Fairmount CA

VANCOUVER, Jan 10, 2012 (BUSINESS WIRE) –
lululemon athletica inc. [NASDAQ: LULU; TSX: LLL] today announced that
the Company is raising its guidance for the fourth quarter of fiscal
2011 ending January 29, 2012.

For the fourth quarter of fiscal 2011, the Company now expects diluted
earnings per share to be in the range of $0.47 to $0.49 as compared to
its previous guidance range for diluted earnings per share of $0.40 to
$0.42. The Company’s improved guidance reflects stronger than
anticipated net revenue for the quarter.

The Company now expects net revenue to be in the range of $358 million
to $363 million for the fourth quarter of fiscal 2011. This compares to
the Company’s previous guidance of net revenue in the range of
$327 million to $332 million for the quarter, and compares to net
revenue of $245 million for the fourth quarter of fiscal 2010.
Comparable-store sales for the fourth quarter of fiscal 2011 are
expected to reflect a low-to-mid twenties percentage increase on a
constant-dollar basis. This compares to the Company’s previous guidance
of low to mid-teens comparable-store sales for the fourth quarter of
fiscal 2011.

Christine Day, lululemon’s CEO stated: “Our work throughout the year
building our inventory position is driving our success in the fourth
quarter. Guests have responded exceptionally well to the robust
assortment and bright color palette for holiday, and momentum continues
with the new spring product offerings.”

Management will be presenting at the ICR XChange Conference on
Wednesday, January 11, 2012 in Miami, Florida. See separate release for
webcast information.

About lululemon athletica inc.

lululemon athletica

/quotes/zigman/39660/quotes/nls/lulu LULU
0.00%

/quotes/zigman/39677 CA:LLL
-0.25%

is a yoga-inspired athletic
apparel company that creates components for people to live a long,
healthy and fun life. By producing products that help keep people active
and stress free, lululemon believes that the world will be a better
place. Setting the bar in technical fabrics and functional designs,
lululemon works with yogis and athletes in local communities for
continuous research and product feedback. For more information, visit
www.lululemon.com .

Non-GAAP Financial Measure

Constant-dollar net revenue changes, which exclude the impact of changes
in foreign exchange rates, is not a United States Generally Accepted
Accounting Principle (“GAAP”) performance measure. We provide
constant-dollar net revenue changes because we use the measure to
understand the underlying growth rate of revenue excluding the impact on
a quarter-by-quarter basis of changes in foreign exchange rates, which
are not under management’s direct control. We believe that disclosing
net revenue changes on a constant-dollar basis is useful to investors
because it enables them to better understand the level of growth of our
business.

Forward-Looking Statements:

This press release contains “forward-looking statements” within the
meaning of Section 27A of the Securities Act of 1933 and Section 21E of
the Securities Exchange Act of 1934 that involve risks, uncertainties
and assumptions, such as statements regarding our future financial
condition or results of operations, our prospects and strategies for
future growth, the development and introduction of new products, and the
implementation of our marketing and branding strategies. In many cases,
you can identify forward-looking statements by terms such as “may,”
“will,” “should,” “expects,” “plans,” “anticipates,” “outlook,”
“believes,” “intends,” “estimates,” “predicts,” “potential” or the
negative of these terms or other comparable terminology. These
forward-looking statements are based on management’s current
expectations but they involve a number of risks and uncertainties.
Actual results and the timing of events could differ materially from
those anticipated in the forward-looking statements as a result of risks
and uncertainties, which include, without limitation: an economic
downturn or economic uncertainty in our key markets; increasing product
costs and decreasing selling prices; our inability to anticipate
consumer preferences and successfully develop and introduce new,
innovative and updated products; our inability to accurately forecast
customer demand for our products; our inability to manage our growth and
the increased complexity of our business effectively; the fluctuating
costs of raw materials; our reliance on and limited control over
third-party suppliers to provide fabrics for and to produce our
products; our highly competitive market and increasing competition; an
unforeseen disruption of our information systems; our inability to
deliver our products to the market and to meet customer expectations due
to problems with our distribution system; our inability to cancel store
leases if an existing or new store is not profitable; increasing labor
costs and other factors associated with the production of our products
in China; our inability to successfully open new store locations in a
timely manner; our failure to maintain the value and reputation of our
brand; our failure to comply with trade and other regulations; our
competitors manufacturing and selling products based on our fabrics and
manufacturing technology at lower prices than we can; our failure to
protect our intellectual property rights; and other risk factors
detailed in our Annual Report on Form 10-K for the fiscal year ended
January 30, 2011 and our Quarterly Reports on Form 10-Q for fiscal 2011,
filed with the Securities and Exchange Commission and available at
www.sec.gov .
You are urged to consider these factors carefully in evaluating the
forward-looking statements contained herein and are cautioned not to
place undue reliance on such forward-looking statements, which are
qualified in their entirety by these cautionary statements. The
forward-looking statements made herein speak only as of the date of this
press release and the company undertakes no obligation to publicly
update such forward-looking statements to reflect subsequent events or
circumstances.

