Member Clubs Research Articles

Differences in Physical Activity and Built Environment Perceptions between Younger and Older Adults Living in The Same Rural

<p>This study examined associations between perceptions and physical activity of younger and older adults residing in the same rural/small town community. Thirty-two adults completed interviews about their community and their physical activity. Both groups perceived their neighborhood as pleasant and safe to be active. Fewer older adults perceived their neighborhood as having sidewalks. Younger adults reported being more vigorously active and they were more often utilizing private membership clubs for physical activity. Older adults utilized more public recreational facilities. These results suggest that higher perceived quality of the neighborhood built environment can enhance participation in moderate exercise in older adults.</p>

Differences in Physical Activity and Built Environment Perceptions between Younger and Older Adults Living in The Same Rural

<p>This study examined associations between perceptions and physical activity of younger and older adults residing in the same rural/small town community. Thirty-two adults completed interviews about their community and their physical activity. Both groups perceived their neighborhood as pleasant and safe to be active. Fewer older adults perceived their neighborhood as having sidewalks. Younger adults reported being more vigorously active and they were more often utilizing private membership clubs for physical activity. Older adults utilized more public recreational facilities. These results suggest that higher perceived quality of the neighborhood built environment can enhance participation in moderate exercise in older adults.</p>

Rules of the Game: Strategy in Football Industry

Being one of the most popular sport industry in the world, football attracted interest not only for being a globalized sport and its impact on national identities, but also due to generation of high revenue from matchday, broadcast and commercial sources. With this study, strategic groups among the 50 global football club brands, based on these revenue is identified and the common main strategies of the groups are analyzed. Although many research is undertaken about strategic groups in various industries, similar research in sports industry is still at infancy. The findings indicate three different strategic groups, with member clubs of each group following similar strategies. In addition, brand value forms mobility barriers among strategic groups.

Black Clubwomen and the Promotion of the Visual Arts in Early Twentieth-Century Texas

Black Clubwomen and the Promotion of the Visual Arts in Early Twentieth-Century Texas Victoria H. Cummins (bio) Click for larger view View full resolution Members of Dallas’s Pricilla Art Club, c. mid 1920s. Courtesy Dallas Historical Society. Used by permission. [Begin Page 1] In the first half of the twentieth century, women’s voluntary organizations and their members in Texas and throughout the country were in the vanguard of promoting art appreciation, education, and collecting among the public. These groups provided venues for American artists to display and sell their work. There is very little scholarly literature that addresses this aspect of women’s club work, and what little has been written deals with the activities of white clubwomen. This article seeks to shed new light on a lively period of support for the visual arts by African American women’s clubs in Texas.1 These clubs, which extolled the virtues of respectable middle-class womanhood, produced many dynamic leaders for the African American community. The clubs provided intellectual stimulation and social outlets for their members as well as nurturing the skills needed to become the organizers of charitable and civic improvement initiatives that bettered the lives of black Texans. A number of clubs [End Page 1] promoted art appreciation in the African American community and introduced black artists and their work to the public in segregated Texas. While many clubs across the state were active in promoting the arts, the black women’s clubs of Dallas were particularly successful in their efforts, bringing about an early, if limited, integration of the arts community. Much of the impetus for the promotion of the arts by white clubwomen nationwide emanated from the General Federation of Women’s Clubs (GFWC), established in 1890 and based in Washington, D.C. Founded in 1897 and federated with the GFWC in 1899, the Texas Federation of Women’s Clubs (TFWC) was the conduit by which the national organization’s initiatives were channeled to the local Texas clubs. White women’s clubs encouraged the establishment of art academies and other instructional programs, worked to introduce art and art appreciation classes to public schools, fostered activities that would bring the visual arts into individual homes across the state, and provided venues for Texas artists to exhibit their work to potential buyers. Art museums in Houston, Dallas, San Antonio, Abilene, El Paso, and elsewhere in the Lone Star State were founded in large part due to the work of white clubwomen who nurtured the creation of these civic institutions.2 The GFWC, the TFWC, and the city federations for local clubs were all segregated organizations. The art activities white groups organized and promoted did not overtly encourage African Americans’ participation, even if they did not specifically bar them. With their community excluded from these activities by racial prejudice and themselves isolated from the white clubs by institutional segregation, Afro Texan clubwomen had to provide leadership in promoting black artists and their work not only to their own but also to the white community. African American women began to organize in the 1890s in major eastern cities in order to increase their effectiveness. These organizations were an outgrowth of women’s participation in voluntary and benevolent organizations in the black community that began before the Civil War.3 These early organizations led to the National Association of Colored [End Page 2] Women (NACW), which was created in 1896 and grew rapidly.4 The Phyllis Wheatley Club of Fort Worth affiliated with the NACW around 1900, the first Texas club to do so. As the number of clubs grew, their leaders felt the need for a state organization to coordinate activities and disseminate information. The Texas Federation of Colored Women’s Clubs (TFCWC), later the Texas Association of Colored Women’s Clubs (TACWC) and now the Texas Association of Women’s Clubs (TAWC), was organized in Gainesville in 1905 by Mrs. M. E. Y. Moore and a small group of like-minded clubwomen. It grew steadily; by 1911 there were 31 clubs in the TFCWC and it had 92 member clubs with about 1,500 members by 1928.5 City federations also formed in urban areas like...

