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LOS ANGELES (AP) ? Lindsay Lohan won't face prosecution over a nightclub manager's claims that the actress struck him with her sportscar due to lack of evidence and doubts about his credibility, prosecutors decided Friday.
Police had asked the Los Angeles County District Attorney's Office to review whether Lohan should be charged with leaving the scene of an accident, but the office determined there was insufficient evidence to pursue a case. Police interviewed the manager, reviewed surveillance footage and looked at Lohan's Porsche and found no evidence that an accident had occurred.
Thaer Kamal, manager of the Hookah Lounge in Hollywood, accused Lohan of striking him with her Porsche early on March 14, just two weeks before the actress' supervised probation ended. A charge evaluation worksheet noted that although Kamal called 911, he refused medical treatment at the scene and told police he had been grazed by Lohan's car along his right leg.
He refused to cooperate on follow-up interviews until roughly two weeks later, when he gave detectives a photo of a bruised left knee and appeared for the interview with his left knee bandaged, according to the prosecutor's summary.
"There is no direct evidence to show Lindsay Lohan or anyone else struck victim Kamal," Deputy District Attorney John Gilligan wrote. Victim Kamal's changed story and lack of cooperation with law enforcement make him a non-credible witness."
Kamal has been represented by attorney Mark Geragos, who did not immediately return a phone message seeking comment.
Lohan's spokesman Steve Honig declined comment on the decision.
Lohan, 25, remains on informal probation for taking a necklace without permission last year and is attempting to revive her career. She will play Elizabeth Taylor in a television movie about the actress' love affair with co-star Richard Burton.
___
Anthony McCartney can be reached at http://twitter.com/mccartneyAP
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Oliver Wight Americas, Inc. Releases White Paper on Maximizing Return on Investment By Incorporating Strategic Marketing Plans Within Integrated Business Planning.
New London, NH (PRWEB) May 04, 2012
Oliver Wight Americas, Inc. has released its newest white paper, ?Marketing?s Role in the Integrated Business Planning Process: An Advanced Version of Sales and Operations Planning.?
David Holmes, an Oliver Wight principal and Demand Management expert, shares insight into marketing from a strategic business planning perspective. This paper underscores why an organization?s marketing group is a critical stakeholder within Integrated Business Planning (IBP), the advanced process that integrates additional functional areas beyond the classic demand and supply chain balancing roles of Sales and Operations Planning.
The Integrated Business Planning process is done on a monthly basis, typically spanning a rolling planning horizon of 24 months or longer to evaluate and revise time-phased projections for demand, supply, product, and portfolio changes, strategic projects, and the resulting financial plans. Through this strategic planning process, the executive team continually achieves focus and alignment among all the functions of the organization.
One of the key participants in this integrated management process is the marketing group which, by its very nature, should be planning two years and beyond. David illustrates that within the Integrated Business Planning horizon, marketing naturally aligns at touch points that include strategic review and financial appraisals that arc across:
I.????Management Business Review ? Is the company achieving return on brand investment?
II. Product Management Review ? Is the brand strategy aligned to the company strategy?
III. Demand Review ? Is the company realizing required growth from the brand strategy?
IV. Supply Review ? Is supply aligned to the brand strategy?
The author shows how marketing provides valuable input during demand review and delivers competitive analyses, spending projections for marketing programs, and predictions for market share growth. Discussion includes three key areas where marketing contributes to the Integrated Business Planning process:
1.????Brand spend and awareness
2.????Marketing program spend vs. predicted, incrementally
3.????Competitive analysis ? effects of competition in the market
A subjective measure of brand awareness indicates how a brand is rated or ranked in a particular market and how it impacts demand. David Holmes demonstrates why brand tracking within Integrated Business Planning is important to ensure the marketing investment is in line with the level of projected business growth and ensure related marketing activities are aligned with company strategy, including product development.
The author explains how marketing analysis drives product management through data that supports whether to upgrade, reposition, or discontinue current products. In some cases, a ?new? product may simply be an existing one that marketing can reposition for a new market or price point.
