April 2011

bLineonline.orgApril 2011Volume 10

Written By Students, For Students

WISCONSIN SCHOOL OF BUSINESS MAGAZINE

Madison Business Mentoring (MBM) Launch

Page 7

Eminent Domain: Kelo, Doty’s, and Brothers

1

Conducting Business in China: One student’s vision

Page 27

2008-2011

10thISSUE

In December 2007, MHR Senior Lecturer Loren Kuzuhara sent out an email to all business and pre-business students looking for interested students to start a business publication for students, by students. Loren’s inspiration for the magazine came after visiting Ohio State University’s Fisher College of Business for a MHR case competition with UW students. When leaving the competition, he grabbed a copy of the Ohio State’s undergraduate business magazine, Fisher, Inc. He thought, ‘If Ohio State could have a student business magazine, why couldn’t Wisconsin produce a better one?’ As we all know after this year, the University of Wisconsin is quite adept in its ability to outper-form Ohio State regardless of the venue.

Early that following spring semester, several students including myself met with Loren and Business Communications Senior Lecturer

group in attendance, no one had any experience with publications and had little idea how to start a magazine, but this did not diminish our enthusiasm. We all knew that this was going to be a great learning experience that few of our fellow students would have an opportunity to experience and our efforts would have an impact on the business school community. From the start, I was excited to be a part of it!

The main concern we had to address before we could actually start the

printing. We learned quickly that many potential supporters includ-ing local corporations were not willing to take a risk and advertise in a brand new, student magazine that lacked a guaranteed readership. After several early rejections, we thought our dream of starting a magazine was fading away. Fortunately, Steve Schroeder and the BCC came to the aid of b.Line through their connections with corporate sponsors, such as Kohl’s and Target and so a major roadblock was averted.

Notwithstanding the initial problems b.Line encountered that nearly prevented us from launching the magazine, through the support of faculty members, such as Loren, Marty, and Steve, and the devotion and hard work of a group of students, the staff of b.Line has been able to create a sustainable operation. My greatest memories of being a part of b.Line have been working with the dedicated members who have committed many hours outside the classroom to publish the magazine and in the process forming great friendships that will last for years to come.

Employers and graduate schools have responded well to the com-mitment that we have shown in publishing a quality magazine. Past members of b.Line have moved on to do amazing things with their lives. For instance, Andrea Webb, our past president, was accepted into the prestigious Marketing PhD program in the Wisconsin School

of Business. She will most likely be the TA for some of our reader’s Marketing 300 class in the upcoming semesters. Others have had little

SC Johnson, and CUNA Mutual Group, among other well-known companies. After my graduation this May, I will be working in the corporate real estate department at Kohl’s Corporation headquarters outside of Milwaukee.

I credit much of b.Line members’ success to the experiences we have each gained being a part of this organization. Joining our publica-tion does not simply entail writing articles, although that is critical. We have several committees that make contributions necessary to ensuring the continuation of b.Line. For example, marketing is a vital component of our organization, not only in attempting to reach our targeted readers in business school, but also marketing to corporations

Members have the opportunity to utilize what they learn in the class-room and apply their knowledge and skills to a real world application.

This is our tenth issue of b.Line and my last as president. I have enjoyed every minute of my time working with my fellow students as

will continue to carry on the mission of b.Line and am excited for the future of the organization. As Bo Ryan seems to do every UW basket-ball season with a different team of players, b.Line attracts a strong group of students that will do whatever needs to be done to be suc-cessful. In addition to thanking my fellow b.Line members, I would like to thank all of our supporters. Your feedback and enthusiasm for the magazine has made our efforts worthwhile.

Please remember to visit our website, www.blineonline.org, for an online version of all of our issues. Also, become a fan of b.Line and follow us at www.facebook.com/blinemagazine and on Twitter @ bLineWSoB.

Thank you again and ON WISCONSIN!

George RyanPresidentSeniorReal Estate and Urban Land Economics

Dear Readers,

A Message from the President

bLineonline.org 2

in this issue3 A Look Back: Celebrating 10 Issues

7 Madison Business Mentoring (MBM)

8 Considering an MBA?

What you should be thinking about right now

11 Eminent Domain:

Kelo, Doty’s, and Brothers

17 WikiLeaks: Turning its attention to big banks

20 The Business of Hope:

the MACC Fund

23 The NFL Labor Dispute

27 The Art of Conducting Business in

China: One student’s vision

29 Private Label Branding

regular features

5 Student Organization Highlight:

Capital Management Club

6 BBA Gov Update

9 Entrepreneur Article:

Collegiate Entrepreneurs’ Organization (CEO)

15 Staff Spotlight: Sharon McCabe

19 Alumni: Where Are They Now?

Nick Anderson, BA ‘06

26 Finance: Trading and social

networking companies

31 b.Line Remembers:

Top 10 Moments of 2010-2011

33 Entertainment Page

CONTENTS

2008-2011

10thISSUE

bLineonline.org 2

11

17

27

31

In honor of this milestone, we back look to spring of 2008 when it all began. Here’s b.

2008-2011

10thISSUE

’sCelebrating 1 0

Spring 2008 Fall (September) 2008Spring 2009

Spring (April) 2010

Fall (September) 2010

Fall (December) 2010

3 April 2011 Volume 10

In honor of this milestone, we back look to spring of 2008 when it all began. Here’s b.Line through the years:

1 0 th ISSUESpring 2009

Fall 2009Spring (February) 2010

Spring (January) 2011

Spring (April) 2011

bLineonline.org 4

STUDENT ORGANIZATION HIGHLIGHT:

by: Kevin Vollmer

Capital Management Club (CMC) is an active portfolio manage-

investment portfolio, Absolute Returns: Badger Fund (ARBF). CMC was founded just sixteen months ago with $19,000 cash, consisting entirely of member contributions ranging from $100-$10,000. The fund has already doubled its assets under management since 2009. Since inception, the fund’s value has returned 21.21% while the S&P 500 return was only 13.42%. Co-Presidents William Graf and Andrew

an undergraduate organization in wealth management.

“The fact that we are student-run makes us unique. Because of this, our founding principals are to generate consistently positive returns as well as to educate our members and aid them with career place-ment. Moving forward, we would like to be recognized as the premier undergraduate investment club on campus,” said Graf.

Capital Management Club currently consists of 47 undergraduate and

Dr. Mark Fedenia.

There are many advantages to being a member of Capital Manage-

of CMC requires a personal contribution of at least $100 to the fund.

Current members have between $100-$1,000 invested in ARBF. Sim-ply put, if the fund makes money, all members make money. Members also gain valuable experience in research and management of stocks and portfolios, examining trends in various securities, and pitching new securities that could be an asset to the fund. Anyone involved in CMC is considered to be an analyst. These analysts are assigned to an

industry (such as consumer staples) to focus on research and investi-gate trends in the fund’s position of each sector.

The Capital Management Club is also unique in its ability to boost its members’ prospects in gaining internships and full-time jobs at

such as Edward Jones, Goldman Sachs, and J.P. Morgan. In addition, the executive board of CMC traveled to New York City to meet with many major hedge funds to network. These connections put individual members, the organization, and all of the Wisconsin School of Busi-

CMC is a co-host of the Wisconsin Finance Conference, a forum for

-

-try, enabling them to be well informed in choosing their career.

CMC meets every Monday and Wednesday. All meetings are open to anyone interested in the organization. Meetings are also streamed online throughout the summer and winter break to continue portfolio management, as well as to connect all members, wherever they may be. All majors on campus are welcome to attend meetings and apply for membership. Visit their website at http://www.bivio.com/uwcmc/

mail to [email protected].

Capital Management Club


by Belle Lin and David Loux

Upcoming Executive Board Elections

how decisions are made in the BBA program! Watch myBiz for details on the upcoming elections for President and the Vice Presidents of Marketing, Finance, Administration, Programming, and Community Involvement. Elections will be held the week of April 25, 2011.

Building Tradition- BBA “T-Shirt Tradition”Kicking off February of last year, the third installment of the BBA

day of each month, all Wisconsin BBA students are asked to wear their “I am Wisconsin School of Business” t-shirts to foster a closer-knit community and a sense of BBA pride.

their shirts in the Undergraduate Lounge (1250 Grainger). In April, breakfast of coffee and doughnuts were served in the lounge. Don’t

Student Organization Policy and Registration Process Update

New Website Up and RunningThe BBA Gov can now be found online! Visit http://www.bus.wisc.edu/bbagov for

and past BBA Gov initiatives, how to get involved, and ways to voice your input.

Polar PlungeThe Wisconsin School of Business was represented by seven teams and a total of 55 participants in this year’s annual Polar Plunge on February 19, 2011. The School of Business teams raised a total of $5,634 for

business attire for the plunge.

Get Involved!The BBA Gov is launching a number of initiatives aimed at improving the quality of the BBA experience. These projects provide a way for each student to have a meaningful impact within our school. If this is something you would like to be a part of, contact your class representative today!

UPDATE

bLineonline.org 6

Fstudents – Belle Lin, Justin Delwiche, Kristin Beran, Myles Hornberger, and Vanessa Wise – Madison Business Mentoring (MBM) is a student organization dedicated to bringing together students and business professionals in a mentoring capacity. Advised by Assistant Dean Steve Schroeder, it is aimed at helping students advance their professional development and gain insight from working profession-als. By pairing students with business professionals in their related

-ship.

Who can join? -

tunities to students outside the business program. The program is open to all undergraduate University of Wisconsin-Madison students

How does it work? Launching fall of 2011, MBM mentees are required to attend a manda-tory orientation and remain in contact with their mentors throughout the course of the year-long program. The program is student driven- they set up meetings with their mentors and ensure continued success of the mentoring relationship. Following completion of the program, there is a mandatory end-of-year banquet and wrap-up with mentors.

