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This course contains the basics of Strategic Brand ManagementCourse introduction
Brand turnaround and rejuvenation
Because brands are assets, companies try to make them produce earnings as long as possible. They do not believe in the brand life cycle. This is why even though their sales may have come to a minimum, or even after a number of years of inactivity, it is frequent to witness efforts to relaunch this activity. Investment funds and business angels are fond of sleeping beauties, brands whose name still evokes resonance in our memory.
There are good reasons for that. As assets, these brands are still endowed with brand awareness, attributes, beliefs: it is less costly to start from these premises than to restart from scratch. This is why, for instance, in 2003 Unilever relaunched Sunsilk shampoo for the third time in Europe.
Second, as old brands they capture a value enhancing emotion, nostalgia. Part of the past of many consumers in our ageing societies, they evoke the ebb of life and good times past. Some of these consumers may want to recapture these emotions, as a symbolic way to stop the passage of time (Brown et al, 2003).
It is necessary to differentiate clearly between a number of close and related concepts: an old product relaunch, a reinvention, an old product facelift and a brand revitalisation:
A lot of people are interested in brand revitalisation:
Although they may have ceased their commercial activity, brands do not immediately lose their assets. Learnt through time, their brand image is not erased from consumer's long-term memories. Indeed, after many years a brand can still evoke a number of positive or negative associations. What is lost however is the key brand asset: brand salience, the capacity of the brand to be evoked spontaneously in consumer's minds as soon as the need to buy the product type appears.
This is why belonging to the consumer 'evoked set' (or consideration set) is a key measure of brand equity, signifying both brand presence and its perceived unique relevance for that need.
Table below illustrates how brand equity decays over time. Brand X is a FMCG food brand in a very popular category (with almost 100 per cent penetration). Until recently, this brand was the number two in its market. Then it was bought by market number three, which immediately sold all Brand X's factories so that the acquisition of the brand paid off immediately. Most important, it discontinued its activity and as a result became the market number two in volume and number one in value.
Eight years after the end of any kind of commercial activity, the brand equity had not disappeared. Top-of-mind awareness had dropped from 13 per cent to 5 per cent and aided awareness from 86 per cent to 55 per cent. Interestingly, there are still 13 per cent of consumers who declare that they have bought it at least once over the preceding 12 months. This latter figure casts doubts on the validity of such indicators of brand equity in this FMCG category: it seems to be a mere reflection of spontaneous awareness.
How brand equity decays over time
How much would this brand be worth if its owner decided to sell it? Not far from zero. The owner would never take the risk of selling it so that it could be revived in its own market. Out of this market, it is just a name with faded remote credentials: there will be no buyer. Could the owner itself revitalise that brand? Probably in specific segments or niches. As far as the mainstream market is concerned, a return to the shelves would be impossible.
They are now overcrowded, first by private labels, and second by the few remaining producer's brands, which have become megabrands. Typically, a shift of channel would be possible. For instance, a drink brand might be sold via on-premise distribution (for consumption in canteens and business restaurants), if this were a channel where it could add value without meeting fierce competition. Channel and use changes are a classic form of revitalisation for this very reason.
This example illustrates a fact too often overlooked: the value of a brand does not lie in its assets, but in the ability of a company to make a profitable business with these assets. After eight years of inactivity the whole commercial environment will have changed. Nature abhors a vacuum, and business does too. As soon as the brand disappears from the stores, the shelves are filled with other products from other brands, including the distributor's own brand.
In order to sell the original again, they would need to be displaced. It costs a lot to induce the modern distribution to reallocate space for a comeback, with very little guarantee of success. A brand is not enough to stage a comeback, one needs an innovation.
It is clear why it is essential to prevent decline, and how a brand loses value after a period of inactivity. But what are the factors of decline?The factors of decline
When a company ceases to be interested in its brands (thus creating a lack of innovation, advertising or productivity), it can expect the consumer also to lose interest. And if the brand loses dynamism, energy, and shows fewer and fewer signs of vitality, how can one possibly hope that it will arouse passion and proselytism? Apart from these rules, which are so basic that it is astonishing that they can be forgotten, there are some factors that accelerate decline. These will now be studied.
When quality is forgotten
The first and surest road to decline is through the degradation of the quality of the products. The brand ceases to be a sign of quality. Economic factors oblige companies to cut corners with regard to quality, albeit in minor steps, and unfortunately, far too frequently. For instance, when l'Oréal bought out Lanvin, its leading perfume Arpège was a mere shadow of its former self.
The fragrance had originally been made up of natural oils but by then included a fair amount of artificial ingredients. The bottle had even lost its round shape. Consumers around the world were conscious that they were no longer respected since Arpège had been so badly mistreated. L'Oréal's first step was to give back to this perfume the case, the bottle and the ingredients of the quality that it deserved. This task, which was not spectacular but was expensive, was absolutely necessary. It enabled contact to be re-established with the consumers who had been forsaken, and the rebuilding of acceptable foundations for the brand.
Beware of non-significant differences
The change in the level of quality of a product is rarely abrupt, but results from the insidious logic of statistical tests. Each change is tested against the product's previous version: if consumers have a lower opinion of the changed product but statistical analysis reveals that the difference is not significant, the company will not hesitate to carry out the change to provide a source of financial savings.
The problem entirely rests with the expression 'significant difference'. All the decisions are based on the so-called 'alpha risk threshold' (generally 5 per cent). As long as the difference observed in the sample, just due to chance, affects less than 5 per cent of the cases, it is declared non-significant. In sciences, the aim of this high-risk threshold is to avoid taking for real a phenomenon which would not exist in reality.
The problem is that in marketing, it is the 'beta risk' that should be taken into account, the aim of which is to avoid considering as false a hypothesis that is in reality true. For, through modifying a product even by the smallest amount which each time has been declared 'non-significant', a considerable risk is taken. Consumers are not fooled. They avoid the product, then abandon it, even sometimes spreading by word of mouth a very negative opinion. From then on, any modification of the product must be approached with caution if it is rated below the standard product, even if the difference is said to be non-significant.
Missing the new trend
The third factor of decline is the refusal to follow immediately a durable change. Thus Taylor Made, for a long time the world reference for golf clubs, did not believe the gigantic head launched by the Callaway brand under the suggestive name of 'Big Bertha' would catch on. By clinging to a different conception that was more demanding for the average player, ie for the majority of the market, Taylor Made suddenly lost its leadership. In the same way, Banga orange juice continued to believe in glass bottles when the market, following the market leader Oasis, turned towards plastic.
In 2001, according to Zandl, a specialized US marketing research company, the jeans was still number one in the youth clothing preference. However, young people now quote 112 different brands as being their 'preferred brand for jeans'. The market has become fragmented, a challenge for Levi's, whose image and sales are very much associated with a mono-product, the 501.
Fragmentation led tribes, small groups to prefer new types of jeans, more adapted to new usages, and new brands. A lot of new competitors filled niches. Pepe and Diesel addressed the urban rebel, 'For us by us' and underground streetwear. Gap also became a major player. Levi's had expressed disbelief in streetwear and neglected the rappers and gliders, who are in fact the opinion leaders of the new youth. Tight 501s are totally unadapted to skateboarding and rollerskating.
Skaters wish to wear an XXXXL rolled up their knees, and rappers like multi-pocket trousers. On the other end of the spectrum, girls desired Tommy Hilfiger and Polo jeans, not to speak of Armani and Versace jeans. It was clearly the end of the mass market. Levi's had not foreseen it, and worse, it had not reacted when the trends were there.
The mono-product syndrome
Still at the level of product policy, the brands associated with a single product are more vulnerable. They risk being carried away by the decline of that product. This again is part of what happened to Levi's, with its too-long association with the mythical 501. Wonderbra is another clear instance of a brand that fell into the mono-product trap.
Who has never heard about Wonderbra? Very few, either women or men. Although the product is in fact comparatively old (it was invented in Canada in 1953 by Canadelle Corp), its real launch in Europe was quite recent (1994). Sara Lee had bought the company and gave Playtex the responsibility of launching the Wonderbra in Europe. The fantastic advertising campaign ('Hello boys') and accompanying publicity made this innovation famous.
The brand helped women who felt they had small breasts look more sexy and gain self-assurance as a result. It created a new segment. In 1995, 5 million units were sold in Europe, and 86 per cent of its consumers were less than 35 years old. Now where is Wonderbra? Still trying to find pathways for growth, if not prevent decline. Despite an aided awareness level of 70 per cent, its goodwill has come close to bad will in some countries, in the trade channels.
After the peak sales of 1995, sales started to decline. Competitors with known brands entered this segment too.
The problem was that Wonderbra became associated not with a brand but with a product, and its brand name became a generic name: people spoke of 'the wonderbra'. This highly technical product (it had 42 parts, and needed a specific manufacturing technology) was much adored inside the company. Everyone was very proud of it. Where to go next? If innovation is the key to market penetration, a brand has to become more than a name of a product.
But Wonderbra did not innovate sufficiently, and consumers did not repurchase its products. Today, 61 per cent of Wonderbra consumers possess only one Wonderbra. They wear it for special occasions, and rarely on weekdays. Wonderbra might instead have capitalised on its sexy positioning but offered new products based on different reasons for purchase. The very same benefit could have been expressed using different materials or shapes. Instead it remained too narrow, preventing the consumer from moving freely within the brand.
Another difficulty was the global management of the brand. New models were designed essentially for the UK, its leading European market, because of an excess of centralisation at Playtex (Sara Lee). The management did not recognise that the tastes and wishes of Italian, French and Spanish women were not those of English women. As a result European sales became one-country sales.Distribution factors
The relationship with a distribution channel can be a factor of decline if the brand does not live up to the new expectations of it. Because companies such as l'Oréal developed particular brands for supermarket distribution, such as Plénitude for cosmetics, Vichy's status in the field of pharmaceuticals is under threat. Consumers who go to a chemist shop to buy such products expect from them a higher level of quality as befits the laboratory guarantee.
But over time, Vichy had become a generalist brand more focused on life-style than scientific quality. It found itself, in 1995, carrying products which no longer corresponded with the products which consumers wanted to buy in a chemist shop. Vichy's survival was contingent upon a qualitative upgrade of all its products and its repositioning on the benefit of better health through the skin.
Other brands have collapsed because they have allowed themselves to become trapped in a declining distribution network. The recent rise of large liquor stores in Japan, at the expense of small convenience outlets, has caused the immediate decline of all the brands lacking a sufficient level of public awareness. In small outlets, they did not need it: the store owner pushed the brand, sold it to his clients. In modern distribution the brand has to sell itself, it needs market pull.
Weak communication creates a distance
Finally, communication can accelerate the decline of brands. Beyond the obvious fact that ceasing to advertise means ceasing to exist in the market and ceasing to be a key actor, the sensible management of communication consists of modernising the signs, but keeping the essence.
If the daughter brands are too much in the spotlight, the mother brand can be adversely affected and give the impression that it is in decline. This happened with Dim, a Sara Lee hosiery brand. Although the brand was by far the main advertiser in its hosiery market, and even in the textile market in general, it seemed to be declining, less active. Such an imbalance between the actual share of voice and the feeling of loss of energy felt by the market worried the management of the Sara Lee group.
In fact, the diagnosis was clear: the promotional tactics of the daughter brands had been carried so far that they had fragmented Dim's image. Indeed, it was appropriate to clarify Dim's wide range by attributing names to different products which did not propose the same customer benefits, hence the appearance of Sublim, Diam's and other lines. On the other hand, this measure produced a dispersion of the Dim image, even the disappearance of Dim to the benefit of the daughter brands.
The first symptom of this condition was the packaging. There was no longer any homogeneity between the different packagings, and the mother brand appeared in a minor endorsing role in variable places. Moreover, in the context of the organisational change, further divisions had been introduced (tights, lingerie, men's items). Unfortunately, there was no longer anybody in charge of coherence between the divisions and of the defence of the Dim mother brand's capital.
Finally, since the Dim logotype only appeared clearly on bottom-end products and was concealed on advanced products, this increased the perception that its quality had declined. At the same time, the market was moving towards opaque tights, a more durable and more top-end product, which could easily make Dim the symbol, not of today's woman, but rather of a poor quality.
In order to correct these dangerous impressions, Dim undertook to increase the added value of all its products, including the basic product, to upgrade all its packagings, to return the status of source-brand by replacing the first-name brands under a visible umbrella, and to clearly advertise 'Dim presents the new Diam's' instead of 'This is the new Diam's by Dim'. (This example illustrates, in passing, a tendency which is fatal for a brand: its systematic distance from the best new products, thereby confining it to an offer which is static, obsolete or old-fashioned.)
To complete the story, it should also be mentioned that, in parallel with the excessive exposure of the daughter brands, the Dim brand had been extended to leisure and indoor clothing. This created an added danger for the brand, that of dilution. By leaving its field of competence (everything which is worn close to the body) to enter the sector of regular clothes, its added value became less tangible. The existence of clothes with a Dim label without any tangible added value could only raise doubts about the brand's actual contribution, not only in this new market, but also in its basic markets: tights and lingerie.
So, in the context of Dim's renewal plan, an end was put to this extension, which was causing the dilution of the brand's capital. The priority was to return Dim to the field in which it was recognised to have expertise. The history of ready-to-wear clothes contains too many examples of brands which have abandoned their initial concept to experiment with new extensions and so lose their identity. This has been the case with Newman, which can no longer be associated with a typical product, of Marlboro Classics which has moved away from its founding style, and so on.When the brand becomes generic
The highest degree of dilution of the brand's added value occurs when the brand becomes generic. The brand is considered a descriptive word, part of everyday vocabulary with no distinctive properties. The classic examples are well-known: Scotch, Kleenex, Xerox, Nylon, Velux. What causes a brand to be reduced to the point of becoming generic? The abandonment of any communication on the brand's specific nature and purpose can cause its decline. Thus, any dominant brand of a new product risks becoming a generic name. This can be prevented by taking certain precautions, for example:
It is frequently said that a brand is ageing, shows signs of ageing or seems aged. This impression may be felt by customers, noncustomers, suppliers, distributors or employees themselves, who acknowledge a difference between them and their competitors. Ballantines, Martini, Black & White, Club Med, Yves Saint Laurent and Guy Laroche have all been described as ageing.
The concept of ageing has in fact two different meanings:
What is it that produces these impressions of ageing? Most of the time these impressions are well founded: the brand no longer seems to belong to its time and has lost its inner energy.
Many brands allow themselves to be associated with the products of another age. With the acceleration of time, the notion of another era now refers to a close past. In all markets dominated by technology, obsolescence can occur very rapidly. Little can be done for brands linked to a dated technology, or those which seem not to have kept up to date with progress or with the internet.
A brand can be 18 years old and threatened with ageing. The challenge for the eau de toilette Eau Jeune (ie Young Water), launched by l'Oréal for supermarket distribution, is to be still considered Eau Jeune by the next generation of 18- to 25-year-olds, but who are so different. If this brand had remained a single product, it would have disappeared. What symbolised youth in 1987 no longer symbolises it in 1997.
The point of view expressed by the brand on its market can also sometimes seem to be suddenly behind the new dominant values. As long as decisions regarding Playtex in Europe were taken in the United States, the brand never seemed to take into consideration the role of femininity in women's choices. Even though the products were of high quality, they were purely functional, that is based on the tangible problem of breast support. What was relevant in the United States was totally opposite to the way European women related to their bodies. In its tone and inflexibility, Playtex seemed to be addressing the mothers, not the daughters.
Although it was still the world's leading brand for shoes and ski bindings, Salomon recently realised that it was in great danger of ageing within a few years. In fact, Salomon, in the same way as Rossignol does, has represented the values of alpine skiing for half a century: effort, order, competition, gaining one hundredth of a second, beating all others by a microsecond.
The new generations no longer subscribe to these values: a counterculture, originating in the surf, is dominant on the slopes, bringing with it new sports and new values. What has been called the 'glide generation' has not learnt alpine skiing and probably never will. They instinctively practise snowboarding on the slopes in winter and roller-skating or rollerblading in the streets. They put as paramount values friendship and emotion: they eschew competition and the brands associated with yesteryear. They have elected their own gods: Burton, Airwalk, Quiksilver, Oxbow. All these brands are new and symbolise another vision of sport.
The lack of evolution in a brand's outward signs indicates its present lack of interest in attracting new customers.
Certain brands also come to a standstill because they remain associated with the same images. The fact that Yves Saint Laurent seems more dated than Dior or Chanel is connected with the omnipresence of the ageing creator himself and association with Catherine Deneuve. Lancôme was sensible enough to bring in younger and international stars.
As for the clientele, the loss of direct contact with young people is the surest symptom of ageing. This is what differentiates Johnnie Walker from Jack Daniel's or Martini from Bacardi.
Without necessarily having to appeal to young people between the ages of 20 and 25, the brand should always be attractive to tomorrow's consumers. The buyers who are today in their forties will modify their functional expectations when they reach their fifties. But they will also like to show that they have not changed by staying with their usual brands. They will refuse to support the ghetto brands which signal their entry into old age.
This is why Damart's future depends on its image among 45-year-old men and women even if its marketing is rather targeted at the 55-year-old senior consumer. Damart has to work on the evolution of its image, not of its target clientele. To do so, they must improve their image so as not to appear a last-frontier brand. This is why, besides the modernization of their main product, underwear, they have left behind their old methods of distribution: some department stores now have a Damart lingerie department next to Playtex, Rosy or Warner. Damart also advertises products that cross the generation barrier, allowing them to dissociate their image from one based merely on age: thick and coloured tights are just as appropriate for a young girl in a short skirt riding a motorbike as they are for skiers and autumn hikers.
Through these significant actions, they address their future customers and put an end to the stagnation of their clientele, for in 1990 Damart was attracting hardly any new buyers, but was selling more and more to loyal customers.
As has been noted, keeping in touch with young people implies a cultural revolution among management. The efforts to be made may seem huge to an older internal team who often do not appreciate the danger they are facing as their own reference points always seem secure. Finally, with consumers living longer, the effects of the clientele's ageing may pass unnoticed. The decline is slow and never spectacular. But unfortunately, as with a cancer, without an obvious sign of decline to react rapidly to, it may sometimes be too late.
To make the radical internal changes required to energise an organisation which has aged with its own reference points, there should be no hesitation in rejuvenating the entire management with younger people. The revitalisation of brands always starts with a major work of internal rejuvenation.Rejuvenating a brand
How should one rejuvenate a brand? How can a declining or a past brand revive? How do you recreate a durable growth for a brand that has for long been declining? Although there exist a wide variety of situations, the goal is the same: to bring a brand back to life. This leads to the core question, what life? Whose life? As a rule, it will rarely be the same as formerly.
There is a big difference between respecting one's roots and cultivating the past. Revitalisations, revivals are based on an updating of the overall offer of the brand while staying true to part of its identity. Revival means aiming at a new growth market. The brand must find a new relevance and differentiation.
The term 'revival' of a brand is not quite accurate since it always implies a change in the product, or in the market, or in the target market. It is a relaunch but not necessarily among the same people as before, or in the same distribution channels, for the same uses, or whatever. With time the consumers, the markets and competition will have changed.
Redefining the brand essence
Even forgotten brands have an internal meaning, a domain of legitimacy to be exploited. The first task in a brand revitalization is to understand which values of this brand still have a high relevance, and which have lost meaning. Burberry rediscovered its DNA: the ability to epitomise the classic eccentric dandy in English fashion. Old brands have disseminated bits of associations in people's memories, even among non-customers or newer generations.
These weak memories act as a 'humus'. It is important to analyse this humus. What is left about the brand essence? What are the potentialities emerging from it? What market opportunities could be met? It is useful to analyse this as shown in Figure below.
Analysing the potential of an old brand
As a rule, declining brands have few positive salient evocations, or these evocations are generic and lack differentiation. The real potential usually lies in the latent associations. It will be the role of marketing to choose the right set from among these buried positive associations. Then the brand will have to embody them in new products or services and channels aimed at the new target.
Revitalising through new uses
The revitalisation of a brand usually follows new paths that are very different from those that led to its initial success. If there has been a decline, it is because these paths did not lead to any new demand or pocket of growth.
Revitalisation involves establishing new parameters for the brand. Since its original consumers are no longer able to ensure its success, it has to attract a new clientele, develop new user occasions, new distribution channels and new consumer networks.
Brandy is a classic example. It is typically associated with the 'after-dinner' and 'connoisseurs enjoying a brandy together' type of occasion, an image and occasion that have been responsible for a massive decline in the volume of brandy sales worldwide. After years of decline in the face of competition from white spirits, which are much easier to drink and much trendier (Bacardi, Absolut, Seagram's Gin and so on), brandy sales have recently soared in the United States.
But with one major difference – 50 per cent of the volume of brandy currently consumed in the United States is consumed by the black community, which represents 12 per cent of the population. It has become the favourite drink of African-American males, within the context of a lively social situation, where status value is essential. They ask for Martell or Hennessy, as well as Thackeray (gin) and Crystal Roederer (champagne).
To target a new consumer group, a company must be ready to call its traditional marketing into question and define an optimum marketing mix for its new target group. The process begins with new customers, their life-style and new occasions on which the product is consumed or purchased. Innovation is therefore central to the revitalisation of old brands.
Revitalising through distribution change
In fact, it seems that a classic revitalization strategy is to use known brands in different distribution circuits. For instance, a supermarket food brand could be moved to a channel that rests on 'push' marketing rather than 'pull' marketing. This is why one sees many formerly famous brands in canteens, or office restaurants for instance. It creates value in the eyes of the clients (more than an unknown brand or a private label) and these brands are cheaper than well-known leading brands.
The obverse is also true. One company has specialised in purchasing old medical products, with 100 per cent aided awareness, that are little prescribed these days. Some of them have become generic names. The strategy consists in selling them on the shelves of supermarkets, where their name triggers immediate recognition and trust.
Revitalising through innovations
Barely 10 years ago, Mercedes was under threat. The brand had certainly gained international acclaim, but the signs were nevertheless worrying. In California, where new consumer trends are created, Mercedes was no longer an aspirational brand. It had been replaced by Lexus, the top-of-the-range brand from Toyota. And in Europe the average buyer of the smallest Mercedes of that period, the C-Class, was 51 years old.
Clearly Mercedes was becoming a brand for older people. The company's CEO made a harsh but accurate diagnosis: either the brand remain as it was and the company would go bankrupt (like Rolls-Royce) or it would have to evolve.
The first step was to re-establish the conditions that would create a favourable economic equation – the company would have to produce 1 million vehicles to lower production costs to an acceptable level. The second was to attract a younger clientele – they could not be left to the competition until they reached 51! To do this, the company had to break with the standard design of all Mercedes cars for the previous 60 years.
This is why the event that revitalized Mercedes was the launch of the A-Class. This little car, which was in direct competition with the Volkswagen Golf, was the brand's new 'prototype' in Europe. It departed from the traditional Mercedes image on two counts – it had front-wheel drive and a completely different design. However, it still had the interior space of the C-Class and the safety of the E-Class. In fact, it currently accounts for 30 per cent of Mercedes sales in Europe. Above all, it has attracted a younger clientele (with an average age of 37), more women and the style conscious.
In the United States, the new Mercedes prototype is the luxury 4 × 4 M-Class, which has re-established contact with the trendy set of California and elsewhere.
To target even younger consumers, the beautiful CLK Roadster was deliberately positioned at an attractive price. Its beauty, sensitivity and design are now part of the new Mercedes brand contract. Of course, any form of extension modifies the original brand, and Mercedes is no longer an exclusively luxury brand. The new Mercedes management is more segmented, more attuned to the needs of its consumers and their life-style. The brand regularly renews its status as the world's leading car manufacturer via its top of the range models, of which the S-Class is the symbol.
Revitalising through segmentation
To revitalise Burberry, Rose Mary Bravo knew she had to segment the lines and sub-brand them. Burberry London is a modernized offering for the classic clients. Burberry Prorsum is very fashionable and modern. Thomas Burberry is aimed at teenagers. The first segment ensures cashflow and makes it possible to take a risk on cash-demanding fashion stores.
Revitalising by contact with opinion leaders
Why did Hush Puppies become fashionable again in the United States in 1993 (Gladwell, 2000)? Because East Side Manhattan fashionistas found them cute and appropriate for their quest of permanent differentiation.
Ageing brands have generally lost contact with the trendsetters in their category, the tribes that prefigure change. Advertising and product innovation will be of no help without the active support of these trendsetting tribes. It is not easy to make friends again with people one has not called for years, during which time they have been seduced by the competition, including new entrants. In addition the ageing brand is held as an icon of the past, and may attract bad will, not goodwill.
The task of recreating proximity through direct contacts and shared emotional experiences will be difficult, but it is an essential part of any comeback. Salomon, which had lost contact with the surfers who were its future market, had to create an internal cultural revolution, changing its management and hiring young people who were likely to be able to recreate the lost connection.
Apple had lost contact with today's new trendsetters, who are no longer advertising agencies, but the kids seduced by Napster and whose use of the internet is now mostly to exchange music within their virtual tribe. Ballantines, formerly at Allied Domecq, realised recently that it too had lost all contact with youth. Managers more concerned with their own fate in the midst of mergers and acquisitions in their sector concentrated on the brand's core clients, not the future clients.
They forgot that sustaining brand equity means addressing current and future business alike. For instance, in 1995 brand equity monitoring showed that in some European countries, brand spontaneous awareness among 18–24-year-olds had dropped from 47 per cent to 13 per cent in seven years.
It is not possible to get out of this dramatic problem just by changing one's advertising. Sometimes creating a new product is needed, because in between, everything has changed: consumers, their habits, the competition, places of consumption and so on.
Regaining contact is a preliminary. A brand is not a product with a name, it is a relationship. After years of indifference, not to say neglect by Ballantines, the brand had to reconquer the lost relationship. It might still have been number one in some countries, but that was because of a core of frequent buyers, all ageing. Benchmarking the best practice of Pernod- Ricard, the brand decided to invest massively in Europe, and also in South America, to reconquer proximity by contact. Targeting is crucial: what key tribe? The management identified snowboarding as representing the core values of the new generation.
In cooperation with the International Snowboarding Federation, which was fighting against the International Ski Federation, it sponsored all alpine snowboard events, and created a night event in discos. However, to be effective today at regaining contact, sponsoring must go far beyond just stamping the event with the brand name everywhere. The brand must be at the centre, or a key ally of the event.
Step two entailed recognition that urban youth was the target. Ballantines decided to bring snowboarding to cities through the 'Ballantines Urban High' Tour. In the middle of capital cities from Berlin to Rio de Janeiro, or on their beaches, Ballantines had a huge ramp built, covered in artificial snow, to host three-day national contests to find the best freelance snowboarders.
The contest was preceded by country-wide selection phases, thereby creating a mounting buzz through word of mouth. The event fuelled involvement. The first event of the series took place in October 1995 in Berlin, symbolically at the Brandenburg Gate (which used to be the only gate in the Berlin Wall where people from the former East Germany could come through to the free West).
Because among young people everything goes together, during the contest there were an open air concert (with the group Prodigy), grunge fashion shows, and night-time promotions in all the city's discos around snowboarding themes. In addition for the cream of the cream, Ballantines created Ballantines orbit, a huge mobile tent, with restricted invitation to those perceived as style leaders to listen to live techno music. After Berlin the tour went on to Prague, Milan, Moscow, Rio de Janeiro – it still goes on.
The lessons that can be drawn from this case are that proximity today means bumping into the lives of the target group, not just being there. A multidimensional event was created, merging fashion, sport, music, dancing, entertainment and video games, showing a high level of investment, and a very good understanding of the target audience's desires. A special logo was created, Ballantines Urban High, which could eventually become a label for licensed products (a clothing line, T-shirts, music and so on), certainly a website, and why not a franchised store chain in the future?
The event was well prepared for through the selection phases and brand presence across the country,. The budget commitment was high (about s600,000) for the Berlin event, which was attended by 100,000 young people (so it cost s5 per person for a contact that should create a long-lasting emotional memory and involvement with the brand).
Revitalisating through 360° communications
When Chivas was declining worldwide, its advertising said defensively, 'When you know'. In a major turnaround, Chivas 18 now promotes the 'Chivas life'. Its identity is rich and generous, its positioning sells an appetite for life. This new platform is expressed through 360° via global advertising, but also major events, parties with celebrities, partnership with luxury resorts worldwide, not to mention product placement which contributes to making brands 'cool'.
Changing the business model
Once in a while daring entrepreneurs buy an old and ailing brand and decide to revitalise it. It also happens that big groups do so. What is often presented as a brand revitalisation is actually a change in the business model. By benefits is meant financial benefits, economic value added (EVA) once the cost of capital had been paid. What makes an ailing brand more valuable is the new business model on which it will rely.
For decades l'Aigle, a former subsidiary of Hutchinson, was known for its rubber boots. Its name was also its symbol: it came directly from the American Eagle. It had become a cult brand among fishermen, hunters, nature lovers and country landowners. But Chinese imports and modern distribution created too many problems, the company went broke, and it was bought in an LBO. Now there are Aigle stores opening everywhere in the world.
Has the brand changed? In name terms it has lost a letter, moving from l'Aigle to Aigle, gaining simplicity and internationality. Most important, it moved from a boots brand to a leisurewear brand, whose prototype (most symbolic product) has moved from the rubber boots to a parka, a solid product, as the main value of the brand commands. The vintage rubber boots are still there to nurture the myth, but business grew through the new prototype. There are a lot of benefits in this change of business model:
This example is a reminder that too often the success of the revitalisation is attributed to 'the brand' as a short cut, because there is a lack of information on the company itself, the strategy, the back office. Certainly the brand reputation was an invaluable asset, but that asset was worth nothing as long as it was not supported by a valid business model.Growing older but not ageing
Louis Vuitton is 150 years old! It is also the most fashionable luxury brand in Asia. One way of understanding revitalisation is to consider brands that have not 'aged'. How have they done it? Typically, the brands that have defied the passage of time have adopted a dual logic, as illustrated by Nivea and Lacoste. To follow their example and stay young, a brand must implement three types of initiatives towards the product. These can also be used as a model for relaunching a brand.
Facelifting, reinventing and innovating
The management of a brand involves maintaining the present (what the brand is now) while at the same time working for the future. It is the present that constitutes the source of income and therefore allows the development of the growth products of the future. As shown in Figure below, in order to stay young, a brand must implement three types of initiatives at the same time:
Sustaining brand equity long term: dual management in practice
Actively seeking out new types of behavior means opening up to the idea of exploring new distribution channels, since new behaviour is often linked to new places and situations.
These innovations also provide an opportunity to launch new and truly groundbreaking publicity campaigns, both in terms of their basic structure and especially their style. In this way, the brand sends out clear signals that it is reinventing itself. At the same time, these campaigns aim to launch the business of these innovations, just as they would for any new product.
Detecting the symptoms of ageing brands
Brands are built by the sum of all their behaviours creating value at contact points with customers. This is why brands should regularly monitor their behaviour. There are many sure symptoms of a brand dropping off, and they can be grouped into seven main types.
Insufficient preparation for the future
Insufficient dual management
Insufficient capacity to capture growth pockets as they emerge
Insufficient relevance
Insufficient vitality at contact
Insufficient self-stimulation
Insufficient staffing
Back to the future
Often a brand's decline is tied to forgetting the brand's mission. Little by little small adjustments have been added to the strategy, and cumulatively they have led the brand astray. This is how heavy discounters become less heavy discounters, luxury brands become less luxurious, feminine brands become less feminine and so on.
'Back to the core' is a classic revitalising strategy. It does not mean being obsessed with the past, but if the early vision and mission are still valid, trying to come back to it while acknowledging that the product itself may need to be updated.
Many groups act preventively by regularly checking the relevance of their identity and the fact that the operations are actually in line with this strategy. For instance, at Decathlon, as soon as operating margins get higher, the alarm bell rings.
Decathlon's deep culture focuses on making people happy through sport and physical activities. This is achieved through a remarkable policy of providing own brands with the best performance/price ratio on the market. Higher margins seem to indicate that this ratio is becoming less exceptional than it should be.


