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Ukraine/Cyberwar – Bush/Cheney Liberals? Marketing to Children.
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Sunday, April 10, 2022


Ukraine/Cyberwar – Bush/Cheney Liberals? Marketing to Children.

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Cyberwar History and Ukraine

Steven Burgess -- Computer Forensics Expert

Cyberwar History and Ukraine

People are much more drawn to images of blown-up building, fires, mushroom clouds, refugees in dire circumstances, color pictures of pain that are better in black and white than they are to explanations of code or even fallout from code if it's not resulting in something blown-up, fiery, or pictures of people in pain that are better in black and white.

That is to say, while we see plenty of stories of ransomware, temporary business disruptions, and credit card & ID fraud, it's not visceral. It goes by quickly on the page and in our minds.

So, whatever happened to the stories we saw before the cyberattack age?

Name: Steven Burgess

Title: President

Group: Burgess Consulting

Dateline: San Luis Obispo, CA United States

Direct Phone: 866-345-3345

Cell Phone: 805-349-7676


See the News Release Here:


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George W. Bush and Dick Cheney—Liberal Darlings?

William S. Bike -- Historical Commentator

The recent rehabilitation of the images of former President George W. Bush and Vice President Dick Cheney in the media is not unusual in American history, says political expert William S. Bike in a recent article for Medium.com.

"The media and historians often take a contrarian second look at officials years after they have left office and, since these officials no longer are in the white-hot glare of day-to-day politics, decide that the common opinion about those officials was not necessarily the correct one," said Bike, who is the author of a how-to book on all aspects of political campaigning, Winning Political Campaigns.

Name: William S. Bike

Title: Senior Vice President

Group: Central Park Communications

Dateline: Chicago, IL United States

Direct Phone: 773-229-0024

Cell Phone: (312) 622-6029


See the full news release here:


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How Will You Know When You Meet the Love Of Your Life?

Amy Schoen, MBA, CPCC -- Dating and Relationship Expert

How does it look in your daydreams? Do your eyes lock with your destined love, your knees go weak, the butterflies flutter in your stomach? Do you assume you will automatically "just know" when you meet the love of your life? Will it really be that unmistakable?

If you're waiting for an Oscar-winning moment to let you know you have found "the one," you may be waiting a long time.

In fact, you may have already met your true love and not know it – just as I had.

I wasn't necessarily expecting fireworks to go off when I met him. But I certainly wasn't expecting our story to write itself the way it did.

Name: Amy Schoen, MBA, CPCC

Group: HeartMmind Connection

Dateline: Rockville, MD United States

Direct Phone: 240-498-7803


See the full news release here:


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Marketing to Children Is a Good Thing

Richard Gottlieb -- Toy Industry Expert

I was about six years old when I first saw the television ad that promised a square inch of land in Alaska "Absolutely Free!!!" Wow!!! The commercial was fantastic. It was in black and white, and it showed people panning for gold and doing other cool Alaska things. I guess somewhere in a crevice of my brain lurked the entrepreneur I was to become as I thought about farming my square inch. Corn, I thought. I'll grow corn!! All I had to do was send in the coupon that came in the box of Quaker Oats to the "Klondike Big Inch Land Co." I would become a landowner.

The problem was, and this was a big problem, my mother. She was a dangerous combination of indulgent and begrudging – all at the same time. I mean, she would buy me the cereal knowing full well that I would never eat it. On the other hand, she couldn't let it go to waste, so she would be gagging the stuff down while we sat together eating breakfast. In between gags, she would remind me repeatedly about what a pain I was because all I really wanted was the prizes and that I never ate the cereal she bought me. She was, unfortunately, correct.

So, once again, I promised that I would eat the cereal, that it wasn't about the prize; it was that I loved Quaker Oats (have you ever eaten Quaker Oats?). Once again, she bought me the cereal, gullible fool and loving mother that she was. I remember putting it on the table, opening it up, snaking my hand down through the cereal to the bottom of the box, and dragging out the coupon along with various pieces of Quaker Oats stuck to my arm and hand.

I did get my certificate, and being six years old; I immediately lost it. I never, however, lost the memory of farming that square inch of land. It was a brilliant ad campaign as literally millions of unsuspecting kids made their mothers buy Quaker Oats and, just like me, sent in for their square inch.

I bring this up because it was my first run-in with marketing. I had undoubtedly been taken, but I wasn't disillusioned. I had just learned an important lesson. Don't fall for everything you see on television; something that has held me in good stead to this day.

Someone will come on television and try to convince me to buy a car, take out a loan, or go on a vacation and I will look at the TV, frown, furrow my brow, and think to myself: "H-m-m-m, is this that square inch of land thing all over again?"

Now, you may be wondering why I am talking about something that happened when I was six years old? Well, I am getting tired of these books coming out that attack the toy industry for marketing to kids. We already had to listen to Eric Clark and his book: The Real Toy Story; Inside the Ruthless Battle for America's Youngest Consumers. We have Benjamin Barber's Consumed; How Markets Corrupt Children, Infantilize Adults, and Swallow Citizens Whole. He says that marketing is so dominant in our culture that children are reduced to focusing their lives on shopping and brands. In general, he sees consumerism as taking down our democracy and generally destroying the world.