Who are the mentors? MBM mentors are typically Wisconsin School of Business alumni

current MBA students at the Wisconsin School of Business. Mentors are selected from a variety of backgrounds and disciplines to provide perspectives into their industry, the business world, and professional life.

Why should I join? Students who participate in MBM’s program gain valuable insight

learn vital networking skills, build their own networks, ease the transi-tion into professional life, and learn from their mentor’s collegiate experiences. Students who put the most into the relationship will

– space is limited. The application and additional program details will be released shortly.

If you are interested in MBM or would like more information, please contact President Belle Lin at [email protected].

Making Mentoring MatterNew student organization Madison Business Mentoring (MBM) connects students with business professionals

by: Belle Lin

WHY IT MATTERSbene!ts of mentoring for students

Development of key business skills

Ease the transition into professional life

Guidance from the mentor’s collegiate experiences

Access to a support system during critical stages of college and career development

Insider perspective on navigating a prospective career path

Clear understanding and enhancement of academic and career development plans

Ability to develop mentoring relationships in industries where mentoring is not

readily available

Enhanced understanding of the importance of mentors

Exposure to diverse perspectives and experiences

Identi!cation of skill gaps before leaving school

Greater knowledge of career success factors

A lasting career network- adapted from the ASHA “Bene!ts of Mentoring”


There are a lot of factors that go into the decision to pursue a Masters degree in Business Administration. Questions around

your current career path, future career moves, family responsibilities and budgetary constraints come to mind and all of these will come into play at some point in the future. Ultimately, you will have to determine the timing that best fits your own personal situation and needs.

That being said, there are things you can do now, while enrolled in your undergraduate program, that will help you be better prepared for these questions when it comes time to ask and answer them. More than that, taking steps now will help you execute once you decide that yes, you should pursue an MBA - because, let’s face it, at some point in your career you are going to hit a door, a wall, a window or a ceiling, and an MBA will be the only way through.

There are a vast number of program options for those who choose to pursue an MBA but the most common are Full-time Programs, Part-time Programs and Executive Programs. Here are some basic differentiations:

Full-time MBA: Still considered the flagship of MBA Programs most full-time MBA’s are two years in length and require that you be on campus. Full-time MBA’s are a great option if you are changing career paths completely and will add to your resume through a full-time internship typically done in the summer between your first and second year.

Part-time MBA: For those who are unable to leave the work force for two years the part-time MBA is an excellent option as these programs

are designed with full-time working professionals in mind. Part-time MBA programs will allow you to continue your current career development while gaining valuable information and insight in the classroom.

Executive MBA: Students enrolling in an Executive MBA Program typically have more than five years of work experience under their belts and are being sponsored by the company for which they are

currently working. Intense Friday and weekend schedules bring in executives from all over the country and allow for the immediate application of the knowledge gained on Monday. Regardless of the MBA Program you choose there are several common denominators in the application process: undergraduate transcripts and the Graduate Management Admission Test (GMAT).

Transcripts: As a current undergraduate you can control what your final transcripts

officers look for, besides your cumulative and major GPA, are grade trends. Grade trends are evidence as to whether or not you matured throughout your undergraduate career. Did your grades trend downward or upward overall, as you moved into your major classes, in your quantitative classes? The goal is, of course, an upward trend and you still have the power to make that happen.

GMAT: The Graduate Management Admissions Test tells admissions officers

how successful you will be in your first semester Core classes within an MBA Program. Those Core classes include accounting, finance, marketing, data analysis, communications, economics and management. These are not the same classes you encountered in your undergraduate education as a business major, and many MBA students are non-business majors. Instead an MBA takes them all to the next level and more.

Studies show that, of GMAT test takers under the age of 26, those under the age of 22 score the best. GMAT scores are valid for 5 years. Plan to prepare for and take the test right after your undergraduate graduation to increase your chances of scoring well. The Wisconsin School of Business is home to the Wisconsin MBA, our full-time program, and our part-time Evening and Executive programs.

This fall we will offer another article in the series An MBA? What you should be thinking about right now that will focus on the various career paths that are typical of those who choose to pursue an MBA and what you can expect when you graduate. If you would like to learn more about the program options here at the Wisconsin School of Business please email us at [email protected].

Erin L.C. Nickelsburg is the Director of Admissions and Recruitment for the Full-time MBA Program in the Wisconsin School of Business.

Studies show that, of GMAT test takers under the age of

26, those under the age of 22 score the best.

More than that, taking steps now will help you execute once you decide that yes,

you should pursue an MBA- because, let’s face it,

at some point in your career you are going to hit a door, a wall, a window or a ceiling, and an MBA will be the only

way through.

An MBA? What you should be thinking about right now. by: Erin L.C. Nickelsburg

bLineonline.org 8

What is CEO?-

premier undergraduate entrepre-neurship network. Its mission is to inform, support, and inspire college students to be entrepre-neurial and seek opportunity through enterprise creation.

has chapters at over 200 colleges across the nation. Its community connects entrepreneurial-minded students nationwide and enables them to share and gain practical ideas and knowledge.

Conference offers all members the opportunity to attend a two and a half day event to network with peers, established entrepre-neurs, and business leaders.

The UW-Madison chapter of -

ate students originating a variety of backgrounds- from entrepreneurship to sociology and art history. Advised by

its members with a strong network and community of entrepreneurial students, exclusive access to entrepre-neurship related resources, competitions, grant money, and venture capitalists.

The CEO mindset and approach

the same approach to how the chapter operates. Rather than conducting weekly or monthly member meetings,

of the organization.

-

board- consisting of Wisconsin School of Business students Anita

Su, Belle Lin, Cody Candee, Cong Xu, Marianne Bates, and Stephanie Johnson- aims to make those appeals a reality.

a General Partner at the Madison-based Calumet Venture Fund, Troy Vosseller, founder of Sconnie Nation LLC, Alex Goldstein, founder of Badger Trips LLC, and David Roth, founder of Get Stirred Up and Cereality Cereal Bar and Café.

The future of entrepreneurship in the WSoB

student organization not only within the Wiscon-sin School of Business, but also the University. Working together with the Initiative for Studies in

also serves as a voice for student entrepreneurship and venture creation on campus.

-formation, please email [email protected].

CEOUndergraduate organization extends entrepreneurial approach to club operations

by: Belle Lin

CEO members listened to Wisconsin School of Business alumna Toni Sikes of Calumet Venture Fund speak about her entrepreneurial experience.

Collegiate Entrepreneurs’ Organization


CEOOne CEO member’s start-up story

member Francis Bea is the co-founder of Musefy, a site dedicated to helping artists.

Q: Can you describe for us what your product, Musefy, is?

A: “We’re a platform that allows musicians looking to join bands to

mean by iteration is that based on that matching algorithm, we’re able to build on top of it. So let’s say that a band is looking for a gig- they

helping musicians network so that they can concentrate on their music. Eventually we’re going to add other things like an online radio and

like their resume of sorts.”

Q: What’s the story behind Musefy’s inception?

A: “I have two partners, Jake Chen, who graduated from the Uni-versity of Illinois- Urbana Champaign, and Dan Sosedoff, a software

pitched ideas related to music at a hacker event in Chicago called Chicago Startup Weekend and then we were like ‘Dang, we need to work together on this’ because we both shared the same interests. He already had a basic site working, which is what’s up there right now on Musefy.com, and we’re currently redeveloping it in a different language and design and building new functions.”

Q: You and your partners did everything on your own. How did there of you go about putting it all together?

A: “We correspond a lot and talk about what we should do based on factors like what advice I’ve gotten from people I’ve met like the for-mer business developer of Last.fm, someone from Consumer Reports,

-cians I’ve interviewed or other musicians I’ve talked to. We haven’t really put money into this except for the hosting and then the money

wallet, although we’re willing to pay for a front end designer to make the site look nice.”

Q: Do you have any advice for your peers who may be interested in their own start-ups?

A: “A lot of people say this, but college is the best time to take the risk of starting a business. I guess if they need the money to start it then stop buying Starbucks every morning. Instead, they should start working at Starbucks if they need to.”

Q: The Musebox blog is also something you’ve been working on. How did it come about?

A: “Musebox was something that I brought up with my partners. I’ve always wanted to help out musicians, or artists in general, so the intent of the blog is to shed some light on indie musicians and more well-known musicians with the purpose of them telling their story can-didly… I want aspiring or struggling musicians to gain some insight about what other musicians have been through or from the straight up advice that the musicians give to other musicians.

-cians want to see in an online product that will truly help them. I’ve interviewed a lot of musicians and have asked them questions about MySpace or their online habits, as you may see on the blog. Those questions are ones I also use when thinking about what we’re build-ing. Musicians don’t use MySpace anymore because it’s not intuitive. It’s just really hard to use and hard to truly connect with their fans. There were also a ton of spammers.”

Q: When do you anticipate the !nal product will be ready?

A: “We’re going to launch Musefy maybe in two months. The Muse-box blog is very minimalistic, but people have told me it gets the job done.”

Q: How can we follow Musefy’s latest develop-ments?

A: “Since we’re going to redesign, reprogram, and create new functionalities, people can follow us on Twitter (twitter.com/musefy), Facebook (facebook.com/musefy), and Musebox (blog.musefy.com).”

Collegiate Entrepreneurs’ OrganizationFostering Student Entrepreneurship

bLineonline.org 10


Brothers Bar and Grill will one day be the location of the brand-new University of Wisconsin-Madison School of Music. A stone’s throw away from Grainger Hall down University Avenue, the future home of the Music Department will be a welcomed sight to business students.

The need for a new School of Music on Madison’s campus is undeniable, but the issue surrounding the property on which Brothers now stands has been a controversial thorn in the side of the University for the past few years.

Downtown Madison has been undergoing a redevelopment

apartments, and will continue to do so into the future. This continued development is evident in the UW Campus Master Plan and City of Madison Comprehensive Plan. UW-Madison Real Estate Law Lecturer Peter Ritz explains that the “University is dealing with a pretty packed chess board. If they want to expand anywhere in the University vicinity, it has to acquire neighboring properties.”