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The Craibstone Suites - Aberdeen - United Kingdom
The Craibstone Suites - AberdeenThe Craibstone Suites
Address: Bon Accord Square
Scotland, AB11 6DJ
Phone Number: +00441224857950
Geolocation: 57.142635, -2.106877
The Craibstone Suites Rates & Reservations
- Book your room
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The Craibstone Suites Reviews
The Craibstone Suites average rating
9.0 out of 10 based on 1 user review.
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Check Availability and Book Now....
If you experience any problems with the above search please click here
The Craibstone Suites - Aberdeen Description
Ideally located in the prime touristic area of Aberdeen City Center, The Craibstone Suites promises a relaxing and wonderful visit. The hotel offers a wide range of amenities and perks to ensure you have a great time. Service-minded staff will welcome and guide you at the The Craibstone Suites. Guestrooms are designed to provide an optimal level of comfort with welcoming decor and some offering convenient amenities like heating, desk, telephone, television, kitchenette. The hotel offers various recreational opportunities. For reliable service and professional staff, The Craibstone Suites caters to your needs.
Bookings made after 9:30 PM will not be allowed to check in on the same day.
The Craibstone Suites - Aberdeen classifies itself as a 4 star hotel.
N.B. Please note that the star ratings are interpreted generously by the hotels in many countries.
N.B. Please note that the star ratings are interpreted generously by the hotels in many countries.
The Craibstone Suites - Aberdeen Facilities
N.B. Please note that these are considered correct at the time of publishing, but may no longer be available. If any of the facilities are absolutely essential for you please check when booking. Please do not assume that all are included in the room rate.
The Craibstone Suites Hotel Facilities
- Car Park
- Dry Cleaning
- Express Check-In / Check-Out
- Free Wi-Fi in all rooms
- Laundry Service
- Luggage Storage
- Newspapers
- Wi-Fi in Public Areas
The Craibstone Suites Room Facilities
- Non Smoking Rooms
Online Reservation - click here
reserve your discounted The Craibstone Suites room now!
reserve your discounted The Craibstone Suites room now!

