2009 VSB Media Report
Collection of media hits for the Villanova School of Business in 2009.
February 2010 Dear Faculty and Staff, On behalf of VSBâ€™s marketing & public relations team, I am pleased to share with you our 2009 media report. I'd like to take this opportunity to thank and congratulate those of you who continue to devote your time, effort, and energies to promote VSB in the media. In 2009, VSB achieved great success in generating increased brand awareness. The school reached nearly two million people through appearances in international, national, and local media. Some 35 faculty members appearing in more than 100 various publications and on news programs around the world offered reactions to the news of the day or authored articles based on their research. Faulty and staff published almost 10 opinion pieces in major education outlets such as the Chronicle for Higher Education (a VSB first!), The Financial Times, and BusinessWeek. Your participation in media opportunities plays an important role in enhancing VSB's reputation. This increased media attention coupled with our #11 ranking validates the outstanding work of our students, alumni, faculty, and staff, and increases the value of the degrees already earned by Villanova University alumni. The start of 2010 is proving to be just as successful for VSB. We hope this momentum will continue throughout the year to increase media coverage and build reputation. Thank you again for your support. Liz H. Field Director of Communication Villanova School of Business 1 Broadcast Media Highlights On February 19, 2009 Professor Nicholas Rongione was featured on WHYY Radio to speak about business ethics. On May 29, VSB Alumnus, Joseph Mancari is featured on CNN as a recent college graduate hired by accounting firm Ernst & Young On March 20, 2009 Finance professor Michael Pagano was a guest on PBSâ€™s Nightly Business Report discussing the sell of toxic assets On June 17, 2009, Michael Pagano was featured on National Public Radioâ€™s Marketplace Radio discussing newly proposed financial service regulations. On July 14, 2009 Professor Greg Bonner was featured on WHYY Radio to discuss consumer behavior. On June 9, 2009, Professor Ronald Hill was featured on Fox 29 discussing consumer privacy when participating in customer service surveys. On May 29, VSB Alumnus, Joseph Mancari is featured on CNN as a recent college graduate hired by accounting firm Ernst & Young Villanova School of Business 2009 Media Report 2 Villanova School of Business 2009 Media Report 3 Villanova School of Business 2009 Media Report 4 Villanova School of Business 2009 Media Report 5 Michelle Obama Confronts ‘Extra Burden’ in New, Historic Role By Heidi Przybyla and Kim Chipman Jan. 15 (Bloomberg) -- Michelle Obama comes to global prominence bearing the weight of expectations that she’ll be every woman’s role model, representing every mother of young children and every professional trying to balance career and family. There’ll be another burden too: Beginning with next week’s inaugural ceremonies, everything about the nation’s first black first lady will be dissected, from her policy positions to her parenting to her wardrobe. Eleanor Roosevelt introduced the notion of first lady as activist; Jacqueline Kennedy brought a sense of élan and high fashion; Nancy Reagan spoke out against drugs; Hillary Clinton came in as a policy maker attempting to overhaul health care. But none of them broke a barrier as formidable as does Obama: the barrier of race. “Is there an extra burden?” said Valerie Jarrett, who will serve President-elect Barack Obama as a senior White House adviser and has known the Obamas professionally and personally for 17 years. “Yeah, there is. But Michelle is a pragmatist” who “understood that going into this,” Jarrett said during an interview in her Chicago office last week. Cautious Agenda A cautious agenda reflects this practical sense. Jarrett said the new first lady will focus on being an advocate for military families, raising awareness for work-family balance and promoting volunteerism. Obama, the subject of at least four biographies, may try to do the opposite of Clinton, first cultivating a softer image and then playing a more active role in the administration, said Earl Ofari Hutchinson, author of a book called “How Obama Won.” “It’s going to take a huge amount of adjustment on behalf of the country to get used to the sight of a black woman as first lady,” he said. In part that is because so few black women have held any kind of high office, and in the civil rights movement most were behind-the-scenes participants. “For some people, it will be kind of a culture shock,” said