...Busting Barriers: Fansubbing and Distribution in the Age of ‘Piracy’ Interest in faucets of other world cultures has been an active gear for international trade, tourism travel, and educational relocation for almost as long as humans have existed in the universe. Regardless of clashing trends in fashion, ideals, political views and processes, choice in cuisine, religious beliefs, or spoken language people have always been interested in other parts of our vast world. But then a problem emerges…how much is it going to cost? How long will it take to get there? Is anyone actually interested? As with most things, it costs money to keep running, clean, or accessible to the public. Some people want to travel to some far away land and see a landmark, eat unique dishes with the locals, or even just catch up with the family…but not everyone can afford buying a plane ticket to such places. Or afford to learn how to speak the native tongue. Fansubbing, the activity of placing an aftermarket textual overlay on top of a video stream for the sole purpose of translating any audio or video contained within into another language by a member or group of members of the fan community, can trace it roots back to the 1970’s[1] when on military personal from the United States brought or sent VHS tapes home to friends and family from Japan, sparking interest in Anime in the United States. First it started off with small AV club showings in High Schools and Universities. Members would gather together...
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...EFFECT ON PROFIT MAXIMIZATION. UNILEVER PLC as a case study Ownership of a company may be private, collective, or common. Determining ownership involves determining who has certain rights, duties and share of dividends over the company. These rights and duties, sometimes called a 'bundle of rights', can be separated and held by different parties. The managers of a company may be different from its owners. Profit maximization is the short run or long run process by which a firm determines the price and output level that returns the greatest profit. Unilever PLC is a supplier of fast moving consumer goods with operations in more than 100 countries and sales in 180. Unilever PLC's product categories include savoury, dressings and spread; ice cream and beverages; personal care, and home care. The Company's brands include Axe/Lynx, Blue Band, Dove, Becel/Flora, Heartbrand ice creams, Hellmann's, Knorr, Lipton, Lux, Omo, Rexona and Sunsilk. Consumers buy 170 billion Unilever packs worldwide every year, and Unilever products are used over two billion times a day. The Company operates in five regions: Asia, Africa, Central and Eastern Europe, the Americas and Western Europe. BOARD OF DIRECTORS (EXECUTIVE) Paul Polman (Chief Executive Officer) and Jean-Marc Huët (Chief Financial Officer) NON EXECUTIVE Michael Treschow (Chairman), Laura Cha, Louise Fresco, Ann Fudge, Charles Golden, Byron Grote, Mary Ma, Hixonia Nyasulu...
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...FREEZING OUT BEN & JERRY: CORPORATE LAW AND THE SALE OF A SOCIAL ENTERPRISE ICON Antony Page* & Robert A. Katz**† INTRODUCTION The perfect duo. Ice cream and chunks. Business and social change. Ben and Jerry.1 Nobody wants to end up like Ben and Jerry’s, where soon after a multinational acquired it, key facets of its social mission were cut from the company.2 Ben & Jerry’s Homemade, Inc. was once the darling of proponents of social enterprise and social entrepreneurship.3 It was a for-profit corporation that seemingly did not put profits first. Rather, it pursued, in the parlance, a “double bottom” line, seeking to advance progressive social goals, while still yielding an acceptable financial return for investors. It advanced its social mission in many ways, such as by committing 7.5% of its profits to a charitable foundation; conducting in-store voter registration; and buying ingredients from suppliers who employed disadvantaged populations.4 Ben & Jerry’s founders, Ben Cohen and Jerry Greenfield, held out their double bottom line approach (they called it the “double-dip”) as a model for others who wished to “Lead With [their] Values and Make Money, Too.”5 * Professor of Law at Indiana University School of Law—Indianapolis. ** Professor of Law at Indiana University School of Law—Indianapolis and Professor of Philanthropic Studies at the Indiana University Center on Philanthropy. † Thanks to the organizers of the symposium “Corporate Creativity: The Vermont L3C & Other...
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...The Syllable John Goldsmith December 7, 2009 Contents 1 Overview and brief history 1.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . 1.2 Sonority waves . . . . . . . . . . . . . . . . . . . . . 1.3 Constituents and structure . . . . . . . . . . . . . . 1.3.1 Pike, Hockett, Fudge: the arboreal view . . . 1.3.2 Syntagmatic and Paradigmatic . . . . . . . . 1.3.3 How to parse CVC . . . . . . . . . . . . . . . 1.4 Syllable timing . . . . . . . . . . . . . . . . . . . . . 1.5 Classical generative phonology . . . . . . . . . . . . 1.6 Pulgram on the syllable . . . . . . . . . . . . . . . . 1.7 Natural phonologies . . . . . . . . . . . . . . . . . . 1.8 Flat structure . . . . . . . . . . . . . . . . . . . . . . 1.9 Metrical phonology . . . . . . . . . . . . . . . . . . . 1.10 Sonority redux . . . . . . . . . . . . . . . . . . . . . 1.11 Slots that hang from trees . . . . . . . . . . . . . . . 1.12 Government relations . . . . . . . . . . . . . . . . . . 1.13 Derived sonority . . . . . . . . . . . . . . . . . . . . 1.14 Optimality theory . . . . . . . . . . . . . . . . . . . 1.15 Must we choose between sonority and constituency? 1.16 Phonotactics . . . . . . . . . . . . . . . . . . . . . . 1.17 Onsets, codas, and word-appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...