Marketing is typically included in demand review. David points out that in most industries, marketing also plays a critical role in product management by providing market data and insight about the competition?s future activities. He notes that it is absolutely essential that competitive intelligence is managed proactively with a well thought-through, two-year plus, perspective since this data is used in product development to determine and manage product life cycles and product family franchise roadmaps.
The paper illustrates how spend vs. demand reviews are designed to drive incremental business, including a detailed business case comparing program cost to predicted incremental business. The author provides example metrics and supporting graphics to reinforce how marketing data and strategy review contribute to the Integrated Business Planning process.
David Holmes builds a compelling case that marketing fills a key role in strategic planning for product management and business development. Through inclusion of marketing within the Integrated Business Planning process, organizations can ensure that plans for marketing program spending, brand spending, and market share are working together effectively and are aligned to the agreed-upon executive strategy.
Read this white paper now.
About Oliver Wight
Oliver Wight Americas, established more than 40 years ago, is recognized throughout the world as thought leaders and practical coaches and educators. The company is a pioneer in Integrated Business Planning methodologies, including enterprise resource planning, capacity planning, master scheduling, production planning, demand planning, and sales and operations planning.
The company?s coaches and educators are required to have practitioner experience operating to industry best practices as a prerequisite to joining the firm. These seasoned professionals excel at transferring knowledge and experience at all levels of an organization. The largest worldwide consultancy of its type, Oliver Wight has offices throughout Europe, North and South America, and the Asia/Pacific Region. For more information, please visit http://www.OliverWight-Americas.com.
Jesse Buss
Oliver Wight Americas, Inc.
603-526-5800
Email Information
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A new study by the Office of Traffic Safety found that nearly half of the drivers they surveyed are still unaware that lane splitting by motorcycle riders is legal in California.
The report showed that only 53 percent of vehicle drivers knew that lane splitting is legal, yet 87 percent of motorcycle riders said they lane split. Seven percent of vehicle drivers admitted to having attempted to prevent it.
A motorcycle makes its way between cars during the early morning commute as it travels the 55 freeway south near the interchange with the 22 freeway in Tustin.
MARK RIGHTMIRE, THE ORANGE COUNTY REGISTER
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The OTS conducted the review in March and interviewed 733 car drivers and 560 motorcyclists.
As to why people weren't aware of the legality, Chris Cochran, spokesman for the OTS, said: "It's likely that, because the law is actually silent about it, it only really comes up regularly within motorcycle circles."
"We usually take note if something is illegal, not when it's legal," Cochran added.
As part of "Motorcycle Safety Awareness Month," law enforcement agencies, including the California Highway Patrol, are reminding motorists through a Caltrans freeway electronic message to "Share the road. Look twice for motorcyclists."
The CHP said motorcycles can travel faster than traffic during congested conditions and are allowed to legally split lanes, meaning they can ride in the unused space between two lines of moving or stationary vehicles. Motorcyclists cannot ride between the yellow lines.
"It's not something we recommend people do, but we understand that people are going to do it because it's legal," said Robert Gladden with the Motorcycle Safety Foundation in a previous interview.
"For a motorcyclist, you need time and space around you," Gladden added. "When you're lane splitting, you decrease your time and space cushion."
Gladden does emphasize that motorists are becoming more distracted and need to focus on the road: "Distracted driving is a growing problem and people are talking on the phone. It's become a larger statistic in freeway crashes and fatalities."
Gladden added that people in cars should give the same priority to driving that riders do when operating a motorcycle.
According to the OTS, motorcycle fatalities have decreased 10 percent from 394 in 2009 to 352 in 2010. The motorcyclist was found at fault in 243 of those crashes in 2010, Cochran said.
As a general guideline, it's risky if motorcyclists share lanes when going above 10 mph or more than the traffic flow, said CHP officer Gabe Montoya.
"It's legal to split lanes but you can't do it if it's going to be in violation of speed limits or if you're going to be going at a speed that's significantly faster than the traffic through which you're trying to move," Montoya said.
"It's unsafe because you're not giving drivers the time to see or acknowledge that you're there, before they make a lane change or other movement," Montoya added.
Contact the writer: amolina@ocregister.com or 714-704-3795
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