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VIEWS: 17 PAGES: 14 CATEGORY: MBA POSTED ON: 11/6/2012 Public Domain
SVKM's Narsee Monjee Institute of Management Studies (NMIMS) School of Distance Learning Name of the Student:-……………….……………….. G R Number: - ……………………………………….. Study Centre: - ……………………………………. Year of Registration: - …………………………………. Programme Name:- ………………………………............................................. ................................................................... Semester:-…………………………………………….. Course {Subject}:-……………………………………… Question:- Explain the process of Media Planning? Answer:- Introduction Media planning helps you determine which media to use--be it television programs, newspapers, bus-stop posters, in-store displays, banner ads on the Web, or a flyer on Facebook. It also tells you when and where to use media in order to reach your desired audience. Simply put, media planning refers to the process of selecting media time and space to disseminate advertising messages in order to accomplish marketing objectives. When advertisers run commercials during the Super Bowl game at more than $2.5 million per thirty-second spot, for example, media planners are involved in the negotiation and placement. Media planners often see their role from a brand contact perspective. Instead of focusing solely on what medium is used for message dissemination, media planners also pay attention to how to create and manage brand contact. Brand contact is any planned and unplanned form of exposure to and interaction with a product or service. For example, when you see an ad for Volkswagen on TV, hear a Mazda's "zoom zoom" slogan on the radio, are told by a friend that her iPod is the greatest invention, or sample a a new flavor of Piranha energy drink at the grocery store, you are having a brand contact. Television commercials, radio ads, and product sampling are planned forms of brand contact. Word of mouth is an unplanned brand contact -- advertisers normally do not plan for word of mouth. From the consumer's perspective, however, unplanned forms of brand contact may be more influential because they are less suspicious compared to advertising. The brand contact perspective shows how the role of media planners has expanded. First, media planners have moved from focusing only on traditional media to integrating traditional media and new media. New media -- cable and satellite television, satellite radio, business-to-business e-media, consumer Internet, movie screen advertising and videogame advertising -- is playing an increasingly significant role. Spending on new advertising media is forecast to grow at a compound annual rate of 16.9 percent from 2005-2009, reaching $68.62 billion by 2009, while traditional media advertising is expected to rise only 4.2 percent on a compound annual basis during the same period to $192.28 billion.[1] Second, media planners are making more use of product placements now, in lieu of advertising insertions. Advertising insertions, like print ads or television commercials, are made separately from the content and are inserted into it. The ads are distinct from the articles or TV programs, not a part of them. As a result, the ads seem intrusive. In contrast, product placement (also called brand placement or branded entertainment) blends product information with the content itself. Whether content is a television program, movie, video game or other form of entertainment, product placement puts the brand message into the entertainment content. For example, in the movie E.T., the extraterrestrial eats Reese's Pieces candy. The candy was authentically integrated into the movie ?and sales of Reese's Pieces soared 80% after the movie, catapulting the new product to mainstream status.[2] On the other hand, inappropriate or excessive product placements may do more harm than good to the brand. 2. Media Objectives How is a media plan developed? Media planning is a four-step process which consists of 1) setting media objectives in light of marketing and advertising objectives, 2) developing a media strategy for implementing media objectives, 3) designing media tactics for realizing media strategy, and 4) proposing procedures for evaluating the effectiveness of the media plan. Let's take a look at the planning process through an example: P&G's launch of the Gillette Fusion shaving system for men in early 2006. First, P&G's media objectives called for a $200 million media blitz to reach men in the U.S. Second, P&G's strategy included a mix of national media to introduce the brands. For example, television advertising, such as a $5 million Super Bowl ad campaign, portrayed Fusion as an advanced technology found in a secret government UFO lab. The TV ads also established the brand's signature orange and blue color scheme. In store aisles, 180,000 display units promoted Fusion, using the brand's colors to catch consumers' attention. "We're trying to put the product wherever men shop," said Pauline Munroe, marketing director for blades and razors in P&G's Gillette business unit.[8] The next two sections (2.1. and 2.2.) provide details on target audience and communication goals. You'll learn about sources of data to use to identify your target audience. You'll also learn how to quantify communication plans. 2.1. Target Audience The first objective of a media plan is to select the target audience: the people whom the media plan attempts to influence through various forms of brand contact. Because media objectives are subordinate to marketing and advertising objectives, it is essential to understand how the target audience is defined in the marketing and advertising objectives. The definition may or may not be exactly the same, depending on the marketing and advertising objectives and strategies. A common marketing objective is to increase sales by a specific amount. But this marketing objective does not specify a target audience, which is why the media objective is needed. Consider Kellogg's Corn Flakes and all the different strategies the advertiser could use to increase sales among different target audiences. For example, one target audience might be current customers -- encouraging people who eat one bowl a day to also "munch" the cereal as a snack. Or, the advertiser might target competitors' customers, encouraging them to switch brands. Or, the advertiser might target young adults who are shifting from high sugar "kids cereals" to more adult breakfast fare. Finally, the advertiser could target a broader lower-income demographic. The point is that each campaign could increase sales via a different target audience. 2.1.1 Demographics and Psychographics The target audience is often defined in terms of demographics and psychographics. Syndicated research services such as Simmons Market Research Bureau (SMRB or Simmons) and Mediamark Research Inc. (MRI) provide national data on a number of demographics of U.S. consumers, including gender, age, education, household income, marital status, employment status, type of residence, and number of children in the household. Using demographic variables, for example, the target audience of a media plan could be "individuals who are 26-to-45 years old with yearly household income of $50,000 or more" or "all households with children age 3 years or younger." Psychographics is a generic term for consumers' personality traits (serious, funny, conservative), beliefs and attitudes about social issues (opinions about abortion, environment, globalization), personal interests (music, sports, movie going), and shopping orientations (recreational shoppers, price-sensitive shoppers, convenience shoppers). Mazda, for example, doesn't define its target audience by age, income or gender, but by psychographic principles. Mazda targets people who have a need for self-expression, are young at heart, and love to drive.[12] 2.1.2. Generational Cohorts In addition to demographics and psychographics, generational cohort is another useful concept for selecting the target audience. Because the members of a particular generational cohort are likely to have had similar experiences during their formative years, they maintain analogous social views, attitudes, and values. Generational cohorts in the U.S. are the Baby Boomers (about 70 million people born 1945-1964), Generation X (about 17 million people born in 1965-1978), and Generation Y (about 60 million people born between 1979 and 1994). Each of the cohorts possesses distinct characteristics in their lifestyles and often serves as a reference group from which finer segments of the target audiences can be selected for specific advertising campaigns. An interesting example of a generational cohort is "kogals" in Japan. Originating from the world for "high school," kogals are a unique segment of young women in urban Japan who conspicuously display their disposable incomes through unique tastes in fashion, music, and social activity. They have the leisure time to invent new ways of using electronic gadgets. For example, they started changing mobile phones' ring tones from boring beeps to various popular songs and changing screen savers from dull defaults to cute pictures. Manufacturers observe kogals and listen to what they say is unsatisfactory about the products. In some cases, manufacturers simply imitate the new usages that kogals spontaneously invented and incorporate these usages part of their own new commercial services, thereby increasing sales.