Some of the land that has been designated for redevelopment is privately held by local businesses and individuals. If its use is necessary, these properties can be acquired through the

Madison. Eminent domain is an evolving power available to the government that will continue to be interpreted differently and will alter our surroundings in the foreseeable future.

What is Eminent Domain?

The United States Constitution protects American citizens from the unlawful taking of their property by the government. As described in the Fifth Amendment, “No person shall be…compelled in any criminal case to be a witness against himself, nor be deprived of life, liberty, or property, without due process of law; nor shall private property be taken for public use, without just compensation.” But this so-called “takings clause” in the Fifth Amendment also empowers the federal government with the power of eminent domain. This same authority is extended to states in the Fourteenth Amendment.

Eminent domain, deemed a “necessary evil” by Ritz, is the government action of taking a citizen’s personal or real

property (i.e. their home or business) while compensating them with the fair market value of the property. This does not necessarily happen with the owner’s consent.The most common use of eminent domain in our country’s history has been to acquire land in order to build new or larger roads, airports, or government buildings. Since the 1950s, thousands of miles of land have been acquired through the use of eminent domain to build the Interstate Highway System that connects the United States coast-to-coast. Counties, local municipalities, utilities companies, and others also hold the power of eminent domain. But in more recent decades, the country has witnessed a rise in takings by the government for urban redevelopment.

Estate Professor Stephen Malpezzi asks, “You can make a pitch that anything that generates externalities has some element of public use. But then, every land use has externalities so where do you draw the line?”

Kelo vs. City of New London (2005)

The current interpretation of eminent domain by the federal government has been set by the precedent of Kelo vs. City of New London (2005), the landmark United States Supreme Court case. The City of New London condemned the properties of local citizens and gave the properties to the New London Development Corporation. The private developer planned to redevelop the depressed, but not blighted, area. The City of New London hoped that the redevelopment by the private developers would boost the local economy with increased employment and property

of the redevelopment with a new research and development headquarters.

Several residents of the local neighborhood took their “due compensation” and relocated from their homes. Susette Kelo did not want to give up her picturesque water views, so she

developer. Her case went all the way to the U.S. Supreme Court.

In a 5-4 decision by the U.S. Supreme Court, the majority argued

growth of increased employment and property tax revenue,

The most common use of eminent domain in our country’s history has been to acquire land in order to build new or larger roads, airports, or government buildings... But in more recent decades, the country has wit-nessed a rise in takings by the government

for urban redevelopment.

by: George Ryan



Brothers Bar and Grill will one day be the location of the brand-new University of Wisconsin-Madison School of Music. A stone’s throw away from Grainger Hall down University Avenue, the future home of the Music Department will be a welcomed sight to business students.

The need for a new School of Music on Madison’s campus is undeniable, but the issue surrounding the property on which Brothers now stands has been a controversial thorn in the side of the University for the past few years.

Downtown Madison has been undergoing a redevelopment

apartments, and will continue to do so into the future. This continued development is evident in the UW Campus Master Plan and City of Madison Comprehensive Plan. UW-Madison Real Estate Law Lecturer Peter Ritz explains that the “University is dealing with a pretty packed chess board. If they want to expand anywhere in the University vicinity, it has to acquire neighboring properties.”

Some of the land that has been designated for redevelopment is privately held by local businesses and individuals. If its use is necessary, these properties can be acquired through the

Madison. Eminent domain is an evolving power available to the government that will continue to be interpreted differently and will alter our surroundings in the foreseeable future.

What is Eminent Domain?

The United States Constitution protects American citizens from the unlawful taking of their property by the government. As described in the Fifth Amendment, “No person shall be…compelled in any criminal case to be a witness against himself, nor be deprived of life, liberty, or property, without due process of law; nor shall private property be taken for public use, without just compensation.” But this so-called “takings clause” in the Fifth Amendment also empowers the federal government with the power of eminent domain. This same authority is extended to states in the Fourteenth Amendment.

Eminent domain, deemed a “necessary evil” by Ritz, is the government action of taking a citizen’s personal or real

property (i.e. their home or business) while compensating them with the fair market value of the property. This does not necessarily happen with the owner’s consent.The most common use of eminent domain in our country’s history has been to acquire land in order to build new or larger roads, airports, or government buildings. Since the 1950s, thousands of miles of land have been acquired through the use of eminent domain to build the Interstate Highway System that connects the United States coast-to-coast. Counties, local municipalities, utilities companies, and others also hold the power of eminent domain. But in more recent decades, the country has witnessed a rise in takings by the government for urban redevelopment.

Estate Professor Stephen Malpezzi asks, “You can make a pitch that anything that generates externalities has some element of public use. But then, every land use has externalities so where do you draw the line?”

Kelo vs. City of New London (2005)

The current interpretation of eminent domain by the federal government has been set by the precedent of Kelo vs. City of New London (2005), the landmark United States Supreme Court case. The City of New London condemned the properties of local citizens and gave the properties to the New London Development Corporation. The private developer planned to redevelop the depressed, but not blighted, area. The City of New London hoped that the redevelopment by the private developers would boost the local economy with increased employment and property

of the redevelopment with a new research and development headquarters.

Several residents of the local neighborhood took their “due compensation” and relocated from their homes. Susette Kelo did not want to give up her picturesque water views, so she

developer. Her case went all the way to the U.S. Supreme Court.

In a 5-4 decision by the U.S. Supreme Court, the majority argued

growth of increased employment and property tax revenue,

The most common use of eminent domain in our country’s history has been to acquire land in order to build new or larger roads, airports, or government buildings... But in more recent decades, the country has wit-nessed a rise in takings by the government

for urban redevelopment.

by: George Ryan

MAT

T M

AR

HE

INE

bLineonline.org 12

a permissible “public use.” But as described by Ritz, “When a municipality says ‘let’s stick our neck out and try and create the environment for increased employment and taxes’ where they’re

record is not that great at picking winners.”

Dotty Dumpling’s Dowry

The City of Madison is no stranger to using the power of eminent domain to take private property for “public use.” Malpezzi says, “There are two tendencies you can see in Madison’s government

neighborhoods do tend to have a lot of clout in these decisions.

like eminent domain and TIF (tax incremental funding). They’re very interventionist.”The self-proclaimed World Hamburger Headquarters, Dotty

Dumpling’s Dowry has not always been situated on North Frances Street next to Ian’s Pizza.

It was previously located was on the 200 Block of State Street near the Capitol, but the property on which Dotty’s stood was condemned by the City in the early 2000s in

of art and entertainment. Dotty’s was the lone holdout that fought the condemnation—but then the City made an offer owner Jeff Stanley could not refuse, receiving relocation fees in addition to the fair market value for the property.

Brothers Bar and Grill

Brothers Bar and Grill on the corner of University Avenue and Lake Street has been put in a similar position as Stanley and Dotty’s. Brothers is the single operating tenant in a row of vacated space that has become decrepit over the years. Even though the bar is situated next to vacant space, the bar remains a popular destination. Designated as the future site of the School of Music, Brothers has been pitted up against the University.

current owners of Brothers, in 2007 to negotiate a deal making

location for the bar and for paying the relocation costs. But in May 2008, the UW Board of Regents voted to condemn the bar using its power of eminent domain. The Regents felt that the University was spending too much money negotiating with the owners of Brothers and they did not want the University to be

involved with or receive the negative publicity of developing a bar in Madison.

The last time the Regents voted to use eminent domain was in 1990 when the University wanted to acquire the property on University Avenue where Grainger Hall currently stands. The owners of the

Walgreens on the site and the University settled before the Regents’ power of acquiring the property by eminent domain was enacted.

The Regents offered the Fortneys $2.1 million for their property and $150,000 to help with relocation costs. The brothers had purchased their building from their previous landlord in 2006 for a little less than $2 million, outbidding the University which owned the adjacent buildings. In 2005, the University publicly released the most recent Campus Master Plan that indicated the University’s intention of constructing a new building on the disputed site.

Regents in the Dane County Circuit

condemnation proceedings, the lack of a detailed timeline

funding for the new School of Music. According to the

School of Music’s website, the school had received two anonymous gifts totaling $20 million in September 2008. An additional $18 million is still needed in order to

drop the lawsuit against the Regents in April 2010, one day prior to going to court. As UW alumni, the Fortneys will not continue their legal proceedings against the Regents into the

The Future of Eminent DomainEminent domain is a powerful tool, one that can greatly change the face of a community in a short time. The case involving Brothers and the Board of Regents could set a precedent for the use of eminent domain by the University for the ever-expanding future campus. However, a bipartisan group of Wisconsin state lawmakers has been actively trying to increase their role in the process to establish a formal system of checks and balances in the use of eminent domain by the Regents.

In response to the Kelo case, the State of Wisconsin put more restrictions on the use of

constitutes a “blighted area.” An area has to be in terrible shape to pass the state’s new litmus test.

“Eminent domain is a piece of the overall package that the government tries to deal with the needs of communities. For instance, the government will lift the height regulation in the

dense development. Then it would let the developers deal with buying up properties instead of using eminent domain,” Ritz says.

The City of Madison is currently in the process of rewriting the zoning code. Dating from 1966, the existing zoning code fails

in Downtown Madison where students have begun an exodus closer to the center of campus. High-rise apartments are the

demanded by the Madison public.

Designated as the future site of the School of Music, Brothers has been pitted up

against the University.The Fortneys !led a suit against the Regents in the Dane County Circuit Court in October

2009 citing unfair condemnation proceedings, the lack of a detailed timeline for the

proposed building’s construction, and lack of de!nite funding for the new School of Music.

...the Fortneys conceded in the !ght and decided to drop the lawsuit against the Regents in April 2010, one day prior to going to court. As UW alumni, the Fortneys will not continue their legal

proceedings against the Regents into the future for the bene!t of the University

and its community.

