...Michael Jordan is a Hall of Fame shooting guard who played in the NBA from 1984 to 2003 for the Chicago Bulls and Washington Wizards, and is currently the primary owner of the Charlotte Bobcats. Winner of five regular-season MVP awards, he is widely considered the best basketball player ever to play in the NBA. Jordan led the Chicago Bulls to six NBA titles, and was voted the Finals MVP a record six times. Michael Jordan scored more points per game than any player in NBA history, with a 30.1 average, and his 32,292 career points scored rank as the third-most in NBA history. His career postseason scoring average of 33.5 points is also the best in NBA history. Michael Jordan was a 14-time All-Star, averaging 20.2 points per All-Star game, and became the only player to ever record a triple-double in an All-Star Game when he achieved the feat in 1997. He was named Defensive Player of the Year in 1988, and was on the All-Defensive First Team nine times. Michael Jordan also held the record for consecutive games scoring in double-digits (866). In 1996, Jordan was named as one of the 50 Greatest Players in NBA History. Michael Jordan became a world-famous star as his Bulls kept winning, and he kept scoring. He graced the cover of countless magazines, including Sports Illustrated a record 51 times. He also had his own line of basketball shoe -- the introduction of the Nike Air Jordan, embroidered with Jordan's signature symbol of him jumping in the air, basketball in one hand and legs...
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...they needed a way to revitalize and reinvent themselves in order to appeal to another segment of the market. At the same time, rookie player Michael Jordan was already endorsing several products, but Nike hoped that his appeal would generate sales. Jordan, though, had other ideas. He had always preferred Adidas or the Converse shoes endorsed by North Carolina Coach, Dean Smith, and hoped to sign on with either company. Converse, with Larry Bird and Magic Johnson on board as spokesmen, were not interested in offering a better deal than Nike, and Adidas wasn't interested at all at the time; perhaps due to Kathe Dassler's death the same year. While Jordan, himself, did not initially see the significance of Nike's offer, his agent, David Falk, saw a golden opportunity in Nike's offer to create a new line of shoes called "Air Jordans." and urged him to give Nike a chance. Really Not That Interested.. At that time, there was not a tremendous impact from a shoe endorsement, and few companies were willing to risk so much of their marketing budget to bet on one athlete to promote their products. An athlete as paid for wearing the products but little else resulted from an endorsement. It's possible that Jordan's reluctant attitude stemmed from this fact as much as his allegiance to Converse and Adidas products. Nike saw something special in Michael Jordan, though. They saw a chance, an opportunity. He was a champion with personality, charisma, and heart, and they were willing to put the...
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...braces for several years until his leg problems were corrected enough for him to start walking again. Eventually, Miller went on to play in the NBA for 13 seasons, while setting the record for most 3-point shots made (Beyond the Glory: Reggie Miller 2004). Therefore, in my opinion, Miller was not a “born” athlete. I feel that he worked hard to develop his skill, and make it into the NBA. On the other hand, many people believe that genetics make up good athletes. They believe that people are born with the ability to become a great athlete. For instance, people believe that Reggie Miller was born with genes that would make him a good basketball player since he was born with potential to grow tall. Miller is now 6’6, and almost every great basketball player surpasses the height of 6’4. Therefore, being tall gives you an advantage in basketball, because you are indeed, closer to the basket. Critics of the theory that athletes are developed will often ask “if Reggie was 5’6, would he have made it into the NBA?” They will tell you he never would have made it. Critics would also tell you that Miller has an older sister, Cheryl, who is one of the greatest players of all time in the WNBA (Women’s National Basketball Association). Therefore,...
