The Brownfield Problem Essay -- essays research papers fc

The Brownfield Problem Brownfields are abandoned, idled, or under-used industrial and commercial sites where expansion or redevelopment is complicated by real, or perceived environmental contamination that can add cost, time, and uncertainty to the redevelopment process. Throughout the country there are an estimated 450,000 brownfields. These vacant properties exist mostly in cities, serving no practical purpose, and act as both eyesores and environmental as well as economic pitfalls. The inner cities, where most brownfields exist, were once the only choice developers had in deciding where to build industry. However, since the birth of environmental laws and regulation, the redevelopment of these properties has become a complicated and often very costly procedure. This procedure causes many businesses and corporations to look outside of the inner cities and urban areas for locations to grow and develop. This trend not only leaves the inner cities vacant and economically useless, but also leads to urba n sprawl, a phenomenon that leads to the development of greenfields, or the pristine, undeveloped land outside the confines of massive urban areas. Many sites across the country that were once used for industrial, and/or, commercial use have been abandoned by the companies who used them. Some of these sites are contaminated; however, some of them are merely perceived as being contaminated. In those cases, the sites have been linked to big industry, or nearby sites. In the past, any such site has been avoided or ignored as a possibility for redevelopment. This situation is caused largely by federal and state environmental laws and court decisions that impose or imply potentially serious liability. The circumstances surrounding this uncertain liability has encouraged businesses to build in previously undeveloped and non-urban areas, that are referred to as greenfields, where they are confident that no previous industry has been active. A report from the General Accounting Office finds that: "As states and localities attempt to redevelop their abandoned industrial sites, they have faced a number of obstacles, including th e possibility of contamination and the associated liability for cleanup." This situation has lead to a number of far-reaching problems including social, economic, and enviro... ...ization to determine the extent of environmental contamination and the cost of removal or remediation. Then, funds should be set aside either from the Superfund Trust Fund or general revenues to provide resources to local governments to develop brownfield site inventories, site assessments, and brownfield redevelopment strategies, the main goal of which would be to attract private investment. EPA should expand their Brownfields Initiative to include funds for preparation and implementation of brownfield redevelopment strategies. Federal funds should be made available for the creation and capitalization of local revolving loan funds for local governments or the private sector to perform activities such as removal, remediation, and small business development at brownfield sites. HUD should provide resources to accelerate actual development, through leveraging private sector investment and other means, to move beyond cleanup and remediation. All agencies need to find ways to assist by providing resources that will aid in the redevelopment of brownfield sites. Bibliography: EPA Homepage Brownfields Inc. Homepage Chicago Tribune; 3,1:2, May 30, 1996. Urban Land; Vol. 55, #6, pg 43.

Essay --

Connie is the prime illustration of a "fancy girl on the boulevard flagging down all of the flashy cars. She is beautiful as she fixes her nail cuticles; her lipstick is suitable to make one fiend for more. However, she soon realizes that she'll never escape the allure of a pervert yelling at her door. In the short story â€Å"Where Are You Going, Where Have You Been†? By Joyce Carol Oats, the main character Connie possesses the features of a woman, but is only fifteen. Surprisingly, she is searching for freedom from her dysfunctional and unsupportive family. The absence of a father figure and the ongoing conflict with her mother and sister can be regarded as the cause of Connie's emptiness that directed her search for independence. The relationship that Connie has with her mother is one that involves verbal assault. Connie’s mother never speaks well of Connie and is unkind to her. In comparison, Connie is disrespectful towards her mother and doesn’t view her as a noble mother. The primary cause for this contentious relationship is because her mother is envious that "her looks were gone and that was why she was always after Connie† (25). The relationship with her Sister June is also spiteful because their mother praises June much more than Connie. June contributes to the household while Connie does not and only cares about her daydreams, music, and appearance. June represents everything Connie despises such as responsibility, professionalism, and dullness. June serves as the opposing character to which Connie is continuously compared to. Nonetheless, their sibling rivalry causes a great deal of hostility. On top of the quarrelsome relationships, the household lacks a father figure since he wo rks during the day, arrives home late each e... ...d the narrow circle of her consciousness and allows the story to transition into a general allegorical level. Using the narrative point of view establishes credibility in what we read and allows the reader to come up with their own perception of the story Family plays a pivotal role in everybody's life. However, a vast majority of adolescents do not realize the importance of family until they are adults and reach a level of maturity. Unfortunately for Connie it was too late, and she never cherished things of little value until her life or family's was on the line. Although she didn't have the ideal family and had constant conflicts with them, she truly loved them as she sacrificed her life for theirs. One can only ask the question of how the outcome would have turned out if Connie’s family would have shown her the love that she was in the wrong places searching for.

