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Economic Impact of Macy's Closures, Sephora Openings
On February 4, Macy's announced that it will lay off 2,000 employees at corporate-level positions and close 125 stores over the next three years. They will also look to open smaller store concepts in shopping center locations, which have become more popular destinations for consumers than shopping malls. On the same day, Sephora announced it was going to open 100 stores in 2020. Villanova's David Fiorenza, an assistant professor of economics, has provided comments on both retailers' moves: "Macy's closing about 125 stores with a couple thousand jobs lost is basic economics. Supply and demand has been changing for many years, as people are shopping online, visiting boutique stores, travelling to smaller stores in strip malls, and visiting the urban-style malls that are popping up in suburban towns. These town centers, like King of Prussia Town Center, offer everything a mall or city shopping district does—but with smaller stores such as Sephora or Ulta." "Specialty stores like Sephora and Ulta will continue to see good growth in 2020 and beyond, as this is one area of retail that cannot be replaced with online shopping. The servicing of makeup, cosmetics, hair salons and fragrances needs to be experienced in a store with a knowledgeable sales representative." "The cosmetics counters in the large stores that are anchors in malls, such as Nordstrom, Neiman Marcus and Bloomingdale's, continue to show strong sales. However, in other departments within these stores, the sales are flat or declining." "Most of the smaller strip malls and suburban town centers do not have the competition you see at the larger malls." "Since the economy has been thriving for some time now, people have more discretionary income to spend. This is another bonus for Sephora and even Ulta to expand." "Macy's is a great organization but some of the stores look old and tired, similar to what happened with Toys 'R' Us' shops. I can see Macy's opening smaller boutiques, like what Best Buy has done, or discount stores, like Nordstrom Rack." "Landlords in these small strip centers and urban centers look for a certain type of business, and the large format of Macy's does not work at this point."
Curious about who’s cashing in on Superbowl Sunday? Let our experts help!
The big day is almost here! Fans around the world are getting squares ready, chili cooked, and prop-bets placed. Superbowl Sunday is America’s biggest day for television and sports. This year, it will be all eyes on the Kansas City Chiefs and San Francisco 49ers as they land in Miami to prep and promote for Sunday’s kickoff. There’s big money to be made this week, and a lot of it is going around, according to CNBC – last year was a windfall and most expect this year to be even bigger. Super Bowl ad spots are the most expensive on commercial TV in the U.S. by far, with a 30-second slot costing $5.25 million. That works out at roughly $175,000 per second. Last year, the winners of the Super Bowl made an estimated $112,000 each, while their opponents made $56,000 each. Referees, meanwhile, make between $4,000 and $10,000 a game, according to an estimate by CBS, and their annual salary is about $201,000. Stores are set to make $14.8 billion in sales around the game, with most of that money spent on food and drink to consume while watching, according to a survey carried out by Prosper Insights & Analytics for the National Retail Federation last week. That equates to $81.30 per person, up from last year’s $81.17. Are you a journalist covering this Sunday’s big game? If you have questions about the marketing or economics of the Superbowl, the let our experts help with your stories and coverage. Professor Andrew Wonders joined the faculty of the School of Business Administration at Cedarville University in 2013 following a 13-year career in the sport industry. He is an expert in the areas of major sporting events and the business of sports. If you are looking to arrange an interview with Professor Wonders – simply click on his icon to arrange a time.
Can America’s Infrastructure Withstand The Digital Economy?
When a city like New York is facing a continuous delivery stream of more than 1.5 million packages a day, something has to give. The growing number of sales by Amazon and other online retailers, combined with rapid delivery options, is choking streets within major metropolitan cities. This issue was recently featured in The New York Times — and when the journalists needed an expert perspective, they contacted Rensselaer Polytechnic Institute. Here's an excerpt: The average number of daily deliveries to households in New York City tripled to more than 1.1 million shipments from 2009 to 2017, the latest year for which data was available, according to the Rensselaer Polytechnic Institute Center of Excellence for Sustainable Urban Freight Systems. “It is impossible to triple the amount,” said José Holguín-Veras, the center’s director and an engineering professor at Rensselaer, “without paying consequences.” Households now receive more shipments than businesses, pushing trucks into neighborhoods where they had rarely ventured. And it could be just the beginning. Just 10 percent of all retail transactions in the United States during the first quarter of 2019 were made online, up from 4 percent a decade ago, according to the Census Bureau. — The New York Times, October 28, 2019 If you are a reporter covering this or a similar topic, let our experts help! Professor José Holguín-Veras is the Director of the Center for Infrastructure, Transportation, and the Environment (CITE) at Rensselaer. He is a leading authority in freight transportation and humanitarian logistics. Professor Holguín-Veras is available to speak with media regarding the ongoing difficulties cities are facing as shopping moves online and to the streets. Simply click on his icon to arrange an interview.
