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March 27, 2017 By Salesforce Canada
Social Media Is Growing Up. What Does That Mean for Your Marketing?
in Social, Marketing
Discover thought leadership, tips, and resources to help manage
your business in a time of need.
Social media platforms have changed how businesses approach and engage with customers, and one of its unintended benefits has been to upend the way that businesses shape their customer journeys. Social media has become customer service: It allows companies to respond in real-time and make a real, meaningful impact on customers' lives. In this Marketing Cloudcast, Luke Ball discusses what that means for companies, which ones are doing it well (and how), and what the trends are.

Welcome to The Marketing Cloudcast. It's the podcast where marketing leaders shoot straight about key trends, technologies, and topics in marketing today. And now, straight from the Salesforce marketing cloud, it's your co-hosts, Heike Young and Joel Book.
Joel Book (JB): Well hello again, everybody. Joel Book here at Salesforce. It's that time again: Welcome to another terrific episode of The Marketing Cloudcast. A lot of you have been writing and emailing Heike Young and I about your desire to learn more about social listening. And we have responded. And we've got a great guest to really take you behind the scenes of what's happening in modern day social listening and social media in general. And to introduce you to our very special guest today, it's my pleasure to welcome in my friend and colleague, Heike Young.
Heike Young (HY): Well, thanks so much, Joel. And yes, you're right: We do have a social media expert on deck today. Occasionally, we like to bring in people from Salesforce as well. I know you've heard a lot of our customers, our partners at Salesforce, also, a lot of external marketing leaders. People who don't work at Salesforce that have written some incredible books, or some of our favorite speakers who have inspired me and Joel at different conferences. We have just a pretty broad palette of marketing experts we like to feature on this show.
And from time to time we like to bring in people here at Salesforce who have a particular area of expertise that we think would be great to share with you. And so in this topic of social, there's really nobody better at Salesforce to talk to you about it than Luke Ball. He is senior director for product management at Salesforce and leads our social listening products. He's previously the director of User Experience at GroupSwim and just an all-around very smart guy in this field of social media. So, Luke, thank you so much for sharing some of your time with us today.
Luke Ball (LB): Oh, it's my pleasure. Thanks for having me.
HY: So, Luke, lay it all out for us. You've been working at Salesforce for how long now?
LB: I've been at Salesforce about seven years now. Just hard to believe.
HY: And have you been working on the social products that entire time?
LB: In a sense, although not the social products as we're talking about today. I worked on our Chatter products for many years, so sort of internal social collaboration, before moving to our social studio product, which is focused on social media management and insights.
Tech, Brands, and Social Media
HY: Okay. Got it. So a lot of practice, a lot of experience in this area of social listening and social publishing for businesses. What would you say is kind of the state of social media today? We have all of these new types of technologies available. I think companies are becoming more comfortable with using social for their brands. What's kind of the lay of the land?
LB: It's a great question. Social — it's always a rapidly changing marketplace and landscape. I think we've been through the conventional hype cycle and maybe even arguably the trough of disillusionment, but I'm seeing a lot of maturation happening right now. I feel like many businesses are finally beginning to realize the full potential of social and incorporate it into their business processes, into their strategies in a more holistic way. So it's a very exciting time to be working with our customers in that regard, because, initially, it was all about, "Oh, this new hot thing." And everyone is so excited about it and the potential for change is so huge. And after that initial excitement, I think a lot of people were left wondering, "How does this fit into my business, how does this fit alongside other channels, how does this fit into my processes?" And we're really starting to — we're in the beginning stages of fully realizing that, and I see businesses really adapting it into much more fundamental holistic way.
JB: You say social media has reached that maturation point. My take on it, Luke — I look at social media in the context of the overall multi-channel mix or omnichannel mix that brands use. And to me, social media seems to be the epicenter of innovation. Social media has become — and this is just my opinion. It's like this amazing Swiss Army knife for customer engagement. Not only has it become the go-to channel for content publishing, for social listening — social media has become the epicenter of modern-era direct response advertising for demand gen. And now you've got this whole new area of products like Facebook Messenger that I think are really going to revolutionize e-commerce and even customer support.
LB: Absolutely. And I don't mean to say by maturation point that it's necessarily stabilized. I was thinking more in regards to how it fits into business. I think there was a lot of struggle initially, but you're absolutely right. We see new networks coming up every day and more specialization of networks in terms of who they're reaching and how. We're seeing new channels emerge within social sub-channels.
Messenger is a great example and that sort of one-to-one communication channel. Look at Snapchat: I think that's one that's still emerging, and people are still trying to figure out how brands fit into that conversation in a meaningful, scalable way. Messenger, in particular, I think, is probably the one to watch this year. [There's a lot of] traction in Asia with WeChat and the marketplace in ecosystem or platform that WeChat has developed into — looking into that as an example for the potential this can have in the U.S. And we're looking at things like Direct Commerce, right through the channel. We're looking at customer service. We're looking at ways to automate and scale this with the addition of bots and active agents in the conversation, too, where you don't require that high-touch human intervention that you do in traditional social channels. Where it's absolutely a best practice to have authentic real individual answers to every question and you don't want to automate.
In the world of Messenger and similar platforms, automation is a key cornerstone to that strategy and I think that's something that we all collectively kind of have to figure out. If a customer is having a conversation with a bot and then transfers to a human, what is the sort of social protocol around that handoff? Do we make it invisible? Do we make it highly opaque so that the user understands what's happening? I think there's a lot of evolving social protocols around that and conventions that haven't been established yet.
Social Media as Customer Service
JB: It seems to me that the evolution of social has happened at such a rapid pace, Luke, that many brands are really struggling to keep up and really think strategically about how to really use social in different phases of the customer experience lifecycle. Whether it's for demand gen, whether it's for content publishing, social listening, driving e-commerce, and, as you just spoke, now using tools like Messenger for advanced customer service and customer support. What's your advice for brands in terms of really — maybe taking a step back and really beginning to understand maybe more strategically where and when social as part of their whole omnichannel strategy really makes sense, and why they may need to invest more resources in it?
LB: That's a really challenging question. I couldn't agree more. I mean, just to sort of reiterate your key point. Social media: It's real time. It's extremely high volume. And people are almost literally falling all over themselves to tell you what they think about your brand, your competitors, your industry, your products. And that insight is actionable. It's scalable. And it's something that doesn't just affect marketing. So I think when I see companies who don't think big enough about the opportunity — they think of this as a marketing channel, they think of it as an outreach channel, they've pigeonholed it into a specific organization in their business — they are missing the bigger story, I think. So I would encourage companies to take a step back from how they look at it as a marketing channel. And think of it as when you look at the value of the content and the insight that's coming through here, both on an individual one-to-one level and at an aggregate level, how can that inform your business?
Social customer service is probably the most mature sort of extension of this. So we've had some brands doing this for five or more years now, where they treat social as another channel right alongside email, and chat, and phone, and web inquiries. And one of the things that's great about social, for customer service specifically, is you can do it at lower cost per case, higher turnout. And when you satisfy that customer, when you make them happy, that has an amplification effect that you don't get in a private one-to-one channel like the phone, right? When you make somebody happy on social, not only are you changing their experience with that brand — and I think we've all had that experience where you've had that really magical customer service moment and it changes your relationship with that brand for years to come, right? You are now brand loyal when they fix that problem for you.
JB: Do you think brands like Citi — I'm just thinking about AskCiti, which is their channel on Twitter, where they use Salesforce's social listening tools to monitor conversations that are taking place there where people are posting questions to be responded to by Citibank. Do you think that brands like Citi and others — and Cisco does a great job with this as well — are they seeing tangible ROI now tied back to customer service? In other words, have they been able to take their customer care, customer support to a level where they are seeing big increases in customer satisfaction because of this ability to do more proactive sense and respond customer service?