SOURCE: lululemon athletica inc.

ICR, Inc.
Investors:
Joseph Teklits or Jean Fontana, 203-682-8200
or
Media:
Alecia Pulman, 203-682-8224

Copyright Business Wire 2012

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LULU

lululemon athletica inc.

$
63.13

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Volume: 1.32M
Jan. 31, 2012 4:00p

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CA:LLL

lululemon athletica inc.

$
63.14

-0.16
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Volume: 119,089
Jan. 31, 2012 3:46p

Hatboro police are on the hunt for a suspect who committed an
armed robbery on Friday.

At approximately 12:40 pm, police responded to a report of a
robbery in progress at Burdicks News Agency, located in the 200
block of South York Road, Hatboro.

Upon arrival, police learned that the suspect had fled the
scene.

The man entered the store, pointed a handgun and demanded money.
The gunman fled the store with an undisclosed amount of cash.

Three clerks and the one customer in the store at the time of
the robbery were uninjured.

The suspect is described as a black male with light colored
skin, tall, thin build with facial hair.

He was last seen wearing a red plaid flannel jacket, with a
black hooded sweatshirt underneath, dark gray colored pants, a dark
knit cap and gray sneakers.

Police located security camera footage that captured images of
the suspect arriving at the store and riding a mountain
bicycle. 

After robbing the business, the suspect fled on the bicycle.

The suspect should be considered armed and dangerous.

If the suspect is seen, persons should contact the police
immediately and not approach. Anyone with information on this
suspect or this incident should immediately contact Hatboro Police
Department at 215-675-2832.

London and New York City (PRWEB) January 26, 2012

Conversocial, a provider of social media tools for brands seeking to improve their customer service on Facebook and Twitter, announced today the launch of the latest automated prioritization system, the Priority Response Engine (TM) (PRE), for use in social customer service. This new and updated version of the company’s already award winning software-as-a-service (SaaS) is designed to increase the ability of brands to respond to customer comments in a timely manner and make existing customer service agents and CRM tools more productive by prioritizing tweets, wall posts, and comments.

According to Conversocial analysis conducted over the recently completed holiday season, of over 250,000 customer comments via social media, approximately 90% of posts on Facebook and Twitter can be processed automatically, while 10% are time sensitive and require an individually tailored response from a retailer’s customer service agent.

In today’s business environment, a post from a company – especially to drive marketing — can receive thousands of comments from customers – often within minutes. PRE is specifically designed to identify explicit customer service issues frequently hidden in more general comments. Conversocial’s prioritization software helps ensure that the most appropriate and immediate action is then taken and can also designate those items that require a lower priority.

As opposed to the traditional model for customer service software –where vendors raise a “ticket” for every comment or tweet posted–whether or not a response is required –Conversocial’s PRE system prioritizes all comments based on necessity of response. Raising a ticket for every comment is not efficient for those companies with high volume social media activity, as not every message requires a response. Without a solution like PRE, agents are apt to waste valuable time working through thousands of tickets.

“PRE is the latest tool that allows us to stay one step ahead of customer demands on Facebook and Twitter,” according to Jardel Appelt, Head of Social Media at Brandsclub, one of the largest e-commerce fashion company in Brazil. “We can now identify important issues quickly and deliver fast responses to our customers’ queries. Without Conversocial, it would be much harder for us to stay on top of customer service in social media so efficiently, and many issues would likely be lost amongst general conversation.”