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...Michael Jackson English Michael Joseph Jackson[1][2] (August 29, 1958 – June 25, 2009) was an American singer-songwriter, dancer, businessman and philanthropist. Often referred to by the honorific nickname "King of Pop", or by his initials MJ,[3] Jackson is recognized as the most successful entertainer of all time by Guinness World Records. His contributions to music, dance, and fashion, along with his publicized personal life, made him a global figure in popular culture for over four decades. The eighth child of the Jackson family, he debuted on the professional music scene along with his brothers as a member of The Jackson 5 in 1964, and began his solo career in 1971. In the early 1980s, Jackson became the dominant figure in popular music. The music videos for his songs, including those of "Beat It," "Billie Jean," and "Thriller," were credited with breaking down racial barriers and transforming the medium into an art form and promotional tool. The popularity of these videos helped to bring the then relatively new television channel MTV to fame. With videos such as "Black or White" and "Scream" he continued to innovate the medium throughout the 1990s, as well as forging a reputation as a touring solo artist. Through stage and video performances, Jackson popularized a number of complicated dance techniques, such as the robot, and the moonwalk, to which he gave the name. His distinctive sound and style has influenced numerous hip hop, post-disco, contemporary R&B, pop,...
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...grounds to deny the application.Before the 2003 registration by the Wenzhou squatter, Chivas Brothers (the brand owner) had registered the marks in a number of Classes, including 33, which includes alcoholic beverages. However, just because a brand owner registers the mark in one Class this does not automatically protect against other registrants for different goods/services or for products in other Classes. The board has said the Zhejiang man didn’t violate Chinese trademark law because the brand is used in different kinds of products. • These disputes are won or lost on evidence. Companies that are organized, keep good records, and enjoy management continuity in their overseas operations can prevail, but if a brand owner is unable to come up with sufficient documentation, the squatters will...
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...9-700-047 REV: SEPTEMBER 6, 2002 DEBORA L. SPAR Hitting the Wall: Nike and International Labor Practices Moore: Twelve year olds working in [Indonesian] factories? That’s O.K. with you? Knight: They’re not 12-year-olds working in factories... the minimum age is 14. Moore: How about 14 then? Does that bother you? Knight: No. — Phil Knight, Nike CEO, talking to Director Michael Moore in a scene from documentary film The Big One, 1997. Nike is raising the minimum age of footwear factory workers to 18… Nike has zero tolerance for underage workers. 1 — Phil Knight, 1998 In 1997, Nguyen Thi Thu Phuong died while making sneakers. As she was trimming synthetic soles in a Nike contracting factory, a co-worker’s machine broke, spraying metal parts across the factory floor and into Phuong’s heart. The 23 year-old Vietnamese woman died instantly.2 Although it may have been the most dramatic, Phuong’s death was hardly the first misfortune to hit Nike’s far-flung manufacturing empire. Indeed, in the 1980s and 1990s, the corporation had been plagued by a series of labor incidents and public relations nightmares: underage workers in Indonesian plants, allegations of coerced overtime in China, dangerous working conditions in Vietnam. For a while, the stories had been largely confined to labor circles and activist publications. By the time of Phuong’s death, however, labor conditions at Nike had hit the mainstream. Stories of reported abuse at Nike plants had been carried in publications...
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...Music Journal Table of Contents 1-4 1. Two Trains Running................................................................………...5 2. Almost Lost My Mind.............................................................................5 3. Do You Love Me....................................................................................6 4. One Fine Day ..............................................................................................6 5. Fingertips (Part 2)..........................................................................................7 6.Mona Lisa……………………...........................................................................7 7. Shop Around......................................................................................................8 8. Please Mr. Postman...........................................................................................8 9. Save the Last Dance for Me...............................................................................9 10. Hello Stranger.....................................................................................................9 11. I Can’t Help Myself (Sugar Pie Hunny Bunch)..............................................9,10 12. Stop! in the Name of Love..................................................................10 13. Love Don’t Love Nobody..................................................................................10,11 14. You Can't...
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...victory. Nike employs 22,000 people worldwide, from Nike World Headquarters in Oregon. With 1,500 employees working at the Laakdal Customer Service Centre, Belgium has the most employees of any EMEA (Europe, Middle East and Africa) country. The Netherlands is a close second, with 1,200 employees working at the European HQ in Hilversum. Nike is the number one athletic footwear company in the US and the number two American brand in terms of name recognition among overseas consumers, a status shared with IBM and second only to Coca-Cola. This high degree of recognition is probably one of the main reasons Nike has been so immensely successful. For the 2001 fiscal year sales in the US were $4,819m, up 2% from 2000. 51% of Nike revenue is generated by sales in the US. In Europe, sales were $2,585m, up 7% from 2000. Despite their healthy levels of growth, analysts forecast a change in Nike’s future. Although the company remains well managed, experts feel the company will have to work harder to grow in the future. Consumers are becoming less than enthralled with...