MATT MARHEINE

MATT MARHEINE

MATT MARHEINE


a permissible “public use.” But as described by Ritz, “When a municipality says ‘let’s stick our neck out and try and create the environment for increased employment and taxes’ where they’re

record is not that great at picking winners.”

Dotty Dumpling’s Dowry

The City of Madison is no stranger to using the power of eminent domain to take private property for “public use.” Malpezzi says, “There are two tendencies you can see in Madison’s government

neighborhoods do tend to have a lot of clout in these decisions.

like eminent domain and TIF (tax incremental funding). They’re very interventionist.”The self-proclaimed World Hamburger Headquarters, Dotty

Dumpling’s Dowry has not always been situated on North Frances Street next to Ian’s Pizza.

It was previously located was on the 200 Block of State Street near the Capitol, but the property on which Dotty’s stood was condemned by the City in the early 2000s in

of art and entertainment. Dotty’s was the lone holdout that fought the condemnation—but then the City made an offer owner Jeff Stanley could not refuse, receiving relocation fees in addition to the fair market value for the property.

Brothers Bar and Grill

Brothers Bar and Grill on the corner of University Avenue and Lake Street has been put in a similar position as Stanley and Dotty’s. Brothers is the single operating tenant in a row of vacated space that has become decrepit over the years. Even though the bar is situated next to vacant space, the bar remains a popular destination. Designated as the future site of the School of Music, Brothers has been pitted up against the University.

current owners of Brothers, in 2007 to negotiate a deal making

location for the bar and for paying the relocation costs. But in May 2008, the UW Board of Regents voted to condemn the bar using its power of eminent domain. The Regents felt that the University was spending too much money negotiating with the owners of Brothers and they did not want the University to be

involved with or receive the negative publicity of developing a bar in Madison.

The last time the Regents voted to use eminent domain was in 1990 when the University wanted to acquire the property on University Avenue where Grainger Hall currently stands. The owners of the

Walgreens on the site and the University settled before the Regents’ power of acquiring the property by eminent domain was enacted.

The Regents offered the Fortneys $2.1 million for their property and $150,000 to help with relocation costs. The brothers had purchased their building from their previous landlord in 2006 for a little less than $2 million, outbidding the University which owned the adjacent buildings. In 2005, the University publicly released the most recent Campus Master Plan that indicated the University’s intention of constructing a new building on the disputed site.

Regents in the Dane County Circuit

condemnation proceedings, the lack of a detailed timeline

funding for the new School of Music. According to the

School of Music’s website, the school had received two anonymous gifts totaling $20 million in September 2008. An additional $18 million is still needed in order to

drop the lawsuit against the Regents in April 2010, one day prior to going to court. As UW alumni, the Fortneys will not continue their legal proceedings against the Regents into the

The Future of Eminent DomainEminent domain is a powerful tool, one that can greatly change the face of a community in a short time. The case involving Brothers and the Board of Regents could set a precedent for the use of eminent domain by the University for the ever-expanding future campus. However, a bipartisan group of Wisconsin state lawmakers has been actively trying to increase their role in the process to establish a formal system of checks and balances in the use of eminent domain by the Regents.

In response to the Kelo case, the State of Wisconsin put more restrictions on the use of

constitutes a “blighted area.” An area has to be in terrible shape to pass the state’s new litmus test.

“Eminent domain is a piece of the overall package that the government tries to deal with the needs of communities. For instance, the government will lift the height regulation in the

dense development. Then it would let the developers deal with buying up properties instead of using eminent domain,” Ritz says.

The City of Madison is currently in the process of rewriting the zoning code. Dating from 1966, the existing zoning code fails

in Downtown Madison where students have begun an exodus closer to the center of campus. High-rise apartments are the

demanded by the Madison public.

Designated as the future site of the School of Music, Brothers has been pitted up

against the University.The Fortneys !led a suit against the Regents in the Dane County Circuit Court in October

2009 citing unfair condemnation proceedings, the lack of a detailed timeline for the

proposed building’s construction, and lack of de!nite funding for the new School of Music.

...the Fortneys conceded in the !ght and decided to drop the lawsuit against the Regents in April 2010, one day prior to going to court. As UW alumni, the Fortneys will not continue their legal

proceedings against the Regents into the future for the bene!t of the University

and its community.

MATT MARHEINE

MATT MARHEINE

MATT MARHEINE

bLineonline.org 14

Staff Spotlight

by: Jane B. Van Eerden

First impressions

and a half years ago, as a freshman pre-business student interested in real estate, I showed up to the Real Estate Club meeting wearing jeans and my most colorful pair of Nikes and was greeted by suit-clad undergrad and MBA students.

I slipped into a chair in the last row hoping that I—and my shoes—would go unnoticed. An hour later, after having ingested facts about

was ready to go home and Google new majors.

As I got up to leave, I passed Sharon who smiled and greeted me. Suddenly, I didn’t feel so awkward in my funny shoes and jeans. At the time, I had no idea who Sharon was, but her contagious smile and warmth made me feel welcomed. I went home and looked up the

then returned to every single meeting that semester.

As the semester progressed, I came to learn who Sharon is. Sharon is the associate director of the Wisconsin School of Business, senior lecturer, and board member for the Wisconsin Real Estate Alumni Association (WREAA). She also coordinates the Wisconsin Real Estate Alumni mentorship program and serves as an advisor for the Real Estate Club. More importantly, she holds the respect and admiration of those around her—anyone familiar with UW’s real estate program knows that her dedication and commitment to her work and students add tremendous value to the program.

A career path of her own

However, Sharon’s path to her current career has been unconventional.

(stemming from her competitive desire to beat her brother’s record—

senior year traveling the U.S. with a friend. After that, she came to Madison. Having drawn a three-hour radius around Chicago, Madison

visit she knew it was the right school for her.

Sharon started out studying social work. After a year and a half at UW,

out to pursue other experiences—with a dream to open a restaurant. Her departure from Madison ultimately evolved into a ten-year

As I got up to leave, I passed Sharon who smiled and greeted

me. Suddenly, I didn’t feel so awkward in my funny shoes

and jeans. At the time, I had no idea who Sharon was, but her contagious smile and warmth

made me feel welcomed.


odyssey (and hiatus from college) full of adventures. She worked at a kennel, and then a furrier. She was in the process of learning how to make fur coats when she left for a new profession: truck driving where, similar to the real estate industry, she was one of very, very few women.

Sharon and her business partner were independent contractors who moved people from one house to another—personally lifting and moving all of the furniture. She saw a lot of real estate and “the importance of linkages.” Her perspective shifted eight feet higher as she drove around the country in her truck, going to every state in the continental U.S. except Rhode Island.

dream of became the owner of a restaurant. With her prior experience

as a waitress, and her business partner’s experience as a short-order

Bookstore) and expanded it from a small 10-table eatery to 50-table place with a bar. Unfortunately, with 18% interest rates, the restaurant

Awhile after the end of the restaurant, Sharon moved into the real estate world selling houses with Starke Real Estate. She also decided

to go back to school. She planned to sell houses and attend UW, but abandoned the real estate agent job—and the round the clock phone calls that accompany it—instead securing a work-study position that ultimately landed her a job working with a mayoral group.

She acted as a liaison to Freiburg, Germany when they signed to become a sister city with Madison, and enjoyed the fabulous opportunity to travel to Germany as a guest of Freiburg for the signing ceremony. Sharon loves travel to this day, often taking MBA students to different countries, including Vietnam, China, Brazil, and Germany.

to the City,” that sparked her interested in real estate. She began studying real estate and loved it, so after achieving her undergraduate degree, she enrolled for a Master of Science in Real Estate. The summer before beginning her graduate studies, she was invited by her professors to join Real Estate Dynamics—doing what Sharon describes as “gonzo real estate” assignments.

They took on strange valuations assignments no one else did. (The company was an offshoot of Graaskamp’s valuation and development company Landmark Research, and was started by some of the lecturers out of the real estate department.)

Sharon worked there through grad school and post-graduation. She then moved on to be the commercial assessor for downtown Madison. During her time as assessor, she was offered a teaching position. Eventually, she had to choose between the two, and she committed to teaching fulltime.

Who she is today

Sharon enjoys gardening, lifting weights, travelling, snorkeling, and, of course, looking at buildings. Her favorite buildings in Madison are all the buildings around Capitol Square. Himal Chuli is her favorite restaurant in Madison and Greenbush Bar is her bar of choice.

the Great Dane, by the capitol). These days, Sharon spends most of her time in Grainger admitting that she “lives and breathes this program.”

her energy, enthusiasm, and contributions mean to UW-Madison. For that reason, rather than concluding this article in my words, I thought

“Follow your passion; it might take some time to land in the in actual

has to be it! But, let yourself wander a little bit. See what interests you. Roll with the punches—don’t take things seriously.”

“It’s still a tough job market out there, so it might take awhile and don’t get too discouraged. Learn from everything that you do—

something from them. Everyone that you encounter is a potential advocate that can help you in your journey.”

She was in the process of learning how to make fur

coats when she left for a new profession: truck driving where, similar to the real

estate industry, she was one of very, very few women.

bLineonline.org 16

The Afghan Diary Leak

to be known as the Afghan War Diary: the disclosure of a collection of internal U.S. military logs of the War in Afghanistan. The logs, a set of over 91,000 documents covering the period of January 2004 to December 2009, revealed information on the deaths of civilians, Taliban attacks, and insurgency involvement by Pakistan and Iran. The New York Times described the leak as “a six-year archive of

picture of the Afghan war” and The Guardian called the material “one of the biggest leaks in U.S. military history…a devastating portrait of the failing war in Afghanistan.”

The Emergence of WikiLeaks

news sources and news leaks. The website, created in late 2006 and launched in 2007 by founder and editor-in-chief Julian Assange, aims to provide a secure way for anonymous sources to reveal suppressed and censored information on material of ethical, political, and

Sources download information through an electronic drop box

providing mass protection so sources can remain anonymous. The WikiLeaks team then assesses all stories and tests their veracity through a detailed examination procedure.

