Wikipedia:Articles for creation/2007-08-15

Levan Urushadze
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Levan Z. Urushadze (b. on February 7, 1964, in Tbilisi), Georgian historian and politologist, Doctor of Historical Sciences (full Doctor, 2006), Senior Research Fellow of the Georgian National Museum - Scientific Co-ordinator of the Museum of the Soviet Occupation, a Fellow of the: World Academy of Art and Science (WAAS, since 2005), Royal Asiatic Society of Great Britain and Ireland (RAS, since 2004), International Academy for Intercultural Research (IAIR, since 2001). He graduated from the Tbilisi State University (1986) and in 1990 received a PhD degree in History. He is author of more than 70 scientific-research papers and 5 monographs in following fields: history of Georgia and the Caucasus of the XVI-XX centuries, history of the National-Liberation Movement of Georgia of 1801-1917 and 1921-1990, history of intercultural relations of the Caucasian Peoples, the Caucasian Geopolitics. Urushadze is a member of the Editorial Board of the International Journal of Social Sciences, one of the founders of the Museum of the Soviet Occupation of the Georgian National Museum (2006).

Some scientific works of Levan Urushadze

 * Levan Urushadze, The Problems of the History of Georgia in the 20th Century Turkish Historiography (a monograph), Publishing House "Metsniereba", Tbilisi, 1994, ISBN 5520013179 (in Georgian, English summary).
 * Levan Urushadze, Europe and the Georgian Political Emigration (a monograph), Publishing House "Ena da Kultura", Tbilisi, 2005, ISBN 9994023208 (in Georgian, English summary).
 * Levan Z. Urushadze, Bolshevizm-Menshevizm and the Democratic Republic of Georgia (1918-1921) (a monograph), Publishing House "Ena da Kultura", Tbilisi, 2005, ISBN 999402356X (in Georgian, English summary).
 * Levan Z. Urushadze, The notion of a Nation and some questions of the National Self-determination (a monograph), Publishing House "Ena da Kultura", Tbilisi, 2005, ISBN 9994023500 (in Georgian, English summary).
 * Levan Z. Urushadze, Some Questions of History of Georgia and the Caucasus in the Georgian Emigrant Literature (a monograph), Publishing House "Ena da Kultura", Tbilisi, 2005, ISBN 9994023926 (in Georgian, English summary).

SEO Consultant: Bob Mutch
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Bob Mutch is a SEO specialist and internet marketing innovator. Starting his career in computer consulting back in 1980’s on the Apple 2, Bob Mutch, currently, is a SEO Consultant. He also worked on Novell Netware 2.0 (also holds a Certified Novell Engineer Certification) during the same decade. He later ventured into Linux to work with Daniel Robins and helped him launch Gentoo. Bob Mutch sold his consulting business in 2003 and moved to Aylmer, Ontario to devote his complete time to SEO marketing services and also established Seocompany the same year which provides Search Engine Optimization services to its clients.

The notable achievement of Bob Mutch is the development of a new system which ranks websites based on the quality of inbound links as opposed to Google’s page rank system which is susceptible to manipulation by buying links in huge quantities. The new system is termed as “Inbound Link Quality” or “ILQ”. The ILQ rating system rates a website based on number of inbound links a website gets from government, educational and open project directory websites. Websites which have good ILQ rating gains more trust from search engines which is also carried over to the websites that gets links from these highly rated ILQ websites. Seocompany provides a list of about 70 ILQ rated web directories. Apart from search optimizing websites Bob Mutch’s seacompany also provides its clients with most effective and highest quality of customer service, one of the reasons why Bob Mutch is recommended by many websites like seomoz.org, cre8pc.com, seowebguide.com, etc. Bob Mutch’s articles have appeared in various SEO related websites like cre8asite.com, seobook.com, cre8pc.com, worldwidewahms.com, websitemagazine.com, seomoz.org, livejournal.com and many more. He was also interviewed on popular SEO website directory-owners.

After Midnight Project - EP
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After Midnight Project - EP is the first EP by After Midnight Project. It was released on July 2005. It is currently available on iTunes.

Athena Karkanis
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Frankie997 07:06, 15 August 2007 (UTC)

Biography
Probably best know as her role on The Best Years as Dawn Vargaz, a Hollywood diva since her first commercial when she was 2, trying to live a normal live at Charles U. Frankie997 07:06, 15 August 2007 (UTC)

Tracey Thomson
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Tracey Thomson is an American TV writer.

Positions Held
General Hospital
 * Occasional Breakdown Writer (May 2007- present)
 * Script Writer (September 11, 2006 - Present)
 * Occasional Script Writer (March 28, 2006 - July 13, 2006)
 * Script Continuity (2005 - September 2006)

David Goldschmid
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An assistant producer, even for some major TV series, is not notable. A nomination for an award is insufficient if he didn't actually receive the award. The article here reads like a resume or autobiography. Shalom Hello 16:34, 15 August 2007 (UTC)

David Goldschmid is an American TV writer and producer.

Positions Held
General Hospital
 * Breakdown Writer (October 17, 2005 - Present)
 * Ocassional Breakdown Writer (April 28, 2005 - October 2005)
 * Writer's Assistant (1995-1997)

The Insider's List (2004, Associate Producer) Married...With Children Reunion (2003, Associate Producer) M*A*S*H: 30th Anniversary Reunion (2002, Segment Producer)

Awards

 * Daytime Emmy Award -Nomination (Best Writing, GH; 2007)

Jhalkari Bai, a little known chapter on a woman's courage in colonial India
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This is the story of a courageous woman who came from a humble background but rose to the occasion to fight for her people and country.

The history of India is full of rulers -- both men and women -- who combined bravery with a strategy to repulse attacks by foreign invaders down the ages. Members of royal families were known to have shown exemplary courage when the situation demanded.

But Jhalkari Bai's saga is a study in contrast. She was the 'double' of Rani Laxmibai of Jhansi, the legendary warrior who fought the invading British army in the first War of Independence. A little known figure in Indian history, Jhalkari Bai lives on in the folklore of the Bundelkhand region.

Laxmibai and Jhalkari Bai led the Durga Dal (women's army) recruits to repeatedly foil attacks by the British army. And but for the betrayal by one of Laxmibai's generals, the Jhansi fort would have remained invincible for at least some more time.

Ignored by mainsteam historians, Jhalkari -- a dalit woman -- has now emerged from oblivion and finds mention in works of local writers, which include an epic poem by Chokhelal Verma, Virangana Jhalkari Bai by Bhavani Shankar Visharad, and a biography by dalit scholar and Arunachal Pradesh Governor Mata Prasad.

Her appearance, which was strikingly similar to Laxmibai, helped the Jhansi army evolve a military strategy to deceive the British. But before all that, Jhalkari was an ordinary village girl in Bundelkhand who would take care of household chores besides tending cattle and collecting firewood from the jungle.

She once had an encounter with a tiger in the jungle and killed the beast with her axe. On another occasion, she challenged a gang of dacoits who raided the house of a village businessman and forced them to retreat.

As a mark of gratitude, the village organised her marriage with Pooran Kori who matched her in courage. Pooran was inducted into Laxmibai's army and his fighting skills were soon recognised by her generals. Once on the occasion of Gauri Puja, Jhalakari with the other village women went to the Jhansi fort to pay homage to the queen.

Laxmibai was struck by Jhalkari's uncanny resemblance to her. After being told about her courage, she ordered Jhalkari's induction into the Durga Dal. Jhalkari, along with the other village women, was trained in shooting and igniting the cannons at a time when the Jhansi army was being strengthened to face any British intrusion.

