What does your professor research?

Worried about the GMAT?

YOUR NEW STUDENT GOVERNMENT on pg 24

Want to study abroad but don’t have the time or resources? Flip to page 5 to find out how you still can!

What’s the vend trend? Find out on page 9!

April 2010Volume 6

Table of ConTenTs

2 Personality Assessments3 The Accenture Leadership Center4 Student Entrepreneurship: Waffle Waffle5 International Business Goes International7 Staff Spotlight: Professor Tim McClurg8 Queries ‘n’ Theories9 Kimm’s Korner: The Trending in Vending11 The Basics of the GMAT12 The Impact of the Highly Improbable The Black Swan13 White House Takes Hard Stance Towards Big Bank Proprietary Trading16 Delta Sigma Phi Returns to Campus17 Professor Research Overview19 Social Media and Business20 Student Organization Highlight: Alpha Kappa Psi21 An Often Untapped Resource to a Better Future23 Comic24 The Wisconsin Business Student Collaborative (WBSC)25 Business in Blockbusters26 Top 10 Reasons Not to Graduate27 Entertainment page29 Major Perspectives: Actuarial Science

Find out how you can study abroad over your next school break! Pg 5

What’s the buzz on businesses and social networking? Pg 19

Turn to Kimm’s Korner to discover what the new business trends are with vending machines! Pg 9

Learn about Alpha Kappa Psi, featured in b.Line’s Student Organization Highlight! Pg 20

If you were to ask someone to name the first thing that comes to mind when they hear the word innovation, most people would likely list some kind of technological device that they find really unique. The concept of innovation stretches far beyond traditional improvements in technology. What people often don’t realize is that the technological improvements only occur when there is substantial innovation in thought, processes, and ideas. In order for something to be thought of as innovative, it must be new, valuable, deliver benefits, and solve problems. Innovative processes provide the foundation upon which new product ideas emerge.

What has propelled innovative processes?

Our modern-day society has seen a surge in innovation not only because of new tools and technology, but the immediacy of information and the increased accessibility of knowledge have also proven to be crucial. These factors have driven much of the innovation and have greatly impacted the way we approach problem solving.

Which factors are critical to innovative success?

Let’s think about business in a very broad sense. The most fundamental element in business is people. Centuries ago, primitive trade occurred without a monetary system, complex inventory controls, or a large marketplace. Yet, the people are the key element that has remained constant throughout the development of business. It is impossible to define business without incorporating the human element. Furthermore, it is difficult to define business without including an interpersonal element, that is, the interaction between people is fundamental in an analysis of business functions.

To expand this point further, what is the number one expense for any retailers? Answer: Labor! Companies invest large sums of time, money, and effort into human resources. Therefore, improving the efficiency and effectiveness of a team of employees is a worthwhile investment for any company.

current applications of personality assessments.

There is no doubt that psychological research on behavior with respect to personality began years ago, but it is a relatively new practice to apply these analyses to so many different domains. Hippocrates was a very early contributor to theories of personality, and further research during the 20th century began drawing connections between psychology, personality, and behavior. Many of the theories discovered over a century ago are still being used and applied today.

Personality assessments allow individuals to monitor others’ communication styles, leadership styles, behavioral tendencies, thought processes, perceptions of others, social tendencies, reactions to rewards, etc. Moreover, it allows individuals to enhance their own intrapersonal exploration. The information gathered from these assessments can be synthesized and formulated into a wealth of knowledge that, if used properly within an organization, has the potential to increase group collaboration.

personality assessments and hiring.

Personality assessments are used by many companies as an initial screening method to select the best candidates for a position. It is estimated by the American Management Association that 39 percent of companies use personality testing as part of their hiring process. These assessments analyze whether or not a candidate would match the requirements of a job. While this is a very useful tool for many companies, it is not sufficient for ensuring that a candidate is qualified. Various other methods, such as interviewing and cognitive

exams, should be used in conjunction with a personality assessment.

assessments and team formation.

Not only are companies using assessments to acquire new employees through their hiring process, but they are also using these assessments internally to form effective teams. The advent of cross-functional teams has also created a need for greater team collaboration and cohesion, and these assessments are aiding in team productivity and interpersonal understanding.

personality assessments and dating.

Who would have thought – personality screening before dating? It’s true. Many singles across the world have entered the e-dating scene. Websites like e-Harmony.com have experienced a surge in the number of members looking to narrow their search to only those people with whom they may be compatible. That is, via a personal profile and personality assessment, people are electing the qualities that they prefer to find in a mate. It is obvious that these assessments have expanded their usage beyond psychology and business.

Innovation occurs not only in products, but also in services and ideas. An innovative process can yield astounding results, and more investment should be made in the analysis of people – for this is the foundation of business.

“there’s a fundamental shiftin power happening.

everywhere, people aregetting together and, using

the internet, disruptingwhatever activities they’re

involved in.”

pierre omidyar, founder, eBay

Personality Assessments:Innovative Approaches to Enhanced Collaboration by: Andrea Webb

Launched in the fall of 2006 with funding from Accenture, a global management consulting, technology services, and outsourcing firm, the Accenture Leadership Center (ALC) has become a recognizable fixture in the Wisconsin School of Business. Founded with a vision of teaching and cultivating leadership in undergraduate business students, it is currently located next-door to the Business Career Center on the third floor of Grainger Hall.

According to sophomore Katie Lorenz, one of the ALC’s four student directors, the ALC aims to nurture student leaders, especially since leadership is one of the most important things recruiters are currently looking for in new interns and employees.

“The Accenture partners recognized that leadership is an incredibly important skill for students to have,” Lorenz said. “With the Accenture partners who still work with us, we try to develop leadership skills in business school students. We hope they carry on with what they’ve learned after they graduate.”

The ALC’s motto, “Learn. Practice. Lead.” symbolizes one of its fundamental beliefs - that leadership isn’t something students have to be born with, it’s something that can be taught. “There are many forms of leadership. We don’t try to teach just one, we try to help students find their specific leadership style in a low-risk environment where they can really learn,” Lorenz said.

Because it works so closely with various student organizations in the business school, the ALC focuses specifically on bringing leadership to life in the leaders of those organizations. “So many student org leaders come from our programs and what they’ve learned rubs off on their student organization,” Lorenz said.

Leadershape, the center’s most popular program, is an intensive six-day leadership boot camp that aspires to help students “Lead with Integrity.”

In addition, the ALC also sponsors Catalyst, a two-day leadership conference offered between semesters. Throughout the year, the center hosts numerous speaker events aimed at giving students a hands-on experience at putting their leadership skills into practice.

In addition to these programs, the ALC also offers a Leadership Certificate through the School of Business, a number of leadership books, and a space for student organizations to meet. Most importantly, however, Lorenz stressed that the ALC is not set in stone.

“Many students have this vision,” she said. “We answer their questions and help them build upon that vision without taking away from the learning process. This resource is out there and we’re open to new ideas.”

Given the indistinct nature of leadership, the center has run into some problems over the years with programming and getting more students involved.

“Leadership is a very broad concept. There’s not just a set formula. You have to make it work for you,” Lorenz said. “We have a flood of students interested in the beginning but fewer later on, which makes it hard to develop programs.”

According to Lorenz, the ALC’s plan of action includes raising awareness and meeting with the Accenture partners to craft new programs. She says that the center hopes to make its workshops more interactive between speakers and students.

The ALC has grown immensely since its founding in 2006. This fall, it became an entirely student-run department of the undergraduate program of the School of Business.

Lorenz, who has always been interested in leadership, said “[The ALC] has helped me learn how to become a better leader to motivate people.”

Accenture

Leadership

CenterLearn. Practice. Lead.by: Belle Lin

The

3For more information on the ALC, visit http://www.bus.wisc.edu/alc/

Student Entrepreneurship by: Noah Lepro To some, waffles are simply a delicious alternative to cold cereal. To UW Seniors Sam Rockwell and Justin Samuels, waffles are a business with limitless opportunities. Their vision is to offer consumers a fully customizable waffle paired with a unique dining experience. They wish to provide their customers with a choice of toppings beyond maple syrup, such as chocolate, strawberries, whipped cream, and bananas, to name a few. With an already established company known as Waff le Waffle, Rockwell and Samuels are well on their way to doing just that. How it BeganRockwell and Samuels met freshman year at UW, only to discover that they lived relatively close to each other back home in New Jersey and that their high schools even competed in sports. With the uncertainty of the current economic climate, both felt a desire to do something on their own rather than having to rely on an employer for financial stability. The idea first came to them when Rockwell visited a ski slope in Vermont. At the bottom of every ski hill was a waffle vendor swamped with lines of customers. “I saw people stand outside in -20 degree weather just to purchase a waffle. I started to think there was an opportunity there,” said Rockwell. This notion was reaffirmed when Samuels studied abroad in Barcelona, Spain and noted the huge popularity of what Europeans called

Gofres, which are basically the same product as those sold in Vermont. Back home in the US, Rockwell and Samuels toured various vendor stands in New York City and thought about what they liked and didn’t like about each one. Taking these ideas with them, they worked with a chef as a consultant to come up with a basic recipe that they felt would effectively carve a niche in the market. Other

competitors, such as various sweet and pretzel shops, offered products that were either salty and portable or sweet and messy. With their

recipe, Rockwell and Samuels believed that they had come up with something that balanced the two as both sweet and portable.