[14] 2.1.3. Product and Brand Usage Target audiences can also be more precisely defined by their consumption behavior. Product usage includes both brand usage (the use of a specific brand such as Special K cereal or Dove soap) and category usage (the use of a product category such as facial tissue or chewing gum). Product use commonly has four levels: heavy users, medium users, light users and non-users. The levels of use depend on the type of product. For example, Simmons defines heavy domestic beer users as those who consume five or more cans in the past 30 days, medium beer users as those who consumer two to four cans, and light users as those who consume one can in 30 days. For travel, Simmons' definitions are: three foreign trips per year indicate heavy travel users, 2 foreign trips per year are medium travel users, and 1 trip per year are light travel users. There is a popular saying in the industry: "the twenty percent who are heavy users account for eighty percent of the sales of a product." This highlights the importance of heavy users for a brand's performance. Examples of defining a target audience by product usage can be "individuals who dine out at least four times in a month" or "individuals who made domestic trips twice or more last year." 2.1.4. Primary and Secondary Target Audience The target audience in a media plan can be either primary or secondary. A primary target audience is one that plays a major role in purchase decisions, while a secondary target audience plays a less decisive role. In the case of video game players, for example, children's requests often initiate a purchase process; parents often respect their children's brand selection. Thus, it is reasonable to consider children as the primary target audience and their parents as the secondary target audience. If the parents are aware of the advertised brand, it will be easier for children to convince them of the purchase. Media planners need to examine and identify the role of consumers in shopping, buying and consuming a product or service to target the right groups of consumers effectively. 2.1.5. The Size of Target Audiences In the process of defining a target audience, media planners often examine and specify the actual size of a target audience -- how many people or households fit the definition. Knowing the actual size helps advertisers to estimate the potential buying power of the target audience. For example, if the target audience of a campaign is defined as working women 26-to-44 years old who are interested in receiving daily news updates on their mobile phones, media planners should estimate the number of these women in the U.S. to quantify the sales potential. As another example, if the target audience consists of 2,000,000 households in the U.S. and each household purchases the brand two times a month, the monthly sales would be 4,000,000 units. The U.S. Census Bureau [17] provides the most authoritative data about demographics of the U.S. population by state. Whereas the U.S. Census provides demographic data, market research services such as Simmons and MRI provide demographic data that is linked to product data. This means that media planners can get information about consumers of hundreds of product types. 2.2. Communication Goals After media planners define the target audience for a media plan, they set communication goals: to what degree the target audience must be exposed to (and interact with) brand messages in order to achieve advertising and marketing objectives. For example, one communication goal can be that 75 percent of the target audience will see the brand in television commercials at least once during a period of three months. Another communication goal is that 25 percent of the target audience will form a preference for a new brand in the first month of the brand launch. The different communication goals can be better understood in a hierarchy of advertising objectives, such as Bill Harvey's expansion of an earlier model of Advertising Research Foundation (ARF).[18] The expanded ARF model has ten levels, as shown in Figure 1. The first three levels of goals from the bottom -- vehicle distribution, vehicle exposure, and advertising exposure -- are particularly relevant for media planning. Vehicle distribution refers to the coverage of a media vehicle, such as the number of copies that a magazine or newspaper issue has, or the number of households that can tune in to a given television channel. Vehicle exposure refers to the number of individuals exposed to the media vehicle, such as the number of people who read a magazine or watched a television program. Advertising exposure refers to the number of individuals exposed an ad or a commercial itself. ARF Model Expanded for Interactive 2.2.1. Reach, Frequency and Gross Rating Points Media planners often define the communication goals of a media plan using the three interrelated concepts of reach, gross rating points, and frequency. Media planners use reach to set their objective for the total number of people exposed to the media plan. Reach is one of the most important terms in media planning and has three characteristics. First, reach is a percentage, although the percentage sign is rarely used. When reach is stated, media planners are aware of the size of the target audience. For example, if a media plan targets the roughly 5 million of women who are 18-25 years old, then a reach of 50 means that 50% or 2.5 million of the target audience will exposed to some of the media vehicles in the media plan. Second, reach measures the accumulation of audience over time. Because reach is always defined for a certain period of time, the number of audience members exposed to the media vehicles in a media plan increases over time. For example, reach may grow from 20 (20%) in the first week to 60 (60%) in the fourth week. The pattern of audience accumulation varies depending on the media vehicles in the media plan. Third, reach doesn't double-count people exposed multiple times if the media plan involves repeated ads in one media category or ads in multiple media categories. Media planners use reach because it represents that total number of people exposed to the marketing communication. Besides reach, media planners use Gross Rating Points as a shorthand measure of the total amount of exposure they want to buy from media outlets such as TV networks. For example, the 2006 Super Bowl game received a rating of 42, which means 42 percent of U.S. television households tuned in to the program. If an advertiser planned to run a commercial once during the Super Bowl, that ad would appear in 42% of households. If the commercial was run only once, the reach is equal to the rating of the program, a GRP of 42. If the advertiser's media plan called for running the ad twice during the Super Bowl, the GRP would be 2*42 = 84. Frequency is the ratio of GRP over reach. Frequency is a measure of repetition. The formula of calculating frequency is: Frequency = Gross rating points / Reach 2.2.2. Frequency Distribution, Effective Frequency and Effective Reach Media planners also consider frequency distribution in order to fully understand exactly how many exposures different people experience; that is, how many people will see the ad once, twice, three times, etc. This lets the planner estimate the effective reach of the plan at the effective frequency needed by the campaign ?the number of people who see the ads a sufficient number of times for the media plan to be effective. Effective frequency refers to the minimum number of media exposures for a communication goal to be achieved, while effective reach is the reach (% of households) at the effective frequency level. Media planners choose an effective frequency based on the communication goals. Communication goals vary across the continuum from awareness, preference, attitude change to trial, purchase, and repurchase. To change brand attitude requires more exposures (higher effective frequency) than does creating brand awareness. If the effective frequency is set for a given communication goal, the reach at that effective frequency level will be the effective reach. Frequency Distribution of the Plan Frequency Reach 0 30 1 19 2 28 3 23 If the advertiser believes that its ads are only effective if they are seen at least twice, then the advertiser will want to know what percentage of households saw the ad two or more times. In this example, the effective reach is 51 because that is the sum of the reaches for frequencies 2 and 3 combined. GRPs of this media plan were 144 and reach was 70, because 30% of households did not watch during any of the three times the ad was shown, resulting in an average frequency of 2.1. The frequency distribution of the plan is in Table 9B. That is, 23 percent of the households watched the time slot three times, 28 percent twice, 19 percent once, and 30 percent did not watch at all. 2.2.3. Setting Communication Goals Media planners can set communication goals based on the level of reach. That is, how many of the target audience should be reached with the media plan, say 50%, 75% or 95%? Theoretically, a reach of 100 is possible, but it is rarely a communication goal because some audience members may not use any of the media, making them unreachable. What, then, would be the optimal level of reach for a given product category or a market situation? There is no quick answer to this question; it all depends on the media planner's analysis of major factors facing the brand. In addition to the reach and frequency goals, media planners may set goals for other forms of communication. For example, promotional activities may be used in a media plan, such as sweepstakes, contests and coupons. Media planners estimate and specify response rates for these activities. By establishing communication goals, media planners set the stage for assessing the effectiveness of a media plan at the end. 3. Media Strategies Media planners make three crucial decisions: where to advertise (geography), when to advertise (timing), and what media categories to use (media mix). Moreover, they make these decisions in the face of budget constraints. The actual amount of money that an advertiser spends on marketing communications can vary widely, from billions of dollars for multinational giants such as Procter & Gamble, to a few thousand dollars for local "mom-n-pop" stores. In general, companies spend as little as 1% to more than 20% of revenues on advertising, depending on the nature of their business. Regardless of the budget, some media options are more cost effective than others. It is the job of media planners to formulate the best media strategies -- allocating budget across media categories, geographies, and time. Let's look at each of these three decisions in turn, and then consider cost effectiveness. 