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text: When I was a child I loved all fruits and vegetables. I remember my younger brother didn't like pickles on his sandwiches or burgers. I had no problem eating them for him until he started to get older and decided he no longer disliked them but actually loved them. Our taste buds change they grow, they adapt and as we get older we learn to enjoy the new and different tastes. Map of france with cialis growing up my parents would expect us to at least try something twice because the first time your taste buds might reject it if it's new and you've never tasted that taste before. This brings me back to when map of france with cialis I was about eleven years old and my Dad had what seemed to me at the time a HUGE jar of pickled artichokes. Dad was enjoying some for a snack and asked me to try some. I did and I remember thinking - "Yuck! How could he like these?" I ate it but wasn't to thrilled about it at the time. After this my Dad encouraged me to have some again, I did and several times after that. Time had passed and one day I asked my dad why he never bought those one things in the huge jar. haha. He wasn't sure at the time what I was talking about an I hadn't remembered the name but once we figured out what it was I was describing he chuckled and said "oh the artichokes. . . so, you've decided you like them after all huh? Sure we can buy them again". Ever since I have loved Artichokes pickled or fresh and every time I take a bite of them my taste buds are in heaven and think about this story. My point in all this is that if we incorporate the good stuff now and introduce a rainbow of colors in our kids diets they [map of france with cialis] will see, taste and learn to enjoy the good stuff. I have two young children and I always try to do this because I know it will be beneficial to their health. For a while my son who is six years old would always want to pick out his bell peppers and I would encourage him to eat them with other things on his plate. He would an low and behold now he loves them! I always make sure to praise my children's choices when they do eat well. In our home we don't buy what would be considered unhealthy treats, snacks and foods. We grow most of our own veggies, I try to buy organic if possible and keep fresh whole foods in our home. But if we are out to to dinner or at a friends/family members or some place where they may not have the things we have at home. I'm always a proud mama when I see they choose to eat things that are on the healthier side. As I know they may have had the option to grab something that wasn't so healthy. Let's try to teach our children to pick the healthy choice when they're on their own. We can do this by keeping snacks, breakfast, lunch and dinners full of fresh wholesome food with lot's of color! Red: Tomatoes, Radishes, Apples, Red Pepper, Raspberries and Strawberries Yellow: Lemons, Summer Squash, Pineapple, Yellow Pepper Green: Kale, Broccoli, Collard Greens, Spinach, Limes, Kiwi and Avocado Orange: Carrots, Yam, Squashes and Pumpkin White: Cauliflower map of france with cialis, Parsnips, Mushrooms, Garlic and Onion Blue/Violet: Blueberries, Eggplant, Grapes and Red Cabbage SOURCE: HS