Business ModelThe waffle itself is only a part of what Rockwell and Samuels have planned for Waffle Waffle. The other key element is customization. “There’s something to be said for customization,” said Samuels. “There is no reason for someone to settle for something less than ideal. Every facet of the business world is changing to incorporate each individual customer’s wants and needs.” They plan to have the customer involved from the moment they order until they have the product in their hand, which they claim takes a total of only three and a half minutes. Using a completely unique kiosk designed with point of purchase machines, they plan to have a screen that allows the customer to select each ingredient that they wish to be incorporated in their waffle. After making their selections, they will then be able to view their waffle as it goes through the various stages of preparation. Overall, they want the experience to be different, hip, and completely customer friendly. Next StepsRockwell and Samuels hope to open as soon as possible after graduation in May. Currently, they are working on designing the kiosk and looking for the best option with the lowest possible cost. They plan to open their first venue in the New York Metropolitan area in a space with high traffic volume. Their long-term goal is to eventually expand into franchising and licensing. They understand that it is an uphill battle and will take time and effort, but they are passionate about what they are doing and are willing to put in the work. Rockwell said that the one piece of advice he can offer to other UW business students is “to get your feet wet, because that really is the best way to understand the business world.”

You can find out more about Waffle Waffle by visiting www.mywafflewaffle.com or its fan page on Facebook.

“I saw people stand outside in -20 de-gree weather just to purchase a waffle. I started to think there was an oppor-tunity there.”

“There’s something to be said for

customization. There is no reason

for someone to settle for something

less than ideal.”

4

As employers increasingly look for international experience to distinguish credentials among applicants, professors and professionals are quick to advocate the advantages of international exchange programs. Professor Sachin Tuli is no exception. In his International Business 200 lectures, he articulates the importance and value of traveling abroad to one’s personal and professional life. b.Line sat down with Prof. Tuli to discuss these benefits and to find out more about one particular program that offers students such exposure in emerging economic cultures.

As Prof. Tuli explained, culture is a powerful determinant of business practices and while differences certainly exist across borders, they are also present domestically. Therefore, becoming culturally aware and tolerant will only be helpful in a career at home or abroad. An effective way to establish a sense of cultural awareness (while having some fun along the way) is through an international exchange program.

As a formidable proponent of the many exchange opportunities offered on campus, Prof. Tuli commented that each program has specifically different offerings; interning for a company undoubtedly offers experiences different than those of an academic trip to that same location. Before deciding upon a program, it is advisable to carefully determine the goals you wish to achieve. For instance, if learning a foreign language is your priority, then a year-long program living immersed in primarily one culture may be appealing. Whereas a goal of visiting different areas or learning of various industries within a country may lead you to take part in a more mobile, travel intensive trip. Besides the structure of the program, another variant to consider is location; it is important to assess opportunities offered in less traditional study tour destinations. Prof. Tuli suggests considering opportunities in countries described as emerging economic powers. For example, familiarizing oneself with Indian culture and business practices could be an impressionable asset as these markets continue to expand.

A study tour opportunity worth serious consideration is offered through one of the school’s international business programs. Students have

an unprecedented opportunity to not only study a particular culture, but also to delve into its business practices and workplace nuances. This experience is offered over the course of a semester; classroom preparation each week involves discussion of the culture and a study of common business practices, followed by a customized trip to that respective location. These three-credit classes are open to all business and non-business majors and the trip typically occurs over a semester break. During the trip, time is spent visiting a wide array of local businesses, typically two visits per day, with ample breakout time to explore the surrounding area in smaller groups.

This opportunity probably sounds appealing to most students, however; as we suggested before, it is important to determine if your goals meet the priorities of this particular experience. While it is true that an opportunity offers something unique to each participant, consideration should be given to the general advantages of the program. For instance, the semester-long cultural preparation leaves more time to examine subtler cultural nuances. And while the trip may offer less time abroad than other programs, the concentration of experiences is remarkably high. A relatively structured agenda of numerous business visits and excursions maximizes cultural exposure. Furthermore, an emphasis on business practices is a unique feature of this experience. Cultural insight specifically concerning workplace behaviors offers participants a significant opportunity to prepare for a career in an ever diversifying world. Finally, as economic situations and time constraints may limit which program choices to pursue, these study tours are economical and shorter than others while maintaining a high degree of cultural exposure. Overall, this course offers a uniquely interactive approach to international business, an experience that will prove to be not only educational but also incredibly memorable!

This international business study tour has been offered at both the undergraduate and MBA level and we asked several past participants to reflect on their experiences. If this opportunity is of interest to you, next steps include talking to an advisor about registering for this course next semester.

by: Kate Large

International

A trip is planned to Vietnam this coming spring... Contact your advisor to find out about the next trip!This business course offers a uniquely interactive approach to international business.

5

Business Goes InternationalThe Wisconsin School of Business now offers an integrated study tour: a semester of classroom instruction combined with a short international trip

KIEL MCELVEENFALL 2008: MUMBAI AND DELHI, INDIA

How did class coursework benefit or prepare you for the trip?Our classroom coursework focused not only on the specific business issues facing India, but also on cultural and social issues we would encounter on the trip. Upon arrival we were fully prepared to discuss not only the business difficulties and situations with business leaders, but also converse and reflect on social issues.

What was the most memorable or beneficial part of the program?During our trip there were many company visits that stick out in my mind as particularly beneficial, but the most memorable aspect of the

program was a visit to a rural village outside of Delhi. On this visit we were exposed to the contrasting Indian experience of different lifestyles in modern day India. After visiting with wealthy entrepreneurs and learning about the blossoming high end real estate market, this visit to a rural lifestyle clearly highlighted the inequities that remain even as the business side of India continues to grow. This trip helped to dem-onstrate what we had learned in class about the challenges of business in the country and the struggles to find ways for the growing GDP to

benefit all citizens.

How did your business or personal per-spective change? Before this trip the concept of job outsourc-ing was just a headline. The trip and com-pany visits helped me transform these con-cepts into concrete experience. As a result, I think my perceptions of outsourcing have changed from negative to more positive as I understand the benefits for the recipients abroad of the jobs. As I go to law school next year, these experiences have also encouraged me to keep an international aspect to the type of law that I want to practice in the future.

MALLORY PHILLIPS SPRING 2008:MUMBAI, GURGAON AND NEW DEHLI, INDIA

How did class coursework benefit or prepare you for the trip?The classroom coursework really gave me an opportunity to have a good understanding of the Indian culture. I had spent the previous se-mester abroad in Europe but had never been in a country remotely like India. The class definitely helped me feel prepared and have a better idea of what to expect. It was a nice way to travel to a country that is perhaps a little less accessible as far as comfort and ease of traveling.

How did your business or personal perspective change?The course enabled me to see business through the eyes of a develop-ing country. Through classes you envision countries like India as if they are really struggling. Yes, there is poverty in most directions you look, but at the same time there are a lot of great things going on in regards to business development. As far as my personal perspective, I would say it was definitely an eye opener, as cliché as that sounds.

Student Testimonials

6

Staff Spotlight

Professor Tim McClurg

Described as “amazing” and “a great guy” on RateMyProfessor.com, Tim McClurg, professor in Operations and Technology Management (OTM), is much more than your average lecturer. Though OTM courses are sometimes described as “dry,” McClurg has been known to keep the material fun, practical and challenging.

McClurg grew up in Erie, Pennsylvania and earned an undergraduate degree in accounting from Pennsylvania State University. He would spend his summers working manual labor jobs. “One summer I even worked at a local sewer authority – it sounds worse than it actually is!” McClurg said. After graduation, McClurg worked in manufacturing and held jobs in managerial and cost accounting. He received his MBA from the University of Pittsburg and later acquired his PhD from the Krannert School of Management at Purdue University in Indiana. It is clear that McClurg has a variety of experiences and skills to contribute to UW-Madison.

Though he was a quiet student while in school, McClurg always knew he wanted to teach.

“One of the best parts of my job is the freedom I have to develop courses I’m interested in,” McClurg said. He appreciates how each semester allows him to start fresh with a new group of students and new developments in OTM to share.

When asked if anything crazy has ever happened in one of his lectures, McClurg described a mouse incident

in Morgridge Auditorium, “I never saw it run behind me, but all of the students did.”

by: Carly Ettinger

McClurg has been known to keep the

material fun, practical and challenging

Getting to Know Professor McClurg

A Professor at Heart

In his spare time, McClurg coaches a variety of kid sporting teams. Over the past 15 years, he has coached baseball, soccer, basketball and softball. He also likes to read non-fiction, fiction and biographical books. McClurg enjoys listening to music. Rock and jazz are two of his favorite genres.

McClurg’s wife Rhonda is also in the teaching profession. She teaches pre-school in Madison. After becoming friends in junior high school, they maintained a close relationship while both attending college at Penn State. They got married and have four kids ages 17 to 23. Their eldest daughter is a graduate of the School of Journalism & Mass Communication here at UW-Madison.

McClurg encourages students to continue learning long after their days at UW-Madison are over. He plans to remain teaching in the years to come.

As a successful student during his school days, McClurg has some valuable suggestions for students, “My best advice for college students, in any field, is to remain disciplined. Students have a lot of free time and it’s important they manage their time well.”

Staying Involved

Words of Advice

Q Q

Q

by: b.Line Staff

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 blinemagazine@gmail.com and our staff will apply their “theories” about your questions.

QWhat is the most popular major in the Business School?According to the statistics provided by Undergraduate Academic Servic-es, the most popular business major in Spring 2009 was Finance, Invest-ment and Banking. On a side note, watch for increased growth in the Operations and Information Management major. The number of students who declared this as their major increased the most out all business ma-jors, increasing 8.3% from the previous semester.

Editor’s Note: Last issue incorrectly stated Supply Chain Management as the most popular major in the Business School.

What are the official building hours of Grainger Hall?