Table of Contents

Abstract Forge Long‐Term Relationship With New Businesses Professional Opinion Identify and Improve What Members Like Best Membership Renewal Tips Growing Your Membership Tiered Membership and Quickstart Guide Help to Increase Membership Meetings Management Seek Member Input Regarding Meetings Retention Efforts Procedures for Measuring Member Satisfaction How to Build Member Trust Four Ways to Keep Members Emotionally Engaged Member Categories Boost Dues Revenues, Create an Exclusive Membership Club Food for Thought Free Membership? You're Kidding, Right? Staying Relevant Look to Millennials for Advice, Ideas New Member Recruitment Prepare for Frequently Asked Questions Ask Members For Their Wish Lists Ways to Get More Members Learn From the Competition Make an Impression Coming and Going Increase Online Involvement Send Special Invites to Past Conference Attendees Reducing Attrition Use Data to Keep Members Engaged Tap Member Creativity Engage Members in Competition to ‘Name That Category’ Membership Options Museum Puts Creative Membership Offerings on Display Event Details Be Selective About Who Staffs Exhibit Booths Membership 101 For Millennials Work to Integrate Marketing, Membership and Component Relations Member Engagement Why Not Host a Video Contest?

The perfect gentleman: the pursuit of timeless elegance and style in London

This lavish publication celebrates the gentlemans search for the perfect sartorial detail, the ideal accessory, or beautiful gift for a loved one. Presented through the eyes of a connoisseur looking for quality and bepoke goods in Londons key stylistic historic periods, it tells the stories of the personalities, shop-keepers and mastercraftsmen who have animated the business of luxury goods for centuries. The book is arranged chronologically in six chapters, each followed by three or four profiles of British luxury marques. A reference section presents the London gentlemans social world, from the shopping arcades to classic hotels and the members clubs and antiquarians in between. This is the perfect book for the man who has everything.

Creative Clinical Data Mining: Glimpsing the Engagement of Families with an Integrated Service System

This article illustrates the potential of clinical data mining (CDM) for exploring families' engagement with integrated early intervention and prevention (EIP) service systems. New approaches to EIP under the Communities for Children program seek to achieve systemic change towards more integrated service provision in an area. To date, program monitoring has focused on contacts by families with individual services, not necessarily engagement across an emerging system. As part of an evaluative capacity-building (ECB) process, practitioners asked the question: What can we learn about users' engagement with the service system from existing records of use? The approach taken drew from CDM methodology. EIP does not usually involve significant user database systems as the work entails community development methodologies and users can be variously the community, groups, families and individuals. A partial dataset, from routinely recorded contacts, was available for one area. The dataset relied on a family number system created as a membership club for consciousness-raising on child-friendly communities. The de-identified dataset was mined for ‘connection’ with, and ‘movement’ within, the service system. There was evidence beyond the intuitive knowing of practitioners that the contractual obligation to engage families and children with services across a system was achieved. CDM provided a means to demonstrate this within a broader evaluative capacity-building process.