3.1. Media Mix Decisions Which media should the advertiser use? Media planners craft a media mix by considering a budget-conscious intersection between their media objectives and the properties of the various potential media vehicles. That is, they consider how each media vehicle provides a cost-effective contribution to attaining the objectives, and then they select the combination of vehicles that best attain all of the objectives. When making media mix decisions, planners look to a whole spectrum of media, not just to traditional media vehicles such as TV, radio, and print. That is, media planners consider all the opportunities that consumers have for contact with the brand. These opportunities can be non- traditional brand contact opportunities such as online advertising, sweepstakes, sponsorships, product placements, direct mail, mobile phones, blogs, and podcasts. The scale and situations of media use are especially important when evaluating suitable brand contact opportunities. For example, product placement in a video game makes sense if the target audience plays video games. Sweepstakes make sense if many of the target audience find sweepstakes attractive. 3.1.1 Mix Strategy: Media Concentration vs. Media Dispersion A media planner's first media mix decision is to choose between a media concentration approach or a media dispersion approach. The media concentration approach uses fewer media categories and greater spending per category. This lets the media planner create higher frequency and repetition within that one media category. Media planners will choose a concentration approach if they are worried that their brand's ads will share space with competing brands, leading to confusion among consumers and failure of the media objectives. For example, when Nestle launched its 99% fat-free cereal Fitnesse, the similarity of ads actually increased the sales of the competing Kellogg's Special K Cereal.[26] Media planners can calculate or measure share of voice to estimate the dominance of their message in each category of media they use. Share of voice is the percentage of spending by one brand in a given media category relative to the total spending by all brands that are advertising in that media category. In contrast, media planners choose a media dispersion approach when they use multiple media categories, such as a combination of television, radio, newspapers and the Internet. Media planners will use dispersion if they know that no single media outlet will reach a sufficient percentage of the target audience. For example, a concentrated approach using only ads on the Internet might reach only 30% of the target consumers because some consumers don't use the Internet. Similarly, a concentrated approach using national news magazines might reach only 30% of the target audience, because not every target customer reads these magazines. But a dispersed approach that advertises in print magazines as well as on Web sites might reach 50% of the target audience. Media planners also like the dispersion approach for the reinforcement that it brings -- consumers who see multiple ads in multiple media for a given brand may be more likely to buy. 3.1.2. Media Category Selection Whether media planners select media concentration or media dispersion, they still must pick the media category(ies) for the media plan. Different media categories suit different media objectives. Most media options can be classified into three broad categories: mass media, direct response media, and point-of-purchase media. A media planner's choice will depend on the media objectives. If the media planner wants to create broad awareness or to remind the largest possible number of consumers about a brand, then he or she will pick mass media such as television, radio, newspaper and magazine. If the media planner wants to build a relationship with a customer or encourage an immediate sales response, then direct response media such as direct mail, the Internet and mobile phone are good choices. For example, online ads for car insurance such as link directly to the application process to capture the customers right at the time they are interested in the service. Finally, if media planners want to convert shoppers into buyers, then they might use point-of-purchase media such as sampling, coupons and price-off promotions. In short, each of these three categories of media serve a different role in moving the customer from brand awareness to brand interest to purchase intent to actual purchase and then to re-purchase. An integrated campaign, such as the one described for P&G's Fusion shaving system, might use multiple categories -- combining national TV ads to introduce the product, Internet media to provide one-to-one information, and in-store displays to drive sales. 3.2. Geographic Allocation Decisions Media planners will choose a national approach if sales are relatively uniform across the country, such as for Tide laundry detergent or Toyota automobiles. A national approach will reach a national customer base with a national advertising program. For many other products, however, a company's customers are concentrated in a limited subset of geographic areas, which makes a spot approach more efficient. For example, the sales of leisure boats are much higher in markets such as Florida, California and Michigan due to the large water areas in these markets. A spot approach will target these states. For example, a leisure boat manufacturer such as Sea Ray might use a spot approach to target Florida, California and Michigan while not advertising in other states like Iowa or Nebraska. Four Scenarios of BDI and CDI CDI High Low High CDI Low CDI High BDI High BDI High BDI High CDI Low CDI Low Low BDI Low BDI The mixed cases represent situations in which the percentage of brand sales in a region differs significantly from the percentage of category sales. A market with a high CDI and a low BDI deserves serious consideration because it suggests a large opportunity for increased sales. Before devoting advertising dollars, the company will want to understand why it has such poor sales of its brand (low BDI) in an area with high category sales. For example, the maker of small boats may learn that Californians don't buy the brand's boats because the boats are unsuitable for the ocean. If the causes of the poor brand performance can be identified and solved (such as by changing the product or finding better distribution), then more advertising should be worthwhile. 3.3. Media Schedule Decisions Having decided how to advertise (the media mix) and where to advertise (allocation across geography), media planners need to consider when to advertise. Given a fixed annual budget, should all months receive equal amounts of money or should some months receive more of the budget while other months receive less or nothing? Media planners can choose among three methods of scheduling: continuity, flight, and pulse. Continuity scheduling spreads media spending evenly across months. For example, with an annual budget of $1,200,000 a year, continuity scheduling would allocate exactly $100,000 per month. This method ensures steady brand exposure over each purchase cycle for individual consumers. It also takes advantage of volume discounts in media buying. However, because continuity scheduling usually requires a large budget, it may not be practical for small advertisers. The flight scheduling approach alternates advertising across months, with heavy advertising in certain months and no advertising at all in other months. For example, a board game maker like Parker Brothers might concentrate its advertising in the fall when it knows that many people buy board games as gifts for the holidays. Or, with the same budget of $1,200,000, for example, a different brand could spend $200,000 per month during each of six months -- January, March, May, July, September and December -- and spend nothing during the other months, in hopes that the impact of advertising in the previous month can last into the following month. Pulse scheduling combines the first two scheduling methods, so that the brand maintains a low level of advertising across all months but spends more in selected months. For example, an airline like United Airlines might use a low level of continuous advertising to maintain brand awareness among business travelers. United Airlines might also have seasonal pulses to entice winter-weary consumers to fly to sunny climes. In budget allocation terms, a consumer goods brand may spend $5,000 in each of the twelve months to maintain the brand awareness and spend an additional $10,000 in January, March, May, July, September and December to attract brand switchers from competing brands. The pulse scheduling method takes advantage of both the continuity and flight scheduling methods and mitigates their weaknesses. However, this does not mean it is good for all products and services. Which method is the most appropriate for a given campaign depends on several important factors. 