Paul Taylor, chairman of the Philosophy Department at Temple University in Philadelphia. Conventional Roles Villanova School of Business 2009 Media Report 6 Most first ladies have played conventional roles, serving as hosts to the White House, making ceremonial appearances and presiding over state dinners. “As much progress as women have made in electoral politics, the role of first lady has evolved more slowly,” said Quinetta Roberson, a Villanova School of Business scholar who co-authored a study about Michelle Obama. “To the extent that first ladies fail to conform to traditional gender roles, the more criticism they tend to get from the media and public,” said Roberson. In his book “The President’s Wives,” Robert P. Watson categorizes first ladies on a scale from non-partners to full partners. He argues that only Roosevelt, Rosalynn Carter and Clinton obtained full partnership. The risks are significant for Obama. The daughter of a city pump operator and a secretary from the South Side of Chicago, the 44-year-old corporate lawyer attended Princeton University and Harvard Law School. ‘Neck Snap’ “She’s got to deal with the stereotype about black women being bossy and too strong and domineering,” said Emory University political scientist Andra Gillespie. “If you see her neck snap too much, people are going to say ‘that’s a little too sister or too ghetto.’ That’s different than anything her predecessors had to deal with.” Jarrett rejects the word “outspoken” to describe Obama. “I would call her thoughtful and honest and candid,” she said. The issue of racial stereotypes is probably more defining for the incoming first lady than it is for her husband. A descendant of slaves in South Carolina, Michelle Robinson was raised in a neighborhood transformed by white flight. At Princeton, she wasn’t shy about her views on race. Obama’s senior thesis was on “Princeton-Educated Blacks and the Black Community.” At Harvard, she protested the lack of minority students and professors. “She cannot escape race the way her husband can escape race,” said Gillespie. “She cannot invoke a white parent or an exotic upbringing to deflect racial anxiety.” ‘Mom-in-Chief’ News coverage of her was limited until last February when, in commenting on her husband’s early victories in the Democratic presidential race, she told an audience she was proud of her country for the first time as an adult. That prompted critics to call her unpatriotic. Obama later said her remark had been poorly worded. Villanova School of Business 2009 Media Report 7 Beginning with an appearance on The View in June, Obama sought to soften her image. Days before November’s election, she made clear she wasn’t interested in a policy role in her husband’s administration and would instead be “mom-in-chief.” Obama, who turns 45 on Jan. 17, will be the youngest first lady since Jacqueline Kennedy in an age in which the media glare has never been stronger, dialing up the degree of public interest in her every move. “She’s referred to as a young woman, but she’s really defining what it is to be middleaged,” said Marian Salzman, the New York-based marketing and trendsetting expert who coined the term “metro sexual.” Obama is “going to live her 40s under the spotlight of the media,” said Salzman. Obama, who’s already been featured in magazines like Essence, is being celebrated as a modernday Kennedy for her youthful look, A-line dresses, string of pearls and hair flip. Obama must also grapple with the scrutiny of her daughters, Malia, 10, and Sasha, 7. Temple University’s Taylor says even the Obama girls’ hair may become a public fascination. “Hair has always been a vexed issue for African-American women,” he said. Will Michelle continue to allow Malia to wear cornrows? “It’ll be interesting to see how they deal with that.” Villanova School of Business 2009 Media Report 8 Citigroup posts $8.29B loss, splits up the company By MADLEN READ – 41 minutes ago NEW YORK (AP) — Citigroup said Friday it is splitting up into two businesses as it reported a fourth-quarter net loss of $8.29 billion — its fifth straight quarterly loss. In Citigroup's reorganization, one business, Citicorp, will focus on traditional banking around the world, while the other, Citi Holdings, will hold the company's riskier assets. CEO Vikram Pandit's move will allow Citigroup to sell or spin off the Citi Holdings assets to raise cash. It also reveals the company's growing focus on back-to-basics lending and deposit-gathering, and dismantles the "financial supermarket" created a decade ago. Shares rose about 14 percent in pre-market trading. Some investors have been calling for a breakup of Citigroup for