Robespierre’s Justification for State Terror

Robespierre’s Justification for State Terror Maximilien Robespierre states, â€Å"What is the goal toward which we are heading? The peaceful enjoyment of liberty and equality. † (Bienvenu, p. 1, para. 1) The laws that have been passed by the royalty that are meant to bring long lasting righteousness, are laws that are recognized; these laws are not written any where but in the essence of all individuals. Robespierre was elected as the representative of the National Convention and joined a political club called the radical Jacobin party.Being apart of the Convention and the Jacobins, Robespierre took over the administrative power of the Republic. Because the Jacobins believed that France was in need of change and restructuring, and Robespierre was now the head of the Convention, he can develop such change. By doing so he argues that in the land, the use of ethics must be replaced with the use of pride, proposition for traditions, self-regard for arrogance, magnificence f or narcissism, prestige for money, and immorality of the sovereign for virtues and the phenomenon.He believed in democracy and the Republic of virtue. He felt that in order to set the basis of democracy within the people, the merge of both ending the war of independence and oppression must take place in order to put an end to the revolt. The essences of the Republic are virtue and equality. He explains how it is the development of virtue and the maintenance of equality that creates the Republic. Therefore, it is embraced or founded by an individual.He believed that the quality of being an admired government would be an advantage in gaining the trust of the citizens in order to create a strict and rigorous government, â€Å"†¦be trustful towards the people and severe towards itself. † (Bienvenu, p. 2, para. 2) Robespierre states the strengths and weaknesses of this theory: the strength being the triumph of truth rather than dishonesty, and the rights of the community†™s interests than the private. The purpose of both virtue and terror was that without terror it can be deadly, and if it is deadly, virtue is strong.If one did not hated crime, they were presumed to detest virtue. Social protection is for the passive citizens, and the ones who are violent are the ones who are the ones who to be apart of England and Austria. Towards the end, Robespierre mentions an idea of Aristocracy, in which he creates secret illicit laws instead of vigorously supporting his own country. He ends by saying that a cruel government can kill, being free is not for everyone, and if anyone disagreed with his ideas, they would be considered an enemy or traitor.Robespierre structures his argument by introducing the points he wants to make step by step. He starts off by informing the audience of what he thinks the land should contain, and how it should run. He gives examples of ideas, and substitutes them with what he thinks it should be instead. For instance, he would s ay, â€Å"good people in place of good society,† meaning he would replace a good society, and choose to have good citizens instead. (Bienvenu, p. 1, para. 2) Robespierre defines democracy in his own way, then goes on to describe how â€Å"the soul of the Republic is virtue [and] equality† (Bienvenu, p. , para. 6) is in his eyes. He mentions social protection, which is only for citizens who are passive. As this speech ends, Robespierre uses questions to bring the audience to a realization of the point[s] he was trying to bring out throughout the speech. He uses Aristocracy to back up his ideas. Towards the end, he leaves the audience with a riddle they must figure out in order to understand what he meant. Maximilien Robespierre violates all 17 articles of the Declaration of the Rights of Man and of the Citizen of 1789.He did not give the citizens to participate in the making of the law or the government. They were not given the freedom to speak, write or print, and not everyone had equal rights. The ones that followed his ideas received special treatment, whereas, the ones who disagreed, were considered conspirators. They were sometimes imprisoned and other times killed. He did the opposite of of Article 5, and acts in a way that it hurt society. He killed 40,000 people and locked up 3,000. He did not allow society to use of public agents when required.Laws were created even though the people, and society did not agree. This is why, in 1794, Robespierre was sentence to death with the use of the guillotine, something he like to use for his executions. During the French Revolution, no one has caused as much dilemma as Maximilien Robespierre did. He believed in equality and virtue, however, he contradicted himself and was not aware that he was, in fact, biased. If he thought, heard or was even told that someone descended, they would have fell into the category of an enemy or traitor.He is represents the later Adolf Hitler, who was a dictator, in seve ral different ways. Two being that he tried to promote his beliefs to the people of his land, by infusing fear into the people of the land, and killing or injuring who ever would disagree with him. However, he did not discriminate as viciously as Hitler did. If Robespierre was to do what he did in the present society, he may have been sentenced to life in prison or capital punishment for attempting to corrupt the minds of others, and for killing as many people as he did.