Ashes cricketers and the Lancashire League

Financed by the economic powerhouse of the cotton industry, the Lancashire League's member clubs had pre-League contact with the very first English and Australian Test match cricketers. Formed in 1890, the League went on to attract a multitude of Commonwealth stars, many of them ‘Ashes professionals’ whose League experience benefited themselves, their clubs and their communities. For some professionals, the League provided their bread and butter, for others an end-of-career payday, recuperation from injury or part of their cricket education. Some came at the height of their powers. Others appeared as substitute professionals. No other organization has provided its amateurs with the thrill, privilege and memories of sharing the stage with such a rich gallery of international sporting talent. The legendary tales of genius, competitiveness, charisma and showmanship have helped bond 14 clubs from north-east Lancashire together, their membership remaining unchanged since 1897.

Not Likely to Flourish

Delayed OpeningWithin a few short weeks our columns will again teem with record of base ball and cricket matches. Again green fields of Hoboken will be made lively and attractive by voices of participants in these manly outdoor exercises and sports. From present appearances, approaching season bid fair to be one of most brilliant that we have yet had.-New York Clipper, March 15, 1862The December National Association of Base Ball Players meeting that concluded 1861 season had not provided any grounds for Clipper's spring optimism. Attendance had dropped dramatically since previous year. Out-of-town clubs stayed home, and many member clubs had disbanded or suspended play as their players went to war. Clipper, explaining (in same article) its rosy forecast, predicted:The rebellion has culminated. Its rapid downfall is but a question of time. As a consequence, there is a feeling of hope of better times coming, that yields an exultation and joyousness that tells well for a thorough enjoyment of ordinary sports and pastimes in which we are prone to indulge during summer season.A month later, even as New York Sunday Mercury was proclaiming on April 13 that New York and Brooklyn clubs were full of life and vigor, and there is every prospect ahead of as lively a base ball season as has ever been witnessed, reports were coming in of then-shocking casualties (13,000 on side alone) at inconclusive Battle of Shiloh on April 6-7, leaving such prophecies in tatters, and renewing question of what new season would bring.In event, a more traditional roadblock-spring rains-set season back, as Sunday Mercury noted on May 4. It was notable that one of cancelled matches was opener for Excelsior of South Brooklyn, championship contender of 1860, which played no matches at all in 1861 due to heavy losses to military. Drier weather in May still produced only practices and intrasquad matches, and though Powhatan and Star Clubs of Brooklyn kicked offthe season with a match on 22nd, Brooklyn Daily Eagle complained on May 23: The season is well advanced and but few contests have taken place; it is high time that ball should be opened. Daily Eagle, however, blamed slow start not on war but on the system of waiting until summer months to play matches, which is getting out of date. Sunday Mercury, too, on June 1 took a look around and noted lessened impact of war, at least on supply of players: ...the hegira of warlike ball-players is nothing near as great as in 1861, necessity not being as pressing as it was a year ago.The GroundsWhile sporting press could be suspected of making rosy estimates of health of all various outdoor sports for sake of their circulations, a group in Brooklyn was putting its money where its mouth was. In February, indomitable skaters of Skating Association (which operated Pond, a prime locale for iceskating craze that had been gaining momentum over past few winters) announced an ambitious project aimed at providing year-round revenue: organization of Union Skating, Riding School, Base Ball, Gymnastic, and Boating Association.1 Clipper of February 22 published a detailed description of project:The design is to construct a body of water on site of present pond, but at least three times its size in extent. In centre of this, a large and commodious building will be erected, in Swiss style of architecture, which will contain facilities for refreshments, retiring, dressing, reading, and conversation. This central building will be entirely surrounded by water, communication with it being by handsome bridges from each end, to streets opposite. By this means surface of water will be much greater. Adjoining lake there are to be two large ball grounds laid out, one for base ball-the largest-and other for cricket clubs. …

