January 2011

Conan O’Brien’sMove to

Cable Television

Page 7

A Day in the Life of a CUNA Mutual

Intern

3

The Basics and Business of “Teach Me How to Bucky”

Page 19

bLineonline.orgJanuary 2011Volume 9

Written By Students, For Students

Jewelry stores, movies, and magazines have long tried to con-vince everyone that diamonds are a girl’s best friend while the Mad Men of Madison Avenue have endeavored to make Ameri-cans believe that diamonds are needed for true happiness. Even after the past eight straight years of the Badgers playing in bowl games, Wisconsin football head coach Bret Bielema did not have to convince me or anyone else on campus that roses from the “Granddaddy of them All” are truly a Badger’s best friend.

For the first time since Ron Dayne dominated the gridiron of Camp Randall, the Badgers and our talented core of backs pounded their way to Pasadena to play in the Rose Bowl. Al-though the Badgers are co-Big Ten champions for the 2010 sea-son with Ohio State and Michigan State, roses are a thing of beauty that only the Badgers got to experience.

As implied by this issue’s Top Ten, (“Top Ten Ways You Stayed out of Debt at the Rose Bowl”) saying that the Rose Bowl was expensive was an understatement. Tickets available to student season ticketholders alone were $145, on top of the hundreds of dollars that students had to scrounge together to pay for air-fare and hotels. But we can all agree that this was an investment of a lifetime, especially for graduating seniors. “Diamonds are forever” in a physical sense, but Wisconsin playing in the Rose Bowl was an event in our lives and a memory for all Badger fans that will not be forgotten.

While the Rose Bowl resulted in financial outflows for students and Badger fans, the UW-Madison itself benefitted financially from making the trip to Pasadena. As described by Ben Falk’s article entitled “The Business behind the Bowl,” the schools in the Big Ten share the revenue generated by the bowl games, which turns out to be millions of dollars every year.

College football is not always about the rivalries and fans; money is an underlying factor and when money talks, every-body listens. Just ask University of Nebraska’s ex-quarterback Sam Keller whether college sports are big business. In her ar-ticle “The Future of the First Amendment: Dependent on Video Games,” Chelsea Ryan describes the U.S. Supreme Court case involving Keller, a former college athlete, and EA Sports, a video game company. Among other things, this case will have a major impact on unpaid college athletes and companies that profit off them.

Football, along with all of our sports teams, will always be the pride and joy of Badger fans. Much of our teams’ recent suc-cesses can be attributed to the work of former Athletic Director Pat Richter and our current AD Barry Alvarez. Richter brought in Alvarez as head football coach and together they brought the Badgers out of the basement of Big Ten football to be a respect-

ed and feared opponent week in and week out. But Richter also did something that Badger fans should not forget.

In 1991, the UW Athletic Department cut the school’s Division 1 baseball team because of the department’s budget deficit and adherence to Title IX. UW-Madison became the only school in the Big Ten Conference without a baseball team. Elyssa Emrich describes the situation in her article entitled “UW Club Base-ball” and discusses how the club baseball team attempts to fill this void at the alma mater of Major League Baseball Commis-sioner Bud Selig. As a player on the club team, I ask all Bad-ger fans to reach out and support the UW baseball team. Even though we do not play on campus, we play our home games a short drive away by West Towne Mall and in Monona.

After leaving Wisconsin, Richter was quoted saying that UW-Madison would never get a baseball team because of the lack of support for the team and for financial reasons. The support for Wisconsin athletics has never been greater. The Madison Mal-lards of the Northwoods League have a large fan base from the surrounding area. There is little reason that the Badgers could not attract the same crowds as the Mallards and be able to fi-nancially justify having a team. A lot has changed since 1991, with our Athletic Department producing a budget surplus and becoming an exemplary department emulated by other schools throughout the country. It is time to get a Division 1 baseball team at UW-Madison; roses were nice but we also need a dia-mond: a baseball diamond, of our own.

This is our first issue of the spring semester. I hope that you enjoy it because the b.Line staff has put a lot of time and effort outside of the classroom to produce a magazine that our readers will both enjoy and find in-formative. Please remember to visit our website, www.blineonline.org, for an online version of all of our issues and become a fan of b.Line and follow us at www.face-book.com/blinemagazine.

Good luck this semester,

George Ryanb.Line PresidentSeniorReal Estate and Urban Land Economics

Dear Readers,

A Message from the President

VOLUME 9 - JANUARY 2011 bLineonline.org

IN THIS ISSUE5 Making International Study Mandatory

6 The Sophomore Job Shadow Program

7 Conan O’Brien’s Move to Cable Television

9 A Word with Interim Dean Joan Schmit

13 A Day in the Life of a CUNA Mutual Intern

15 The Business of Fashion Shows

16 Alumni: Where Are They Now?

17 The Business of the Bowl

18 The Future of the First Amendment: Dependent on Video Games

19 The Basics and Business of “Teach Me How to Bucky”

21 University of Wisconsin Club Baseball

REGULAR FEATURES

3 Student Organization Highlight: Beta Alpha Psi

4 Entrepreneur Article: H20 Organics

11 Staff Spotlight: Amanda Kenny

22 Finance Article: Mergers and Aquisitions

23 BBA Gov Update

24 Top 10 Ways You Stayed Out of Debt from the Rose Bowl

24 Queries ‘N’ Theories

25 Entertainment Page

bLineonline.org 2

CONTENTS

UW-Madison is home to the Sigma Chapter of Beta Alpha Psi, an hon-orary accounting organization that specializes in the development of future leaders in fields related to finance, accounting, and information systems. Beta Alpha Psi, commonly referred to as “Beta,” was founded in 1919 and has since grown to include over 300,000 members in 289 chapters nation-wide. With over 200 members, UW-Madison’s chapter is currently the largest in the nation and takes advantage of its size to provide members an exceptional experience. With the help of faculty advisor Professor Ann O’Brien, Beta Alpha Psi encourages member development through its professional, community service, and social events.

Beta hosts four professional meetings each semester, with a different organization presenting at each. Professional meetings offer students opportunities to learn about different career options within account-ing and network with leading individuals in the profession. A typical semester consists of meetings with national and regional accounting firms as well as a non-accounting organization that offers a different perspective of an accounting career. In addition, a Wisconsin School of Business faculty member speaks at each professional meeting, giving members an opportunity to interact with their professors outside of the classroom. These events are an effective medium for professional de-velopment, but Beta strongly emphasizes the importance of community service as a complimentary means to this end.

Beta requires pledges and encourages active members to participate in community service events both with and without the organization. Past events include volunteering through the Special Olympics, cleaning up UW’s campus, and raking leaves for local senior citizens. In addition to volunteering in the community, Beta offers free tutoring services for

students in Accounting 100, 211 and 301 throughout the semester, a ser-vice heavily utilized and popular among Beta members. Professional meetings and community service events are requirements for active members, but Beta’s non-required social events are gaining popularity.

Whether it is a trip to the Comedy Club, a bowling alley, or the terrace, Beta offers its members ample opportunity to blow off steam after a hard-fought week in the trenches of debits and credits. This semester’s executive board was driven to increase member participation in, and amount of, social events; this goal has been met with great success. Members in their final semester with Beta noted a sense of growing camaraderie among accounting students; a growth attributed not only to time spent in Grainger but also to Beta’s social atmosphere.

The mix of professional, community service, and social events provides members of Beta Alpha Psi a competitive advantage in developing their careers in accounting; however, the many friendships formed along the way are not to be overlooked. In a recent article in the Wall Street Jour-nal, recruiters ranked UW-Madison’s accounting program second in the nation for producing the most qualified candidates. Contributing to this high rank is of course the quality education provided by the accounting department, but Beta’s holistic approach to professional development is no doubt a major factor. It is for this reason that the true accounting ex-perience may not be complete without membership in Beta Alpha Psi.

The rigors of a degree in accounting often present long nights of determining the correct treatment of capital expenditures or the ideal

audit method for uncovering fraud. However, by providing an atmosphere that promotes both professional development and social

interaction, Beta Alpha Psi aims to offset the demands of an accounting education and even make it fun.

Beta Alpha PsiSTUDENT ORGANIZATION HIGHLIGHT:

For more information on Beta Alpha Psi, please visit their website at

bap.rso.wisc.edu3

by: Danny Kersey

January 2011 Volume 9

by: Caitlin Gath

With the “Buy Local” food movement in full swing, the ever-increasing availability

of organic food products and the advent of more and more community gardens across cities nationwide, it is hard to ignore society’s changing food landscape. So hard in fact, that for one entrepreneurial UW-Madison student the shifting source of the nation’s food has presented a new business opportunity. Shawn Kuhn, a senior from Slinger, Wis. majoring in philosophy and psychology, is in the process of starting his own company—with three other students—called H2Organics. The company is aiming to build green houses in the Madison area, grow organic fish, produce, and meat and then sell the products to local restaurants. “It’s about being local because it’s the most sustainable food model and it’s about being organic,” Kuhn says. “We’re trying to start a local, sustainable organic farm,” he continues. “We’re trying to grow produce and fish in a greenhouse environment by utilizing aquaponics, which is a new form of cultivation that combines fish farming and hydroponics.” According to Kuhn, aquaponics is the practice of growing fish in ponds, using the ammonia in fish waste to break down bacteria colonies, re-circulating nitrogen throughout the system and essentially mimicking nature’s natural process by imitating a river bed so fish, produce and meat can be grown. Kuhn and his business partners hope to start by growing yellow perch. From there, they want to grow salad greens like lettuce and spinach, then flowering plants like tomatoes, and eventually strawberries and raspberries. “There’s really not a limit; our focus is on being local, organic and urban,” Kuhn says. “Most people today live in cities so we want to bring the farm closer to the cities. In green houses we can grow a lot more intensely rather than conventional-based agriculture.”