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...victory. Nike employs 22,000 people worldwide, from Nike World Headquarters in Oregon. With 1,500 employees working at the Laakdal Customer Service Centre, Belgium has the most employees of any EMEA (Europe, Middle East and Africa) country. The Netherlands is a close second, with 1,200 employees working at the European HQ in Hilversum. Nike is the number one athletic footwear company in the US and the number two American brand in terms of name recognition among overseas consumers, a status shared with IBM and second only to Coca-Cola. This high degree of recognition is probably one of the main reasons Nike has been so immensely successful. For the 2001 fiscal year sales in the US were $4,819m, up 2% from 2000. 51% of Nike revenue is generated by sales in the US. In Europe, sales were $2,585m, up 7% from 2000. Despite their healthy levels of growth, analysts forecast a change in Nike’s future. Although the company remains well managed, experts feel the company will have to work harder to grow in the future. Consumers are becoming less than enthralled with...
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...what you did in the first quarter of 1994, or the third. You’ll remember how many people you developed – how many you helped have a better career because of your interest and dedication to their development. When you’re confused about how you’re doing as a leader, find out how the people you lead are doing. You’ll know the answer.” Andy Grove, CEO of Intel: Roger Enrico, CEO of PepsiCo; Jack Welch, CEO of General Electric; and Admiral Ray Smith of the U.S. Special Operations Command agree with Bossidy. All are respected leaders of successful organizations that constantly outthink and outmaneuver their competitors. Though those leaders have been 1 2 instrumental in their companies’ success, they have also built large pools of talent. They have contributed to their organizations’ success by personally developing leaders at all levels. Once upon a time Here’s what you would see if you visited Grove, Enrico, Welch, and Smith leading their businesses. Intel. In Santa Clara, California, Andy Grove is teaching Intel managers how to lead in an industry in which the product (semiconductors) doubles in capacity every 18 months. In Grove’s teaching sessions, he discusses the role of leaders in detecting and navigating turbulent industry shifts – shifts that many companies fail to survive. Why does Grove take the time to do this? Because he believes that having leaders at all levels of Intel who can spot trends and who have the courage to act will enable Intel to prosper while...
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...Running Head: Nike, Inc. Nike, Inc. Case Study Adelaide A. Odoteye FIN 586 – Dr. Cullers Fall 2006 The brand name “Nike” is one of the most readily recognized around the globe. The name is synonymous with high-quality athletic shoes, apparel, and accessories in the minds of many people worldwide. Perhaps it is the ubiquitous Nike “swoosh” and compelling marketing that commands attention. Or maybe it is the association between the brand name and its famous endorsers, such as Tiger Woods and Michael Jordan. Alternatively, it may be Nike’s cutting-edge sporting vision and technology that entrances multitudes of consumers. Quite conceivably, it is a combination of these factors that has propelled Nike to the top of its industry. However, not all of Nike’s story is ideal. In recent years, the company has faced criticism in connection with its use of contract labor in developing nations. The purpose of this case is to provide an understanding of the company’s background, its general business strategy, and its use of contract labor. The Athletic Apparel and Footwear Industry The athletic apparel and footwear industry experienced steady growth for more than two decades, beginning in the early 1980’s. For example, in the U.S.A. alone, consumer spending on athletic footwear increased by 10 percent during the first six months of 2005 (Quinn, 2006). Consumers were not just professional athletes, but ordinary men, women, and...
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...challenges marketing faces as we move into the new millennium. The goal of marketing is to create profitable customer relationships by delivering superior value to customers. Understanding these basic concepts, and forming your own ideas about what they really mean to you, will give you a solid foundation for all that follows. After studying this chapter, you should be able to 1. define what marketing is and discuss its core concepts 2. explain the relationships between customer value, satisfaction, and quality 3. define marketing management and understand how marketers manage demand and build profitable customer relationships 4. compare the five marketing management philosophies 5. analyze the major challenges facing marketers heading into the next century Our first stop: Nike. This superb marketer has built one of the world’s most dominant brands. The Nike example shows the importance of — and the difficulties in — building lasting, value-laden customer relationships. Even highly successful Nike can’t rest on past successes. Facing “big-brand backlash,” it must now learn how to be both big and beautiful. Ready? Here we go. T he “Swoosh” — it’s everywhere! Just for fun, try counting the swooshes whenever you pick up the sports pages, or watch a pickup basketball game, or tune into a televised golf match. Nike has built the ubiquitous swoosh (which represents the wing of Nike, the Greek goddess of victory) into one of the best-known brand symbols on the planet. The power of...