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The Distance between Patna to Darbhanga is 272Kms by road. With a total of 2, redBus offers options to choose from 1 operators for Patna to Darbhanga route. Abp Travels operates the maximum number of services from Patna to Darbhanga route. Patna to Darbhanga bus timings vary with different operator, it takes around 4hrs 20min to 4hrs 45min to complete this journey depending on the operator, type of bus and traffic conditions. The buses start from 04:40 PM to 10:30 PM in the night, which provides the flexibility to the customer. The lowest Patna to Darbhanga bus fare being Rs.220 and the highest being Rs.220 depending on the type of bus.
Travelling from Patna to Darbhanga can be comfortable and easy as there are many types of buses available for travellers. Different type of buses are available in this route like A/C push Back Seater. Now that redbus has tied up with many operators, booking tickets from Patna to Darbhanga has become very easy.
Patna, the capital of Bihar, is considered to be one of the oldest continuously inhabited places in the world. Ancient Patna, known as Pataliputra, was the capital of Magadha Empire and was the seat of learning and fine arts. Situated on the banks of River Ganga, Patna is a well known Buddhist, Hindu and Jain pilgrimage center. Some of the important places to be visited in Patna are are Vaishali, Rajgir, Nalanda, Gaya, Bodhgaya and Pawapuri. All these places are included in the Buddhist circuit. Patna is also a sacred city for Sikhs as the last Sikh guru, Guru Gobind Singh, was born here. One can visit Kumhar and Agam Kaun which are the sites of the ruins of Pataliputra during King Asoka's time. Didarganj Yakshi contains remnants of the Mauryan Empire. Patna is an agricultural center of trade where cash crops like sugarcane, sesame, and medium-grained rice are exported.
The interior of Bus was not so good the vents of AC are broken and pipe for outgoing water are leaking and seats are good but push back systems are not working well....overall journey was quite good
Over all bus quality is very bad staff behaviour is not gud
Ac water leakage in the bus near seat no.14,15,16
Poor AC quality so Journey was suffocating Requested twice to adjust AC.. Not entertained Playing movie at full volume at 12 in night made journey more painful.. Staff has no manners is other low..