While the building is only open to the public from 7:45 am- 4:30 pm Mon-day through Friday, those hours do not reflect the hours that the doors are unlocked. The hours listed below are when the building is unlocked and open to students and faculty: Monday-Thursday: 7:00 am - 9:00 pmFriday: 7:00 am - 7:00 pmSaturday: 9:00 am - 6:00 pm Sunday: 12:00 pm - 7:00 pm*

Queries‘n’Theories

Students can use their Wiscard if issued after July of 2008 and an ac-cess code to enter the Business Library and the Huber Undergraduate Computer Lab after hours. Students can obtain a new Wiscard free of charge if they turn in their current ID card at the Wiscard Office, Room 4316 of the Memorial Union. Students with a new Wiscard must then fill out the Building Access Request Form at https://secure.bus.wisc.edu/buildingrequest/. Once granted access, students can use their ID and access code to access the lab and library on the University Avenue en-trance to the lab.

Is it true I can use my Wiscard as a debit card?

Yes! Students with a checking account at UW Credit Union can use their Wiscard as a PIN-based debit card at any business or ATM that uses PIN-based debit transactions. Students simply need to link their check-ing account with their Wiscard by visiting any UW Credit Union branch. For more information about the Wiscard UW Credit Union Program, visit http://www.uwcu.org/wiscard/.

*Note: Grainger building hours differ from library hours

How do I access the building after hours?

8

Reta i l e r s a re adap t i ng t he i r po in t o f sa l e mode l s i n o rde r t o accommoda te t he on - t he -go consumer t ha t has a he igh tened need f o r conven ience and ease o f shopp ing . The re fo re , r e ta i l e r s have begun imp lemen t i ng new re ta i l mode l s t ha t w i l l ensu re cus tomers have access t o t he r i gh t p roduc t s , a t t he r i gh t p r i ce , a t t he pe r f ec t l oca t i on , exac t l y when t hey need t hem. The l a t t e r has l ead t o t he b i r t h o f au toma ted po in t o f sa l e f o rma ts , wh i ch a re more i n f o rma l l y r e fe r red t o as vend ing mach ines .

Cuisine Convenience

Europe has recogn i zed t he consumer need f o r conven ience and imp lemen ted a va r i e t y o f vend ing mode l s t o accommoda te t he bus t l i ng pub l i c .

“ Le t ’s P i zza ” i s a vend ing mach ine i n I t a l y t ha t c rea tes p i zza f o r t he hung ry cus tomer who doesn ’ t have t ime t o s i t down a t a p i zze r i a bu t wan ts a conven ien t , f r esh mea l . I n app rox ima te l y t h ree m inu tes , t h i s mach ine c rea tes a p i zza f r om sc ra t ch wh i l e i t s cus tomers can l ook on i n amazemen t . The p rocess beg ins w i t h t he c rea t i on o f a p i zza c rus t f r om f l ou r and wa te r. Then , t he app rop r i a te t opp ings a re added based on t he c l i en t ’s se l ec t i on . A l l t he wh i l e , cus tomers can w i t ness t he comp le te p roduc t i on o f t he i r p i zza t h rough a w indow i n t he mach ine . The on - t he -go cus tomer can en joy a ho t p i zza f o r $4 .50 and s t i l l make i t back t o t he o f f i ce w i t h t ime t o spa re . Cu r ren t l y, t he re a re ove r 600 o f t hese un ique conven ience mach ines i n I t a l y. Buon Appe t i t o !

Du r i ng my t r ave l s i n t he Ne the r l ands , I d i s cove red t he i r mos t common food vend ing mach ine , Febo . Th i s vendo r o f cu i s i ne began i n Ams te rdam i n 1941 , o f f e r i ng many l oca l f avo r i t es i n an au toma ted sa le f o rma t . Th i s vend ing se rv i ce p r i des i t se l f on i t s mo t t o , “De Lekke rs te , ” wh i ch t r ans la tes t o “The Tas t i es t . ” Febo i s mos t common l y

known f o r i t s vend ing sys tem, bu t cus tomers can a l so pu rchase hamburge rs , F rench f r i es , and beve rages f r om a sa les assoc ia te a t t he coun te r. The p r ima ry f avo r i t es t ha t Febo f ea tu res i n i t s vend ing mach ines i nc l ude : k roke rs ( a sma l l f r i ed r o l l t ha t con ta i ns mashed po ta toes and /o r m inced mea t ) , f r i kande l l en ( s im i l a r t o a ho t dog ) , hamburge rs , and cheese sou f f l és .

Above : A c l ose r l ook a t Febo , t he Du tch way t o vend .

Many re ta i l e r s o f h i gh t i c ke t i t ems a re choos ing t o o f f e r t he i r me rchand i se i n an au toma ted po in t o f sa l e f o rma t . Vend ing mach ines a l l ow re ta i l e r s t o acc rue l ow rea l es ta te and l abo r cos t s . I n add i t i on , t he i ns tance o f t he f t i s sha rp l y dec reased . He re a re some examp les o f h i gh - t i c ke t r e ta i l e r s t ha t a re t ak i ng advan tage o f t h i s f o rma t .

Audib le Access ib i l i t y

Many t echno logy re ta i l e r s a re choos ing t o se l l t he i r expens i ve merchand i se i n conven ien t l y l oca ted vend ing mach ines . App le cu r ren t l y se l l s iPods and o the r r e l a ted p roduc t s i n vend ing mach ines such as t he one l oca ted a t t he Macy ’s i n H i l l da l e Ma l l i n Mad i son , WI . The mach ine i s s t r a teg i ca l l y l oca ted i n t he Men ’s Depa r tmen t . I n

by: Kimm VanDen Heuvel

Kimm’s Korner

9

The Trending in Vending

add i t i on , Shu re i s an aud io manu fac tu re r t ha t se l l s h i gh -end headphones and o the r me rchand i se i n an au toma ted po in t o f sa l e f o rma t . Shu re headphones range i n p r i ce f r om $119 .99 t o $499 .99 .

Language in a Box

Rose t t a S tone i s one o f t he mos t we l l - known l anguage t u to r i a l s ys tems t ha t has wo rked t o i nc rease sa les by o f f e r i ng i t s p roduc t s i n t he mos t conven ien t p l ace o f a l l…the a i r po r t . Rose t t a S tone se l l s i t s r enowned l anguage sys tem i n r e ta i l s t o res as we l l as k i osks . Mos t r ecen t l y, Rose t t a S tone has p l aced vend ing mach ines i n a i r po r t s t o pu t t he wea ry t r ave le r a t ease . Trave le r s t ha t a ren ’ t r ehea rsed i n t he l anguage o f t he i r des t i na t i on coun t r y can pu rchase t h i s t u t o r i a l and l ea rn t he bas i cs du r i ng t he i r f l i gh t .

Sephora Makes a Sp lash

I n o rde r t o become a f u l l se r v i ce depa r tmen t s t o re , JC Penney pa r t ne red w i t h Sepho ra t o imp lemen t a new concep t─a s to re w i t h i n a s t o re . Sepho ra i s a l ead ing cosme t i c r e ta i l e r, and i t s ven tu re w i t h JC Penney has g i ven bo th r e ta i l e r s a compe t i t i ve edge . Recen t l y, JC Penney has t aken t h i s concep t a s t ep f u r t he r by o f f e r i ng Sepho ra p roduc t s i n vend ing mach ines w i t h i n i t s s t o res t ha t don ’ t f ea tu re a Sepho ra s to re . These mach ines f ea tu re 50 o f Sepho ra ’s bes t - se l l i ng make -up , sk i n ca re , and f r ag rance p roduc t s . These un ique vend ing mach ines a re s i t ua ted i n 20 sma l l JC Penney s to res and w i l l r ema in i n t he t es t phase un t i l Sp r i ng 2010 .

Trousers fo r Trave le rs

Closed Den im has a new p ro to t ype vend ing mach ine t ha t f ea tu res i t s j eans . These au toma ted po in t o f sa l e vend ing mach ines a re p l aced s t r a teg i ca l l y i n a i r po r t s as we l l as i n t r a i n s t a t i ons i n o rde r t o en t i ce t r ave le r s t ha t a re i n need o f c l ean pan t s i n t o buy ing i t s j eans .

Quicks i l ve r = Qu ick F ixWhen you a re pack ing f o r a vaca t i on , you a re bound t o f o rge t some th ing . Now, i f you f o rge t you r ba th i ng su i t , you a re i n l uck ! Qu i cks i l ve r has t eamed up w i t h t he S tanda rd Ho te l cha in , wh i ch has l oca t i ons i n Ho l l ywood , down town Los Ange les , Spa M iam i Beach , and New Yo rk , t o p l ace vend ing mach ines a t t he i r poo l s i des . These vend ing mach ines w i l l f ea tu re a va r i e t y o f ma le and f ema le sw imwear f o r t he t r ave le r t ha t wan ts t o t ake a d i p , bu t neg lec ted t o pack t he i r su i t .

Vend ing Mach ine , MD

Wi th in t he pas t coup le yea rs , p resc r i p t i on d rug vend ing mach ines have been p l aced i n pha rmac ies and c l i n i c s t o p rov i de consumers w i t h r e f i l l conven ience . Once a pa t i en t has rece i ved an i n i t i a l p resc r i p t i on f r om a phys i c i an , t hey can conven ien t l y r e t r i eve re f i l l s f r om a vend ing mach ine . Howeve r, t h i s mode l does no t a l l ow pa t i en t s t o i n t e rac t d i r ec t l y w i t h a pha rmac i s t and ask ques t i ons . A l so , mach ines a re no t exemp t f r om mak ing m is takes . Th i s i s a ve r y i nnova t i ve and conven ien t app roach t o med i c i ne . Howeve r, i t i s impo r tan t t o assess how much conven ience i s t r u l y needed i n da i l y l i f e─espec ia l l y when i t comes t o one ’s hea l t h and we l l be i ng .