Is your social media ready for when the next crisis strikes? Let our experts help!
At the National Institute for Social Media, response plans are the priority. A response plan is the high-level look, or the umbrella overview, that crisis management falls under. Your response plan details how you respond to positive, negative feedback, and any neutral feedback that comes your way. Take a compliment and make the most out of it: Positive feedback feels like you’re off the hook. If feedback is all positive, you feel like you don’t have to do anything. But that’s your opportunity to nurture and strengthen those who are already your supporters. They then become your brand champions. Avoid the neutral zone traps – react and respond accordingly: Questions or posts that aren’t really positive or negative land in neutral space, and that’s really not crisis communication, responding to those is just good customer service. When crisis strikes: If you have a crisis, most people associate it with an isolated event, and sometimes you can plan for it, sometimes you can’t. A few years ago, when Nordstrom’s discontinued Ivanka Trump’s clothing line, they anticipated a negative backlash by those who would accuse them of being politically motivated. They stated sales was the reason, and 100 percent came out neutral, but they could anticipate that particular feedback. Whereas, in the viral video of a passenger being physically dragged off an airplane, the airline couldn’t have anticipated that event. However, with an online response plan, they would have been prepared to respond to the unexpected event. A quick response is important but an informed response is more important than anything else. If it fits the situation, you may buy yourself time to do a little research by commenting that you’ve passed their question on and will respond soon. If you don’t have a strategic plan to fall back on, and you respond quickly but poorly, you run the risk of doing more harm than good. With an online response plan, people understand how to assess a given situation. Respond: To show transparency, we want everyone to see we are responding to customer; we have a planned response where we acknowledge the customer. Take offline: Give them an offline option for sharing additional information. Resolve: This allows the customer to have their issue resolved and be heard but discourages them from sharing ugly details on that highly visible platform. The plan is for a social media manager to have a path when they don’t know what to do. The viral airplane video is one example because by the time their social media people saw it, it was already going viral. They had every indication they should be panicking. Did they have a person to talk to help them make the decision about how it needs to be addressed? For those crises we can’t anticipate, there needs to be a clear path to a leader who can help with this difficult situation. One of my favorite things to tell people is that you don’t have to be victimized online just because you’re a professional organization. You can set up community guidelines. Some businesses think, what if someone starts using racial slurs or inappropriate comments? You can post community guidelines that state these are our expectations of how our customers can participate respectfully, and we reserve the right to delete your content. You can set the expectation that you want people to engage respectfully. You have to get to the heart of what people are really asking or wanting. In the case of Ivanka Trump’s clothing line, nobody was upset because Nordstrom’s wasn’t carrying the clothing line; what they were really upset about was that a large organization could be taking a political stance against the at-that-time republican candidate. Are you looking to know more about how corporations and institutions need to be prepared and how they need to react when bad news goes viral? That’s where we can help. Amy Jauman is social media expert, consultant, writer, and professor at Saint Mary’s University of Minnesota. Dr. Jauman authored a (National Institute for Social Media) NISM textbook for social media strategists and is available to speak to speak with media – simply click on her icon to arrange an interview.