Well Mr. Clark thinks we're a ruthless bunch, and Mr. Barber believes we are both corrupting and infantilizing. He says we want to swallow everybody. Well, a few folks in the industry may be ruthless, corrupting, and infantilizing. There may even be, God forbid, someone who wants to swallow people whole, but, frankly, I think that by marketing to kids, we are all playing an essential function in every child's life. We help them learn how to survive in a country that has a free market economy, free speech, and the God-given right for someone to try to get someone else to buy pretty much whatever they have to sell.

So let me just say it: I am blatantly and unapologetically in favor of marketing to kids. Why? Because they will have to spend the rest of their lives listening to every kind of marketing approach, and childhood is where they will learn to cope with it. The stakes are low, and the knowledge is priceless. We do them no favors by sending them into the adult world unprepared.

And let me take a minute to speak up in favor of the consumerist society within which we live. We have our faults, but frankly, in a culture where everyone is trying to hustle their next buck, they are much too busy trying to sell their neighbor than to find the time to kill them. There is no profit in blowing up a potential customer. It's terrible for business!

So, the next time your kid suckers for a toy that doesn't work like the commercial said it would, or that broke immediately, or that quickly became obsolete, remember that though they are disappointed, they are learning how to get by in the world not as we wish it to be but as it is. Their learning process is not always pretty to watch, but it's better than the alternative.

By the way, I just found out those "1 square inch of land" deeds are going for $40 apiece on the collector market. Oh yeah, I lost mine. I guess I'm still learning lessons from childhood. Damn it!

Richard Gottlieb

Global Toy Experts / Global Toy News

646 675 3019


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All Leaders Are Not Created Equal: To Save the Company – Change the Leadership Style.

John Collard -- Turnaround Interim Management Expert

Director Summary

What makes a good leader in a healthy company? What about a company in crisis? The two styles are different in focus, decision making, authority, and people. Understanding and managing these differences can help directors recruit the right talent to lead a company through good times and bad.

Clear Thinking

In a time of crisis and transition, who can handle the crisis management role within the company? This is a predicament. At such a turning point, clear thinking must prevail and a special set of skills must be applied.

If there is a qualified leader within the company, then delegate the job of turnaround to that person, and provide proper support. If there is not a qualified leader in the company - and there usually isn't - don't hesitate to go outside the company to locate a professional for this job. The answer is often found in the form of a turnaround specialist.

Different Needs

What guides the decision of choosing a leader at this juncture? Different companies have different needs. The CEO that managed the company into trouble clearly is lacking the skills to doctor it back to health. Why risk allowing the same person to try again? Conversely, the CEO that can bring a troubled company from the brink of failure may not have the skills to become the "Marquis" to manage long-term, day-to-day operations.

This suggests a two-part strategy, an interim executive to manage the transition period, followed by a well-qualified permanent leader to step in when the time comes.

A troubled company is like a patient in critical condition, decisive steps must be taken to make something happen. The first goal in an absolute crisis is to stabilize and buy time. After steadying the vital signs, take a reading on where things stand - which is normally still. Look for changes in ratios and trends to determine what is - or more important - what is not going on in the business.

Let's put the leadership roles into perspective. Requirements differ between those for healthy, growing companies and those for firms in troubled or transition situations.

* Healthy company. In the stable or growth scenario, there is time for structured growth and building the organization. In a healthy company, management focuses on long-term objectives, coaching, and team building. A manager in a stable environment should be known among shareholders and employees for consistency in decision-making. With the luxury of time, the occasional mistake generally will not do lasting harm.

* Turnaround situation. In the initial crisis and subsequent turnaround situation, time is an enemy. The focus is different. In a financially distressed company, the lack of time requires action. As the company's problems compound and cash flow evaporates, it becomes critical for management to act quickly and decisively. Management must focus on short-term survival. A manager in a troubled company must be able to shift gears to deal with daily crises that inevitably occur. Troubled companies have primarily one goal - to survive and get well. If the symptoms persist with no cure, the patient can die.

Name: John M. Collard

Group: Strategic Management Partners, Inc.

Dateline: Annapolis, MD United States

Direct Phone: 410-263-9100


See the full news release here:


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When and Why Companies Can Restrict the Emails And Tweets Of Executives And Employees

Edward Segal, Crisis Management Expert

Commentary From Crisis Management Expert Edward Segal, Bestselling Author of the Award- Winning Book "Crisis Ahead: 101 Ways to Prepare for and Bounce Back from Disasters, Scandals, and Other Emergencies " (Nicholas Brealey)

In the business world, free speech can sometimes come with a price for employees, executives and their organizations. While it is not unusual for private opinions to contradict corporate policies and preferences, a crisis can result when those differences go public—and how companies respond.