The British did not allow the childless Laxmibai to adopt her successor, in a bid to bring the state under their control. However, her generals and the people of Jhansi rallied round the queen and resolved to take up arms against the British instead of surrendering to them.

During April 1858, from inside the Jhansi fort, the queen led her army and repulsed several attacks by the British and their native allies. One of her commanders, however, betrayed her and opened a well protected gate of the fort. When the fall of the fortress became imminent, her generals advised Laxmibai to escape with a handful of fighters. The Rani slipped away from Jhansi on horseback.

Jhalkari's husband Pooran was killed defending the fort but instead of mourning her loss, she worked out a plan to deceive the British. She dressed up like Laxmibai and took command of the Jhansi army. After which she marched out of the fort towards the camp of British General Hugh Rose. On reaching the British enclave, she shouted that she wanted to meet the general.

Rose and his men were exultant. Besides capturing Jhansi, the British thought they had caught the queen alive. When the general -- thinking she was the queen -- asked Jhalkari what should be done to her, she firmly said, hang me.

Bundelkhand legend has it that her reply stunned the general, who said that if even one per cent of Indian women were like Jhalkari, the British would soon have to leave India.

Peter Beard: Scrapbooks from Africa and Beyond
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The result was . However, you may insert information about the film into the existing article on Peter Hill Beard. Shalom Hello 16:38, 15 August 2007 (UTC)

Peter Beard: Scrapbooks from Africa and Beyond'' tells the story of the amazing life of Peter Beard from the 1960s til the present. The film itself juxtaposes scenes from his adventures as a photographer of African Wildlife, as well as the world of art and fashion. The film showcases not only Peter's life and work, but also his amazing friendships with Andy Warhol, Jackie Kennedy Onassis, Mick Jagger, Francis Bacon, and many other notable people who defined their generation. Directed by Guillaume Bonn & Jean- Claude Luyat, this film shows a first hand look into the life and work of Peter Beard. ''

Alpheon Corporation
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Alpheon Corporation is a Managed Services Provider based in Morrisville, NC. Founded in 2002, the company has grown to become the leader in Managed Services in their region. Started by two industry veterans, David Sturdivant and Greg Donovan, the company has a strong corporate ethic that drives they way they do business. Over the past five years, the company has grown to service a variety of industries including the healthcare, life sciences, technology, legal, and real estate sectors. An accreditated member of the MSP Alliance, Alpheon Corporation is continually working to improve their ability to achieve a superior customer experience. Alpheon Corporation is also a Gold member of the Microsoft Partner community.

2ndplt07006
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Rank		Name				State		Ph. #				e-mail

SSG		Gregory, William T.	AR		5015386761		william.gregory5@us.army.mil SFC		Harrison, Patricia		MS		6627514800ext5845	pwm_98@yahoo.com SGT		Hughes, Adam		LA		9857053128		james.adam.hughes@us.army.mil SGT		Henry, Joe			IN		8128479894		joseph.leland.henry@us.army.mil SSG		Gonzalez, David		WA		3602042115		david.a.gonzales3@us.army.mil SPC		Fulford, Haley		GA		2292960809		haley.fulford@us.army.mil

SGT		Jarboe, Tom		AZ		4803700727		tommy.jarboe@us.army.mil SGT		Hudson, Terry		IL		3092990522		terry.john.hudson@us.army.mil SFC		Gates, Robert		AZ		6233372206		robert.gates@us.army.mil SGT 		Jaques, Randy		NV		7752195970		randall.jaques@us.army.mil SGT		Jennings, John		CA		7608021698		lefty.jennings@us.army.mil

CPL		Gregory, George		NM		5052176892		george.w.gregory1@us.army.mil SGT		Gutierrez, Jorge		CA		7073109967		naranajo.j.gutierrez@us.army.mil SGT 		Henio				NM		7602019899		nino.henio@us.army.mil SSG		High				SC		8649482414		samuel.hugh@us.army.mil SSG		Haywood, 			AR		4792213461		breem.haywood@ar.ngb.army.mil SPC 		Gonzales			NM		5054807001		richard.r.gonzales1@us.army.mil

SGT		Hubbard, James		KS		7852133188		james.c.hubbard@us.army.mil SSG		Heltman, Ryan		PA		8144041012		ryan.heltman@us.army.mil SPC		Jones, Robert		MD		4438655571		robert.reese.jones@us.army.mil SGT		Jamison, Jeff		PA		2154165324		jeffrey.m.jamison@us.army.mil SFC		Ivy, Cecil			LA		9852273776		cecil.ivy@us.army.mil

Lake Side Cafe
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Lake Side Cafe is an organic, fully-vegetarian restaurant located in the neigborhood of Rogers Park in Chicago. The restaurant has been serving healthy dishes, using nearly 100% preservative and chemical-free ingredients, since October 2005. Lake Side Cafe is also committed to serving Chicago’s community by supporting local sustainable farming. Recently, Lake Side Cafe has earned prestige by winning the title "Chicago's best vegetarian restaurant 2007" as voted by CitySearch.com - a leading online lifestyle guide. In addition, Lake Side Cafe was name "Chicao's Vegetarain Restaurant of the Year 2006," by VegDining.com.

Bologna Childrens Book Fair
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The world's leading event for Children's book publishing. Bologna has hosted this specialist book fair every spring since 1964.

2 Sculptors
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This film by Christopher Felver displays the work of two seminal sculptors: Donald Judd and Tony Cragg. Tony Cragg has built a name for himself through his imagination in sculpture, working in a variety of different mediums.

Donald Judd, in a different style, focuses his work upon the aesthetic principles of sculpture, noting the importance of the environment surrounding the work.

American Mullet
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Business in the front, party in the back. This documentary follows the infamous haircut, the mullet, and its owners. If a hairstyle can express our personalities, this documentary captures that expression.

Clarion Awards
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Communication Awards promoting Social Inclusion, CSR, Climate Change, Sustainable Development and Ethical Debate

The Clarion Awards is a not-for-profit international award scheme recognising best practice in communicating the importance of CSR, climate change, sustainable development, social inclusion and ethical debate, across all media platforms. It is administered by the UK based International Visual Communication Association. It was launched at Parliament in 2003. Initially entries were restricted to corporate media, but opened to a broader constituency in 2005. The Clarion Awards now include mainstream film, television, radio and performing arts.

Previous winners include: The European Environment Agency's Educationa Program, Honda's Advertsing, BBC radio's Woman's Hour, the feature film Hotel Rwanda and An Inconvenient Truth.

The 2007 award categories include: Climate Change Communication, Advertising, Promotion and Campaigns, Websites, Printed Materials, Radio, Television, Interactive Media, Live Events, Performing Arts, Books, Video, Feature Films, Strategic Communications and the Champion Award.

Falconwolf
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A Stadium rock band formed in 1969. Cited with coining the term "Death Metal Blues". Dissapeared over the Bermuda Triangle in 1977

American Roots Music
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Might be notable, but there is no assertion of notability from third party sources. Shalom Hello 16:41, 15 August 2007 (UTC)

American Roots music is a four hour documentary containing footage of some of the greatest musicians of the 20th century, including Jimmie Rogers, The Carter Family, Muddy Waters, B.B. King, Bob Wills, Hank Williams, Bill Monroe, Earl Scruggs, Mahalia Jackson, Clifton Chenier, Woody Guthrie and many more.

