Here's a clip from a one of the shows in Branson, MO when we got my mother onstage. Sorry for the shakey video, I was laughing really hard. lol. Also, once they start dancing, watch her hands.
http://www.youtube.com/watch?v=hoM2gns5RbY&hl=en
Monday, April 25, 2011
Sunday, April 24, 2011
Successful Succession
Succession issues are currently at the top of many organisations’ agendas – and if they’re not, they should be. It is difficult to effect a smooth and successful handover and forward planning and careful consideration are essential.
The Football Association will be praying that Fabio Capello will prove considerably more successful as England manager than his predecessor Steve McLaren, whose bungled appointment in May 2006 was considered ill-advised from the start.
Knee-jerk succession is a bad thing, but having a ‘crown prince’ waiting in the wings for years is not an easy situation to manage, as Prince Charles and Gordon Brown will no doubt testify.
But what will happen to the Virgin ‘empire’ once Richard Branson goes up in his proverbial balloon is anyone’s guess, as there is no indication of a number two being ready to step up to the plate.
Most succession plans amount to crisis management. The culture of short termism in which bosses are booted out for not delivering instant results is partly to blame. The average tenure of a chief executive in the private sector is less than four years, and falling, and those hired from outside the company move on faster than those who rise through the ranks.
Chief executive churn is unsettling, destabilising and demoralising and can lead to a spiral of decline. It is also costly: the number of headline-grabbing ‘rewards for failure’ is mounting. So it’s not surprising that shareholders are starting to question companies more closely about their succession plans, which are increasingly being seen as part of good corporate governance.
There are some who ask why we needed to hire an Italian to manage the England football team. Others question the rising number of foreigners running British companies – at the last count 28 FTSE-100 companies had a non-UK national as chief executive. While this may reflect the increasing globalization of business, it owes at least something to companies’ neglect of their talent pipeline over the past 15 years.
Not only do many businesses not plan for succession, they also have scant idea of the talent they have and need within the organisation. So they resort to the ‘easy’ option of drafting in business ‘saviours’, and if they are foreign saviours, then all the better.
The problem with this approach is highlighted by Jim Collins in his book Good to Great, in which over 90% of the ‘great’ companies he identifies are run by chief executives who grew up in the business. There are very good reasons for this, claims Collins. “You need executives who have ambitions for the company rather than themselves, and those people tend to be insiders rather than outsiders who can be ‘bought’.
What’s more, you need to determine who should be in the business and in what seats before you decide where to drive, and the insider has a head start there.” What’s more, this approach has a pernicious effect on the morale of other senior executives, who believe that if they want to get on they have to get out.
Nigel Nicholson, professor of organisational behaviour at London Business School, conducted a survey that found that individuals who change companies every three or four years advance faster than those who remain loyal to their organisation. “There is a horrible tendency in this country not to value insiders,” he says. “Individuals are rewarded for disloyalty, and people often find the only way to progress within their organisation is to wave a job offer under their boss’s nose. Invariably it is only when you get a market value on you that your worth is recognised internally.”
But there are times, of course, when a new broom is just what’s required to sweep away old cultures or signal a change of direction. Chris Brewster, professor of international Human Resource management at Henley Management College and at the University of Reading Business School, concedes: “Most organisations need a leavening of new blood at all levels in the hierarchy. You can have too little executive turnover.”
But he believes the least risky way to do this is to bring in outsiders at more junior executive levels and grow them in the organisation to see if they cut the mustard, rather than just dumping an outsider straight into the top job.
It’s a contention supported by HR guru Dave Ulrich in his new book Leadership Brand (see The Business Review, issue 19), where he asserts that leadership is not as easily transferable as many people would like to believe. “What worked in one setting might not work in another,” he points out.
But as one headhunter says: “You can’t grow talent for every conceivable contingency. There’s nothing wrong with bringing in an outsider provided you can prove that they are demonstrably better than any internal candidates.”