4. Designing Media Tactics Establishing media objectives and developing media strategies are the primary tasks of media planners. Designing media tactics is largely carried out by media buyers. Media buyers select media vehicles to implement established media strategies. Among the major factors that affect media vehicle selection are reach and frequency considerations. 4.1. Reach Considerations As a major component of media objectives, the planned level of reach affects not only media mix decisions but also what media vehicles are used in each media category. High levels of reach will require a different set of media vehicles than low levels of reach. That is, high levels of reach can be better served with a mix that includes multiple media vehicles with different audiences so that cross-media duplication of audience is minimal. For example, if there are three magazines that each reach a portion of the target audience but that have few readers who read more than one magazine, advertising in these three magazines would reach the widest target audience possible because of the low overlap of the readers of the these magazines. In television, media buyers sometimes use roadblocking, which means the placement of commercials in all major television networks in the same period of time. No matter which television channel an audience member tunes in at that time, they have the opportunity to watch the commercial. The roadblocking approach has become more expensive and less effective recently because of increasing fragmentation of television audience. The term has been extended to the online world, however, where it has been very effective. To roadblock in the online world, a media planner can buy all the advertising on a Web site for a 24-hour period, such as Coke did for its launch of C2 and Ford did for its launch the F-150. Each company bought all the ad space on the front page of Yahoo for a 24-hour period. The Yahoo front page draws 25 million visitors a day. Alternatively, media planners can roadblock Yahoo, MSN, and AOL all on the same day, as Coke and Pepsi have both done. The results can produce "an astonishing, astronomical amount of reach," said Mohan Renganathan of MediaVest Worldwide, one of the biggest services for buying ad space.[31] 4.2. Frequency Considerations In contrast to high levels of reach, high levels of frequency can be effectively achieved through advertising in a smaller number of media vehicles to elevate audience duplications within these media vehicles. A commercial that runs three times during a 30-minute television program will result in higher message repetition than the same commercial that runs once in three different programs. Broadcast media are often used when high levels of frequency are desired in a relatively short period of time. Broadcast media usually enjoy a "vertical" audience, who tune in to a channel for more than one program over hours. Another phenomenon in broadcast media is audience turnover, which refers to the percentage of audience members who tune out during a program. Programs with low audience turnover are more effective for high levels of frequency. 4.3. Media Vehicle Characteristics With reach and frequency considerations in mind, media buyers will compare media vehicles in terms of both quantitative and qualitative characteristics. Quantitative characteristics are those that can be measured and estimated numerically, such as vehicle ratings, audience duplication with other vehicles, geographic coverage, and costs. Media buyers will choose vehicles with high ratings and less cross-vehicle audience duplication when they need high levels of reach. Media buyers also evaluate the geographic coverage of media vehicles when implementing spot advertising such as heavy advertising in certain geographic regions. Finally, media buyers pay attention to the costs of each media vehicle. When two media vehicles are similar in major aspects, media buyers choose the less expensive media vehicle. There are two basic calculations of media vehicle cost. The first one, cost per rating point (CPP), is used primarily for broadcast media vehicles. To derive the CPP, divide the cost of a 30-second commercial by the ratings of the vehicle in which the advertisement is placed.[SIDEBAR DEFINITION: CPP: The cost of a broadcast ad per rating point (1% of the population) provided by the media vehicle that shows the ad.] The formula for calculating CPP is as follows: Cost Per Rating Point = Cost of the Ad / Rating of the Vehicle For example, if the cost for a 30-second commercial ABC's "Grey's Anatomy" television program is $440,000[32] and the rating of the program is 9.7, then CPP for this buy will be $25,360. 4.4. Selection of Media Vehicles Media buyers can use tools, like the one shown below, to make the process of selecting a media vehicle easier. To use the selection tool shown in Figure 9I, develop a list of the potential vehicle candidates you are considering. Then, select several quantitative and qualitative characteristics that are relevant to reach and frequency considerations, such as quantitative characteristics like CPM or GRP, and qualitative characteristics like reputation and added value. Next, make a table that lists the vehicle candidates in rows and the characteristics in columns. Now you can rate each of the characteristics of each vehicle on a scale of 1 to 3. Then add all the numbers in each row, dividing by the total number of characteristics (columns) to arrive at the rating for each vehicle. The best media vehicles to choose are those with the highest index numbers. In Figure 8, Vehicle 2 and Vehicle 3 are the best ways to reach the target audience. Selection of Media Vehicle Based on Quantitative and Qualitative Characteristics Qn1 Qn2 Qn3 Ql1 Ql2 Ql3 Index V1 3 2 1 3 1 1 1.8 V2 1 2 2 2 2 3 2.0 V3 1 3 3 1 1 3 2.0 V4 1 1 2 1 2 1 1.3 5. Evaluating Media Plan Effectiveness Accountability is increasingly important in media planning, as more advertisers expect to see returns on their investments in advertising. Because media spending usually accounts for 80 percent or more of the budget for typical advertising campaigns, the effectiveness of media plans is of particular importance. As a result, media planners often make measures of the effectiveness of a media plan an integral part of the media plan. Although sales results are the ultimate measure of the effectiveness of an advertising campaign, the sales result is affected by many factors, such as price, distribution and competition, which are often out of the scope of the advertising campaign.[34] It is important, therefore, to identify what measures are most relevant to the effectiveness of media planning and buying. We will examine the topic of measurement in more detail in chapters 21 and 22, but here is an introduction to measurement that is specific to media plans. 5.1. What to Measure Because of the hierarchical nature of the media effects, the effectiveness of media planning should be measured with multiple indictors. The first measure is the actual execution of scheduled media placements. Did the ads appear in the media vehicles in agreed-upon terms? Media buyers look at "tear-sheets" -- copies of the ads as they have appeared in print media -- for verification purposes. For electronic media, media buyers examine the ratings of the programs in which commercials were inserted to make sure the programs delivered the promised ratings. If the actual program ratings are significantly lower than what the advertiser paid for, the media usually "make good" for the difference in ratings by running additional commercials without charge. 5.2. How to Measure The measurement of the effectiveness of a media plan can be conducted by the advertising agency or by independent research services, using methods such as surveys, feedback, tracking, and observation. Each method has its strengths and weaknesses. For example, surveys can be conducted among a sampling of the target audience in the different periods of a media campaign, such as in the beginning, the middle and the end of the campaign. Surveys can ask questions about the target audience's media behavior, advertising recall, brand attitudes and actual purchase. Radiowatch, for instance, conducts monthly surveys on advertising recall of radio commercials in England. Radiowatch surveys 1000 adults age 16-64 and asks them which radio commercials they remember hearing. In the April 2006 survey, the most-recalled ad was for T- Mobile, with 46% of respondents recalling the ad. An ad for McDonald's had 36% recall, while the ad for Peugeot received 18%. Question :- Explain the various elements of Promotion Mix with examples? Answer :-The elements of the promotions mix are: Personal Selling. Sales Promotion. Public Relations. Direct Mail. Trade Fairs and Exhibitions. Advertising. Sponsorship. The elements of the promotions mix are integrated to form a coherent campaign. As with all forms of communication. The message from the marketer follows the 'communications process' as illustrated above. For example, a radio advert is made for a car manufacturer. The car manufacturer (sender) pays for a specific advert with contains a message specific to a target audience (encoding). It is transmitted during a set of commercials from a radio station (Message / media). The message is decoded by a car radio (decoding) and the target consumer interprets the message (receiver). He or she might visit a dealership or seek further information from a web site (Response). The consumer might buy a car or express an interest or dislike (feedback). This information will inform future elements of an integrated promotional campaign. Perhaps a direct mail campaign would push the consumer to the point of purchase. Noise represent the thousand of marketing communications that a consumer is exposed to everyday, all competing for attention The Promotions Mix. Let us look at the individual components of the promotions mix in more detail. Remember all of the elements are 'integrated' to form a specific communications campaign. 