The presentation of information on the website is Wikipedia-esque in appearance (no relation between the two, however), and source material is published alongside news stories so readers and historians can assess their veracity.

The site operates on the concept of transparency – the accurate and timely disclosure of information – for the betterment of society. Assange also claims to work on the principles of the defense of freedom of speech and media publishing, the improvement of the common historical record, and the support of the rights of all people to create new history. WikiLeaks has thus provided a new model of journalism and changed the way breaking news reaches the public.

In addition to the Afghan War Diaries, other recent exposures include investigations of the Church of Scientology and climate research in

made Assange and the WikiLeaks team extremely controversial in the public eye.

Secretary of State Hillary Clinton called Assange “a cyber terrorist and a threat to the international community,” and politician Sarah Palin said that Assange should be “hunted down like the Taliban.”

contrast, call Assange a “libertarian of good government.” From either perspective, the magnitude of an impact that size cannot be ignored. Now, WikiLeaks has set its sights on the American banking industry.

The Coming Bank Leak

Assange’s claim he had documents that could “take down a bank or two” sent the banking industry into panic. The astute Assange was purposely vague when discussing the latest investigation so not a single bank could feel safe. Bank of America, Wachovia, Goldman Sachs, and Wells Fargo Bank have all been subject to speculation since Assange’s November 29, 2010 interview with Forbes Magazine.

from an executive’s hard drive. He believes the documents will clearly show the illegal and unethical day-to-day practices of bank executives, which in turn will stimulate reform.

Assange added, “You could call it the ecosystem of corruption, but it’s also all the regular decision making that turns a blind eye to and supports unethical practices: the oversight that’s not done, the priorities

Though the leak has not yet been released, its impact has already been felt in the banking industry. Bank of America, rumored to be the most

a target of WikiLeaks.

R. Thompson is overseeing a broad internal investigation – scouring thousands of documents in the event that they become public, reviewing every case where a computer has disappeared, and hunting for any sign that its systems might have been compromised.

WikiLeaksTurning its Attention to Major Banks

by: Nick Miller


While there is still much speculation over the targets of the investigation, Assange predicts that the leak might be as damaging as the Enron emails which led to the Houston-based energy company’s bankruptcy.

Though currently under house arrest and awaiting trial for alleged sexual assault in Sweden, Assange is undoubtedly busy planning the release of this latest leak, looking for maximum media coverage of

of information to make it easy to access, search, and analyze. And if history is any indication, Assange and his WikiLeaks team will likely succeed.

Possible Repercussions for BanksWhile an anxious public awaits the release of Assange’s bank documents, many are already speculating on how the news will affect the future of corporate America. The ease with which damaging documents have found their way into the public eye raises questions about the vulnerability of corporations in a time when information can go global at the click of a mouse.

If Wikileaks can get diplomatic information like it did with the Afghan Diary, it should be assumed that little information is safe in corporate America. This in turn will assuredly change the way companies

Corporations must completely reevaluate their privacy and data policies. Internal information security will have to be taken to a higher level. Companies will certainly enhance their investments in privacy, and the costs of security will be passed on to consumers.

The question of transparency and ethical behavior among corporations is again front and center, and is the biggest takeaway of the latest controversy for Ian Ramsay, professor of commercial law at the Melbourne Law School.

“In a sense, there’s always been a strong argument for accountability

hope, thinking just in the corporate sector, that you could achieve that without WikiLeaks, but it doesn’t always operate that way,” he said. The banking industry could have damaging headlines in store for the coming weeks. A scandal the size of Enron’s in 2001 is certainly possible and would dramatically alter the banking industry forever.Whatever happens, one thing’s certain: WikiLeaks has forever changed the world of information.

As UW-Madison journalism and mass communications professor Lewis Friedland said, “WikiLeaks has opened a Pandora’s Box. It’s a major rupture in the world’s system of information, and there is no turning back.”

The ease with which damaging documents have found their way into the

public eye raises questions about the vulnerability

of corporations in a time when information can go global at the click of a

mouse.

WikiLeaks

WikiLeaks founder Julian Assange at the Ars Electronica Festival 2009. Assange won an Award of Distinction for WikiLeaks at the Prix Ars Electronica 2009 in the Category Digital Communities.

RU

BR

A

While there is still much speculation over the targets of the investigation, Assange predicts that the leak might

be as damaging as the Enron emails which led to the Houston-based energy

company’s bankruptcy.

bLineonline.org 18

alumni: Where are they now? Meet Nick Anderson, BA ‘06the importance of seeking a passion

by: Belle Lin

Where it all beganNick Anderson, who earned a

from the Wisconsin School of Business in 2006, has come a long and far way from his hometown of West Bend, Wisconsin. Now a Product Manager at Intuit Inc. in Mountain View, California, Anderson originally intended to travel and attend school in the farthest corners of the country.

It was the Wisconsin School of Business however, that eventually helped him end up exactly where he wanted to be– pursuing his passion in an exciting locale. With a background in law and political science, Anderson

European studies, and global culture. While in school, Anderson’s business professors made a lasting impression.

“I still think about the classes I took and the professors I had,” Anderson said. “Their career journeys were inspiring. They had practical experience in the business world but were still professors and able to impart their knowledge.”

Beyond his professors, other resources in the Wisconsin School of Business were vital to Anderson’ s professional development. “I found two really great jobs through the Business Career Center (BCC). That’s part of why I’ve come back and participated in the recruiting and interviewing process from the employer end. I had a great experience myself in college and put in a lot of hard work. I want to continue passing that off to others.”

The post-graduation phaseFollowing completion of his degree, Anderson began work in Intuit’s Rotational Development Program (RDP) in 2007. Anderson completed support, marketing, business strategy, and product management rotations throughout the U.S.

web applications that sync with their Quickbooks data. He also helped

mobile application that helps small businesses in India manage their

Intuit Partner Platform.

The value of a Wisconsin education: advice for studentsWhile in school, Anderson focused on developing a diversity of

experiences and searching for meaningful internships– the earlier the better. With only a landscaping job on his résumé sophomore year, Anderson realized he needed to jump-start his internship search.

“The biggest thing I tried to do for myself was be well-rounded. It’s a very nebulous thing, but for me it was being a part of a number of

Anderson said. “I realized early in college I couldn’t work the same

into college to get out there and go after a good internship right away.”

His junior year, Anderson studied abroad in Germany and participated in a Semester at Sea program through the University of Virginia. To this day, Anderson considers his study abroad experience one of the most enriching he’s ever had. He highly encourages students to study

“Show a passion in something, it doesn’t matter what– art, sailing, making music. Being passionate is a universal trait that comes off easily to someone who’s interviewing you. There are going to be undesirable characteristics of whatever you choose to do. Passion is what will drive you through the incongruence’s and the edges,” Anderson said.

Nowadays, when Anderson isn’t pursuing his passion of sustainable economic development, he enjoys the art and music scene in San Francisco, skies, surfs, and backpacks. Though he hopes to continue his worldwide travels, Anderson can most likely be found in Madison

“I never once found myself bored at Madison,” Anderson said. “Having traveled the world and living on the other side of the country, I still get that sense when I visit.”

Anderson, who emjoys a variety of outdoor activities, credits his initial interest in them to his years in Madison. Photos courtesy of Nick Anderson.


The Business of Hopeby: Ben Falk

MACC BeginningsIt all started in 1975. Long-time Milwaukee Bucks radio announcer Eddie Doucette had recently learned that his two-year-old son Brett was diagnosed with Leukemia and faced slim survival odds. Eddie, along with good friend and legendary Buck John McGlocklin, wanted to do more for Brett and other children battling cancer. So, in December 1976, upon McGlocklin’s retirement from the Bucks, Midwest Athletes Against Childhood Cancer— the MACC Fund—was born. Since its inception 35 years ago, the MACC Fund has contributed $39 million to childhood cancer and related blood disorder research.

salaries— as well as fundraising, and the remaining 75% goes towards research. With this revenue from research, the MACC Fund mainly works with three institutions: the Medical College of Wisconsin, Children’s Hospital of Wisconsin, and the University of Wisconsin Carbone Cancer Center (UWCCC)— the only comprehensive cancer center in Wisconsin and National Cancer Institute. In 2006, the MACC Fund made a $3.5 million contribution to this center to support childhood cancer research.

By 2008, this pledge created 14,000 square feet of research centers devoted to pediatric oncology—the specialty medical discipline which diagnoses and treats cancer patients up to the age of 18 years.

This “MACC Fund Childhood Cancer Research Wing” now provides full laboratory space for six research teams in the Wisconsin Institutes for Medical Research (formerly called the Interdisciplinary Research Complex) on the UW campus. Currently, the MACC Fund Childhood Cancer Research Wing is pledged $240,000 annually to continue their research.

With the help of funding from organizations like the MACC Fund, pediatric oncology research in the UW System has taken new strides to attempt to eradicate childhood cancer. Last August, pediatric oncologist Doctor Ken De Sentes began a new experimental treatment relying on “natural killer” (NK) cells.

The goal of this experimentation, according to a UW Health Report, was to see if NK cells could more effectively destroy cancer cells in children with leukemia or solid tumors for which conventional therapies have failed. The treatment involves infusing NK cells into

the patient post-bone marrow transplant, in the hopes that those cells may be able to mediate a potent anti-tumor reaction.

The study is still in its early stages, but it wouldn’t have been possible at all without contributions from organizations such as the MACC Fund.

“Money from the MACC Fund seeded this research and really got it off the ground,” De Santes said the report. “I am very grateful to them, the Solving Kid’s Cancer, and Magic Waters Foundations for their generous support.”

MACC Basics: The Fundraising ModelWith commitments of this magnitude owed to large organizations such as the UWCCC, MACC undertakes a number of fundraising events each year to help foot the bill.