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TLC404 ~ Emboss the Edges ~ (11/19/12)
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joan ervin
Dirty Dozen Alumni
Join Date: Feb 2005
Location: Temple, Tx
Posts: 37,767
TLC404 ~ Emboss the Edges ~ (11/19/12)
Hello everyone...hope you had a wonderful weekend...they go by way to fast any more!!! Are you ready to get inky and a little messy???
I just love the look of embossing on the edges of an image or diecut. It adds a little dimension and in some cases eliminates the need for a background layer. Soooo our challenge this week is to
Emboss the Edges!!!
There are several ways to do this:
1. Use a Versamark pen or pad to ink up the edges of your image, designer paper layer, or die cut, add the embossing powder, and heat emboss.
2. Add ink to the edges of your image, diecut, or designer paper layer with a marker or ink pad and emboss with clear embossing powder.
3. If you don't have embossing powder you can add glue to the edges of your image, die cut, or designer paper layer and add glitter.
My Sample
Christmas Poinsettia
Remember when uploading to use
(no spaces)
You can view the entire
TLC404 Gallery here!!
Happy Stamping!!!
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Garmin vívofit Sleep/Activity Monitor - Step Counter, Calorie Counter, Distance Counter, Water Resistant, Time Function, Bluetooth, Slate, 0.9 oz - 010-01225-05Item#: GAM-102313519 | Model#: 010-01225-05
Currently Out Of Stock!
You May Consider This Alternative
Garmin vívofit Sleep/Activity Monitor Slate Product Details
Product Type: Activity tracker
Tracking Data: Distance, calories burned, activity, sleep activity, steps taken
Color: Slate
Type: Color
Dimensions (WxH): 1 in x 0.4 in
Wireless Interface: Bluetooth
Form Factor: CR1632
Run Time (Up To): 12 month(s)
Dimensions & Weight
Width: 0.8 in
Depth: 0.4 in
Weight: 0.9 oz
Preloaded Software: Time, Goal countdown
Protection: Waterproof
Included Accessories: USB ANT Stick, wristband (120 - 175 mm), wristband (152 - 210 mm)
Recommended Items
Product TagsVivofit
Manufactured by: Garmin International
Warranty provided by: Garmin International
UPC No: 753759119607
Mfg Part No: 010-01225-05
Box Size:
( Length:6, Width:2, Depth:2)
Shipping Weight: 0.2500 pound(s)
Dimensional Weight: 1pounds
What is Dimensional weight?
Click here for full warranty and support information
- Garmin International logos are registered trademarks of Garmin International. All others trademarks and copyrights mentioned herein are the property of their respective owners.


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The Friendship Baptist Church Choir of Danielsville will present the Christmas Musical "Emmanuel - Celebrating Heaven's Child" under the direction of Billy Jones at 11 a.m. Sunday.
The musical uses many well known Christmas songs such as "Angels We Have Heard On High" and "O Come, Let Us Adore Him."
The church's children play will be presented at 6 p.m. Sunday under the direction of Dennis Muller and April Watson. For more information, call (706) 795-3043 or (706) 202-7782.
Worshiping in Comer
Piney Grove Baptist Church, 241 Piney Grove Road, Comer, will observe its Christmas program at 2:30 p.m. Sunday with a performance showcasing its singing and dance ministry.
Also, Gholston Baptist Church, 45 Gholston Church Road, Comer, will have a Christmas morning service titled "Jesus is the Reason for the Season" at 8 a.m. Dec. 25. The Rev. Frank Hall and Springfield Baptist Church will be the guests.
Gholston Baptist will hold a "Watch Night" service at 10 p.m. Dec. 31. The Rev. Roy Wade Sr. and Mt. Zion Baptist Church will be the guests. Breakfast will be served.
For more information, call (706) 783-4237.
Also, at 8 a.m. Sunday, the Rev. Tim Peek, pastor of Ila Baptist Church, will speak to the Ila Mens Fellowship gathering for breakfast. For more information, call (706) 789-2251.
Christmas card time
The Madison County Library will host a Christmas card workshop for elementary through high school students, who are asked to bring their own materials or use the library's recycled Christmas cards, glitter, beads and buttons to make personalized cards.
The workshop will be held at 2 p.m. Friday, 11 a.m. Monday and 7 p.m. Tuesday.
© 2016. All Rights Reserved. | Contact Us


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Sign up today and activate a
by April Sanders
Even if you have a top-of-the-line mattress and an 800 thread count sheet set, your bed is not likely to be comfortable without the right pillow tucked under your cheek. Nothing ruins a good night's sleep like a bad pillow. Unfortunately, it's easy to underestimate the value of a good pillow. Not only do good pillows add aesthetic value to your bed, but they can also be the difference between a restful night or an aching back and neck. Pillows come in different shapes, sizes and firmness. Take a look below to learn how to pick a pillow.
Evaluate your sleep habits. Do you like to prop yourself up on a pile of firm pillows while you sleep? Maybe you prefer to sleep on your side, with a plump pillow snuggled between your arms. If you like to sleep on your back, a flat pillow is probably what you would prefer.
Determine your budget. The price of pillows can vary widely, so decide how much you're willing to spend before you begin your hunt. Specialty pillows, like those filled with Siberian down or buckwheat hulls, can be more expensive. You can find down pillows in a varity of price ranges.
Think about the size of your bed. Generally, the larger the bed, the larger the pillows you will want to buy. If you're going for a luxurious look, purchase some large pillows for a small bed. Some people prefer a lot of smaller pillows rather than a few large ones, however. Two king-size pillows will cover the top of a king-size bed, but you could also use one king-size pillow in a twin bed, if you like.
Consider your health. Firm pillows will support your head and neck and are usually recommended for people with back problems. Softer pillows don't offer as much support but are generally more comfortable.
Decide on your favorite filling. Many people love the feel of real down pillows, but others are allergic to them. Goose-down pillows are an expensive alternative but can still present allergy problems unless you splurge for a hypoallergenic brand. Most middle-of-the-ground pillows are made with polyester filling. The least expensive pillows are made with foam or poly-fill.
Shop Overstock™ and find the best online deals on everything for your home and your family. We work every day to bring you discounts on new products across our entire store. Whether you're looking for memorable gifts or everyday essentials, you can buy them here for less. Not just anyone's mobile outlet, your mobile outlet.O.com ® Ethical Pricepoints ™