1. Personal Selling. Personal Selling is an effective way to manage personal customer relationships. The sales person acts on behalf of the organization. They tend to be well trained in the approaches and techniques of personal selling. However sales people are very expensive and should only be used where there is a genuine return on investment. For example salesmen are often used to sell cars or home improvements where the margin is high. 2. Sales Promotion. Sales promotion tends to be thought of as being all promotions apart from advertising, personal selling, and public relations. For example the BOGOF promotion, or Buy One Get One Free. Others include couponing, money-off promotions, competitions, free accessories (such as free blades with a new razor), introductory offers (such as buy digital TV and get free installation), and so on. Each sales promotion should be carefully coasted and compared with the next best alternative. 3. Public Relations (PR). Public Relations are defined as 'the deliberate, planned and sustained effort to establish and maintain mutual understanding between an organization and its publics' (Institute of Public Relations). It is relatively cheap, but certainly not cheap. Successful strategies tend to be long- term and plan for all eventualities. All airlines exploit PR; just watch what happens when there is a disaster. The pre-planned PR machine clicks in very quickly with a very effective rehearsed plan. 4. Direct Mail. Direct mail is very highly focused upon targeting consumers based upon a database. As with all marketing, the potential consumer is 'defined' based upon a series of attributes and similarities. Creative agencies work with marketers to design a highly focused communication in the form of a mailing. The mail is sent out to the potential consumers and responses are carefully monitored. For example, if you are marketing medical text books, you would use a database of doctors' surgeries as the basis of your mail shot. 5. Trade Fairs and Exhibitions. Such approaches are very good for making new contacts and renewing old ones. Companies will seldom sell much at such events. The purpose is to increase awareness and to encourage trial. They offer the opportunity for companies to meet with both the trade and the consumer. Expo has recently finish in Germany with the next one planned for Japan in 2005, despite a recent decline in interest in such events. 6. Advertising. Advertising is a 'paid for' communication. It is used to develop attitudes, create awareness, and transmit information in order to gain a response from the target market. There are many advertising 'media' such as newspapers (local, national, free, trade), magazines and journals, television (local, national, terrestrial, satellite) cinema, outdoor advertising (such as posters, bus sides). 7. Sponsorship. Sponsorship is where an organization pays to be associated with a particular event, cause or image. Companies will sponsor sports events such as the Olympics or Formula One. The attributes of the event are then associated with the sponsoring organization.
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text:
Clinton to Jewish donors: "I will be a better president to Israel than Obama"
US only country to stand with Israel as UNHRC approves Gaza resolution
Netanyahu blasts UNHRC for ratifying Gaza war report as projectile from Sinai hits Israel
Emunah petitions High Court against transfer of rabbinical courts
Palestinian group calls on Bon Jovi to boycott Israel
Golden Globe winner Ruth Wilson to star in Avi Nesher's new movie
Born to the keyboard
Digging deep
Beitar opens continental campaign with goalless deadlock
Lenskiy, Presiado capture sprint doubles at nationals
Beitar begins European quest with road trip to Kazakhstan
Heartbreak for Sanford at national championships
Four Palestinians killed in West Bank crash
READ: Full text of UNHRC Gaza resolution
UN Human Rights Council adopts resolution on 2014 Gaza war
Projectiles launched from Sinai hit southern Israel
Poll: Majority wants to remove leniencies on Palestinians
Ariel Sharon's son: My father would have responded to Gaza rocket fire with full force
Anti-Semitic pejoratives scrawled on London Jewish school
EJC head Moshe Kantor honored by France
Polish museum returns controversial gas chamber installation
German NGO organizes 'Rent a Jew' program
Netanyahu: The Jews owe an eternal debt of gratitude to the 'British Schindler'
ISIS affiliate in Egypt claims rocket fire toward Israel
Senior Western diplomat: No plan to continue Iran nuclear talks long past July 7
In major crackdown, Palestinian forces arrest dozens of Hamas men in W. Bank
Is Muslim Brotherhood going jihadist?
Iran says it will comply with UN protocol on access
Fertility and perinatal loss
Trade away trans-fats
Netanyahu comes to hail mental health reform
Unions demand collective agreement to ensure vocational conditions
Delek, Noble executives: We commit to developing Leviathan
Members of the public can submit reactions to gas outline until July 21
Energy Minister Steinitz announces terms of gas compromise deal
Israel's Elbit Systems wins $150 mln Benelux contract
Apps for finding jobs are among Microsoft Venture's latest start-up
Tech Talk: Tel Aviv hosts international cybersecurity conference
Government seeks to fill hi-tech manpower shortage
Global Agenda: On the wall
Manufacturers: Increasing vacation days will cost NIS 7 billion
The POSTman Knocks Twice: On paranoia and psychobabble:Cheap shots at Bibi
Facing the reality of intermarriage and assimilation in Israel
Chief Rabbinate for whom?
My Word: The United Nations and the fall
Into the Fray: Gaza – Let their people go already!
An enemy of individual expression
Puzzles of reminiscence
A soul in Sheol
Ten ideas for Naftali Bennett
Israel, doctor's orders
A historian, writing in first person
A lover of life
Muslim and Jewish Jerusalemites break bread together
Cochavit Netzach Dolev takes a stand
Food for thought
Taking back control for the good of our kids
This week in Jerusalem
Art is for everyone, everywhere
Speechless theater
Extreme family fun
Opening the women's wrestling floodgates
This Islamic State madness has gone on long enough
An obsession with Israel that even trumps national self-interest
Israel-Palestine: French recipe lacks ingredients
Israel's core challenge - staying alive in an age of enemy 'martyrdom'
אֲנָשִים טוֹבִים
עֵמֶק הַצְבָאִים
שֶקֶט אֲמִיתִי
חִיבּוּק שֶל אַהֲבָה
The path to aliya- Indian style
The journey of Ukraine's embattled Jews to Israel
A historic win, but no slam dunk
Israel stands in the way and is an obstacle to full Muslim domination of the Middle East
Balance and Growth, Growth and Balance
Shifting the Blame
Figuring out what's happening
Episcopal Church overwhelmingly rebuffs divestment resolution
Will pope chew coca leaves in Bolivia?
Three US churches consider BDS measures against Israel in upcoming vote
NGO seeks to seize N. Korean ship to pay off $330 m. US judgment for killing of priest
ISIS purportedly threatens to 'slaughter' Christian Arabs living in Jerusalem
Green Leadership Classroom Inaugurated at Dimona School
Eitan Levav Scenic Lookout Inaugurated in Adamit Park
Cherries in the Negev: If You Will it, It is No Dream
Healing Garden Dedicated at the Dana-Dwek Children's Hospital in Tel Aviv
Italy's National Day at EXPO 2015
The Ambassadors' Club of Israel Tours the Galilee with KKL-JNF
The International Solidarity Mission Says Goodbye in Jerusalem
Chinese Ambassador Visits the Israel-China Friendship Fores
New Bio-filters Purify Surface Runoff Water for Reuse
Future Tour Guides Discover the Negev with KKL-JNF
The Shamir Drilling Project
Graduation Ceremony for Rosh HaAyin's Volunteer Firefighters
$100 Million JNF Boruchin Israel Education Advocacy Center Opens
JNF Canada Pays Tribute to the Honourable John Baird
From Sunny Israel to Cold Canada
Walking for Water with KKL France in the Mountains of Eilat
The Negev Conference on Agricultural Research and Development
Arava Open Day: Food Security for Israel and the Entire World
Living Green in Israel: the Contest and the Winners
Addressing Climate Change Conference
An Olah Reports From Nepal
How One Oleh is Helping to Transform the Way People Drink Water
From Think Tank to Environmental Consultant
Award Winning Designer Launches Career as Wedding Dressmaker
How Natalie Edwards Built a Successful Career in Israel's Startup Industry
5 Tips to Land a Job in Israel
Starting Your Own Business in Israel: Real Life Examples
5 Strategies for Finding Your Professional Place in Israel
36 Hours in Southern Israel
Food Shopping In Israel
How Women Can Have it All in Israel
The Eisenberg's Long Journey Home
Why Retirees are Thriving in Israel
Thanks to Aliyah video
6 Frequently Asked Questions about Israeli Healthcare
Starting Over in Israel
Sam Eisenberg: From Nativ to Aliyah
WATCH: Why Olim #LiveLoveIsrael
5 Ways that Olim Kick Back
VIDEO: Are you ready for the South?