To this end, it is always helpful to benchmark internal talent against what’s available in the marketplace, he continues. “Armed with objective evidence companies are then in a position to justify any top appointment they make – whether it is internal or external – to both internal and external audiences.”
If press ads for heads of ‘talent management’ are anything to go by, at least some companies are starting to take talent management seriously again. Growing numbers of firms are assessing their executive talent and using coaching companies to help them develop it.
But smooth and planned succession of chief executives is the most important aspect of this talent management process, and the hardest to get right.
While long tenure is preferable to rapid turnover, it makes leaving that much more difficult. Recent corporate history is littered with examples of bosses who stayed on too long, including the late Anita Roddick at Body Shop and Sir Richard Greenbury at Marks & Spencer. The answer is to resist the temptation to see the firm as an extension of themselves and view their role instead as custodian of the corporate assets on behalf of the stakeholders.
Previously published in the Business Review, Impact Executives and http://www.onrec.com/newsstories/22545.asp
The Football Association will be praying that Fabio Capello will prove considerably more successful as England manager than his predecessor Steve McLaren, whose bungled appointment in May 2006 was considered ill-advised from the start.
Knee-jerk succession is a bad thing, but having a ‘crown prince’ waiting in the wings for years is not an easy situation to manage, as Prince Charles and Gordon Brown will no doubt testify.
But what will happen to the Virgin ‘empire’ once Richard Branson goes up in his proverbial balloon is anyone’s guess, as there is no indication of a number two being ready to step up to the plate.
Most succession plans amount to crisis management. The culture of short termism in which bosses are booted out for not delivering instant results is partly to blame. The average tenure of a chief executive in the private sector is less than four years, and falling, and those hired from outside the company move on faster than those who rise through the ranks.
Chief executive churn is unsettling, destabilising and demoralising and can lead to a spiral of decline. It is also costly: the number of headline-grabbing ‘rewards for failure’ is mounting. So it’s not surprising that shareholders are starting to question companies more closely about their succession plans, which are increasingly being seen as part of good corporate governance.
There are some who ask why we needed to hire an Italian to manage the England football team. Others question the rising number of foreigners running British companies – at the last count 28 FTSE-100 companies had a non-UK national as chief executive. While this may reflect the increasing globalization of business, it owes at least something to companies’ neglect of their talent pipeline over the past 15 years.
Not only do many businesses not plan for succession, they also have scant idea of the talent they have and need within the organisation. So they resort to the ‘easy’ option of drafting in business ‘saviours’, and if they are foreign saviours, then all the better.
The problem with this approach is highlighted by Jim Collins in his book Good to Great, in which over 90% of the ‘great’ companies he identifies are run by chief executives who grew up in the business. There are very good reasons for this, claims Collins. “You need executives who have ambitions for the company rather than themselves, and those people tend to be insiders rather than outsiders who can be ‘bought’.
What’s more, you need to determine who should be in the business and in what seats before you decide where to drive, and the insider has a head start there.” What’s more, this approach has a pernicious effect on the morale of other senior executives, who believe that if they want to get on they have to get out.
Nigel Nicholson, professor of organisational behaviour at London Business School, conducted a survey that found that individuals who change companies every three or four years advance faster than those who remain loyal to their organisation. “There is a horrible tendency in this country not to value insiders,” he says. “Individuals are rewarded for disloyalty, and people often find the only way to progress within their organisation is to wave a job offer under their boss’s nose. Invariably it is only when you get a market value on you that your worth is recognised internally.”
But there are times, of course, when a new broom is just what’s required to sweep away old cultures or signal a change of direction. Chris Brewster, professor of international Human Resource management at Henley Management College and at the University of Reading Business School, concedes: “Most organisations need a leavening of new blood at all levels in the hierarchy. You can have too little executive turnover.”
But he believes the least risky way to do this is to bring in outsiders at more junior executive levels and grow them in the organisation to see if they cut the mustard, rather than just dumping an outsider straight into the top job.