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Charter Amendment Fight! Anti-Hotel Group Claims City is Deceiving Voters, Pro-Hotel Group Says Opponents "Screwed Up"
While it's admittedly wonkish, we elaborated yesterday on an important issue in the convention center hotel debate raised by Mayor Tom Leppert and the Vote No! crowd: The charter amendment written by attorneys from the anti-hotel group could jeopardize the use of economic development tools on other hotel projects.
Sure, the amendment allows for the adoption of tax increment financing and tax abatement agreements, but, depending on how you read it, it might restrict the expenditure of funds secured from such agreements. This essentially would prevent the city from assisting any future hotel projects, as Assistant City Manager A.C. Gonzalez described in a memo to council member Ron Natinsky posted at the end of the story.
Brooks Love, campaign manager for Citizens Against the Taxpayer-Owned Hotel, says it's "ridiculous legal hairsplitting" to suggest a TIF could be created but the funds could not be used.
"It's the equivalent of saying the city is authorized to buy police cars but prohibited from buying gas to operate them," Love tells Unfair Park. "The city is deceiving voters regarding the scope of Proposition 1, which is not surprising. As they proved during the Trinity campaign, the city will say or do anything to win."
We asked Chris Heinbaugh, Leppert's chief of staff, for a statement from the mayor regarding Love's comments. No dice on Leppert, but Natinsky was happy to send along this response.
The bottom line is they screwed up. But what do you expect when a billionaire tries to change the city's constitution to protect his special interest -- the Anatole?
Any layman can read the proposition the Crow group wrote and realize it simply allows for the creation of new TIF districts. It does not allow for the use of TIF funds and most certainly doesn't allow for the use of funds from existing TIF districts.
For instance, the historic Statler Hilton is a structure that almost certainly will need public support. That lies in the Downtown Connection TIF. Due to the bonds sold to restore the Mercantile, we cannot change the boundaries of that TIF. So if we had a proposal to save the Statler and turn it into a boutique hotel, TIF funds could not be used. And because of this self-serving proposition, almost every other tool is off the table as well.
When you write laws, you need to be succinct and clear; otherwise, you spend years in court sorting it out.
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- Platforms: PC, PS2, Xbox
- Developer: Reflections
- Publisher: Atari, NamcoBandai
- Genre: Racing
- VN:F [1.9.22_1171]User Score: 0 votes
- Add to MyGames
The DRIVER series chronicles the exploits of Tanner, a ruthless undercover cop and a fearless driver; DRIV3R sees him immersed in a global car theft ring. A mysterious buyer has ordered 40 stolen high performance cars. Tanner wants to know who the buyer is, and he intends to stop the deal going through; but he is always one step away from his cover being blown, and time is running out.
Following the massively successful console version, Driv3r for the personal computer features an all new level exclusive to the PC release. The level is set between 'Gators Yacht' and 'Trapped' and is called 'The Hit'. It features an assignation attempt on Tanner and a tense, hot pursuit which makes the most of Miami's waterfront location and the variety of vehicles it calls for. The PC version will also see additions in other areas including for the first time the full 12 minute long DRIV3R 'making of' movie
No News has been linked to this game.
There has been a lot of fuzz around Driv3r lately. Some say it is good while others say it is the worst. I thought it was time for a honest and impartial review that will let everybody know how the matter stands. After all, that is what Fragland is all about. Only one word is […]
1 – What is your name and position on the team? Could you give us a little background of your company? Martin Edmondson – Managing and Development Director of Reflections Interactive – founded by myself in 1984. We started created games on the BBC micro in the 80's but our most famous games have been […]
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Resident Evil: The Darkside Chronicles Preview
(Wii, PS3)
Even more Resident Evil nostalgia in the on-rails shooter genre.
You're reading an E3 2009 preview, which we've broken into three sections to make it easy to sift through during this week of convention madness. Check out E3.1UP.COM for all (meaning words, screens, and videos) of our E3 2009 coverage.
As before, Darkside Chronicles plays like a "greatest hits" compilation of scenes from those games, but with an increased emphasis on the horror. The camera is shakier, zombies appear at all angles, and the partner is often in danger. With those elements in place, Capcom hopes Darkside Chronicles will go a long way toward capturing the essence of the Resident Evil franchise for on-rails shooters.
What's new for E3? The E3 demo took place during the opening moments of Resident Evil 2 and featured the zombie-infested avenues of Raccoon City. Our partner on the show floor helped us cut through the horde of zombies, frequently pausing to shoot the undead off each others backs. Our skills with the Wii Remote weren't quite enough to carry us through, as we met our end shortly before what appeared to be safety.
What's our take? One of our biggest problems with Umbrella Chronicles was that there was a distinct lack of "oomph" in the weapons. We knew that the zombies were taking damage, but it was often difficult to tell when they flinched in the face of gunfire. It made for a unsatisfactory experience.
This is not an issue in Darkside Chronicles, where even the pistol feels like it packs a wallop against the legions of the infected. They jerk appropriately when hit by the pistol or in the case of the submachine gun and the shotgun, get thrown backward. As power-feeling weapons are one of the most basic ingredients in a successful on-rails shooter, their increased punch comes as a welcome relief.
It was also nice to be back in the streets of Raccoon City. Even better, we're pretty sure that this is the first time that the events of that game have been rendered in as high a detail -- that should be a treat for the franchise's legion of fans. It's not high-definition, but it looks good enough.
Still, it feels like a vast improvement in this sophomore release. The original was not that much fun thanks to its weak-feeling weapons, the sequel really manages to turn things up a notch, with an entertaining shaky-cam and more than its share of the undead. If the rest of the game is like this, it should make for a nice trip down memory lane for fans of the series.
See all Resident Evil The Darkside Chronicles Previews >
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- Game:
- Resident Evil The Darkside Chronicles
- Platforms:
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- Genre:
- Action
- Publisher:
- Capcom
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- Capcom
- ESRB Rating:
- Mature
- Release Date:
- 11/17/2009
- Also Known As:
1UP Editor Score: B+
Average Community Score: A-
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Police make arrest in old hit and runMay 04,2013Police arrest man
in old hit and run
HARTLAND Vermont State Police have made an arrest in a five-month-old hit and run that seriously injured a man who was struck while putting gas in his truck on Route 5 in Hartland.
Police said that after months of investigation David Hook, 25, of Hartland admitted driving the vehicle that hit Dean Mason, 56, of Meredith, N.H.
Hook was arrested Thursday.
At the time of the crash, police said Mason suffered significant injuries, including a compound leg fracture and head injuries. Police did not update Masons condition following Hooks arrest.
Hook was charged with felony leaving the scene of an accident and negligent operation. He is due in court in July.MORE IN This Just InMONTPELIER The Vermont State Colleges System Board of Trustees voted unanimously Thursday to... Full StoryWHITE RIVER JUNCTION An East Hardwick man who already has an active felony drug possession case... Full StoryA New York man who already served time for his connection with a cocaine-selling ring was... Full Story
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A month into his new term and already there's a move on to recall Maricopa County Sheriff Joe Arpaio. A new group called Respect Arizona is aiming for a do-over in November.
Apparently, respect doesn't extend to the 679,967 Arizona voters who re-elected Arpaio just three months ago. Or to taxpayers, who would have to shell out $5.5 million for a recall election.
Or has something happened since Nov. 6 that would prompt voters to rethink their decision to hand the 80-year-old sheriff a sixth term?
I posed the question to longtime Arpaio critic Randy Parraz, who bristled at my suggestion in a recent blog on azcentral.com that he was acting like a bully.
Parraz — who spearheaded the recall of Russell Pearce and whose Citizens for a Better Arizonawill help underwrite this recall attempt — says Arpaio's re-election doesn't erase his sins and that state law doesn't require critics to wait for another transgression.
"Even if he behaves like Mother Teresa right now, that does not excuse what happened," Parraz told me. "There's been no justice on Arpaio. David Hendershott, ultimately fired. Andrew Thomas,disbarred. Russell Pearce, recalled. And so just in terms of a sense of justice and accountability, we believe voters need to have another opportunity to hear what went down."
Arpaio was vulnerable last year. Between his immigration sweeps, his bizarre birther investigation, his rogue political probes and sex crimes sitting on a shelf – not to mention a quality opponent in Democrat Paul Penzone – it looked as if Arpaio's fifth term might be his last.
It nearly was. The sheriff who in 2000 won 66 percent of the vote had to spend $8 million to squeak by with 50.7 percent in 2012.
A bare majority, but a majority still.
Parraz says last year's election wasn't a fair fight, that voters were manipulated by a sham candidate (independent Mike Stauffer) and an $8 million campaign fueled by out-of-state money. Add in that it was a presidential election year, he says, and voters were distracted from the controversies surrounding Arpaio.
Parraz says a recall election offers a chance for a fair fight, allowing voters to focus on a sheriff who refuses to debate and a record that won't be subject to an $8 million whitewash.
Arpaio has $338,600 in the bank. Within hours of the recall surfacing last week, he put out an urgent plea to his backers, warning that "radical extremists" are trying to oust him.
"These sore losers just never stop," Arpaio wrote. "They figure if they can force an election in an off-year they'll be able to turn out every pro-illegal immigrant voter and steal this election. We saw them do the very same thing to an Arizona State Senator just over a year ago."
So much for the sheriff who pledged, post election, to reach out to Latino voters.
Parraz comes honestly by his dislike of Arpaio. He was arrested outside county headquarters in 2008 and charged with disorderly conduct and trespassing after speaking out against the sheriff at a Board of Supervisors meeting. It took 11 months to get the charges dismissed, a court battle that Parraz says would have cost $20,000 but for a lawyer who witnessed his arrest and volunteered his services. Others, he says, have been wrongfully arrested and spent months in Tent City, only to see their charges eventually dismissed.
"If people understood the depths to which he has gone to, to go after his opponents, from judges to lawyers," Parraz said. "(But) it doesn't penetrate. It doesn't reach the voters."
Respect Arizona must turn in 335,317 valid signatures by May 7 in order to force a November recall, according to Maricopa County Elections Director Karen Osborne. That translates to 450,000 or 500,000 signatures in just three months.
Maricopa County Recorder Helen Purcell says it will cost $1.5 million to validate the signatures and another $4 million to hold a special election. If it fails, any future recall attempt over the next four years would have to be paid for by Arpaio's critics.
In other words, this is their only shot. Given that, you'd think they would wait until the showman sheriff's next stunt, something to give voters a reason to reconsider. Let's face it, this is Arpaio. They likely wouldn't have had to wait long.
Instead, they've decided to deliver a slap in the face to voters who recently re-elected Arpaio. Parraz says that's not so.
"It's total respect," he said. "We're giving people a chance for him to run on his record but they can also reject the recall by not signing petitions. We can't flip anything on our own. The voters will decide."
I thought they already had.
(Column published Feb. 5, 2013, The Arizona Republic.)


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Texas Governor Rick Perry will be named chairman of the Republican Governors Association when the group gathers in California next week.
Perry's appointment to the RGA won't be the governor's first rodeo: He led the same committee in 2008 and had worked in varying capacities for the group in years prior.
The Washington-bound move -- not the move for which some Republican donors had hoped -- comes as Perry will soon become Texas' longest serving chief executive, entering now his tenth year in the governor's mansion.
The Texas Republican will replace Mississippi Governor Haley Barbour and Minnesota Governor Tim Pawlenty atop the committee as it prepares for three gubernatorial contests in Louisiana, Mississippi and Kentucky in the 2011 election season.