The largest of these is the Trek 100 “Ride for Hope” bike ride, which occurs each June at Trek’s corporate headquarters in Waterloo, Wisconsin. In 2010, this event raised almost $700,000, or about 23.3% of MACC’s earnings. Still, with all the money that this event brings in, the costs and resources necessary to put it on must be taken into consideration.

“The amount of time the staff puts into the ride is substantial,” says

charge of a few events and annual giving.

“Making sure everything is done correctly, that the Century Club [100-mile riders] is handled, that everyone has their jersey, their

How the MACC Fund is battling childhood cancer

bLineonline.org 20

packet, their information, and their wavers. The follow-up after the Trek 100 and trying to get people to pay their pledges also takes up a lot of staff time.”

Fortunately, in most cases the event sponsors will pick up a large

raised $154,000 this past year for MACC, and incurred only minimal expenses.

Besides events, the MACC Fund is lucky enough to have a number of general sponsors, all of whom give generously to the organization.

years. The Milwaukee Bucks are the longest standing sponsor, having

been with the MACC Fund since the beginning, and have donated over one million dollars. Frontier Airlines, Balistreri Sendik’s, and TMJ4 News— host of the annual Sports Auction for MACC each December— are also corporate sponsors.

The majority of MACC’s event and fundraising opportunities are focused in Southeast Wisconsin, but they still have a presence throughout the entire state.

For instance, in December MACC hosted “A Pack Lunch with Aaron Rodgers” in Green Bay, where paying guests could be part of a lunch with Rodgers and potentially get an autograph. In May, MACC will host the second annual “An Evening with Aaron Rodgers” in downtown Milwaukee, which will feature a dinner in the Hyatt Regency Grand Ballroom, followed by an interview with Aaron and another potential opportunity for autographs.

While the doctors, nurses, sponsors, and volunteers all do their part to ensure that childhood cancer is on its way to being a thing of the past, much of what MACC does on a daily basis wouldn’t be possible without John Cary, who has been the organization’s executive director for almost 29 years.

MACC Today: A Fundraising Success

According to the Milwaukee and Southeastern Wisconsin Business News, under Cary’s tenure MACC has increased its yearly income from $250,000 to the almost $4 million that it is today.

“I have the good fortune to work with great people who share a passion and compassion to help the children and their families… all the people that really

said Cary. “When you have a chance to save a child’s life, it’s the greatest job in the world.”

Cary points out that while he thinks many people have heard of MACC, not as many know and can

what the organization does.


Brandon’s StoryBut if there’s one person who can, it’s Brandon Novack. In 2002, Brandon was diagnosed T-Cell Lymphoblastic Leukemia at the age of 12. Since 66% of his bone marrow was cancer, Brandon had to undergo 108 days of treatment involving intense sessions of chemotherapy and radiation.

The intensity of Brandon’s treatment caused the loss of his hair and his strength. It even made his bones so weak that he fractured his spinal cord in multiple places and broke bones in both his feet just from walking.

But Brandon never complained and never lost his spirit. He attributes much of that strength to the MACC Fund.

“I say this because I know it’s true,” Brandon said, “I don’t think I would be here today if it wasn’t for the MACC Fund. The research that the MACC fund has done over the years saved my life. How do you thank them for that?”

Brandon still keeps in contact with everyone at the MACC Fund and considers everyone there a lifelong friend. Currently, his cancer is in remission. He still suffers some side effects and even had to be placed

in Intensive Care in September for internal bleeding in his brain, but for the most part he says he is “doing great”. Brandon is currently a student at the University of Wisconsin- Green Bay studying marketing and accounting.

Since the MACC Fund was started in 1976, the overall cure rate for childhood cancer has increased from 20% to 80%, a considerable

increase for a relatively short period of time.

From the beginning, MACC’s goal has been to be “cured out of existence.”

With the passion of people like John Cary, the spirit of survivors like Brand Novack, and continuing research, childhood cancer is becoming closer and closer to a thing of the past.

bLineonline.org 22

As the National Football League

(NFL) closed its books on the 2010 season with a Green Bay Packers victory over the Pittsburgh Steelers in Super Bowl XLV, few people, especially residents of the state of Wisconsin, were thinking ahead to the 2011 season – or if there would even be a one.

The NFL Labor DisputeA look into the collective bargaining agreement

The prospect of no NFL seems like a bad joke. The NFL is the most popular sports league in America and the highest grossing franchise in the world. Last year, the NFL generated $9 billion in revenue. The conference championship games on January 23, 2011 drew over 50 million viewers, and over 111 million watched the Super Bowl, a new record.

So why would a league at the height of its popularity risk a shutdown for the 2011 season?


It’s!the!money–

the distribution of that $9 billion revenue amongst owners and players.

The current NFL collective bargaining agreement between the NFL Players Association (NFLPA) and team owners came to an end March

Collective bargaining – the process of negotiations between employers and trade unions aimed at reaching agreements to regulate working conditions with a negotiated contract – has not progressed between the parties. After weeks of negotiations between players and owners, no new agreement has been reached, and now the courts must decide whether or not there will be an NFL season in 2011.

Team Owners Looking to Increase Revenue ShareThe heart of the dispute is division of the revenue pie between players and owners. The 2006 collective bargaining agreement, now expired, gave players nearly 60% of the overall revenue, leaving owners with a minority share. This deal, however, was made during better economic times than exist in 2011. Now, with a struggling economy, owners are looking to reclaim some of what they relinquished in 2006. Citing adverse economic conditions, they’re asking players to take an 18% revenue cut.

The owners believe they need the added income to pay for the costs of building, maintaining, and operating the bigger stadiums that many teams demand. The new Dallas Cowboys Stadium, for example, completed in 2008 and host of the most recent Super Bowl, cost over one billion dollars to build. It’s the gold standard for modern NFL stadiums, pushing other teams to look to enhance their facilities as well. Essentially, the owners are looking for ways to subsidize their increasing costs of operations.

18 games, shortening the pre-season from four games to two in the process. A longer regular season would, in theory, increase revenue for the league, helping owners reclaim the 18% given up to the players in the last agreement.

With leverage from existing TV contract income and a $900 million “lockout” fund, the owners currently have little urgency to make a deal. They still have income streams following expiration of the collective bargaining agreement, while the players are not so fortunate. Such a strategy is risky for the owners though, since they could lose the support of fans. Why would the owners risk shuuting down such a

The Players’ SideAt this point, NFL players are unwilling to relinquish their 60% revenue share in a new agreement. DeMaurice Smith, executive director of the NFLPA, has said publicly that the union is willing to settle closer to an even split, but not the 60-40 owners are demanding.

justify the giveback, but owners have balked.

There are other drivers to the players’ seemingly uncompromising stance. The current agreement does not offer guaranteed contracts

football where injury rates are high and careers short, these are major shortcomings. In addition, an 18 game regular season schedule will only exacerbate player vulnerability. For a revenue concession, the NFLPA has lobbied for both guaranteed contracts and post-career

camp. However, the owners are reluctant.

Though it appears owners have the upper hand in the negotiations, the NFLPA is unwilling to make deep concessions, and has since

agreement–making the group a trade organization instead of a union.

under U.S. antitrust laws and contend the league was conducting an illegal group boycott, a move they couldn’t have made as a recognized union. “As businessmen, we asked the owners two years ago to consider

health and safety of our players… even until the last moment, we were rebutted,” said Smith, NFLPA executive director.

by: Nick Miller

The NFL Labor DisputeA look into the collective bargaining agreement

ELV

IS K

EN

NE

DY bLineonline.org 24

What’s at Stake?At this point, the fate of the 2011 season is temporarily in the hands of the Minnesota District Courts, which have the power to stop the lockout. If no decision is made, the impasse will continue throughout the summer and into the fall unless one of the two sides concedes.

Until that happens however, the NFL will continue to lose income. The league could experiencing setbacks in revenue and popularity that might take years to overcome. Indeed, the NFL has already lost $120 million since the deadline passed on March 11, and is expected to lose a staggering $1 billion if the lockout continues into the start of the regular season in September.

After that, $400 million dollars would be lost per week of un-played games. Add in the collateral losses of countless sponsors, luxury suite holders, and season ticket holders if there were no games, and the

The fans, whom the NFL consider the most loyal and passionate in all of sports, can only hope that the owners will seek a more balanced revenue sharing ratio and that the players will not be too stubborn to accept a deal that isn’t precisely what they’re looking for. Both sides must make concessions. Regardless, the lockout has already had an impact on fans, who must prepare for the very real possibility that there will be no upcoming NFL season.

“Honestly, it’s heartbreaking and sad. I’ll feel lost without NFL games on Sundays in the fall. For die-hard football fans, the fall professional sports season is the most momentous time of the entire

back. I guess I’ll have to try and get more into college football,” said Wisconsin School of Business student and NFL fan Jeff Stone.

For Stone and other die-hards, this is a sad reality that accompanies the possibility of a lockout they must face.

ELV

IS K

EN

NE

DY

The NFL has already lost $120 million since the deadline passed on March 11, and is expected to lose a staggering $1 billion if the lockout continues into the start of the regular season in September.

ELV

IS K

EN

NE

DY


by: Mark Haakenson

As a result of their increasing size and popularity, shares in social networking sites such as Facebook, Twitter, Zynga,

and LinkedIn have become hot buys for investors. Surprisingly these investors are all private companies who have not registered their shares with the Securities and Exchange Commission (SEC) and do not disclose their financial performance to the public. The SEC has scrutinized and made information requests for the trading of shares of all four of these companies in the so-called “shadow market.”

The SEC, which holds the primary authority for enforcing federal securities laws and regulating the securities industry in the United States requires, under Section 12(g) of the Securities Exchange Act, private companies with over 499 shareholders to disclose their

The SEC further restricts the sale of these securities by requiring that buyers be accredited investors (banks, insurance companies,

million).

facilitate trades in securities of these private companies. Companies like SharesPost that help match buyers and sellers of these securities are playing a valuable role in the process that startups use to raise capital. Being able to use these exchanges to raise funds allows former startups like Facebook and Twitter to delay going public and the costs associated with the process.