I t i s f asc i na t i ng t o obse rve t he changes re ta i l has unde rgone i n o rde r t o accommoda te t he consumer need f o r conven ience . I s t h i s t r end endu r i ng , o r w i l l consumers m iss t he pe rks o f cus tomer se rv i ce? On l y t ime w i l l t e l l .

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the basics of the GMAT by: Andrea Webb

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1. Do you remember your ACT analogies?

LSAT: Law School ::

(A) GRE : Medical School (B) GMAT: Business School (C) MCAT: Business School (D) GMAT: Law School (E) NCLEX: Law School

2. The GMAT (Graduate Management Admissions Test) is a standardized exam required for admission to graduate business programs.

This exam is a computer-adaptive test which means that it adapts to your performance throughout the exam. The exam begins with a question of mid-ranged difficulty. If you answer that question wrong, it gives you a relatively easier question; if you answer it correctly, you are given a relatively harder question. Thus, this exam narrows in on your score very quickly.

One disadvantage to this type of exam is that you cannot skip ques-tions. Since the computer cannot gauge what level of difficulty to give you next until you have answered the current question, it is not possible to go back and review your answers. This means that you must become an educated guesser in situations where you are unsure of an answer.

3. How is the GMAT different than the GRE?

Like the GMAT, the GRE is a standardized test used for admission to graduate programs. However, the GRE is not often used for busi-ness or law school since the GMAT and LSAT are preferred, re-spectively. The GRE has different types of questions, such as ques-tions on vocabulary and analogies, which the GMAT does not have. The GRE also has Subject Tests that test knowledge in a specific area (e.g. psychology, computer science, history, etc), whereas the GMAT does not test specific subject area knowledge.

4. GMAT Scoring

The GMAT is scored out of 800 total points. The average score is typically around 530 and two-thirds of test takers score between 400 and 600. Your GMAT score is good for 5 years!

GMAT Sections

1. Writing

The first portion of the exam is comprised of two 30-minute writing sec-tions that are scored separately from your overall score (out of 800). The first essay is an analysis of an argument. It presents you with an argument and requires you to critique the line of reasoning, underly-ing assumptions, and assess the overall validity of the argument. The second essay is an analysis of an issue. You are given a prompt of a controversial issue and are required to write an essay on the issue using supporting evidence. Your essays are read by two graders and scored on a scale 0 to 6.

2. Quantitative

The quantitative portion of the GMAT is comprised of 37 multiple choice questions to be completed in 75 minutes. These questions require prob-lem solving and cover many topic areas from geometry to probability. The GMAT quantitative portion is unique in that it has “data sufficiency” questions. These questions give you a question followed by two state-ments. That is, given the information provided by the statements, you need to determine what information is sufficient to answer the question. This type of problem may seem complicated at first, but can easily be understood with a little practice. Note: Calculators are not permitted at all during the exam.

3. Verbal

The verbal portion is comprised of 41 multiple choice questions to be completed in 75 minutes. These questions are made up of sentence correction, reading comprehension, and critical reasoning problems. Sentence Correction requires you to use standard English grammar rules and apply them to identify the best expressed sentence. Reading Comprehension is fairly straight forward – read a passage and answer questions. Critical reasoning questions will test your ability to under-stand the construction and assessment of an argument.

TEST TAKING TIPS

- PRACTICE, PRACTICE, PRACTICE!o You will likely improve your score by dedicating sufficient time to studying for this exam.

- Know how to pace yourself!o This can only be achieved through practice.

- Bring food for the breaks! o During designated breaks in the exam eat chocolate or any other high calorie food to keep your energy level up.

- Don’t freak out!o If you come to a question in the exam you can’t figure out, don’t freak out. Take a deep breath, make an educated guess, and move on.

The correct answer to the question above is (B). For more information about taking the GMAT, visit www.mba.com.

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In April of 2007, Nassim Nicholas Taleb released The Black Swan to the world. In this bestseller, the veteran Wall Street trader outlined his beliefs on the nature of random events and uncertainty in the world. According to Taleb, human history is dominated by highly unpredictable events that we somehow explain as predictable after the fact. Such “black swans” include the events of September 11th, the development of the Internet, the Great Depression, and even the rise of Christianity.

The book is unlike most in that it blends philosophy and history, fiction and non-fiction in conveying its message. In general, Taleb says the book attempts to explain how to live in a world we do not understand. Specifically, he uses his theory to critique the financial services system. As both a philosopher and practitioner, Taleb explains how what we do not know is often much more important than what we actually do know. Accepting that we don’t know what we don’t know, he contends, can give us an advantage over people who blindly believe they know what they actually don’t know.

Central to Taleb’s theory are the concepts of what he calls “Mediocristan” and “Extremistan.” Mediocristan is where highly unpredictable events are extremely rare and certain qualities are normally distributed. Things like a population’s height, weight, and daily caloric intake come from Mediocristan. In Mediocristan, no single event can have an extremely disproportionate impact on the collective total of the population.

Extremistan is different. In Extremistan, one single occurrence can have a huge impact on the collective total of the population. For instance, take the average yearly income of a room full of regular people. What happens to the average when Bill Gates walks into the room is the kind of phenomenon Taleb is referring to. Extremistan is where black swans are found and it’s also the world we live in.

Much of the uncertainty in the financial markets has been hidden through the veil of the Gaussian bell curve. When using the Gaussian to predict highly unlikely events, the probabilities of such events are grossly underestimated. In turn, financial models that are built on the Gaussian, such as the Black-Scholes used for option valuation, become inaccurate as well. According to Taleb, financial data and events do not follow a Gaussian distribution at all. Rather, he argues that a better approximation to the probabilities of such events can be found using a power law distribution.

In the book, Taleb made ominous warnings about the growing risk associated with the structure of large interdependent banks

and government institutions like Fannie Mae. He argued that if these institutions were to fail, it could be much more devastating to the country than even the Great Depression, owing to the fact that so many more people own stocks today through their 401(k) retirement plans. In the financial collapse of 2007, the catastrophic market swings Taleb had warned of have come to pass.

Taleb reportedly made millions during the meltdown of the U.S. financial system in 2007 and 2008 and has seemed to have taken this as a vindication of his theories. He has since directed his efforts towards spreading the ideas of his books and advocating for a “Black Swan robust” society that is not vulnerable to such unpredictable events. In order to prevent a crisis like that of 2007 and 2008, he believes that the U.S. financial system should largely be reorganized into a two distinct sectors. The first sector would be one with banks that should be restricted to conservative lending activities and simple investments. The second sector would be made of hedge funds that speculate with large amounts of private money. The banks should be bailed out only in the most dire circumstances and the hedge funds should never be bailed out again.

Taleb’s ideas have given rise to the emergence of “Black Swan” traders like Mark Spitznagel who made millions in 2008 betting against the market and opened a fund last year that’s betting that the U.S. is going to experience hyperinflation in the near future. Spitznagel’s strategy has been to invest in options on commodities like corn, crude oil, and copper, and options on stock of oil drillers and gold miners.

Taleb himself has garnered significantly more attention in recent years as his ideas have spread throughout the business world as well as academia. Outside of finance, Taleb’s ideas have had an influence on people including the writer Malcolm Gladwell and the British Tory leader David Cameron.

In May, The Black Swan will be coming out in a paperback edition with one-hundred additional pages of deeper philosophical material.

The Impact of the Highly Improbable The Black Swan by: Mark Haakenson

Accepting that we don’t know what we don’t know, he

contends, can give us an advantage over people who

blindly believe they know what they actually don’t know.

The banks should be bailed out only in the most dire cir-cumstances and the hedge funds should never be bailed out again.

financial collapse.It comes as no surprise if readers are unfamiliar with the verbiage

thrown around in this proposed plan. Unless one studies finance, terms like proprietary trading, hedge funds and private equity most likely need additional explanation.

Let me start by briefly explaining a hedge fund. Think of these bo-tanical backlogs as a more sophisticated and expensive version of a mutual fund. Hedge funds compile different investments into a portfolio, however, unlike mutual funds they demand a very large illiquid invest-ment. They mainly serve as investment strategies for high worth indi-viduals and companies with the means necessary for this sophisticated investment strategy.

White House Takes Hard Stance To wards Big Bank Proprietary Tradingby: Dalton Shaughnessy

In an attempt to improve the U.S. banking system, the Obama administration has introduced new legislation aimed at restricting proprietary trading in commercial banks. By forcing banks to divest their personal interests in hedge funds and private equity funds this banking reform intends to protect the American investor by eliminating these risky practices. However, Wall Street officials claim this plan fails to mitigate substantial risk in the banking industry.

With what could be one of the most impactful pieces of legislation to hit the banking system since Glass Steagall in the 1930s, The Obama administration has recently introduced legislation that will limit size and scope of the U.S. banking system. Although exact details for this plan remain in question, Wall Street nabobs and free-market politicians have already begun calling this intervention unnecessary and inefficient. The Obama administration hopes to rein in excessive risk taking and pro-tect taxpayers by implementing new restrictions on big banks such as JP Morgan, Goldman Sachs, Credit Su-isse. President Obama first introduced the bill on Jan. 22, 2010, where he stated his intentions to increase regu-lation on hedge and private equity funds involved in proprietary trading. From this public address President Obama said, “[B]anks will no longer be allowed to own, invest or sponsor hedge funds, private equity funds or proprietary trading operations for their own benefit unrelated to serving their own customers,”

This initial agenda has slimmed down to its newer version termed the “Volcker Rule.” Named after Chair-man of the President’s Economic Recovery Advisory, Paul Volcker this rule outlines the same regulations set forth by President Obama with an emphasis on increased proprietary securities and derivatives trading regulations. The plan would also replace the regulatory powers that the Fed has over big banks with the FDIC and a consolidated federal bank-ing regulator.