years, as the bank struggled to keep up with its Wall Street peers. Those calls grew louder as the mortgage crisis caused the company's troubles to mount. There has been harsh blame for Citigroup's woes directed at the board, too — and the company said Friday it plans to get rid of more board members after the recent departure of long-time director and former Treasury Secretary Robert Rubin. "There has been one announced departure from the board. Together with other anticipated departures, this gives us the opportunity to reconstitute the board and we will do so as quickly as possible," said Richard Parsons, Citi's lead director, in a statement. The New York-based bank's fourth-quarter loss amounted to $1.72 per share. Analysts expected a loss of $1.31 per share. While the per-share loss was higher than the consensus estimate, the total loss was smaller than the $10 billion many investors feared. For the year-ago fourth quarter, Citigroup had a net loss of $9.83 billion, or $1.99 per share. For the latest quarter, Citigroup marked down $7.8 billion in securities and banking revenue, and $5.3 billion on the value of credit derivatives. It also lost $2.5 billion in private equity and equity investments, $2 billion in restructuring costs, and $6 billion to add to reserves. Villanova School of Business 2009 Media Report 9 It also booked more than $4 billion in gains, after taxes, from selling its German retail bank and its India-based outsourcing business. Revenue fell 13 percent to $5.6 billion from a year ago. At its peak performance in the second quarter of 2007, Citigroup was pulling in $25.8 billion in revenue. After massive layoffs and business sales in 2008, the bank's work force dropped by about 52,000 to 323,000 in 2008, the company said. Last fall, Pandit announced Citigroup would shed a total 75,000 employees â€” meaning there are 23,000 employees still to be let go. The cuts come as Citigroup has racked up losses for the past five quarters. For all of 2008, Citi suffered a net loss of $18.72 billion, or $3.88 per share. This compares with a profit of $3.62 billion, or 72 cents per share, in 2007. The new Citicorp will include the retail bank; the corporate and investment bank; the private bank, which serves wealthy individuals; and global transaction services. Citi Holdings will include Citi's asset management and consumer finance segments, including CitiMortgage and CitiFinancial. It will also be in charge of Citi's 49 percent stake in the joint brokerage with Morgan Stanley, and the pool of about $300 billion in mortgages and other risky assets that the U.S. government agreed to backstop late last year. Citigroup said it entered a definitive agreement on that deal with the government on Thursday. The government has already lent the bank $45 billion. The company's new structure is practically a reversal back to 1998, when John Reed's Citicorp merged in 1998 with Sandy Weill's financial services conglomerate Travelers Group. Travelers Group at the time had an insurance business, an asset management business, the retail brokerage Smith Barney, and the investment bank and bond trader Salomon Brothers. The 1998 combination was Weill's idea, and was made possible by the partial repeal of the Glass-Steagall Act of 1933 â€” which prohibited banks from also getting involved in investing and insurance. Reed agreed to the deal, saying that average people did not want to have to shop around for financial products. The culture and technology over the past decade, however, seem to have shot down that forecast. "In this day and age, with the Internet and access to information, a lot of savvy consumers have figured out that it's better to shop around," said Michael Pagano, a finance professor at Villanova University School of Business. "The reality is there are some customers, but not enough, to justify this comprehensive set of services that are out there." Villanova School of Business 2009 Media Report 10 It's not the model itself that clobbered Citigroup, though, said Bert Ely, a banking industry consultant in based in Alexandria, Va. "Possibly, Citigroup bit off too much too quickly to make it work," Ely said. "It was more focused on doing deals ... and not focused on the nitty gritty of integration and execution, of making it work day in and day out." Now that Citigroup will be relying more on basic banking, its weaknesses in that area present an even bigger obstacle. Citigroup recently lost the opportunity to buy Wachovia Corp.'s deposit base to Wells Fargo & Co. Meanwhile, JPMorgan Chase & Co.'s deposit base soared after it bought Washington Mutual Inc. And the bank's results Friday showed that credit