Make yourself at home… in Israel
NBN Announces Bonei Zion Prize Recipients for 2015
NefeshB'Nefesh Provides Services to Bnot Sherut
How Doctors Are Impacting Israel's South
07.04.2015 | 17 Tammuz, 5775
Rioting resumes throughout east Jerusalem Saturday night
MK calls to ban Secret smartphone application
Confirmed: Body of Aaron Sofer found in Jerusalem Forest
US: Israeli police harassing another Abu Khdeir cousin
With another yeshiva student arrested, haredi 'draft dodgers' could soon number in hundreds
Missing American's parents meet with Jerusalem police chief
Ayala Hasson, first woman to head Channel One News Division
Bar-Lev: Allow siblings' names on IDF headstones
Sa'ar denies presidential deal with haredim
Police heighten security ahead of haredi protest in capital
Analysis: US tries policy of 'shame' to stem Chinese cyber-hacking
Israeli nightlife figure found dead in Tel Aviv apartment in apparent murder
National News
12/09/2012 14:21
Haredi and IDF soldier Tal law Jerusalem 390.
(photo credit:Marc Israel Sellem / The Jerusalem Post)
A government proposal to allow 1,300 haredi yeshiva students to enlist in the
civilian service program instead of serving in the military was approved on
Sunday but was greeted with widespread outrage from IDF draft reform
advocates.The decision was enacted in order to stymie the fall-off in
numbers of recruits serving in the civilian service program following the
expiration of the "Tal Law" this past August.The number of active
civilian service personnel currently stands at 1,450, down from 2,026 before the
law expired.The Tal Law created a legal framework for full-time yeshiva
students to indefinitely defer military service, but also established the
civilian service program for haredi recruits in order to provide part of the
solution to the low rate of ultra-Orthodox participation in national service
programs. The expiration of the law means that yeshiva students can no longer
legally defer their military service and enlist in civilian service
programs.Because inductees joined the program at the beginning of every
month, instead of an annual or biannual basis, dozens of serving recruits also
complete their service every month and leave the program.According to
the Civilian Service Directorate, dozens of haredi men who have applied to the
program since August have been turned away each month because of the recruitment
freeze.Sunday's decision allows recruitment to recommence, although the directorate will not be allowed to
exceed the number of recruits who were serving on July 31.The figure of
1,300 new recruits is an approximation by the directorate of the amount of new
manpower it will require to replace those who will complete their service from
the period of August 1, 2012 to August 31, 2013.The new temporary
framework extends until August 31, 2013, or until new legislation regulating
military service for the ultra-Orthodox is passed by the Knesset.The
decision enables the defense minister to grant a complete military draft
exemption for full-time yeshiva students who volunteer for the civilian service
and were receiving a military service exemption through the Tal Law framework.
They also must be 26 and over; or 22 and over and either have one child or have
applied for the national security track of the civilian service program that
includes service in the police, ambulance and fire services.A statement
from the Prime Minister's Office said the decision was made to safeguard the
continued existence of the civilian service program by keeping enlistment
flowing and to preserve the trust of the haredi community and leadership in the
program and its administrators.Science and Technology Minister Daniel
Herschkowitz, who has ministerial oversight for the civilian service, praised
the decision and said it was in the national interest to allow haredi men who
want to contribute to the state to sign up for the program."It is absurd
that the expiration of the Tal Law prevented the continued absorption of haredi
men [into the civilian service], forcing us to turn away many people who
applied," Herschkowitz said."It's unthinkable to halt the momentum that
we have succeeded in building through much hard work in changing the opinion of
the community on the haredi street," he added.Sar-Shalom Gerbi, director
of the Civil and National Service Administration, also welcomed the decision,
calling it a positive step and emphasizing that the program would be a central
part of any future arrangement dealing with haredi national service.But
the decision sparked furious denunciations from IDF draft reform advocates, who
accused the government of encouraging haredi draft evasion.Tzipi Livni
lambasted the decision as "immoral and outrageous.""That Prime Minister
Binyamin Netanyahu's government intends to circumvent the [High Court of Justice
ruling] and continue perpetuating this historic injustice is outrageous, immoral
and does not stand the test of the High Court," Livni said.Former OC
Human Resources Maj.-Gen. (Res.) Elazar Stern, who recently joined The Tzipi
Livni Party, said the Netanyahu government was destroying any possibility of
resolving the issue via an agreement."Many officials in the haredi
community were willing to make compromises... but the end result is that on the
eve of elections, the government has demonstrated its true priorities," Stern
said.Habayit Hayehudi chairman Naftali Bennett said the government must
stop buying time and find a solution to the issue of equality in the burden of
military service.Meanwhile, Yesh Atid announced on Sunday night that it
would file a petition with the High Court of Justice to block Netanyahu's
temporary resolution of the post-Tal Law controversy.Aiming to signal
that it takes the issue more seriously than other parties that officially take
the same stance, party leader Yair Lapid said that, "we will make sure that this
is the last time that the extortionist machine will bend the rule of law in
Israel."Lapid also spoke directly to Defense Minister Ehud Barak,
demanding and pleading with him not to carry out the new policy.He
advised Barak that he "had a chance to resign with his head held
high."Moreover, Lapid said the government's plans to continue
authorizing the exemption of haredim from IDF service under the guise of
slightly increasing the number of ultra-Orthodox doing civilian service is going
against the court and "throwing sand in the eyes of the public."Lapid
added that Yesh Atid would not sit in a government that would not ensure that
every citizen does service and is fully integrated into the labor
market.The Hiddush religious freedom lobbying group called the decision
"a deplorable necessity.""The continued existence of the civilian
service with the conscription of full-time yeshiva students is an important and
positive process," said Hiddush deputy director Shahar Ilan."But when it
exists as a replacement for conducting obligatory conscription it ridicules the
notion of an equal share in the burden of national service," he
continued."The decision only highlights the government's refusal to
fulfill its legal obligations to draft yeshiva students."Shas MK Nissim
Ze'ev said "the criticism that has been leveled at the government today on this
issue is bizarre and hypocritical.""It is also completely political and
in no way seeks to deal with the actual issues at hand," he said. "The
government is acting in the correct way by gradually broadening the Nahal Haredi
battalion, the Shahar Kahol program [which places haredim in hitech positions]
and the civilian service for haredim."This problem has to be solved
gradually and with agreement. This decision will see a good number of haredim
taking up public service and yet its still criticized. Many of the yeshiva
students are not physically or personally fit for the army and the army doesn't
want them either," Ze'ev claimed.The Camp Sucker movement in favor of
reforming the draft announced Sunday that it would set up its trademark tent
outside Arlozorov Station in Tel Aviv in response to the
decision.According to the Civilian Service Directorate's statistics,
close to 4,000 haredim have completed or are currently serving in civilian
service programs, in the fields of welfare, public security, public health,
immigration absorption and environmental protection.The directorate says
that 85 percent of graduates of the program have subsequently integrated into
the workforce.Yonah Jeremy Bob contributed to this report.
