Comparative Advertising Wars: An Historical Analysis of Their Causes and Consequences

This historical study contributes to the extensive literature on comparative advertising by examining the causes and consequences of comparative advertising wars; that is, when one advertiser responds to a direct or implied attack by another advertiser. Primary and secondary sources consist of articles published in historic and contemporary marketing and advertising trade journals, such as Printers’ Ink, Advertising & Selling, and Advertising Age. The findings reveal that well-publicized advertising wars occurred frequently between major U.S. advertisers throughout the twentieth century and into the twenty-first, and that they most often occurred in product and service markets characterized by intense competition. Many, if not most, advertisers’ principal motive for responding to a comparative advertising attack has been emotional rather than rational. The findings also reveal that advertising wars often became increasingly hostile, leading to negative consequences for all combatants, as well as a broad and negative social consequence in the form of potentially misleading advertising.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Search for gravitational-wave transients associated with magnetar bursts in advanced LIGO and advanced Virgo data from the third observing run

Gravitational waves are expected to be produced from neutron star oscillations associated with magnetar giant f lares and short bursts. We present the results of a search for short-duration (milliseconds to seconds) and longduration (∼100 s) transient gravitational waves from 13 magnetar short bursts observed during Advanced LIGO, Advanced Virgo, and KAGRA’s third observation run. These 13 bursts come from two magnetars, SGR1935 +2154 and SwiftJ1818.0−1607. We also include three other electromagnetic burst events detected by FermiGBM which were identified as likely coming from one or more magnetars, but they have no association with a known magnetar. No magnetar giant flares were detected during the analysis period. We find no evidence of gravitational waves associated with any of these 16 bursts. We place upper limits on the rms of the integrated incident gravitational-wave strain that reach 3.6 × 10−²³ Hz at 100 Hz for the short-duration search and 1.1 ×10−²² Hz at 450 Hz for the long-duration search. For a ringdown signal at 1590 Hz targeted by the short-duration search the limit is set to 2.3 × 10−²² Hz. Using the estimated distance to each magnetar, we derive upper limits upper limits on the emitted gravitational-wave energy of 1.5 × 1044 erg (1.0 × 1044 erg) for SGR 1935+2154 and 9.4 × 10^43 erg (1.3 × 1044 erg) for Swift J1818.0−1607, for the short-duration (long-duration) search. Assuming isotropic emission of electromagnetic radiation of the burst fluences, we constrain the ratio of gravitational-wave energy to electromagnetic energy for bursts from SGR 1935+2154 with the available fluence information. The lowest of these ratios is 4.5 × 103

Developing a Practical Framework for ERP Project Implementation: A Proposed Research Design

The implementation of Enterprise Resource Planning (ERP) systems is famous for mismanagement, unfulfilled expectations, and even outright failure. While some organizations undertaking this effort manage to report on-time schedules, intact budgets, and systems capable of providing measurable value to the organization, this is the exception rather than the rule. The objective of this research project is to focus on organizational reliability. This paper will delineate a proposed research design that will enable one to quantify the impact of organizational factors on ERP projects. Those factors will be classified in five broad categories: risk factors, expectations, resources, organizational competence, and consequences. The benefit of this research will be threefold: 1) to assess organizational readiness for undertaking an ERP project, 2) to identify areas of weakness within an organization, and 3) to predict with confidence the outcome of the ERP project in terms of common project metrics (budget, schedule, system capability, etc.). In practice, this would enable ERP project managers to possess a comprehensive understanding of project vulnerability and allow them to strengthen areas of weakness prior to project implementation