As a psychology and philosophy student, Kuhn is surprisingly entrepreneurial-minded and says his interest in food sustainability began early on in his college career. “My interest started near the end of my freshman and sophomore year of college when I started looking at how food was grown,” he says. “It just kind of caught my eye and I started learning more about it, then started traveling to conferences and gaining experience.” Much of the idea to use aquaponics and build the greenhouses, however, came from Growing Power, a non-profit organization based out of Milwaukee that helps communities grow their own food. According to its website, www.growingpower.org, the organization develops community food systems in order to help provide healthy and affordable food to all residents. Will Allen, the CEO of Growing Power, says on his website, “If people can grow safe, healthy, affordable food, if they have access to land and clean water, this is transformative on every level in a community. I believe we cannot have healthy communities without a healthy food system.” Even amid a dismal economy, eventually Kuhn and his partners felt that starting a business was something they could really do. “We believe that the economy isn’t going to recover until we start producing in the United States and we’re not doing that right now, but we can start with food,” Kuhn says. Anyone who has ever started his or her own business knows it is not without challenges. For Kuhn and his partners the biggest struggle has been receiving the permission they need to start building the actual greenhouses. H2Organics is hoping to build on a piece of property that Kuhn’s father owns in Horicon, Wis.—a city 49 miles from Madison in Dodge County—but the city has not been especially helpful in giving

its necessary approval to start construction. “It’s hard to start your own business at a macroeconomic level, and we need small businesses, but they [the city] make it difficult to get going,” Kuhn says of the situation. Fortunately, however, Kuhn and his partners have received a lot of support, both financially and otherwise, from friends and family. “Some of our partners are investing so we brought in some of the capital ourselves and the rest of our financing comes from outside private investors, mostly friends and family,” Kuhn says. Surprisingly though, one of the best things throughout the whole process has been the fact that Kuhn and his partners are students. As a result, they have received a lot of helpful—and free—resources from the university, specifically from the Small Business Development Center. The Small Business Development Center, located in Grainger Hall, serves both students and non-students, mostly through the Wisconsin Business Answer Line. The answer line acts as a hotline and those who call in are able to talk to a professional business counselor about maintaining, expanding or sustaining their business, according to Rena Gelman, the counselor who coordinates the line. “We put out a brochure, which contains a lot of information on classes we offer and there’s information on financing a business, for people who want their business to grow,” Gelman says. The center also offers one-on-one business counseling. According to Kuhn, H2Organics also receives free law services through the Wisconsin Law School, from a law professor and third-year law school student. As for the future, Kuhn plans to get his startup company off the ground in the next couple of months, hopefully in early 2011, and see where it takes him. “My biggest interest is doing something I enjoy doing, Which is farming and helping to change the world.”

“It just kind of caught my eye”

Not without challenges

bLineonline.org 4

Goucher University in Baltimore and Soka University of America in Southern California are two schools that have made study abroad mandatory for all its students to graduate. They are making tremendous strides in eliminating the two main stigmas associated with studying abroad: not graduating promptly and the finan-cial obligations. Goucher College gives students a $1,200 voucher to cover their international travel costs with a wide variety of scholarships and student loans available to cover other costs. Soka University is also battling the cost issue by including the costs of study abroad in its overall tuition fees. They also found that 83% of their first mandated class managed to graduate in four years.

Studying Abroad at Other Schools

Many other schools, such as Arcadia Univer-sity in Philadelphia and American University in Washington D.C, are focusing their time on promoting and encouraging students to study abroad. Arcadia University has the highest rate of undergraduate participation in study abroad of any master’s university in the nation with a rate of 109% participation rate of undergradu-ates. American University recently increased the range of places for students to study abroad and in return doubling their participation rate to 62%. These universities, along with many others, are aware of the fiscal restraints stu-dents face and offer a wide variety of financial

assistance. Arcadia in particular makes it very easy for students to study abroad. Elysabeth Troskey, a student attending Arcadia University that participated in the same summer internship abroad program with me this summer, told me about the ease of which it was for her to study abroad three consecutive semesters. She paid the same tuition to Arcadia University which al-lowed all her grants, loans, and scholarships to be used and all her credits were guaranteed to transfer perfectly. She had the unique ability to participate in two semester length programs in England and New Zealand along with this past summer in Sydney, Australia.

The UW-Madison Comparison

How does UW-Madison compare? In the 2008-2009 academic year alone, roughly 2,300 Madi-son students studied abroad. Our university is making a great stride to provide financial support for students. More students are finding them-selves participating in an international experi-ence and getting money to fund it. Scholarships range in monetary increments from $500 to over $5,000. International Academic Programs (IAP) and the business school’s Study Abroad Office have resources to help all undergraduate students find the time, money and course planning tools to allow them to study abroad. Travel, in itself, is one of the greatest educations you can give yourself. So why not take a semester away from the harsh slippery winter conditions and study fi-nance on the warm beaches of Venice, Italy?

Making International Study Mandatory

Advantages of a

UW – Madison Study Abroad

Program

10987654321

Qualifications for UW- Madison financial aid

Apply for IAP and L&S travel awards

Receive residence credits

Stay continuously enrolled

Earn honors credits

Participate in orientation meetings to prepare you for study abroad

Receive help from UW-Madison staff before you go

Receive the support you need while abroad

Graduate abroad

Choose from programs in six continents

10

by: Emma Cartwright

Travel, in itself, is one of the greatest educations you can give yourself. However, with the aver-age college student graduating with roughly over $20,000 in debt and no sign of the skyrocketing increase in costs changing, money plays a major role in the decision making process. Currently, there does not appear to be a way to make a man-datory study abroad policy financially feasible.

5 January 2011 Volume 9

Sophomore Program

Last fall, a new program called the Sopho-more Job Shadow Program was introduced in order to match students with employers to help them gain insight into potential careers. The program provides sophomores with a great opportunity to learn about careers they may be interested in pursuing, gain valuable networking experience, and get an up-close look at top companies that recruit on campus.

How to Get Involved

In order to participate in the program, soph-omores must apply to the companies that they are interested in shadowing through BuckyNet. They are able to apply to up to 15 job shadows, but generally may only partici-pate in one shadow. Once the applications are submitted, students are matched with employ-ers. Last year 25 percent of the sophomore class participated in the program; application numbers this year were relatively the same. The shadows take place over winter break. During the job shadows, students can expect to tour the company, learn about the corporate culture, network with professionals, and shad-ow an individual in a career of their interest.

Benefits of the ProgramCurrently, just over thirty employers partici-pate in the program. Not only is it a benefit to students, but it also benefits the employers

as the program gives them the opportunity to identify prospective candidates and spark in-terest in young talent. On the other hand, stu-dents get the chance to learn more about the opportunities the company has to offer, while getting a taste of the corporate culture as well. The Sophomore Job Shadow Program is a great opportunity for young business students to get a jump start in their career search. It al-lows sophomores to test drive potential career options for a day, while also allowing them to market themselves to future employers.

My Sophomore Shadow Experience Last year I shadowed at General Mills head-quarters in Minneapolis. The day began with a company overview, and then I was able to shadow financial analysts that worked in dif-ferent divisions. After that, I had lunch with a group of Badger alumni, who shared their own experiences. The end of the day was a question and answer session with manag-ers and employees. Not only did the shadow at General Mills give me great insight to the corporate culture, but it also taught me what types of things I should be doing during col-lege to make myself a stronger job candidate. Overall, the Sophomore Job Shadow Program was a great opportunity that gave me career experience and more insight into what I am interested in doing after college.

Job Shadowby: Lauren Moore

In the spring semester of

2009, the Wisconsin School of Business began allowing undergraduates to apply for sophomore admission. The reasoning behind the

switch was to allow undergraduate business students more time to explore different majorsand careers. However, Wisconsin School of Business administration didn’t stop there.

Student Spotlight: Carly Miller, JuniorMajor: Management and Human ResourcesJob Shadow Experience: Shopko headquarters in Green Bay, Operations Department

Tips: 1. Get your resume checked by the BCC before applying.2. Come prepared with a list of questions for employers.3. Research the company before your job shadow.4. Bring business cards with to pass out.*

Benefits of Sophomore Job Shadow Program:

1. One-on-one networking experience2. Provides direction when researching possible careers3. Opportunity to see potential work environment

*You can print out personal business cards in the BCC

bLineonline.org 6

The

O’Brien’s Rise to Fame and the 2010 Tonight Show ConflictO’Brien’s rise to celebrity began in 1987 as a writer for NBC’s late-night televi-sion sketch comedy Saturday Night Live. The Harvard grad’s career really took off when he succeeded David Letterman as the host of NBC’s Late Night show in 1993. Late Night with Conan O’Brien premiered on NBC on September 13, 1993.

Late Night propelled O’Brien to one of the premier comedians on television. Though it received unfavorable ratings and reviews early on, the show grew in popularity to become the highest rated late-night show on television. Late Night was annually nominated for the Emmy Award for Best Writing in a Comedy Se-ries starting in 1996, winning the award in 2007. It also was a five time Writer’s Guild Award Winner for Best Writing in a Comedy/Variety Series. The success of Late Night led NBC to negotiate a new contract with O’Brien, making him the successor to Jay Leno on the acclaimed Tonight Show in 2009 for the coveted post-news 11:30 PM ET timeslot.

The Tonight Show with Conan O’Brien debuted on June 1, 2009 with six million viewers – more than the competitors on CBS and ABC combined. After the nov-elty waned, the show’s ratings fell steeply, settling behind The Late Show with David Letterman on CBS. The ratings drop prompted NBC to make a change, shifting The Tonight Show from its highly-desirable 11:30 position to 12 AM ET. The network moved to replace it with none other than The Jay Leno Show, the comedian’s hour-long, 10 PM ET program originating after his retirement. The plan was to cut Leno’s show to 30 minutes, move it to 11:30 PM ET, and have O’Brien’s Tonight Show immediately follow.