deterioration was severe in the fourth quarter, from North America to Europe to Latin America to Asia. Even if Citigroup separates its "bad" assets from its "good" assets, the bank still faces strong headwinds to profitability. "A major challenge," Ely said, "is how are they going to build a meaningful domestic banking business?" Villanova School of Business 2009 Media Report 11 January 23rd, 2009 | 1:00 pm More Than a Fashion Icon: What We Can Learn About Work/Life Balance from Michelle Obama By Anna T. Collins, Esquire (Portland, Maine) What will Michelle Obama wear on inauguration day? Who designed her ball gown? These have been the questions de jour, on our mental menus for weeks. Americans are now bombarded by coverage of Michelle Obama’s style from all mediums, perhaps most intensely on-line at Mrs. O, where up-to-the-minute coverage includes analysis of Michelle Obama’s dresses, jewelry, shoes, and hair. The site lets Americans hone their voyeuristic skills, as visitors contribute their best photos detailing every aspect of the person some believe will be as legendary in her fashion choices as the first Mrs. O, Jacqueline Kennedy Onassis. Now, fashion certainly deserves some attention due to its pivotal place in the heart of American pop culture. Michelle Obama has also not spoken publically since becoming First Lady, which inevitably shifts the public lens on the only aspect of her persona the media can currently access: her style. Yet, there is so much more to Michelle Obama than her appreciation of American immigrant designers, unique antique jewelry, or practical flat shoes. When asked to describe the meaning of Michelle Obama to women, Catherine WrightDilbert of the National Association of Mothers’ Centers explains that as the embodiment of a three dimensional presidential spouse, whose role is “not purely derivative, secondary, nor supportive,” Michelle Obama can be the catalyst for a national dialogue “on the multiple societal roles women play, and how our laws, institutions, and policies can support and facilitate them.” In the spirit of such dialogue, we turned to experts for an analysis of Michelle Obama beyond the purely aesthetic. The experts highlighted the significance of Michelle Obama’s education and professional accomplishments, as well as the meaning of our First Lady to the cultural and sociopolitical ascent of all women. They also acknowledged Michelle Obama’s unique approach to work and marriage, both vital to analyze because of Michelle Obama’s experience with work/life balance. The Politics of Higher Education Michelle Obama’s educational accomplishments are impressive. As salutatorian of her high school class, she went on to major in sociology and minor in African American Villanova School of Business 2009 Media Report 12 studies at Princeton University, where she graduated cum laude. She then obtained her law degree from Harvard Law School in 1988, which now makes her the third First Lady with a postgraduate degree, following Hillary Clinton and Laura Bush. In regard to the significance of Obama’s high level of educational accomplishment for all women, Terry Neese summarizes as follows: “You might say that higher education is leaving men behind.” Neese, a Distinguished Fellow with the National Center for Policy Analysis, points to studies showing that by 2020 the number of women that will earn B.A’s will be 156 for each 100 men. In addition, more than 50% of all degrees in recent years have been earned by women. Neese notes, however, that there is still a gap when it comes to bachelor degrees in political science and government (about 52% for men and 47% women), in part because women still feel politics “is dirty and they do not want to get involved.” Michelle Obama’s high education may thus serve not only as an example of women’s advancement, but also an inspiration for women as they aim to overcome the challenges of balancing work and family in a political environment. The Flexibility of a Working Mother Autumn Stephens, author of Feisty First Ladies and Other Unforgettable White House Women, agrees that Michelle Obama is an impressive woman in many ways, but says that “the intelligence, education, and influence she brings to the White House are not unprecedented, either among First Ladies or among American women as a whole.” Stephens believes that what is unprecedented, perhaps, is “the degree to which our society appears ready to accept a woman like Obama, rather than viewing her as a threat.” Stephens believes the public’s willingness to accept Obama may be due in part to the fact that she is not blatantly political or careerist. Instead, she has stated she aims to be “Mom-in-Chief,” focused on her two young children. “It is a huge asset for approval,” Stephens explains “that she has these two young kids for whom she is obviously in a maternal role. If she didn’t have kids, she would be more threatening. People would wonder ‘what is she going to do with all that energy?’” Yet, Stephens acknowledges that the personal can become political. If she focuses on her children and national issues relating to family, Obama may quietly define what it means to be a modern working mother. Despite her maternal focus, Obama remains a highly accomplished professional with background in both private and non-profit sectors. Stephens wonders what Obama will do after her turn in the White House or when her children are older. By focusing on family issues while her children are young, whether on the personal or national level, Obama can show Americans that “working mothers are flexible and a woman’s working cycle is often very different from that of a man.” A Marriage of “Full Partners” According to Quinetta Roberson, professor of management at the Villanova School of Business, Michelle Obama is only the 4th First Lady in history to qualify as a Villanova School of Business 2009 Media Report 13 “full partner” using the “Watson Typology,” which categorizes First Ladies on a continuum from non-partner to full partner with their husbands. In that role, Obama joins the ranks of Eleanor Roosevelt, Rosalyn Carter and Hillary Clinton. Roberson believes that Obama is in that “full partner” role more naturally than prior First Ladies due to changes in our society and the unique nature of her marriage. Roberson explains that the role of First Lady evolved substantially when Hillary Clinton wanted to be involved in sociopolitical issues, such as healthcare. “For Clinton,” Roberson explains “that was a choice. It had a little bit to do with changes in society, as women had entered the workforce.” Roberson believes that Obama, on the other hand, is not merely making a choice. She is also being brought to the foreground by her husband, who appears to look at her as a “full partner.” “We have never had a President before,” Roberson explains, “calling the First Lady ‘the Rock of our family’ or ‘my best friend’.” Roberson concludes that full partnership appears to be natural for the Obamas, creating a new type of marriage for the public to analyze, one of two “best friends.” “I have heard men say they are looking for a Michelle Obama,” Roberson shares, “…an accomplished woman who can carry the load, have his back, be his partner.” This type of marriage not only makes the Obamas feel accessible, but underlines a new type of marriage sought out by some accomplished women and men. Bottom Line: A Modern Approach to Work/Life Balance Michelle Obama has openly discussed the importance of her family’s extended support system, including her mother and friends, to her achievement of work/life balance. In light of Obama’s educational and professional accomplishments, her approach to work and family, and the unique nature of her marriage, it is not surprising experts agree she will highlight a modern approach to work/life balance – one that requires the support of many, as well as flexibility to focus on family or career if necessary. It is thus not surprisingly that organizations such as the National Association of Mothers’ Centers will be looking to Michelle Obama, as well as her husband, to “promote the idea that workers are also caregivers, and [that] the need to be economically self-sufficient coexists with the need to care for children, the ill, elderly, and disabled.” Michelle Obama, after all, “embodies the myriad talents, abilities, and obligations of women in today’s society.” And, she wears practical flat shoes. Villanova School of Business 2009 Media Report 14 Super Bowl XLIII: Fourth and Goal Observers say NBC will have to resort to a field goal, but it may still sneak into the end zone Jan 26, 2009 -By Anthony Crupi, Mediaweek and Steve McClellan, Adweek It was perhaps the most bone-rattling hit of the 2008 NFL season, a devastating missile strike by free safety Ryan Clark that effectively clinched a seventh trip to the Super Bowl for the Pittsburgh Steelers. With 3:34 to go in the fourth quarter of the Jan. 18 AFC Championship game, Clark launched himself at Willis McGahee, propelling his right shoulder pad and the top of his helmet into the Baltimore Ravens running back's face mask. The force of the collision whiplashed McGahee's head back on its stalk like a crash-test dummy's and knocked both players out cold. The hit, while especially vicious -- on an HD set you could practically see the cerebrospinal fluid dribbling