SBANC Newsletter
November 1, 2005
Issue 396-2005
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QUOTE
"What we think determines what happens to us, so if we want to change our
lives, we need to stretch our minds."
--
Wayne
Dyer
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FEATURE PAPER
Adult Role Model Portrayal in Advertisements Directed Toward Children: The Grim,
the Bad and the Ugly
This paper was presented by Nancy D. Albers-Miller of Berry College and Caitlyn
A. Miller at the 2005 Association
of Collegiate Marketing Educators (ACME) Annual Meeting.
Abstract
While adults
rarely appear in children’s advertisements, when present,
there is reason to believe they are making an impression. Role
models, both positive and negative, are an important influence
on development. This study attempts to broaden the understanding
of the use of adult figures in children’s advertising, defined
as advertising associated with TV-Y, TV-Y7 and TVY7- FV programming.
This study explores the characteristics of adults, including human
actors, cartoons and fantasy figures considered to be “adult” or “grown
up” as perceived by children content analysis coders. T-test
comparisons of means were used to examine the differences between
ads clearly directed at children and “off-target” ads.
Finally, models of “grim,” “bad,” and “ugly” behaviors
are estimated.
Introduction
Advertising directed toward children has been a concern
for marketers, researchers and policy-makers for decades. The attention
and concern is not without justification (Preston 2004). Children
see a great deal of advertising. Moore and Lutz (2000) reported that
children in the age range of six to fourteen see an estimated 20,000
advertisements each year. Advertising practitioners recognize this
and are more than willing to target children (Basilio 2000). Despite
concern acknowledged by caregivers (Eagle, deBruin and Bulmer 2002,
Grier 2001), studies suggest that children have increasing amounts
of control over how much television they watch and over which programs
they select (Basilio 2000).
Advertisements are known to have an impact on children, both consumption-related
and unrelated to the product advertised. Increasing attention has been focused
on the impact of advertising on children which is not directly related to the
product. Advertisements have been linked to children’s self image, self
concept, motivation and performance (Johnson 1972, Keck and Mueller 1994, Kirkpatrick
1986, Marx 1990, Morrin 1992, Peterson 1998). Of increasing concern is the
impact of role models in advertising on children.
Read the Entire Paper...
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CONFERENCES
IPSI-2005 VENICE
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Who: |
Internet, Processing, Systems, and Interdisciplinary
(Research) |
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What:
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Symposium on Challenges in the Internet and
Interdisciplinary Research
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Where: |
Hotel Luna Baglioni, Venice, Italy |
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When:
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November 9-14, 2005 |
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Direct
Marketing Educational Foundation
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Who:
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Direct
Marketing Educational Foundation |
|
What:
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The
2005 Educators' Direct Marketing Symposium
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Where: |
Villanova
University in Pennsylvania |
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When:
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November
11, 2005 |
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The
American Academy of Accounting and Finance
|
| Who: |
The
American Academy of Accounting and Finance |
| What: |
12th
annual meeting
|
| Where: |
St.
Pete Beach, Florida |
| When: |
December
8-10, 2005 |
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USASBE/SBI
Pre-Conference Seminar
|
| Who: |
The
Harvard Business School Publishing |
| What: |
Pre-conference
Seminar on "Teaching Entrepreneurship with Cases" prior
to USASBE/SBI 2006
|
| Where: |
JW
Marriot Starr Pass Resort & Spa in Tucson, Arizona |
| When: |
January
12, 2006
(Registration Deadline: December 9, 2005) |
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United
States Association for Small Business & Entrepreneurship/Small
Business Institute
|
| Who: |
United
States Association for Small Business and Entrepreneurship/Small
Business Institute |
| What: |
USASBE/SBI
2006 Joint Conference
|
| Where: |
JW
Marriott Starr Pass Resort & Spa in Tucson, Arizona |
| When: |
January
12-15, 2006 |
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CALLS FOR PAPERS
Journal
of Small Business Management/College of Business at Florida Atlantic
University
|
|
Who:
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Journal of Small Business Management/College
of Business at Florida Atlantic University |
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What:
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2nd Annual Office Depot Small Business Research
Forum on Small Business and Entrepreneurial Marketing
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Where: |
Ft. Lauderdale, Florida |
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When:
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March 18, 2006 |
Submission Deadline:
November 15, 2005
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The
International Conference on the Arts in Society
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| Who: |
Common
Ground |
| What: |
The
International Conference on the Arts in Society
|
| Where: |
The
University of Edinburgh in Scotland |
| When: |
August
15-18, 2006 |
Submission
Deadline:
November 30, 2005
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|
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The
CIBER Research Institute
|
| Who: |
The
CIBER Research Institute |
| What: |
ABR
Conference (business & economics) and TLC Conference (teaching
methods, styles, and administration)
|
| Where: |
Disney
Boardwalk Hotel in Disney World, Florida |
| When: |
January
2-6, 2006 |
Submission
Deadline:
December 1, 2005
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|
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Institute
for Entrepreneurship and Small Business Management
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Who:
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Institute
for Entrepreneurship and Small Business Management |
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What:
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8th
International Conference, "STIQE" |
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Where: |
Maribor
, Slovenia |
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When:
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June
28-30, 2006 |
Submission
Deadline:
January 10, 2006
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|
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Schlegel
Center for Entrepreneurship
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| Who: |
Schlegel
Center for Entrepreneurship |
| What: |
2006
Family Enterprise Research Conference (FERC)
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| Where: |
Sheraton
on the Falls in Niagara Falls, Ontario, Canada |
| When: |
April
28-30, 2006 |
Submission
Deadline:
January 31, 2006
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TIP OF THE WEEK
Implications
for Older Workers
From the 1970s
until the late 1990s, most employers enjoyed an abundant supply of
labor that made it possible to offset and overlook the gradual decay
of their human resource competencies and practices. Employers did
not have to be good at recruiting or selection when overqualified
applicants were queuing up at their door. They did not have to worry
about retention policies when no one was quitting. They did not have
to develop employees when corporate hierarchies were shrinking and
any talent that was needed could easily be hired from the outside.