Conan O’ Brien: the move to CABLE TELEVISION

O’Brien, however, balked at having his show pushed back to midnight. “I be-lieve that delaying the Tonight Show into the next day to accommodate another comedy program will seriously damage what I consider to be the greatest fran-chise in the history of broadcasting,” O’Brien said in a 2010 press release. “The Tonight Show at 12 AM ET is simply not the Tonight Show.”

NBC would not relent to O’Brien’s demand to maintain the Tonight Show start time, and the comedian subsequently decided to leave the network. On January 21, 2010, he signed a $45 million dollar divorce settlement with NBC. As a con-dition of the agreement, O’Brien could not contract with another network until September 2010. O’Brien’s marriage with NBC was over. After all the hype pre-ceding his move to the Tonight Show, O’Brien was on the air just eight months, a mere 146 episodes.

Public outcry and the accompanying media attention from O’Brien’s NBC de-parture were significant – and the comedian made the most of the attention. Many felt NBC mishandled the situation, speculating that NBC wanted former host Leno to return to the Tonight Show all along. Notable comedians and ce-lebrities spoke on the behalf of O’Brien, while a public support group on Face-book gained over a million members. In the months following his departure from NBC, O’Brien went on a comedy tour, “The Legally Prohibited from Being Funny on Television Tour,” selling out each of the 30 shows. His popularity was never higher.

O’Brien on TBS While on tour, O’Brien announced he would host a new comedy show on cable network TBS. The show, to be called Conan, would air weekdays at 11 PM ET. While not much of a surprise, the move was not without its challenges. Late-

Conan O’Brien’s controversial departure from NBC was one of the most publicized media events of 2010. The abrupt ending to the comedian’s Tonight Show drew reactions from many O’Brien contemporaries, including rival talk show hosts David Letterman and Jimmy Kimmel and celebrities Jim Carrey and Ben Stiller. Now almost a year later, O’Brien has returned to late night television. But this time he is performing his comedy act on the TBS cable network, an arrangement that poses new challenges. Will the move to cable television allow O’Brien to reclaim his high early career late night ratings and realize a dominant position in the space?

by: Nick Miller


Conan O’ Brien: the move to CABLE TELEVISION

night TV has historically been fiercely competitive, and O’Brien’s show was a first for cable. Not only would he compete with mainstays like Letterman on CBS, Leno on NBC, and Jimmy Kimmel on ABC, but he would also compete with popular cable hosts like Comedy Central’s Stephen Colbert and Jon Stew-art. And because cable has a smaller viewership than the major public stations, it is harder for cable late-night shows to attract A-list celebrities for appearances.

The move to cable, though, does provide O’Brien more artistic freedom. The promotion he enjoyed from TBS leading up to his debut on November 8, 2010 was significant, with the baseball-and-blimp-based campaign being especially popular. O’Brien has also actively promoted his new show on Twitter. His ac-count, with almost two million followers, has been wildly successful advertising the new series. And O’Brien’s not exactly starting in a vacuum on cable. The success of Jon Stewart’s Daily Show is a prototype. Stewart regularly attracts A-list celebrities as entertaining guests on cable. There is no reason O’Brien can not do the same.

Conan’s Early Ratings

Though not as big as the six million who tuned in for O’Brien’s first Tonight Show, the premier of Conan on TBS was nonetheless impressive. According to the Nielsen TV Ratings, Conan’s debut attracted an audience of 4.2 million viewers and a 2.5 rating, significantly higher than the 1.0 average rating for most late-night shows. Numbers predictably decreased after the premier, but the first week averaged a strong 2.9 million viewers with a 1.6 rating, good enough for 22nd in all of cable television for the week. Conan continued to compete favor-ably in the second week, generating an average of 1.7 million viewers and a 1.0 rating compared to .9 for Letterman and 1.1 for Leno. Perhaps more surprising are the demographics of the viewers in the first few weeks. Nielsen reported the average age of those watching the premier was 30 years old, young for the late-night viewer age group of 19-48, and a highly desirable demographic category.

Steve Koonin, President of Turner Entertainment Networks that owns TBS, at-tributes much of the early success to the promotion of the show – both from commercials and Twitter. “Conan’s audience has been very vocal online, and he clearly made a smooth transition from Twitter to TBS,” Koonin said in a November press release. “Conan delivered an extraordinary audience and stands out as the youngest late-night talk show on television.” Younger viewers will be a critical differentiator for O’Brien as he challenges the established players in the coming months.

Can Conan Compete in the Long Term?

So far, Conan has exceeded TBS expectations of a .5 rating and an average of one million viewers and its shift toward a younger audience has advertis-ers salivating. However, it is still too early in the show’s life to tell whether its popularity will continue. With such intense competition, it’s certainly feasible that the show could falter in time. One can only wait and see whether promotion and O’Brien’s big personality can overcome the challenges of late-night cable television.

Entertainment Page AnswersSalary Match Answers

Chief Executive Officers (CEOs)$160,000

Marketing Managers$118,000

Agents and Business Managers$101,000

Personal Financial Advisors$93,000

Management Analysts$83,000

Financial Examiners$78,000

Logisticians$68,000

Business Operations Specialists$65,000

Cost Estimators$60,000

Human Resources, Training and Labor Relation Specialists$ 58,000

Number Box Answers

bLineonline.org 8

How are you going to make this (to use Dean Knetter’s words) “a year of continued progress” and not simply “a year of transi-tion?”

“We are undertaking a number of initiatives this year, including reviews of both the BBA and full-time MBA curriculum. The

purpose of undertaking these reviews, and consideration of our strategy generally, is for us to have a strong sense of who we are and who we want to be going forward. Our intention is then to present these ideas to the next dean, with options of directions we might take. The traditions, the students who want to be here, the expertise that currently exists…how do we package that to achieve various goals? What we want to do is to present to the next dean a menu of options that we feel comfortable are outcomes that we could achieve. It is up to the dean, then, to decide on and help us implement the ultimate direction we take.”

What kinds of changes related to the BBA program are cur-rently taking place in the Wisconsin School of Business?

“As I just mentioned, there is a curricular review for the Under-graduate program. We had four Town Hall meetings where we

invited everyone to share their ideas. Participation was slim with just 25 students, yet each of them offered helpful and rich ideas for us to con-

sider. A variety of faculty and staff participated as well, providing their useful input to what might be improvements to the program.

“As a follow up on the Town Hall meetings, we are about to launch several focus group discussions. These groups will be comprised of students selected randomly from across the spectrum, including I hope some freshmen, to get an idea of how they feel about the program, what’s going well, what can be improved and more importantly, how? So it’s not just ‘This course isn’t working’ or ‘This situation isn’t what I want,’ but how can we make it better? This is the next step. Simultane-ously we have a group of staff, faculty, and students who are reviewing the current curriculum and will offer to the full faculty and staff recom-mendations for any changes that they consider appropriate.

“In addition to the curricular review, the Undergraduate Programs Of-fice has implemented some outstanding improvements in community. I think you attended our pre-convocation event at the start of the se-mester. We also held a welcome to all new BBA students, and we are hosting a variety of follow up sessions to connect more solidly with students early in their undergraduate experience. We have a variety of outstanding international opportunities for undergraduates, and the Ac-centure Leadership Center for students to gain leadership experience, and we also are offering our first FIG (First Year Integrated Group).”

by: Amanda Maenner

As Dean Mike Knetter moves on to become the new President and CEO

of the UW Foundation, Vice Dean Joan Schmit will serve as interim

dean while an international search is conducted for Knetter’s successor. Her passionate involvement within the Wisconsin School of Business

and community is demonstrated through her dedicated leadership

and innovative thinking.

Q:

A:

Q: A:

a Word with Interim Dean

Joan Schmit


I’ve also read that three new entrepreneurship certificates have been launched, can you tell me about that?

“Yes there are three new certificates in Entrepreneurship and Innovation. Certificates permit those non-business and business

students outside of the major to get some exposure to entrepreneurship. I’m really excited about it because I think virtually any student on campus can benefit from some business education, whether they are in art, or ge-ography or chemistry. Many of those people do want to be entrepreneurs. The artists want to be able to sell whatever they create; this new expo-sure will help them achieve their success. It’s truly a campus certificate.”

How are you involved in the search for the permanent successor to Dean Knetter?

“The search committee is just being announced. It’s a collec-tion of 16 people - faculty, staff, alumni, and students. They

will meet with the chancellor for her to give them their ‘charge.’ The committee will create a Position Vacancy Listing (PVL), which will be distributed widely. Students will get that, it’ll be emailed to our alums, the community, everyone on campus, etc. Through the announcement, we will be inviting nominations.

“I am not a member of that committee, however, so I won’t have much involvement with the actual search. The committee requires tremen-dous confidentiality as they are considering candidates. I’m offering my support to whatever extent it is sought, but I can’t get too involved because of confidentiality.”

How far will this committee look when searching for candi-dates?

“It is an international search. There will be a call for nomina-tions. We want to go as far as possible and we want nominations

from everyone. We hope to have a search firm help us in making some of the contacts.”

What types of qualities do you think the next dean should possess?

“We want someone who is optimistic; one who is always will-ing to keep going. We also need someone who has a strategic vision and who can help lead people towards that vision. It’s

important that the next dean understands the academic environment and has good relationships with busi-nesses and alumni. We want to draw businesses into the WSoB for a variety of op-portunities; they are the ones who will hire our stu-dents, and often also provide outstanding learning oppor-tunities for our students in a co-curricular context.”

