Status of Government Assistance Provided to AIG
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Strategic Rebranding Strategy
Brand Development / Marketing / Online Presence Summary Table of Contents I. Summary a. Summary of Key Points Page 2 b. Recommended Timeline Page 4 c. Recommended Approach Page 4 II. Brand Development a. Define / Assess and Strategic Planning Page 7 b. Campaign Development Page 12 c. Implementation Page 12 d. Project Assessment Page 13 e. Logo Concepts Page 14 III. Marketing Strategies a. Branding and Passenger Information Page 18 b. Awareness and Image Building Page 19 c. Community-Based Marketing Programs Page 20 IV. Website Development a. Design Page 23 b. Functionality Page 25 c. Wireframe Development Page 26 V. Social Media Strategies a. Find the Best Fit Page 28 b. Schedule Social Engagement Page 29 c. Create Expert Content Page 30 d. Be Social on Social Media Page 30 1 Brand Development / Marketing / Online Presence Summary This brand development / marketing / online presence strategy document was created as a collaborative effort between the Wake County Transit Planning Advisory Committee, the Capital Area Metropolitan Planning Organization (CAMPO) and the Public Involvement Consultant team. It is presented to the Wake County Transit Planning Advisory Committee (TPAC) for adoption as guidance to GoTriangle for implementation as the lead agency for the Wake County Transit Plan’s public engagement efforts. The document provides strategies for development of Wake County Transit’s branding. It includes an approach for branding, message development and creative direction and suggests the creation of a Branding Steering Committee. Strategies for marketing include incorporating and promoting branding; awareness and image building; and community-based marketing initiatives. Additionally, the document provides guidelines for development of a new website and strategies for implementing and leveraging social media platforms. -
American International Group, Inc
American International Group, Inc. Resolution Plan Public Section December 31, 2015 AIG RESOLUTION PLAN – PUBLIC SECTION A. INTRODUCTION American International Group, Inc. (“AIG, Inc.” and together with its subsidiaries and affiliates, “AIG” or the “Company”) is a leading global insurance organization that offers insurance products and services that help businesses and individuals in over 100 countries and jurisdictions protect their assets, manage risks and provide for retirement security. AIG provides a diverse range of property and casualty insurance, life insurance, retirement products, mortgage insurance and related financial services to its customers. Section 165(d) of the Dodd-Frank Wall Street Reform and Consumer Protection Act (“Dodd-Frank Act”) and the related joint implementing regulation (“Dodd-Frank Rule”) issued by the Board of Governors of the Federal Reserve System (“FRB”) and the Federal Deposit Insurance Corporation (“FDIC”) require each nonbank financial company, designated as systemically important by the Financial Stability Oversight Council (“FSOC”), to submit to the FRB and the FDIC a plan for that organization’s rapid and orderly resolution in the event of material financial distress or failure (“Resolution Plan” or the “Plan”). On July 8, 2013, the FSOC designated AIG as a nonbank systemically important financial institution (“SIFI”) pursuant to the Dodd-Frank Act. The Dodd-Frank Act and the Dodd-Frank Rule require AIG to demonstrate how the Company could be resolved within a reasonable period of time without extraordinary government support and in a manner that substantially mitigates the risk that failure of the Company would have on the financial stability of the U.S. AIG has made recovery and resolution preparedness a company-wide priority and undertaken significant initiatives to reduce risk and focus on its insurance businesses. -
AIG Financial Products Corp
AIG Financial Products Corp. 50 Danbury Road, Wilton, CT 06897-4444 For Immediate Release AIG FINANCIAL PRODUCTS AND GLOBAL INFRASTRUCTURE PARTNERS AGREE ON THE ACQUISITION OF LONDON CITY AIRPORT LONDON – 11 October, 2006 -- AIG Financial Products Corp. (AIG-FP), a wholly- owned subsidiary of American International Group, Inc., and Global Infrastructure Partners (GIP), the infrastructure joint venture between Credit Suisse and GE Infrastructure, announced today that they have signed a definitive agreement to acquire 100% of the share capital of the company that owns and operates the business known as London City Airport (the “Airport") from Airport Management and Investment Limited. Pursuant to the terms of the deal, AIG-FP and GIP will each own 50% of the equity interest of the company that owns the Airport. The Airport is located in the Royal Docks, in the London Borough of Newham in East London. The Airport is unique in that it predominantly serves business travelers to and from London, given its convenient location. The Airport is less than three miles from Canary Wharf, six miles from the City of London, and 10 miles from the West End. It offers easy access to 27 destinations within the United Kingdom and across Europe. The Airport also ranks as the third largest corporate aviation facility in the United Kingdom. The transaction remains subject to EU merger clearance and currently is expected to close in November 2006. “I am extremely pleased that AIG Financial Products and Global Infrastructure Partners have been successful in their bid for London City Airport,” said Joseph Cassano, President of AIG-FP. -