In preparation for today’s announcement, Conversocial conducted a review of comments received by the world’s largest retailer, Walmart. In the run up to Christmas, Walmart published a question on their Facebook page asking their 11 million fans what they wanted from Santa Claus. That post generated over 5,500 comments in under 24 hours ranging from requests for new houses and cars to peace on earth and cures for various ailments. Amongst these comments were many genuine customer service questions and complaints Walmart failed to flag and respond. (See our blog post, that details the issue of marketing activities degrading customer service, entitled, “Needles in Haystacks: Trying to Identify Social Customer Issues Without the Right Tools”)

There’s a social media paradox that on one hand companies are driving huge awareness to their Facebook pages and Twitter accounts through marketing campaigns, but on the other hand, customers use these same campaigns as direct customer service channels – whether the company intended it or not said Joshua March, CEO of Conversocial. “Without a solution that enables customer service agents to identify real issues in social media and respond directly to customers quickly, its not only companies’ reputations and competitiveness that will suffer, but customer frustration in the public domain snowballs and results in loss of sales and revenue.”

Research commissioned by Conversocial and unveiled last month indicated that 88% of consumers are less likely to buy from companies who leave complaints on social media unanswered. The survey also indicated that 78% of consumers are likely to use social media for customer service issues.

In response to both research and experience gained from processing over 50 million customer interactions to date, Conversocial has launched its Priority Response Engine, which includes:

• Customer Service Prioritization: Textual and social interaction analytics to automatically flag comments and tweets requiring immediate attention enabling social customer service agents to respond to customers faster.
• Tagging: Comments and tweets can be instantly categorized; combined with sentiment tracking this allows deep insight into the type and level of conversations and enables marketing, customer service and product feedback teams to work effectively together.
• Customer History: All social customer information, conversation history, connected tags and sentiment can now be viewed in one place by agents before responding, increasing the quality of service provided.
• Facebook in Real-Time: Conversocial is the first social media management platform to integrate with Facebook’s new API, which allows the tool to retrieve and filter Facebook comments and posts in real-time -allowing unprecedented customer service response time and brand protection.

Conversocial provides a completely free starter edition, designed for a single user to take immediate control of company Facebook pages and Twitter streams. Team and Enterprise editions are available to provide scalable, auditable, and secure processes across multiple agents and departments.

Headquartered in London, Conversocial is expanding into the American market and recently announced they have processed more than 50 million customer service interactions on social media, growing at a clip of 10 million per month. Companies and organizations such as Groupon, ITV, Ogilvy, Tupperware, and The University of Phoenix are using Conversocial and their Software-as-a-Service to manage the flow of customer service inquiries and discussions on Facebook and Twitter.

###

ADVISORY, Jan 4, 2012 (GlobeNewswire via COMTEX) –
What:

lululemon athletica inc. (LULU), a yoga-inspired athletic apparel company that creates components for people to live a long, healthy and fun life, will visit the NASDAQ MarketSite in New York City’s Times Square in celebration of NASDAQ “Fit Week,” a week of bell ceremonies featuring NASDAQ-listed companies which help America lead healthier lifestyles.

In honor of the occasion, CEO Christine Day will officially ring The NASDAQ Stock Market Closing Bell.

Where:

NASDAQ MarketSite — 4 Times Square — 43rd & Broadway — Broadcast Studio

When:

Thursday, January 5th, 2012 — 3:45 p.m. to 4:00 p.m. ET

Contact:

Alecia Pulman
apulman@icrinc.com

NASDAQ MarketSite:

Jen Knapp
(212) 401-8916
Jennifer.knapp@nasdaqomx.com

Feed Information:

Fiber Line (Encompass Waterfront): 4463

Gal 3C/06C 95.05 degrees West18 mhz Lower
DL 3811 Vertical
FEC 3/4
SR 13.235
DR 18.295411
MOD 4:2:0
DVBS QPSK

Facebook and Twitter:

For multimedia features such as exclusive content, photo postings, status updates and video of bell ceremonies please visit our Facebook page at:

http://www.facebook.com/nasdaqomx

For news tweets, please visit our Twitter page at:

http://twitter.com/nasdaqomx

Webcast:

A live webcast of the NASDAQ Closing Bell will be available at:

http://www.nasdaq.com/about/marketsitetowervideo.asx or
http://social.nasdaqomx.com .

Photos:

To obtain a hi-resolution photograph of the Market Close, please go to
http://www.nasdaq.com/reference/marketsite_events.stm and click on the market close of your choice.

About lululemon athletica inc. (LULU):

lululemon athletica

/quotes/zigman/39660/quotes/nls/lulu LULU
+1.81%

/quotes/zigman/39677 CA:LLL
+1.70%

is a yoga-inspired athletic apparel company that creates components for people to live long, healthy and fun lives. By producing products that help keep people active and stress free, lululemon believes that the world will be a better place. Setting the bar in technical fabrics and functional designs, lululemon works with yogis and athletes in local communities for continuous research and product feedback. For more information, visit
www.lululemon.com .