JB: Oh, absolutely. I don't know the statistics for Citibank off the top of my head, but a couple other examples are Activision and HP, who both use this for social customer service. So Activision has seen a 378 per cent ROI on social customer service. As I mentioned before, they can do it with lower staffing costs. They find handling social cases is one-third the staffing cost of other channels, which is absolutely mind blowing. They're servicing 100,000 fans per day across 15 Twitter accounts, across 6 million fans. So that's an amazing example of ROI of scale.
And social customer service really is the most concrete ROI because you're talking about a cost center. You're talking about things where you want deflection, where you want fast turnaround. Social is really a proven channel there. HP is another one that has actually seen tangible changes to their bottom line. They cut their response times by 60 per cent. They've seen agent engagement with customers increase 187 per cent with social customer service. And they actually experienced a two per cent increase in their net promoter score brand-wide that they attribute back to their social customer service implementation. Now that's a bottom line stat for you.
HY: That's incredible. Luke, you talked a moment ago about social service as a public act, which I think is a huge benefit of social customer service, right? Because when you provide those "wow" moments they really can get amplified and shared broadly across social networks. People can see that if you're an airline that you answered that tweet in the person's moment of need. And I've even seen those turn into PR articles. Someone will write an article up on Mashable. It's like, "Oh, you know, Southwest stepped in and saved the day when this lady's kid got sick back home and they turned the plane for her." And it all started on social or whatever that might be. What are your thoughts? And I think that that's a huge benefit of social services, that broad amplification. What are your thoughts on some of these emerging private channels like Facebook Messenger, like Snapchat, where interactions are happening privately between the brand and the person? They're kind of just that real, true one-to-one type of channel. Do you see this as a separate subset of social? And any ideas what we might call that? Because I see them as distinctly different things.
LB: Absolutely. And I think, to a larger extent, that's true across the board. We say social and we paint with a pretty broad brush, right? And that's inclusive of things like Google+, arguably YouTube, Pinterest, which is obviously a very different beast from Snapchat, from Instagram, right? Every one of these networks — Twitter, obviously, and Facebook being mainstays — every one of these networks has its own qualities, its own social protocols, its own strengths and weaknesses, and core audiences. So using social customer service is another example again.
Often times, people will leverage Twitter for social customer service because they know that when their request goes out there, there's a sort of a shaming aspect to it. And so if you don't delight the customer, you're out there and you are sort of publicly letting that customer down. Whereas in Facebook, there's Friendgating, right, so the brands don't participate in the same way. So on Twitter I could hear that somebody's talking bad about my brand, and it's okay and almost expected that I would insert myself in the conversation even if I wasn't directly mentioned. On Facebook that's not okay, that would be invasive and actually hard to do from their privacy permissions. So people go to different networks for different things.
I think if somebody is living in a messenger ecosystem, that's just their preferred way of reaching out. Just the same way we talk about email or web inquires. Everyone has their own sort of way of doing it. Ultimately, though, whether it's public or private, it's that person's experience with the brand and whether they amplify that directly from the place where it happened or just leave with that feeling of delight, that has resonance regardless. And that's going to show up in other places in their life and in other interactions with other potential consumers.
The Social Media Center of Excellence
HY: Luke, one of the key social media trends that I've heard you talk about is what you call the democratization of social entities, organizations. Can you tell us a little bit about what you mean by that?
LB: Sure. This is a topic that gives me a lot of personal passion of giving more people more tools and more empowerment to do their job. So sort of a history lesson: When social was first coming out and mainstreaming with brands, we saw it being covered by a lot of agencies, right? People essentially farmed it out to other companies because they didn't know how to get started, they didn't know what to do. Then we saw the onboarding of social practice inside the brands and that was largely in their customer service teams, that was in their consumer insights teams, PR, etc., and then eventually a standalone social team whose existence was to be social. And that was a small team of practitioners who handled all the app-on content and marketing, all the inbound community management, the analyst who gleaned the insights from the social conversation. That was kind of chapter two or chapter three, depending on how you look at it.
Now we're in chapter four, and this is where we see the social practice scaling out in the enterprise. So that team of practitioners from a couple of years ago is now becoming a center of excellence. Their job is now more about enabling, empowering, governing, and selecting the strategy and tools for the rest of their business to be successful at social. We call this the hub-and-spoke model. Where you have that center of excellence at the middle and then at the spokes, you have different sub-brands in the portfolio or you have different functional roles, or you have different geographies and regions that manage themselves independently. Or some combination of different groups of the organization who look back to that center of excellence to how to do it, but ultimately are masters of their own destiny. And that has huge implications for the tools that you use, where it used to be that team of social practitioners could use five, six, seven specialized niche tools for different jobs. [Someone] in marketing doesn't necessarily have time to master those or know when to use which.
So you need a different set of priorities for the tools that you use. They have to be very user-friendly and easy to learn. Easy to re-learn if I'm going in once a month; I need to be able to pick it back up quickly. They need to be mobile first, have access on the go. They need to be consolidated so that I can get everything at one-stop solution, and they need to be connected. So ultimately, that business data needs to be able to flow not just from their social tool, but flow into the other places where they live.
So in the Salesforce example, that's data flowing, for example, from Social Studio into Service Cloud. The agent is using their native tools, speaking their native language in the agent console without having to go to somewhere else. Pushing social leads into Sales Cloud, so that you can look at prospects coming in and the sales reps can see this inbound channel without having to master social tool. So it's both a combination of making the tool more accessible, but also making the data more accessible — if that makes sense.
The Depth and Breadth of Social Media Data
JB: I think that's one of the most exciting things I see happening right now Luke, is this cross-cloud solution approach emerging. And just going back at the example that you just cited, where that initial engagement or interaction or hand raise from a customer might start, generated through social media. Maybe they're responding to an ad that was placed. Maybe they have just read a positive review about a product and they want to know more. And by being able to sense and respond, by a brand being able to do that, share that lead with the lead quality team. Once it's sales qualified, push it out to the dealer or push it out to the sales agent for follow up, log that in Sales Cloud, and then really begin to use Marketing Cloud for lead nurturing.
I think that whole integrated, multi-cloud solution really opens up tremendous opportunities for brands that are now able to really leverage that data, leverage that insight, and then use technology to really automate all of this interaction in near real time with the customer and move that individual through every stage of the whole customer experience lifecycle. This is something we've dreamed about for a long time, but it's alive and well and available today. I think it's just awfully exciting.
The other question I wanted to ask you, though: You've talked a lot about data. What's your take about how well or not-so-well brands are really leveraging this really, really rich data that is coming out of all of these social interactions that customers are having with the brand? Do you think they're really capitalizing on that and leveraging that data as effectively as they could be? And if not, what should they be doing?
LB: I don't think most brands are fully realizing the value of this data that's coming in. I think there's a short list of leaders who are. It's sort of back to the point where you're speaking of earlier, is taking a step back and looking at how social can impact every stage of the journey. We have customers listing for life events, right? So for retail brands, for consumer brands, life events are these huge moments in time where you can shift somebody's loyalties and shift their awareness of your brand, and that can have resonance for decades to come. So you can listen for life events and then put that customer on a journey that starts with marketing but then turns into a conversion, turns into customer service. We have customers who are doing customer service and then when somebody tweets them or service issue, we actually go to all their outbound marketing activities and pause those journeys. Because there's nothing more alienating than getting promotional materials when you're angry or frustrated with the brand. So crossing those lines is really, really powerful, but most brands are not equipped to do that. In that regard, socials are very much a vanguard of this next generation of customer experience management, right? You break down those walls, those conventional boundaries of what's sales, what's marketing, what's service, and, really, because people go to it for all those different reasons and it fits into so many parts of their lives, they don't care about any of those constructs. They just have a relationship with the brand.