Countryman (film)
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. No assertion of notability. Tvguide is insufficient per WP:RS. Shalom Hello 16:40, 15 August 2007 (UTC)

Countryman, directed by Dickie Jobson, tells the story of a fisherman who unknowingly becomes involved in the political scheme of the dangerous Colonel Sinclair after he rescues two Americans from a plane crash. The Rastafarian fisherman takes the story by surprise with his wealth of knowledge and unanticipated combat skills.

Directors Label Series Boxset Vol. 2
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This series is a showcase for music videos featuring the work of Mark Romanek, Stéphane Sednaoui, Anton Corbijn, and Jonathan Glazer as well as the music videos from artists such as U2, The Red Hot Chili Peppers, Metallica, and Madonna.

Edge City
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Edge City is the story of the collision of urban and suburban and its consequences. This film shows your not-so typical kids next door, where partying, drugs, alcohol, and sex consume their lives both night and day.

Brian Sidney Bembridge (Scenic and Lighting Designer)
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(born 1973) is an American scenic and lighting designer for theater and film. His work has been seen on stages throughout the country and internationally on screen. He has designed sets and/or lights for many Off-Broadway productions and regional theaters. His work has been seen at Steppenwolf Theatre, The Goodman Theatre, Chicago Shakespeare Theater, Court Theatre, Lookingglass Theatre Company, Virginia Opera, Opera Omaha, The Arden Theatre, The Second City Toronto, Milwaukee Repertory, Madison Repertory, The Chicago Theater, Writers' Theatre, Ravinia Music Festival, Circle X Theatre Company, Theatre Alliance, Timeline Theatre Company (Artistic Associate), UMA Productions (Artistic Associate), Teatro Vista (Artistic Associate), Luna Negra Dance Theatre, Chicago Civic Ballet, Drury Lane Water Tower Place, Drury Lane Oakbrook Terrace, Next Theater, Famous Door Theater Company, The Gift Theatre, Naked Eye Theatre Company, Bailiwick Repertory, Noble Fool Theatricals, Live Bait Theater, among others.

Brian has been honored with 4 Joseph Jefferson Awards/Citations, 5 After Dark Awards including Outstanding Season, 2 LA Drama Critic Circle Awards, 2 Back Stage West Garland Awards and an LA Weekly Award. Brian was named one of the top nine emerging designers in North America,Entertainment Design Magazine and has been featured in Live Design, Lighting Dimensions, Stage Dimensions, Stage Directions, Chicago Tribune, Chicago Sun-Times, TIMEOUT Chicago, Chicago Social and on Chicago Public Radio.

Brian's Film work includes the Production Designs for Holding Out, Stay Dogs, MANFAST, Wallace Shawn's Marie and Bruce, and Late for Church, and designed scenery for MUPPETS FROM SPACE.

Brian has taught and/or lectured at The Art Institute of Chicago, Northwestern University, the Theater School at Depaul University, Loyola University, and Lake Forest College.

Brian holds a BFA from North Carolina School of the Arts School of Design and Production.

Neue deutsche Biographie
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 * 1) REDIRECT [[Neue Deutsche Biographie ]]

Lemans Prototypes
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Lemans Prototypes, Inc. (LMPR) is a Canadian automobile company that designs and manufactures assembly kits for Lemans replicars that currently run in the American and European Le Mans series.

Current models
The "kit cars" manufactured by Lemans Prototypes are sold as components. They are not pre-assembled by Lemans Prototypes. They are intended to be assembled by the purchaser or by a third-party.

LMP1000 Roadster
The LMP1000 Roadster is based on the Panoz LMP-01 from 1999-2001. The car has a 2-inch steel tube triangulated chassis, a performance racing fuel cell and a Grand National racing differential for maximum performance.

Sápukúlurnar
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www.blog.central.is/-sapukulur-/ er vefsíða 5 reykvískra stúlkna frá Hlíðunum og hafa þær þekkst í mörg ár. Þær sem hafa þekkst lengst eru Fjóla og Guðrún sem bjuggu í sömu blokkinni frá blautu barnsbeini og hafa þær verið nærri óaðskiljanlegar síðan þar sem þær hafa alltaf verið saman í bekk frá 1. bekk í Hlíðaskóla fram yfir 1. ár í Kvennó þegar Guðrún ákvað að taka upp á því að fara til ítalíu sem skiptinemi í 10 mánuði og er núna bara nýkomin heim aftur. En þegar Fjóla og Guðrún voru í 3. bekk byrjar ný stelpa í bekknum sem heitir María en höfundur er ekki viss hvort þær urðu strax bestu mátar eða hvað en í 4. bekk byrjar önnur stelpa sem ber nafnið Áróra og hún og María urðu mestu mátar. Síðar þegar eftir jól 2001 þegar stúlkurnar voru í 6. bekk kom síðasta sápukúlan í hópinn hún Sigga og á sínum fyrsta degi tóku sápukúlurnar vel á móti henni og urðu vinkonur hennar nánast strax. Nú hafa þessar sápukúlur þekkst í mörg mörg ár og eru allar á 18. ári og eru með vefsíðuna www.blog.central.is/-sapukulur-/ þar sem áhugaverð málefni eru tekin upp og flippuð stuð eru mynduð og sett þarna inn á.

The Fabulous Story of the Cuban Cigar
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This documentary chronicles the history, magic, and culture surrounding the famed Cuban cigar. Experts in Cigar manufacturing, including the Havan historian, explain the tradition and culture of the Cuban cigar and give the audience a look into the world of the famed export of Havana, Cuba.

Hommage A' Noir
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This film by German filmmaker Ralf Schmerberg, is a beautiful tribute to the people of Africa. The film is shot in black and white and fuses traditional African rhythm with contemporary electronica. Shot in Cameroon, the film portrays the complexity of African life from various perspectives: that of the noble, the masses, globalized culture, and ancient traditions.

WPP-Dentsu-Advertising Industry, Individual Analysis-Case Study
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Andres Oranges

Table of Contents I.	Introduction A.	History B.	Business Case C.	Problem Statement D.	Mission Statement E.	Vision Statement

II. External Assessment A.	General Environment 1.	Economic 2.	Demographic 3.	Socio-cultural 4.	Technological 5.	Political/Legal 6.	Global 7.	Environmental B.	Competitive Environment 1.	Industry Analysis a.	Economic Structure b.	Life Cycle Stage c.	Porter 5 Forces Model d.	Industry Attractiveness 2.	Competitor Analysis a.	Key Success Factors b.	Strategic Group Analysis

III. Internal Assessment A.	Nature of the Firm 1.	Leadership & Culture 2.	Corporate Makeover 3.	Organizational Structure B.	Value Chain Analysis 1.	Inbound Logistics 2.	Operations 3.	Outbound Logistics 4.	Marketing & Sales 5.	Service C.	Core Competence D.	Financial Ratio Analysis

IV. Strategic Choice A.	SWOT Analysis 1.	General SWOT 2.	General Strategic Orientation 3.	Grand Strategy Clusters 4.	Grand Strategy Selection Matrix 5.	Generic Strategy B.	Recommendations 1.	Corporate Level Strategy 2.	Business Level Strategy

V.	Managerial Implications A.	Implementation Issues

Charts and Tables Section

Reference Section

I. Introduction A. Company History In 1902, Hoshino Mitsunaga founded Dentsu Inc. Originally; Dentsu functioned as an advertising and news service agency. 1936 was when Dentsu started to specialize in the advertising agency. When Hideo Yoshida became President of Dentsu, he established the Dentsu Advertising Awards. Because of the Dentsu Advertising Awards, the creative minds and talents in the Japanese advertising market started to be recognized and flourish. The Tokyo Olympic Games in1964 and the Japan World Exposition in 1970 helped Dentsu in its continued expansion and growth. Both the Olympic Games and the World Exposition gave Dentsu exposure, recognition and most importantly, notable clientele. 2001 marked the year when Dentsu completed its IPO on the Tokyo Stock Exchange. Publicis Groupe and Dentsu respectably formed an alliance in 2002 in order to help them both expand globally. By being able to host the FIFA World Cup in Japan and Korea, Dentsu won many more significant bids for global companies that were in partnership with the FIFA World Cup affiliation. 2003 marked the merger of three subsidiaries, Dentsu East Japan, Dentsu Tokyo Inc, and Ad Dentsu Tokyo Inc. The same year, Dentsu thought it would be important to establish a company in India due to a growing and potentially profitable market. They did, and in April they established a company called Dentsu Communications Pvt. Ltd. to direct operations. More recently however, in 2004, Dentsu created a second company in India called Dentsu Marcom Pvt. Ltd.