This plan mirrors the 1932 Glass-Steagall banking regulation by separating commercial bank activities from their Wall Street counter-parts. President Bill Clinton repealed this act in 1999, thus opening com-mercial bank vaults to other financial institutions. With this banking regu-lation, the Obama administration hopes to mitigate risk and avoid future

Words to Know:Hedge Fund: This portfolio of investments uses aggres-sive investing strategies to generate high returns. They are often described as a mutual fund for the extremely rich and relatively knowledgaeable investor. However, these funds are much more loosly regulated.

Private Equity: Investments are made to reconstruct pri-vate companies or to buyout public companies and delist their public equity. This long term investment strategy de-mands high amounts of debt and industry knowledge but can produce a large pay-off.

White House Takes Hard Stance To wards Big Bank Proprietary TradingTraditionally hedge funds have been the safe place for investors

to steadily accrue their fortunes. Just as the name suggests, these funds hedge risk, making them a more consistent investment strategy. These funds have transitioned to employ aggressive investment strate-gies through leveraged, long, short and derivative positions to produce high risk, high return, investment portfolios. Due to their loose regulation, hedge funds can more easily conduct speculative trading with unknown effects on an investors assets as well as the overall economy.

Unlike hedge funds, private equity invests in long term tangible

assets that cannot lose their value due to swings in the market. These firms invest in ailing private companies using large amounts of debt. After the company undergoes substantial restructuring the firm will sell off the company for more than their purchase price. Similarly, a private equity venture may buy out an existing public company, delist its public equity and make a profit through acquisition of the companies’ assets.

Although these financial institutions generally exist as private in-vestment partnerships, many large banks possess their own hedge and private equity funds. These banks use their portfolios to trade for person-al benefit in an action known as proprietary trading. The new legislation focuses on eliminating or at least limiting the extent to which banks can conduct this internal trading activity.

Banks may sometimes conceal the amount of proprietary trading they conduct since it can produce volatile profits that reflect poorly on the

bank. This causes concern for investors and regulators who dislike banks exposing their customers’ investments to unnecessary risk.

Many industry professionals argue that interbank trading improves a firm’s liquidity, which facilitates deals with clients. From this perspective, many bankers claim that proprietary trading does benefit customers and therefore has a legitimate place in the banking system. Although banks remain hesitant to such legislation, analysts continue to give mixed messages about the plan’s economic implications. Gold-man Sachs, foremost opponent to the proposed regulation, reported to

the Federal Banking Committee that it stands to see a 10 percent nega-tive impact on net revenues if the plan passes. According to Bloomberg, the top five banks affected by the legislation projected $13 billion in lost revenue.

In contrast, big players in the hedge fund industry stands to benefit from this increased bank regulation. This new legislation would force the hedge fund industry to restructure around its most prominent funds in-stead of around banks. Banks such as Credit Suisse, JP Morgan and BNY Mellon will no longer have the ability to “seed” new funds with nec-essary start-up capital. This will ultimately demand firms like D.E. Shaw to step-up and fill this role.

In addition to improved market positioning, bigger hedge funds stand to acquire new employees and investments jettisoned from banks diverg-ing their assets. In this uncertain restructuring period, fund managers foresee an opportunity in momentary market volatility by capitalizing on increased investor returns and liquidity premiums.

But don’t give-up your dream to work at the prop desk just yet. Most political analysts say the Volcker Rule has little chance of passing through the Senate untouched. With the recent election of Republican Scott Brown, financial reform legislation would require republican support to pass such banking reform.

However, notable supporters have recently stated support for such banking reform. A spokeswoman for the Senate Banking Committee Chair Chris Dodd told reporters that Dodd fully supports this bill and in-tends to give it serious considerations. The U.S. Department of Treasury has also supported “mandatory limits” on banks trading within their own accounts.

Although this plan will impose regulations to protect the American-in-vestor, in no way does it represent a financial panacea. Equity and hedge funds contribute minimally to the systemic risk present in the market place and simply separating commercial banking and proprietary trading will not guarantee financial stability.

Proprietary Trading: A process by which, banks in-vest for their own gain as opposed to their customer’s. By investing in hedge funds and private equity, many claim proprietary trading creates unnecessary risk and volatility within an already weakened economy.

Paul Volcker: The Chair of the President’s Economic Recovery Advisory Board and former chairman of the Fed. Since the financial crisis he has called for increased re-straint of big banks to eliminate risky activities such as pro-prietary trading.

“We believe that rather than merely authorize regulators to take action, we should impose mandatory limits on proprietary trading by banks and bank holding companies”

-Statement from the U.S. Department of Treasury

“Banks will no longer be allowed to own, in-vest or sponsor hedge funds, private equity funds or proprietary trading operations for their own benefit unrelated to serving their customers”

-President Barack Obama

Information current as of March 20, 2010.The Economist Vol. 394 Number 8667 Bloomberg Bradley Keoun

Hedge Fund review-Joanne Harris

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What skeptics are most concerned about

delta sigma pi ΔΣΠ

returns to campus by: Belle Lin

Over a year in the making, March 13, 2010 marked a histor-ic date for the Wisconsin School of Business. More than 150 guests from around the nation arrived in Madison to celebrate the granting of a chapter charter to the professional business fra-ternity Delta Sigma Pi. Delta Sigma Pi, which has been inactive on campus since 1995, took its first steps toward reac-tivation over a year ago. Since then, 63 Wisconsin School of Business students have formed the founding class and have been working together to bring the frater-nity back to campus. Sophomore Lisa Rosen-blum, a founding class member, was a recipient of the Wiscontrepreneur scholarship for her entre-preneurial efforts in re-instating Delta Sigma Pi on campus. “Since I had the opportunity to help start Delta Sigma Pi up, we had to go through the process of what entrepreneurs would do when they start up a business…I related each piece of Delta Sig-ma Pi back to starting up a busi-ness,” Rosenblum said. Delta Sigma Pi itself, Rosen-blum said, plays a huge role in the School of Business by help-

ing students connect and learn from one another to better their academics and the community. This spring marks the first se-mester that the Psi Chapter of Delta Sigma Pi will again play an active role on campus by en-couraging the study of business and offering lifelong career networking/internship opportu-nities, corporate partnerships, leadership development, schol-arships, and community service opportunities. Delta Sigma Pi has chapters across the na-tion dedicated to enhancing its members’ opportunities for pro-fessional advancement. President Cody Candee, a ju-nior majoring in finance and MHR, said Delta Sigma Pi contributes to the Wisconsin School of Business in other, in-tangible ways as well.

“We’ll help our members de-velop professional skills and help them with job placement- which will help the business school to have a better quality of students. We’ll give them ex-perience they can’t get in the classroom,” Candee said.

For more information on Delta Sigma Pi or how to get involved, visit www.dspnet.org or email cody@uwdsp.com.

Brothers of the UW Psi Chapter convened for a celebratory photo the night of the re-installation banquet (Above).

At the LEAD (Leader-ship and Excellence Academies for Deltasigs) conference in St. Louis, UW Delta Sigma Pi brothers posed in front of the Gateway Arch (Left).

A group of UW Deltasigs gathered for a game of flag football this fall while petitioning to become re-chartered on campus (Right).

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Professor Research Overview by: George Ryan

Joann PeckAssociate ProfessorMarketing

“Very broadly, my research involves consumer information processing. Within this wider domain my primary research interest is haptic perception (touch with the hands).

I explore how individual factors, product factors and situational factors interact to impact a person’s motivation to touch prior to purchase.

Besides touching for information, consumers also touch because they enjoy the sensory feedback that touch provides (imagine stroking a soft sweater). I have found that this experiential or sensory touch also has interesting effects. For example, in one study people who were able to touch (versus not touch) felt more ownership of an object and were also willing to pay more for the object.

I also examine how to compensate people for touch when it is unavailable such as when shopping on-line.”

As an undergraduate business student attending a major research university, I think that for many of us there is a disconnect between professors and students in regards to the re-search that professors conduct.

UW-Madison, currently third among American public universities for research expenditures, receives millions of dollars to perform research to provide new information and data in specialized areas. In the School of Business, these specialized areas include in-depth research on finance, marketing, real estate, and several other areas. The funding, together with the knowledge and effort of Wisconsin professors, has produced great results. For example, the marketing department at Wisconsin was recently rated second in the United States for its research productivity. Also, professors at UW-Madison are routinely asked to provide comments for publications such as Business Week and various scholarly journals. In an effort to reach out to students, several faculty members participate in a faculty seminar series called “Rays of Re-search” that is open for students to attend. Past presenters have included Real Estate Professor Abdullah Yavas on the subject of asset characteristics and boom and bust periods and Accounting Associate Professor Holly Skaife discussing issues in international financial reporting. I highly recommend these opportunities to students and suggest they attend future presentations of “Rays of Research” to learn more about professors’ research here at UW. This feature attempts to lessen some of the perceived disconnect and promote the b.Line’s mission of enhancing the culture of the undergraduate business community.

These excerpts are in the words of some of our own School of Business professors and provide only a sampling of the wealth of knowledge and opportunity that exists right here at UW-Madison.

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Phillip H. KimAssistant ProfessorManagement and Human Resources

“I study entrepreneurs. I’m interested in why people start businesses (instead of working for someone else) and what qualifications, especially in terms of their experience, prepare founders to succeed in their entrepreneurial en-deavors.