I wish there was an easy answer of how to fully realize that, but it really is looking across those conventional boundaries, looking across those functional roles and saying, instead of, "What can my company do in this scenario?" It's flipping the lens I think really, and saying, "What does my consumer, what does my customer want from me, and how do I fit into their life?" And then structuring around that. That flip is absolutely non-trivial. That's disruptive. That's hard and that's work. But thinking from a customer's perspective in, instead of from a company perspective out, I think is fundamentally what it's about.
HY: Yeah. I really like what you said, Luke, ask not what our company can do for you but what my customer wants from me. It's pivotal. Luke, it's almost the end of the year here and it's almost the end of 2016. I know many of us are happy to embark on a new year and a lot of fresh goals for our marketing and personal lives, whatever that might be — getting in shape, organizing the closet. For social media, what is maybe the biggest trend that you're looking at for 2017?
LB: That's a good question. I think we spoke about Facebook Messenger. I think this is a really big play for Facebook, and I think… I'm really curious to watch how it plays out and what influence it has over other networks and how it fits into people's lives. I think it's unclear if it'll be the same kind of success that WeChat saw in China, if it'll be something different entirely, so I think that's definitely one to watch. I think we're going to see more of these one-to-one networks like the Snapchats. That we're going to see more of that closed network trend happening. We're going to see more niche networks come out. And I don't think there's sort of a — thinking way back in time to the browser wars where there was going to be an eventual winner. That was the perception. I don't think social media has that same king-of-the-hill moment. I think there's room for a lot of different players to fit in a lot of different places. So I don't see that trend changing at all. And then, I think the relationship of commerce to social is going to come to fruition in this year and just in the way that we've seen customer service in the last couple years.
HY: Lots to be excited about. Luke, where can people go to learn more about the products you work on, social tools for marketers from Salesforce?
LB: Probably the easiest thing is just Google Salesforce Social Studio or talk to your rep, and you can learn all about it. We've got a great product on web, on mobile, Android NLIS, and I'd love for people to get their hands on it and play with it for themselves because it's really something.
HY: Totally agree. Luke, before we move into our final five segment with you today, I'd like to take a moment to share a quick message from our sponsors. Today, our culture is forged by constant connections: Mobile access to everything imaginable, like we talked about today. Many of those things, social media channels, right when we need them. And consumers today are supremely empowered with more information and choices than ever before. So what is that connected customer really look like, I mean who are they, and what do they expect?
Salesforce research surveyed more than 7,000 consumers and business buyers worldwide to find out. Now we're sharing the results of that study in a new report, "The State of the Connected Customer." You can download it now by going to sforce.co/hyperconnected, and you'll discover the defining characteristics of today's technology-empowered customers. You'll also learn what your marketing can do to stay ahead of those changing customer expectations.
The Final Five
HY: So Luke, with that we are going to move into our final five. These are the last five questions we ask every guest on the show just to get to know them a little bit better. So we're going to kick it off with this. Who would you say is your biggest influence professionally?
LB: That's a really, really tough one. I feel like it's a cop-out to say Steve Jobs, but there's nobody who stands bigger in my imagination right now as I think about my professional influence.
JB: What do you find really most memorable about Steve Jobs? Because a couple of our other guests here at The Cloudcast have also mentioned Steve Jobs. What is it? Probably, maybe, the one thing about him and his management style or just innovation?
HY: His love of product [laughter].
LB: I don't know if it was his management style necessarily. I'm a little bit more collaborative than he was more reputed to be. I think he was a product guy to his core and that's something that really resonates with me. He thought a lot about what people needed. He thought a lot about what people didn't know they needed. And that for me is probably what's most inspiring.
JB: Yeah, I would completely agree with that. And maybe that ties in to this question number two here in the final five. Luke, is there one company that you personally have a brand crush on because you think their marketing is just absolutely rock star?
LB: This is kind of cheating because they're customer of ours, but I do have a big brand crush on KLM. I think they're on the shortlist of brands that's really crossed those boundaries that we were just talking about. And if you'll allow me to share a quick story, I just love this one.
JB: Sure.
LB: It's about the whole being greater than the sum of its parts. Their frequent flyer program is called Flying Blue. They had an elite Flying Blue member in their lounge, and he went to get his favorite daily newspaper. It wasn't there. He was upset. He tweeted KLM that his newspaper wasn't there, and he didn't like it. That system went into their social customer service system, Service Cloud. That customer record from his Twitter account was mapped up to his frequent flyer account, so they could see he was super elite. They routed that to the right program, the right agents who work it. They had mapped in their transactional ticketing system into Salesforce, as well, so they were able to see that he was on a flight that was leaving in 45 minutes, or whatever the time was. They then, using Chatter, reached out to the flight attendant aboard the flight, who had an iPad, who got the notification that this was happening and the customer had this need, she walked out to the kiosk in the terminal, bought his newspaper, and had it waiting for him on his first-class seat when he got on the airplane.
That's a true story. It sounds apocryphal, but it's true. That's the kind of customer delight and customer experience that you can create when you think bigger about how your customer relates to your brand, and you have the right tools in place.
HY: I love the power of social for travelers. As somebody who flies a lot, myself, I can't imagine doing so before social. It's come in handy for me so very many times when I'm in a rush situation, and all I have is my mobile device and a few seconds to send off a tweet. But it's just totally come in the clutch. That's a great story. Luke, if you had 10 per cent more budget for marketing this year for Social Studio but you could only invest in one strategy or channel, what would you pick and why?
LB: That's easy. Social channel for sure. I think I would pile it up, make sure that I'm getting my message out, and my story out on Facebook, on Twitter. Backing that up with ads because we know reach goes up 10 to 50 times with it boosting. And just making sure people understand the value of the story that we're trying to tell.
JB: Absolutely. Luke, our listeners love to read, so question number four for you concerns what book would you recommend our listeners pick up and read, and why?
LB: If it was about social specifically, it's a bit of an oldie but a goodie at this point, but Grouped by Paul Adams. I think really talks about the power of the social graph and some of the complexity and nuance in it. Just more generally, for me as a communicator, Dan Roam's Back of the Napkin is a great book about visual storytelling, about communication, and how to change people's ideas. I know you asked for one, I gave you two. Sorry, I cheated.
HY: Awesome. No, the more the merrier. I like the suggestions. I hadn't heard of the second one and I want to look into it. Luke, what would you say if you could just pick one word alone to sum up the state of marketing, what would that be?
LB: It may be slightly negative, but I think the word is conflicted. I think we've talked a lot about the promise of where cross-channel marketing and omnichannel marketing. And omnichannel, really, consumer experience can go and I think a lot of brands have bought into that vision but are still really holding tight to the tools, the mentalities, the processes of the past. And it's going to be a journey we're all going to be on together over the next several years. But people have to resolve that conflict and every brand is going to have to do it for themselves.
JB: I think that's a great way to wrap up our conversation today, Luke. I cannot tell you how great it's been having you on board today. Thanks so much.
Folks, you've been [reading] our very special discussion with Luke Ball. Luke is senior director of product management here at Salesforce, where he leads our social listening products. Great session today. I want to also remind everybody that if you've enjoyed listening to this episode of the Marketing Cloudcast, Heike and I would really appreciate your going over to iTunes and rating us. We take those ratings and reviews very, very seriously. Also, we want to remind you that if for some reason you have not yet subscribed to the Cloudcast, do it today. Easy to do by going to sforce.co/cloudcast, and you can also find us on Google Play Music, Stitcher, or wherever else you like to listen to podcasts. So, on behalf of my colleague Heike Young, I'm Joel Book and thanks so much for listening, and we look forward to having you alongside for another episode of the Marketing Cloudcast real soon.
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Claudia Bullerjahn (* 1962 in Berlin) ist eine deutsche Musikwissenschaftlerin. Seit 2004 ist sie als Professorin für Systematische Musikwissenschaft und Musikkulturen der Gegenwart an der Justus-Liebig-Universität Gießen tätig.