B. Business Case Dentsu is Japan’s largest communications services group specifically focusing on: mass media advertising for television, newspapers, magazines and radio, and provides creative, sales promotion and event marketing services, interactive communications, e-solutions, public relations, market research, direct marketing, brand consulting, and sport and entertainment marketing. Each service provided by Dentsu has evolved and enhanced in order to sustain a total communication services feel all while adapting to change and striving to be a “Partner in Creating Value” for clients, media-related companies and consumers. Dentsu’s expertise is used as their core strength in an otherwise highly competitive market. Acting as a parent company, in 2003 Dentsu was the largest single agency brand in the world. Its diversified client portfolio of over 6,000 advertisers includes leading domestic and international corporations. Many of these relationships have been long-standing. Overseas, Dentsu has formed a strategic alliance with Publicis Groupe S.A. By doing so, Dentsu is able to build a stronger network in North America, Europe and Asia.

C. Problem Statement Dentsu is faced with the same pandemic that other communication service groups are currently facing around the world: slow growth. The problem for these firms is how to increase growth, increase cliental and improve revenue in an otherwise mature and competitive market. However, Dentsu is determined to focus on increasing revenues by positioning themselves in faster growing functional areas, such as China and North America, and by also by strategically focusing on their domestic market.

D. Mission Statement Throughout my research of Dentu’s operations, performance, and culture, I would recommend the following as an appropriate mission statement even though they do not have a clear mission statement outlined:

“We are working to increase business opportunities as “A Partner in Creating Value” from the perspective of clients, media related companies and consumers. We are also striving to earn the trust and acclaim of all stakeholders, including shareholders, clients and employees. In the process, we are maximizing corporate value and fulfilling our corporate social responsibilities.”

E. Vision Statement There is no official vision statement for Dentsu Inc. According to my knowledge of the company, I would recommend the following a medium term corporate vision:

“The Dentsu Group has targeted growth by focusing on four key markets: the domestic advertising market, advertising-related markets, new markets and overseas markets. In each of these, we will respond to clients’ needs and offer innovative services—efforts that have enabled us to reinforce profitability and raise corporate value. Going forward, we will complement this with our “Groupwide and Globally Oriented” strategy, taking advantage of Groupwide resources and strengths to provide integrated solutions that link with other markets and ensure we remain the partner of choice for our clients.” [See chart 1.0]

II. External Assessment A. General Environment [See table 1.0]

1. Economic Economic opportunities may be broken down into six categories as shown in table 1.0. They begin with a fall in the employment to 4.9%. This demonstrates that companies are expanding and need more employees. It also benefits communications companies with the expansion needs. Specifically, it helps advertising companies with more companies expanding and a need for advertising. Next is the consumer confidence index. This index indicates the GDP, jobs and spending. In the United States, spending accounts for 2/3 of the GDP. With high confidence numbers, companies may need not work harder to attract buyers. Third, there are some potential signs of a modest economic upturn in European Union. For example, the GDP has increased 0.5% in 1st Quarter of 2004 in 15 EU States. Also, exports have grown larger than imports over the last five years. The Economic Stock Market is also important. There has been an increase in quarterly earnings cash flow for consumers and companies directly increasing spending potential. Also, the Dow is up 2.9% in 3rd Quarter, S&P up 3.1%, while the NASDAQ rose 4.6% The Consumer Price Index is another great indicator. It shows an increase in the spending on basic goods which means an increase in company profitability and cash flow. The CPI has rise .5% in both July and August. From August 04’ to August 05’the CPI is actually up 3.6%. Lastly, the current interest rates are important because they give companies potential to borrow for projects and growth at low cost. A 30 year fixed mortgage currently around 5.5% which is at an all time low. Also, the current 10 year T-bond around 4.4%; this is also very low. Economic threats include slow economic growth throughout European Union. The growth rate is down from 4% to 2.5% per year over last two decades. In addition, the Gross Domestic Product of fifteen EU countries is 6,910,477. The GDP/PPS (purchasing power standards) per head is 18,446; which accounts for discrepancies in currencies. In terms of short-term spending, price promotion and discounting leads to no long term growth which is important for advertising companies. The short term is exactly what it is, the short term. A decrease in U.S. Government spending means a decrease in revenue for advertising companies. The U.S. Government is one of the largest spenders in U.S. . This decrease in spending by the Government is due to their fiscal deficit. [See chart 1.1] In terms of economic uncertainties, the weak dollar means weak return on profits for advertising companies across the globe. The trade imbalances throw the consumption and spending indexes off balance for the country. The Consumer Confidence Index signals decrease in investment into the economy by consumers and in-turn companies. Lastly, a threat to the economic environment is Sarbanes Oxley. Because of Sarbanes Oxley, CEO’s are pressured to return cash to share owners and hedge funds for short term profit, not long term profit which goes back to the short term problem growth, not long term.

2. Demographic Demographic opportunities include one major category: population segments. This will be viewed in terms of the U.S. There are 75 million boomers in the U.S.; which currently represent about 29% of the U.S. population. This gives advertisers a specific targeted market to focus on. There are 102.6 million that are projected to be the Hispanic population of the U.S. as of July 1, 2050. According to this projection, Hispanics would constitute 24% of the nation’s total population on that date. Again, this gives advertisers an important market segment to focus on. If looked at more in depth, one will see that 67 million is the number of people of Hispanic origin who would have been added to the nation’s population between 2000 and 2050. The projected percentage increase is 188% and that would amount to a near tripling of the population. This Hispanic figure is utterly important to advertisers and companies as a whole. Another market segment includes millionaires. The total number of U.S. millionaires in 2005 came to nearly 2.5 million: a 10% increase for the year 2004. This yet again points out another market segment that both advertisers and companies may specifically focus on. If taken globally, there are 8.3 million high net worth individuals, or 7.3 percent more than in 2003. A major threat in terms of demographics includes low-income households. With low income households comes a decreased opportunity to purchase products. With a decrease in purchasing products comes a decrease in advertising spending by companies. Two figures that are listed and that are not good indicators for companies or advertisers are: the poverty rate which rose from 12.1 percent in 2002 to 12.5 percent in 2003, and that 17% of total population lives in low-income housing. The number of people below the official poverty thresholds numbered 35.9 million in 2003, or 1.3 million more than in 2002, for a 2003 poverty rate of 12.5 percent.

