Louisiana’s Barnyard Stories

July 29, 2008

Officially it’s the state legislature, but as you’ll soon find out, we’ve got some crazy animals up in there, up in there. Let’s start with our most recent po-po story when my nizzle for shizzle was taken from his crib and thrown in tha big house just fo telling his ho what da rulz are. Or rather, Senator Shepperd was arrested at his home for banging his girlfriend… in the stomach, not the face.
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Derrick Sheppard, the State Senator who likes to check out his teenaged boys and girls in tight-fitting jeans rather than sagging pants, apparently went to his ex not ex girlfriend’s house, alledgedly broke into her home, slugged her in the stomach then stole her blackberry… for those of you in the country, we had a ho down.

Derrick Shepperd then went home (which is out of the district he represents) and when the police arrived saw the kind and compassionate senator getting down and dirty with two strippers not wearing sagging pants. For you city slickers, that’s a ho ho down.

Today in court, the ex lady friend says she over reacted, that D.T. didn’t K.O. her, and that she’s still dating her sweet Derrick. Of course the evidence seems to indicate otherwise. All in all, Derrick ought to be something happy as he’s got a new piece of jewelry that he can put an Obama sticker on, his ankle bracelet.

Of course Derrick Shepperd has his already criminal investigation that he’s dealing with… See, Shepperd is qualified to replace congressman William Jefferson. And yes, this is the same city that has produced “ten years from now, that’s what 2012?” Ray Nagin, Mary “No drill” Landrieu, and Crybaby Broussard…”Tim… tee hee sob sob tee hee…”. What a wonderful freak show we have going on…

Not to mention the drunk mayor of Mandeville who slammed through the Pontchartrain bridge at 2 in the morning… going into New Orleans. Me thinks he was late for a party.

Let’s not forget Carla Dartez, whose husband hired illegal immigrants, while she drove with something in her system…

So the story goes with Foster Campbell that he thought he could drive down the interstate at high speeds because he was state legislator… before the road was open. When he found out why the road was still closed little kids watched his car fly through the air and said, “Look! It’s a bird, it’s a plane, no, it’s Super retard! Dee dee dee!”. Okay, so that last line probably isn’t true, but if any of you wonder why I call him Patch Campbell, well this accident should give you an EYE-dea.

Baton Rouge’s representation is a little better, but still you have that son of a state Representative who allegedly was involved in the slaying of a Christian musician, and Dexter Delpit, apparently a relative of a former State Representative, entered into a woman’s home and raped her.

Since all of the above mentioned are Democrats, even though I didn’t point it out, I am going to also make it a point to talk about being Sinator Vitter’s home state. Vitter, as you recall liked these sleep overs at border houses, I mean Bordellos, or hotels… doesn’t really matter, Vitter liked the girls who when he’d show a few bills to, she’d open up like a vending machine.

And even though New Orleans is the home of Jazz and tap dancing, there’s no tap dancing allowed here. Hey Idaho, we have enough problems, of course, that’s nothing to (tap) dance about.

Analysts Attempt to Make Comcast-Disney Animal Kingdom Analogy.

Knight Ridder/Tribune Business News February 29, 2004 By Jerry W. Jackson, The Orlando Sentinel, Fla. Knight Ridder/Tribune Business News Feb. 29–If Comcast Corp. manages to buy The Walt Disney Co., the resulting merger would create the nation’s largest media conglomerate. With more than $45 billion a year in revenue, the new company would vault past the current leader, Time Warner, at $40 billion. here disney animal kingdom

But exactly what would a combined Comcast-Disney look like?

Forget the popular image of a snake swallowing a very large mouse.

A more apt analogy might be “taking a group of fish, tying them together and trying to get them to swim as one,” said Patricia Longstaff, an associate professor and media-convergence expert at Syracuse University. “It’s not easy.” If Comcast, with $18.5 billion a year in revenue, acquires Disney, at $27 billion a year, it would absorb a larger creature and a different one as well. And it could end up with indigestion, Longstaff and other industry experts say.

Comcast, the nation’s largest cable-TV operator, has been described as a digital pipeline that also wants to own the things it transports. The Disney empire, with Mickey Mouse and its many creative holdings, is rife with content tailor-made for such a pipeline.

Comcast, with 21.5 million cable-TV subscribers nationwide, would control a platter of Disney morsels, including the ABC television network, Disney movies, the Disney Channel, the ESPN sports network and the A&E arts-and-entertainment network.

Those would join Comcast’s relatively small media lineup, which now includes The Golf Channel and the E! Entertainment Network.