What are your own personal plans for the future?

“Being interm dean is an incredible honor. At the same time, I have made it really clear to everyone that I am not seeking the position permanently. I want people to know that anything I do as

interim dean is because I truly believe it is the right thing for the business school. I consider teaching to be the greatest joy that anyone can have, and am very eager to be back in the classroom fulltime. I teach Risk Management and Insurance. I’ve had fantastic students over the years, and miss them. I also enjoy the research and will continue to do that. I’m looking forward to using my brain in that way: the thinking, the curiosity, the asking of the questions and then sharing with students.”

Will you continue to serve as the school’s vice dean once a new dean is found?

“What I’ve told people is that I will offer to the new dean, if she or he wants, for me to stay on as vice dean for one more year.

But I think anyone should be able to have their own leadership team and I would not be offended if the person wants someone else. My thought is that I can help with the transition because I know what’s going on in the dean’s office. Then I will go back to the faculty which is my first love, and have the new dean put in place a new vice dean.”

What is that one ‘thing’ that makes the University of Wisconsin so unique?

“It’s the ‘Wisconsin Idea,’ which is the principle that education should influence and improve people’s lives beyond the univer-

sity classroom. Originally people talked about the boundaries of the university being the boundaries of the state; today people talk about the boundaries of the world. We see the principle in obvious ways such as the critical cancer and stem-cell research going on here. The Wisconsin School of Business contributes through our promotion of international business, values-based leadership, social marketing, enterprise risk management, and so much more. Our intention is to train students to influence the business environment positively.

“I also think that we are a place that is about intellectual vibrancy and curiosity. It runs from the research that faculty do and share with stu-dents in the classroom, to students running their own businesses, to the alumni who are tremendous partners in what we do here. We have a long and strong tradition of being great stewards while also being on the forefront of what is happening.”

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Staff Spotlight

by: Greta Chizek

Amanda Kenny has been teaching literature, writing, and speaking since 1999, which is an accomplishment for someone who “fell into teaching”. Kenny received her undergradu-ate degree from Colorado College and then moved back to Wisconsin to get her Masters from Marquette University. While studying at Marquette, she was a TA for several Eng-lish classes where she learned she enjoyed teaching. From there she went on to receive her Ph.D. from UW-Madison. Since 2008, Kenny has been a General Business Lecturer, teaching General Business 300 in the School of Business. Kenny’s track might not be the usual one for a staff member in the Wisconsin School of Business, but her life involves much more than just teaching. She majored in Spanish as an undergraduate and spent time studying abroad in Mexico and Spain. Uniquely, Kenny continued her undergraduate Spanish major with a Ph.D. in 18th century literature. Such a diverse education path has provided her with a wide range of skills that she continues to utilize in order to teach at the Wisconsin School of Business. Originally from Wisconsin, she studied in Colo-rado, lived in California, and finally decided to move back. She now feels very settled in Madison but still enjoys traveling. Her husband is from India, and she has visited his family in India multiple times. When she is not spending time grading papers and revising the course, Kenny enjoys gardening, reading, and playing squash.

Conversations with Kenny: While talking with Dr. Kenny, I asked her a couple questions. Her an-swers are as follows.

b.Line: Why is Professional Communication important?

Kenny: There is not a job anywhere, no matter the subject, in which you will not spend time writing. I even know of engineers who are sur-prised by the amount of daily writing in emails they have to do. There is no way to get around the huge amounts of written communication in the professional world. When a company is looking to hire, one of the first things they ask for are communication skills. People need to clearly and concisely communicate their point. Developing these skills in school through reports and presentations are key. As a formerly shy person, I believe you can never have enough practice.

b.Line: How does teaching in the Wisconsin School of Busi-ness compare with teaching in the English Department?

Kenny: I truly enjoy working in the business school. I do sometimes miss English literature, but the challenges of teaching in the business school and the English department are surprisingly similar: I’m still trying to portray the importance of writing and speaking. Business students are bright, ambitious, and motivated, which makes my work more exciting and challenging to meet their needs. I work to constantly reinvent the course in hopes to challenge and stimulate the top-notch students. My favorite part of teaching General Business 300 is when we really delve into the final projects and I get the chance to work one-on-one with the groups. This is when I am most comfortable and I enjoy getting to know my students as individuals.

Amanda Kenny’s Bucket List:

1. Trip through South America

2. Complete the Master Gardening Program

3. Write an engaging and hilarious book on professional communication

Amanda Kenny


T hank You!

We appreciate your parternship and contribution to b.Line's success

bLineonline.org 12

Sp o n s o r s :

13

A Day in the Life of aCUNA Mutual Intern

Those of us who do not have internships yet for this upcoming summer are frantically trying to find something. But how do you know if an internship program is worth your whole summer? There are many questions we ask ourselves while searching for an internship program: Will I learn anything? Will I be an active part of the internship or will I just do the things full-time employees don’t want to do? Will there be other people my age there?

These are only a few of the questions that ran through my mind when I was looking for an internship last summer. I was fortunate to learn about CUNA Mutual Group. Founded in 1935, CUNA Mutual Group provides products and services like insurance and protection, business services, and asset management to credit unions around the world. In fact, over 90% of credit unions are involved with CUNA Mutual Group!

So, you know that CUNA Mutual Group is the best in its field, but what is it like to be an intern there? Meghan Ferghuson, a UW-Madison busi-ness student majoring in Human Resources and Management, was a Human Resources Intern last summer. Here’s what her typical day was like:

by: Cassie Larrabee

Your Career Grows HereTo learn more about CUNA Mutual Group:• Visit www.cunamutual.jobs • Email campusrecruiting@cu namutual.com• Visit their booth at the Spring Career Fair

When I first turn on my computer in the morning, I quickly scan my email inbox for important messages that have been sent while I was gone. If there is nothing that jumps out at me, I slowly work my way through the mass of emails. Things that are quick, I reply to right away, and I flag emails that I need to read or respond to but that will take a bit longer. I will revisit these later to follow-up with people.

Next I meet with my manager for my weekly one-on-one. We like to grab Starbucks coffee, which is sold in our open Atrium, and sit down under the bright skylights. I bring updates of my projects, and we discuss any key milestones I have achieved or issues I have run into. My manager is a great resource; she really wants me to suc-ceed and gives me great feedback on my work. My manager and I may also discuss some developmental projects for me to work on. For example, today we chat about professional communication and networking within the company.

10:30 AM: Professional Development SeriesA couple times a month, all CUNA Mutual interns have the opportunity to learn about topics that will help us succeed in the business world. These interactive presentations have included topics like networking, personal finance, continuing education, and today we get to hear from CUNA Mutual employees who have recently graduated. I am excited to hear insight on their transition into the working world and any advice they will give us.

12:30 PM: LunchtimeWhat’s nice about working at CUNA Mutual is that there are more than 40 other interns working here this summer! There are always hungry people at lunch time, and I can join the others for a bite on the patio. I love eating outside in the summer time. There are picnic tables outside that are great for escaping the confinements of my cube and enjoying the warm summer weather. If it’s raining, no worries, CUNA Mutual has underground tunnels that lead to the cafeteria. There is always a fresh soup, salad, and sandwich bar, as well as hot options that change daily. There is even an ice cream machine in the cafeteria.


8:30 AM: Arrive at work

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One of the Audio Visual managers has started an AV lunch table for interns and full-time employees to eat in the cafeteria together. People from all levels of the organization will join us, and it is nice to meet new people. Everyone is laughing and joking, and this is where we celebrate things like engagements and birthdays.

Another great benefit as an intern at CUNA Mutual is our Executive Lunch Series. About five times throughout the summer, we get to eat lunch with an executive, including the CEO and CFO, and have discussions with them where we can ask any questions we want.

Every intern is involved with a team made up of other CUNA Mutual interns. All teams are responsible for a project that affects the entire company. This summer, team projects include creating a humorous video training series for employees, taking corporate photos that will be used in marketing, improv-ing the campus recruiting program, and designing a new recruiting webpage.

I lead the Campus Ambassador team at CUNA Mutual this summer. Here, my cross-functional team of interns works to examine the role that past interns play on campus. Do they know how to answer questions about intern pay? Do they know what the hiring process is at CUNA Mutual? My team wants to equip interns with the answers to these questions so that they can help us bring new talent in the door. We also decided to figure out ways to utilize these students during our fall and spring recruiting cycles. Our recommendations will be presented to Human Resources and if approved will become a new part of the recruiting process at CUNA Mutual Group. My role as project leader is mainly to give my team the resources they need to be successful. I gather a lot of data and leverage my recruiting contacts to get us the most up-to-date and useful information. I also set the project scope, and work with my team to develop attainable stretch goals. I run team meetings once a week, and keep everyone focused on the tasks at hand. Also, I make sure that we are keeping up with the project timeline we set at the beginning of summer.

It is almost the end of the day, and I am closing out a few things before I take off for the evening. I answer a few important emails that have come up during the day, and get back to some of the people I flagged for follow-up. My mentor swings by my desk on his way out of the office and asks how I’m doing. I give him an update of the things I am working on, and he gives me some project advice. Then we talk about Badger football because I bought my student season tickets online this morning! The relationship I have with my mentor is less formal than the one I have with my manager. The main thing that I talk about with my mentor is career development, and he has many great pointers for me when it comes to work, classes, and networking. My mentor is another great resource, and a way for me to learn more and meet more people at CUNA Mutual.

I may stop down for a freezy pop too. Sometimes during the summer, the interns and other employees meet outside towards the end of the day to eat freezy pops and chat!