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...Chapter 03 Consumer Behavior Multiple Choice 1. ________________ emphasize(s) that profitable marketing begins with the discovery and understanding of consumer needs and then develops a marketing mix to satisfy these needs. A) The marketing concept B) The strategic plan C) The product influences D) The price influences Answer: A Page: 40 2. ________________ is one of the most basic influences on an individual’s needs, wants, and behavior. A) Brand B) Culture C) Product D) Price Answer: B Page: 41 3. In terms of consumer behavior; culture, social class, and reference group influences have been related to purchase and _______________. A) Economic situations B) Situational influences C) Consumption decisions D) Physiological influences Answer: C Page: 39 4. Many sub-cultural barriers are decreasing because of mass communication, mass transit, and a ___________________. A) Decline in the influence of religious values B) Decline in communal influences C) Strong awareness of brands in the market D) Strong awareness of pricing policies in the market Answer: A Page: 42 5. ___________ develop on the basis of wealth, skills and power. A) Economical classes B) Purchasing communities C) Competitors D) Social classes Answer: D Page: 42 6. _____________ (is) are transmitted through three basic organizations: the family, religious organizations, and educational institutions; and in today’s...
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...Notice of 2013 ANNuAl MeetiNg ANd Proxy stAteMeNt April 24, 2013 New orleans, louisiana Notice of 2013 ANNuAl MeetiNg of sHAreoWNers Time and Date: 10:00 a.m. central time, April 24, 2013 Location: ernest N. Morial convention center, 900 convention center Blvd., New orleans, lA 70130 March 13, 2013 Dear Shareowners: You are invited to attend General Electric Company’s 2013 Annual Meeting of Shareowners to be held at the Ernest N. Morial Convention Center, 900 Convention Center Blvd., New Orleans, LA 70130, on April 24, 2013, at 10:00 a.m. Central Time. Following a report on GE’s business operations, shareowners will vote: • to elect the directors named in the proxy statement for the coming year; • to approve our named executives’ compensation in an advisory vote; • to ratify the selection of our independent registered public accounting firm for 2013; and • on the shareowner proposals set forth on pages 44 through 49, if properly presented at the meeting. Shareowners also will transact any other business that may properly come before the meeting. You are eligible to vote if you were a shareowner of record at the close of business on February 25, 2013. Please ensure that your shares are represented at the meeting by promptly voting and submitting your proxy by telephone or the Internet, or by completing, signing, dating and returning your proxy form in the enclosed envelope. If you plan to attend the meeting, please follow the advance registration instructions under...
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...Course Project General Electric (GE) Table of Contents Phase 1 Initial Survey and Engagement Development Pages 1-4 Phase 2 Planning Phase Pages 4-8 Phase 3 Work Program Phase Pages 8-12 Phase 4 Field Work Phase Pages 12-19 Phase 5 Findings and Recommendations Pages 19-20 General Electric (GE) seems to be a very high profited company which seems to be growing in profitability based on the way they do business and how they train their employees to be the best at what they do. Based on the articles I have read GE prides itself in training and leading its employees to grow and mature. The culture seems very open to smart and talented business professionals. “If businesses managed their money as carelessly as they manage their people, most would go bankrupt.& The authors believe that for a CEO it is in your and your company's best interest to know what your employees are capable of. This is done by having a file on each employee - not just the basic information, but having interviews with colleagues and superiors. An example is the CEO of General Electric's appliance wing, Larry Johnston. When he decided to quit, the heads of General Electric knew exactly who the candidates were to replace him. On the same day General Electric announced his resignation they also announced his replacement. This is done through what Conaty explains as General Electric's Operating System which has three main phases: people; strategy; and operations and budgets.” (2)...