It’s a contention supported by HR guru Dave Ulrich in his new book Leadership Brand (see The Business Review, issue 19), where he asserts that leadership is not as easily transferable as many people would like to believe. “What worked in one setting might not work in another,” he points out.
But as one headhunter says: “You can’t grow talent for every conceivable contingency. There’s nothing wrong with bringing in an outsider provided you can prove that they are demonstrably better than any internal candidates.”
To this end, it is always helpful to benchmark internal talent against what’s available in the marketplace, he continues. “Armed with objective evidence companies are then in a position to justify any top appointment they make – whether it is internal or external – to both internal and external audiences.”
If press ads for heads of ‘talent management’ are anything to go by, at least some companies are starting to take talent management seriously again. Growing numbers of firms are assessing their executive talent and using coaching companies to help them develop it.
But smooth and planned succession of chief executives is the most important aspect of this talent management process, and the hardest to get right.
While long tenure is preferable to rapid turnover, it makes leaving that much more difficult. Recent corporate history is littered with examples of bosses who stayed on too long, including the late Anita Roddick at Body Shop and Sir Richard Greenbury at Marks & Spencer. The answer is to resist the temptation to see the firm as an extension of themselves and view their role instead as custodian of the corporate assets on behalf of the stakeholders.
Previously published in the Business Review, Impact Executives and http://www.onrec.com/newsstories/22545.asp
Saturday, April 23, 2011
Legends in Concert, Branson Missouri - Blues Brothers Interview & Show Review
The Legends in Concert, Branson Missouri is one of the most popular shows in town. With an everchanging lineup of superstar impersonators--who all do their own singing--you'll be entertained as the stars of Hollywood and Nashville, past & present come to life in Branson, Missouri. Scott, the Events Coordinator at Thousand Hills Resort had a chance to go backstage and talk with Jake & Elwood-the Blues Brothers!
http://www.youtube.com/watch?v=ayJ4htp8AT4&hl=en
http://www.youtube.com/watch?v=ayJ4htp8AT4&hl=en
Friday, April 22, 2011
Taylor Reed Performing Audience Dismemberment
Taylor Reed sawing a lady in half from the audience in Branson, Missouri.
http://www.youtube.com/watch?v=rj6p5uEE8eg&hl=en
http://www.youtube.com/watch?v=rj6p5uEE8eg&hl=en
Thursday, April 21, 2011
The Fault Line ~ My Girl
The Fault Line performing "My Girl" at the America's Got Talent Finalists Show in Branson, Missouri.
http://www.youtube.com/watch?v=Jtfa9GmjQUk&hl=en
http://www.youtube.com/watch?v=Jtfa9GmjQUk&hl=en
Wednesday, April 20, 2011
To Twitter Or Not To Twitter-Is It Sweet To Tweet?
Lastminute.com founder Brent Hoberman described it as "a fascinating zeitgeist tool. It's an excellent way of understanding trends, seeing what people are talking about and what's firing their imaginations. It also feeds into our celebrity culture; the nosiness that makes us human. There is always someone out there having a better time than you and you want a bit of it. "
Brent is not alone; Barack Obama has been at it for ages...
Right now it is the place to be, it's got the PR and the momentum but it does not have the revenue model at present and it's purely venture capital funded.
To the uninitiated, messages are known as tweets and people who read your messages are called followers. Then there is the particular Twitter culture and mode of behaviour: sociability is enhanced by retweeting messages you find illuminating by rebroadcasting them to your followers. Among hardcore users, gratuitous self-promotion is frowned upon.
Twitter has stumbled upon a formula that a whole generation of internet start ups has been searching for: a way for people to connect with friends, express themselves and find information that stands a chance of one day becoming as popular as other mass online trends such as blogging and social networking.
Three years old, the Silicon Valley company only has 29 employees whilst the basic service will remain free, business users as on Linked In may be charged for extra functions. Meanwhile there is a viral network effect which is giving it great growth. The Twitter phenomenon has much to do with the fundamental simplicity of the idea. Operating at a juncture of blogging, texting and social networking, the service defies easy categorisation. "Because it is undergoing such rapid evolution, it's hard to slap a label on it" says Peter Fenton a partner at Benchmark Capital, who has joined Twitter's board.