5:30 PM: WorkoutI can’t wait to go to the gym after that long (but fun day)! Interns get full access to the work-out facility at CUNA Mutual group. The facility is equipped with treadmills and other exercise machines, weights, a basketball court and full track. We also can participate in aerobic and yoga classes at a really cheap rate!

I can’t decide what to do . . . should I go volunteer with the CUNA Mutual Community Service Intern team or go to the CUNA Mutual intern social? Maybe I’ll do both!

If CUNA Mutual sounds like the company for you, check them out on BuckyNet or check out their Facebook Page. Also, prepare your resume and come visit their booth at the Spring Career Fair.

• Real work – no paper pushing!• Competitive Pay• Free Access to On-site Fitness Center and Personal Trainers• Professional Development Opportunities• Lunches with Executives• Potential to work part-time throughout the school year

Perks of an internship with CUNA Mutual:

2:30 PM: Intern Team Project Meeting

4:30 PM: Wrapping up the Day

6:30 PM: After Work

Much time, planning, choreography, and money is put into fashion shows these days in order for designers to not only showcase their col-lections, but also to demonstrate their artistic side with a theme of the show and a runway of elaborate measures to match. A question rises after analyzing all of these complex elements of a fashion show: how is money made after the complicated production costs of these multifac-eted shows? I interviewed Textile and Apparel Design student Monica Klein about the production of UW-Madison’s own fashion show put on by the Textile and Apparel Student Association in late spring to explore the process of producing a fashion show and the business behind it.

It may not be what we see from fashion week, but you would be sur-prised at not only the designs, but also the fashion show itself that UW-Madison students put on in the spring at the Monona Terrace. There is a Design Studies course offered in both fall and spring semesters that enables students to learn the business behind fashion shows by plan-ning and producing this fashion show with guidance from the professor. Klein participated in this course last year and helped put together the fashion show and shared with me the behind the scenes scoop of the business behind fashion shows.

When starting to put together a fashion show, there are key elements that must be focused on in order to have a successful production. I asked Klein what she thought to be the most important parts of putting a fashion show together. Speaking from experience she stated, “Ad-vertising is really key first and foremost. If you don’t sell tickets to the show, you do not make money to cover your costs of production.” She also mentioned having a reliable, committed team, and dependable de-signers with great garments to showcase, as well as the organization on the day of the show for runway lineups are all very important elements.

Since advertising seems to be the most important aspect on the busi-ness and profiting end of a fashion show, I asked Klein about the ways they advertised and marketed the show, as well as ways they sold tick-ets last year. A couple months out the students contacted the press to make them aware of the show so they could do a press release in the week leading up to the show. Students also contacted local newspapers, magazines, and TV stations, along with media on campus. Last year, the students hired a graphic designer to design posters and flyers to ensure they were professional and visually appealing. The posters and flyers were put up around campus and local boutiques and salons to cre-ate awareness and spark interest to attend the show. T-shirts promoting the event were worn on certain days and when selling tickets in class buildings.

Selling tickets is how a fashion show creates revenue. After heavy ad-vertising described above, the students sold tickets at different loca-tions to try and get as many people as possible at their show they have worked so hard on all year. The typical set up of ticket booths in class buildings about two weeks out from the show created awareness for the

show as well. “We created a website that featured video clips of the previous year’s show, pictures, and further information about the show, and tickets could be purchased there through PayPal, which we found many people to take advantage of and purchase tickets that way rather than walk up sales,” Klein said. On the day of the show, people were able to purchase tickets at the door. Money from ticket sales enabled a profit to be made, which went to scholarship funds for design students in the School of Human Ecology. The main costs, specifically the fa-cility costs of the Monona Terrace, were graciously covered by a large donation from Kohl’s Department Stores, and enabled the students to actually make a profit that could be donated back to the school.

In fashion shows, designers do not make money by participating, but are able to showcase their work and sell their brand through other chan-nels. I asked Klein what the incentive was to these design students, seeing as they would not see profits in the near future with showcas-ing their work in the show. Klein replied, “This is a huge opportunity for design students here to showcase their talents and designs from the year. They get their name out there and it is a great resume builder for their portfolio when looking for future employment. Even for myself and the other students who put the show together, it was a great resume builder to have this great experience of producing a fashion show, as well as receiving credits for school.”

Although fashion shows are all glitz and glam on the runway, nothing would be possible with out a hard working crew behind the scenes. Planning, organization, marketing, and advertising are important busi-ness aspects of fashion shows that enable a great show to take place. With out creative marketing techniques the show would not be able to make the money it needs to cover costs of production and give de-signers the best possible opportunity to showcase their talents to an audience. From the runways of Paris, New York, or UW-Madison, the business behind fashion shows is a pivotal element in the artistic ex-ploitation of fashion designers’ efforts on the runway.

Photos courtesy of Timothy Hughes

the business of FASHION SHOWSLights, music, catwalk. Fashion shows have become quite the theatrical event for designers ranging from fashion genius Karl Lagerfeld of the Channel Fashion House, to American icon Marc Jacobs, to our own Textile and Apparel Design students at UW-Madison.


by: Jaime Horak

bLineonline.org 16

alumni: Where are they now?

by: Belle Lin

The student experienceRyan Jenson, a 2003 Master in Accountancy (MAcc) Program graduate of the Wisconsin School of Busi-ness, remembers what it was like to relax on a Football Saturday, kick back his feet, and tailgate with his good friends. His favorite memories of the Wisconsin experi-ence include grilling before charging to Camp Randall.

Now a manager at Ernst & Young, one of the world’s largest professional and accountancy firms, Jenson also remembers how the Wisconsin School of Business helped him choose his career path and what it was like to be in your shoes.

“As a student in the business school, I took several ac-counting classes where I had a variety of professors who taught me quite a lot as a mentor in some shape or capac-ity. They really furthered my interest in the accounting profession,” he said.

Starting from an early age, Jenson conducted career searches, figuring out that the heart of how businesses work was something that fasci-nated him. In addition to learning from professors, Jenson was also involved in Beta Alpha Psi, an honorary accounting organization (see Page 3 for details).

“I wanted to be involved in Beta Alpha Psi to learn more about specif-ic accounting opportunities,” Jenson said. “Being president furthered my skill set- I had to get up in front of a group of 80 people. Being a shy guy growing up, I’ve come a long way.”

Once he had picked a major, Jenson went on to teach Accounting 100 for two semesters and was a Student Ambassador for the School of Business.

Entering the real worldFollowing his completion of the MAcc Program, Jenson interned with Ernst & Young during their busy season. In September of 2003, Jenson accepted a full-time offer with the firm.

Since then, Jenson has stayed with Ernst & Young, eventually moving into his present role as manager in their assurance practice, the audit side of public accounting. Jenson oversees audit engagements, which involves researching complex technical accounting issues, holding discussion meetings with clients, and negotiating fees. In addition, Jenson leads the company’s on-campus recruiting effort.

Looking back: advice for studentsIn retrospect, besides wishing he’d studied less for the Certified Public Accountant (CPA) exam, Jenson strongly encourages students to talk

to as many company personnel during career fairs and information sessions as possible.

“The people who are attending these are typically alums who want to help you,” Jenson said. “We were all in your shoes at one point. I al-ways appreciated those individuals who took the time to drive in from various cities to help me decide what career choice I wanted to make.”

In choosing a career path, Jenson also urges students to follow this motto: “The more information you get, the better.”

“You have to be very proactive about your career; no one is going to make this decision for you,” Jenson said. “The way you get to that decision is by talking to people, employers, professors, and alumni to gather as much information as you can.”

Finally, Jenson encourages all School of Business students to take leadership roles. As the job market gets more competitive, he said, the best way a candidate can stand out is by being involved in leadership positions.

“One of the top things employers look for is leadership- a good GPA and those who can handle significant responsibilities in student organi-zations,” Jenson said.

Nowadays, Jenson lives in Chicago- dividing his time between the of-fice, visiting campus, and playing beach volleyball, biking, and doing triathlons.

At left: Jenson and his wife Heather in Door County. At right: Jenson completing the Lake Geneva Triathalon. Photos courtesy of Ryan Jenson.

Meet Ryan Jenson, MAcc ‘03How the Wisconsin School of Business helped him pick a career path

banner year, culminating with a trip to Pasadena, California, and participation in “The Granddaddy of Them All”, the Rose Bowl Game. The trip was no doubt an unfor-gettable experience for all involved, but what went on behind the scenes to make it happen? Where did the money come from to put on the weeklong trip, and how would it have been different if the Badgers had gone to a different game? In other words, what is the “business behind the bowl”?

In 2009, the Badgers participated in the Champs Sports Bowl, an event that has a pay-out of $2.25 million. The payout is money put forth by the bowl and its presiding sponsor that covers team expenses for the bowl trip and the festivities that accompany it. This money is given to the Big Ten Conference, which allo-cates it by revenue sharing, which by defini-tion is the dividing of profits among several groups. In this case the groups are schools in the Big Ten Conference.