The shadow market for trading in Silicon Valley startups like these has been hot over the last few months. SecondMarket, which started in April 2009, reported $157.8 million worth of transactions in the fourth quarter of 2010— more than double its third quarter trading volume.

Facebook remains the most popular security on this market, accounting for 39% of all trades. This year, SecondMarket is expected to carry out roughly $400 million worth of trades involving about 40

private companies. This number is about four times the volume that

Despite the undeniable success of Facebook and Twitter, many believe investors are still taking leaps of faith by investing in these companies.

public, they are essentially black boxes. Nevertheless, investors are still betting that these companies will eventually go public at extremely high valuations like Google did in 2004.

are setting special investment vehicles (called “Facebook Funds” and “Twitter Funds”) to pool clients’ money together in order to buy up chunks of stock in these companies.

These deals, companies hope, will allow them to remain under the 499 owners by counting each vehicle as only one investor. Facebook has organized such a deal with investment bank Goldman Sachs to raise up to $1.5 billion for the company. Goldman valued Facebook at about $50 billion and requires a minimum of $2 million from investors who want to get in on the deal.

The deal features a special investment vehicle that will hold Facebook shares— allowing investors to invest in Facebook without being considered shareholders. Facebook and Goldman had hoped this vehicle would be allowed to be considered a single owner by the SEC so that Facebook would be able to remain in compliance with the Section 12(g) rule.

This, however, looks unlikely and Facebook has signaled that it plans

which would meet the requirements of the SEC if they exceeded 499 owners this year. Despite this, the special investment vehicle will still make the process easier for Facebook— only having to deal with Goldman rather than all of the investors who would otherwise be investing in the company directly.

After drawing intense scrutiny from U.S. regulators, Goldman recently announced that they will not allow domestic investors to invest in the vehicle. Goldman made this announcement stating that they were not

federal securities laws.

How trading in social networking companies has drawn scrutiny from regulators

Finance Need to Know:

bLineonline.org 26

of private sector companies, it means that the People’s Republic of China has an

This is not just true in the United States. Powerful Chinese banks are on a colossal spending spree and have purchased majority stakes in many of the world’s major economies. As overwhelming as this may seem, anyone who has taken Economics 101 understands that this spending has the potential to bring enormous

learn how to interact and conduct business with the Chinese.

This goes much further than learning the basics of the language, however. The way business deals are conducted in China varies dramatically from the norms of commerce we learn in the United States.

Understanding how to navigate this cultural divide is especially relevant for students in the Wisconsin School of Business, many of whom will go on to pursue international careers in Asia.

In an increasingly global economy, one student’s vision to bridge the cultural divideby: David Loux

The art of conducting business

As of this moment, the United States owes almost $900 billion to Chinese banks, according to a 2010 report by

the U.S. Department of the Treasury.

These loans are imperative to the U.S. government’s ability to spend money. Should the Chinese government stop buying U.S. treasuries, our economy would take a huge hit.

Fortunately, the state-owned Chinese banks are still in purchase-mode. According to the Financial Times, they have lent $110 billion to both governments and private corporations worldwide over the last two years.

So what does it all mean? Between loans to our government and mass acquisitions

Romero, pictured above and at left in China, is dedicated to helping fellow students navigate the do’s and don’ts of doing business the Chinese way. Photos courtesy of Serge Romero.


The vision

University of Wisconsin-Madison who is launching a program this semester to give students experience in bridging this cultural gap.

The idea was born in his MHR 399 class with Loren Kuzuhara as he set sail on a journey to develop a project that would train his peers in an area of need. Given his majors and simultaneous enrollment in MHR 365– Leadership across Cultures: Learning from the Books and Streets of China, the Chinese business culture was both a passion and an area of expertise for Romero.

analysis, outlining exactly what students needed to learn most about Chinese commerce. Through his research, Romero eventually became an expert in the areas of need most highly indicated in his study.

To add an element of authenticity, Romero teamed up with Tianlin Wang, a PhD student in the Psychology and East Asian Studies, to

training program won’t resemble a typical morning lecture. Instead, he’s developing an interactive curriculum that will get students out of their seats– moving, speaking, and shaking hands with mock business partners.

How it worksA typical training session begins with an introduction to the historical background and modern organizational structures of Chinese business.Then it gets exciting.

In the next segment, students try to match up sample business letters with the regions they would be most appropriate in, a skill that is fundamental to business communication in China. Romero and Wang then proceed with anecdotes explaining the underlying norms and values that bind all of China’s diverse subcultures together.

Finally, students learn how to put their new-found knowledge to

determine how to act on the spot. Then, they play the scenario out.

At the end of the day, students return home with a much better understanding of Chinese culture. More importantly, they leave with the increasingly valuable ability to navigate a foreign business culture.

The training program is even relevant to students who aren’t planning on working in China Romero says, because they learn the fundamentals of the culture. “My hope is that participants come to understand the norms and values of the Chinese culture while learning about the many regions, ethnic identities and business organizations that make up China,” Romero said. “This understanding of Chinese culture will provide the participants with a great foundation for working with Chinese people in any business setting.”

Whether you plan to research foreign investments, market batteries in Madison, or anything in between, a fundamental understanding of how to conduct business with Chinese counterparts will become increasingly crucial in the coming decades.

What began as a class project for Serge Romero has evolved into an enormous opportunity for Wisconsin School of Business students, an opportunity that will undoubtedly provide a powerful edge as we draw closer to a single, international world economy.

of conducting businessin CHINA

BE

NB

EN

W

bLineonline.org 28

Private Label Brandingby: Jaime Horak

Private label brands have become exceedingly popular in the retail industry over the last few years. Companies often use them to differentiate themselves from the competition, increase their market share, and reduce costs within the company. Companies have reveled off the idea of private label branding and created what are called exclusive brands, often featuring endorsed celebrity designers to meet many of the same goals as private brands while reaching a different audience. Private label brands have taken huge strides in quality and sales over the past few years and are a continuing trend many retailers will follow in the near future. In the past, private label brands were known as “generic” or store brands. These brands were often looked down upon in the eye of the consumer, especially in the grocery sector of the retail industry where consumers assumed these brands were of lesser quality and tasted poorly when compared to national, well-known brands.

Clothing retailers recognized this same issue, as private labels had

up to date with the latest trends. Private labels at clothing retailers often mimicked the national brands in type of styles and colors, however, the consumer would continue to purchase the national

slightly more expensive. Retailers recognized that a change needed to be made in order to cut losses during the tough economic downturn and give their company an edge that would solidify customer loyalty.

Private label branding became a primary focus for numerous retailers.

nearly 10% of their sales. Retailers realized consumers were growing tired of the same merchandise at stores and felt the need to differentiate themselves from the competition. They knew they had an area of need for their consumer that was untapped and needed to create special teams to create these private brands so they would be relevant to the retailer’s customer and a competitive alternative to trendy national brands.

Many popular clothing retailers like Kohl’s and Macy’s have taken the initiative to create some inspired up-to-date private labels for different customers that shop their stores. With private label brands, retailers

different styles from national brands due to total control of the private brand.

Companies have seen an increase in sales of these brands over the past couple years because they are now well-made and as customers get attached to a private brand, they continue to return to the retailer for that reason. It has induced not only brand loyalty, but also store loyalty

Companies are also able to cut costs. Since they are creating the

retailer, since they are not working with multiple vendors like they would with the sales of national brand merchandise.

Another trend that has recently been seen branching off the idea of private label branding is exclusive brands for retailers with celebrity designers attached to the label of the merchandise.

For example, popular MTV reality star Lauren Conrad created her line, LC Lauren Conrad for Kohl’s, for exclusive sale at the department store. Companies use this technique to create fashion products with a recognizable name attached to them that target

Another use of exclusive brands is by the iconic fashion designer Vera Wang with her brand Simply Vera, Vera Wang at Kohl’s. Customers know her work is always high-quality and highly fashionable, so they trust a brand with her name attached to it.

Stores have even seen a new customer base come in from the creation of these fashionable brands. LC Lauren Conrad attracted younger,

Simply Vera. These exclusive brands are infusing new customers into

label and exclusive label brands are proving to be successful strategies for retailers to increase their market shares.

This new trend in branding is creating jobs and more opportunities for college students looking for internships or post-graduation careers. As companies create new private labels, they also need new people to create the product lines.

This is where the product development job category has risen in the retail industry. Designers, product managers, and assistants are all needed in order to create a new brand, and a marketing team is needed to create awareness and promote the new merchandise to the retailer’s customers.

Candidates for these new positions need to have highly effective strategic communications and creative minds to persuade the customer

to try a previously unheard of brand. This can be a huge gamble, but recently has been well-received by consumers, especially in hard economic times. Consumers have been willing to try a lower-priced product. Fortunately, many retailers have great product development and marketing teams and created high-quality merchandise the customer loves and keeps coming back for.

Private label brands are an increasing trend in the retail industry.

a key goal for all retailers in their customer service, and private label brands help craft that. The next time you’re out shopping and see a great clothing piece, take a closer look before you leave to see who else is carrying it- this may be the only place it can be found.

Private label branding became a primary focus for numerous retailers. Over the past few years, this strategy has helped

industries increase nearly 10% of their sales.

This new trend in branding is creating jobs and more opportunities for college

students looking for internships or post-graduation careers.

An inside look at why this trend matters


Private Label Brandingby: Jaime Horak

Private label brands have become exceedingly popular in the retail industry over the last few years. Companies often use them to differentiate themselves from the competition, increase their market share, and reduce costs within the company. Companies have reveled off the idea of private label branding and created what are called exclusive brands, often featuring endorsed celebrity designers to meet many of the same goals as private brands while reaching a different audience. Private label brands have taken huge strides in quality and sales over the past few years and are a continuing trend many retailers will follow in the near future. In the past, private label brands were known as “generic” or store brands. These brands were often looked down upon in the eye of the consumer, especially in the grocery sector of the retail industry where consumers assumed these brands were of lesser quality and tasted poorly when compared to national, well-known brands.