Leben und Wirken
Claudia Bullerjahn absolvierte ein Lehramtsstudium mit den Fächern Musik, Biologie, Philosophie und pädagogische Psychologie an der Hochschule für Musik und Theater Hannover und der Universität Hannover. Im Jahr 1987 erlangte sie ein Musiklehrer-Diplom im Fach Klavier, 1988 das Erste Staatsexamen für das Lehramt an Gymnasien. Sie schloss ein Aufbaustudium Musikwissenschaft und Musikpädagogik an und promovierte 1997 an der Hochschule für Musik und Theater Hannover mit dem Thema Grundlagen zur Wirkung von Filmmusik.

Von 2002 bis 2004 vertrat sie eine Professur für Systematische Musikwissenschaft an der Universität Hildesheim. Seit 2004 ist sie Professorin für Systematische Musikwissenschaft und Musikkulturen der Gegenwart an der Justus-Liebig-Universität Gießen. Ihre Forschungsschwerpunkte liegen im Bereich der Filmmusik, der Musik in den Medien, Musik von Kindern und Jugendlichen sowie des Verhältnisses von Musik und Ökonomie.

Von 1991 bis 2005 war Bullerjahn im Vorstand der Deutschen Gesellschaft für Musikpsychologie. Von 2007 bis 2018  war sie Mitherausgeberin der Jahrbuchs Musikpsychologie.

Veröffentlichungen

Als Autorin
 Grundlagen der Filmmusik. 4., unveränderte Auflage, Wißner-Verlag, Augsburg 2019. ISBN 978-3-95786-183-2.
 Motivationale Aspekte des Musizierens in der Schule – Eine kulturvergleichende Untersuchung. In G. Schellberg, T. Krettenauer & A. Heye (Hrsg.) Musik – Leben – Forschung. Festschrift zum 65. Geburtstag von Heiner Gembris. Schriften des Instituts für Begabungsforschung in der Musik; Bd. 13, S. 127–146, Lit-Verlag, Münster 2019
 Populäres und Artifizielles in den Musikvideos von Madonna. In: Claudia Bullerjahn, Hans-Joachim Erwe (Hrsg.): Das Populäre in der Musik des 20. Jahrhunderts. Wesenszüge und Erscheinungsformen. Olms-Verlag, Hildesheim 2001, S. 203–268, ISBN 978-3-487-11495-8
 mit Jennifer Nowal: Validierung eines Fragebogens zur Freizeitmotivation. Eine explorative Untersuchung psychologischer Grundbedürfnisse von Amateurmusikern und -sportlern. Jahrbuch Musikpsychologie, 29., 2019, doi:10.5964/jbdgm.2019v29.38
 mit Max Hilsdorf: Modulation of negative affect predicts acceptance of music streaming services, while personality does not. Frontiers in Psychology, 12: 659062, published: 20. Juli 2021. doi:10.3389/fpsyg.2021.659062
 mit Larina Meinel: More horror due to specific music placement? Effects of film music on psychophysiological responses to a horror film. Psychology of Music. First published 14. Februar 2022, S. 1–16.

Als Mitherausgeberin
 Musik und Ökonomie: Finanzieren und Vermarkten von und mit Hilfe von Musik – musikästhetisches und musikpädagogisches Haushalten, herausgegeben von Claudia Bullerjahn und Wolfgang Löffler. Olms Verlag, Hildesheim; Zürich; New York, NY 2009 ISBN 978-3-487-14329-3.
 Kinder - Kultur: ästhetische Erfahrungen, ästhetische Bedürfnisse, herausgegeben von Claudia Bullerjahn, Leske und Budrich, Opladen 1999. ISBN 978-3-8100-2243-1.
 Bände 19 bis 28 des Jahrbuchs Musikpsychologie.

Einzelnachweise

Musikwissenschaftler
Hochschullehrer (Justus-Liebig-Universität Gießen)
Deutscher
Geboren 1962
Frau

redpajama_set_name: RedPajamaWikipedia


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J. David Ashby, CFP®, CPA
E-mail: david@msfwm.com
Dr. David Ashby graduated from Southern Arkansas University in 1977 with a bachelor's degree in accounting. He completed his master's in business administration degree at Ole Miss in 1978. For years, David worked as an accountant and taught accounting classes as an adjunct professor for night classes at the University of Ozarks in Fort Smith. In 1996, he earned his doctorate in finance from Louisiana Tech University. One year later he became a Certified Financial Planner™ professional (CFP®) and launched the first financial planning curriculum in Arkansas at Southern Arkansas University in Magnolia. During his time at SAU he was honored with the Peoples Bank Professor of Finance endowment, SAU Faculty Excellence Award for Research and awarded the 2012 Honor Professor designation by his peers. In 2002, he collaborated with Darla Williams, a former student, and opened Mustard Seed Wealth Management. David balanced his teaching career and wealth management career for years but after 23 year of teaching at Southern Arkansas University David retired in 2015 and is focusing solely on Mustard Seed. He has previously served on numerous committees of the Certified Financial Planner Board of Standards in Washington. He has published papers in several professional journals. Give David a call and let him help you reach your goals.
David and wife Judy have 5 children and 12 grandchildren.
Jonathan Baird, CFP®
E-mail: jon@msfwm.com
Jonathan graduated from Southern Arkansas University in 2001, earning a BBA with an emphasis in Marketing and completed a Master of Divinity from The Southern Baptist Theological Seminary in 2005. After completing the experience requirements, he became a CFP® Professional in 2006. Jonathan went back to SAU in 2009 and graduated in May 2010 earning a BBA with an emphasis in Finance. Jonathan joined Mustard Seed Wealth Management in 2005 and was named partner in 2013. In addition, he serves on the following boards: Peoples Bank of Magnolia and The Magnolia Hospital board. Jonathan was voted CFO of the Year for the State of Arkansas as Chief Financial Officer of Peoples Bank of Magnolia, 40 Under 40 by Arkansas Business and Outstanding Young Alumni of the Year by Southern Arkansas University. Jonathan and his wife Emily are the proud parents of five children. Jonathan operates out of Peoples Bank on Jackson Street in Magnolia and would love to be your personal CFO.
Bruce Butterfield, CFP®
E-mail: bruce@msfwm.com
Bruce graduated Summa Cum Laude from Southern Arkansas University in the fall of 2004, earning a BBA with an emphasis in both Accounting and Finance. He was named the Outstanding Student in Finance at the College of Business at SAU for the 2004-2005 academic year. Bruce joined Mustard Seed Wealth Management in 2004 as an intern, and was named a partner in 2011. After completing exam and experience requirements, Bruce became a CERTIFIED FINANCIAL PLANNER™ professional in 2007. He has also worked as a tax professional since 2004 in order to build tax planning expertise. Prior to entering school in 2002, he worked for over 18 years in the chemical industry. Bruce works out of our El Dorado office at 443 N. Washington. Stop by and let him help you make smart decisions with your money.
Angie Eaves
E-mail: angie@msfwm.com
Angie manages our Magnolia office. She has been a resident of Columbia County for 30 years. Angie graduated SAU in 2004 and went to work immediately with Mustard Seed Wealth Management where she later became Partner in the firm. Angie is a registered investment advisor representative and is zealous about customer service. She works with our clients to add value to their portfolio while making sure their assets are protected. She works with other professionals to ensure the client's insurance needs are met. She also gives guidance to clients on their charitable gifting opportunities. Angie wants to help you make wise decisions with your money so that you can spend your time doing the things you enjoy most.
Minna Green
E-mail: minna@msfwm.com
Minna joined Mustard Seed Wealth Management as licensed Investment advisor representative in August of 2014, after running a very successful in home business for over ten years. Prior to that she worked as a licensed securities broker for Solomon Smith Barney after earning a BBA Degree with emphasis in Finance from SAU in 1998. She and husband Matt have 3 children. Currently she spends a lot of her time assisting the other advisors in their duties, while seeking to build client relationships of her own, and pursuing studies to become a Certified Financial Planner. Call Minna for your personal consultation.
Jen Milam
E-mail: jen@msfwm.com
In 2011, Jen joined our staff at Mustard Seed Wealth Management as an administrative assistant. Jen provides support to the advisors and is often the first point of contact for clients. Her responsibilities include the production and tracking of many types of documents. Jen is instrumental in streamlining our procedures and scheduling client meetings and reviews. Since joining Mustard Seed, Jen has continued pursuing her education at Southern Arkansas University. Jen plans to work towards becoming an advisor. Call Jen and schedule an appointment today and get a second opinion on your portfolio.
Jen and husband Shannon live in Stephens with their daughter.
Laurie Pinner
E-mail: laurie@msfwm.com
Laurie Pinner works in our Hope, Arkansas office of Mustard Seed Wealth Management. She has lived in Hope since December 2004. She graduated in 2008 with a business degree in Finance from Southern Arkansas University in Magnolia. She holds the Series 6, 63, and 65 license. Laurie is married to Adam Pinner and they have two daughters. Laurie is passionate about making sure clients are taken care of and following through on what she promises. She wants to help clients make smart decisions with their money so that they can spend their time doing what they love. She looks forward to serving clients in the Hope area.
Zachary Talley
E-mail: zachary@msfwm.com
Zachary came to Mustard Seed Wealth Management as an intern before graduating from the Southern Arkansas University Honors College in 2007. In 2008, he became an employee then an advisor in the Magnolia office. In 2012, Zachary became the Chief Compliance Officer of the firm. As the CCO, Zachary helps the firm navigate the industry's ever-changing regulatory environment while implementing our policies and procedures. Zachary, his wife Jessica, and their two children live in Magnolia.
Email: angie@msfwm.com
202 S. Pine St, Magnolia, Arkansas 71753
© 2020 Mustard Seed Wealth Management. All rights reserved.