out of McGahee's ear holes -- was also perfectly legitimate under the NFL's bylaws governing helmet-to-helmet contact. While it's padded with arcana about shoelaces and 'do-rags, the NFL Rule Book is fairly unambiguous on whether the helmet may be deployed as an agent of chaos. Yet it's safe to say that most of the tongue-cluckers who called for Clark's head later that night never bothered to consult the text. (It's spelled out rather nicely in Rule 12, Section 2, Article 8.) All of which, in an admittedly circuitous fashion, brings us to NBC. Since before the playoffs began, the network has faced a relentless tide of uninformed speculation about how it's been managing its inventory for Super Bowl XLIII, with commentators issuing dire bulletins about NBC's inability to close on the last remaining 8-12 spots. And yet students of the game say NBC is hardly in dire straits, a reassuring assessment given the twin burdens of a monster recession and a record-high rate card. "Last year Fox was sold out by Thanksgiving. Take that out of the equation and there's nothing different about where NBC is today," says Larry Novenstern, executive vp, director of national electronic media at Optimedia. "There are always a few spots available heading into the last week before the Super Bowl." As of late last week, NBC said it had yet to move 10 percent of its Super Bowl inventory, in line with media buyers' estimates. "All things considered, they're in pretty good shape," one national TV buyer notes. "The economy is brutal, and just in terms of perception, there's a risk of consumer backlash for anybody plunking down $3 million for Villanova School of Business 2009 Media Report 15 30 seconds of commercial time. How many paychecks is that?" While buyers say NBC has held its ground on pricing, the much-cited rate isn't exactly an absolute. Top-drawer clients like Anheuser-Busch and PepsiCo paid less than $2.4 million for each 30-second spot, as both bought in bulk and are longstanding NFL partners. "There's this misperception that it was $3 million, take it or leave it," says Seth Winter, senior vp of sales and marketing, NBC Sports & Olympics. "If you just wanted the Super Bowl, the cost was $3 million. But we're looking for a larger investment across NBC Sports, so the approach was, give us a reason to modify the price." With 4.5 minutes worth of ad time, A-B remains the most loyal sponsor of the NFL's marquee matchup, although there is some concern the brewer will scale back future Super Bowl commitments, now that the $52 billion InBev takeover is complete. "We haven't seen any impact yet because they have multiyear deals, but once those expire the big question is, what happens when inBev gets involved in day-to-day operations?" Novenstern says. "They could tell Budweiser to pull out of the Super Bowl altogether, or cut back from 10 spots to two. If that happens, MillerCoors will buy in." Per terms of a series of earlier deals with NBC, CBS and Fox, A-B enjoys category exclusivity through Super Bowl XLVI (2012). The company has had a lock on the alcohol category since 1989. In keeping with A-B's traditional game plan, its spots will offer a mix of offbeat humor and equine iconography. As many as three spots will feature the Budweiser Clydesdales, according to A-B chief creative officer Bob Lachky. Produced by DDB, Chicago, the ads under consideration are designed to prop up the Budweiser and Bud Light flagships, although a spot for the malty offshoot Budweiser American Ale is also in the running for a late-game airing. The increased emphasis on the big-hoofed mascots could have a palliative effect on Bud partisans anxious about the influence of the brand's new Belgian overlords. "The best thing we can do is assure people that the things they love about our brands will remain intact," Lachky explains. "The Clydesdales reinforce...our brand, tradition and heritage." NBC has balanced some early defections (General Motors, FedEx, Garmin, SalesGenie.com) with first-time investors such as Mars Inc.'s Pedigree, Teleflora and Denny's. The restaurant chain will bow the first collaboration with its new creative agency, Goodby, Silverstein & Partners, San Francisco, in a 30-second spot that Novenstern says will run in the third quarter of the game. "They have some big news they want to get out there and the time was right to get the message out in one fell swoop," Novenstern adds. "[Denny's chief marketing officer] Mark Chmiel realizes the value of TV and the impact it has on their sales." Novenstern did not put a dollar figure on the Denny's deal, although he emphasizes that his client did not shell out "anywhere near $3 million" for