ESPN

Company Culture and Environment When employees arrive to work at their Bristol, Connecticut Headquarters, they are greeted only by a small, unassuming sign that says, â€Å"Welcome to ESPN. † In a calculated and understated way, this sign is representative of the culture that pervades throughout the organization. Simply stated, ESPN, the company is about the fans and the sports, not ESPN. This statement offers a preview of sorts to a culture at ESPN that truly goes the extra mile in emphasizing customer satisfaction by offering its programming thru state-of the art program offerings thru multiple channels.A brand promise sums up the essence and meaning of a brand and how the brand connects to its consumers. ESPN’s promise of delivering â€Å"Sports, with Authority and Personality,† clearly outlines what they do, how they do it and what differentiates them from their competition. With respect to Sports, ESPN connects to its fans through many platforms, including m ultiple television and radio programs, internet applications including television online, restaurants, and numerous mobile applications.In doing so ESPN strives to consistently deliver unmatched quality that is strengthened by leadership and innovation. As an Authority in sports programming, ESPN emphasizes integrity, authenticity and expertise that is unparalleled in the industry. Regarding Personality, ESPN emphasizes throughout its organization, the effective use of humor, passion and community by expressing their affinity for its fans regardless of origin.While the brand promise of ESPN is certainly evident throughout all of its programming through all of its delivery channels, it is its hiring practices that appear to give the most obvious credence to the company living up to this promise. From its inception ESPN maintained a policy of hiring employees that were/are first and foremost sports fanatics. ESPN saw sees this as a critical factor in having its employees display the l evel of enthusiasm and knowledge that it wanted to promote and display its brand promise.They also see this as an equalizer of sorts whereby everyone who views ESPN, regardless of race, color education could relate with one another. Anthony Smith, a management consultant who has worked with ESPN for over 20 years and author of ESPN; The Company, sums up the environment and culture at ESPN best when he wrote; â€Å"I can think of few other companies that do as good a job of creating an atmosphere of fun and excitement for its people and its customers – maybe Southwest Airlines in the airline industry, Starbucks in the consumer goods space, or Apple and Google in high-tech.But it’s hard to surpass ESPN. † (Smith, P. xxiii, ESPN; The Company. ) This information, combined with information gathered through direct conversations with ESPN Marketing employees would strongly indicate that ESPN has done an outstanding job of entrenching its brand promise both internally a mongst its work-force and externally through its broadly scoped programming. From an internal branding perspective ESPN appears to have achieved what all companies strive for; to entrench its vision and culture that pervades throughout everything it does. Espn COMPANY Case ESPN: The Evolution of an Entertainment Brand In the 2004 movie Anchorman character Ron Burgundy ( Will Ferrell) auditions for a position on SportsCenter with the very new and lit-tle known network, ESPN ( Entertainment and Sports Programming Network). The year was 1979. After pronouncing the name of the network â€Å" Espen,† he then is shocked to find out that ESPN is a round- the- clock sports network. Through his laughter, he asserts that the concept is as ridiculous as a 24- hour cooking network or an all- music channel. â€Å" Seriously,† he shouts. This thing is going to be a financial and cultural disaster. SportsCenter . . . that’s just dumb! † While this comical sketch is fictitious, when a young college graduate named George Bodenheimer took a job in the mailroom at ESPN it 1981, it was for real. Today, Mr. Bodenheimer is president of the network that has become one of the biggest franchises in sports, not to mention one of the most successful and envied brands in the entertainment world. As a cable network, ESPN commands $ 2. 91 from cable operators for each subscriber every month. Compare that to $ 1. 7 for Fox Sports, 89 cents for TNT, and only 40 cents for CNN. The core ESPN channel alone is currently in more than 96 million homes. With that kind of premium power, it’s no wonder that ESPN shocked the world in 2006 by becoming the first cable network to land the coveted TV contract for Monday Night Football, which went on to become the highest rated cable series ever. But even with its three sibling channels ( ESPN2, ESPNEWS, and ESPN Classic), the ESPN cable network is only one piece of a bigger brand puzzle that has become Bodenheimer’s $ 6 billion sports empire.Through very savvy strategic planning, Bodenheimer is realizing his vision of taking quality sports content across the widest possible collection of media assets to reach sports fans wherever they may be. Employing a hands- off manage ment style, Bodenheimer has cultivated a brand that is brash, tech savvy, cre-ative, and innovative. He tells employees that ESPN belongs to all of them. He gives them the freedom to come up with their own ideas and push them forward. His only rule is that every new ideaand push them forward.His only rule is that every new idea must focus on fulfilling ESPN’s mission of reaching sports fans and making them happy. In the process, ESPN has become as recog-nized and revered by its customers as other megabrands such as Tide, Nike, and Coca- Cola are to theirs. Bodenheimer’s career- spanning dedication has grown ESPN to well over 50 businesses. The all- sports network has become a truly multiplatform brand, a rarity for any TV network. This growth has given ESPN tremendous reach. ESPN. com alone reaches 22. 