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System Admin Max Points: 6.0 7.1 Which theory of the origins of prejudice best describes the relationship between our attitudes and our behavior? Why? 7.2 System Admin Max Points: 6.0 Allport is typically credited with the development of the contact hypothesis. Was Allport correct in this hypothesis? Why or why not? Do Professional Sports Unions Fit the Standard Model of Traditional Unionism? James Richard Hill & Jason E. Taylor Published online: 29 June 2007 # Springer Science + Business Media, LLC 2007 Abstract Current literature generally highlights the unique differences between sports and traditional unions. In particular, the contrast between the two types of unions’ approaches to the free market when it comes to wage determination— sports unions fought the “reserve clause” to obtain free market outcomes while traditional unions fought to circumvent the market for wages—has been widely cited. The purpose of this paper is to highlight the hitherto neglected comparisons between sports and traditional unions. With respect to both economic and non- economic issues, professional sports unions share far more in common with their traditional counterparts than the labor and sports economics literatures would lead one to believe. Keywords Professionalsportsunions.Traditionalunionism. Union–management relations Introduction Although the sports industry is small in comparison with other U.S. industries, it garners a vastly disproportionate quantity of the nation’s media coverage: the plights of professional athletes are generally of greater interest to the typical American than those of Stan the steelworker. To illustrate, the cancellation of the 2004–2005 National Hockey League (NHL) season brought a far greater barrage of negative opinions concerning union–management relations than media coverage of the Northwest Airlines mechanics strike of 2005. J. R. Hill (*) : J. E. Taylor Central Michigan University, Mt. Pleasant, MI 48859, USA e-mail: [email protected] J Labor Res (2008) 29:56–67 57 In addition to differences in the public’s interest, the fundamental objectives of sports and traditional unions might appear clearly different. In fact Leeds and von Allmen (2005: 314) state, “Unions in professional sports do not readily fit” into the broad categories of union behavior as sports unions advocate “the free market while the otherwise free-market owners [advocate a] salary scale.” That sports unions were largely created to battle the “reserve clause,” which gave owners monopsony power to exploit players by paying wages below their marginal products, is the backbone of most analyses contrasting sports and traditional union behavior.1 Now that players unions in all four major sports largely have won the battle for market-based wage determination (i.e., free agency), franchise owners have focused their attempts on ways to re-circumvent the market. With respect to the recent NHL negotiations, for example, the players’ union argued to pre ...

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Running Head: MARKETING 1 MARKETING 14 Principles of Marketing Institutional Affiliation Student Name Introduction Kevin Plank, a former Fork Union Military Academy football player, established Under Armour in 1995 upon noticing that the cotton shirts of his football team at the University of Maryland were always soaked in sweat and noted better items for his team (Kraft, P., & Lee, J. W. 2009). He wanted to create shirts that were always cool even in the hottest of weather conditions. Plank went ahead and designed his prototype for his team, which attracted much attention from other collegiate teams. This prompted the expansion and growth of Under Amour products hence resulted in the opening up of its headquarters at Maryland-Baltimore. Nonetheless, despite its success, Under Amour continues facing stiff competition from similar sports retail brands. As a relatively new organization, Under Amour faces a high threat from competitors, yet it still has the opportunity to incorporate creative and innovative ideas (Kraft & Lee, 2009). Five Environmental Forces Environmental factors form part of a component of the PESTLE analysis tool, which gathers information regarding the firm’s circumstances. The environmental factors constitute usually impact various essential aspects of the business (Lam et al., 2019). A detailed description of how environmental factors affect Under Amour is outlined below. Social factors Under Amour is influenced by any alternations, whether positive or negative, in social factors in various circumstances. The management should examine the people's lifestyle in a given locality to determine whether they exercise regularly or not. This would determine if the company is viable to widen or restrict market share in the region. Economic Factors A business organization such as Under Amour is affected when significant trends in the economy might alleviate or hinder the organization attaining the set goals and objectives. The management must examine consumer behavior, interest rate adjustments, banking behavior, inflation, as well as overall economic indicators. When the economic factors are positive, the business growth would be significant as well. Technological Under Amour’s management should consider the changes brought about by the technology. It is because technology is changing the way of doing things in any organizational setting. Organizations that fail to embrace technology offer services and goods that are less competitive in the market hence low market share. Competitive Business growth and success are dependent on how organizations are capable of competing in the market. Under Amour’s management must ensure substantial financial resources are budgeted to ensure that the organization conducts aggressive marketing campaigns for brand awareness and recognition to the potential market. Regulatory The laws and regulations are enacted by the federal and state government to regulate the way bu.

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Week 8, "Special Topics in Marketing" was derived from Principles of Marketing, which was adapted by the Saylor Foundation under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported license without attribution as requested by the work's original creator or licensee. © 2015, The Saylor Foundation. Week 8 Special Topics in Marketing B2B Marketing, Marketing Information Systems, and Monitoring and Measuring Marketing Activities This is special topics week, a compilation of three important issues in marketing. Thus far, we have following the marketing process through planning and implementation for business-to-consumer (B2C) consumers. Although we have touched on business-to-business (B2B) markets throughout the course, this week we will note some of the unique details as they relate to businesses selling to other businesses. Keep in mind that the marketing principles are not different for B2B markets; everything we have been discussing is equally applicable to both B2C and B2B marketing. The goal is still to create value, communicate value, deliver value, and exchange value with the right customers, clients, or partners. But there are some unique characteristics of B2B markets to discuss this week. If you are considering a career in marketing, you likely will be starting your career in a B2B environment. Our second objective this week is to introduce marketing information systems (MIS), the way businesses in B2B and B2C manage vast amounts of information, both from their own marketing research and other sources marketing professionals need to make good decisions. Technology has greatly aided the development and sustainability of powerful information systems that if used appropriately, can help companies create maximum value for the right customers. We will end the week reviewing some of the more important metrics used to monitor and adjust marketing activities. These are common key indicators most businesses use to take a snapshot at how the firm and its marketing activities are contributing to profitability or other strategic goals. Whether you pursue a marketing career or another business discipline, this is the common language used throughout an organization, and it will benefit you to understand it. 8.1 The Characteristics of Business-to-Business Markets L E A R N I N G O B J E C T I V E S 1. Identify the ways in which business-to-business (B2B) markets differ from business-to-consumer (B2C) markets. 2. Explain why business buying is acutely affected by the behavior of consumers. 1 http://www.saylor.org/site/textbooks/Principles%20of%20Marketing.pdf http://creativecommons.org/licenses/by-nc-sa/3.0/ Business-to-business (B2B) markets differ from business-to-consumer (B2C) markets in many ways. For one, the number of products sold in business markets dwarfs the number sold in consumer markets. Suppose you buy a $500 computer from Dell. The .

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