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...|COURSE TITLE |MGT6013 Leadership & Leadership Development | |BLACKBOARD SITE |Summer 2012 – http://my.ltu.edu and select CRN 5138 | |INSTRUCTOR |David M. Gregorich | | |Adjunct Faculty, College of Management | | |NEW Email address: profdavegregorich@gmail.com response within 24 hours | | |Business phone: 586 445 7458 [M-F; 9:30a.m. – 3:30p.m. & voicemail] | | |Office hours by appointment on campus | | |Wimba meeting sessions are also available by mutual appointments. | |SCHEDULE |May 21, 2012 – July 29, 2012 | | | | | |Refer to http://www.ltu...
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...Peter Demerjian 02/24/2013 ACT 563 Course Project General Electric (GE) Table of Contents Phase 1 Initial Survey and Engagement Development Pages 1-4 Phase 2 Planning Phase Pages 4-8 Phase 3 Work Program Phase Pages 8-12 Phase 4 Field Work Phase Pages 12-19 Phase 5 Findings and Recommendations Pages 19-20 General Electric (GE) seems to be a very high profited company which seems to be growing in profitability based on the way they do business and how they train their employees to be the best at what they do. Based on the articles I have read GE prides itself in training and leading its employees to grow and mature. The culture seems very open to smart and talented business professionals. “If businesses managed their money as carelessly as they manage their people, most would go bankrupt.& The authors believe that for a CEO it is in your and your company's best interest to know what your employees are capable of. This is done by having a file on each employee - not just the basic information, but having interviews with colleagues and superiors. An example is the CEO of General Electric's appliance wing, Larry Johnston. When he decided to quit, the heads of General Electric knew exactly who the candidates were to replace him. On the same day General Electric announced his resignation they also announced his replacement. This is done through what Conaty explains as General Electric's Operating System which has three main phases: people; strategy; and operations...
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...THE NATION’S NEWSPAPER BS2003-01a Collegiate Case Study Enron law firm called accounting practices 'creative' By Greg Farrell www.usatodaycollege.com Accounting fraud Part I: The problems “Creative accounting” is not a new technique, but it can certainly be a costly one. Businesses feel the pressure to appear profitable in order to attract investors and resources, but deceptive or fraudulent accounting practices often lead to drastic consequences. Are these so-called creative practices always illegal or can they ever be justified? This case study will present examples of companies who have used inappropriate accounting practices, the results of their deceptions and the government's plan to avoid future incidents. Did banks play role in Enron scandal? By Edward Iwata Banks face accusations in Enron case By Edward Iwata Banks defend e-mail about Enron By Edward Iwata WorldCom finds accounting fraud By Andrew Backover, Thor Vladmanis, Matt Kranz and Michelle Kessler Former controller comes up more often By Andrew Backover and Chris Woodyard Cover story WorldCom’s bad math may date back to 1999 By Jayne O’Donnell and Andrew Backover CFOs join their bosses on the hot seat By Jim Hopkins Capitalizing on oldest trick in book How WorldCom, and others, fudged results By Matt Krantz USA TODAY WorldCom's accounting game is stunning investors who thought the loophole the telecom firm used was sewn shut years ago. Bros. "How was this overlooked...
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...The Role of Power in Financial Statement Fraud Schemes Chad Albrecht • Daniel Holland • Ricardo Malaguen˜o • Simon Dolan • Shay Tzafrir Received: 24 June 2011 / Accepted: 12 December 2013 Springer Science+Business Media Dordrecht 2014 Abstract In this paper, we investigate a large-scale financial statement fraud to better understand the process by which individuals are recruited to participate in financial statement fraud schemes. The case reveals that perpetrators often use power to recruit others to participate in fraudulent acts. To illustrate how power is used, we propose a model, based upon the classical French and Raven taxonomy of power, that explains how one individual influences another individual to participate in financial statement fraud. We also provide propositions for future research. Keywords Financial statement fraud Organizational corruption Recruitment Collusion Power and influence Introduction In recent years, fraud and other forms of unethical behavior in organizations have received significant attention in the business ethics literature (Uddin and Gillet 2002; Elias 2002; Rockness and Rockness 2005; Robison and Santore 2011), investment circles (Pujas 2003; Albrecht et al. 2011), and regulator communities (Farber 2005; Ferrell and Ferrell 2011). Scandals at Enron, WorldCom, Xerox, Quest, Tyco, HealthSouth, and other companies created a loss of confidence in the integrity of the American business (Carson 2003) and even...