“The revenue sharing ensures that you do not have a situation where there is an uneven dis-tribution of funds, giving one school an unfair advantage over another,” said Justin Doherty, Wisconsin Assistant Athletic Director for Ex-ternal Relations. “Because of this, I think it strengthens the whole conference.”

by: Ben Falk

The expenditure given by the bowl game bene-fits not only the football team, but also the ath-letic department as a whole. Each year, when planning for the bowl game, the university budgets for the most expensive bowl—a BCS bowl—and then adjusts accordingly based on the bowl to which the team actually accepts a bid. For the Champs Sports Bowl, the univer-sity’s budget for the game was $1.4 million. A significant portion of this money went to the team, band and spirit squad’s airfare, which accounted for $450,000—roughly one-third of the budget. Another $110,000 was budgeted for team lodging. Equipment and supply costs and game tickets also contributed consider-ably to the budget breakdown at $80,000 and $90,000 respectively. Until this upcoming bowl season, the Champs Sports Bowl picked the fourth or fifth best team in the Big Ten Conference as its par-ticipant, but with the success of the Bad-gers in 2010, they were fortunate enough to be selected to play in the Rose Bowl, with a significantly larger payout. The Rose Bowl is one of five bowls that comprise the Bowl Championship Series, (BCS). According the official BCS Media Guide, the first team from an automatically qualifying conference, such as the Big Ten, to qualify for a BCS bowl will receive a net share of $21.2 million—up from

The Business of the

BowlAs the college football season drew to a close last month, 70 different

teams looked to end the 2010 season on a high note by winning

their respective bowl game.For the Wisconsin Badgers, it was a

$18 million a year ago. This season, that was the Badgers. “The Bowl we are selected to obviously af-fects how prudent we need to be with our spending,” said John Chadima, Wisconsin As-sociate Athletic Director for Capital Projects and Sport Administration. “The payout affects everything. From the length of our trip, to where the team and band stays, to the festivi-ties surrounding the game.” Although the budget breakdown for the team’s most recent trip to the Rose Bowl has not been finalized yet, the team almost certainty had more money to spend on the bowl this year. For the Champs Sports Bowl, the team re-ceived 62 percent of the $2.25 million payout to use for the game. If that percentage were applied this year, the team would have a little over $13 million of the $21.2 million payout at its disposal. Individually, players benefit from the bowl games too, besides just getting the chance to play in the game. According to NCAA rules, football players are allowed to receive up to $500 in gifts from the bowl it-self, and $350 in gifts from their respective university. Gifts vary year-to-year and bowl-to-bowl. The bowl season is meant to be a reward to teams for a successful season. And while the game-payouts may vary, the experience of ev-eryone involved is unquestionably priceless.


As television studios shuffle their schedules in hope of finding a spark in disappointing ratings and movie ticket sales continue to come up short on expectations, the new shooter video game, Call of Duty: Black Ops, raked in $650 million in worldwide sales within the first five days after its release. This broke the record for that time period of sales, and is not even challenged by “The Dark Knight,” which as the record holder for movies, only had $200 million in revenue after its first five days of release.

While connectivity becomes an overused catch phrase, video game consoles like Xbox 360 and Playstation 3 are leading the way to bridg-ing television and the internet and could be at the forefront of bringing connectivity to the living room. Much of how we are entertained may soon be molded by the video game industry and the legislation that regulates that medium of entertainment. It should be of great interest how we view the judiciary branch’s current involvement in court cases and its decisions related to video games and the First Amendment.

PublicityThe recent Cam Newton investigation has once again made collegiate athlete economic compensation a pressing topic. Parties from Missis-sippi State University have accused parties supposedly representing Cam Newton of requesting payments for Newton to play for the Missis-sippi State University football team. Cam Newtown would ultimately sign with and star for Auburn University.

In 2009, Sam Keller, a former Arizona State University and Nebraska University quarterback sued Electronic Arts (EA), the N.C.A.A. and the Collegiate Licensing Company for using college players’ images without compensating them.

Anyone that has ever played any of EA Sports NCAA franchises will know that to comply with the N.C.A.A.’s prohibition on endorsement of products by college athletes, virtual players “names” in the game are actually their position and jersey number. However, the virtual player is often undoubtedly a representation of the real life player, as the height, weight, home state and jersey numbers are the same. EA Sports has argued that it is covered by the First Amendment’s protection of free speech, essentially saying that its creation of the virtual player is no different from other parties who show depictions of the real thing in documentaries or other mediums.

Video games are indeed becoming increasingly lifelike, but with the added feature that the person playing the video game is manipulating the virtual player. Depending on how a court may rule on Keller’s case, the extent to which video games can borrow from reality without com-pensating the parties depicted may be given bounds with the result be-ing that our virtual world may also become restricted.

But this case will also reach outside the realm of video games. The court’s decision could dictate how much ownership public figures, such as athletes and celebrities, have over their own images and the profit that other parties can make from using their image.

The Future First Amendment: Dependent on Video Games

In the world of marketing, this could have a great influence over the use of public figures in marketing campaigns and advertisements. For instance, Martin Luther King’s writings, voice, and likeness are consid-ered intellectual property. Use of this intellectual property is restricted by the approval of his estate.

As an elected official, President Obama’s words and image are in the public domain and do not require permission to be used. After Obama’s presidential victory, merchandise depicting King’s and Obama’s like-nesses appeared for sale by street vendors. King’s estate has been at-tempting to collect licensing fees on all this merchandise because Mar-tin Luther King is viewed as a brand, rather than a public figure.

Those who use the images will clearly not go down without a fight. As told to The New York Times, “Treating the right of publicity as if it were a copyright — as if you could copyright your name and face — goes too far, and it would give people too much power to control the First Amendment speech of others,” said Nathan Siegel, who represents the media companies involved in the Keller case.

CensorshipSchwarzenegger v. Entertainment Merchants Association is another case that has reached the United States Supreme Court. The case will determine whether to uphold the lower federal court’s decision to over-turn a California law barring the sale or rental of violent video games to anyone under the age of 18. Violent video games under the California law were defined as those appealing to a deviant or morbid interest of minors, offending community standards and lacking serious literary, artistic, political or scientific value for minors.

Violent video games are one of the larger segments of the industry, from Doom, Streetfighter and Mortal Kombat of yesterday to Grand Theft Auto of today. The value of violence is hard to quantify. Arguably the most famous of Picasso’s works, Guernica, is a depiction of gratuitous violence.

Prior to taking on this case, the Supreme Court struck down a similar law involving violence in April 2010. In United States v. Stevens, the Court found a federal law making it a crime to sell videos of dogfights and other depictions of animal cruelty to be unconstitutional. In the 8-to-1 decision, the Court declared that it was not ready to create a new category of speech outside the bounds of the First Amendment. Even though the Court made this declaration, it still agreed to hear the Schwarzenegger v. Entertainment Merchants Association case.

This could be the first time that the government is allowed to extend the principles that regulate depictions of sex to depictions of violence. How the Court handles the Schwarzenegger case will go a long way towards determining the limits of how the subject matter of video games and the depiction of violence can be censored. As this is a state law, a deci-sion finding merit in California’s actions could pave the way for other states introducing their own forms of censorship with varying degrees of applicability.

by: Chelsea Ryan

bLineonline.org 18

of the

ThE STArT of A SEnSATionQuincy Kwalae, CEO of Zooniversity, and Logan Cascia, CEO of Cascia Films, met by chance in September, after Kwalae mistakenly wound up in the wrong class. They soon recognized that their individual talents in music and film would complement each other well and decided to collaborate on the now hit music video “Teach Me How to Bucky.”

When the UW-Madison students set out to produce a music video, they did not expect it to be a viral sensation. Starting with just a clever idea, the creators behind “Teach Me How to Bucky” video have now gained not only fame on campus, but also national recognition.

ThE rolE of SociAl MEdiAThe video debut launched a buzz across campus and a heightened sense of pride among UW-Madison students. In a matter of days, the video went viral and Bucky mania expanded to the state of Wisconsin and UW-Madison alumni. “It’s brilliant and timeless. It made me feel like I was a student again,” said UW-Madison alumna, Jenny Lauer Dennis, who heard about the video through Facebook. The “Teach Me How to Bucky” Facebook fan page has over 36,000 members and the number continues to rise.

“Social media played an interesting role in how quickly the video spread. It’s pretty amazing,” said Business Career Center Director Steve Schroeder, who shared the link with his wife, parents and colleagues.

Kwalae said that social media was the only way that Zooniversity Music marketed its video and he believes it strongly contributed to the band’s growing success. Zooniversity Music did not waste time with flyers or bumper stickers, “I knew the video would market itself by word of mouth,” he said.

Several fan videos were uploaded in response to “Teach Me How to Bucky,” including an acoustic version, as well as a video by BadgersGoAbroad which was filmed in Prague and is at almost 19,000 views on YouTube. There are also similar videos made by other universities, including Iowa’s “Teach Me How to Herky” and Oregon’s “Teach Me How to Ducky.” These videos have triggered an online ‘who copied who’ frenzy, especially with the University of Oregon. “We have, incidentally, made a new school rivalry,” said Kwalae.

‘TEAch ME hoW To BUcKY’

the

Basics & Business

of

by: Carly Ettinger


ThE iMPAcT on UW-MAdiSonThe video has clearly made an impact on UW-Madison’s reputation, “It’s an exciting time for the university,” said Schroeder, “A lot of things are happening on the academic, research and athletic side. ‘Teach Me How to Bucky’ contributes to the great optimism toward the university.”

The special cameos by UW Band Director, Mike Leckrone, and Chancellor Biddy Martin in the video have become a favorite part of the video for many fans. “Biddy has a great sense of humor. I thought it was great that they had her and great that she was willing to do it. It added a bit of cleverness to the entire video,” said Schroeder. However, Cascia, says that the hardest appearance to seize was Bucky, since the standard character was away at a sporting event. They ended up booking the “dancing Bucky” character, which turned out to their benefit.

ThE hoMEcoMing dEBUTCascia’s position in post-production for the UW-Madison Athletic Department proved to be a helpful connection. Cascia approached the department with the video and hoped to premiere it at the Homecoming game. Within three days of the game, the department approved the video under one constraint: it needed to be cut from three minutes to 90 seconds. Cascia and Kwalae, thrilled with the approval, worked under a tough time constraint to restructure the entire video and song lyrics. The video premiered on the jumbotron at the Homecoming game versus the University of Minnesota on October 9, 2010.

Students waiting in the rain at 8:30 AM on Friday November 12 outside The University Bookstore for a free “Teach Me How to Bucky” t-shirt.