Businesses have been keen to tap into a rapidly growing network like Twitter. The fact that users can choose which messages they want to receive could open the way to a new "opt-in" marketing says Bob Pearson of Dell. The computer maker for instance , issues a stream of tweets about new discounts on its products.
In summary Twitter's six secrets of online success:
* Immediacy: Real-time flow of comments and adaptability to mobile handsets makes it more immediate than blogging.
* Brevity: Limiting messages to 140 characters makes it easier to produce and easier to digest.
* 'Pull' not 'push': The ability of users to choose whose tweets they follow makes it less random than email.
* Searchability: Messages can be searched, making the content more accessible than the comments on a social network.
* Mixing the public and the personal: A user's personal contacts are on an equal footing with public figures.
* 'Retweeting': By copying and retransmitting messages, users can turn the network into a giant echo chamber.
* This past week Twitter has been in the news several times:
* Life or death - A snowboarder was found dead but Twitter had been used in the search and kept searchers up-to-date.
Twitter has been used very effectively to raise money for Comic Relief, after the Twestival and the current hitchhike of Twitchhiker, the TwitterTitters have compiled new book of comedy all this raising well deserved funds for Comic Relief.
On the commercial side-a US based IT company has developed a network of sensors that measure the amount of moisture in the soil and compares it to the optimum moisture level. This data is sent to a local network. The data is then turned into a text or Twitter message, to tell you when you need to water your plants. So how cool it is that your plants can now Twitter you to tell you they are thirsty!
Give it a go....
Find out which UK and US politicians use Twitter the most:
www.ft.com/twitteringclasses
and some well known Twitterers….
Will Carling
Russell Brand
Demi Moore
Chris Moyles
Britney Spears
Lance Armstrong
John Cleese
Snoop Dogg
Noel Edmonds
Bill Gates
Richard Branson
Jamie Oliver
Toby Young
Boris Johnson
Over to you, can interim management professionals afford not to join the Twittering classes?
Inspiration for this blog from the FT, The Observer, Computing and Metro, thank you.
To read the original post, go to Clive's blog
Brent is not alone; Barack Obama has been at it for ages...
Right now it is the place to be, it's got the PR and the momentum but it does not have the revenue model at present and it's purely venture capital funded.
To the uninitiated, messages are known as tweets and people who read your messages are called followers. Then there is the particular Twitter culture and mode of behaviour: sociability is enhanced by retweeting messages you find illuminating by rebroadcasting them to your followers. Among hardcore users, gratuitous self-promotion is frowned upon.
Twitter has stumbled upon a formula that a whole generation of internet start ups has been searching for: a way for people to connect with friends, express themselves and find information that stands a chance of one day becoming as popular as other mass online trends such as blogging and social networking.
Three years old, the Silicon Valley company only has 29 employees whilst the basic service will remain free, business users as on Linked In may be charged for extra functions. Meanwhile there is a viral network effect which is giving it great growth. The Twitter phenomenon has much to do with the fundamental simplicity of the idea. Operating at a juncture of blogging, texting and social networking, the service defies easy categorisation. "Because it is undergoing such rapid evolution, it's hard to slap a label on it" says Peter Fenton a partner at Benchmark Capital, who has joined Twitter's board.
Businesses have been keen to tap into a rapidly growing network like Twitter. The fact that users can choose which messages they want to receive could open the way to a new "opt-in" marketing says Bob Pearson of Dell. The computer maker for instance , issues a stream of tweets about new discounts on its products.
In summary Twitter's six secrets of online success:
* Immediacy: Real-time flow of comments and adaptability to mobile handsets makes it more immediate than blogging.
* Brevity: Limiting messages to 140 characters makes it easier to produce and easier to digest.