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Datacolor today announced its winter 2013 line-up of free colour management webinars. The bi-monthly webinars, hosted by David Tobie, global product technology manager for Datacolor, and David Saffir, Datacolor expert, noted landscape and fine art photographer, and author of "Master Digital Colour," focus on managing colour using tools in both capture and processing stages. Webinars include step-by-step demonstrations using Datacolor's line of Spyder colour calibration devices, and in-depth discussion to provide photographers with new methods to produce high quality results with their own images. Click through / read on for the detailed webinar schedule.
Website: Datacolor Webinars
Datacolor Press Release
Datacolor Announces Winter 2013 Line-Up of Free Color Management Webinars for Photographers
Datacolor Webinars Offer Step-by-Step Techniques to Produce High Quality Images
Lawrenceville, NJ – January 28, 2013 –– Datacolor® (http://www.datacolor.com), a global leader in color management solutions, announced today its winter 2013 line-up of free color management webinars. Continuing its popular series, Datacolor is offering introductory and advanced webinars on a variety of topics to demonstrate new techniques for photographers to enhance their skills. Additionally, Datacolor is partnering with other notable photography related companies for an even more dynamic webinar series. Co-sponsors, including Lensbaby and SLR Lounge, will offer product giveaways and promotions.
The bi-monthly webinars, hosted by David Tobie, global product technology manager for Datacolor, and David Saffir, Datacolor expert, noted landscape and fine art photographer, and author of "Master Digital Color," focus on managing color using tools in both capture and processing stages. Webinars include step-by-step demonstrations using Datacolor's line of Spyder color calibration devices, and in-depth discussion to provide photographers with new methods to produce high quality results with their own images.
"As technology changes so do workflow methods," said David Tobie. "Datacolor is known for our thought leaders and we want to be a resource to photographers and provide them with both the tools and techniques they need to produce high quality images. We are excited to bring in new partners, topics and trends to support photographers from the novice to the pro to further develop their skills and take their photography to the next level."
Upcoming topics for the Datacolor color management webinar series to include:
January 30, 2013 3:00 – 4:00 p.m. EST: Valentine's Photography: Photographing Loved Ones, Couples and More
February 13, 2013 3:00 – 4:00 p.m. EST: Advanced Workflow Using Lightroom 4 and Photoshop CS6 (Co-sponsor: SLR Lounge)
February 27, 2013 3:00 – 4:00 p.m. EST: Tips and Techniques for Floral Photography (Co-sponsor: Lensbaby)
March 6, 2013 3:00 – 4:00 p.m. EST: Artistic Techniques in Phone Photography
March 28, 2013 3:00 – 4:00 p.m. EST: What's in Your Camera Bag?
Those interested in attending can register in advance for the free webinars. Attendees will be automatically entered to win a Datacolor Spyder product coinciding with the webinar topic. Guests will also have the ability to interact with the speakers in a Q&A format, and get first-hand input on applying color management effectively in their workflow.
Register now at http://spyder.datacolor.com/webinars/.
About Datacolor
Datacolor is a global leader in color management solutions and color communication technology. The world's leading brands, manufacturers, creative professionals and consumers have been choosing Datacolor's innovative technology and solutions to consistently achieve the right color for over 40 years.
A Swiss held company, Datacolor's global presence encompasses a sales, service and support network serving customers in more than 65 countries throughout Europe, the Americas and Asia, along with 13 worldwide operation and production facilities. Industries served include apparel and textile, paint and coatings, automotive, plastics, photography, home theatre and others. For more information about Datacolor and its products or services, visit http://www.datacolor.com.
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OverviewPolyarteritis nodosa, seen here on a lower extremity, produces painful, erythematous nodules. Arteries in the deep dermis and upper fat show neutrophilic infiltration.
Update Date 8/3/2014
Updated by: Gordon A. Starkebaum, MD, Professor of Medicine, Division of Rheumatology, University of Washington School of Medicine, Seattle, WA. Also reviewed by David Zieve, MD, MHA, Isla Ogilvie, PhD, and the A.D.A.M. Editorial team.


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Christopher Titus (TV's Titus, Comedy Central)
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Hilllarious! Timing and delivery were right on. I would highly recommend his show to anyone not looking for G-rated standup. I took my 18 yr old daughter and content was completely acceptable...and we both were brought to tears from laughter. It was a great night out!
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This was awesome! What a fun night! The defition of hilarious has Christopher Titus's picture next to it! We were seated right up front and he performed for over two hours. The half price tickets made it just a wonderful all round experience. ...continued
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Christopher Titus was hilarious! He put on a long, funny show. I wasn't all that impressed with his opener, Rachel something, but I was there to see Titus and he totally delivered.
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This guy is super funny, but the opening act sucked!! Could this be his younger girlfriend???? Not sayin' nepotism here- but please get another opening act or have nothing! It would be better! Really enjoyed the Titus guy, tho- or I would have...continued


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Greetings, gentlemen I'm new to the community and just getting started. I figured I'd pop in here and drop a line to everyone to introduce myself. I have a wide variety of interests, and greatly…Continue


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KMK gives Dalit twist to inter-caste marriages
By Express News Service - COIMBATORE
Published: 16th November 2012 10:54 AM
Last Updated: 16th November 2012 10:54 AM
Even as civil society is yet to recover from the shock over the recent burning down of 268 Dalit homes in Dharmapuri - as fallout of a marriage between a Dalit boy and a Caste Hindu girl - the Kongunadu Munnetra Kazhagam (KMK) has announced a campaign against "instigated" inter-caste marriages.
In a new twist, the party's State organising secretary G K Nagaraj has claimed that inter-caste marriages were being instigated by some Dalit leaders.
The fledgling party which had risen to prominence when it managed to consolidate the Kongu Vellala Gounder (a Backward Community with strong presence in western districts) vote bank during the 2009 Lok Sabha elections is also seeking to rally other backward communities against Dalits in its campaign.
In a statement here on Thursday, Nagaraj said that though the party did not support the violence against Scheduled Castes and Scheduled Tribes it was opposed to some Dalit leaders advising their youth to marry girls belonging to Kongu Vellalar, Vanniyar, Thevar, Nadar, Naicker, Naidu, Mudaliar, Pillaimar, Udayar and Saiva Vellalar communities. "Inter-caste marriage should happen naturally and not by force to wreak vengeance against the dominant community. Enmity grows between two communities because of such inter-caste marriages, which lead to violence," Nagaraj claimed.
Nagaraj alleged that forced inter-caste marriages were high in Namakkal district. "A survey undertaken by the Kongu Vellala Kavundargal Peravai had revealed that out of 955 inter-caste marriages last year, 712 ended in divorce. Besides, 12 girls committed suicide and 37 parents worried about their daughter's pathetic condition after marriage ended their lives," he claimed.
"Scheduled Caste youth follow girls belonging to majority community for months and the 18-year-old adolescent girls fall into the trap," he contended.
The KMK has formed a 50-member women's wing to create awareness among young Kongu Vellalar girls about the risks of such love marriages. "We are also talking to other community leaders on this. I will be writing to the Chief Minister drawing her attention to the issue," he added.
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New Zealand
|Showing 1-20
Royal Challengers Bangalore v Sunrisers Hyderabad, IPL 2016, final, Bangalore
Vettori credits Warner for 'brave' decision at toss
May 29, 2016: Royal Challengers Bangalore coach Daniel Vettori said David Warner's decision to bat upon winning the toss at M Chinnaswamy Stadium was a "brave" one considering the history of chasing teams winning at the venue
IPL 2016 newsfile
Vettori pleased with RCB's 'balanced squad'
Apr 6, 2016: A round-up of all IPL related news on April 6, 2016
Chris Cairns perjury trial
Cairns investigation 'biased', defence claims
Nov 17, 2015: The perjury trial against Chris Cairns has been held together by "rumour upon rumour, sustained by a biased investigation" a Southwark Crown Court jury has been told as Orlando Pownall QC continued his summing up for the defence
Chris Cairns perjury trial
Cairns lawyer casts doubt on key witnesses
Nov 16, 2015: The New Zealand cricketers Brendon McCullum, Daniel Vettori and Lou Vincent have been denounced as liars by Chris Cairns' defence lawyer, Orlando Pownall, QC, during his closing speech at Southwark Crown Court
England news
Vettori to work with emerging English spinners
Oct 12, 2015: Daniel Vettori has been roped in to work with the England Performance Programme spinners next month in Dubai
'T20 has improved the spinner's ability to anticipate what batsmen will do'
Jun 18, 2015: The former New Zealand left-armer on how the art of slow bowling has evolved in the age of 20-over cricket
New Zealand's second-innings problems
May 29, 2015: The Lord's result further reinforces the notion that New Zealand - especially their bowlers - struggle to finish teams off in the second innings of Tests
Big Bash League 2015-16
Vettori signs on as Brisbane Heat coach
Apr 2, 2015: Daniel Vettori has been appointed as coach of the Brisbane Heat for the next three years
Daniel Vettori retires
705 wickets, one every 62 balls
Mar 31, 2015: At his best, Daniel Vettori wasn't just one of the most economical bowlers around, but won New Zealand matches with his wickets too
New Zealand news
Daniel Vettori, Mr Spirit of Cricket
Mar 31, 2015: A fierce competitor yet unfailingly polite, Daniel Vettori draws the curtains on his 18-year international career
New Zealand news
Vettori announces his retirement
Mar 31, 2015: Daniel Vettori has confirmed his retirement from international cricket, declaring that the World Cup final against Australia was his last game for New Zealand
New Zealand v South Africa, World Cup 2015, 1st semi-final, Auckland
Vettori's potential 'fairytale finish'
Mar 25, 2015: Daniel Vettori has not made any official announcements on his future, but a career in coaching in the IPL, where he has already started with Royal Challengers Bangalore, and the Big Bash looms
New Zealand v Afghanistan, World Cup 2015, Group A, Napier
Vettori, Guptill topple Afghanistan
Mar 8, 2015: New Zealand bowled Afghanistan out for 186, becoming the first team to dismiss five opposition teams in the World Cup
Brendon McCullum, honorary Aussie
Mar 7, 2015: The New Zealand captain's attitude and approach have rubbed off on his team-mates, and they are now firm favourites for the title
New Zealand v Afghanistan, World Cup 2015, Group A, Napier
Key player Vettori on verge of milestone
Mar 6, 2015: Tim Southee and Trent Boult have bowled two of the most destructive spells of this World Cup, but they have been supported by an oldhand - Daniel Vettori, who has performed his role to perfection
New Zealand v Australia, World Cup 2015, Group A, Auckland
Williamson and Vettori, icemen in the burner
Feb 28, 2015: Daniel Vettori and Kane Williamson brought old-school values to a match being played at a very modern, high-octane pace
New Zealand v Australia, World Cup 2015, Group A, Auckland
Hoping to silence the noisy neighbours
Feb 26, 2015: There will no lack of edge when the co-hosts meet in Auckland - but New Zealanders are pretty certain about who started it
World Cup 2015: Australia
New challenge for old-hand Vettori
Feb 26, 2015: At 36, Daniel Vettori seems like he's done it all in New Zealand cricket. He is the country's most-capped Test and ODI player of all time, has captained in all three formats, has played in World Cup semi-finals
NZ v SL, World Cup 2015, Group A, Christchurch
New Zealand draw strength from old and new
Feb 14, 2015: New Zealand drew strength from two players at opposite ends of their career - Corey Anderson and Daniel Vettori - as they saw off Sri Lanka at the start of the World Cup
Pakistan v New Zealand, 3rd Test, Sharjah, 4th day
'It started with a text from Brendon' - Vettori
Nov 30, 2014: Daniel Vettori has revealed that his surprise call-up for the third Test against Pakistan in Sharjah came about after he was sounded out by the New Zealand captain Brendon McCullum
|Showing 1-20
India's unbeaten streak and Santner's double
Stats highlights from the first Test between India and New Zealand in Kanpur
Ravindra Jadeja, maker of differences
A 41-run stand for the last wicket, and three tail-end wickets in one over. That is the very definition of "crucial" in a low-scoring contest
The debate about Pujara's strike-rate
Cheteshwar Pujara's strike rate has been a worry over the last 30 months, but much of it is to do with his inability to score against pace when playing overseas
New DRS rule for lbws is great news for bowlers
The new DRS protocol for reviewing not-out lbw decisions came into effect on September 22. Life is going to get harder for batsmen, and here's why
An all-time India Test XI chosen by our readers
A modern look to India's all-time XI selected on the occasion of the country's 500th Test
Vote for your all-time India Test XI (199)
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The debate about Pujara's strike-rate (81)
Cheteshwar Pujara's strike rate has been a worry over the last 30 months, but much of it is to do with his inability to score against pace when playing overseas
An all-time India Test XI chosen by our readers (55)
A modern look to India's all-time XI selected on the occasion of the country's 500th Test
Ravindra Jadeja, maker of differences (48)
A 41-run stand for the last wicket, and three tail-end wickets in one over. That is the very definition of "crucial" in a low-scoring contest
How do New Zealand play the straighter one? (37)
New Zealand have done many things right while facing R Ashwin and Ravindra Jadeja, but they are yet to find an answer to the two spinners' biggest weapon: the one that looks like it will turn, but does not turn