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The Leonard Lopate Show : About
Airs weekdays at noon on 93.9FM and AM 820. Rebroadcast at midnight on 93.9FM.
Host Leonard Lopate lets you in on the best conversations with writers, actors, ex-presidents, dancers, scientists, comedians, historians, grammarians, curators, filmmakers, and do-it-yourself experts. Live interaction is critical to Lopate's conversational and personal style. "I think it's crucial to maintain eye contact when you're discussing complex matters with the likes of John Updike, Doris Lessing, Bill Bradley, Mark Morris, and Francis Ford Coppola, all of whom are return guests to Leonard Lopate on WNYC," says Lopate.
The Leonard Lopate Show won a Peabody Award in 2012. The Peabody judges said of the show: "Lopate presides over New York's most revered radio forum for exploring the arts, cultural affairs and the public life of the city."
Contact The Leonard Lopate Show: email@example.com
Show Archive
Show Staff
Barbara Cahn
Barbara studied art at the University of Wisconsin-Madison and New York University, and served as a Peace Corps volunteer in Honduras. When not at WNYC, she can generally be found making pottery in her Greenwich Village studio.
Debbie Daughtry
Debbie Daughtry has been with the show since 2005. She comes to us from freeform station WFMU in Jersey City, New Jersey, and hosts a 24-hour webstream of solid gold hits at http://wfmuichiban.blogspot.com. Her motto: "Don't piss off the sound guy."
Virginia Dorris
In addition to working for The Leonard Lopate Show, Virginia is a freelance writer who has written frequently about architecture, engineering and construction. She has an MS from the Columbia University School of Journalism and a BS in architecture from the University of Virginia.
Melissa Eagan - Executive Producer, The Leonard Lopate Show
During the time Melissa has been Executive Producer, the program has been honored with a George Foster Peabody Award, three AP Awards for Best Interview and three James Beard Awards, among others. Before that, she wrote for publications including The Christian Science Monitor and Yankee, covering everything from windmills and stained glass studios to tugboat captains.
Bonnie Lafave
Bonnie Lafave worked for many years as a producer of national news and current affairs programming with the Canadian Broadcasting Corporation in Toronto. In 1996, she was awarded a Nieman Fellowship and spent a year studying at Harvard University.
Leonard Lopate - Host, The Leonard Lopate Show
On March 5, 2015, Leonard Lopate celebrated his 30th anniversary as the host of WNYC's daily talk show The Leonard Lopate Show. Every week day from 12:00pm to 2:00pm, New Yorkers explore literature, art, culture, food, and life in and around our city with Leonard Lopate as their guide.
Jessica Miller - Assistant Producer, The Leonard Lopate Show
Jessica Miller officially joined the Lopate Show in November 2014, having previously interned at the show. She also worked as a contributing producer in 2013, proudly cornering what she calls the "weird animal news" beat, getting waiters to publicly complain about the people who complain about them, and having bottles of apple cider explode on her. She currently oversees the Book Club, contributes to Please Explain, and makes supercuts. Her credits include several other shows at WNYC (Death, Sex & Money, The Brian Lehrer Show, The Takeaway) and NPR's Ask Me Another. Her independently reported pieces have appeared in places like The Atlantic and 99 Percent Invisible. A graduate of Barnard College and the Salt Institute for Documentary Studies, she can often be found making music, sailing, or walking very long distances.
Andres O'Hara-Plotnik - Assistant Producer, The Leonard Lopate Show
Andres O'Hara-Plotnik is an Assistant Producer at The Leonard Lopate Show. He contributes to the show's Please Explain Series, produces segments on a variety of topics, creates the show's daily website, and contributes to the LoDown blog. And, yes, he gets lots of questions about his name. He's on twitter @Andresputnik
Hugh Sansom
Hugh Sansom is a writer and photographer based in Brooklyn where he runs GravityLens, a small consulting firm. His clients include publishers, universities, news organizations, and non-profits. He has degrees in physics, philosophy, and public administration from Cornell, M.I.T., and Columbia.
Steven Valentino - Producer, The Leonard Lopate Show
Steven Valentino produces segments for The Leonard Lopate Show about everything from Guantanamo Bay to Broadway. He also occasionally contributes to the WNYC newsroom. He graduated from U.C. Davis in 2006 after a two-year stint as general manager of KDVS.
Twitter: @stevenvalentino


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Grandson's schooling evokes amazement, recognition
Wasn't it just last month that our oldest grandchild was born? It seems that way, yet here he is, at the ripe old age of 7, with a full year of kindergarten under his belt and beginning his adventure in the challenging world of first grade.
I thought it was just last week that his father, our youngest, began school, but obviously time has slipped away.
Nate's dad is now 35, and his sister, our oldest, turned 40 in January, astounding accomplishments, since I remain a solid 39.
The onset of school, though, is one of life's watershed moments that leaves a mark not only on the student, but on parents and grandparents as well. It's causing me to stop and reflect on how much things have changed and how much they've stayed the same since that hallowed day in 1949 when I first entered the world of formal education.
On the change side, both the content and teaching styles of Nate's school amaze me. He lives in Rock Island, Ill,, a small community on the banks of the Mississippi with high unemployment and low self-esteem. Yet he was able to enter a magnet school unlike anything I recall from my own New York or our children's Evansville experience.
In kindergarten last year, he wrote daily in a journal — complete, if phonetic, sentences. (One, addressed to my wife, read "Dear Gramer, I wish I was it yor hous.") OK, he's not in line for spelling bee honors, but I'm pretty sure I wasn't writing any sentences before Grade One.
That same year, he came home with a project labeled "Photosynthesis" and proceeded to use the word and tell me what it means. (I couldn't do that in college.)
Next year he'll probably be reading "The Great Gatsby."
Even more impressive are the attitudes his teachers have instilled. He loved kindergarten and, when I asked about first grade, he told me it's even better. "At the end of the day," he exclaimed, "I ask myself 'Didn't I just get here?'"
On the other hand, the more things change, the more they remain the same. When I asked about his favorite moments in school, he mentioned the time in the middle of the day when work stops and the children get to run around on the playground. That, he patiently explained to his ignorant grandfather, is called "recess."
He's also asked for money to support him in a school walk-a-thon, and sold us candy bars and related treats. That adds up to another quite familiar term: "fundraiser."
Nate's younger sister also started preschool this year, and his California cousin was shopping for school uniforms as she awaited the start of her kindergarten days, so the process and the memories it recalls continue.
It all makes me think back to distant days of playing with blocks on the classroom floor, planting vegetables in the school garden, staying home due to childhood illnesses and singing 'Happy Birthday' to Christopher Columbus because he gave me my first day off on Oct. 12. (It must have been his birthday, I reasoned. Why else would we have a holiday named after him?)