Networking for healthcare reform

Networking for healthcare reform

American Needle v. NFL: U.S. Professional Clubs are Separate Economic Threads When Jointly Marketing Intellectual Property

One of the most difficult issues regarding the legal regulation of the United States sports industry is whether (and, if so, how) §1 of the Sherman Act, a provision of the U.S. antitrust laws prohibiting concerted action unreasonably restraining trade, applies to professional sports league rules and internal governance decisions (for example, the centralization and exclusive licensing and sale of its member clubs’ intellectual property rights). In American Needle, Inc. v. National Football League, the U.S. Supreme Court recently that the National Football League (NFL) clubs’ grant of an exclusive trademark license to a headwear manufacturer through National Football Club Properties (NFLP), their jointly owned intellectual property marketing and licensing agent, is not immune from judicial scrutiny under §1. The Court resolved a relatively narrow issue, but its ruling suggests that other aspects of a U.S. professional sports league’s cooperative operations and internal governance also are subject to §1. This article initially will briefly describe how the four major U.S. professional sports leagues are structured and internally governed as well as their underlying business models, including revenue sharing among their respective clubs. Next it will provide a historical overview of U.S. professional sports league centralized licensing and internal regulation of intellectual property rights along with antitrust challenges thereto, which set the stage for American Needle. The article then will consider the parties’ arguments and the Supreme Court’s ruling in American Needle and briefly describe the author’s reasons for concluding this case was decided correctly.

Procter & Gamble Co.

AbstractChemicals (MIC: SIC: 2841 NAIC: 325611)Procter & Gamble is engaged in providing branded consumer goods products. As of June 30 2008, Co. conducted its businesses through three Global Business Units: Beauty; Health & Well‐Being; and Household Care. In addition, Co. had six reportable segments: Beauty; Grooming; Health Care; Snacks, Coffee and Pet Care; Fabric Care and Home Care; and Baby Care and Family Care. Co. sells its products in over 180 countries around the world, primarily through mass merchandisers, grocery stores, membership club stores, drug stores and in high‐frequency stores, the neighborhood stores which serve consumers in developing markets.

Procter & Gamble Co.

AbstractChemicals (MIC: SIC: 2841 NAIC: 325611)Procter & Gamble is engaged as a global provider of branded consumer goods products. As of June 30 2007, Co.'s products were sold in more than 180 countries around the world principally through mass merchandisers, grocery stores, membership club stores and drug stores. Co. is organized into three Global Business Units (GBUs): Beauty and Health; Household Care; and Gillette GBU. The business units comprising the GBUs are aggregated into seven reportable segments: Beauty; Health Care; Fabric Care and Home Care; Snacks, Coffee and Pet Care; Baby Care and Family Care; Blades and Razors; and Duracell and Braun.

Procter & Gamble Co.

AbstractChemicals (MIC: 11.1 SIC: 2841 NAIC: 325611)Procter & Gamble is engaged as a global provider of branded consumer goods products. As of June 30 2007, Co.'s products were sold in more than 180 countries around the world principally through mass merchandisers, grocery stores, membership club stores and drug stores. Co. is organized into three Global Business Units (GBUs): Beauty and Health; Household Care; and Gillette GBU. Co. has seven reportable segments: Beauty; Health Care; Fabric Care and Home Care; Snacks, Coffee and Pet Care; Baby Care and Family Care; Blades and Razors; and Duracell and Braun.

Procter & Gamble Co.