4 million viewers a week.But even more stunning is the fact that during any seven- day period, 120 million people ages 12 to 64 interact with some ESPN medium. Here†™s a rundown of ESPN’s portfolio of brands: Television: ESPN has sprawled into six cable channels and other TV divisions that give it both a local ( ESPN Regional Television) and global ( ESPN International and ESPN Deportes) presence. It was one of the first networks to break new ground in HDTV with simulcast service for ESPN and ESPN2 and it still maintains the most HD programming content and highest level of HD viewership in sports.Cable operators and viewers alike consistently rank ESPN, ESPN2 and ESPN Classic above all other channels with respect to perceived value and programming quality. But perhaps one of the most innovative moves in all of tel-evision sports occurred in 2003, when ESPN content was inte-grated into its sibling network ABC. ESPN on ABC is now the home for the NBA Finals, NASCAR, NCAA football, NCAA bas-ketball, World Cup Soccer, British Open, and the IndyCar Series. Although ESPN has numerous cable channel brands, one program stands out as a brand in its own right. SportsCenter was ESPN’s first program.And with as many as 93 million view-ers each month, it remains the network’s flagship studio show. SportsCenter is the only nightly, full- hour sports news program. And whereas, in the past, ESPN has rebroadcast taped episodes of SportsCenter during the day, a new schedule incorporating nine straight hours of live SportsCenter everyday from 6 a. m. to 3 p. m. will begin in the fall of 2008. Outside the United States, ESPN airs 14 local versions of SportsCenter broadcast in eight languages. Radio: Whereas many radio formats are suffering, sports radio is thriving.And ESPN Radio is the nation’s largest sports radio network with 750 U. S. affiliates and more than 335 full- time stations. In addition to college and major league sports events, the network broadcasts syndicated sports talk shows, providing more than 9,000 hours of content annually. Publishing: ESPN The Magazine launched in 1998 and immedi-ately beg an carving out market share with its bold look, bright col-ors, and unconventional type, a combination consistent with its content. With the dominance of Sports Illustrated, many didn’t give ESPN’s magazine enture much of a chance. Within its first year, ESPN The Magazine was circulating 800,000 copies. Today, that number has ballooned two- and- a- half times to 2 million, whereas Sports Illustrated has remained at a stagnant 3. 3 million. At the same time, ESPN is making headway into one of the oldest of all media: books. Although ESPN Books is still waiting for a megaseller, because of the cross- marketing opportunities with the other arms of ESPN, this small division has consider-able marketing clout in a struggling industry. If they didn’t have the TV stuff and everything else, they’d be as hard-pressed as other publishers to make these books into major events,† said Rick Wolff, executive editor at Warner Books. Internet: ESPN. com is the leadin g sports Web site, and ESPNRadio. com is the most listened to online sports destination, boasting live streaming and 32 original podcasts each week. But the rising star in ESPN’s online portfolio is ESPN360. com, a subscription- based broadband offering that delivers high-quality, customized, on- demand video content.Not only can fans access content carried on ESPN’s other networks, but they also get exclusive content and sports video games. For the true sports fan, there’s nothing like it— it allows viewers to watch up to six different events at the same time choosing from live events for all major professional and college sports. Since ESPN360. com began service in 2006, this broadband effort has doubled its distribution and now reaches 20 million homes. Beyond working through its own Web sites, ESPN is exploring the limits of the Internet through an open distribu-tion venture with AOL.By providing ESPN content via a branded ESPN video player in AOLâ₠¬â„¢s portal, viewers have more access to ESPN’s content. But advertisers also benefit from a larger online audience than ever before. Mobile: In 2005, ESPN ventured in to one of its trickiest and riskiest brand extensions to date. Mobile ESPN was designed as ESPN’s own cell phone network, putting content into sports fans’ pockets 24/ 7. But after a year, the venture was far from breaking even and ESPN shut it down. However, even though Mobile ESPN is down, it’s not out.ESPN has capitalized on the lessons learned and started over with a different strategy. Today, ESPN provides real- time scores, stats, news, highlights, and even programming through every major U. S. carrier, with premium content available through Verizon Wireless and Qualcomm. Mobile ESPN also reaches an international audience of mobile customers through