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The tablet has a proprietary operating system developed by Volvo. For connectivity, users have the choice of using a built in AT&T connection…or they can tether the smartphone of their choice. You can find us at BootCamp.com. I'm Fred Fishkin.


Susi Auto Body, Inc., is a third generation, state of the art auto body repair facility. The Susi family has been in the business since 1957, establishing Susi Auto Body in 1974. Specializing in all types of auto body and mechanical repair, Susi Auto Body works directly with any insurance company, at their competitive rates.
Our staff of 25 employees is proud to guide a car through the repair process, including all dealings with your insurance provider. Our goal is to provide a one-stop, pick-up and drop-off experience that is second to none.


Aliens Attack! When science-camp buddies Kevin, Warner, Tara, and TJ summon alien life to earth, they quickly find out that not all extraterrestrials come in peace. Can they stop an alien takeover and save the world in time to win the Invention Convention?
John Kloepfer, author of the popular Zombie Chasers books, has done it again. Galaxy's Most Wanted has a fast-paced, silly plot full of sidesplitting descriptions, a cast of diverse and endearing characters, and a slew of creepy-crawly aliens oozing off the page. With out-of-this-world black-and-white illustrations by Nick Edwards throughout, the first book in this new series is going to blast off!
Kevin: Science genius. Physics, biology, chemistry, you name it, Kevin can do it. He's the brains of the operation, leader of the crew.
Warner Reed: Kevin's best friend and resident cool dude. He's the guy to see if you've got a 2:00 a.m. junk-food craving—but you'll pay top dollar for his top secret stash.
TJ Boyd: Computer problems? He's your man. TJ's a regular computer-programming prodigy. He's not much of a talker, though. Word around the campfire is that he damaged his voice box in a botched robotics experiment.
Kevin Brewer, Warner Reed, Tara Swift and TJ Boyd are best friends at Northwest Horizons (S)cience (T)echnology (E)ngineering and (M)ath camp. They need an awesome project to win the Invention Convention, a contest at the camp that has been won by Alexander Russ the last few years mostly because his father "helps" him. While reading the comic book "Brainstorm" by Max Greyson, they find blueprints for a galactoscope. A galactoscope is an instant messenger across the entire galaxy. It turns out that they can build it! After completing the galactoscope they send out a message to the galaxy. Many hours later a portal opens up and a spaceship comes out. An alien comes out of the spaceship. Mim, the alien, is running away from space poachers. Later that night another alien comes through a portal looking for Mim. Mim is able to avoid being found on Earth with the help of the kids. Soon after, 5 more aliens arrive to try to capture Mim. Mim and the kids destroy 4 of the aliens and the fifth is shrunk. The captured alien, Klyk, claims that Mim is the real bad guy of the galaxy. Oh no!!
One of my favorite parts of Galaxy's Most Wanted is Tara Swift. She was the one who made the galactoscope work and she always protects the boys when Alexander picks on them. Next is the setting. It is set in the forests of Oregon. It is so pretty there and one of my favorite places to go. Another great thing about the book is the suspense. I really like how some chapters end with a cliffhanger. It really adds to the anticipation and makes you want to read the next chapter immediately. I will be looking forward to another book along the lines of Galaxy's Most Wanted. It was awesome and can't wait to read more by John Kloepfer.