My research bridges macro- and micro-level explanations of entrepreneurship along societal, institu-tional, and political dimensions. For example, I am interested in whether regulations and social policy influence people in the types of businesses they start. I also investigate how founders draw support from their broader social network and whether these combinations of resources bear fruit in the start-up process. My work also examines differences in these explanations cross-nationally, both in developed and emerging economies. Many of these research projects have links to discussions in the entrepreneurship classes I teach at the Business School. Most students wrestle with the decision to start their own businesses, while some actually take action on their entrepreneurial interests. In both cases, I am able to integrate my research findings as I advise and teach my students. Some research findings:

1) Although people are less likely to start businesses in industrialized countries with stronger social safety nets (e.g. Sweden), the people who do start businesses in these countries are more likely to start knowledge-intensive businesses, compared to people in countries without strong social protection (e.g., United States).

2) People are more likely to start businesses in emerging economies with weak regulatory systems, especially if social trust within these countries is strong.

3) Founders who solicit support from those whose role relations are aligned with the requested tasks are more likely to persist in starting their businesses.”

David A. SchweidelAssistant ProfessorMarketing

“My research focuses on customer relationship management. Using databases that contain information on customers’ purchase and subscription histories, I de-velop quantitative models to forecast customers’ future actions and relate this to the value that customers represent to a firm.

Based on predictions of future behavior and customer value, we can derive estimates for the return on market-ing investments and make recommendations for targeting customers selectively based on their actions to date. While companies often rely on heuristics for customer targeting,

I’ve found that simple rules of thumb may be misleading. For example, in studying subscribers of a cable television provider, we’ve seen that customers subscribing to only basic services were more valuable than customers subscribing to some premium services.”

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Status update: Internet users in the United States spend more time on Facebook on average than on Google, Yahoo, YouTube, Microsoft, Wikipedia, and Amazon combined. According to research done by Nielsen, consumers spend more time on Facebook than on any other website. Facebook, along with other social networking sites, such as LinkedIn and Twitter, seem to have taken over people’s lives. For many people, it seems almost impossible to go online without checking at least one social networking site. These social networking sites are completely changing the way people communicate and share information, even in the business world. Social networking has created great opportunities for companies and their marketers. It has opened up new channels and brought about new ways for companies to reach consumers. But simply creating a Facebook or Twitter account does not create a successful social media campaign. Companies who use social media effectively do much more than simply making a presence on these social networking sites. Burger King, for example, has had lots of success with its use of social media. Take its Whopper Sacrifice Facebook application for example. When someone deletes 10 friends from its friend list, he receives a coupon towards his next Burger King Whopper. Each time a friend is deleted, there is a message sent to the news feed saying that a friend has been sacrificed for a Whopper. Although this application may seem silly, it has proven extremely successful for Burger King. Burger King found that many consumers have too many Facebook friends and was able to use this information to create an application to help consumers solve this problem. This strategy of promoting your brand to help consumers solve a problem has proven to be a very successful strategy in social media campaigns. In order for companies to be successful on social networking sites, they must try and find a way, like Burger King, to create value for consumers.

Internet users in the United States spend more time on Facebook on average than on Google, Yahoo, YouTube, Microsoft, Wikipedia, and Amazon combined.

One thing that frustrates marketers about social media campaigns is that it is often difficult to measure the return on investment (ROI) because this marketing tool is relatively new. Compared to traditional marketing channels, such as television, where companies like Nielsen have done research to make it easy for companies to measure their ROI, social media is so new that research behind measuring ROI is not well established. As social media becomes increasingly popular with marketers, we should expect to see more research being done in this area.

Students need to monitor their social networking activities and make sure that they are conveying themselves as responsible professionals.

Marketers are not the only people in companies that have been impacted by the social media craze. Recruiting and hiring processes have also started to take advantage of social networking sites. According to a survey conducted by CareerBuilder.com, 45% of employers are using social networking sites to screen job candidates. What’s even more shocking is that the survey found that 35% of employers have found content on social networking sites that caused them to not hire a candidate. This shows that companies are taking a candidate’s social networking activities very seriously. Students need to monitor their social networking activities and make sure that they are conveying themselves as responsible professionals. Social media has taken over our society by storm. It has created a completely new way for people to communicate and interact with each other. This movement brought about a lot of opportunity for businesses to interact and communicate with consumers in ways that they never could have before. It is also helping recruiters from companies gather more information on their potential employees. With everything that has been done in the social media realm in the past few years, I’m sure we will be in for many more surprises in the future.

Social Media & Businessby: Scott Schoenwaelder

Alpha Kappa Psi

STUDENT ORGANIZATION HIGHLIGHT:

by: Katie Chin

“The premier developer of principled business leaders”

What is Alpha Kappa Psi?

Alpha Kappa Psi is an international co-ed business fraternity focused on business professionalism. Founded in 1904, on the New York University campus, Alpha Kappa Psi has grown into more than 300 chapters, including the Alpha Mu chapter here at UW-Madison. The fraternity focuses its attention in 3 main areas: brotherhood, community service, and professionalism. With over 12 events, plus bi-weekly chapter meetings each semester, the entire fraternity is able to bond and become closer as brothers. Last semester alone, Alpha Kappa Psi members participated in 1500 hours of community service. Members are involved in service projects benefiting the Ronald McDonald House, the Arboretum, Madison area middle schools, and other non-profits. Alpha Kappa Psi works closely with the Business Career Center to perfect professional etiquette used during private social events and dinners hosted by recruiters. Professionalism is also learned firsthand through the many leadership positions offered by the fraternity. These positions teach the members of Alpha Kappa Psi how to manage their contacts, speak to small and large companies, and how to work in the professional world.

Networking Opportunities

Alpha Kappa Psi offers many networking opportunities to its members. Working closely with the annual corporate sponsors, the fraternity brings in speakers and recruiters reserved for members only. The fraternity also travels to Chicago in the fall and Minneapolis in the spring. During these trips, the group tours large corporate offices and gets the chance to meet with head executives and CEO’s of these corporations. There are also networking opportunities within the Alpha Kappa Psi on a national level. Each year, regional and national conferences allow members to connect with brothers from other universities to create connections for the future.

How You Can Join

Rush for all majors begins at the beginning of each semester with a full calendar of rush events. Students are encouraged to visit http://www.badgerakpsi.com/ to see a full calendar of events under the “Join AKPsi” tab. Students are also able to contact Greg Buckner, Alpha Kappa Psi President, with any questions at gbuckner@wisc.edu.

“Outside of the classroom, AKPsi has been the most valuable opportunity I’ve had here at Madison” -Greg Buckner, President of AKPsi

20

On February 24, 2009, Barack Obama stated in his address to Congress, “In a global economy where the most valuable skill you can sell is your knowledge, a good education is no longer just a pathway to opportunity – it is a pre-requisite.” I could not agree more. However, since it is a prerequisite, it is simply not enough to include that you graduated from college and have a bachelor’s degree on your resume. Even if it is a very reputable school, like ours, many times you need more to score that great job you want right out of college. A college education is to a job as having vision is to a driver’s license. You can’t get a driver’s license without vision, but just because you have vision does not guarantee you a license. You need extended knowledge of the driving rules and regulations and actual driving practice.

Many companies determine if you have this extended knowledge and experience in your field by looking at leadership positions, internship experience, and volunteering or community involvement. Many students place extra emphasis on having one or more internships before they graduate. Unfortunately, with our current economic situation, there are less internship opportunities available these days. For instance, Aaron Kiersh, a writer for Columbia Spectator a well-recognized college newspaper in New York City, states in his article, “While some companies consider students to be low-cost alternatives to salaried workers, most view internship programs as unnecessary expenses in a time of major revenue losses.” This has caused the available internships to be met with fierce competition. Many students, including myself, are getting frustrated. I have been interviewing until my face is blue to no avail.

Of course, I knew how important it was to have experience, so I

turned to a source that many students are unfamiliar

with: an internship with a nonprofit organization.

Many students i m m e d i a t e l y

turn away from these

opportunities once they hear the dreaded word: unpaid. But these internships offer several benefits that will not only help you build your resume, but also will help you become better within your desired field.

I started at Madison Children’s Museum in January 2010 as a development intern. Within my position, I obtain donations and support for the museum by helping with fundraisers, getting in-kind donations, and obtaining grant money for various programs. Although I have only worked there for a month, I already really enjoy it and look forward to going to work every day. These are the benefits I have discovered in this often-untapped resource:

Working with truly committed employeesThe thing I like most about working at Madison Children’s Museum is the people. I have never seen people so dedicated to a vision. Every employee is motivated not by pay, but by passion to help improve the community and educate children. Since every employee believes the mission of the organization is very important, no one is solely concerned about his or her own success. Everyone works as a team and is more than willing to take time to teach me new concepts and increase my knowledge on how to succeed in the business world.

I am an integral part of the organizationMy training included a one-day overview of my daily roles and a one-hour orientation. Since then, my supervisors have given me assignments that a regular employee would do. For instance, I am completing my first grant application that is crucial for one of the museum’s programs to be able to operate for an entire year. This may seem intimidating, but I am learning what it will be like to work in an actual job, and I am gaining confidence that will help me in my job after college. Plus, I always have people nearby to help if needed. I have learned so much from this internship in just a month!

I have flexible hoursThis is crucial for any student. Madison Children’s Museum works around my schedule and realizes that school is just as important as the internship. I get to make my own schedule as long as I work a certain amount of hours per week.

You are bettering the community while bettering yourselfIt feels great to know I am helping children and their families while learning valuable career and life skills. It keeps me motivated to do the best I can every day at work.