So we beat on, boats against the current, borne back ceaselessly into the past.
John Gottcent can be reached at firstname.lastname@example.com.
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text:
News - IT & Networking News
Market flooded with fake Cisco hardware that could cause network chaos
With the increased competition in the independent schooling sector in recent years, schools need to ensure they are providing the very best for their students, including offering secure, high performance IT systems.
It has been said that average data consumption roughly doubles with every generation of iPhone. The same will almost certainly be true of the iPhone 6 that was launched last week.
If you are running Windows XP you will be vulnerable as support ceases this week
Keeping your IT network healthy is absolutely vital to your company's success – but it can be a very time-consuming task. This month, the CNS blogs have been looking at how managed IT network support services can give you peace of mind when your business just can't afford downtime.
As the impact of IT has grown, business and technology strategy is finally getting the attention it deserves. This week on the CNS blog, we will guide you through the strategy development process.


text:
Baltimore, MDUSA 21201
May 31, 2013
I do to some extent. My favorite dish is Tteokbokki (braised rice cake in spicy sauce)
Native Korean, I speak decent English
Native Korean
I was born with it i guess
Hi, my name is Marcus and i live in Halethorpe. I am looking forward to meet with people interested in Korean language and culture
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No.27 | iPad AIR leather sleeve
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Fine Tubes
|The topic of this article may not meet Wikipedia's notability guidelines for companies and organizations. (April 2009)
|Plymouth, UK
|Metal tubes in stainless steel, nickel, titanium and zirconium alloys
Fine Tubes is a UK-based manufacturer of metal tubes, based in Estover, Plymouth, Devon and currently employing 390 staff. The company supplies products to niche applications within the nuclear & power, medical, aerospace, oil and gas, and petrochemical markets.
The present factory size is 51,000 square feet (4,700 m2) with a capacity to increase to 213,000 square feet (19,800 m2). Offices are based in Plymouth, UK, Munich, Germany, Lyon, France, Houston, USA and Noida, India.
The company has supplied cooling tubes to the Large Hadron Collider at CERN.[1]
Materials manufactured are stainless steel, nickel and titanium alloys. Product forms are seamless and welded tubes. Manufactured size range is from 0.012" to 11/2" OD.
The company was founded in 1943 as a division of Moray Engineering to specialise in the production of nickel cathode sleeves for electronic valves.
The initial location of the company was Surbiton, but in 1962, it was relocated to Plymouth, Devon.
In 1953 Fine Tubes became a subsidiary of Superior Group Inc, Philadelphia, Pennsylvania, USA
In 2012, Tubes was acquired along with its sister company, by The Watermill Group, an investment firm in the USA.[2]
Standards and certifications[edit]
The company's accreditation includes AS9100, ISO 9001, ISO 14001 (1996) and Nadcap Approval of Ultrasonic Testing, Heat Treatment and Fusion Welding.
- ^ "Cornwall's role in 'big bang'". BBC. 2008-09-10. Retrieved 2008-09-10.
- ^ "Plymouth firm Fine Tubes gets new owner". BBC. Retrieved 12 September 2012.
External links[edit]
- Fine Tubes - Official Site
|This article about a manufacturing company in the United Kingdom is a stub. You can help Wikipedia by expanding it.


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A mark for a intern company sales competition page. Depending on how much the company sell they will be rewarded with a more expensive ski resorts travel.
Any ideas on how I can improve it? Perhaps add something above the mountains?
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k3 business technology group
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Executive Profile*
Nigel Andrew Makeham
Former Chief Executive Officer, Executive Director and Member of Nominations Committee, K3 Business Technology Group plc
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As of Fiscal Year 2014
Mr. Nigel Andrew Makeham, also known as Andy, served as the Chief Executive Officer of K3 Panacea Limited. Mr. Makeham served as the Chief Executive Officer of K3 Business Technology Group Plc from March 2001 to January 24, 2014. He has over 20 years experience running or working in IT companies, with Kewill Systems plc where he was a divisional sales and marketing director. Mr. Makeham served as an Executive Director of K3 Business Technology Group Plc.
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Overall the experience was ok but at night , the club next legends resort had head banging music from 8pm - 3am!!! It was not cool because you wake groggy due to the lack of sleep over the music.. Nice grounds and but found a giant roach in our bathroom. Nice beach and locals are friendly but want something out of it also. Watch out for guys on the main road asking to exchange money for jamaican currency =they will watch you leave the cambio house and get MAD...
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Sellier & Bellot Ammunition 12 Gauge 2-3/4" 1 oz Special Sport Slug Box of 25
Product #: 281657 Sellier & Bellot #: SB12SLUG UPC #: 754908550050
You must be 21 years or older to order ammunition. Ammo must ship UPS ground. Due to Department of Transportation regulations, we cannot accept returns on ammo. Please check local laws before ordering.
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Sellier and Bellot has been producing cartridge ammunition since 1825. The year 2009 saw one of the milestones in the history of the company, the Brazilian company Companhia Brasileira de Cartuchos S.A. (CBC), also known under the name of Magtech, became the owner of Sellier & Bellot. Another group member is the German company MEN, a globally renowned producer of small-arms ammunition for the military, police, and commercial markets. Due to the merger into one group, the mentioned companies have become more competitive and rank among the largest producers in the world.
Today Sellier and Bellot produce ammunition using high quality components which is the choice of hunters, competitive shooters, law enforcement agencies and militaries around the world. This ammunition is new production, non-corrosive.
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Gauge: 12
Shell Length: 2-3/4"
Slug Type: Special Sport (rifled)
Slug Weight: 1 oz
Ballistics Information:
Muzzle Velocity: 1345 fps
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Alan Wong's New Wave Luau
Recipes from Honolulu's Award-Winning Chef
By Alan Wong; John Harrisson; Danna Martel (Photographer)
(Ten Speed Press, Hardcover, 9780898159639, 224pp.)
Publication Date: June 1, 1999
List Price: $35.00*
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"From the Trade Paperback edition.
JOHN HARRISSON has co-authored cookbooks with many of America's leading chefs, including Mark Miller, Roy Yamaguchi, and Hubert Keller. He lives in Hawaii.
ALAN WONG is regarded as one of the best chefs in Hawaii. A winner of the 1996 James Beard Foundation's award for Best Regional Chef for the Pacific Northwest, he trained with legendary chef André Soltner at New York's Lutèc before opening his own restaurant in Honolulu.


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NSA's slides leave a lot to be desired, according to at least one designer. (FCW graphic)
According to one presentation deck making the rounds, the National Security Agency's biggest transgression is not its massive data-gathering efforts. It's the painful aesthetics of its PowerPoint slides describing the Prism program.
In a presentation posted to Slideshare, Paris-based designer Emiland De Cubber wrote: "Dear NSA, you can do whatever you want with my data. But not with my eyes. Those slides are hideous."
De Cubber goes on to recreate several of the now-famous slides with significantly more polish. Check out the full presentation below:
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Original recipe yields 4 servings
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Wish I could split the rating on this because the topping was so delicious, but the meatloaf itself needed some serious help. There are virtually no seasonings listed in the recipe which is rath...
I have no idea how i can mess up a simple meatloaf recipe but for some reason, the texture of this meatloaf was that of liver. I, like the other reviewer added a lil pineapple to my meat mixture...
This was an absolute hit in our house - followed recipe exactly and wouldn't change a thing!! Thanks for posting


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