3. Socio-cultural Socio-culturally, there are two main opportunities: gender roles and one stop shopping. Gender Roles give more opportunities for the equality of men and women. In addition, there are greater appointments of female CEO’s than ever before which give companies a larger labor pool to work from. The creation of the jobs-first priority in U.S. households also gives companies a better opportunity for hiring a better employee. One stop shopping, as a whole, there is greater emphasis being placed on bigger, better and faster. With this socio-cultural attitude, it gives companies a change that is not only needed but also encouraged. This change will bring along with it new ideas and products. Taking it a step further, one will realize that with new products comes a need for communication services with that product. This is where Dentsu fits into the picture. Too much advertising makes up the largest socio-cultural threat in the advertising industry. There is currently a need for a more highly focused campaign to target specific consumers. This may be done by Customer Relationship Management. This process will help to facilitate a more personable relationship with the client thus giving a more specific understanding to the targeted market. This may be done by paying close attention to the buying habits of the consumers. Technology, in terms of email alerts will also help to narrow down the targeted market. In a more broad aspect, a multi channel marketing strategy may be employed to reach out to those consumers that they otherwise would not be reached. This multi channel strategy goes hand in hand with an overall threat of the advertising industry of decreasing spending in traditional campaigns. [See chart 1.2] Moreover, a change in the values and beliefs gives to a decrease in the role that the church and family play in the United States. This signals a change in the habits of buying consumers, and also the roles and actions in society. In turn these are signaling a need for change in companies focus and strategy.

4. Technological Opportunities in a technological aspect may be broken down into five categories: new products, new computer graphics technology, blog watching, eye movement tracking, and the internet. New products, including new twists on old products that are created by companies give fresh life to the industry. New computer graphics technologies create alternatives means or enhanced ways to reach and grab the attention of consumers. This is more so apparent in television commercials than any other advertising mean. Blog watching directly helps to identify demographic groups and also spots trends before they emerge into the mainstream, which as mentioned before is a socio-cultural threat to the advertising industry. Another technology to help alleviate broad based marketing is eye movement tracking which helps to specify consumer motives and patterns in a specific advertisement. The internet is a great opportunity and also a very untraditional form of advertising. It has come a long way in revenue growth for companies and will continue to do so in the future. The total US online advertising and marketing spending will reach $14.7 billion in 2005, a 23 percent increase over 2004. Online marketing and advertising will represent 8 percent of total advertising spending in 2010; rivaling ad spending on cable/satellite TV and radio. Even though the internet is an opportunity it is also important to label it as a threat. If another internet “crash” occurs, a focus on online advertising may be extremely harmful to the industry. ‘Spam’ makes consumers numb to online advertising making it more and more difficult for companies to get their point across. One of the biggest threats includes Personal Video Recorders or PVR’s. These PVR’s take away advertising potential to consumers by letting them bypass all of the commercials. Over 4% of TV homes report owning a DVR (such as TiVo); this figure that has doubled in the past 6 months. If broken down statistically, 1 in 25 TV viewers have a PVR. These numbers are said to be growing dramatically. Researchers say that 50% of households will own PVR’s by 2007. Personal consumer technology such as iPods, cell phones and palm pilots decrease the potential (similar to PVR’s) to place advertisements in and have the consumer watch.

5. Political/Legal Governmental regulations (which may be seen as an opportunity) including the Federal Trade Commission, US Food and Drug Administration, the United States Postal Service and the Federal Communications Commission regulate the ad industry in order to keep structure. The U.S. Government may be able to help companies in search of expanding globally by ‘flexing its muscles’. Nongovernmental Regulatory Agencies may also be opportunities for the industry. The American Association of Advertising Agencies tries to self regulate the ad industry and tries to promote minimal governmental regulation when the regulation is seen as too harsh and harmful to the industry. Tax laws are also another opportunity to the industry. A change in the deductibility rules or tax rates could greatly reduce advertisers' spending. Threats for the advertising industry in terms of a political/legal aspect include restrictions on advertising. Governments may pass laws that limit or eliminate certain kinds of advertising, which can hamper an agency's ability to service its clients. (I.e. tobacco, alcohol products)  Even though tax laws may be seen as an opportunity, they may also be seen as a threat. Take for example a change in the deductibility rules or tax rates that would greatly reduce advertisers' spending. Lastly, if a company wanted to merge or acquire another company, they would have to be reviewed by panels in their respected countries before legally they could acquire or merge.

6. Global Globally, there are many opportunities. The first of such is industry growth. It is estimated that the industry will grow at 2-3% in 2005, compared to 3-4% in 2004, with marketing services outpacing advertising. In addition, Latin America has a stable inflation helping economic activity and potential communications growth in that geographic region. Social events such as the 2006 World Cup and the 2008 Beijing Olympics would promote increased demand for advertising on a global level. In the past four years, the Chinese expenditures have increased dramatically. [See chart 1.3] China may be viewed as the number one opportunity globally for the industry. Let’s take a look at some key facts and figures : the Chinese advertising market grew by an average of 15% annually between 1999 and 2003, the spending on advertising in China grew 20% in first half of 2005, traditional ad spending accounted for $17.7 billion in the first half of 2005, in 2008 China will surpass Japan as the second biggest advertising market in the world, foreign companies equal 30% of all the money spent on advertising in China, industry executives expect China to become the world’s second largest market by 2010, the 2008 Olympics in Beijing will ignite an already roaring fire in China, the relaxation of control over markets in China and Asia will boost demand on a global level. One last opportunity globally may be seen once restructuring and deregulation happen in Japan. Only then will greater competition occur stimulating more consumption, and thus more demand in many industry sectors. Threats that may be included in a global aspect for the industry include Western Europe becoming stagnated. France, Germany and the UK seem to be in a mature industry which will foster greater competition in an already tight and hypercompetitive environment. Labor pool problems in China may hamper such a predicted increase in industry growth. Without the right personnel in China, companies may be forced to transfer previous employees into a new and culturally dramatically different society. Quick market infiltration into the Asian (and more specifically Chinese) market may restrict an easy pass for quick revenue growth. Another, more new-age threat is self explanatory: unpredictable environmental and/or terrorist catastrophes.

7. Environmental There are not many opportunities when dealing with the environment. Rather then opportunities, there are more corporate responsibly ethic issues that may be apparent in the industry. They include: paper recycling and purchase of recycled papers. In addition, they include the recycling of other materials including cartridges, cans, and glass and computer equipment. The only threat that may be seen in the industry is energy consumption.

RED THREAD FOR GENERAL ENVIORNMENT The communications services industry (more specifically the advertising industry) is facing many viable threats in the general environment. Mature economies have made use of technological advancements to enhance personal entertainment. At the same time it has limited and diminished advertising opportunities. It is becoming tricky for communication service groups to merge or acquire more and more companies in order to keep up with competitors. Both the European and U.S. economies are starting to pull out of economic depressions fueled by slow short term growth and low spending. In contrast, China has great potential for becoming a profitable market source. Consumers are starting to block out advertisements due to a flood of advertising viable everywhere. However, a more specific channel of producing top of the mind thinking will hopefully open the door to increased acknowledgment and positive outcomes.

B. Competitive Environment

1. Industry Analysis

A. Economic Structure Dentsu Inc. competes with the other major international communication services groups that dominate the world communications market. Included in this strategic group are WPP, Omnicom, Interpublic and Publicis. This industry’s economic structure is an archetypal tight oligopoly in its second phase of consolidation.

