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The article focuses on the Sales Executives Club of New York that believes that its function is to help its members to become more knowledgeable about the sales profession, assist them in finding solutions to sales issues and problems, and to encourage them to stay competitive since today's marketing strategies are increasingly requiring faster implementation time. The Club was founded in 1932 by Thomas J. Watson, then president of IBM. Watson proposed the formation of a club or association that could serve as a nucleus and source for the development of better selling methods and for the establishment of selling as a profession with sound underlying fundamental principles. In its approach to the public, the Club engages in extensive public relations activities, sending out assorted public relations releases to local media, supplying guest speakers for television talk shows and having its members speak at college and high school career sessions. The Club publishes "The Sales Executive," a monthly magazine that it affectionately identifies as a "news magazine of sales, marketing, and management".

This exploratory study investigates the marketing strategies implemented by bars and lounges in Canada and the United States to meet the needs of their customers. A census of 75 bars ill three contiguous regions of Quebec, Ontario, and Northern New York was visited. Systematic observations using a detailed grid of variables were compiled for each establishment. More similarities than differences were found, indicating that similar marketing strategies are used by bars in these regions. [ABSTRACT FROM AUTHOR]

This article comments on an old trend but new version of advertising called "alternative" or "guerilla" marketing, and emphasizes the need to restrict such practices so that they can't proliferate the public access media. Guerilla marketing aims at giving expensive items to trendsetting college students, potentially hot showbiz players, and young nightclub-goers with the understanding that each will use and talk up the products. Other examples include extensive product placements in movies and on programs of individual television networks. To protect the customers from frequent bombardment of commercials, devices like TiVo were introduced, which allow users to record many hours of television programming while skipping commercials. Executives of individual network channels fear that the use of such devices has ill implications for their bulk of profits, drawn from advertising revenues. The more advertisers fear that their messages will not reach the intended audience of television viewers, the more they are likely to seek other outlets for these messages. One of these possible dangerous alternative outlets is public access television, which receives little protection from corporate advertisers under the Cable Communications Policy Act of 1984 ("CCPA"). This Note urges municipalities, cable franchisees, and courts to adopt the same protections afforded to the public by the Oyster Bay, New York cable franchise agreement.