About NASDAQ OMX:

The NASDAQ OMX Group, Inc. is the world’s largest exchange company. It delivers trading, exchange technology and public company services across six continents, with more than 3,500 listed companies. NASDAQ OMX offers multiple capital raising solutions to companies around the globe, including its U.S. listings market, NASDAQ OMX Nordic, NASDAQ OMX Baltic, NASDAQ OMX first North, and the U.S. 144A sector. The company offers trading across multiple asset classes including equities, derivatives, debt, commodities, structured products and exchange-traded funds. NASDAQ OMX technology supports the operations of over 70 exchanges, clearing organizations and central securities depositories in more than 50 countries. NASDAQ OMX Nordic and NASDAQ OMX Baltic are not legal entities but describe the common offering from NASDAQ OMX exchanges in Helsinki, Copenhagen, Stockholm, Iceland, Tallinn, Riga, and Vilnius. For more information about NASDAQ OMX, visit
http://www.nasdaqomx.com . *Please follow NASDAQ OMX on Facebook (
http://www.facebook.com/pages/NASDAQ-OMX/108167527653 ) and Twitter (
http://www.twitter.com/nasdaqomx ).

This news release was distributed by GlobeNewswire,
www.globenewswire.com

SOURCE: The NASDAQ OMX Group, Inc.

-NDAQA-

(C) Copyright 2010 GlobeNewswire, Inc. All rights reserved.

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lululemon athletica inc.

$
64.12

+1.14
+1.81%

Volume: 1.58M
Jan. 27, 2012 3:59p

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CA:LLL

lululemon athletica inc.

$
64.15

+1.07
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Volume: 162,202
Jan. 27, 2012 5:40p

(CBS News)

NASAs prolific planet-hunting spacecraft has hit the jackpot again, discovering 11 new planetary systems with 26 confirmed alien planets among them.

The findings nearly double the number of bonafide planets found outside our solar system by the Kepler space observatory.

Prior to the Kepler mission, we knew of perhaps 500 exoplanets across the whole sky, Doug Hudgins, Kepler program scientist at NASA headquarters in Washington, said in a statement. Now, in just two years staring at a patch of sky not much bigger than your fist, Kepler has discovered more than 60 planets and more than 2,300 planet candidates. This tells us that our galaxy is positively loaded with planets of all sizes and orbits.

This is the third in the ongoing series, “Product Innovation” co-authored by Andrew Brown and Simon Brightman.

In the first article of this series on Product Innovation, we identified the three things that businesses need in order to create and sustain innovative products: 1) clarity of purpose  - ie knowing what’s really important for the company to thrive; 2) clarity about the processes used for executing on what’s really important; and 3) clarity about how resources should be deployed for achieving what’s really important.

In this article, we focus on clarity of process   a key element critical to developing innovative products that are well received, timely and profitable. We draw upon the insights from leading product innovators Aeroplan, Starbucks, Microsoft Canada and ING DIRECT, all of which have successfully tackled a challenge that is fundamental to creating innovative products: introducing effective processes for integrating customer input. We also provide a proven framework that is built on the experience of successfully bringing innovative products to market.

Creating new products requires an efficient process for effectively integrating customer input. But companies continue to be frustrated about how to best leverage customer input.  What makes this surprising is that over the last three years, businesses have enthusiastically invested in social media tools. Part of the rationale for that investment has been to have the means to solicit, customers’ thoughts about their products, brands, competitors and purchase intentions.

Barriers to Using Customer Input

According to Jeff Hendler, from the think tank, the Product Accelerators, Barriers that commonly hinder companies from harnessing the power of customer input in developing new products or product enhancements include concerns over the following:

• That customer feedback will distract rather than hone product/service offerings;
• The expense involved in gathering customer data;
• How to deal appropriately with negative feedback;
• The disparate nature of customer feedback;
• Maintaining customer privacy; and
• Disclosing product information that is a competitive advantage

At the core of these issues are three critical questions that all companies need to address:

• When should customer input be collected for developing the best products?
• What customer input should be collected for developing the best products?
• How should customer input be used in developing the best products?

In order to answer these questions, companies need to integrate easy-to-develop processes into their product innovation cycle.

Guidelines for Integrating Customer Input

Those responsible for owning product development can develop processes to address these core issues by: following three key customer-product feedback principles and applying a straight-forward framework for leveraging customer input.

Customer-Product Feedback Principles

Principle #1: Customer feedback is not a one-off initiative. Developing a product that is embraced by customers is on-going and requires continuously revisiting and verifying assumptions about the product and the core need it fills.