B. Life Cycle Stage The advertising industry is clearly in maturity, as indicative of the problematic overcapacities where demand has failed to match supply and profit margins are slowly increasing in Europe as well as in the United States. Even though the Asian market seems to possess a strong possibility of a high level of growth, the industry as a whole obtains many mature cycle characteristics. It is also beginning its second phase of consolidation where the larger integrated companies are acquiring various smaller national and regional communications companies to gain market share and achieve higher economies of scale. [See chart 1.4]

C. Porter 5 Forces Model

Threat of New Entrants: MODERATE Although Dentsu is joined by four large and powerful advertising communication groups, Omnicom, WPP Group, Interpublic and Publicis, there are low levels of barriers to entry in the Japanese advertising market. Even though the barriers to entry are low, there is the biggest problem of them all: obtaining clientele. In Japan, relationships are everything and they are held in very high regards. Moreover, there are low capital requirements making it easier for new entrants to enter the market. Start up companies may face problems in developing a highly skilled team, since there is a very small labor pool that is capable of producing the quality of work that comes from the large advertising and communication companies.

Bargaining Power of Suppliers: HIGH Dentsu has a significant market share in Japan. In fact, they are the number one advertiser in Japan. Currently, they are starting to also take over the Indian advertising market by making use of their strategic alliance with Publicis Groupe. In Japan, there are only a handful of advertisers, which makes Dentsu extremely valuable. The major assets of companies such as Dentsu include the intellectual capital that comes along with the respected companies. Over the years, there have been increased labor costs due to the increased and short supply of the creative minds that are a necessity. Personalization is also held in a very high regard in terms of the success potential of advertising groups. Without personalization, customers (companies) feel less important to the agencies and more importantly than that. They feel as though their money is not being put to good use.

Bargaining Power of the Buyers: HIGH In the communication services industry, buyers have very low switching costs which help to give them a high bargaining power. Another reason deals with the fact that many, if not all of the purchasers of the services offered by communication services come from companies in the Fortune 500 (United States) and in the Fortune 1000 Global Companies. Therefore, the actual number of buyers is relatively low and the buyers are generally concentrated which gives them power. Lastly, more and more as budgets continue to be shrunk by executives, the buyers’ financial capacity keeps diminishing making for the need of getting the most out of their money.

Threat of Substitutes: LOW In the communication services industry, the threat of substitutes is very low if not almost non-existent. A ‘do it yourself’ attitude and implementation is the only way that advertising and any other communication service may be substituted. If companies were to establish a ‘do it yourself’ regard, they would consume a lot of their own time, intellectual capital and money.

Level of Rivalry: FIERCE With a tight oligopoly, comes fierce competition among firms. This hypercompetitive environment brings along with it bidding wars in order to win over companies and potential clients. With the industry as a whole being in a mature market, there is slow growth. Slow growth adds to the level of competition that is apparent in the advertising industry. If broken down by segments however, the internet segment of the advertising industry is in a growth stage. Even though the internet segment is in a growth stage, this only adds to the rivalry. With low switching costs for buyers and high exit barriers for companies it makes the overall level of rivalry for the advertising industry fierce.

D. Industry Attractiveness: As a whole, the advertising industry is faced with a handful of hypercompetitive companies that are fighting for clientele with slow growth in a mature market. Even though the barriers to entry in this market are very low, survival is extremely difficult. Winning the bid for large contracts is much more beneficial for a communication services company than winning many small bids in a different market.

For New Entrants-MODERATE Even though new entrants face low barriers to entry and low startup capital, it is hard for new entrants to thrive in such a tight oligopoly such as that in the advertising industry. It is substantially easier for a new entrant to enter the market, but it is much more difficult for them to gain and retain clients.

For Incumbents- HIGH Once companies are established in the industry, it is very beneficial and easy to stay successful. For well established companies in the industry, a clientele base will already be there and if they treat them right on the value chain side, they will stay with the incumbents.

For Dentsu- HIGH The advertising industry is very attractive to Dentsu for one main reason: they are already well established. They have already achieved a position as one of the top six firms in worldwide billings at $20,847.8 (in billions). Take note of chart 1.5. Dentsu is an apparent laggard in the United States advertising market. Even though Dentsu does the majority of its business, (and the majority of it very well done) in Japan, they will want to expand globally by using its established reputation in Japan.

2. Competitor Analysis

A. Key Success Factors Omnicom, Publicis, Interpublic and WPP were selected for the key success factors analysis because they are all world leaders in the advertising industry and are within Dentsu’s strategic group. The three firms were rated (not ranked) on a scale from 1-5, with 1 representing poor performance in the category and 5 indicating excellent performance in the category. Market share, internal cohesion, personalization and product diversification were chosen because they are, above and beyond, the most integral elements to success in the global advertising market. In today’s dynamic and ever-changing economy, market share is an integral measure of where each company stands in the global advertising market. As the name might suggest, being apart of an extremely cohesive team is extremely important for all advertising agencies. Without cohesion and unity within the companies, the outcome will be less then expected. If the distinguishable aspect of the advertising industry is that every company is facing is the looming idea that there is a finite amount of purchasers, having the foresight to realize this and act on this notion is what produces success; firms must operate internally as efficiently and effectively as possible in order to squeeze as much as possible from their employees which will in turn trickle down to their customers. Personalization, as mentioned in the Porter 5 Forced Analysis, is one of utmost importance to many large buyers (companies). Without personalization, a company may be compelled to switch to the competitor. Finally, product diversification is important because as advertising agencies acquire other communication service companies, they gain more ability and services to offer to the customer. [See table 1.1]

B. Strategic Group Analysis Dentsu Inc. competes within the international and domestic integrated advertising industry, which is composed of some of the largest and most diversified communication service groups. Their diversification is twofold: globally and within a scope of operations. Their closest competitors include WPP, Omnicom, Interpublic and Publicis. [See chart 1.6] III. Internal Assessment

A. Nature of the Firm Understanding the makeup of Dentsu is not as a complex of a process as understanding competitors such as WPP Group. Simply put, Dentsu is not a holding company. Dentsu is made up of one publicly traded company in Tokyo Japan, Dentsu Inc. (JP: 43241). As a whole, Dentsu is the largest advertisement conglomerate in Japan. The company is the world’s fifth largest advertising communications company by revenues. Dentsu serves a large client base of 6,000 local and international companies. Dentsu has become a more complex company due to its multitude of services and also the recent strategic alliance with Publicis Groupe S.A. The following internal assessment will not only examine the old culture and management but also the new organization of Dentsu Inc. 1. Leadership & Culture Dentsu operates by implementing an executive officer system. This system strives to separate decision-making and oversight functions, thus clarifying responsibility and authority in all of business activities that occur within the company. The Board of Directors meets once a month in order to resolve important matters and to receive updates on the status of the business’ execution of activities. A meeting of full-time directors is held twice a month in order to decide important matters that are not covered and/or discussed by the Board of Directors, as well as to discuss matters prior to their resolution by the Board. Both groups also appoint members to various committees that have been formed to discuss and make decisions on routine business matters.

2. Corporate Makeover Leadership Prior to the introduction of their corporate makeover, Dentsu faced many leadership problems in expanding globally in errors with hiring of personnel and training. Second, Dentsu possessed a flawed belief that the strength of its brand name in Japan, rather than the quality of service, would win and retain business overseas. Third, the company failed to understand the real needs of Japanese clients abroad. Finally, Dentsu adopted an outmoded management model that encouraged direct day-to-day control from Tokyo instead of relying on local empowerment and entrepreneurial leadership. That is when worldwide management was replaced by Tateo Mataki and a vision in “A Partner in Creating Value”. This effort entails building the resources each agency can provide, as well as engaging in extensive networking. Moreover, Mataki adds that: “the Group has constantly striven to contribute to the success of clients and media-related companies and to enrich the lives of consumers. Central to realizing this vision is our Total Communications Services, through which we provide the solutions that meet the needs of each of these three constituent parts.”