I must add, however, that even though it is a great opportunity, a non-paying internship may just not be possible for some students. Sometimes it is challenging because I still have to work at my other jobs just as much, while fitting 10 more hours into my already busy schedule for this internship. But for me, it is more than worth it and if a student has the time, economic resources, or simply can’t find a paid internship, I would highly recommend looking into these internships.

Now, some of you may be wondering what it is like to work for a nonprofit organization after graduation. To answer this, I asked some employees at several very reputable organizations: Madison Children’s Museum, Madison School and Community Recreation (MSCR), and United Way.

by: Cassandra Larrabee

Left: The new Madison Children's Museum will have their grand opening on August 14, 2010. Come join us for a day of fun and games!

An Often Untapped Resource to a Better Future

Here are the questions and their answers:

According to you, what are some benefits of working at a nonprofit organization?

Jennifer J Collins, Director of Development & External Relations at Madison Children’s Museum: I think some, but certainly not all, nonprofits can be more family-friendly and flexible about work schedules. Now, I work from 8 AM - 4 PM so I can be more available to my kids for after-school activities. Nonprofits also attract some very interesting people. The belief in the mission really brings together a wonderful team of people.

Galen Berkowitz, After-School Program Assistant and Volunteer Coordinator of MSCR: One of the benefits of working in this sector is the freedom it provides. While the goal of my nonprofit is to assist students through an after-school program, there is flexibility in how we accomplish this. The work environment is very laid back and my coworkers are an amazing group of people. Also, working in this sector has allowed me to meet people from many different populations that I would otherwise not come in contact with. Lastly, working in a nonprofit organization will give me leverage when applying for graduate school next fall.

Sandy Morales, Marketing Outreach Coordinator of United Way: In my role, every day is different as far as projects to work on and there is always an opportunity to learn… but I get an even better feeling when my work helps someone make their life better through job education programs, Schools of Hope tutoring help, and respite care for elderly loved ones.

What are some challenges that occur when working at a nonprofit organization?

Jennifer Collins: Raising money for a nonprofit is very challenging work. It can be frustrating, and you must have thick skin to hear so many “no’s.” It is also a job that is never done. There is never enough money. Supervisors have to be creative about keeping staff motivated because the money is never there to really pay people what they are worth.

Galen Berkowitz: The challenge of working in the nonprofit sector involves money, both on a personal level and with the program I work with. You do not work in the nonprofit sector to get rich. The budget for the program I work for is always stretched thin and what we want to do with the program is often limited by money.

Sandy Morales: The economy has been challenging to all nonprofits and our community. This just means we have to work harder to make sure people that need the most help are getting it whether that is through awareness of United Way 2-1-1 help line or by helping our nonprofits mobilize volunteers effectively to do our work more efficiently.

Whether considering an internship or a full-time job, nonprofit organizations are definitely an area to look into. Granted, if you are out to make as much money as possible, they are not the way to go. But if you want to work for a great cause, improve the community, and work with a great group of people who believe in that cause, working in a nonprofit may just be what you’re looking for! Just like Dr. Seuss says, “Unless someone like you cares a whole awful lot, nothing is going to get better.”

Learn More About These Reputable Organizations!

Madison Children’s Museum (MCM): MCM’s mission is to connect children with their families, their communities, and the

world beyond through discovery learning and creative play. Exhibits and educational programs create multi-disciplinary, hands-

on experiences that integrate six core competencies: arts, culture, science, health, civic engagement, and early learning. The

new museum will open in August 2010. Volunteers and donors can use the website MadisonChildrensMuseum.org for more

information.

MSCR: The organization is a non-profit connected to the Madison School District, which organizes educational and

recreational programs for students when they are not at school. Volunteers are needed in the after-school program

at Leopold to assist program staff and tutor students in literacy and math. Please contact Galen Berkowitz at galen.

berkowitz@gmail.com.

United Way: United Way forges strong partnerships, focuses resources and unites the community to produce mea-

surable results on the issues affecting Dane County. We do this by creating real, long-term solutions through the

Agenda for Change, the seven most critical goals identified by our community. People can learn more about United

Way and how to volunteer by visiting our website at www.unitedwaydanecounty.org

Whether it’s tutoring a young child, performing home chores for an elderly person or providing case

management to a family at risk of homelessness, you can literally change people’s lives for the

better by volunteering.

Frustrated because you can’t

get into Grainger after hours? In order to gain access to the building

after hours and to the undergraduate lounge, business students can submit

a request online. You must have the new Wiscard ID (issued after July 2008). Go to

https://secure.bus.wisc.edu/buildingrequest/ to submit your request.

Grainger Hall Hours: Monday - Thursday: 7 am to 9 pm

Friday: 7 am to 7 pm Saturday: 9 am to 6 pm Sunday: Noon to 7 pm

24

isconsin Business Student

Collaborative (WBSC)

The

Formed to replace the UBLC, the WBSC now serves as the new voice of the undergraduate student body

by: Belle Lin

Nine months in the making, the Wisconsin Business Student Col-laborative (WBSC) was founded by seniors Matthew Beemsterboer and Joe Antolik to replace the Undergraduate Business Leadership Council (UBLC) as the School of Business’s new student govern-ment. Aimed at creating a more unified voice in the School of Busi-ness, the WBSC is currently working with the Accenture Leadership Center (ALC) to bring various student organizations together.

According to Beemsterboer, the WBSC will eventually hold a role separate from the one the ALC is temporarily holding. “In the future, all student organizations will be led under the WBSC, while the ALC will focus on developing leadership,” he said.

Created with the mindset of reestablishing a “stale brand,” Beem-sterboer says the WBSC has the potential to affect change where the UBLC did not. Its power in these beginning stages however, is limited and requires assistance from the administration.

“One day the WBSC will be able to run anything the students want to do in the business school,” Beemsterboer said. “All the student organizations will work toward a common goal. I see the WBSC functioning as a body of students. If someone has a problem, we can have that problem completely fixed without the administration.”

With a working constitution already in place, the structure of the WBSC is composed of two elected representatives from the pre-business to senior classes, and an executive board composed of a president and three vice presidents.

The election process, according to Beemsterboer, was crafted to ensure that students involved in the WBSC were committed to its cause. Another of its goals, says Beemsterboer, is to rid the school of the “Grainger High stereotype.”

“I want the business school to be more united overall,” he said. “I’ve personally developed a massive network of people from my busi-ness classes. We can get a network of students built up, working toward the same goal.”

In the long term, Beemsterboer also envisions the WBSC helping to develop tracks to assist undecided students in picking their majors.

“We can tailor these programs together and work more in harmony with students,” Beemsterboer said. “The WBSC has an overarching unifying theme.”

For more information on the WBSC or simply to give your comments or concerns, visit your representatives’ office hours, currently being held in the Undergraduate Lounge (1290 Grainger Hall).

Meet Your Elected Office Holders:

From left to right: Meg Hickey, Danny Jacker, Jason Moore, Peter Hoe-schele, David Haerterich, Matt Beemsterboer, Joe Antolik, Mark Buchholtz, Ricky Vargas, Cody Candee, and Belle Lin. Not pictured: Boan Sianipar.

Come To Office Hours in the

Undergraduate Lounge:

EXECUTIVE BOARD MEMBERS:President: Matt Beemsterboer- M 12:15-1, Tu 12-1, W 12:15-1, Th 12-1, F 11:45-1:15VP-Administration: Joe Antolik- M 7-8 p.m., and by requestVP-Finance: Cody Candee- Th 1:30-4:30VP-Programming: Meg Hickey- Tu 2:15-4:15, W 2:25-3:25

REPRESENTATIVES: Pre-Business: Belle Lin- Tu/Th 3-4, Jason Moore- M 1-2, W 2-3Sophomore: Peter Hoeschele- Tu/Th 2-3, Boan Sianipar- M/W 12:30-2Junior: Danny Jacker- Tu/Th 4:30-5:30, Ricky Vargas- Tu/Th 11:50-12:50Senior: Mark Buchholtz- W 2-4, David Haerterich- M/W 10-11

by: Tim Fehling

A film originates from a single idea or story and expands using creative talent such as screenwriters, directors, actors and musicians. But no matter how brilliant or original an idea may be, chances are it won’t go anywhere without the support of the film industry’s backbone – the financial business. A one-page spread isn’t nearly enough to cover the vastness of this topic, so we’ll focus on some of the most useful and interesting areas to get familiar with.

How does the movie-making process begin?Anyone with a creative idea usually searches for an agent to represent him to a producer. Or, if they have already established a network of influential contacts, they can present it directly to a producer. If the producer is convinced of its potential, he will present it to a studio (e.g., Warner Bros.). The studio executives simply want something that will reel in the masses and keep them coming back for more. If they agree with the producer, they give him the highly-sought, rarely received, green light.

Where does a film’s budget come from?Often, when the producer presents an idea to the studio, he will have collected a rough budget to prove his commitment. Further along a project’s process, finances come primarily from the studio. Also, some state governments, such as New York, provide cost subsidies to help increase tourism and promote its location through a film.

Business positions in the film industry

Executive Producer – Oversees the entire production process, keeps a close eye on the budget at all times, and protects the studio’s investment.

Agents – Work for commissions and are usually freelance. They primarily represent actors, musicians, and/or writers. And they have excellent interpersonal skills (think back to your General Business 300 presentations if this position interests you).

Production Accountants –Like any accountants, they manage budgets, cash flows, and financial statements. However, this type of accountant requires exceptional communication skills because they often work closely with the producers and production managers.

