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Focuses on New York Times Co. chairman and owner of "The New York Times" newspaper, Arthur Ochs Sulzberger Jr. The challenges he faces with weak earnings, the aftermath of a plagiarism scandal involving Jayson Blair, and changes in the media industry; Background on Sulzberger who succeeded his father as publisher of the "Gray Lady"; Discussion of his business plan to enhance content and extend circulation; The influence of executives Janet L. Robinson, who replaced Russ Lewis, and Bill Keller, who replaced Howell Raines; The Sulzbergers commitment to quality journalism; Financial status of the franchise; Background on the firing of Executive Editor Raines; Effect of the presidential campaign on the newspaper and journalism; Background on Lewis and his influence on Sulzberger; The market position of the "Times"; The financial status of New York Times Digital. INSET: Strategy Report Card.

The article focuses on the management of the department store Bloomingdale's Inc. in Manhattan, New York City. It states that the store has attracted more than 300,000 shoppers through the thousands of its merchandise which are showcased to the consumer as its way to promote its products and become a trendsetter. It mentions that the department store focuses more on the likes of professional people and the young market that made them decide to sell more on fashionable and quality clothes and gadgets and sell less washing machines and refrigerators. Bloomingdaale's president Marvin Traub adds that the used of marketing strategies such as the use of eyecatching shopping bags has resulted to the growth of customers and boosts its sales as well as to its first expansion in Washington, D.C.

This article presents information on the Hard Rock Cafe, situated in Manhattan, New York. This restaurant expects to do $1.2 million pretax on sales of $7 million in 1984, with pretax margins of 17%. That compares happily with an industry average of 4.2%. The restaurant owner Issac Tigrett says that savvy marketing, is the marketing strategy of the cafe. It also helps to have such partners as Yul Brynner and Dan Aykroyd, who have put not only their money but also their social cachet on the line. Convinced that London, England was ready for American hamburgers and ribs, Tigrett and partner Peter Morton opened the cafe in June 1971. The two had $45,000 in funding--$5,000 each and a $35,000 loan from a European bank.

The article offers information on the microscope developed by Rochester, New York-based Bausch & Lomb Inc. Designed for the elementary and secondary school market, the microscope's exterior is made of shock-proof Melamine plastic and is cheaper than other instruments. The company has adopted an updated marketing plan, wherein it tries to measure demand before starting to develop a new line of products. The impact of high outlays for research and development on the company's earnings is mentioned.

The article focuses on the fish and tackle store in New York, the Mills, owned by William Mills & Sons, Inc. It reports that the store sticks to its leisure sell methods by making only one advertisement a year and the mailing of its annual catalogue. It notes that the store manufactures a large part of the equipment that it sells and is the sole agent for its production of about 500 fishing rods annually. It also notes that the store have sold fishing gears to old business families like the Woolworths, the Goulds and the Rockefellers.

The article reports on the marketing strategy of National Broadcasting Co. Inc. to promote WRCA-Radio's morning radio programs in New York City. It states that WRCA stages a weekly treasure hunt to help revive radio broadcasting. It notes that New Yorkers are reportedly scavenging around the metropolitan for a 1000 dollar coupon after they hear clues each morning from WRCA.

The article presents a case study about the impact of digital marketing on the Brooklyn Nets basketball team in New York. It notes that social media helps the team develop and deploy marketing campaigns in response to its fortunes and prospects. It also states that the team invests in emerging channels to build lasting connections with fans.

The article focuses on the move of creative directors to judge the entries for the John Caples International Awards in New York. It states that the collaboration with the Caples organization culminates with the annual awards on March 24, 2011 to recognize the best direct marketing creative work and agency marketing teams. It provides information on the Special Caples Awards celebrating the best creative including the Best Copywriting award, the Andi Emerson Award, and the Irving Wunderman Award.

The article provides information on laws and issues related to franchising. The main elements which define a franchise include appreciable affinity with a trademark, payment of charges for the right to carry out a business, and notable control by franchisor on the marketing plan. The laws related to franchising in various U.S. states including New York and California are discussed. Common issues related to franchising include infringement, vicarious liabilities and trade secrets protection.

The article examines the effectiveness of the entrepreneurial strategy of Michael Lewkowicz in assuring good performance of Buffalo, New York-based Subway Franchisee Advertising Trust Fund. Lewkowicz notes that utilizing direct response marketing through mobile media is an indication of the growing trend of the advertising industry. Mobile media is an effective way of advertising because mobile phone users can be flexible with the technology.

Examines the direct marketing strategy of the New York City-based sound recording company, SonyBMG. History of the merged company; Tasks of the company's Strategic Marketing Group; Features of the firm's marketing program; Executives tasked to handle the merged firm's advertising and marketing programs. INSETS: JOE DIMURO;Banding Together;TIM PEARSON;Bertelsmann's BMG Direct to Take Over Columbia House

The article focuses on Coach Inc., a New York handbag company whose fashion brand has an upscale image. Data is given showing the company's sales growth at its factory outlets versus full-price stores. Chairman and Chief Executive Officer Lew Frankfort plans to keep the luxury aspect of the Coach brand strong. Coach's discount marketing strategy is explained.

Discusses the competition between the New York Stock Exchange and NASDAQ for company listings, which is the largest source of revenue for both exchanges. The emphasis NASDAQ puts on its growth and innovation; Idea that NYSE is marketing its history and prestige; Incentives given to listed companies for their meetings and advertising; The NYSE offering seminars on governance; NASDAQ offering inexpensive liability insurance.