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...liabilities and preferred stock. “The energy sector has long interested us, and this is the right fit,” Buffett said. At the announcement, Berkshire Hathaway’s Class A shares closed up 2.4% for the day, for a gain in market value of $2.17 billion.1 Scottish Power’s share price also jumped 6.28% on the news2; the S&P 500 Composite Index closed up 0.02%. Exhibit 1 illustrates the recent share-price performance for Berkshire Hathaway, Scottish Power, and the S&P 500 Index. The acquisition of PacifiCorp renewed public interest in its sponsor, Warren Buffett. In many ways, he was an anomaly. One of the richest individuals in the world (with an estimated net worth of about $44 billion), he was also respected and even beloved. Though he had accumulated perhaps the best investment record in history (a compound annual increase in wealth for Berkshire Hathaway of 24% from 1965 to 2004),3 Berkshire paid him only $100,000 per year to serve as its CEO. While Buffett and other insiders controlled 41.8% of Berkshire Hathaway, he ran the company in the interests of all shareholders. “We will not take cash compensation, restricted stock, or option grants that would make our results superior to [those of Berkshire’s investors],” Buffett said. “I will keep well over 99% of my net worth in Berkshire. My wife and I have never sold a share nor do we intend to.”4 Buffett was the subject of...
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...marketing faces as we move into the new millennium. The goal of marketing is to create profitable customer relationships by delivering superior value to customers. Understanding these basic concepts, and forming your own ideas about what they really mean to you, will give you a solid foundation for all that follows. ᭤ After studying this chapter, you should be able to 1. define what marketing is and discuss its core concepts 2. explain the relationships between customer value, satisfaction, and quality 3. define marketing management and understand how marketers manage demand and build profitable customer relationships 4. compare the five marketing management philosophies 5. analyze the major challenges facing marketers heading into the next century Our first stop: Nike. This superb marketer has built one of the world’s most dominant brands. The Nike example shows the importance of — and the difficulties in — building lasting, value-laden customer relationships. Even highly successful Nike can’t rest on past successes. Facing “big-brand backlash,” it must now learn how to be both big and beautiful. Ready? Here we go. T he “Swoosh” — it’s everywhere! Just for fun, try counting the swooshes whenever you pick up the sports pages, or watch a pickup basketball game, or tune into a televised golf match. Nike has built the ubiquitous swoosh (which represents the wing of Nike, the Greek goddess of victory) into one of the best-known brand symbols on...
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...critical theory today critical theory today A Us e r - F r i e n d l y G u i d e S E C O N D E D I T I O N L O I S T Y S O N New York London Routledge is an imprint of the Taylor & Francis Group, an informa business Routledge Taylor & Francis Group 270 Madison Avenue New York, NY 10016 Routledge Taylor & Francis Group 2 Park Square Milton Park, Abingdon Oxon OX14 4RN © 2006 by Lois Tyson Routledge is an imprint of Taylor & Francis Group, an Informa business Printed in the United States of America on acid‑free paper 10 9 8 7 6 5 4 3 2 1 International Standard Book Number‑10: 0‑415‑97410‑0 (Softcover) 0‑415‑97409‑7 (Hardcover) International Standard Book Number‑13: 978‑0‑415‑97410‑3 (Softcover) 978‑0‑415‑97409‑7 (Hardcover) No part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Library of Congress Cataloging‑in‑Publication Data Tyson, Lois, 1950‑ Critical theory today : a user‑friendly guide / Lois Tyson.‑‑ 2nd ed. p. cm. Includes bibliographical references and index. ISBN 0‑415‑97409‑7 (hb) ‑‑ ISBN 0‑415‑97410‑0 (pb) 1. Criticism...
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