Richard O'neill
Richard O’Neill 1276 Aikins Way Boulder, CO 80305 917.826.7041 [email protected] www.richard-oneill.com Education University of North Carolina School of the Arts 1997 High School Diploma University of Southern California, Thornton School of Music 2001 Bachelor of Music, magna cum laude The Juilliard School 2003 Master of Music The Juilliard School 2005 Artist Diploma Teaching University of Colorado, Boulder, College of Music 2020 - present Experience Artist in Residence, Takacs Quartet University of California Los Angeles, Herb Alpert School of Music 2007 - 2016 Lecturer of Viola University of Southern California, Thornton School of Music 2008 Viola Masterclasses Hello?! Orchestra (South Korea) 2012 - present Multicultural Youth Orchestra Founder, conductor and teacher Music Academy of the West, Santa Barbara 2014 - present Viola and Chamber Music Florida International University 2014 Viola Masterclass Brown University 2015 Viola Masterclass Hong Kong Academy of Performing Arts. 2016, 2018 Viola Masterclasses Scotia Festival 2017 Viola Masterclasses Asia Society, Hong Kong 2018 Viola and Chamber Music Masterclasses Mannes School of Music 2018 Viola Masterclass The Broad Stage, Santa Monica 2018 - 2019 Artist-in-residence, viola masterclasses, community events Affiliations Sejong Soloists 2001 - 2007 Principal Viola The Chamber Music Society of Lincoln Center 2003 - present CMS Two/Bowers YoungArtist from 2004-06 CREDIA International Artist Management 2004 - present Worldwide manager, based in South Korea Seattle Chamber Music Society -
Curriculum Vitae
Curriculum Vitae Lowell E. Graham 1058 Eagle Ridge El Paso, Texas 79912 Residence Work Home e-mail (915) 581-9741 (915) 747-7825 [email protected] Education Doctor of Musical Arts, Catholic University of America, 1977, Orchestral Conducting Graduate Studies in Music, University of Missouri at Kansas City, summers 1972 and 1973 Master of Arts, University of Northern Colorado, 1971, Clarinet Performance Bachelor of Arts, University of Northern Colorado, 1970, Music Education Military Professional Education Air War College, 1996 Air Command and Staff College, 1983 Squadron Officer School, 1977 Work Experience 2009 to Present Director of Orchestral Activities Music Director, UTEP Symphony Orchestra University of Texas at El Paso El Paso, Texas As the Director or Orchestral Activities I am responsible for the training and development of major orchestral ensembles at the university. I began a tradition of featuring faculty soloists as well as winners of the annual student Concerto Competition, now with an award offered by Olivas Music, providing the orchestra the opportunity to perform significant concerto literature as well as learning the art of accompanying. In 2012, I developed a new chamber orchestra called the “UTEP Virtuosi” focusing on significant string orchestra repertoire. I initiated a concert featuring music in movies and for stage in which that music is presented and integrated via multimedia with lectures and video. It has become the capstone event for the year featuring the artistry of faculty soloists and comments per classical music used in movies and music composed exclusively for that medium. Each year six performances are scheduled. Repertoire for each year covers all eras and styles. -
Rebranding Proposal
NORTH MAIN STREET COLUMBIA REBRANDING PROPOSAL wearequeue.com ABOUT US We are a collection of senior level strategists who have spent our entire careers building strong brands and sharing their stories with award-winning work. Our mission is simple — to help you accomplish your marketing objectives, whether they are big or small. We pride ourselves on a client-first approach where every team member gets to thoroughly know each client. This way, we can best utilize our wealth of experience with clients of all sizes in a variety of industries. As a small agency, we can offer a level of personal service not found in larger agencies. We’re accessible and responsive to you with no junior level staff. This helps us develop a close working relationship with you, which leads to more efficient workflows and on target strategies. We approach each client with an open mind. We listen. We ask questions. And we get to know you. Then we use our experience and expertise to develop and execute effective marketing solutions that meet your unique needs. You name it, we do it. Whether you need a logo design, a website or an integrated branding strategy, our capabilities provide Strategy you with almost limitless possibilities. While we have Creative many tools, perhaps our greatest is curiosity. We ask questions. We listen. We ask more questions. We listen some more. We learn about you, your business, your customers and your competitors. We do our homework. And then we get to work. Execution NORTH MAIN STREET REBRANDING Proposal 2 CURRENT SITUATION ANALYSIS The North Main Street corridor is located just several blocks north of Columbia’s city center district and serves as a major artery through Columbia. -