more than 35 international carriers. ESPN’s mission with its mobile venture is to â€Å" serve the sports fan any time, anywhere , and from any device. In fall 2007, it reached a major milestone in that goal when more people sought NFL content from its mobile- phone Web site than from its PC Web site. â€Å" We’re having extraordinary growth on ESPN. com’s NFL pages, but we’re also seeing extraordinary usage with mobile devices as well,† said Ed Erhardt, president of ESPN Sports customer marketing and sales. Mr. Erhardt sees great potential in mobile, saying that it is â€Å" a big part of the future as it relates to how fans are going to consume sports. Bodehnheimer and his team see no limit to how far they can take the ESPN brand. In addition to the above ventures, ESPN extends its reach through event management ( X Games, Winter X Games, ESPN Outdoors & Bass), consumer products ( CDs, DVDs, ESPN Video Games, ESPN Golf Schools), and even a chain of ESPN Zone restaurants and SportsCenter Studio stores. ESPN content is now reaching viewers through agencies that place it in airport s and on planes, in health clubs, and even in gas stations. â€Å" Now you’re not going to be bored when you fill up your tank.It gives new meaning to pulling into a full- service station,† says Bodenheimer. â€Å" I’ve been on flights where people are watching our content and don’t want to get off the flight. † A powerful media brand results not only in direct revenues from selling products but also in advertising revenues. Advertising accounts for about 40 percent of ESPN’s overall revenues. With so many ways to reach the customer, ESPN offers very creative and flexible package deals for any marketer trying to reach the cov-eted and illusive 18– 34 year old male demographic. Nobody attracts more men than we do,† asserts Bodenheimer. â€Å" We’ve got a product and we know how to cater to advertisers’ needs. The merchandising opportunities we provide, whether it’s work-ing with Home Depot, Wal- Mart, or Dic k’s Sporting Goods, we want to partner if you want young men. † As amazing as the ESPN brand portfolio is, it is even more amazing when you consider that it is part of the mammoth ABC portfolio, which in turn is a part of The Walt Disney Company portfolio.However, it is no small piece of the Disney pie. ESPN revenues alone accounted for about 18 percent of Disney’s total in 2007. Since obtaining ESPN as part of the 1995 ABC acquisi-tion, because ESPN has delivered on the numbers, Disney has allowed ESPN to do pretty much whatever it wants to do. Just a few years after the acquisition, Disney’s then- CEO Michael Eisner told investors, â€Å" We bought ABC media network and ESPN for $ 19 billion in 1995. ESPN is worth substantially more than we paid for the entire acquisition. And Disney leverages that value every way that it can, from Mouse House advertising package deals to conditionally attaching its cable channels to the ESPN networks through cable oper ators. Questions for Discussion 1. In a succinct manner, describe what the ESPN brand means to consumers. 2. What is ESPN selling? Discuss this in terms of the core bene-fit, actual product, and augmented product levels of ESPN. 3. Does ESPN have strong brand equity? How does its brand equity relate to its brand value? . Cite as many examples as you can of co- branding efforts involving the ESPN brand. For each of these cases, what are the benefits and possible risks to ESPN? 5. Analyze EPSN according to the brand development strategies from the text. What have they done in the past? What would you recommend to ESPN for future brand development? Sources: Alice Cuneo, â€Å" More Football Fans Hit ESPN’s Mobile Site Than Its PC Pages,† Advertising Age, January 7, 2008, p. 7; Mike Shields, â€Å" ESPN, AOL Strike Web Video Deal,† Brandweek, April 8, 2008, accessed online at www. brandweek. com; Andrew Hampp, â€Å" ESPN Makes Jump to Major League,† Advertis ing Age, May 14, 2007, p. 32; Ronald Grover, â€Å" Comcast’s C- TV: Channeling Disney,† BusinessWeek. com, December 1, 2006; Jeffrey Trachtenberg, â€Å" ESPN’s Next Hurdle: Selling Its Audience on Books,† Wall Street Journal, February 13, 2007; Jason Brown, â€Å" Out- of- Home TV Ads Finally Coming of Age,† Television Week, January 28, 2008, p. 12; also see www. espnmediazone. com. Espn COMPANY Case ESPN: The Evolution of an Entertainment Brand In the 2004 movie Anchorman character Ron Burgundy ( Will Ferrell) auditions for a position on SportsCenter with the very new and lit-tle known network, ESPN ( Entertainment and Sports Programming Network). The year was 1979. After pronouncing the name of the network â€Å" Espen,† he then is shocked to find out that ESPN is a round- the- clock sports network. Through his laughter, he asserts that the concept is as ridiculous as a 24- hour cooking network or an all- music channel. â€Å" Seriously,† he shouts. This thing is going to be a financial and cultural disaster. SportsCenter . . . that’s just dumb! † While this comical sketch is fictitious, when a young college graduate named George Bodenheimer took a job in the mailroom at ESPN it 1981, it was for real. Today, Mr. Bodenheimer is president of the network that has become one of the biggest franchises in sports, not to mention one of the most successful and envied brands in the entertainment world. As a cable network, ESPN commands $ 2. 91 from cable operators for each subscriber every month. Compare that to $ 1. 