor- PAGE 31 nia, where they barely warrant mention unless their valuations touch double- digit billions, like Dropbox ($10 billion) or Uber ($18 billion).