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Surprise Player to Be Drafted at #1 Overall?
The 2016-2017 season is upon us and already the draft rankings...
It is a little known fact that when you hear these claims of "xyz college player bought $1 million insurance plan against injury" that the player almost never collects. ... Read more »
Now that Oregon Junior Marcus Mariota has declared for the NFL draft, rumors are ablaze regarding the quarterback's future. Can he make it in the league? Is he better than... Read more »
As usual, NIKE has decided to put it's thumb on another historic college fooball game by ways of uniforms. NIKE will be providing Oregon and Ohio State each with 1... Read more »
Fans can still get coveted suite tickets to Monday's College Football National Championship Game on January 12 at the AT&T Stadium in Arlington, TX to watch the Ohio State Buckeyes... Read more »
The Athletic Club has announced a few of the Heisman finalists for the 2014 season. As no surprise this year's class is headed by Melvin Gordon and Marcus Mariota.
1996 Heisman... Read more »
There has been a lot of speculation whether Marcus Mariota would leave the University of Oregon for the NFL and now we finally have the answer. Mariota will return for... Read more »
One of the most interesting prospects in the 2014 NFL Draft is Oregon's Quarterback Marcus Mariota. He is one of the most efficient passers in the nation, a Heisman frontrunner,... Read more »
The college football season is coming to a close, and it looks like there is only a handful of... Read more »
I am sure by now you heard of the historic beatdown Oregon put on USC. In the words... Read more »
Granted he's a freshman, and not eligible until the 2015 Draft at the earliest but keep an eye on... Read more »
This is a shocker. Just hours before the deadline for underclassmen to declare for the draft, Oregon QB... Read more »
I love the Oregon Ducks' spread offense. I really do. I think that it is one of... Read more »
I was just over at NFL Draft Geek when I saw this story come across the wire. ... Read more »
The last time we saw Jeff Maehl he was making big catch after big catch, leading Oregon back in the... Read more »


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–Canned Food Drive–
Canned Food Drive held for 13 Tijuana Flats locations, throughout in Tampa, St. Petersburg and Sarasota area. These stores offered a free beverage to any non perishable food item brought it. They managed to collect just over 250lbs of food to donate to the Metropolitan Ministries. With this donation they were able to provide 11 families everything they will need for a full holiday meal with all the fixin's.


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Along State Route 99 through the San Joaquin Valley heartland of California, farmers and dairy operators are finding themselves in a role once considered unthinkable - enlisted in an increasingly urban region's war on air pollution.
As the nation's richest farm counties have also become its smoggiest, a traditional hands-off policy regarding the ozone-forming emissions and dust generated by large farms and dairy operations ends Thursday. An estimated 1,350 farms and dairies, long ignored while other industries faced crackdowns on emissions that create conditions for smog, now face regulation by the eight-county San Joaquin Valley Air Pollution Control District.
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Publications Library
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December 2004 | Amanda Sauer, Feng An |
December 2004 | Taking The Long View.pdf
November 2004 | Christie Jorge-Tresolini, Daniel Bodansky, Sophie Chou |
November 2004 | Jonathan Pershing, Kevin Baumert, Matthew Markoff, Timothy Herzog |
October 2004 |
March 2004 | Aspen_Participants.pdf
December 2003 | Daniel Bodansky, Elliot Diringer, Fernando Tudela, John Ashton, Jonathan Pershing, Joseph E. Aldy, Laurence Tubiana, P.R. Shukla, Richard Baron, Steve Charnovitz, Thomas C. Heller, Xueman Wang |
Climate Change Mitigation in Developing Countries: Brazil, China, India, Mexico, South Africa, and TurkeyOctober 2002 | Developing World |


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Charity People and Culture Conference 2016
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Paul Gibson is a member of Littlehampton Quaker Meeting and very active in the Quaker movement nationally. His other passion is social enterprise which transforms communities. He has been treasurer of the Development Trusts Association (DTA) for ten years, working with 500 development trust members.
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Tsim Sha Tsui East Promenade
Middle Road Children's Playground
Accessible via a sweep of stairs from Chatham Rd South, this hidden gem atop the East Tsim Sha Tsui MTR station has play facilities,...
Signal Hill Garden & Blackhead Point Tower
The views from the top of this knoll are quite spectacular, and if it were the 1900s the ships in the harbour might be returning your...
Avenue of the Stars
The Avenue of the Stars, located on the spectacular Tsim Sha Tsui East Promenade, pays homage to the Hong Kong film industry and its...
InterContinental Lobby Lounge
Soaring plate glass and an unbeatable waterfront location make this one of the best spots to soak up the Hong Kong Island skyline and...
Steak House
At this first-rate steakhouse, the imported beef exhilarates, and there are trimmings to enhance your experience such as a flight of...
Salisbury Rd · interesting places nearby
Tsim Sha Tsui East Promenade information
One of the finest city skylines in the world has to be that of Hong Kong Island, and the promenade here is one of the best ways to get an uninterrupted view. It's a lovely place to stroll around during the day, but it really comes into its own in the evening, during the nightly Symphony of Lights , a spectacular sound-and-light show involving 44 buildings on the Hong Kong Island skyline.
The new Deck 'n Beer bar located here is a great spot to have an alfresco, waterside drink (weather permitting).
Along the first part of the promenade is the Avenue of the Stars , which pays homage to the Hong Kong film industry and its stars, with hand prints, sculptures and information boards, a brave but ultimately lacklustre effort to celebrate Hong Kong's film and TV industry.
The promenade officially starts at the New World Centre shopping centre and runs parallel to Salisbury Rd almost to the Hong Kong Coliseum and Hung Hom train station, but you can walk along the water all the way from Star Ferry pier in order to gain access to it. It gets especially crowded during the Chinese New Year fireworks displays in late January/early February and in June during the Dragon Boat Festival .
All or most of the promenade is closed for renovation through late 2018.