* 'Pull' not 'push': The ability of users to choose whose tweets they follow makes it less random than email.
* Searchability: Messages can be searched, making the content more accessible than the comments on a social network.
* Mixing the public and the personal: A user's personal contacts are on an equal footing with public figures.
* 'Retweeting': By copying and retransmitting messages, users can turn the network into a giant echo chamber.
* This past week Twitter has been in the news several times:
* Life or death - A snowboarder was found dead but Twitter had been used in the search and kept searchers up-to-date.
Twitter has been used very effectively to raise money for Comic Relief, after the Twestival and the current hitchhike of Twitchhiker, the TwitterTitters have compiled new book of comedy all this raising well deserved funds for Comic Relief.
On the commercial side-a US based IT company has developed a network of sensors that measure the amount of moisture in the soil and compares it to the optimum moisture level. This data is sent to a local network. The data is then turned into a text or Twitter message, to tell you when you need to water your plants. So how cool it is that your plants can now Twitter you to tell you they are thirsty!
Give it a go....
Find out which UK and US politicians use Twitter the most:
www.ft.com/twitteringclasses
and some well known Twitterers….
Will Carling
Russell Brand
Demi Moore
Chris Moyles
Britney Spears
Lance Armstrong
John Cleese
Snoop Dogg
Noel Edmonds
Bill Gates
Richard Branson
Jamie Oliver
Toby Young
Boris Johnson
Over to you, can interim management professionals afford not to join the Twittering classes?
Inspiration for this blog from the FT, The Observer, Computing and Metro, thank you.
To read the original post, go to Clive's blog
Tuesday, April 19, 2011
Leroy New Country Show--Branson's Guitar Wizard
Expect to experience an awe-inspiring country show in Branson when you book tickets for New's Country Band in Branson, Missouri. Leroy New brings his incredible playing technique and prowess to the Branson stage. For more information and tickets, check www.vacationsmadeeasy.com
http://www.youtube.com/watch?v=1pUk6rkUPI8&hl=en
http://www.youtube.com/watch?v=1pUk6rkUPI8&hl=en
Monday, April 18, 2011
Re: Richard Branson On Virgle: Jolene Goes To Mars
Jolene Responds To Tycoon Richard Branson on his offer to go to Mars!!!!!!!!!! www.google.com Hey Trailer Park Fans! Wow, I did a video response! Aren't you proud of me? It's only because I think I would be the perfect person to go to Mars to help Mr. Branson colonize it! More cooking shows coming soon, maybe as soon as April 2nd! In the meantime, please excuse me while I show my face in front of a Bazillionaire :) Love Ya'll! Jolene Sugarbaker The Trailer Park Queen #10 - Most Discussed (Today) - Science & Technology #39 - Most Viewed (Today) - Science & Technology #4 - Top Rated (Today) - Science & Technology #40 - Top Rated (This Week) - Science & Technology
http://www.youtube.com/watch?v=ihuZCBHdlTM&hl=en
http://www.youtube.com/watch?v=ihuZCBHdlTM&hl=en
Sunday, April 17, 2011
The Northern Rock Story Simplified – Why Did it Happen?
In September of this year the nation's fifth largest mortgage lender became the victim of the first run on a British bank in almost 150 years. Since the credit crunch took hold in the UK in August Northern Rock has become known as one of the highest profile victims of the financial turmoil that was created by the global credit crunch, which was sparked in the sub-prime mortgage sectors of the United States.
According to reports the Treasury first learned that Northern Rock was experiencing financial problems in August of this year, when the Financial Services Authority apparently told the Chancellor of the Exchequer, Alistair Darling, that the bank was in trouble. According to Alistair Darling the FSA and the treasury did their best to help Northern Rock to overcome these problems, forming part of the tripartite system that was created to deal with such issues, the third party being the Bank of England.
By September rumours were rife that Northern Rock had run into financial problems, which were fuelled by various factors including increased inter-bank borrowing fees resulting from the credit crunch. It was soon public knowledge that Northern Rock had taken an emergency loan for billions of pounds from the Bank of England, and this is where widespread panic set in, as the general public found out about the loan and began to panic that the lender was on the verge of collapse.