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Debt Consultation
Should Your Employees Be Trained On Fire Safety?
If you're a business owner, you know that fire safety is one of the most important things to do. Having a well-trained team on fire safety can help with evacuation, prevention, and detection of fires. The attached video shows a fire sprinkler system and its main components.
It is important that you train every employee on fire safety, as this will teach them how to use a fire extinguisher safely. Consequently, this can prevent a tragedy by preventing fires from starting in the first place.
If you're a business owner looking to get your employees trained, you should consider setting up fire sprinkler classes. These are one of the best ways to learn about fire safety. Fire sprinkler classes can be fun and engaging, and presents an opportunity to learn how to be a fire marshal in addition to teaching you about the basics of firefighting.
Every employee should be trained on what to do if there is a fire. This can be how to exit the building as quickly and calmly as possible, getting out of any smoke-filled room as soon as possible, calling 911 immediately after evacuating (or even before), never returning to a burning building unless authorized by law enforcement or emergency personnel, and so on.
Electric fires are the most common type of fire in organizations and can be caused by faulty wiring, overloaded circuits, or worn-out appliances. In the event of such, it's important to know that your employees can be trained on how to put out fires like these too.
How to Overcome Debt Worries
Divorce Mediation: Understanding the Process and Its Cost-Effectiveness
Choose to Save for These Services
Most of the time, when you walk into the bank to collect your paycheck, you are tempted to...
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You need to be sure to look at everything you can do to maintain a proper house and...
What to Look for in a Tax Relief Company
Tax problems are stressful, so you want to ensure you enlist a tax relief company that is efficient,...
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multiplicity: a nonfiction literary magazine
Multiplicity Magazine
Spring/Summer 2021 Issue 3: Starting Over
Fall 2020 Issue 2: At Work
Spring 2020 Issue 1: Borders, Boundaries, Belonging
Multiplicity Blog
Wonder in Austin's Backyard
Posted April 21, 2021 April 21, 2021 Anne Pinkerton
By Mollie Gordon
"Wonder in Austin's Backyard" is part of a new series at Multiplicity focusing on writers and their craft. Each blog publication features original work followed by commentary from the writer on its genesis, giving us unusual insight into both the work itself and the process of artistic creation.
I've long thought I had some sort of gift with children, like how others are blessed with a green thumb. Show me any kid, ages 6 – 16, and I can likely find some way to make them smile. I guess that's why some people become teachers and others become gardeners. But the very etymology of the word "kinder-garten" would suggest that one needs to be both.
With Austin I feel I am neither. Other kids tell me what chaos they want to provoke in the day's short-lived liberty, but Austin asks me what I want and makes me choose. He is impossible to get out the door because he is a tyrant about his shoelaces. If we leave and he feels I did a poor job of tying them, he'll send us back home and make me try again. He has a generally sullen disposition, an unusual degree of inferiority for a five-year-old, and an unwillingness to ever say, "I love you."
I know it's selfish, but it means a lot to me when the kids I'm working with show me affection. Kids are prodigious judges of character, like dogs or some therapists. Not yet actors on the world's stage, they generally say what they feel because there is little to gain from lying about it. So a kid liking you has to say something about who you are. Or maybe they like you because of the extra cookie you allowed them that day.
Austin shows me no affection. He treats me as an old person might treat the aide who cleans the toilets at the senior center. A possible commonality: "We both like the color green!" I try.
"Girls should like pink," he says.
Austin is already developing very cemented ideas of gender that I try to interrogate as often as I can. I used to call him a budding misogynist in my mind, but more recently I've recognized the error in that label. He has merely learned firm expectations of gender from adults that he challenges once in a while in the form of a stuffed rainbow unicorn. Austin tells me the unicorn is a boy. A spark of hope—I have to find some way for us to connect. All olive summer into amber fall, I search for my way in.
And then, as often happens, I stumble upon it. He is obsessed with nature, and it translates into every aspect of our time together. He draws pictures for class of his deceased pet fish (named "Bluefish" for apparent reasons), drags me along on nature walks for "fresh air," and insists we watch underwater cameras when he earns five minutes of phone time. These cams show giant squid, eels, spiny lobsters, and other creatures. Austin has plastic replicas of the creatures littered all over the apartment.
Austin's other obsession is all things spooky, something I don't share with him but that ties in remarkably well with his devotion to nature. Most kids would find a recording of a diver coming face to face with a moray eel terrifying, but he is no less afraid of this than he is of Slimer from Ghostbusters (his personal favorite). He speaks candidly about the death of Bluefish, whose ghost he believes to inhabit the backyard. Life and death reside in him like old friends.
In this light, Austin's particular fascination with marine animals makes sense. They are in the depths below us, and many of them lead dangerous lives. The koi fish in his backyard, though, live like scaly kings. He likes to watch them after tiring himself out on the trampoline. He observes them keenly for up to 30 minutes at a time, never bored, and he retains his observations in a mental diary. The other day, he remarked to me that the koi were closer to the surface than usual and asked me why, always playing the detective.
"Well, what do you think?" I've found the best thing to do when encountered with "why" is to flip it. It ignites a child's imagination and also spares me a lot of guesswork. When I asked him to explain the koi's movements, he "hypothesized"—a word I taught him—that it was a little after lunchtime and they were straining to uncover any last bites of food. His evidence? Fish food gliding along the surface like autumn leaves on a lake. The fish open their mouths and wait for the food to travel by current to them.
As soon as he's answered one of his own questions, observation prompts him to ask another. There are only two black fish, while all the others are dappled white and orange like neon paint splattered on pure marble. "Why?" Now he wants to touch them, but his mommy told him not to. "Why?"
My careful evasion of Austin's inquiries was put to the test three days ago when we built a snail habitat out of the acorns, twigs, and leaves we gathered on our daily nature walk. After construction was complete, we crept out into his backyard to search for snails to occupy this new residence. The backyard is a pulsing paradise, a little Forest of Arden. Bees and mosquitoes and cicadas produce a collective hum. No snails though: we only come upon abandoned snail shells, hollow with absence. Austin collects these in a gap in the stone wall, saving them for something he doesn't know yet.
I find a snail that is definitely alive. It's holding on firmly to the wall with its sticky secreted mucus; Austin urges me to remove it gently. I pull too hard and something cracks a little. When I turn the snail over in my hand its tentacles and eyes are missing. I feel something akin to shock or shame, or both. He sees only that it's not moving.
"Is it alive or not?"
How do I answer? Telling him the truth would soil me in his eyes forever. I say I think so, but it might just be a little shy. We should give it some space and, um, check in on it later.
I feel similarly inept when Austin spies something foreign and says: "What is that?"
"A leaf?" I suggest feebly.
He bends over it like a restless storm cloud. "It's a bug," he declares.
"Sure, it's a bug."
"What kind of bug?" he says.
"I don't know!"
Realizing I'm not getting out of it this time, I say it might be a cicada. My thumb isn't green, neither are my eyes. I wasn't raised to be cognizant of the natural world—this five-year-old probably knows more of it than I do.
Whatever this insect is, Austin is scared of it. Vampires and zombies are no issue, but this nameless creature, probably dead, possibly living, makes him cover his eyes. I say we should go back inside. I butchered a snail; he found something that actually scared him. We've had enough of nature for one day.
On our way back upstairs we run into Anna, the unit owner, who is carrying a torn sheet of printer paper with a bee balancing on it. This bee, she says, just stung her, and now is dying. She explains to Austin why she is dying and why the bee is a "she." The women do all the hard work tending and protecting their hives, and for this they must die. Anna hurries past us out into the yard, so her bee can pass away under the October sky.
Even after we have washed our hands and sat down on the rug amidst the plastic sea creatures, Austin, who has forgotten the dying bee entirely, can't stop thinking about the cicada. "I keep seeing it in my mind! It won't go away!"
All too familiar with intrusive thoughts, I promise him that the image will fade eventually. To distract him I begin to talk about my misadventures in nature when I was his age, the grubs I used to dig up and the spiders I nurtured and the humongous rock outside my elementary school, which also happens to be his school. I used to climb that rock just like he does now. These stories surprise him, I can tell. Gears are turning behind his caramel eyes. He asks me what's next. I say lunch. He urges a dance party. Lunch, I say again. He suggests a "compromise," another word I taught him.
"Okay," I say. "That I can do."
Writer's Commentary:
"Wonder in Austin's Backyard" began as one of four short nature essays I wrote, collectively labeled "Moments in Nature Chronicled by a Convalescing Brooklynite." This was a semester-long project for my After Nature writing workshop at Sarah Lawrence College, taught by Kate Zambreno. My initial material came from a journal I had been keeping during quarantine. When I shared this with Kate, she observed that I was circling around specific figures—one being the boy, Austin, in this essay—and their relationships with the natural world. I combed through my entries for my notes on Austin; I was also still working with him during the writing process, which was incredibly helpful.
I knew that I wanted to center this essay around a specific image. While I was writing I observed that I kept coming back to the snail shell that was such a rich object: a place of life and destruction, home and hard truths. I also thought of Austin himself as somewhat lost in his shell, which posed challenges initially to shaping him as a character, as I was still struggling to grasp his essence myself. In earlier drafts I went so far as to label Austin a misogynist for his preconceived notions about gender that irritated me; it was only through discussing this with Kate that I recognized the harm in slapping such a label on him, and the need for more compassion towards this influenceable little boy. The frustration in an educator/student relationship can be sizable, but I do believe that compassion is the only way through that, and this is what I tried to lead with in this piece.
Mollie Gordon (she/her/hers) is a queer writer, educator, and theatre-maker. Her plays have been produced by The Bechdel Group and Sarah Lawrence College, and more of her work is slated to be published in the coming months. She will graduate next year with a B.A. from Sarah Lawrence. Read more about Mollie on her website or follow her on Instagram @molliecgordon.
Photo by Rebecca Campbell
⟵Being Brown with Breasts
Job Finds Divinity in the Everyday⟶
Why I Won't Be With You on the 4th of July
The Kid at the Counter
Calamity: Three Poems
To the Girl in the Plus-Sized Dress
Job Finds Divinity in the Everyday
Being Brown with Breasts
When Bees Used to Do This
Multiplicity Commons No. 9
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text:
At the time the reservoir was built Cropston's permanent population was around 100. This was dwarfed by the number of building workers required for the reservoir, who lived in temporary accommodation near Hallgates.
An additional constable was appointed at the water company's expense to keep order. His wages were 20 shillings a week plus clothing.
However, there were inevitable problems of disorder: in July 1870 there was an affray between the Cropston navvies and the quarrymen at Mountsorrel. Frederick Thornton appeared before the Police Court at Loughborough charged with inflicting serious head injury with an ale glass.
In a letter to the editor of the Leicester Chronicle and Mercury the Registrar for the district claimed that the questionable morals of the navvies were partly responsible for an increase in the local death rate:
"The Rothley sub-district includes Cropston and the New Bradgate Reservoir; in the immediate neighbourhood of which the 500 or 600 workmen employed upon it have had to be lodged. The habits of this migratory class, and their morals together, quite satisfactorily account for another percentage of increase in the death-rate in this district."
The Leicester Chronicle and Leicestershire Mercury March 11th 1871
The Shant
The commercial potential of the temporary population was not lost on entrepreneurs: Billy Booten set up a beer tent known as "The Shant" (short for shanty).
See also The Badger's Sett.
More about the reservoir
More about . . .