And when companies were downsizing and restructuring, human resource
capabilities were the first thing cut. When labor markets tightened,
surplus labor was no longer available to camouflage the problems
caused by not having these competencies. The recruiting function,
which had eroded into the role of simply taking and filling job requisitions,
could not solve all the problems caused by the breakdown of these
other systems.
It would be as
much a mistake to believe that the slack labor markets of the 2001
recession have eliminated the challenges facing employers as it would
be to believe that we are facing and inevitable shortage of workers.
No one knows whether future labor markets will be tight or slack
-- it depends almost entirely on growth and productivity prospects
for the economy. It is fair to say, however, that the persistent
worker surpluses associated with the baby boom that made it possible
for employers to ignore virtually all human resource challenges through
the mid-1990s may not be back any time soon. As the interest in performance
management has increased, it has become easier for employers to recognize
how valuable the best employees are. One consequence of this is an
understanding that there are never enough "good" employees.
To respond to this challenge, employers will have to develop competencies
in recruiting and selection, performance management, retention policies,
and other practices that support finding and keeping quality workers
even if labor markets remain slack.
An important new
competency that should be part of the future for human resources
is managing the older workforce. In many organizations, the human
capital "pipeline" began with inexpensive, inexperienced
workers, who then advanced through the ranks with seniority-based
pay to become experienced and expensive workers. Efforts to restructure
costs, therefore, often meant -- at least implicitly -- getting rid
of older workers and replacing them with younger ones. When employers
thought about retaining older workers, they saw problems because
the pay for those workers -- tied to seniority -- was high.
The days of lifetime
employment and seniority-based systems are largely over now as companies
move toward models of contingent work, independent contracting, and
more free-market arrangements. At the same time, a very large group
of experienced, often highly skilled, workers are leaving their current
employers, and increasing numbers of them would like to be doing
something in the labor market even if it does not resemble what they
did before. As the baby boom ages, this pool of retirement age individuals
looking for alternative working arrangements will grow every year.
A tremendous opportunity awaits companies that can adopt policies
and practices to accommodate the interests of this enormous group
of reentrants. It requires going somewhat further down the path to
flexibility than many employers may find suitable: Older workers
do not necessarily want to work the long schedules of their younger
counterparts, and they may not be as willing to manifest the commitment
and the "rah-rah" spirit that some organizations require
even of their contractors. But these workers also offer skills and
competence and are often willing to work for much less money than
their younger, career-counterparts. It is a big challenge for human
resource managers to develop these alternative policies and possibly
an even bigger challenge to persuade the rest of the organization
of the need to do so. Employers that cannot adapt to embrace this
new workforce will miss a significant source of competitive advantage.
| Mike,
Losey, Meisinger Sue, and Ulrich Dave, eds. The Future
of Human Resource Management. Hoboken: John Wiley & Sons,
Inc., 2005. 12-14. |
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ANNOUNCEMENTS
Kauffman
Index of Entrepreneurial Activity
The Kauffman Foundation
and Robert Fairlie (University of California, Santa Cruz) have created
a new measure of entrepreneurship in the U.S. economy using individual
survey data from the Current Population Survey -- the Kauffman Index
of Entrepreneurial Activity. Estimates of entrepreneurship are provided
from 1996 to 2004 for several demographic groups.
Please see: http://www.kauffman.org/items.cfm?itemID=640
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The SBANC Newsletter
is provided as a service to the members of our affiliates: Academy
of Collegiate Marketing Educators (ACME), Association for Small
Business& Entrepreneurship
(ASBE), Decision Sciences Institute (DSI), Federation of Business Disciplines
(FBD), International Council for Small Business Congress (ICSBC), Institute
for Supply Management, The International Small Business Congress (ISBC),
Marketing Management Association (MMA), Small Business Administration
(SBA), Service Corps of Retired Executives, Small Business Institute
(SBI), Society for Marketing Advances (SMA), United States Association
for Small Business & Entrepreneurship (USASBE), U.S. Department
of Veterans Affairs and Western Decision Sciences Institute (WDSI).
If you are interested in membership or would like further information
on one of our affiliates, please see our web site at http://www.sbaer.uca.edu
SBANC STAFF
Main Office Phone: (501) 450-5300
Dr. Don B. Bradley III, Executive Director
of SBANC & Professor of Marketing
Direct Phone: (501) 450-5345, E-mail: donb@uca.edu
Esther Mead, Graduate Research, E-mail: esthermead@gmail.com
Ashley Ford, Development Intern, E-mail: ASHatsbanc@hotmail.com
Olivia Johnson, Development Intern, E-mail: reneeatuca_2003@hotmail.com
Brandon Tabor, Development Intern, Email:
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