U.S. economy continues to expand, but at a slower pace, reaching about 2 percent growth in 2020
INDIANAPOLIS -- The U.S. economy will continue to expand for a 12th consecutive year in 2020, but by only about 2 percent and struggling to remain at that level by year's end. Indiana's economic output will be more anemic, growing at a rate of about 1.25 percent, according to a forecast released today by the Indiana University Kelley School of Business. Over the past year, political dysfunction and international trade friction have disrupted supply chains and eroded both consumer and business confidence. U.S. employment has grown during 2019 but will decelerate throughout 2020, well short of 150,000 jobs per month and possibly to about 100,000 by year's end. A tight labor market will continue to be an issue for many companies. "The total number of job openings in the economy peaked in late 2018," said Bill Witte, associate professor emeritus of economics at IU. "Average hours worked have been flat over the past year, and auto sales have been flat for nearly two years. Given the reliance of the U.S. economy on consumer spending, these are disturbing signs. But they are vague signs, and not enough to convince us that the end of the expansion is in sight. "We expect that growth will be weaker than in the past two years, and this outlook is likely a best-case outcome," he added. "There is massive uncertainty in the current situation." The Kelley School presented its forecast this morning to Indianapolis community and business leaders at IUPUI. The Business Outlook Tour panel also will present national, state and local economic forecasts in seven other cities across the state through Nov. 20. Indiana's more meager economic growth expected in 2020 can largely be attributed to the outsized presence of manufacturing and particularly tight labor markets, said Ryan Brewer, associate professor of finance at Indiana University-Purdue University Columbus and author of the panel's Indiana forecast. Manufacturing contracts more rapidly versus other areas of the economy, and tight labor markets limit employers' capacity to grow, he said. Expectations about business investment have fallen short, and corporations have been buying back stock instead of making capital investments. The trade war with China and slowing global expansion have also affected state manufacturers. The world is about to record its slowest economic growth since the financial crisis of 2009. Next year, global growth is projected at 3.4 percent, with downside risks continuing to build. China and the European Union each face structural issues amid tariffs imposed by the United States. Brexit remains unresolved. Recent data from the Institute for Supply Management showed that manufacturing activity has slowed to its lowest rate since the beginning of the Great Recession. Indiana has sought to diversify its economy in recent decades, but manufacturing output represents nearly 28 percent of gross state product. Indiana continues to lead the nation in manufacturing employment, with more than 17 percent of its jobs in that sector. "Constrained by a historically tight labor market, Indiana is expected to experience slow growth in jobs and gross output, along with the possibility for continued rising wages," Brewer said. "With fewer and fewer available people to hire, tightness of the Indiana labor markets will serve as a drag to output and employment growth." The outlook for the Indianapolis-Carmel-Anderson metropolitan statistical area is slightly better, with expected growth between 1.5 and 2 percent. "Indianapolis continues to draw in talent and investment that should help it exceed the overall state level of growth," said Kyle Anderson, clinical assistant professor of business economics. "However, there is risk that weakness in the broader economy, and especially weakness in manufacturing, could make this forecast too optimistic." Other highlights from the forecast: The national and state unemployment rates will hold steady. The nation's rate could be below 4 percent by year's end, and the state will stay at or below full employment through 2020. Inflation will rise and end 2020 close to the Federal Reserve's 2 percent target. The stock market will struggle to get average returns with headwinds from trade, supply chain disruption and policy uncertainty. Earnings continue to exceed expectations, yet lack of definitive trade consensus continues to drive headwinds. Interest rates will remain low. The 10-year Treasury rate should stay below 2 percent and mortgages below 4 percent. Speculative grade bond yields have been rising, indicating increased risk of insolvency for marginal firms. Entry-level wage growth could cause costs to rise, earnings to fall and growth to stagnate for firms heading into 2020. Energy prices will be relatively stable, with average prices similar to those in 2019. Business investment will remain weak, although a little improved from this year. Housing will achieve a meager increase, ending two years of negative growth. Government spending will grow, but much more slowly than the past year, as the impact of the 2018 budget deal ends. The starting point for the forecast is an econometric model of the United States, developed by IU's Center for Econometric Model Research, which analyzes numerous statistics to develop a national forecast for the coming year. A similar econometric model of Indiana provides a corresponding forecast for the state economy based on the national forecast plus data specific to Indiana. A select panel of Kelley faculty members, led by Indiana Business Research Center co-director Timothy Slaper, then adjusts the forecast to reflect additional insights it has on the economic situation. A detailed report on the outlook for 2020 will be published in the winter issue of the Indiana Business Review, available online in December. In addition to predictions about the nation, state and Indianapolis, it also will include forecasts for other Indiana cities and key economic sectors. Presenting the forecast at the Indianapolis Business Outlook Tour event were Phil T. Powell, associate dean of Kelley academic programs at Indianapolis and clinical associate professor of business economics and public policy; Cathy Bonser-Neal, associate professor of finance; and Anderson.