Marketing Managers – Develop a marketing mix, identify the target audience, and forecast demand. They then prepare a marketing plan, including key release and promotion dates, and often visit the filming sites to get ideas for shots or images to use in campaigns.

Promotion Managers – Need to have unlimited creativity and flexibility. They receive a large chunk of the budget and use it for preparing theatrical trailers, TV spots, official websites, online advertising, press releases in newspapers and magazines, press junkets (one-on-one interviews between reporters and the movie stars), and a pre-release bombardment of billboards, posters, and pictures you sometimes see on the sides of buses or bus stops. And because every movie differs, a new marketing strategy and plan must be prepared each time.

Business In Blockbusters

Some advice for those interested in pursuing the film industry• You’ve got to be risk-seeking, not risk-averse. The industry

constantly fluctuates and evolves.• A degree in Film or Communication Arts can be beneficial,

but it isn’t necessary. The key is getting involved with creative extracurricular activities now and gaining experience once you’re in the Los Angeles area.

• However, to pursue one of the positions above, a degree in Business Administration is preferable.

• You must have interpersonal skills and be cooperative. You must also be able to take criticism.

• Competition is vigorous. Be willing to work for low-pay if you want to start climbing the ladder.

• Self-motivation. Ultimately, it’s up to you. How badly do you want it?

25

Top 10 Reasons Not to

Graduate

in 4 Years by: b.Line staff

10. Staying in school one more year makes you seem smarter.

9. Every day is still “Casual Friday.”

8. Your boss won’t schedule around your spring break plans.

7. Law students go to school for an average of seven years, so you’re technically 5/7ths of the way to being a lawyer.

6. The real world doesn’t accept Campus Cash.

5. Not showering for two days is still acceptable.

4. Nobody likes a quitter.

3. Current job market…self explanatory.

2. You don’t have to watch Badger football from your couch.

1. It’s Impossible!26

CRYPTATIONCrack the code by figuring out the following quote. Each letter represents a different letter of the alphabet.

Figure out the words by the placement or prevalence of letter and punctuation. Each letter corresponds to only one other letter.

If M stands for B, B does NOT necessarily stand for M.

For example, “HOLPPF LQ WTHNDMHH” would be “SCHOOL OF BUSINESS.”

Hints

K stands for FQ stands for L

“BIXFUXVIVT AKKIYF- - XIF TFYAXSFE IY UX-FAQQUSAXBA- - UT FEA MAO FI VXQIBMUXS IVY JIFAXFULQ.” -GUXTFIX BEVYBEUQQ

DO YOU KNOW…

The four colors of the letters in the eBay logo? The names of the two men who founded Google? What side of the Apple logo has a bite mark in it? The popular animal associated with Coca-Cola? The name of the first car made by Henry Ford? The name of the female M&M’s character? The name of Burger King in Australia? The parent company of Hollister? The sounds that Rice Krispies make? The first animated Disney film?

Horizontal Clues:

1. City where Target was foundedUnited States Vice-President

2. Online system at UW-Madison that allows one to search for jobs and internships

3. Each year, kids in North America spend nearly a half billion dollars on this product

4. Tablet computer developed by Apple

5. Revenues less expenses

6. Official currency of the European Union

7. American publishing and media company

Vertical Clues:

1. Wisconsin School of Business faculty member recognized as one of the nation’s 100 most influential people in finance

2. Combination of “American” and “Track”

3. Originally called “Jerry and David’s Guide to the World Wide Web”

4. Nike slogan

5. Founder of Wal-Mart

6. Economic systems are mechanisms through which people regulate these types of resources

7. Business entity created and owned by two or more people

1. Red, blue, yellow, green2. Larry Page & Sergey Brin3. Right side4. Polar bear5. Model T6. Ms. Green7. Hungry Jack’s8. Abercrombie & Fitch9. Snap, Crackle, Pop10. Snow White and the Seven Dwarves

“CONTINUOUS EFFORT- - NOT STRENGTH OR INTELLIGENCE- - IS THE KEY TO UNLOCKING OUR POTENTIAL.” -Winston Churchill

for your entertainment

27

by: Paige Spaulding

1.

2.

3. 4.

5.

6.

7.

1.

3.

4.

5.

6.

2.

7.

H1. MINNEAPOLIS 2. JOE BIDEN3. BUCKYNET 4. GUM 5. iPAD 6. NET INCOME 7. EURO 8. FORBES V1. RITTENBERG 2.AMTRAK3. YAHOO 4. JUST DO IT 5. SAM WALTON

6. SCARCE 7. PARTNERSHIP

28

ACTUARIAL

SCIENCEthe se

cret lif

e of

majors

by: Lin Weeks

The first thing you need to know about Actuarial Science majors is that they probably have a split personality.

Or they’re hearing voices.

Or they have a secret life.

Think about it. Ed Norton in “Fight Club” worked with risk management in the auto industry. Bob Parr in “The Incredibles” moonlighted as an in-surance agent, helping little old ladies settle claims. In “Memento,” Guy Pierce plays Leonard, the ex-insurance investigator with anterograde amnesia. And when Jim Carey played a man who was actually the main character in the world’s longest-running hidden-camera television show, Truman Burbank just happened to work in insurance.

But it’s not all of them, right?

After I noticed the trend last year, I asked my inseparable roommates, Kevin, who was thinking about a Marketing major, and James, who was at the time applying for business school as an Actuarial Science major, why they thought the profession gets such rough treatment in current

cinema. At the time, they were both as puzzled as I.

“I don’t know,” James said. “It seems like Hollywood execs just have a huge problem with the insurance industry. They really enjoy beating up on members of the field.”

Kevin concurred. “I doubt there’s any real reason for it. It’s probably just some big coincidence. There’s nothing to it, I bet.”

Eventually, I forgot about it. But this year, James, now accepted into his chosen major, re-raised the issue while we were watching “Groundhog Day” on TV. He was a bit angrier about it.

“Well, it’s clear now,” he said, volume rising. “The probability rate is just too high for it to be coincidence. Movie producers identify risk, see opportunity to bash on a small, unloved career choice and implement the risk in the form of psychotic actuary characters. And the effect on our field is catastrophic.

“Look, I’m not saying I wouldn’t take the same opportunity if I were a Hollywood exec, but I could give you a three point estimate about dam-ages to box office sales due to disgruntled risk management professionals, and the maximum estimate is still tolerable.”

I tracked down Kevin to see what he thought. “Look,” he said, “There’s no reason to quantify everything like that. Coincidences exist. Probability and statistics can’t account for everything.”

True, I thought. But still, I wondered whether this disagreement would affect Kevin and James’s friendship. I hadn’t seen them to-gether recently. Apparently not – when I asked James what he was doing later that night, he replied that they both were initiating a new recruit for a club he was in.

“Do I know him? What’s his name?” I asked. “Hopefully you guys aren’t going to be too hard on him.”“I wouldn’t worry about if I were you,” said James. “The risk impact is high, but we have a pretty good mitigation plan. You’d probably recognize the guy if you saw him.”

It was about that time that I noticed that I’d never seen James and Kevin together.

Their schedules are staggered. They share a room.

The second thing you need to know about Actuarial Science ma-jors is that they probably have a split personality. “His name,” said James, “Is Robert Paulson.”

meet the b.LinersIf you are interested in joining

the b.Line team e-mail bLinemagazine@gmail.com

Back Row Left to Right:

Yifei Liu: Graduate Student; Journalism; Designer & Photographer

Lin Weeks: Sophomore; Finance & Marketing; Writer

Jaime Horak: Junior; Retail & Material Cultures Certificate; Designer

Scott Schoenwaelder: Senior; Marketing; Writing Director & Event Planner

Mark Haakenson: Junior; Finance & Accounting; Writer & Designer

Kate Large: Senior; Political Science & Certificate in Business; Writer

Noah Lepro: Senior; Marketing; Writer & Market Researcher

Jaci Simonet: Sophomore; Marketing & Communication; Design Director & Marketer

Cristina Barrera: Sophomore; Marketing & International Business; Alumni Relations Coordinator

Middle Row Left to Right:

Stephen Phillips: Freshman, Undecided (Business); Marketer

Kimm VanDen Heuvel: Senior; Retail & Italian; Director of Marketing & External Relations

Jacqueline Sharpee: Sophomore; Marketing & Management and Human Resources; Designer

Paige Spaulding: Sophomore; Marketing; Writer & Marketer

Katie Chin: Sophomore; Marketing & French; Writer & Marketer

Belle Lin: Freshman; Marketing & Management and Human Resources; Writer, Designer, & Marketer

Front Row Left to Right:

Emma Cartwright: Junior; Marketing; Bulletin Board Desginer & Marketer

Haley Selch: Freshman; Marketing; Writer

Cassandra Larrabee: Senior; Marketing & Spanish; Writer, Secretary, & Fund-ing Director

Andrea Webb: Senior; International Buisness & Marketing; President

Not Pictured:

Katie Burns: Senior; English Literature & Certificate in Business; Writer, Editor, Designer

Puja Chaudhary: Junior; Marketing, Specialization in Supply Chain Manage-ment; Executive Editor

Carly Ettinger: Sophomore; Journalism, Political Science, & Certificate in Buis-ness; Writer

Monica Haacker: Sophomore; Management and Human Resources; Designer

George Ryan: Junior; Real Estste & Urban Land Economics; Finance Director

Dalton Shaughnessy: Sophomore; Finance Investment and Banking & Real Estate; Writer, Editor, & Designer

The b.Line staff would like to thank

the following:The Business Career Center (BCC)

Steve SchroederLari Fanlund

Camilla KlyveWisconsin School of Business - Marketing Services

Loren KuzuharaMarty Blalock