Cascia said he “didn’t expect it to blow up. It was received so well right away.” Following the initial Homecoming debut, Zooniversity Music uploaded the video to YouTube, and within about one month, the video reached nearly 850,000 views.

With thousands of fans, it is no surprise that the t-shirts became popular on campus. The “Teach Me How to Bucky” franchise has expanded beyond t-shirts to sweatshirts and hats in various designs. Although it began with only about 20 shirts made specifically for the music video, the t-shirts are now sold in several retailers across campus.

ThE BUSinESS ModElSimilar to the non-traditional business model used by Duke University alumna and artist, Mike Posner, Zooniversity Music allows anyone to download music free off its website which helps to boost exposure. This means that any profit the company makes stems from concert sales and a portion of apparel sales. Once a sturdy fan-base is established, Zooniversity Music expects to release an album at full price and play more shows.

Kwalae developed the concept based on the “Teach Me How to Dougie” song by Cali Swag District. “I knew it was going to be big,” said Kwalae. Zooniversity Music also produced the hit songs, “Coastie Song” and “My Biddy.” Kwalae says that his goals for the “Teach Me

How to Bucky” video were to gain lot of views and utilize it as a catalyst for fans to explore additional work by Zooniversity Music.

What were once hobbies have sparked their careers, Kwalae hopes to someday make it on MTV and looks forward to seeing “Teach Me How to Bucky” reach one million views. Cascia said that his role in making the video has been a steppingstone for his production company and he has already begun to collaborate on several additional student projects. It turns out that Kwalae walking into the wrong class worked out to be one of the best mistakes he’s ever made!

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This action continues to fuel the debate whether or not cutting baseball was the best decision and if it should be brought back as a university funded sport. The debate has overshadowed the success of the continu-ously expanding UW Club Baseball team.

First off, many students and fans do not realize the university has a club baseball team. The Division I team ended its season at the top of its con-ference, and in the past six years the team has made it to the National College Baseball Association (NCBA) World Series twice.

UW Club Baseball Team OverviewThe UW Club Baseball team was officially established in 1999, eight years after the UW Athletic Department cut baseball from its books. At the youth of the program, roughly two dozen players made up one team. Today the number of players has doubled to about 50 players making up two teams: the A team (Division I) and the B team (Division II). The teams are coached by volunteers; both Jeff Booth and Jeff Block have been with the program since the beginning. Other assistants include Joe Ellerbusch, TJ Gillitzer, Chris Fahey, Tim Bayer, and Peter Fix.

Even though the club team does receive some support from the univer-sity and the old varsity baseball booster, The Dugout Club, it has to earn a majority of its own funding towards its $15,000 budget. The main source of funding is from the club dues; each player must pay $100 at the beginning of the season. The rest of the money is raised through sponsorships and various fundraising.

The team’s schedule includes a fall season and a spring season with practices throughout the school year. Approximately 14 double headers make up the fall season and close to 50 total games are played during the spring season. Since the team does not have its own home field, one would have to travel to Ahuska Park in Monona to watch a game. If you are lucky, you may get a chance to watch the club team play at the “Duck Pond,” otherwise known as Warner Park, the home of the Madi-son Mallards, a popular summer collegiate baseball team.

Beginning the spring season, the team has the opportunity to sign up for one week in March to travel to Plant City, FL to play against teams from different conferences in the NCBA. This gives the players a chance to enjoy spring break somewhere warm and to begin their spring play

early. In addition to the regular season, the winners of each conference advance to regional (Division I) or district (Division II) playoffs. If the teams make it past the playoffs, they are allowed the opportunity to play in the World Series. The Division I team travels to Ft. Meyers, FL and the Division II team travels to Johnstown, PA. The Division I team has impressed many fans and other college programs by finishing 18-4 overall and winning the first game at Regionals. Coach Block states, “I don’t believe that people outside our program were expecting us to be as good as we were because we were so young.” Coach Block also touches on how the best thing about being a part of this program is the team and players itself, “This program isn’t just about playing baseball it’s about creating lasting friendships and memories throughout their college years.”

National Club Baseball Association The NCBA is comprised of 200 other club teams, in addition to the UW Club Baseball team. Sandy Sanderson founded this organization in 2000. Sanderson was a former Penn State Club Baseball player and now continues with his position as president of the NCBA. The orga-nization started with 34 teams and one division and since then it has grown five times its original size; now 4,500 college players have the ability to competitively play baseball. The program continues to ex-pand; and in 2007, the NCBA split into two divisions comprising of the now A and B teams. In 2006 a women’s league was formed called the National Club Softball Association (NCSA).

The Division I UW Club team is located in one of 23 conferences called the Great Lakes Conference in the West region along with Marquette, Northwestern, UW-Eau Claire, UW-Milwaukee, and UW-Whitewater. The Division II team plays in District 5 with Michigan Tech, Northern Illinois University, University of Minnesota, and UW-Fond du Lac.

The NCBA distributes its own set of rules and regulation similar to those of the NCAA. One of the important guidelines deals with eligibil-ity. Eligibility consideration requires students to hold full-time status with a GPA of 2.0 or higher, they cannot be on academic probation, and must be enrolled with full-time status before their 25th birthday. Stu-dents must complete five years of participation in intercollegiate base-ball within a six calendar year of first enrolling in a full time college and have no previous professional experience in the sport of baseball.

University of Wisconsin CLUB BASEBALLby: Elyssa Emrich

About two decades ago, the University of Wisconsin-Madison Athletic Department cut the baseball program.


The NCBA is considered the fastest-growing intercollegiate baseball league and as an organization it hopes to continue to offer this program to all college students who wish to keep on playing competitive base-ball.

UW Athletic Department Baseball What happened to the ballpark and most importantly what happened to the program? The game of yesterday was first played on the field that was also the home of Camp Randall, which was originally located at the site of Engineering Mall. The most recent location was near Goodman Diamond, the current softball diamond. The baseball program, along with gymnastics and fencing, were cut due to budget woes. And then there was the Title IX component and its guidelines that UW-Madison strictly follows. Title IX has also stirred quite the debate; in the early 1970s, legislation was passed that prohibited discrimination in any edu-cational program or activity based on gender. This affected many col-legiate athletic departments when determining the quota for men’s or women’s team budgets which affected the percentage of scholarships awarded for each sport. Cutting baseball was not any easy choice for the athletic department or the community of Madison, but balancing the budget and ultimately saving millions of dollars was the focus of the athletic department during the late 1980s. In 1991, All American Pat Richter, the Athletic Director at the time, axed the program. Ironi-cally, Pat Richter earned one of his three letters in baseball here at UW-Madison.

With the overall success of the Club Baseball Team and now stable budget of the athletic department, why is it that the UW-Madison is the only Big Ten school that does not have a fully funded baseball team? And why can’t something be worked out or be made to work? There

are the challenges associated with bringing back America’s favorite past-time sport, the sport where Bud Selig, s UW-Madison alum, is the commissioner. The challenges may be too great: the financial aspects, the cost of supporting a team, the location for a ballpark, the coaches, and the scholarships. The list of obstacles expands when one includes the new expenses associated with the La Bahn Arena, the recently ap-proved hockey and swimming facility. On the other hand, every year, the talk and support about trying to bring back a university funded base-ball team becomes stronger.

The UW Club Baseball team has proved to be a competitive and a win-ning team. This raises the question: how successful could the team be with university funding? The team would be able to have its own home field, access to facilities, help with transportation and equipment costs, possible scholarships and lastly better competition at an NCAA Divi-sion I level. All these components would increase the attractiveness to future recruits and put UW-Madison at an equal playing field with the rest of the Big Ten. Coach Jeff Block believes having the university involved with the Club Baseball Team could be a stepping stone to get-ting the program back as a NCAA DI team. He also states, “We have people from other college programs watch our practices and comment on the organization, structure, instruction, and intensity.”

The debate involving baseball, as a University funded sport appears to be never-ending at this point. The athletic department will keep on con-sidering the business aspect of baseball. While we wait for a decision to be made, we can continue to support the UW Club Baseball team and enjoy a quality baseball game free of charge.

For more information about the UW Club Baseball team, visit: http://uwclubbaseball.rso.wisc.edu/

In 2009, Goldman Sachs had predicted that 2010 would see a flurry of mergers and acquisitions

(M&A) activity, believing the pickup in late 2009 would continue into 2010. Goldman believed the large cash reserves that companies had accumulated, together with depressed stock prices throughout the market, would create a ripe opportunity for these deals. However, the continued high volatility in the equity markets this year caused some to shy away. Though M&A did not see as much of a boost in 2010 as some had thought it would, deal volume continued trending upward.

M&A is a field that we do not hear very much about in class. Never-theless, M&A is an essential part of the business world today. M&A is an interdisciplinary field that deals with the buying, selling, and com-bining of different business entities. In theory and in practice, M&A draws from the fields of finance, strategy, management, taxation, and corporate law. Companies engage in M&A activity for many reasons. Some companies reach a point where it becomes difficult to grow their business organically, and look to M&A in trying to achieve greater economies of scale and increase their market share. Other companies seek out M&A to minimize their tax liability, diversify their holdings, and vertically integrate their processed. One of the most important aspects of M&A is valuation. Many different methods are used for this and often a combination of methods is used. Valuation is integral to the success of a deal because it determines the price the buyer will pay for the target. M&A usually turns out profitable for shareholders of the target company, as the buyer usually pays a pre-mium for the company’s stock. There is a lot of speculation, however, regarding how profitable acquisitions are for the buyer.

Many large corporations have M&A departments that work within the company to seek out opportunities. Firms engaging in M&A usually hire a large investment bank to help advise them with their deals. These banks often help with the financing of these deals as well. Recently, M&A advisory firms, which spe-cialize only in M&A deals, have sprung up in the marketplace.