7 for Fox Sports, 89 cents for TNT, and only 40 cents for CNN. The core ESPN channel alone is currently in more than 96 million homes. With that kind of premium power, it’s no wonder that ESPN shocked the world in 2006 by becoming the first cable network to land the coveted TV contract for Monday Night Football, which went on to become the highest rated cable series ever. But even with its three sibling channels ( ESPN2, ESPNEWS, and ESPN Classic), the ESPN cable network is only one piece of a bigger brand puzzle that has become Bodenheimer’s $ 6 billion sports empire.Through very savvy strategic planning, Bodenheimer is realizing his vision of taking quality sports content across the widest possible collection of media assets to reach sports fans wherever they may be. Employing a hands- off manage ment style, Bodenheimer has cultivated a brand that is brash, tech savvy, cre-ative, and innovative. He tells employees that ESPN belongs to all of them. He gives them the freedom to come up with their own ideas and push them forward. His only rule is that every new ideaand push them forward.His only rule is that every new idea must focus on fulfilling ESPN’s mission of reaching sports fans and making them happy. In the process, ESPN has become as recog-nized and revered by its customers as other megabrands such as Tide, Nike, and Coca- Cola are to theirs. Bodenheimer’s career- spanning dedication has grown ESPN to well over 50 businesses. The all- sports network has become a truly multiplatform brand, a rarity for any TV network. This growth has given ESPN tremendous reach. ESPN. com alone reaches 22. 4 million viewers a week.But even more stunning is the fact that during any seven- day period, 120 million people ages 12 to 64 interact with some ESPN medium. Here†™s a rundown of ESPN’s portfolio of brands: Television: ESPN has sprawled into six cable channels and other TV divisions that give it both a local ( ESPN Regional Television) and global ( ESPN International and ESPN Deportes) presence. It was one of the first networks to break new ground in HDTV with simulcast service for ESPN and ESPN2 and it still maintains the most HD programming content and highest level of HD viewership in sports.Cable operators and viewers alike consistently rank ESPN, ESPN2 and ESPN Classic above all other channels with respect to perceived value and programming quality. But perhaps one of the most innovative moves in all of tel-evision sports occurred in 2003, when ESPN content was inte-grated into its sibling network ABC. ESPN on ABC is now the home for the NBA Finals, NASCAR, NCAA football, NCAA bas-ketball, World Cup Soccer, British Open, and the IndyCar Series. Although ESPN has numerous cable channel brands, one program stands out as a brand in its own right. SportsCenter was ESPN’s first program.And with as many as 93 million view-ers each month, it remains the network’s flagship studio show. SportsCenter is the only nightly, full- hour sports news program. And whereas, in the past, ESPN has rebroadcast taped episodes of SportsCenter during the day, a new schedule incorporating nine straight hours of live SportsCenter everyday from 6 a. m. to 3 p. m. will begin in the fall of 2008. Outside the United States, ESPN airs 14 local versions of SportsCenter broadcast in eight languages. Radio: Whereas many radio formats are suffering, sports radio is thriving.And ESPN Radio is the nation’s largest sports radio network with 750 U. S. affiliates and more than 335 full- time stations. In addition to college and major league sports events, the network broadcasts syndicated sports talk shows, providing more than 9,000 hours of content annually. Publishing: ESPN The Magazine launched in 1998 and immedi-ately beg an carving out market share with its bold look, bright col-ors, and unconventional type, a combination consistent with its content. With the dominance of Sports Illustrated, many didn’t give ESPN’s magazine enture much of a chance. Within its first year, ESPN The Magazine was circulating 800,000 copies. Today, that number has ballooned two- and- a- half times to 2 million, whereas Sports Illustrated has remained at a stagnant 3. 3 million. At the same time, ESPN is making headway into one of the oldest of all media: books. Although ESPN Books is still waiting for a megaseller, because of the cross- marketing opportunities with the other arms of ESPN, this small division has consider-able marketing clout in a struggling industry. If they didn’t have the TV stuff and everything else, they’d be as hard-pressed as other publishers to make these books into major events,† said Rick Wolff, executive editor at Warner Books. Internet: ESPN. com is the leadin g sports Web site, and ESPNRadio. com is the most listened to online sports destination, boasting live streaming and 32 original podcasts each week. But the rising star in ESPN’s online portfolio is ESPN360. com, a subscription- based broadband offering that delivers high-quality, customized, on- demand video content.Not only can fans access content carried on ESPN’s other networks, but they also get exclusive content and sports video games. For the true sports fan, there’s nothing like it— it allows viewers to watch up to six different events at the same time choosing from live events for all major professional and college sports. Since ESPN360. com began service in 2006, this