AbstractChemicals (MIC: 11.1 SIC: 2841 NAIC: 325611)Procter & Gamble is engaged as a global provider of branded consumer goods products. As of June 30 2007, Co.'s products were sold in more than 180 countries around the world principally through mass merchandisers, grocery stores, membership club stores and drug stores. Co. is organized into three Global Business Units (GBUs): Beauty and Health; Household Care; and Gillette GBU. Co. has seven reportable segments: Beauty; Health Care; Fabric Care and Home Care; Snacks, Coffee and Pet Care; Baby Care and Family Care; Blades and Razors; and Duracell and Braun.

Governance Failure and Financial Crisis in German Football

The peculiar German football governance structure may be well suited to prevent integrity problems resulting from multiple club ownership or from ownership by "undesired'' persons or entities. However, this effect comes at a price. In the vacuum of power generated within large member associations, residual rights of control are de facto allocated to representatives who do not hold residual claims. Because these representatives externalize substantial parts of the risk associated with investment decisions, they are particularly ill-suited for managing the business of professional football, which has been transformed into a "gamble on success'' by ever-increasing revenue differentials between winners and losers. At the same time, low accounting standards for members clubs, combined with "soft'' law enforcement, invite club representatives to hide their consumption on the job behavior until their clubs are insolvent.

The Fees -> Savings Link, or Purchasing Fifty Pounds of Pasta

Many consumers have had the experience of entering discount membership clubs to make a few purchases, only to leave with enough pasta to outlast a nuclear winter. We suggest that the presence of membership can lead consumers to infer a fees -> link, spurring them to increase their spending independent of the actual savings afforded by such clubs. Using both field data and studies in which we created our own membership clubs, we show that 1) serve as a signal of price discounts, such that stores that charge are perceived as offering better deals for identical items; 2) the presence of can increase consumer spending and overall store profitability; and 3) the presence of can drive choice of retail outlets, such that stores with membership are more popular even when they offer the same goods at the same prices as stores without fees.

GOVERNANCE AND VERTICAL INTEGRATION IN TEAM SPORTS

Antitrust law distinguishes vertical and horizontal restraints. A horizontal restraint is one which exists between competing firms supplying rival products in a market, and a vertical restraint is one which exists between firms that jointly contribute to supplying a particular product in a market. Horizontal agreements receive much closer antitrust scrutiny because they often enable firms to limit competition at the expense of consumers, while vertical restraints may be legal or illegal depending on whether they tend to enhance or reduce competition or the exploitation of market power. This paper argues that there are important vertical restraints that operate in sports leagues which have been mostly neglected in the literature but have a significant impact. We focus on intraleague restraints, where member clubs of a league agree to control the organization of league competition, and interleague restraints, where horizontal agreement such as the Reserve Clause relies on agreements not to compete for players competing in senior or junior leagues. (JEL L83, L42, L44)

Procter & Gamble Co.

AbstractChemicals (MIC: 11.1 SIC: 2834 NAIC: 325412)Procter & Gamble is engaged in providing branded consumer goods products, sold through retail operations including mass merchandisers, grocery stores, membership club stores and drug stores. Co. is organized into three Global Business Units (GBUs): Beauty and Health; Household Care; and Gillette GBU. In addition, Co. has a Global Operations group, which consists of the Market Development Organization (MDO) and Global Business Services (GBS). Co. has seven reportable segments: Beauty; Health Care; Fabric Care and Home Care; Pet Health, Snacks and Coffee; Baby Care and Family Care; Blades and Razors; and Duracell and Braun.

Procter & Gamble Co.

AbstractChemicals (MIC: 11.1 SIC: 2841 NAIC: 325611)Procter & Gamble is engaged in providing branded consumer goods products, sold through retail operations including mass merchandisers, grocery stores, membership club stores and drug stores. Co. is organized into three Global Business Units (GBUs): Beauty and Health; Household Care; and Gillette GBU. In addition, Co. has a Global Operations group, which consists of the Market Development Organization (MDO) and Global Business Services (GBS). Co. has seven reportable segments: Beauty; Health Care; Fabric Care and Home Care; Pet Health, Snacks and Coffee; Baby Care and Family Care; Blades and Razors; and Duracell and Braun.