Fired For Speculating About Impact Of Gas Prices

According to the Associated Press, an employee of a Missouri-based Applebee's franchise was fired last month after sending "an email speculating that high gas prices and the end of pandemic stimulus money would force employees to work longer hours for lower pay." The wire service said the email was widely circulated online.

"This is the opinion of an individual, not Applebee's," Kevin Carrol, Applebee's chief operations officer, said in a statement, adding that the franchisee terminated the midlevel worker. The employee didn't work directly for Applebee's."

The Associated Press reported the issue arose after someone shared the worker's email with Jake Holcomb, "who was the manager of an Applebee's restaurant in Lawrence, Kansas. He quit soon after he read the email, which said: 'As inflation continues to climb and gas prices continue to go up that means more hours employees will need to work to maintain their current level of living.'"

Speaking Out Against School Closures

CNBC reported in February that "Speaking out against school closures during the Covid-19 pandemic was a decision that Jennifer Sey says came at the cost of her job as a senior executive at Levi Strauss," according to an interview on CNBC's Squawk Box.

'Pushed Out'

"Sey told co-anchor Andrew Ross Sorkin that she was 'absolutely pushed out' of the San Francisco-based clothing giant after she refused to stop speaking out on her views that school closures were ultimately harmful to students. She said she resigned on Sunday and refused a $1 million severance package because it would have required her to sign a nondisclosure agreement about why she left the company.

"It was made clear to me that there was not a place for me given the controversial nature of what I had said over the past two years about kids and school," Sey said.

Drawing Criticism

According to the New York Times, "Ms. Sey's outspokenness drew criticism both inside and outside the company, including threats of boycotts. The tweets came when Levi's was using public health guidance to manage protocols across hundreds of stores and in distribution centers.

"But Ms. Sey said she was speaking as a concerned mother, not a corporate executive. She also noted that Levi's—which has been vocal about hot-button issues like gun control—had not previously complained when she posted on social media in support of Democratic politicians like Senator Elizabeth Warren or more liberal causes.

"Levi's disputes Ms. Sey's account of events, including her claims that she was punished because her views veered from "left-leaning orthodoxy" and that she walked away from a $1 million severance package in order to be able speak freely about the company."

Levi Strauss: She Quit

"Levi's said Ms. Sey had quit rather than negotiate an exit package, which would have contained a nondisclosure agreement. It 'would not contain a prohibition on the executive speaking out about matters of public interest such as school closures or on engaging in any legally protected speech,'" Kelly McGinnis, the senior vice president of corporate affairs at Levi's, said in a statement.

Companies Are Increasingly Concerned

Kia Roberts, principal and founder of Triangle Investigations, observed that "Companies both large and small are increasingly concerned about their public-facing persona and do the work of brand management to ensure that the way that their employees behave is consistent with the stated goals and values of the organization.

"When employees, via social media, use speech and language that can be offensive [for] any reason—whether racist, sexist, anti-LGBTQ+, anti-immigrant—it can cause damage to a company's brand reputation.

No Issues With Workers Who Express Opinions

Some companies make it clear that they do not care what their employees say or how or where they express their opinions

Catherine van Vonno is the president and CEO of virtual staffing company 20Four7VA. She said, "Our company believes in freedom of speech. This is why we encourage our staff and [virtual assistants] to express their opinions and perspectives on various issues freely, without fear.

"As long as they are able to work harmoniously with our partner clients within the allotted work hours, we have no issues with them expressing their political and social stands on their social media accounts.

"Along with the freedom to voice out their opinions, we remind our growing team of their responsibility to promote the truth and educate others of any fake news or misleading information that may be spread online. It is our legal and ethical responsibility to uphold what is right and what is humane," she commented.

Advice For Business Leaders

National Labor Relations Act

Jessica Childress, the managing attorney of the Childress Law Firm, noted that, "Employers who have policies limiting employee speech on social media must be careful not to run afoul of the National Labor Relations Act (NLRA).

"The NLRA allows employees to participate in protected concerted activity, meaning that employees have the right to discuss work-related issues with their co-workers in any forum, including on social media.

"Broad prohibitions on employee speech, which limit what employees are permitted to say about work conditions, risk employer liability under the NLRA," she counseled.

Regulating The Speech Of Employees

According to labor and employment law firm Fisher Phillips, "… under both state and federal law, employers are permitted to regulate the speech of their employees under a wide variety of circumstances. Critically, those rights extend not only to employee speech at work but also to employee speech away from work.


The law firm's website noted, "An employer's rights are not without limit, however. Under certain circumstances, employees may have the right to express their views on certain subjects even if doing so causes harm to their employer or fellow employees.

"Further, even where an employer possesses the right to limit the speech of its employees, it may find itself liable for violating non-speech-related laws if it exercises those rights in an improper or discriminatory manner."

"For these reasons, [it] is critical for all employers to know what speech-related rights they possess, what limits on those rights exist and how they should exercise (or not exercise) their own rights in response to the actions of their employees."


Name: Edward Segal

Title: Crisis Management Expert

Group: Edward Segal

Dateline: Washington, DC United States

Direct Phone: 415-218-8600


See the full news release here:


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