3. Organizational Structure [See chart 1.7]

Dentsu is made up of one publicly traded company in Tokyo Japan, Dentsu Inc. (JP: 43241). Since Dentsu is not a holding company, their organizational structure is a Mult-divisional Structure with a Related-Linked Strategy, not a Holding Company Strategy like WPP Group PLC. At the beginning of June 1999, Dentsu adopted an executive officer system in order to separate decision making and oversight functions thus clarifying certain responsibility and authority of each business decision. Dentsu has a unique structure in that they simultaneously have a centralized and decentralized strategy. There is a small Board of Corporate Auditors that advise the Board of Directors who advise to the CEO with managing the overall corporate strategies. This is the main strategic control used by the Board of Directors and the CEO to control the individual firms’ strategies. Within this large organization they have consolidated their organization into four separate geographic entities involving: Japan, Asia-Pacific, Americas and Europe. Within the Group there are sixteen Board of Directors for each company within the geographic entities. Their purpose is to advise and assist the subsidiaries of Dentsu Inc. Moreover; Dentsu is focused on reinforcing Groupwide management. In April of 2003 Dentsu set up the Group Companies Auditing Office. Members of the office serve as auditors of major domestic Group companies to monitor their performance. “In June of 2002, we cut the term of office for executive officers from two years to one. In June 2004, we reduced the term of office for members of the Board of Directors from two years to one, to increase responsiveness to changing business conditions and better clarify the responsibilities of directors.” It is important to note that the names of each specific subsidiary of Dentsu was not available anywhere. In addition, the names of the Presidents and/or CEO’s of these subsidiaries could not be translated from Japanese to English since these names were nearly all in Japanese.

B. Value Chain Analysis [See chart 1.8]

1. Inbound Logistics For such a highly vertically integrated industry like that of the communication services industry, inbound logistics includes all of the processes that Dentsu takes in order to attain the resources it needs. The inbound logistics for Dentsu is the equivalent of their upstream operations. [See chart 1.9]

2. Operations The following aspect of downstream activities is the company relationship, which helps to establish a firm connection between themselves and their customers of companies. The process begins with creating creative culture and interaction. Next, a pay for performance type of incentives along with employee enhancement programs. This is followed by using premier industry tools in order to better service their clients. Moreover, it includes the actual production of the advertisements in the production companies. [See chart 1.10]

3. Outbound Logistics The next aspect of the downstream activities is utilized very much by Dentsu Inc. The only outbound logistics that is involved is their relationship with their distribution channels. After extensive research and speaking with the North American directors staff, I concluded that Dentsu has a very significant relationship with their distribution channels. [See chart 1.11]

4. Marketing and Sales The marketing of Dentsu’s finished products is performed on the corporate level primarily in many large corporations in Japan but also across the globe. Retail buyers include those buyers that purchase from the corporations. In essence, Dentsu’s finished products may be viewed as directly to the consumers on television, radio, print, etc. However, in order to reach this segment, Dentsu’s advertisements need to bypass their customers (corporations). In order to obtain clientele, Dentsu has to prove that their services are significant. A way of doing this is to present to the potential clients the awards that they have won. [See chart 1.12 and 1.12a]

5. Service Since advertisement is not a commodity and most purchases are relationship-based, there is a great amount of customer relationship compared with other products and services. An important feature for the Human Resource department is to implement a highly specialized team that may be able to successfully function with the buyer. In addition, there is a high amount of after-sale customer relationship management with the buyers (corporations). Without this relationship, each company in this industry would have a significant problem on their hands since customer retention and customer satisfaction is an ever so important aspect of the business. [See chart 1.13]

C. Core Competence & Competitive Advantage Dentsu Inc.’s primary core competence lies in their domesticity. As of calendar year 2005, Dentsu ranks fifth among the world’s marketing organizations, based on its revenue in calendar year 2004, and Dentsu is the top core agency brand in the world, according to a report by Advertising Age magazine. Dentsu has a diversified client portfolio of over 6,000 advertisers which includes leading domestic and international corporations. Directly related to Dentsu’s ability to expand into budding economies is the creative genius behind each strategic move. Their leadership and culture that has evolved from their corporate makeover is more innovative, efficient, and responsive than those of competition communication services groups. Dentsu’s competitive advantage derives from their people. More specifically, their creativity, their ideas and their wisdom entail their competitive advantage. Dentsu seeks to facilitate this competitive advantage by: “building people who can create new levels of value, by building infrastructures that support value-creation activities, and by building a more effective organization.”  On a financial level, Dentsu has a competitive advantage in Japan due to their above-average returns in Japan compared to their closest competitors in their strategic group. [See table 1.2]

D. Financial Ratio Analysis All of the original values from the Group’s financial statements were in yen for Dentsu Inc. Those numbers were analyzed upon the market share and exchange rate of the day that the results were completed (last day of the fiscal year) to translate them into U.S. dollars. I used the total market value of companies globally based on the appropriate figures listed and compared those to that of Dentsu. Therefore, all figures have been accurately translated into an industry average comparable to Dentsu Inc. [See table’s 1.21-1.21c] IV. Strategic Choice A. SWOT Analysis

1. General SWOT Analysis [See chart 1.14]

2. General Strategic Orientation The advertising industry is being threatened by overcapacity and a struggling economy. Overall, Dentsu has much strength and is not a company that is necessarily struggling to keep up with the industry. But rather, an excellent company struggling with the slow growth of a mature economy. [See chart 1.15]

3. Grand Strategy Clusters The global advertising market is definitely a slow growth market. As the market leader in the Japanese market, Dentsu is coming from a strengthening competitive position. [See chart 1.16]

4. Grand Strategy Selection Matrix [See chart 1.17]

5. Generic Strategy In addition to their intellectual capital, Dentsu has a competitive advantage because they achieve above-average returns compared to their strategic group in Japan as discussed earlier. The scope of their target market is colossal, seeing as they serve people around the globe and do not specifically target one demographic segment, even though their primary market is in Japan. They achieve their advantage through focused diversification since their services may not be based upon cost and with the current market’s layout; a focused personalization is an important factor. [See chart 1.18] This combination of personalization, intellectual capital/teamwork, and entrance into new markets may be found in Dentsu’s strategy called the 4-2-2 strategy. [See chart 1.18a]

B. Recommendations As mentioned, Dentsu is guided by their strengths and not their weaknesses. The Grand Strategy Selection Matrix has a line through the “Retrenchment” quadrant because for the most part, Dentsu is trying to defend its position as the market leader in Japan. However, it is my opinion that some times the best defense is a powerful offense. In order to remain #1 in this hypercompetitive market, I believe Dentsu requires more than the traditional concentrated growth and innovation. I’d like to revisit not only the problem facing the industry but especially Dentsu’s main problem: domestic growth. Sometimes, staying on top requires more action than reaction; and leaving their competitive position idle would indeed be a return to complacency. The Japanese advertising industry is more attractive for Dentsu than other incumbents and they should take advantage of this. With a heavy presence there now, this enables them to prepare for the future.