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Tag: Filing Alerts
Philadelphia Energy's Bright Future Goes Up in a Massive Fireball as It Files for Bankruptcy. Again.
Philadelphia Energy Solutions has filed for bankruptcy protection a month after an explosion permanently shut down the East Coast's oldest and largest refinery. The chaos began on June 21 at 4 a.m. when a butane tank exploded, destroying an alkylation unit using hydrofluoric acid to process refined petroleum. If you're not sure exactly what that means… it's bad. The explosion sent fireballs into the air that you could see miles away. And it took two days to completely extinguish the massive fire that resulted.
The company shut down the refinery less than a week later and announced—by email, and with only 5 days notice—that it would lay off 1,000 employees. Refinery workers were not pleased, responding with a lawsuit arguing that Philadelphia Energy Solutions failed to comply with the WARN Act's requirement that a company with 100 or more workers give 60 days' notice when expecting massive job loss. (Fair enough. But the WARN has exceptions for layoffs due to "unforeseeable business circumstances." Is anyone arguing that Philadelphia Energy Solutions planned the explosion in advance?)
PES Seeks to Reorganize and Rebuild with $100 Million in New Funding
Philadelphia Energy Solutions owns and operates the Point Breeze and Girard Point oil refineries located on an integrated, 1,300-acre refining complex in Philadelphia. The with a combined capacity of 335,000 barrels per day. The company is seeking $100 million in new funding to support existing operations, undertake the work necessary to ensure the refinery complex is safely positioned for rebuilding, and restart and complete its reorganization process.
We will continue our ongoing cooperation with the federal, state and city governmental agencies investigating the June 21 accident and thank them and our employees for their diligent efforts at this difficult time. The success of our plan is critical to energy supply and security for the region, the Commonwealth of Pennsylvania and the City of Philadelphia
Mark Smith, Chief Executive Officer
The 2018 Bankruptcy and Restructuring
Notably, this is the company's second bankruptcy in under two years. It blamed that first filing largely on the costs of complying with the US Renewable Fuel Standard, which requires refiners to either blend biofuels like ethanol into fuel or purchase credits from competitors who do. Philadelphia Energy Solutions does not have blending capabilities, so it pays for credits. (The withdrawal of over $590 million in dividend-style payments from the company may not have done anything to help the situation.)
During the first bankruptcy case, the EPA waived half of PES's $350 million in liabilities related to biofuels credits. Philadelphia Energy Solutions then restructured over $635 million of funded debt while securing access to $260 million in new financing and a new $900 million intermediation facility.
Today marks the successful completion of a process that preserves the jobs of 1,100 hard-working Pennsylvanians and ensures the critical flow of energy to the Northeast U.S. . . . . PES has a bright future ahead as the longest continuously operating refinery on the East Coast. We will invest in the refinery, building on the more than $900 million that has been invested in the complex since PES was formed in 2012 to implement world-class refining capabilities.
Greg Gatta, Chief Executive Officer
Lingering Financial Woes
However, Philadelphia Energy Solutions was reportedly facing another financial crisis just months after emerging from that earlier bankruptcy. In February of 2019, Reuters reported that after exiting from bankruptcy in August of 2018, the company saw its cash balance fall to $87.7 million at the end of 2018, down from $148 million three months earlier.
According to Reuters, the company's weak cash position forced the refiner to significantly scale back a planned $90 million maintenance project planned for last January. Refiners, of course, perform maintenance to keep units operating reliably and safely.
The refinery explosion occurred less than 6 months later.
Posted on 07/22/2019 07/22/2019 by Mette H. KurthPosted in Filing AlertsTagged Delaware, Filing Alerts. Leave a comment
Posted on 07/09/2019 07/12/2019 by Mette H. KurthPosted in Auction Block, Filing Alerts, Retail & RestaurantTagged Auction, Committee Formation, Delaware, Filing Alerts, restaurant. 3 Comments
Kitten Heels are Dead. Long Live Kitten Heels.
The retailpocolypose is continuing at full speed, impacting retailers both here in the US and across the pond. Clothing retailer LK Bennett Ltd. is the latest High Street casualty, closing five stores and going into administration in the UK. It is joined by its New York-based subsidiary, L.K. Bennett U.S.A., which has filed for chapter 11 protection in the Delaware Bankruptcy Court.
Opening in London in 1990 to bring "a bit of Bond Street luxury to High Street," LK Bennett quickly established itself as an upmarket retailer. And its founder, Ms Bennett, just as quickly established herself as "the Queen of the Kitten Heel." Bennett's "smart" dayware is a favorite of Princess Kate Middleton and other celebrities. And even Prime Minister Theresa May has been knows to step out in LK Bennett kitten heels.
Faltering Steps
Corporate missteps and a challenging retail environment have led to declining sales and, ultimately, bankruptcy. Many of the elements of the LK Bennett story are all too familiar.
The UK clothing and footwear sector are suffering from price deflation, leaving LK Bennett priced beyond the reach of most shoppers.
Today's retail environment is all about authenticity and distinctiveness; LK Bennett has failed to embrace a sense of uniqueness and creativity that would set it apart from more competitively priced competitors in a saturated market.
An excessive number of stores at above-market rates – exacerbated by decreasing foot traffic and overdependence on sales at brick & mortar locations – has left the company struggling with excessive lease costs.
LK Bennett has also failed to connect with its young consumers via social media and has been overtaken by younger, more-affordable and digitally-savvier brands. (Sorry, Prime Minister.)
Ownership changes have left strategies in flux without time to take root and come to fruition.
And by the way…. is an "affordable luxury brand" even a thing? Are consumers who are willing to invest in a luxury pair of shoes more likely to go all in and aim for a recognized high-fashion shoe brand, such as Jimmy Choo?
What Comes Next for LK Bennett?
Interested buyers have been actively pursuing the company, at least in the UK. Similarly to (much, much) edgier UK lingerie brand and retailer Agent Provocateur, LK Bennet's counterpart bankruptcy filing for its US subsidiary has likewise been teed up to pursue a sale.
L.K. Bennett U.S.A. is represented by DLA Piper as counsel and Ernst & Young as restructuring advisor. The case number is 19-10760. The case has been assigned to Judge Kevin Gross.
Mette H. Kurth
Posted on 04/08/2019 04/08/2019 by Mette H. KurthPosted in Auction Block, Creditors & Committees, Filing Alerts, Retail & RestaurantTagged Auction Block, Committee Formation, Delaware, Filing Alerts, Retail. Leave a comment