the :30. That a first-time Super Villanova School of Business 2009 Media Report 16 Bowl client could trim a few bucks off the price tag suggests that NBC's position has softened a bit as the pre-game clock winds down. Winter confirms the average price is now in "the high twos," which translates to $2.8 million or $2.9 million, or about 5 to 7 percent higher than Fox's Super Bowl XLII base rate of $2.7 million. While sales got off to a fast start last summer, September's global financial meltdown kicked the legs out from under the market. "We were 85 percent sold when we boarded the plane for Beijing," Winter recalls. "When we came back, the world had suddenly changed." Sources say NBC is expected to clear half of its remaining spot load before using the final five avails to pay down some prime-time delivery shortfalls. Latecomers are likely to include a telecom player -- Sprint is said to be sniffing around for a deal; moreover, the operator already has an exclusive "in" via its NFL Mobile Live application -- while those who may be the beneficiary of audience deficiency units include Unilever and Procter & Gamble. "There are always a few spots available the Friday before the game, so NBC isn't in a bind," says Gibbs Haljun, managing partner, director of national broadcast, Mediaedge:cia. "We should see things play out along the lines of the first-quarter scatter market, where you have people releasing money much closer to air-date. Anyone still looking to get in are holding their cards and waiting to see what happens." Come Feb. 1, those marketers that do find themselves with a seat on the 50-yard line will enjoy exposure on television's last great reach vehicle. Last year's game drew a record 97.5 million viewers, per Nielsen ratings data, and the 2007 contest ranked as the third most-watched Super Bowl, serving up some 93 million viewers. And while the advantages of reaching such a mass audience are manifest, with great exposure comes even greater scrutiny. "If you're advertising in the Super Bowl, you simply cannot afford a misstep," says William Madway, professor of marketing at Villanova School of Business. "There are too many people watching and too much attention being paid afterwards. The game is not a one-shot deal, but is instead the means with which these marketers kick off entire campaigns. If they get it wrong, they put future earnings at risk." The sheer scale of the event, coupled with the NFL's draconian licensing policies -- the league prohibits its broadcast partners from streaming game highlights on their Web sites -- effectively takes a lot of digital media off the table. Once the final whistle is sounded next Sunday, any association a brand enjoys with the Super Bowl will be purely anecdotal. "The Super Bowl is really just a one-off, and the opportunities to do the kind of integrations NBC offered during the Summer Olympics just aren't there," says Haljun. "It's such a different model that there's a limit to what clients can do on the digital side." Villanova School of Business 2009 Media Report 17 If marketers' long-tail efforts will have to begin away from the gridiron, NBC has picked up a great deal of business by appealing to the clients' competitive instincts. "Budgeting is often a factor of competitive parity," Madway says. "This is one reason why the Super Bowl still does well even in a recession. Companies can take advantage of relative scarcity. If there's a lack of voice, they can own the conversation by buying into this one game." By way of illustration, there is the beleaguered automotive category. On the home front, the Big Three are in no position to plop down a few million dollars for a single 30-second spot. (When you're out there begging for alms, tin cup in hand, you can't exactly justify that sort of promotional outlay.) With GM, Ford and Chrysler out of the picture, foreign automakers like Audi and Hyundai have jumped in with both feet. Audi's 60-second spot for its A6 sedan will run in the first commercial pod following the 6:18 p.m. EST kickoff, appearing after Budweiser's opening salvo and a teaser for Sony Pictures' Angels & Demons. The ad pokes fun at the stock Hollywood chase sequence, tailing actor Jason Statham as he tear-asses his way from the San Francisco of the Bullitt era to Dade County circa its Miami Vice heyday. While Audi crashes its way through cinematic history, Hyundai is taking the highbrow route, enlisting cellist Yo-Yo Ma to perform a Bach composition over glam shots of the 2009 Genesis sedan. Created by Goodby, Silverstein & Partners, the pair of 30-second spots will also be available at Hyundai.com, where consumers will be invited to edit the