1. Corporate Level Strategy (Global Scale) On the global scale, Dentsu should continue to expand into emerging markets to bring what they do best to new markets. Budding economies in Asia, Latin America and North America will be integral for their successful expansion. Even though Dentsu already has started to expand globally in Latin America, Canada and Malaysia (to name a few), not only through their alliance with Publicis, but rather individually, they will need to continue to grow and foster a bigger global environment. [See chart 1.19] Making prudent strategic investment decisions will be vital for Dentsu in order to succeed globally. Their already dominant force in Japan has allowed them to capture a significant market share in the Asian market.

2. Business Level Strategy (Asian Market) In the specific Asian market, Dentsu first must defend their position as the market leader. Focusing on improving and sustaining customer relations along with internal efficiency will improve their hopes for growth. However, I think Dentsu needs to make a move that is one step further. Dentsu should form a joint venture with some of the major advertising agencies that have been gaining market share. If a mutual joint venture can not be reached, Dentsu can use its excess cash to acquire these advertising agencies if needed. As mentioned earlier, the projected advertising growth in Asia is an incredible indicator of increased revenue within the Asian market. I am not basing my strategic recommendation on this underlying assumption; this is rather a very good possibility of what could happen. While the Asian economy is currently growing to the industry, I think in the long-term, the Asian market will boom and lead the way once like the United States market had done. An improved economy in the long-run would put more disposable income in the hands of consumers, who would be more likely to purchase based on brand equity. In turn, this means more advertising for companies. Dentsu will then be perfectly situated to capture market share based on their convenience, location, and brand equity. V. Managerial Implications A. Implementation Issues Dentsu should target the larger advertising agencies in an effort to gain more market share. All new companies will be branded with the Dentsu name, as they continue their branding effort. All employees will remain at their original company but will undergo Dentsu’s training program in order to achieve congruence throughout corporate culture. Through both expansion into emerging markets on the global scale, and continuous improvement in the Asian market, Dentsu will be able to improve their profitability and efficiency in this slow growth market. Dentsu’s improved leadership has opened their eyes to the ever-changing global marketplace that is revolutionizing all aspects of business. Remaining responsive to these changes and employing the latest technologies will be extremely important for the Group to remain a leader in their industry.

Freestyle: The Art of Rhyme
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Filmmaker Kevin Fitzgerald documents the art of freestyle from its initiation during the 1980s to the present day. This film features such notable hip-hop artists as Mos Def, Tupac Shakur, Notorious BIG, The Roots members, Jurassic 5, among others. The film won the Best Documentary prize at the Urban World Film Festival.

Millenium Mambo
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From filmmaker Hou Hsiao-hsien, Millenium Mambo tells about a young hostess in a trendy bar in Taipei. She is torn in life and love, and this film chronicles that journey. Winner at the Cannes Film Festival, Millenium Mambo stars Shu Qui (The Transporter) and is photographed by Mark Lee Ping-bing.

Rolling Family
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Rolling Family is an Argentine comedy about love, family, and laughter in this Little Miss Sunshine like film. An aging matriarch is asked to be the matron of honor at a wedding and she brings the entire family along. All possible range of emotions come out in this film when four generations are cramped into a 1956 Chevy van.

The Last Minute
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In the same vein as Fight Club and A Clockwork Orange, Stephen Norrington's film follows Billy, the next big thing, into the depths of the London scene. Billy's life implodes and he is thrown on the fast track to London's underworld, full of thieves, murderers, where time ticks towards the Last Minute.

Marie Digby
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Cathy Waterman
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Cathy Waterman is a California-based fine jewelry designer. By way of her company, Cathy Waterman Inc., Waterman has influenced the fashion industry since she sold her first collection to Barneys New York in 1990. A favorite among A-listers and stylemakers, Waterman's pieces continue to mesmerize.

Jeremiah Dellas
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Jeremiah Dellas is a professional beach volleyball player who is a standout on and off the sand. After successful collegiate volleyball career at Lindenwood University punctuated by MIVA-NAIA Academic All-Conference recognition and National Final Four appearance, Dellas now plays doubles beach volleyball on both the Extreme Volleyball Professionals Tour (EVP Tour) and the Association of Volleyball Professionals (AVP). On tour, Jeremiah has finished as high as 3rd in Pro events. Current and former partners include John Krejczyk, Matthew Smith, Toplica Popovic, and Santana Aker. In 2006, Dellas participated in four professional events, two with Popovic and two with Krejczyk. 2007 saw Dellas competing in 12 EVP & AVP professional events in cities such as Miami, Grand Haven, Chicago (4 events), Louisville, Hermosa Beach, St. Louis, Kansas City, Cincinnati and Portland. Jeremiah Dellas and John Krejczyk have also been featured athletes in the EVP TV Show airing regularly on Comcast and Altitude Sports Network, as well as WGN and FOX 2 St. Louis morning shows.

Jeremiah is accomplished in the world of business, as well. To date, his CV includes a meeting with the President by age 8 and a CFO title by age 25. Regarding the latter, he directed the finances of One Stop Steel Corp in Saint Louis, MO, from 2000 to 2002. Since then, Jeremiah has built a successful practice as a financial advisor to high net worth individuals and organizations. His clientele ranges from professional athletes and musicians to business owners and banks. Mr. Dellas was featured this year in the April 24th 2006 issue of TIME Magazine where he was recognized as a standout among his peers. January 12, 2007, Jeremiah Dellas was selected to THE ST. LOUIS BUSINESS JOURNAL'S "40 UNDER FORTY". This recognition is reserved for those individuals who are standouts both in their professional lives as well as in their community and are under the age of forty. More than 350 nominations were received. At 30, Jeremiah was one of the youngest to be selected for this honor.

Dellas serves as a Director on the boards of The Michael Jones Foundation, The Epilepsy Foundation, The Lindenwood Alumnae Association, and the L6 Foundation as well as being a current director nominee for the $1.3 billion Missouri Foundation for Health.

As a child Dellas was the National Poster Child 1984 for the Epilepsy Foundation of America. During his spokesmanship for the United Way & the Epilepsy Foundation of America, Jeremiah had the opportunity to personally represent the EFA at the White House and visit with President Ronald Reagan in the Oval Office. His meeting with President Reagan is documented in the Ronald Reagan National Library. Subsequently, he was interviewed on television and radio to comment on President Reagan's passing in 2004. In 2000, Jeremiah was honored by the Epilepsy Foundation with the prestigious Ben Froelichstein Award for Lifetime Achievement.

Jeremiah holds a B.S. in Biochemistry from Lindenwood University, in St. Charles, MO and is pursuing an MBA and a CFP designation. He currently resides in St. Louis with his wife and three year old son.

Incisive Media
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Incisive Media plc is a business to business publisher with operations in the UK, US and Asia. It publishes print and online titles in areas including financial services, legal services, information technology, risk management, professional services and marketing services.

The company was created through a £ 275m management buyout in December 2006. With financial backing from the Apax Partners private equity fund, the publisher was delisted from the London Stock Exchange.

Acquisitions:
November 27, 2006: MSM International, a publisher of trade publications for the financial sector, for £22.5m in cash. February 8, [2007]]: VNU Business Publications Ltd, a publisher for the information technology sector, for an undisclosed sum. June 1, 2007: Central Banking Publications, a publisher of trade publications for central banks and financial regulators, for an undisclosed sum. July 5, 2007: ALM, a publisher of legal trade publications, for an undisclosed sum. July 20, 2007: Global Technology Forum, a tradeshow for the oil refining industry, for an undisclosed sum.

List of Ned's Declassified DVD's
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List of Ned's Declassified DVD's
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