Aeroplan’s VP, Marketing David Klein knows the power of gathering and integrating customer input. The loyalty leader recently launched a last minute travel tool that allows members to book flights with as few as 14 days notice. According to Klein, One of the primary reasons that the tool has been so enthusiastically embraced across Canada is because we established mechanisms to truly listen to customers. For a start, that meant reviewing the data which revealed that its members booked almost 25% of their flights within two weeks of travelling. But Aeroplan has gone several steps further. For example, Klein reveals that Aeroplan maintains and nurtures a growing group of committed customers who regularly provide insight into the reasons behind their thinking, feeling and purchase decisions. For Aeroplan, the benefit has been tangible: a 15% increase in purchases attributable to the new customer-focused product following its launch.

Principle #2: Build life-long champions. Collecting customer input into the development of a new product provides every company with a powerful opportunity to build enthusiasts and advocates. At the same time, gathering product-related customer input is not meant to replace market research but rather focuses it on something that is tangible and something that customers can easily relate to.

Few companies are more committed to building long-term customer relationships by leveraging feedback than Starbucks. The Seattle-based coffee chain recently launched its new loyalty program, My Starbucks Rewards. According to Matthew Guiste, Director, Global Brand Loyalty, its roots were largely based in customer input, For over two years, we had been collecting customer data on how and when over one million members make purchase choices through a previously rolled-out loyalty program. The newly launched My Starbucks Rewards program was made possible because we  continuously engage with customers to gather their input. At the same time, Starbucks gathers and evaluates product ideas put forth by enthusiastic fans and shared via the Starbucks site as well as on users’ own blogs and Facebook pages.

Another leader in its approach to integrating customer input is the financial innovator ING DIRECT. With a core mandate of helping Canadians to live their day-to-day lives better, the company has leaped ahead of its competitors by actually making it mandatory for executives to regularly listen to, and converse with, customers. According to CEO Peter Aceto and Head of Digital and Interactive, Mark Nicholson, that means the most senior professionals at ING DIRECT spend time reviewing actual comments taken from the company’s call-centers — and participating in customer support.

Principle #3: Be transparent about your motives. Gathering useful customer input means that you must be authentic to customers/would-be-customers about what information you are collecting and how it will be used.

Few brand names carry the weight worldwide of Microsoft. In bringing to market its new enterprise product Office 365″, the company openly solicited customer input, making it clear that the purpose was to develop something that would be in sync with the latest technology and fulfill key needs of its target market. According to Eric Gales, President of Microsoft Canada, This powerful product was configured by listening carefully to customers’ needs for robust security, every-day reliability and user productivity. In other words, rather than getting swept up in a battle of features in a very competitive market, we took the high-road: focusing on our market and what was important to them. Gales continue, the only way that we could ensure that we had an accurate reading of what customers wanted was to be completely straightforward about why were collecting their input.

These principles, when coupled with the following proven 3 W’s Framework allow all companies to establish processes to help them effectively leverage customer input for developing innovative products that are timely, profitable and valued.

The 3-Ws Framework for Leveraging Customer Input^TM

Too small defensively in the post and overly reliant on the 3-point shot is no way to go through a basketball season.

More from Anthony Giminos Wildcat Report

Which is making for a frustrating year for Arizona.

The Wildcats are coming off a 65-58 loss at UCLA on Thursday night in which the Bruins exposed and exploited both major weaknesses.

The 6-10 Wear twins — Travis and David — knifed through and worked over UAs defense, combining for 34 points and hitting 13 of 16 shots. Meanwhile, UCLA defensively cut off Arizonas driving lanes — sagging off undersized frontcourt players Jesse Perry and Solomon Hill, daring them to shoot.

Perry and Hill combined to go 0-for-4 from 3-point range, and they just havent been good enough out there to make defenses pay.

Arizona shot 3 of 17 from 3-point range.

When we go 3 of 17, it puts a lot of pressure on what were doing, coach Sean Miller said on his postgame radio interview on KCUB 1290-AM.

Were not blessed with a great advantage around the basket, whether its rebounding or scoring in the post. … And, by the way, UCLA had a lot to do with why we didnt make shots.

Arizona is 10-5 overall, 1-1 in the Pac-12, and its not too early to worry that the Cats are on the wrong side of the NCAA Tournament bubble. UA is 0-4 against teams in this weeks AP Top 25 … and the loss at UCLA was really a bad one, considering the Bruins mediocre-at-best resume.