Experts available to discuss vaping and new tobacco products
A host of new tobacco products, including e-cigarettes like JUULs, have entered the market in recent years, bringing new public health concerns with them. Researchers at the University of North Carolina at Chapel Hill are studying the health and societal impacts of emerging tobacco products. UNC-Chapel Hill experts are available to discuss topics including e-cigarettes’ health impacts, their failure as smoking cessation tools, the differences in how smoking and vaping affect the body, and e-cigarette explosions and the resulting chemical burn injuries. If you’d like to speak with an expert, call (919) 445-8555 or email mediarelations@unc.edu. Dr. M. Bradley Drummond is an associate professor of medicine at UNC School of Medicine and the director of the Obstructive Lung Diseases Clinical and Translational Research Center. He can discuss the health consequences of these new tobacco products and how they vary from traditional cigarettes. He can also discuss how these products exacerbate other conditions like chronic obstructive pulmonary disease, asthma and other chronic lung diseases. Dr. Adam Goldstein is a professor in the UNC department of family medicine, the director of tobacco intervention programs at UNC School of Medicine, and a member of UNC Lineberger Comprehensive Cancer Center. He can discuss the potential drawbacks versus any potential benefit of using these products as smoking cessation tools and can share evidence-based strategies to stop smoking. He can also speak to trends in teen tobacco use. Dr. Ilona Jaspers is a professor of pediatrics and microbiology & immunology, director of the Curriculum in Toxicology, and deputy director of the Center for Environmental Medicine, Asthma and Lung Biology all at the UNC School of Medicine, and professor of Environmental Sciences and Engineering at the UNC Gillings School of Global Public Health. She can discuss the current scientific understanding of the health effects of vaping or juuling, a subject on which she has published widely. Kurt Ribisl is a professor and chair of the department of health behavior at UNC Gillings School of Global Public Health and the program leader for Cancer Prevention and Control at UNC Lineberger Comprehensive Cancer Center. Ribisl specializes in tobacco policy and regulation and can speak to taxation, advertising and marketing of new tobacco products and recommendations for preventing youth access. Robert Tarran is a professor of cell biology and physiology at UNC School of Medicine, a member of UNC Marsico Lung Institute, and a member of UNC Lineberger Comprehensive Cancer Center. He can discuss the science of vaping, including how e-cigarettes impact a person’s lungs, including their genes and what happens to the lung’s immune system. He can also speak to the varying toxic effects of different e-cigarette flavors. Rebecca Williams is a research associate at UNC Lineberger Comprehensive Cancer Center. She is a leading expert on internet tobacco sales, age verification, technology and emerging tobacco products, including the wide variety of vaping devices available today. Her research has shown that online e-cigarette vendors routinely sold to minors, a finding that underscores the need for regulations requiring and enforcing age verification for the online sale of e-cigarettes. She can discuss the sales and marketing practices of websites that sell emerging tobacco products, and underage access to these online products.