Within a matter of day, around the middle of September, the share prices for Northern Rock plummeted, losing over 80% of their value at one point. Worried savers queued around the clock to withdraw their savings, with many others trying to use the Internet to withdraw their cash as early on as possible. Customers were withdrawing money from all sorts of accounts, including ISAs, and over the course of several days over two billion pounds in savings was taken out of the bank.
Since this chaos, Northern Rock has had to cope with not only huge financial losses but also a reputation that has been left in tatters. There have been talks of selling some or all of the business, and a number of parties, including Sir Richard Branson, have expressed an interest. The chairman of the bank, Dr Matt Ridley, tendered his resignation following the chaos, although he was asked to stay on a little longer in order to face a grilling from the Treasury Select Committee.
Despite the problems and turmoil that the bank has faced a number of lessons have been learned, although officials state that the full extent of these lessons will not become clear until next year. However, the level of guarantee that the government offers on savings has been raised as a result of the Northern Rock situation, which may decrease the risk of another bank becoming such a high profile victim in the future.
According to reports the Treasury first learned that Northern Rock was experiencing financial problems in August of this year, when the Financial Services Authority apparently told the Chancellor of the Exchequer, Alistair Darling, that the bank was in trouble. According to Alistair Darling the FSA and the treasury did their best to help Northern Rock to overcome these problems, forming part of the tripartite system that was created to deal with such issues, the third party being the Bank of England.
By September rumours were rife that Northern Rock had run into financial problems, which were fuelled by various factors including increased inter-bank borrowing fees resulting from the credit crunch. It was soon public knowledge that Northern Rock had taken an emergency loan for billions of pounds from the Bank of England, and this is where widespread panic set in, as the general public found out about the loan and began to panic that the lender was on the verge of collapse.
Within a matter of day, around the middle of September, the share prices for Northern Rock plummeted, losing over 80% of their value at one point. Worried savers queued around the clock to withdraw their savings, with many others trying to use the Internet to withdraw their cash as early on as possible. Customers were withdrawing money from all sorts of accounts, including ISAs, and over the course of several days over two billion pounds in savings was taken out of the bank.
Since this chaos, Northern Rock has had to cope with not only huge financial losses but also a reputation that has been left in tatters. There have been talks of selling some or all of the business, and a number of parties, including Sir Richard Branson, have expressed an interest. The chairman of the bank, Dr Matt Ridley, tendered his resignation following the chaos, although he was asked to stay on a little longer in order to face a grilling from the Treasury Select Committee.
Despite the problems and turmoil that the bank has faced a number of lessons have been learned, although officials state that the full extent of these lessons will not become clear until next year. However, the level of guarantee that the government offers on savings has been raised as a result of the Northern Rock situation, which may decrease the risk of another bank becoming such a high profile victim in the future.
Saturday, April 16, 2011
How to Get Rich with Household Budgeting!
When we think of How to Get Rich, we probably think of business tycoons like Richard Branson owning multiple businesses or real estate veterans like Donald Trump buying, selling real estate. Yet, initial wealth creation strategies can start at a much simpler level. A very simple wealth creation fundamental is the rather unexciting yet highly powerful personal financial management skill we call ‘household budgeting’.
Household budgeting plays an important part in the process of eliminating debt, managing expenses and ultimately getting richer. Initially it can feel like an uninspiring task to undertake and ultimately manage (especially when compared to the thrilling, edge-of-your-seat excitement that entrepreneurship and other wealth creation vehicles appear to be). So, not surprisingly few people create a household budget and even fewer still stick to it. Yet it is an eye-opener for many people to learn that household budgeting is a key strategy in ultimately becoming rich. It is really worth doing. Sure, it won’t make you a millionaire overnight but you will never become rich if you don’t first master this fundamental personal finance discipline.