A Comcast-Disney combination would stack up on paper as a formidable competitor for Time Warner, with its 12.9 million cable subscribers, and Fox Entertainment Group, with more than 13 million satellite-TV customers.

In addition to its cable systems, Time Warner boasts the WB Television network, the Cartoon Network, HBO, Court TV, CNN, TBS Superstation and TNT, as well as Warner Bros. Pictures and other studio assets. Fox, in addition to its partial ownership of the company that operates DirecTV, produces movies and TV shows through a variety of subsidiaries, such as Twentieth Century Fox, while operating a television network, various cable networks and several dozen TV stations.

Fox, created and controlled by Rupert Murdoch’s News Corp., has proved to be particularly nimble; some analysts see Comcast’s bid for Disney as primarily a defensive move to counter Murdoch’s entertainment conglomerate now that it has a U.S. satellite-TV service in its stable.

So far, Disney has rebuffed Comcast’s takeover bid. While there is no consensus among industry experts as to whether the merger would be the right or wrong move for either of the companies, one major brokerage has weighed in with a positive assessment.

“We believe the strategic rationale behind the proposal makes sense,” Jessica Reif Cohen, an influential analyst with Merrill Lynch, said in a research report last week . A combination would “provide the opportunity to create new profit centers as well as protect existing assets.” Cohen said that merging Comcast’s distribution network with Disney’s production systems “would create a strong fit and launch both companies into a position to create new businesses in both video and data.” Disney’s depth in key programming areas, including “sports, kids, news and movies,” Cohen said, could provide Comcast with “a more differentiated product vs. satellite operators.” She noted, for example, that Disney’s strong ABC/ESPN sports offerings would give Comcast a platform from which to offer subscribers a more robust high-definition television product than currently available to satellite-TV customers and broadcast-only viewers. go to site disney animal kingdom

Cohen and other analysts also note that a Comcast with ESPN would have more leverage in negotiating fees for gaining access to cable content owned by competitors and other companies — such as HBO and CNN, both owned by Time Warner.

Industry observers also say that, in the big picture, a merger of Comcast-Disney could have a ripple effect industrywide, forcing other companies to search in earnest for partners of their own. Investment bankers reportedly have been pitching various merger and acquisition ideas to media companies large and small, warning that consolidation could leave them vulnerable if they’re not part of it.

MGM Studios, for example, has long been considered at risk as the last remaining big independent movie studio. A Comcast-Disney deal might intensify the pressure on MGM to join one of the nation’s increasingly powerful media conglomerates.

Some analysts also speculate that a merged Comcast-Disney could give the company an upper hand in developing digital services such as video on demand.

But other experts question whether the benefits of combining Comcast’s pipeline with Disney’s content would be great enough to justify a merger.

“I do not see a really compelling case,” said C. Gopinath, associate professor of international business and strategic management at Suffolk University in Boston. “It will be bigger, but what does size get you? In the case of AOL-Time Warner, that’s not a good model because it certainly did not pay off.” The Time Warner-America Online merger in January 2001 is often cited as exhibit No. 1 in proving how difficult it is to blend large, disparate parts that at first glance may seem to fit together.

The merger of Time Warner’s content and its cable distribution with AOL’s Internet distribution proved disastrous, Gopinath said, destroying about $200 million in shareholder value. Time Warner, which has since shed the AOL part of its name, is still trying to recover.

When Comcast bought AT&T Broadband’s cable-TV systems for about $47 billion in 2002, it made sense and has proved beneficial, Gopinath said, because Comcast was sticking with its business model and expanding its core operations. But if it manages to snare Disney, in an attempt at what’s known as “vertical integration,” it will be taking a far greater risk, Gopinath said, and may well have to shed some assets if the integration proves shaky or unwieldy.

Disney’s theme parks, for example, have been cited as one element of the combined company that Comcast would not be able to drive through its cable-TV pipeline.

Comcast executives have so far played down the possibility of selling the theme parks, which generate about 20 percent of Disney’s total revenue. But if a Comcast-Disney merger is completed and the theme parks don’t continue to rebound from the 2001 recession and the post-Sept. 11 travel slump, the resorts could end up being the slow swimmer in the merged company’s school of fish, with the more agile media segments leaving them in their wake.

As Longstaff, the Syracuse University media specialist with the swimming-fish analogy, put it: “If you don’t have enough food for all the fish, you have to let one go.” CMCSK, DIS, TWX, NWS, NCP, MGM,


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