The trends — poor interior defense, relying too much on the outside shot — have appeared in nearly all the losses.

Mississippi State — Arizona was 6 of 20 from 3-point range, and the Bulldogs Arnett Moultrie posted a double-double in 25 minutes.

San Diego State — The Cats were only 5 of 26 from behind the arc.

Florida — Arizona was 9 of 24 on 3-pointers (not bad) but allowed 22 offensive rebounds in the overtime loss.

Gonzaga — UA shot 6 of 20 from 3-point range, and Gonzaga pulled down 16 offensive rebounds, led by Elias Harris (25 points, eight boards).

UCLA — The Wears dominated and Arizona was cold. The Bruins scored 30 of their first 41 points in the paint en route to a nine-point lead with 15:46 to go.

Add up all the 3-point attempts in the defeats, and the Cats are shooting only 27.1 percent (29 of 107) from 3-point range when they lose. Overall, Arizona is a decent shooting team — one with multiple possibilities from distance and hitting 42 percent in victory — but it needs to be a great shooting team to compensate for its lack of size.

The pieces just dont quite fit this season without Derrick Williams. He provided easy offense in the half-court. He got his teammates open looks. Although he wasnt a great defender, his presence allowed everybody else to fit comfortably into their roles … and he was known to swat a big shot or two.

Easy answers? There are none.

Freshman center Angelo Chol is active defensively, but hes not a stopper right now and hes not going to be able to help on offense until next season, at the earliest. Miller tried center Kyryl Natyazhko early in the season, but the junior is now buried on the bench. Alex Jacobson is limited.

Millers counter move has been to try to play more up-tempo and to get shots in transition, because this teams half-court offense — with no size and work-in-progress point guard play — is painful to watch.

But teams like UCLA can turn the game into a grind by focusing on getting back on defense, which USC and coach Kevin ONeill certainly will try to do Sunday.

We have some things we to address, Miller said after the loss to UCLA, and quickly put this game behind us.

After their film Pyaar Ka Punchnaama, which provides an outrageous male point of view about romantic relationships, producer Kumar Mangat and his son Abhishek Pathak were surprised to face opposition from the censor board for their upcoming film Bittoo Boss, a comparatively mellow project.

The censor board has rejected the promo of the film that is scheduled to release this April. The producers are now left with no option but to redesign it and apply to the censor committee all over again.

I love that when Kim Kardashian is getting a manicure, instead of relaxing, shes sucking in her cheeks and making a duckface for any cameras that might be nearby. Because duckface will totally make the whole internet stop hating you. The internet looooooves duckface.

Kims getting a whole new round of bad publicity for disrespecting romantic relationships. Last time it was her own, after her disastrous 72 day marriage. This time its others according to Amber Rose, Kim was responsible for the end of the models long-term relationship with Kanye West after she tried to steal the rapper away.

Kim just responded on Twitter, Remember, people only rain on your parade because theyre jealous of your sun amp; tired of their shade. Sure, thats true. And also because you stole their man.

LYSISTRATA JONES plays its final performance today at 3:00pm at the Walter Kerr Theatre (219 West 48th street). Upon closing, the musical will have played 34 previews and 30 performances. Written by Tony nominee Douglas Carter Beane (book) and Lewis Flinn (music/lyrics), LYSISTRATA JONES is directed and choreographed by Tony nominee Dan Knechtges.

LYSISTRATA JONES stars Patti Murin (Lysistrata Jones), Liz Mikel (Hetaira), Josh Segarra (Mick), Jason Tam (Xander), and Lindsay Nicole Chambers (Robin) with Alexander Aguilar (lsquo;Uardo), Ato Blankson-Wood (Tyllus), Katie Boren (Lampito), Kat Nejat (Cleonice), LaQuet Sharnell (Myrrhine), Teddy Toye (Harold) and Alex Wyse (Cinesius), with understudies LaVon Fisher-Wilson, Libby Servais, Charlie Sutton, Barrett Wilbert Weed, and Jared Zirilli.

The Athens University basketball team hasnt won a game in 30 years. But when spunky transfer student Lysistrata Jones (Murin) dares the squads fed-up girlfriends to stop lsquo;giving it up to their boyfriends until they win a game, their legendary losing streak could be coming to an end. In this boisterous new musical comedy, Lyssie J. and her girl-power posse give Aristophanes classic comedy a sexy, modern twist and take student activism to a whole new level. Get a look back at the production – from its Dallas incarnation to Broadway – below!