The Leaky Bucket Syndrome
Household budgeting plays an important part in the process of eliminating debt, managing expenses and ultimately getting richer. Initially it can feel like an uninspiring task to undertake and ultimately manage (especially when compared to the thrilling, edge-of-your-seat excitement that entrepreneurship and other wealth creation vehicles appear to be). So, not surprisingly few people create a household budget and even fewer still stick to it. Yet it is an eye-opener for many people to learn that household budgeting is a key strategy in ultimately becoming rich. It is really worth doing. Sure, it won’t make you a millionaire overnight but you will never become rich if you don’t first master this fundamental personal finance discipline.
The Leaky Bucket Syndrome
Friday, April 15, 2011
Thursday, April 14, 2011
The Duttons--All Shook Up
The Duttons from Branson, MO. This song is taken from the live show special, "Making Music." For more information see www.theduttons.com, or call 888-DUTTON-1 (888-388-8661).
http://www.youtube.com/watch?v=TT30CcDuB70&hl=en
http://www.youtube.com/watch?v=TT30CcDuB70&hl=en
Wednesday, April 13, 2011
Tuesday, April 12, 2011
BransonWebcast.com | Flat Stanley
www.BransonWebcast.com BransonWebcast Episode #19 Guest Flat Stanley He's a true American icon, whose travels have taken him around the world many times over... he's Flat Stanley! As the story goes, one night a young boy became flat during his sleep. While he was sad at first, he came to realize that this unfortunate situation allowed him to fold himself up into an envelope so he could be mailed off to visit friends and family in faraway places. Our Flat Stanley was created by a young student named Heather from Bucks County, Pennsylvania. Her teacher Mrs. Mingacci helped her address the envelope so he could be delivered to Branson, Missouri. During his visit, Flat Stanley took a few minutes to join Dave and Jim in this animated discussion to show pictures of all the fun activities he discovered for kids and families to do in the Ozarks.
http://www.youtube.com/watch?v=Ikd3HVovmmM&hl=en
http://www.youtube.com/watch?v=Ikd3HVovmmM&hl=en
Monday, April 11, 2011
Magnificent Variety Show - Branson, Missouri's Ultimate Music Variety Show!
A Rapid-Fire Music Revue of ALL Your Favorite Music from the 1940's to Today! Family Fun for ALL Ages! Starring Joe and Tamra Tinoco and there talented 5 year old daughter Talya (Narrator of the demo video). Along with an amazing cast of Singers and Dancers and Branson's Best Live Band! Featuring - Swing , Big Band, 50's and 60's Rock and Roll, Motown, Disco, Pop, Broadway, Comedy, Country, Gospel, Patriotic, and so much more! 8PM ~ Monday thru Saturday at the Branson Star Theatre 417-334-7131 visit our website for more information www.magnificentvariety.com Branson's MUST SEE show!!
http://www.youtube.com/watch?v=Asu3PW5GFqA&hl=en
http://www.youtube.com/watch?v=Asu3PW5GFqA&hl=en
Sunday, April 10, 2011
Beat Boxer.avi
16 Year Old Garrett Poe. Branson High School 2011 Talent Show. Held at the Clay Cooper Theater Feb 25 2011. Branson Mo
http://www.youtube.com/watch?v=teDMHIhz1_w&hl=en
http://www.youtube.com/watch?v=teDMHIhz1_w&hl=en
Friday, April 8, 2011
Harley Worthit at Middle Creek Theatre
Harley Worthit is a comedian from Branson and comes to see us here at the Middle Creek Theatre whenever he can. Funny, and a great guy too. This piece is Harley getting the crowd ready for the Middle Creek Show last Saturday, Sept 12, 2009. The crowd just loved him!
http://www.youtube.com/watch?v=kbjbztknYW0&hl=en
http://www.youtube.com/watch?v=kbjbztknYW0&hl=en
Thursday, April 7, 2011
Branson, MO Area Festival of Lights
The Vacation Channel's "Tour About Town" segment on the Branson Area Festival of Lights Drive-Through display, a mile-long Christmas lighting display that runs from Nov. 1 - Dec. 31 each year in Branson, MO.