creative. While classical music may not seem like an intuitive match for the ritualized violence of pro football, Haljun says that context isn't always obvious: "You have to look at everything in terms of a price-value relationship. Can you use this to reach someone who you wouldn't normally reach? If they're in the right frame of mind and it's relevant, then you may have something." Villanova School of Business 2009 Media Report 18 MSNBC.com Super Bowl advertisers seek balance By Allison Linn Senior writer updated 8:40 a.m. ET, Fri., Jan. 30, 2009 Given economic pain facing Americans, Super Bowl ads may seek balance With tens of millions of Americans watching and millions of dollars on the line, the Super Bowl is already one of the most high-stakes moments of the year for American advertisers. This year, the risks are even greater, as advertisers grapple with how to strike the right tone for an audience stung by the worst recession in decades, and yet perhaps not wanting to be hammered by that reality on Super Bowl Sunday. “There’s going to be even more scrutiny than usual,” said Tim Calkins, clinical professor of marketing with Northwestern University’s Kellogg School of Management, and a longtime follower of Super Bowl advertising. In addition to striking a tone that doesn’t offend viewers, experts say advertisers need to produce a spot that appears to justify the high cost of advertising during the Super Bowl at a time when workers are losing their jobs and shareholders are seeing their investments diminish. A 30-second spot reportedly will cost $3 million this year, meaning advertisers will pay as much per second as many Americans would be happy to earn in a year. “You’ve got these brands that indulge in what can only be called conspicuous media consumption,” said Robert Passikoff, president of the consulting firm Brand Keys. While spending a huge amount of money on a humorous new ad may make sense in a good economy, Passikoff thinks it could be a mistake at a time when many people are worried about paying the bills, and companies are watching their budgets extremely closely. “Entertaining people is fine, but a laugh is not a return on investment,” Passikoff said. Some longtime Super Bowl advertisers have decided to opt out entirely this year, perhaps because they don’t want to appear ostentatious or because they simply don’t have the money. Those include beleaguered carmaker GM and shipping company FedEx. Villanova School of Business 2009 Media Report 19 For those who are advertising, experts say the challenge will be to entertain people during breaks in the matchup between the Arizona Cardinals and the Pittsburgh Steelers while not sounding too flippant or over-the-top. “I definitely think the economy is going to have an impact on the type of message, the tone of the message itself,” said William Madway, an instructor of marketing at Villanova University. “You have to address consumers and what their current mindset is.” Madway also thinks advertisers will be less likely to take huge risks this year. That’s partly because advertisers don’t want to appear extravagant in tough times. But they also may want to avoid spending money on something that might backfire and need to be pulled. Two years ago, for example, Snickers was forced to bench a Super Bowl ad featuring two men accidentally kissing after complaints that it was homophobic. Passikoff believes the advertisers who are most successful will be the ones that do seem to offer folks a good value in this economy. Those include Denny’s, whose ad touting its Grand Slam breakfast is slated to end with a surprise offer, and Hyundai, whose lineup includes an ad touting its promise to buy back a new car if its owner loses his or her job. Nevertheless, most advertisers are expected to aim for that Super Bowl staple — making people laugh. Calkins thinks it would be ideal to find a way to give people a much-needed dose of humor while also recognizing the difficult economy. But he admits that’s a tough job, and that’s why many advertisers may not even try. “It’s very hard to figure out exactly how one would address (the economy),” Calkins said. “It is much safer, in a way, to stick with the tried-and-true formula of a lot of humor and a lot of more entertaining spots.” Villanova School of Business 2009 Media Report 20 Citi Field controversy shows how crisis is casting a new light on banks' marketing efforts By MADLEN READ | Associated Press | Feb 4, 09 5:21 PM CST When the economy was healthy, no one batted an eye at Citigroup Inc.'s agreement to spend millions of dollars to put its name on the New York Mets' new stadium. But in a recession that has seen the bank