Clothing retailers recognized this same issue, as private labels had

up to date with the latest trends. Private labels at clothing retailers often mimicked the national brands in type of styles and colors, however, the consumer would continue to purchase the national

slightly more expensive. Retailers recognized that a change needed to be made in order to cut losses during the tough economic downturn and give their company an edge that would solidify customer loyalty.

Private label branding became a primary focus for numerous retailers.

nearly 10% of their sales. Retailers realized consumers were growing tired of the same merchandise at stores and felt the need to differentiate themselves from the competition. They knew they had an area of need for their consumer that was untapped and needed to create special teams to create these private brands so they would be relevant to the retailer’s customer and a competitive alternative to trendy national brands.

Many popular clothing retailers like Kohl’s and Macy’s have taken the initiative to create some inspired up-to-date private labels for different customers that shop their stores. With private label brands, retailers

different styles from national brands due to total control of the private brand.

Companies have seen an increase in sales of these brands over the past couple years because they are now well-made and as customers get attached to a private brand, they continue to return to the retailer for that reason. It has induced not only brand loyalty, but also store loyalty

Companies are also able to cut costs. Since they are creating the

retailer, since they are not working with multiple vendors like they would with the sales of national brand merchandise.

Another trend that has recently been seen branching off the idea of private label branding is exclusive brands for retailers with celebrity designers attached to the label of the merchandise.

For example, popular MTV reality star Lauren Conrad created her line, LC Lauren Conrad for Kohl’s, for exclusive sale at the department store. Companies use this technique to create fashion products with a recognizable name attached to them that target

Another use of exclusive brands is by the iconic fashion designer Vera Wang with her brand Simply Vera, Vera Wang at Kohl’s. Customers know her work is always high-quality and highly fashionable, so they trust a brand with her name attached to it.

Stores have even seen a new customer base come in from the creation of these fashionable brands. LC Lauren Conrad attracted younger,

Simply Vera. These exclusive brands are infusing new customers into

label and exclusive label brands are proving to be successful strategies for retailers to increase their market shares.

This new trend in branding is creating jobs and more opportunities for college students looking for internships or post-graduation careers. As companies create new private labels, they also need new people to create the product lines.

This is where the product development job category has risen in the retail industry. Designers, product managers, and assistants are all needed in order to create a new brand, and a marketing team is needed to create awareness and promote the new merchandise to the retailer’s customers.

Candidates for these new positions need to have highly effective strategic communications and creative minds to persuade the customer

to try a previously unheard of brand. This can be a huge gamble, but recently has been well-received by consumers, especially in hard economic times. Consumers have been willing to try a lower-priced product. Fortunately, many retailers have great product development and marketing teams and created high-quality merchandise the customer loves and keeps coming back for.

Private label brands are an increasing trend in the retail industry.

a key goal for all retailers in their customer service, and private label brands help craft that. The next time you’re out shopping and see a great clothing piece, take a closer look before you leave to see who else is carrying it- this may be the only place it can be found.

Private label branding became a primary focus for numerous retailers. Over the past few years, this strategy has helped

industries increase nearly 10% of their sales.

This new trend in branding is creating jobs and more opportunities for college

students looking for internships or post-graduation careers.

An inside look at why this trend matters

bLineonline.org 30

w

1Green Bay Packers Super Bowl Victory“Somewhere, Vince Lombardi— the legendary former coach who guided the Packers to victories in the !rst two Super Bowls and for whom the NFL's championship hardware is named for— is smiling.” - USA TODAY

2Rose Bowl

“From the Dane County Regional Airport, clogged with red-clad fans heading for Pasadena to Disneyland to the pep rally on the Santa Monica Pier to the massive pregame tailgate, Badgers made memories.” - rosebowl.wisc.edu

3Ohio State Victories“After the game it was an unbelievable feeling. We were at the football game when they beat Ohio State and a few of us got to go down on the !eld. Just to be in another court-rushing game like that, similar to Duke last year, it was unbelievable. It was something we will remember forever.”- Jordan Taylor, UW junior guard, UWbadgers.com

“(It has) not quite sunk in. I know when it !rst happened, the clock ticked down to zero, It was just an amazing feeling. Nobody believed in us except ourselves. Nobody expected us to go out and beat Ohio State the way we did. I can’t even explain it.” - Aaron Henry, UW cornerback, UWbadgers.com

4Protests at the Capitol

“The protests that have swept the Capitol this week have stunned even longtime legislators for both their breadth and intensity. "This is the biggest demonstration I've ever seen," said state Sen. Alberta Darling (R-River Hills). They've turned the Capitol rotunda into a giant arena, the drums and cheers making it sound as if a pep rally had broken out.” - Milwaukee-Journal Sentinel

LOR

EN

ZO Z

EM

ELL

A

MATT MARHEINE

MATT MARHEINE

MATT M

AR

HE

INE

MAT

T M

AR

HE

INE

remembers TOP10 Moments of 2010-2011


w

2

4

6“Teach Me How to Bucky” Craze

"All these other schools or people are asking, 'How can we be as cool as UW?'" said UW senior Quincy Kwalae. "So I guess that's what 'Teach Me How to Bucky' is." - Channel 3000

7Opening of Institute of Discovery and Union South"What does cutting-edge science have to do with art, gardens... or ice cream? You'll !nd out at the new Town Center in the Wisconsin Institutes for Discovery, which opened in December 2010." - discovery.wisc.edu

8#1 in Internet Branding rankings

"We look at colleges as parents or employers might view them: as brands," he says. "Why would you buy a new Lexus instead of an old Ford? What has more value to you?" Vince Sweeney, UW-Madison vice chan-cellor for university relations, says the distinction caps an extremely successful 2010 for the university — its outreach and communication arms in particular. This ranking is a credit to students, faculty, staff and alumni who spread our message through the Internet," he says. "The reputation and economy of our state will grow as a result of all of our efforts." - John Lucas, University of Wisconsin-Madison News

9Tied for First for Most Fortune 500 CEOs"This is a community that promotes creativity and responsibility. It is among the leaders in both CEOs and in volunteers to the Peace Corps and Teach for America. The achievements of our alumni are testimony to the caliber of people who study here and the quality of their experiences." – Chancellor Biddy Martin, University of Wisconsin-Madison News

10Snow Day

"Though cafeteria trays used as body armor or sleds are a mainstay for winter on the UW campus, snowball guns, pizza boxes and slingshots were employed to make sure no one left Bascom untouched by a dusting of snow." - The Badger Herald

5President Obama’s Visit“University Police estimate more than 17,000 people packed onto the library mall. Another 9,000 stood in a mile-long line and were diverted to over"ow areas.”- WFRV-TV

LOR

EN

ZO Z

EM

ELL

A

LOR

EN

ZO Z

EM

ELL

A

LOR

EN

ZO Z

EM

ELL

A

MATT MARHEINE

remembers TOP10 Moments of 2010-2011

bLineonline.org 32

U R

B S D

A E

S I

ENTERTAINMENT

Place letters into the grid so that each row, column, and block has letters (in any order) that form a common word.

Each letter can only be used once.

No single letter can be repeated in the rows, columns, or blocks.

Letters allowed: M A Y P O L E

NUMBER PUZZLES

by: Georgie Engstrand

1) PUZZLE

Which 5-digit number has the following features:

o If we put the numeral 1 at the beginning, we get a number three times smaller than if we put the numeral 1 at the end of the number.

2) PUZZLE

What 6-digit number has the following features:o The sum of the digit is 43o Only two of the following statements are true

1) It is a square number2) It is a cube number3) The number is under 500000

3) PUZZLE

A man was asked his birthday and said: “The day before yesterday I was only 25 and next year I will turn 28.” This can only true one day in a year. When was he born?

BRAIN TEASER


the b.Liners

Back Row: Left to Right

ZHENG (KEN) SHI - FreshmanMarketing

BEN FALK - SophomoreWriting

AUSTIN WILLIAMS - FreshmanMarketing

DAVID LOUX - FreshmanMarketing Director, Executive Board

KEVIN VOLLMER - FreshmanWebsite Coordinator, Writing

Middle Row: Left to Right

MEREDITH CUNNINGHAM - SophomoreMarketing

GEORGIE ENGSTRAND - SophomoreEvents Planning

GEORGE RYAN - SeniorPresident, Executive Board

PAIGE SPAULDING - JuniorMarketing

MEGAN MYERS - SophomoreEvents Planning, Desgin

CRISTY BARRERA - JuniorFunding

MONICA HACKER - JuniorDesign

Front Row: Left to Right

DEVIN CAVANOR - FreshmanEvents Planning

BELLE LIN - SophomoreWriting, Design Director, Executive Board

AMANDA MAENNER - FreshmanMarketing, Events Planning

JAIME HORAK - SeniorDesign, Writing

KATIE CHIN - JuniorFunding Director, Executive Board

JENNA MUELLER - FreshmanEvents Planning, Funding

ANN DAUGHERTY - JuniorDesign, Events Planning

Not Pictured:

NICHOLAS MILLER - SophomoreWriting

SHANNON BLUM - JuniorDesign

CAITLIN SACHS - SeniorEditing

meet

The Business Career

Center (BCC)

Steve Schroeder

Lari Fanlund

Bridget Prendergast

Wisconsin School of Business

Marketing Services

Loren Kuzuhara

Marty Blalock

b.Line staffwould like to

thank the following:

BEAUTIFULCATAYA

2008-2011

10thISSUE

www.bLineonline.org

facebook.com/bLinemagazine

twitter.com/bLineWSOB

STAY CONNECTED

April 2011

Documents

Transcript of April 2011