‘Bottom-line mentality’ can lead to loss of employee respect and loyalty, research shows Supervisors driven by profits could actually be hurting their coveted bottom lines by losing the respect of their employees, who counter by withholding performance, according to a new study led by Baylor University. The study, “The Influence of Supervisor Bottom-Line Mentality and Employee Bottom-Line Mentality on Leader-Member Exchange and Subsequent Employee Performance,” is published in the journal Human Relations. “Supervisors who focus only on profits to the exclusion of caring about other important outcomes, such as employee well-being or environmental or ethical concerns, turn out to be detrimental to employees,” said lead researcher Matthew Quade, Ph.D., assistant professor of management in Baylor University’s Hankamer School of Business. “This results in relationships that are marked by distrust, dissatisfaction and lack of affection for the supervisor. And ultimately, that leads to employees who are less likely to complete tasks at a high level and less likely to go above and beyond the call of duty.” While other studies have examined the impact of bottom-line mentality (BLM) on employee behavior, Quade said this is the first to identify why employees respond with negative behaviors to supervisors they perceive to have BLM. The research team surveyed 866 people. Half of those surveyed were supervisors; the other half were their respective employees. Data was collected from those who work in a range of jobs and industries, including financial services, health care, sales, legal and education. Researchers measured supervisor BLM, employee BLM, task performance and leader-member exchange – the rating employees gave of their relationships with their supervisors. Employees rated their supervisors’ BLM by scoring on a scale statements like: “My supervisor treats the bottom line as more important than anything else” and “My supervisor cares more about profits than his/her employees’ well-being.” They rated leader-member exchange via statements such as “I like my supervisor very much as a person” and “My relationship with my supervisor is composed of comparable exchanges of giving and taking.” Supervisors rated their employees by scoring statements such as: “This employee meets or exceeds his/her productivity requirements,” “This employee searches for ways to be more productive” and “This employee demonstrates commitment to producing quality work.” Based on the responses and the data collected and analyzed, the researchers found: High-BLM supervisors create low-quality relationships with their employees. In turn, employees perceive low-quality leader-member exchange relationships. Thus, employees reciprocate by withholding performance. When supervisor BLM is high and employee BLM is low, the damaging effects are strengthened. When both supervisor and employee BLM are high, the negative performance is still evident. The last finding on that list was particularly significant, Quade said, because it contradicts a common belief that when two parties (in this case, supervisors and employees) think alike and have similar values, there will be a positive outcome. Not so much in the case of BLM, the study shows. “When supervisor and employee BLM is similarly high, our research demonstrates the negative effect on performance is only buffered, not mitigated – indicating no degree of supervisor BLM seems to be particularly beneficial,” the researchers wrote. “It seems even if employees maintain a BLM, they would prefer for their managers to focus on interpersonal aspects of the job that foster healthier social exchange relationships with their employees in addition to the bottom line.” The profit-performance relationship can spark a conundrum for companies, Quade said, because organizations want to be profitable, and performance is an important indicator of an organization’s health and vitality. If leaders believe a negative dynamic regarding BLM exists in their organization, the researchers suggest a few practical steps: Be cautious of a BLM approach or emphasizing bottom-line outcomes that could neglect other organizational concerns, such as employee well-being and ethical standards. Managers should be aware of the message they pass along to employees (and the possible performance repercussions) when they tout bottom-line profits as the most important consideration. Organizations that need to emphasize bottom-line outcomes should consider pairing the BLM management style with other management approaches known to produce positive results, such as practicing ethical leadership. “Supervisors undoubtedly face heavy scrutiny for the performance levels of their employees, and as such they may tend to emphasize the need for employees to pursue bottom-line outcomes at the exclusion of other competing priorities, such as ethical practices, personal development or building social connections in the workplace,” the researchers wrote. “However, in doing so they may have to suffer the consequence of reduced employee respect, loyalty and even liking.” ABOUT THE STUDY “The Influence of Supervisor Bottom-Line Mentality and Employee Bottom-Line Mentality on Leader-Member Exchange and Subsequent Employee Performance” is published in the journal Human Relations. Authors are Matthew Quade, Ph.D., assistant professor of management in Baylor University’s Hankamer School of Business; Benjamin McLarty, Ph.D., assistant professor of management, Mississippi State University; and Julena Bonner, Ph.D., assistant professor, Utah State University. ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 90 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT HANKAMER SCHOOL OF BUSINESS AT BAYLOR UNIVERSITY At Baylor University’s Hankamer School of Business, integrity stands shoulder-to-shoulder with analytic and strategic strengths. The School’s top-ranked programs combine rigorous classroom learning, hands on experience in the real world, a solid foundation in Christian values and a global outlook. Making up approximately 25 percent of the University’s total enrollment, undergraduate students choose from 16 major areas of study. Graduate students choose from full-time, executive or online MBA or other specialized master’s programs, and Ph.D. programs in Information Systems, Entrepreneurship or Health Services Research. The Business School also has campuses located in Austin and Dallas, Texas. Visit www.baylor.edu/business and follow on Twitter at twitter.com/Baylor_Business.