The Financial Structure of the Derivatives
Chapter Six AIG 1 Chapter Six AIG in the Crisis Abstract: The financial structure of the derivatives insured by AIG with credit default swaps (CDS) was ultimately related to the systemic risk from the inability of the mortgagors to service their debts. AIG made several serious mistakes. First: The estimate of the drift of the capital gain, which drove the bubble, was based upon the unsustainable growth of the housing price index 2004-06. A collapse would occur when the unsustainable capital gain declined below the interest rate. Second, risk was underestimated because AIG ignored the negative correlation between the capital gains and the liabilities/claims. The CDS claims grew when the value of the insured obligations declined. This set off collateral requirements, and the stability of AIG was undermined. The solution for the optimal insurance liabilities on the basis of SOC is derived. The SOC approach is a generalization of the contributions of the economics and actuarial literature. The chapter concludes with an evaluation of the government bailout. Introduction. At its peak, American International Group (AIG) was one of the largest and most successful companies in the world boasting a Triple-A credit rating, over $1 trillion in assets, and 76 million customers in more than 130 countries. Yet the sophistication of AIG’s operations was not matched by an equally sophisticated risk-management structure. This poor management structure, combined with a lack of regulatory oversight, led AIG to accumulate staggering amounts of risk, especially in its subsidiary, AIG Financial Products (AIGFP). I draw upon the Congressional Oversight Panel Report (COP, 2010) that describes AIG’s role in the financial market crisis. -
Changed the Maxpages
0001 [ST: 1] [ED: 10000] [REL: 010] (Beg Group) Composed: Thu Feb 19 18:10:18 EST 2009 XPP 8.1C.1 Patch #5 SC_00389 nllp 60098 [PW=500pt PD=684pt TW=360pt TD=580pt] VER: [SC_00389-Local:10 Feb 09 15:46][MX-SECNDARY: 12 Feb 09 09:05][TT-: 23 Aug 08 10:46 loc=usa unit=60098-aig]34 AIG’s Financial Distress: How Credit Default Swaps and the Lack of Regulation Brought Down an Insurance Giant and Implications for the Insurance Industry by Paul Walker-Bright and Timothy P. Law* I. INTRODUCTION The recent financial collapse of American International Group, Inc. (“AIG”) came as a shock to many people. How, they wondered, could one of the largest insurance organizations in the world fall so far and so quickly, to the point of bankruptcy and eventual bailout by the federal government? Equally troubling are the implications of AIG’s collapse on the insurance industry, in terms of the possible future of AIG’s subsidiary insurance companies and the potential for changes in the way insurance is regulated going forward. This article will attempt to address these questions and concerns. First, it will provide a brief summary of the causes of AIG’s financial distress, including a discussion of credit default swaps, the arcane financial instruments at the root of the collapse, how they caused AIG’s downfall, and what the federal government has done to rescue (or at least to ease the transition of) AIG. Next, this article will discuss some of the implications for the insurance industry. -
Whether Live, Virtual Or Hybrid, Events Go On
The Business of Brands Digital Edition February 22, 2021 Whether live, virtual or hybrid, events go on A guide to how industry tentpoles like Cannes, SXSW and more are navigating the lingering pandemic In this issue February 22, 2021 Feature GOING FOR THE GLITZ Promotions aimed at influencers become more elaborate in the pandemic News THE WEEK AHEAD: FEBRUARY 22-26, 2021 A look at some of the happenings over the next five days of interest to marketers, agencies and media players. TRENDING At a glance hot topics in the world of marketing, including Target’s new chief marketing officer, Shaquille O’Neal’s Frosted Flakes play and Chevrolet’s new TikTok channel. AFTER REBRANDING AUNT JEMIMA, QUAKER FOODS MUST WALK THE TALK It’s a delicate balance to hold onto brand equity while moving beyond racist roots with a new name. In this issue February 22, 2021 CAN ADVERTISING’S BIGGEST EVENTS REDEEM THEMSELVES IN 2021? A number of marketers’ favorites are planning to use in-person or hybrid live-virtual formats. 5 QUESTIONS WITH YADIRA HARRISON Verb co-founder discusses the value of creating intimate brand events and building an experiential business in a pandemic. HOW MARKETERS CAN MAKE THE MOST OF SXSW ONLINE The festival that was the first to feel the impact from COVID-19 is now a testing ground for virtual brands. EXPERIENTIAL AGENCY NA COLLECTIVE CLOSES AS ‘CASUALTY OF THE PANDEMIC’ Work included live activations for Nike, Tinder, Facebook and more at events including SXSW and Bonnaroo. WHY MARKETERS FLOCK TO CLUBHOUSE TO TOUT THEIR EXPERTISE—AND BRANDS The app merges the professionalism of LinkedIn with the appeal of podcasts. -
Five Years of Excellence It Begins with “Are You a Veteran?”