Z Gallerie Suffers Self-Inflicted Wounds, Files Chapter 22 Bankruptcy Case
Z Gallerie, LLC, a CA-based home furnishing and décor retailer with 76 stores nationwide, has filed for Chapter "22" protection in Delaware.
Committee Formation Meeting
The Committee formation meeting is set for Wednesday, March 20, 2019 at 10:00 a.m. at the Doubletree Hotel in Wilmington, DE. Be prepared for a high of 50, a low of 34, and scattered showers. (Not that the weather in LA will be much better…. a high of 66 and more showers).
How Did It Get Here?
Founded in 1979, Z Gallerie filed its first Chapter 11 case in 2009 in the aftermath of the Great Recession. At that time the original founders, the Zieden siblings, reacquired the company. In 2014, the Ziedens sold majority control of the company to its current owner, Brentwood Associates, in a $110 million leveraged buyout. Subsequently, the company's performance declined significantly, bringing it to where we are today.
Z Gallerie is one of several recent furniture retailers to seek bankruptcy protection, including retailer The Robert Allen Group and Heritage Home Group. But unlike other retailers, Z Gallerie did not fall victim to the "retailpocolypse" but to self-inflicted wounds. The good news? Management is confident that it has addressed its operational missteps and is well on the way to turning the company around. Among the issues?
A steep decline in revenues after the Brentwood acquisition.
Leverage and liquidity issues.
A failed expansion strategy.
Delay in launching an e-commerce platform.
The failed launch of a new distribution facility.
The loss of a major supplier.
In 2018, the company generated more than $200 million in sales. But at the time of the filing, it had less than $2 million in cash on hand. Running out of adequate cash to fund operations, Z Gallerie approached its prepetition lenders for additional liquidity but could not secure operating funds outside of a Chapter 11 process.
Imagining the future…. "Speed and cooperation" will determine whether Z Gallerie survives.
Where Is It Headed?
The Plan and Sale Process
Z Gallerie has secured $28 million in DIP financing commitments, conditioned on the company moving rapidly through the bankruptcy process. To that end, Z Gallerie has already filed a "toggle plan" providing for either the marketing and sale of the company or a debt for equity swap "on terms to be determined." The proposed timeframe is roughly as follows:
March 25: File disclosure statement.
April 12: Enter final DIP financing order, bid procedures order
April 19: Term sheets due from potential buyers.
May 7: If indications of interest are insufficient to pay off lenders, provide evidence of exit financing or execute a business plan that significantly reduces debt by aggressively shuttering stores.
May 7: Order approving disclosure statement.
May 16: Bid deadline.
May 20: Auction for substantially all assets.
May 29: Finalize asset purchase agreement.
June 17: Enter order confirming plan or approving sale.
The plan, however, is essentially a placeholder with significant gaps to be filled in. For example, treatment of critical trade claims and general unsecured claims is "to come."
Store Closings
Meanwhile, the company is seeking to close up to 17 stores and requesting approval of streamlined procedures to conduct store closing sales. It anticipates 59 go-forward locations (55 stores, two outlets, and two distribution centers).
The First Day Hearing
Z Gallerie's financing, and other first-day relief, was approved at the first day hearing held today, Tuesday, March 12, at 3:30 p.m.
Posted on 03/12/2019 03/13/2019 by Mette H. KurthPosted in Filing Alerts, Retail & RestaurantTagged Delaware, Filing Alerts, Retail. Leave a comment
Avadel Pharma on the Bankruptcy Auction Block
Avadel Specialty Pharmaceuticals is one of three pharmaceutical companies to file for bankruptcy this week. The trio of healthcare companies included two pharmaceuticals companies – Novum Pharma and Avadel, both of which filed in pursuit of a sale process – and San Juan-based healthcare consulting firm, Navegar Network Alliance. Avadel's filing comes as part of a broader restructuring of its publicly-traded, Dublin-based parent, which is currently undergoing an out-of-court restructuring to "right-size" its own headcount, reduce expenses, and improve profitability.
Avadel provides innovative medicines for chronic urological disorders. It has one commercial product, Noctiva™ , a prescription nasal spray used to prevent the kidneys from overproducing urine at night. Avadel claims this it is the first FDA-approved treatment proven to help adults with nocturia due to nocturnal polyuria. Here's to a good night's sleep!
A Quick Sale Process!
On Monday, Avadel filed a motion to approve procedures to sell its assets, allowing bids for any combination of assets (including just for its new drug application for Noctiva and its inventory or for only its Noctiva inventory).
Avadel hasn't yet found a "stalking horse" buyer to make a first bid. But if it finds one, it may request approval of a breakup fee and bid protections. Bids, it proposes, will require a 10% deposit while overbids at auction must be at least $50,000. The sale process is likely to move forward at a rapid clip, with the following proposed deadlines:
Bid Procedures Hearing: March 13
Bid deadline: March 15
Selection of Qualified Bidders: March 18
Auction: March 19
Sale hearing: March 21
The company is working with Cassel Salpeter & Co. as investment banker.
How Did Avadel Get Here?
The company entered into an exclusive license and assignment agreement with Serenity Pharmaceuticals in September 2017. The agreement gave Avadel exclusive rights to develop, market and sell Noctiva in the U.S. and Canada. In exchange, Serenity walked away with two one-time payments totaling $70 million and royalties from product sales.
Despite significant time and investment, Avadel says that Noctiva has
underperformed since its launch due to resistance from healthcare professionals and concerns regarding potential risks for serious side effects. Due to these complications, among others, $80 million in additional investments since September 2017 have yielded less than $3 million in sales. Revised sales projections, it says, are "substantially below" the projections made in connection with its entry into the license and assignment agreement with Serenity.
Beginning in November of 2018, the company tried (and failed) to find a co-promotor for Noctiva, contacting 20 pharmaceutical companies and strategic buyers. It then tried to find a sublicensee, "discreetly" contacting potential parties. But none had completed diligence or discussed deal terms before the bankruptcy filing.
Avadel manages Noctiva's production and distribution through third-party manufacturing, distribution, and supply agreements with such as its agreement with Renaissance Lakewood (f/k/a DPT Lakewood). Under Lakewood agreement, the company must purchase a minimum of 400,000 units of product each year regardless of need. If it falls short, Avadel has to make up the difference to Renaissance. Not expecting buyers to be interested in the contract, Avadel has filed a motion to reject it.
After the sale, Avadel intends to liquidate any remaining assets and wind down its remaining operations.
Posted on 02/14/2019 02/18/2019 by Mette H. KurthPosted in Filing Alerts, HealthcareTagged Filing Alerts, healthcare. Leave a comment