The article discusses the marketing management of Saks Fifth Avenue, a garment manufacturer in New York City. It is stated that window shopping is still the company's most effective marketing tool. The company is duplicating their 31 window displays on each of the chain's 42 stores across the U.S. The article discusses the successful windows work including the company's fashion show in the Fifth Avenue.

The article discusses the market strategy of K mart, a mass merchandising company in New York. Bernard Fauber, the chairman and chief executive of the store, initiated the one-billion program to improve the store's performance and supply it with higher-quality goods. It is stated that the company is using high technology to track consumer buying patterns and to build a presence in specialty retailing. Fauber stated that the company has gained in retail trade and acquisitions.

The article discusses the market share strategy of F.W. Woolworth Co. in Manhattan, New York City. Under the management of John W. Lynn, the company has revitalized its variety stores and shifted into specialty retailing. The company has acquired some of the related companies such as Herald Square Stationers and Kids Mart in California. Lynn stated that he has met his objectives of making the company profitable and allowing it to remain a bright light in retailing.

The article discusses the successful business strategy of cosmetic manufacturer Locks Laboratories Inc. in Mt. Vernon, New York. It notes that corporate president Frank L. Twitty has focused on placing the products in big volume stores and intensive use of demonstrators rather than the heavy national advertising. It adds that Locks has reported a gross income of 2.5 miilion dollars by the end of 1948 with just the word-of-mouth advertising.

The article reports on the growth of the New York-based Hotel New Yorker despite the country's economic crisis. Ralph Hitz, the hotel's managing director, stated that the company has ignored the crisis by developing a marketing strategy which focuses on the enhancement of the hotel's facilities and accommodations. The strategy provides the company with strength to seek the opportunity for expansions while encountering some business challenges, Hitz added.

The article reports on the launch of Barney's Clothes Inc.'s advertising campaign indicating its plan to purchase the space in Manhattan, New York City. It states that the retail firm's 16-page full-color advertisement has amounted to an estimated sum of 250,000 dollars. It further cites that the marketing strategy was designed to boost Barney's discount image and position the company in a fashion class leveling with Bloomingdale's Inc., Saks Fifth Avenue Inc. and Abercrombie & Fitch Co.

Information about the World Car Show that was held at the Roosevelt Raceway in Long Island, New York in May 1959 is presented. The exhibit allowed car manufacturers from the U.S. and foreign countries to showcase their model cars on a test spin around the track, and provided spectators with a chance to view and drive the automobiles. These companies adopted various approaches in dealing with the selling opportunities during the show.

Information about several topics discussed at a seminar conducted by advertising agency Hilton & Riggio Inc. in New York City in February 1955 is presented. Topics include the design of new products, marketing strategies of industrial producers, and consumer behavior. The seminar featured Wendell B. Barness, administrator the U.S. Small Business Administration.

The article reports on the marketing strategy of Eastern Air Lines Inc. under which it recently organized a reception at the Metropolitan Opera House in New York's Lincoln Center. The occasion was the premiere of a new production of Wagner's "Das Rheingold." The opera was the second in a series of Metropolitan Opera productions that will get a donation of 500,000 dollars from the airline.

The article looks at the expansion of the distribution of St. Louis, Missouri-based regional beer company Falstaff Brewing Corp. The goal of the initiative is nationwide coverage and the current target is New York City. President Joseph Griesedieck offers a justification for the brewer's entry into the New York market. The company's strategy in the smaller markets is to compete with the entrenched competition.

The article offers information on the advertising campaigns used by Queens Library in New York to reach elusive non-users. It states that people between the ages of eighteen and thirty-four are difficult to reach for they are not aware what a public library has to offer. It cites the efforts of Queens Library to change the mistaken perceptions of non-users on public libraries through its advertising campaigns. The said advertising campaigns include the Find Love @ Queens Library advertisement, the Whet Your Taste Buds advertisement, and the Hip-Hop Headquarters. It notes that the arresting image of a female vampire which satisfies herself by biting her half-clothed male companion is projected in the Love @ Queens Library ad.

The article reports on the strategy of disc-jockey (DJ)-centered retailer I DJ Now to launch a two-night customer appreciation event entitled "Meet the DJs: A Night at I DJ Now" in Long Island, New York. The event featured high-profile DJs and showcased the talent of the dance club community. Robert Marsh, president of I DJ Now, anticipated that the event will expand its customer base as well as marketing sales.

The article reports on the developments at New York Life Insurance Co. It states that the 164-year-old mutual insurer is planning a significant expansion in staff, as well as ambitious marketing strategy to broaden its business. It highlights on how retirement chief Chris Blunt took over the firm's divisions by combining its annuity, long-term care insurance and mutual fund distribution businesses.

The article focuses on BabyGanics, one known company that manufactures green cleaning supplies and is based in Oceanside, New York. The company is founded by Kevin Schwartz, who markets their product's eco-friendly attributes by drinking a glass with a BabyGanics product. Such marketing strategy, accordingly, has helped the company realize triple-digit profit growth for four consecutive quarters. It is claimed that giving a clear environmental claim by a company is one main factor in marketing.

Focuses on the Urban Glass House, a condominium building in Manhattan, New York that was started by the late architect Philip Johnson. Description of the Urban Glass project and how Richard Pandiscio is now working on it; Collaboration with architect Annabelle Selldorf to create the building's interior; Efforts to create a piece a history instead of just a condominium building; Materials that will be used in the project; Marketing plan that has been created for the project; Question of who will be seduced by the Urban Glass House.

The article discusses the marketing strategies implemented by the Major League Baseball organization as of January 2014, focusing on the targeting of younger fans with social media and video integrations. Topics include The Fan Cave production venue in New York City, a proposed television commentary program, immersion advertising, and the advertising initiatives of athletes such as David Ortiz.