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...Loading... Animals In The News Weird News Things You Can't Do Naked Paranormal Smarter Ideas More Log in Create Account August 24, 2012 weird-news The Internet Newspaper: News, Blogs, Video, Community Edition: U.S. FRONT PAGE Politics Ann Romney's Heartbreaking Loss 7k Why Do Fox News Female Anchors Wear So Much Makeup? 4k Mitt Romney Makes Birth Certificate Joke 31k Leaked Documents Link Romney Money To Some Shady Business 24k Paul Ryan Weighs In On Chick-Fil-A's 'Free Speech Rights' 4k Go to Politics More in Politics Pollster 2012 Blog Speculatron Off The Bus Election Dashboard You might also like World Green Black Voices Latino Voices Gay Voices Business Target Hides Horrible Truth From Customers 2k 10 Things You Should Never Pay For 200 Leaked Documents Link Romney Money To Some Shady Business 24k Romney Will Be President, CU Professors' Model Predicts 27k Texas Judge: Obama Reelection Could Lead To 'Civil War' 13k Go to Business More in Business Small Business Money You might also like World Tech Media Arts Sports Weird News Crime Crime BREAKING: Gunman Shoots 5 Outside Empire State Building 16k Child-Welfare Agency...
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...Oxford Cambridge and RSA GCSE (9–1) Mathematics J560/01 Paper 1 (Foundation Tier) Sample Question Paper F Date – Morning/Afternoon Time allowed: 1 hour 30 minutes You may use: • A scientific or graphical calculator • Geometrical instruments • Tracing paper First name Last name Candidate number Centre number INSTRUCTIONS • Use black ink. You may use an HB pencil for graphs and diagrams. • Complete the boxes above with your name, centre number and candidate number. • Answer all the questions. • Read each question carefully before you start to write your answer. • Where appropriate, your answers should be supported with working. Marks may be given for a correct method even if the answer is incorrect. • Write your answer to each question in the space provided. • Additional paper may be used if required but you must clearly show your candidate number, centre number and question number(s). • Do not write in the bar codes. INFORMATION • The total mark for this paper is 100. • The marks for each question are shown in brackets [ ]. • Use the r button on your calculator or take r to be 3.142 unless the question says otherwise. • This document consists of 20 pages. © OCR 2014 [H/506/3529] J560/01 Turn over 2 Answer all the questions 1 (a) Write 40 : 2000 as a ratio in its simplest form. (a) ............. : ............. [2] (b) Two people share £350 in the ratio 1 : 6. Calculate each share. (b) £ ......
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...Grandma! I remember her birth. Wait, you say, no man remembers his own grandma's birth. But, yes, we remember the day that she was born. For we, her grandchildren, slapped her to life. Timothy, Agatha, and I, Tom, raised up our hands and brought them down in a huge crack! We shook together the bits and pieces, parts and samples, textures and tastes, humors and distillations that would move her compass needle north to cool us, south to warm and comfort us, east and west to travel round the endless world, glide her eyes to know us, mouth to sing us asleep by night, hands to touch us awake at dawn. Grandma, O dear and wondrous electric dream ... When storm lightnings rove the sky making circuitries amidst the clouds, her name flashes on my inner lid. Sometimes still I hear her ticking, humming above our beds in the gentle dark. She passes like a clock-ghost in the long halls of memory, like a hive of intellectual bees swarming after the Spirit of Summers Lost. Sometimes still I feel the smile I learned from her, printed on my cheek at three in the deep morn ... All right, all right! you cry, what was it like the day your damned and wondrous-dreadful-loving Grandma was born? It was the week the world ended ... Our mother was dead. One late afternoon a black car left Father and the three of us stranded on our own front drive staring at the grass, thinking: That's not our grass. There are the croquet mallets, balls, hoops, yes, just as they fell and lay three days ago when Dad stumbled...
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...Annual Report 2014-15 Infosys Annual Report 2014-15 Narayana Murthy A tribute to our founders Nandan M. Nilekani S. Gopalakrishnan K. Dinesh The year 2014 was a milestone in our Company's history, when we bid farewell to three of our founders who held executive positions in the Company during the year – Narayana Murthy, S. Gopalakrishnan and S. D. Shibulal. Narayana Murthy stepped down as the Chairman of the Board on October 10, 2014. His vision, leadership and guidance have been an inspiration to Infosys, the Indian IT industry and an entire generation of technology entrepreneurs. He propelled the Company into accomplishing many firsts and in setting industry benchmarks on several fronts. He espoused the highest level of corporate governance standards that have defined Infosys over the years and made us a globally respected corporation. Between June 2013 and October 2014, he guided the Company through a period of stabilization and leadership transition. S. Gopalakrishnan stepped down as Vice Chairman of the Board on October 10, 2014. Kris, as he is popularly known, served the Company in several capacities over the last 33 years. As the Chief Executive Officer between 2007 and 2011, he steered the Company at a time when the world was faced with economic crises. Ranked as a global thought leader, Kris has led the technological evolution of the Company. S. D. Shibulal stepped down as the Company's Chief Executive Officer on July...
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