broadband effort has doubled its distribution and now reaches 20 million homes. Beyond working through its own Web sites, ESPN is exploring the limits of the Internet through an open distribu-tion venture with AOL.By providing ESPN content via a branded ESPN video player in AOLâ₠¬â„¢s portal, viewers have more access to ESPN’s content. But advertisers also benefit from a larger online audience than ever before. Mobile: In 2005, ESPN ventured in to one of its trickiest and riskiest brand extensions to date. Mobile ESPN was designed as ESPN’s own cell phone network, putting content into sports fans’ pockets 24/ 7. But after a year, the venture was far from breaking even and ESPN shut it down. However, even though Mobile ESPN is down, it’s not out.ESPN has capitalized on the lessons learned and started over with a different strategy. Today, ESPN provides real- time scores, stats, news, highlights, and even programming through every major U. S. carrier, with premium content available through Verizon Wireless and Qualcomm. Mobile ESPN also reaches an international audience of mobile customers through more than 35 international carriers. ESPN’s mission with its mobile venture is to â€Å" serve the sports fan any time, anywhere , and from any device. In fall 2007, it reached a major milestone in that goal when more people sought NFL content from its mobile- phone Web site than from its PC Web site. â€Å" We’re having extraordinary growth on ESPN. com’s NFL pages, but we’re also seeing extraordinary usage with mobile devices as well,† said Ed Erhardt, president of ESPN Sports customer marketing and sales. Mr. Erhardt sees great potential in mobile, saying that it is â€Å" a big part of the future as it relates to how fans are going to consume sports. Bodehnheimer and his team see no limit to how far they can take the ESPN brand. In addition to the above ventures, ESPN extends its reach through event management ( X Games, Winter X Games, ESPN Outdoors & Bass), consumer products ( CDs, DVDs, ESPN Video Games, ESPN Golf Schools), and even a chain of ESPN Zone restaurants and SportsCenter Studio stores. ESPN content is now reaching viewers through agencies that place it in airport s and on planes, in health clubs, and even in gas stations. â€Å" Now you’re not going to be bored when you fill up your tank.It gives new meaning to pulling into a full- service station,† says Bodenheimer. â€Å" I’ve been on flights where people are watching our content and don’t want to get off the flight. † A powerful media brand results not only in direct revenues from selling products but also in advertising revenues. Advertising accounts for about 40 percent of ESPN’s overall revenues. With so many ways to reach the customer, ESPN offers very creative and flexible package deals for any marketer trying to reach the cov-eted and illusive 18– 34 year old male demographic. Nobody attracts more men than we do,† asserts Bodenheimer. â€Å" We’ve got a product and we know how to cater to advertisers’ needs. The merchandising opportunities we provide, whether it’s work-ing with Home Depot, Wal- Mart, or Dic k’s Sporting Goods, we want to partner if you want young men. † As amazing as the ESPN brand portfolio is, it is even more amazing when you consider that it is part of the mammoth ABC portfolio, which in turn is a part of The Walt Disney Company portfolio.However, it is no small piece of the Disney pie. ESPN revenues alone accounted for about 18 percent of Disney’s total in 2007. Since obtaining ESPN as part of the 1995 ABC acquisi-tion, because ESPN has delivered on the numbers, Disney has allowed ESPN to do pretty much whatever it wants to do. Just a few years after the acquisition, Disney’s then- CEO Michael Eisner told investors, â€Å" We bought ABC media network and ESPN for $ 19 billion in 1995. ESPN is worth substantially more than we paid for the entire acquisition. And Disney leverages that value every way that it can, from Mouse House advertising package deals to conditionally attaching its cable channels to the ESPN networks through cable oper ators. Questions for Discussion 1. In a succinct manner, describe what the ESPN brand means to consumers. 2. What is ESPN selling? Discuss this in terms of the core bene-fit, actual product, and augmented product levels of ESPN. 3. Does ESPN have strong brand equity? How does its brand equity relate to its brand value? . Cite as many examples as you can of co- branding efforts involving the ESPN brand. For each of these cases, what are the benefits and possible risks to ESPN? 5. Analyze EPSN according to the brand development strategies from the text. What have they done in the past? What would you recommend to ESPN for future brand development? Sources: Alice Cuneo, â€Å" More Football Fans Hit ESPN’s Mobile Site Than Its PC Pages,† Advertising Age, January 7, 2008, p. 7; Mike Shields, â€Å" ESPN, AOL Strike Web Video Deal,† Brandweek, April 8, 2008, accessed online at www. brandweek. com; Andrew Hampp, â€Å" ESPN Makes Jump to Major League,† Advertis ing Age, May 14, 2007, p. 32; Ronald Grover, â€Å" Comcast’s C- TV: Channeling Disney,† BusinessWeek. com, December 1, 2006; Jeffrey Trachtenberg, â€Å" ESPN’s Next Hurdle: Selling Its Audience on Books,† Wall Street Journal, February 13, 2007; Jason Brown, â€Å" Out- of- Home TV Ads Finally Coming of Age,† Television Week, January 28, 2008, p. 12; also see www. espnmediazone. com.