Caring for Patients Who Are Prescribed Medical Marijuana
With more than $10 billion in legal sales of marijuana in the United States in 2018, there’s a need to educate healthcare practitioners about how to safely treat and manage patients who are prescribed medical marijuana. According to the Centers for Disease Control, cannabis-based products such as man-made cannabinoid-based medications may help prevent and ease nausea caused by chemotherapy. And for adults with multiple sclerosis-related muscle spasms, short-term use of some man-made and cannabinoid-based medications may improve their symptoms. "Providing care for patients who use medical marijuana is a responsibility all healthcare providers share, and it is therefore imperative to encourage communication between all providers and the patient," says Evelyn Lengetti, PhD, RN, NPD-BC, Assistant Dean of the Continuing Education Program at Villanova’s M. Louise Fitzpatrick College of Nursing. To the best of her knowledge, Dr. Lengetti was the first in the Philadelphia area to host a day-long conference open to nurses, doctors, nutritionists, social workers, lawyers and pharmacists to educate them so they would have a working knowledge of what to expect when patients in their care started using medical marijuana. "Healthcare providers need to have some knowledge of medical marijuana when treating this population of patients," Dr. Lengetti says. "They need to know that cannabis is not FDA approved for any condition and that it is for investigational use only." Dr. Lengetti notes that it's beneficial for healthcare providers to know the different types of cannabis, possible side effects, nutritional challenges, and legal issues that may arise while providing care to patients who have been certified to use cannabis products.
Getting the facts on carbon tax for small to medium-sized businesses.
The carbon tax has become an election issue, a matter before the courts and the subject of coast to coast political talk. Each province and federal party are seemingly taking a side and spreading their own messaging on what the carbon tax means for small to medium-sized businesses. Heading into summer and this year's top issue is the carbon tax. Some owners claim that the rebates are not enough to cover the combined shipping, storage, services or other escalating costs. On the other hand, some are stating that's not the case, in fact, the new incentives are helping them increase business and create jobs. Do you know all the facts about the carbon tax? We have an expert that can help answer how much is it, who is paying and how is it impacting your business in Northern Ontario and across the province? John Greenidge, Manager at Freelandt Caldwell Reilly LLP, is an expert in the areas of Indirect Tax, Federal Sales Tax (GST/HST), Provincial Sales Tax (PST/RST), Taxation and Accounting services. To contact John, simply click contact John below to arrange an appointment regarding this topic. Source:
Expert: Why do entrepreneurs fail? They choose the wrong idea.
The importance of having a sound business idea for a startup is essential, but identifying the ideas most likely to go from concept to venture is challenging. Statistics show that about 34 percent of startups fail within the first two years and 56% within the first four years. Most failures are due, in part, to the pursuit of ideas that are poorly selected and/or tested. “Inexperienced entrepreneurs have improved odds of succeeding over the long run if their first idea is sound,” says Dan Cohen, director of Wake Forest University’s Center for Entrepreneurship. “A key to that success is to generate 100 ideas and then evaluate and select the best one. That first win builds confidence for the next.” - Dan Cohen Cohen’s new teaching method, IDEATE, has been proven to help develop higher-quality, more innovative ideas. He is available to discuss ways fledgling entrepreneurs can refine their ideas — from product or service development to customer testing to securing investors to marketing and sales. He can also discuss why starting a business is easier today than it has ever been and what characteristics people share who are drawn to opportunities, innovation and entrepreneurship. Dan Cohen and Wake Forest’s Center for Entrepreneurship were prominently featured in the Winston-Salem Journal’s Business & Innovation section Spotting valuable ideas. IDEATE was one of four finalists for the 2018 Excellence in Entrepreneurship Teaching and Pedagogical Innovation Award from the Global Consortium of Entrepreneurship Centers — winning recognition from among more than 100 submissions. Most recently, Wake Forest University was a finalist for the Model Emerging Entrepreneurship Program Award at the United States Association for Small Business and Entrepreneurship (USASBE) Conference focused on entrepreneurship education. Broadcast Television and Radio Studio Information Wake Forest operates a fully-equipped, professional television and radio studio to connect experts with global news media. Video interviews can be coordinated through LTN Global Communications’ Smartcloud IP video transport service that provides regular high-quality video transport connections to most major broadcast networks. Audio interviews are coordinated through ipDTL, an IP codec used for remote radio broadcasts as well as voice-overs. ipDTL replaces classic ISDN audio codecs and has backward compatibility. Details available here.