Five Years of Excellence It begins with “Are you a Veteran?”... and builds on this with knowing what to do when the answer is “yes”. Through the Department of Veterans Affairs’ collaboration with NHPCO, seriously ill Veterans in and outside VA are being thanked for their service, receiving care from teams trained to deal with Veteran-specific issues and are part of one of the fastest growing campaigns in NHPCO’s history, known as We Honor Veterans. In many ways, this campaign has brought our country together to care for and honor those who have served. Dr. Scott Shreve, National Program Director, Hospice and Palliative Care Department of Veterans Affairs Table of Contents Introduction................................................................................... 3 We Honor Veterans Partners................................................ 5 Accomplishments........................................................................... 7 Exemplary Partner Growth..................................................................................................... 7 National Award Recognition................................................................................................... 9 Veteran-Centric Education...................................................................................................... 9 Strategic Partnerships............................................................................................................ 9 We Honor Veterans in the Media.......................................................................................... -
THE GUIDE to REBRANDING Contents Introduction
THE GUIDE TO REBRANDING Contents Introduction Introduction 02 Rebrandingisatermthatgenerates confusionandoftengetsthrown More than a logo 03 aroundloosely.Incommon vernacularitcanmeananything What is rebranding? 04 fromachangetoyourbrand’slook andfeelpriortothelaunchofanew Refresh or rebrand? 06 campaign,throughtoacomplete overhaulofyourbrandstrategy Benefitsofsuccessfullyrebrandingyour andthelaunchofthenewcompany financialservicesorganisation 07 nameandlogo. Why rebrand? 08 Therealityisthatatruerebrand isajourneythatinvolves Doesmyorganisationneedtorebrand? 11 comprehensivelyanalysingwhat haschangedwithinyourbusiness How do I rebrand? 12 anditsstrategy,bringingthat changetolifethroughadefined Gettinginternalstakeholdersonboard 14 brandpositioning,andsignalling thechangetothemarket,oftenvia Whatisbrandarchitecture? 15 anewlogoorlookandfeel. Pressure-testingyourbrand 17 Yourbrandisanassetandshould betreatedassuch.Accordingto Apicturetells1000words 19 MillwardBrown,in2013theworld’s mostvaluablebrand,Apple,has Youremployees:yourmostvaluable abrandvalueofover$185billion. brandasset 21 Bycomparison,Australia’sleading companyintermsofbrandvalue In conclusion 22 wasWoolworths,withabrandvalue ofover$8billion. About BrandMatters 22 Brandistheconduit thatconnectsyour organisationtoits clients,itschannels, itsstakeholders anditscommunity. THE GUIDE TO REBRANDING 3 Introduction Yourbrandrepresentswhatis + MORETHANALOGO uniqueandvaluableaboutyour businessthatcannoteasilybe Weshouldalsostateatthe Yourbrandcomestolife replicated.Forexample,manyof outset,brandismuchmore -
Arhai's Balkan Folktronica: Serbian Ethno Music Reimagined for British
Ivana Medić Arhai’s Balkan Folktronica... DOI: 10.2298/MUZ1416105M UDK: 78.031.4 78.071.1:929 Бацковић Ј. Arhai’s Balkan Folktronica: Serbian Ethno Music Reimagined for British Market* Ivana Medić1 Institute of Musicology SASA (Belgrade) Abstract This article focuses on Serbian composer Jovana Backović and her band/project Arhai, founded in Belgrade in 1998. The central argument is that Arhai made a transition from being regarded a part of the Serbian ethno music scene (which flourished during the 1990s and 2000s) to becoming a part of the global world music scene, after Jovana Backović moved from her native Serbia to the United Kingdom to pursue an international career. This move did not imply a fundamental change of her musical style, but a change of cultural context and market conditions that, in turn, affected her cultural identity. Keywords Arhai, Jovana Backović, world music, ethno, Balkan Folktronica Although Serbian composer, singer and multi-instrumentalist Jovana Backović is only 34 years old, the band Arhai can already be considered her lifetime project. The Greek word ‘Arhai’ meaning ‘beginning’ or ‘ancient’ it is aptly chosen to summarise Backović’s artistic mission: rethinking tradition in contemporary context. Нer interest in traditional music was sparked by her father, himself a professional musician and performer of both traditional and popular folk music (Medić 2013). Backović founded Arhai in Belgrade in 1998, while still a pupil at music school Slavenski, and continued to perform with the band while receiving instruction in classical composition and orchestration at the Belgrade Faculty of Music. In its first, Belgrade ‘incarnation’, Arhai was a ten-piece band that developed a fusion of traditional music from the Balkans with am bient sounds and jazz-influenced improvisation, using both acoustic and electric instruments and a quartet of fe male vocalists.