Event Plan and Rationale Essay Example | Topics and Well Written Essays - 1500 words

Event Plan and Rationale - Essay Example The value to measure this is if they have a body mass index (BMI) of 30 or greater. The main reason for this sudden increase in obesity when compare to previous times is that life today involves a lot less physical activity than it did before. In our strife to save time, we travel by cars or buses instead of walking, we use escalators and elevators instead of taking the stairs and we have dog walkers to walk our dogs. Also, our jobs involve sitting in the offices, in front of a computer screen for most of the time. With this lack of physical activity and the rampant consumption of take out/junk food, and the following accumulation of excess calories, obesity was evident. (nhs.uk) Keeping in mind the rapid increase in obesity, The National Obesity Forum, based in Nottingham, has designed this marathon, to educate and encourage the people of England about their unhealthy eating habits and the resulting problems that obesity causes, both physical and mental. Being a part of this marathon also involves a rigorous training that begins three months prior to the event. By encouraging people to run for their lives, the National Obesity Forum aims at trying to get the obesity count under check and promoting a healthier lifestyle for the people of England. The whole point of the three month training is not just to train them for this one marathon, but to encourage them and get them used to an exercise regimen and a diet in the hope that they will like being fit and continue to use the guidance they have been given, to get in shape. 2. To educate all about the problems caused by obesity such as heart problems, diabetes, not to mention the mental and social ramifications that obese people have to go through in society, therefore, encouraging people to run for their lives. The event is also being conducted to provide mileage to the work being done by the medical professionals at the National Obesity Forum and to bring to notice to the

Formation of Isoamyl Acetate Lab Report Example | Topics and Well Written Essays - 250 words

Formation of Isoamyl Acetate - Lab Report Example During reflux a colour change from colourless to slight yellow was observed. After 15 minute reflux the mixture was allowed to cool and 1M sodium hydroxide solution was used for the neutralisation. Strong banana smell was detected. To the obtained solution a portion of diethyl ether was added. As two layers formed, sparatory funnel was used to remove the diethyl ether layer. Extraction was conducted several times after which all the produced diethyl ether layers were combined, dried and heated until all diethyl layer evaporated. The described manipulations afforded 1.52 g. of isoamyl ester (25.42%). It is expected that the boiling point of isoamyl acetate will be 1420C, however this temperature will be lower of traces of diethyl ether remained. Regarding IR results, it is expected that there will be no signals in the region 3000-4000 cm-1. If there are then traces of acetic acid or alcohol remained in the product. Also, characteristic signals in the region 1500-2000 cm-1 should point out to the presence of C=O group. The fingerprint region should be compared with the isoamyl acetate spectrum from the database (Clayden, et al.,

Should firearms be allowed in schools Research Paper

Should firearms be allowed in schools - Research Paper Example This makes it possible for intruders to access the premises and eventually mingle with unsuspecting students even in places such as dormitories, which are supposed to be out of bounds to strangers and other unauthorized persons (Newman, 2004). Furthermore, the ratio of security officers to civilians is never adequate to the extent of guaranteeing personal security to every individual unless every person undertakes to incur the expenditure of hiring personal body guards, who sometimes may turn out to be a bother as there is no way it would work if each and every student was accompanied by such guards to their lecture halls (Kopel, 2002). If this proposition is made legal, a methodology of ensuring compliance with the rules of handling guns would be brought forward in addition to constant evaluation on a student’s conduct to ensure that only those with sound and sober minds are allowed the privilege so as to avoid unethical behavior. If police officers, qualified civilians and o ther government security agencies can be entrusted to carrying guns, students can also be trained for example by introducing gun handling and usage lessons so as to make them responsible and aware of the consequences of not following laid down rules and regulations. The Virginia Tech, Blacksburg, shootings should be considered as a point of reference by those who may be misinformed on the vulnerability of college students. According to reports, an unknown armed person gained access to the institution on the 16th April 2007. Apparently, the said person embarked on a shooting spree whereby he killed two students in one of the dormitories and less than three hours later, he shot and killed 30 others in a classroom after which he committed suicide bringing the total number of deaths to 33, an occurrence that was termed as, â€Å"the deadliest shooting rampage in the American history (Hauser & O’Connor, 2007).† If students were allowed to carry guns, there is a high probabi lity that the number of victims would have been lower based on the fact that they would have used their weapons to overpower and probably kill the shooter before he could cause more damage as he did. On the contrary, most of the students tried to escape through the windows while others slept on the floor as a cover as there was no way they could have challenged the shooter. College students especially females should be allowed to carry guns as a measure to control the ever increasing rate of sexual assault both by acquaintances and unknown assailers. Women are generally considered to be weak in terms of defense especially when challenged by fellow men, who are considered to be more masculine thereby energetic. According to 2008 reports, more than 3000 college students are allegedly sexually assaulted within the institutions on yearly basis. Indeed, the same reports indicate that of all college men interviewed, 60% admitted that they would rape their fellow female friends under any c ircumstances deemed justifiable to them (Burnet, 2009). A woman needs protection and this has not been forthcoming in most of the colleges whereby culprits are allowed to go scot-free due to lack of substantial evidence whereas others are expelled from college only to return later