In the first nine months of 2010, global M&A activity reached $2.25 trillion, a 28% increase over the same period last year. The major sectors of activity were emerging markets, energy, and private equity. Emerging markets reached $740.6 billion in the first ten months, with 54% of these deals coming from the BRIC countries of Brazil, Russia, India, and China. In energy, the largest deals were Schlumberger (SLB) acquiring Smith Interna-tional and FirstEnergy (FE) acquiring Allegheny Energy. Some of the larger deals in the private equity sector included Silver Lake Partners and Warburg Pincus’s acquisition of Interactive Data and Cerberus Capital Management’s acquisition of Dyncorp. Goldman was the top advisor for M&A globally, with $399.2 billion in proceeds from 263 deals in first nine months of 2010. Goldman had overestimated the deal volume we would see in 2010 but many are saying that 2011 will see a larger jump in M&A than 2010 did. According to a Reuters survey of 150 execu-tives from firms of varying sizes, 2011 will see a jump in M&A deals by more than a third of what it was this year, surpassing $3 trillion worth. If it were to happen, it would be the highest level of activity M&A has seen since the credit crisis began in 2007, when M&A had reached $4.28 trillion. This goes along with pre-dictions of increased debt and equity issuances as well.

2011: Mergers and Acquisitions Risingby: Mark Haakenson

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BBA Gov NewsBuilding Tradition- BBA “T-Shirt Days”Aimed at creating a cohesive community and instilling a sense of BBA pride, the BBA Gov has created “T-Shirt Days.” To kick-off the first of February, all Wisconsin BBA students are asked to wear their “I am Wisconsin School of Business” t-shirts the first day of each month. The BBA Gov will be introducing “T-Shirt Days” to students in the Undergraduate Lounge (1290 Grainger). Don’t know what the Undergraduate Lounge is or curious about how it’s being used? See the Undergraduate Lounge “Hot Topic” to the right.

Student Organization NewsStudent Org Leader SocialThe spring Student Org Leader Social will be hosted by the BBA Gov this semester in the Undergraduate Lounge. Traditionally presented by the Accenture Leadership Center (ALC), the move is part of the transi-tion in student organization management from the ALC to the BBA Gov. Since its founding last year, the BBA Gov has been working closely with student organizations, taking over this role from the ALC.

New Student Org Policy and Registration Process The BBA Gov is currently piloting a new student organization policy and registration process to be launched fall of next year. With the goal of structuring and streamlining the process of registering to become a student organization, the BBA Gov also hopes to hold student organi-zations more accountable.

In being verified by the BBA Gov through this registration process, student organizations will receive numerous benefits including but not limited to: room reservations in Grainger, discounts on food, access to myBiz and the business student org fair, a mailbox, storage space, copying privileges, and office eligibility. In holding student organiza-tions more accountable, the BBA Gov has outlined certain standards and expectations for student organizations to follow each semester. For example, they will be required to report their progress, host one community building program, and submit goals and financials.

New Website LaunchedThe BBA Gov can now be found online! Visit http://www.bus.wisc.edu/bbagov for information on your elected officers, current and past BBA Gov initiatives, how to get involved, and ways to voice your input.

BBA Gov “Hot Topics”Beginning with this issue of b.Line, the BBA Gov will be asking students “Hot Topics” like the ones listed below. These hot-button toipcs are aimed at stimulating discussion among BBA students and providing a vehicle for student voice.

As the BBA Gov continues to define its role representing student opin-ion in administration decision-making, your class representatives are eager to understand how you view these issues. We encourage you to discuss these “Hot Topics” with your class representative or executive committee member during their office hours!

1. Differential tuitionPossibly the most heated of the topics being discussed is the $500 differential tuition allocated to Wisconsin School of Business students each semester. The additional thousand dollars of annual tuition hits close to home for many business students, and the BBA Gov is look-ing for student perspective on how these funds should be used.

2. Community in the BBA programAnother topic the BBA Gov has addressed is lack of unity among BBA students. Through socials, community service projects, and the institution of business school traditions, the BBA Gov is looking to instill a sense of community among students who share Grainger Hall. What are your thoughts on community and the progress made so far?

3. CurriculumStudents should be at the forefront of potential restructuring of the business curriculum. Do you see any room for improvement? If so, in which areas? Let us know!

4. The Undergraduate LoungeThe Undergraduate Lounge, open to all admitted business students, is currently underutilized. Whether you’re a student who studies in the lounge or a student organization leader who hosts meetings there, in which ways can we increase or improve the lounge’s usage?

by Belle Lin and David Loux

UPDATE


BUSINESS STUDENTS: don’t forget to take the BBA Student Survey this February! For only a few minutes of your time, the Wisconsin School of Business gains valuable insight into how to improve your BBA experience. Check your Wisc-Mail for details and prizes you could win.

Begged your parents

Sold blood plasma

Walked door to door selling b.Line magazine subscriptions

Robbed the Grainger waterfall

Participated in as many paid research studies as possible

Got a job Placed a bet on next year’s football team

Sold your return plane ticket and hitchhiked home

Opened your own State Street food cart

Learned how to count cards and made a pit stop in Vegas on your way home

Stayed in Hollywood and taught everyone “How to Bucky”

A section designed for you! Instead of reading what your authors think is important, you have the opportunity to read what you want to hear. Do you have a question about the Wisconsin School of Business, classes, involvement, campus life, the “real world”, etc? If so, please email your “queries” to [email protected] and our staff will apply their “theories” about your questions.

Queries‘n’Theories by: b.Line Staff

QHow do we access the undergraduate student lounge?

To gain access to the Undergraduate Student Lounge on the first floor of Grainger, students use a personal code. To obtain this code, students must fill out the “Building Access Request Form” online at https://se-cure.bus.wisc.edu/buildingrequest/.

Here, students can also request access to Grainger Hall after 9 p.m. The request takes 48 to 72 hours to pro-cess and students will be notified when access has been granted.

QThere is always a rush at the Capital Cafe. Is there any way to avoid it?

Yes! Capital Café customers are able to pre-order their lunch. Lunch orders can be placed in the morning be-tween 7 am and 10 am and will be ready for pick-up between 10:30 am and 2:30 pm. This is a quick solu-tion for busy students who feel like they never leave Grainger!

QIf I am a pre-business student, how can I start using BuckyNet?

All students (business, pre-business and non-business) need to attend a BuckyNet orientation through the Business Career Center. Orientation times can be found on the BCC’s website and are usually offered at the beginning of each semester. Students do not need to register in advance and can attend any orientation ses-sion that fits their schedule. Each session lasts around 45 minutes.

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bLineonline.org 24

Entertainmentby: Georgie Engstrand

Try to fill in the missing numbers.

The missing numbers are integers between 0 and 9.

The numbers in each row add up to totals to the right.

The numbers in each column add up to the totals along the bottom.

The diagonal lines also add up the totals to the right.

Number Block

Salary MatchChief Executive Officers

Marketing ManagersAgents and Business Managers

Personal Financial AdvisorsManagement Analysts

Financial ExaminersLogisticians

Business Operations SpecialistsCost Estimators

Human Resources, Training and Labor Relation

$ 101,000$ 68,000$ 160,000$ 78,000$ 118,000$ 93,000$ 58,000$ 60,000$ 83,000$ 65,000

Match these top 10 jobs in business to their average yearly salary.

See the answers on page 8

MEET the b.Liners

Back Row: Left to Right

Georgie Engstrand - SophomoreEvents Planning

Paige Spaulding - JuniorMarketing, Writing

Jacqui Sharpee - JuniorDesign, Marketing

Emma Cartwright - SeniorEvents Planning Coordinator

Jaime Horak - SeniorDesign, Writing

Katie Chin - JuniorFunding, Marketing

Elyssa Emrich - SophomoreDesign, Events Planning

Kevin Vollmer - FreshmanWebsite Coordinator

Greta Chizek - Sophomore

Puja Chaudhary - SeniorExecutive Board, Editing Director

Zheng (Ken) ShiMarketing, Writing

Middle Row: Left to Right

George Ryan - SeniorExecutive Board, President

Monica Hacker - JuniorDesign

Carly Ettinger - JuniorWriting

Jenna Mueller - FreshmanEvents Planning, Marketing

Belle Lin - SophomoreWriting, Design

Ben Falk - SophomoreWriting

David Loux - FreshmanMarketing

Shiwen (Sharon) Xue - JuniorDesign

Front Row: Left to Right

Scott Schoenwaelder - SeniorExecutive Board, Writing Director

Jaci Simonet - JuniorExecutive Board, Design Director

Not Pictured:

Amanda Maenner - Freshman

Caitlin Gath - SeniorWriting, Editing

Caitlin Sachs - SeniorWriting, Editing

Cassie Larrabee - SeniorExecutive Board, Funding & Market-ing Director, Writing

Devin Cavanor - Freshman

Erin Banco - SeniorWriting, Editing

Lauren Moore - JuniorSecretary, Treasurer

Mark Haakenson - SeniorWriter, Design

Megan Myers - SophomoreEvents Planning

Nicholas Miller - SophomoreWriting

Shannon Blum - JuniorDesign Add “Contributors” subsec-tion

Contributors:

Chelsea Ryan- Villanova University

Daniel Kersey- President of Beta Alpha Psi

The Business Career

Center (BCC)

Steve Schroeder

Lari Fanlund

Bridget Prendergast

Wisconsin School of Business

Marketing Services

Loren Kuzuhara

Marty Blalock

b.Line staffwould like to

thank the following:

Visit us at www.facebook.com/blinemagazine and www.bLineonline.org

January 2011

Documents

Transcript of January 2011