http://www.youtube.com/watch?v=6pHgaiDvNbA&hl=en
http://www.youtube.com/watch?v=6pHgaiDvNbA&hl=en
Wednesday, April 6, 2011
Tuesday, April 5, 2011
Tim Pope Drum Solo
Tim doing his thing at a show at waxy's at the Branson Landing.
http://www.youtube.com/watch?v=8KKp61vuXKg&hl=en
http://www.youtube.com/watch?v=8KKp61vuXKg&hl=en
Monday, April 4, 2011
HOME appearance adornment - 24K Gold Music
One of the most common types of music sung by quartets is old-time gospel music. 24K Gold Music's "3 Generation Quartet" presents that style in this song.24K Gold Music Show performs all over Florida in various auditoriums (such as the Lakeland Center's Youkey Auditorium, and other Performing Arts Centers across the state), focusing mostly on the central Florida area. They are sometimes available out-of-state for special events if the facilities is large enough to handle such a huge production. Anyone needing to get in touch with 24K Gold Music Shows can go to the web site at www.C24K.com or send an email to our name (24KgoldMUSICshow) at gmail.com. 24K Gold Music Shows is a 136 person show-team. We are a Florida Not-For-Profit corporation. Our shows feature many different styles of performances of top song hits from a period of about 50 years, with special emphasis upon oldies from the 50s, 60s, and 70s. We perform different songs in every show, from a 500 song repertoire list. Our web site is www.C24K.com. Some people ask why we publish mostly parts of songs (clips), and do not publish very many full length songs. We are trying hard not to end up causing anyone any problems. We DO feel the fair use clause in the copyright laws pertains to what we are doing, since none of us have ever made a penny from performing or working in the shows. We are all volunteers, and LOVE working together as a family! WE LOVE THE MUSIC! All of the income from the shows goes to HELP pay for ...
http://www.youtube.com/watch?v=L4jUu0_0mJg&hl=en
http://www.youtube.com/watch?v=L4jUu0_0mJg&hl=en
Sunday, April 3, 2011
Madame TapRondeau
Mom's tap dancing to Beyonce at the Branson faculty talent show
http://www.youtube.com/watch?v=abMbdf3QIGM&hl=en
http://www.youtube.com/watch?v=abMbdf3QIGM&hl=en
Saturday, April 2, 2011
Friday, April 1, 2011
SUGARTIME appearance adornment - 24K Gold Music
The 24K Gold girls rendition of this great hit!24K Gold Music Show performs all over Florida in various auditoriums (such as the Lakeland Center's Youkey Auditorium, and other Performing Arts Centers across the state), focusing mostly on the central Florida area. They are sometimes available out-of-state for special events if the facilities is large enough to handle such a huge production. Anyone needing to get in touch with 24K Gold Music Shows can go to the web site at www.C24K.com or send an email to our name (24KgoldMUSICshow) at gmail.com. 24K Gold Music Shows is a 136 person show-team. We are a Florida Not-For-Profit corporation. Our shows feature many different styles of performances of top song hits from a period of about 50 years, with special emphasis upon oldies from the 50s, 60s, and 70s. We perform different songs in every show, from a 500 song repertoire list. Our web site is www.C24K.com. Some people ask why we publish mostly parts of songs (clips), and do not publish very many full length songs. We are trying hard not to end up causing anyone any problems. We DO feel the fair use clause in the copyright laws pertains to what we are doing, since none of us have ever made a penny from performing or working in the shows. We are all volunteers, and LOVE working together as a family! WE LOVE THE MUSIC! All of the income from the shows goes to HELP pay for advertising and production costs, such as the rental of auditoriums, licensing fees to the performing ...
http://www.youtube.com/watch?v=JrTB6jboJbs&hl=en
http://www.youtube.com/watch?v=JrTB6jboJbs&hl=en
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