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Shrek 2 Remastered launches November 10 with 4-player co-op. Aspyr and Universal have announced DreamWorks Shrek 2 Remastered, an enhanced version of the 2004 action-adventure game launching on November 10, 2026. The remaster will be available on PlayStation 5, Xbox Series X|S, Nintendo Switch 2, Nintendo Switch, and PC through Steam and the Epic Games Store. The updated release features improved graphics, a new photo mode, and online and local co-op for up to four players. Players can also switch between characters at any time across all platforms, using each hero's unique abilities to fight enemies, defeat bosses, and solve environmental puzzles. Shrek 2 Remastered follows Shrek, Fiona, Donkey, and their friends on an adventure through the fairytale kingdom of Far Far Away. Players can explore locations ranging from Shrek's swamp to Fiona's castle, encounter familiar characters, and discover hidden Easter eggs inspired by the film. The game supports solo play alongside several multiplayer options, including four-player couch co-op, online multiplayer, and mixed sessions combining local and online players. Aspyr has also added a Cheats Menu, allowing players to unlock cheats during their playthrough. Visual improvements include enhanced textures, an updated user interface, and improved cutscenes. The game will support 4K resolution on PC, PlayStation 5, Xbox Series X|S, and Nintendo Switch 2 when played in docked mode. Digital pre-orders are available now at a discounted price of $26.99, down from the standard $29.99 price. The 10% discount applies across platforms, although PlayStation 5 players must have a PlayStation Plus subscription to receive the offer. DreamWorks Shrek 2 Remastered launches on November 10, 2026, across PC and consoles.

Volkswagen bets on partnerships, not ad blitzes, to win american hearts. 1 hour ago Volkswagen of America has extended its U.S. Soccer presenting partnership through 2032 and is leaning into NBC's centennial and talent-led content - a deliberate bet that durable emotional partnerships beat one-off advertising blitzes in a price-sensitive car market. A longer, bigger commitment to U.S. Soccer Volkswagen has extended its presenting partnership with U.S. Soccer through 2032 with a larger marketing investment, deepening a relationship that began in 2019. The deal spans all 27 U.S. Soccer national teams and adds sponsorship of the federation's new flagship training centre in Atlanta, with added programming aimed at youth access to the game. The brand is putting faces to it, too: Women's National Team coach Emma Hayes and centre-back Naomi Girma act as ambassadors, and VW backs the Deaf, Powerchair and Beach Soccer teams. With the Women's World Cup in Brazil next year and the 2028 Los Angeles Olympics on the horizon, the automaker is buying a runway, not a billboard. Leaning into NBC - and stepping back from the Super Bowl Beyond football, Volkswagen is working with NBCUniversal on celebrations of NBC's centennial, featuring Tina Fey and Rachel Dratch, with activity running through a December tentpole and the Macy's Thanksgiving Day Parade. Last year it sponsored the 'Saturday Night Live' 50th anniversary, slipping its ID. Buzz into a reworked classic sketch. Tellingly, CMO Rachael Zaluzec says she has no Super Bowl plans for next year unless she has a message strong enough to justify the cost - even after this year's spot revived the 'Drivers Wanted' line. For a brand with the 2027 Atlas launching in Q4, that is a pointed signal about where confidence in big-moment advertising now sits. What this means for your marketing Zaluzec frames partnerships as a way to build emotional connection and credibility, calling VW 'an emotional brand' and an intentional purchase. She still rates linear TV for mental availability, while social and talent-led content supply authenticity - a blend, not a bet on one channel. The transferable lesson for smaller marketers is the shift from campaign thinking to relationship thinking. A multi-year tie to something your customers already love - a league, a cause, a local institution - compounds trust in a way a single flight of ads cannot. As Zaluzec puts it, 'planting those seeds and making those emotional connections now' pays off later. Its take: in a jittery, price-sensitive market shaped by tariffs and economic caution, VW is treating brand-building as an annuity. That patience is exactly what most short-termist marketing plans lack. How long is Volkswagen's U.S. Soccer partnership now? VW extended its presenting partnership with U.S. Soccer through 2032, with a larger investment covering all 27 national teams and a new training centre in Atlanta. Is Volkswagen running a Super Bowl ad next year? CMO Rachael Zaluzec says there are no plans unless VW has a message strong enough to justify the cost, despite reviving the 'Drivers Wanted' campaign this year. Why is VW prioritising partnerships over big ad campaigns? It sees multi-year partnerships as a way to build emotional connection and credibility that compounds over time, versus the short-lived reach of a one-off spot. What I like about VW's thinking is the time horizon. Anyone can buy a Super Bowl slot; far fewer brands have the discipline to commit to a league for a decade and let the trust compound. Partnerships are an annuity - small businesses can run the same playbook with a local team, charity or event. - Daniel Nikolla, Founder of Merx Marketing Takeaway: brand-building is an annuity, not a lottery ticket. A multi-year partnership your customers already love out-compounds any single campaign. Is your brand investing in relationships that compound, or still chasing the next big one-off campaign? If you would like to know more about this topic, please contact Marketing Minute on [email protected] Sources: Marketing Dive and U.S. Soccer. Related reading

'I came to this from the chaotic world of media and tabloid journalism': Brunswick Group GC Kavi Reddy. Kavi Reddy discusses her role as general counsel at global advisory business Brunswick Group and managing a 'small but mighty' legal team 16 October 2026 Brunswick Group general counsel Kavi Reddy Following in-house spells at NBCUniversal and Gizmodo Media Group, and nearly seven years in litigation at Boies Schiller Flexner, Kavi Reddy swapped the media world for high-stakes global advisory work in 2019 as general counsel and chief compliance officer at Brunswick Group in New York. The Global Legal Post spoke with Kavi about her role, managing a small in-house team and the potential for AI to help mitigate some of those resource constraints. What are your key responsibilities as GC and chief compliance officer at Brunswick Group? It is everything from our core work, which is commercial contracts with our clients, but also anything else that comes up. That could be, on the less interesting side, real estate leases and expansions, and on the more interesting side, considering whether a new piece of work for a client constitutes lobbying, or has any implications under the Foreign Agents Registration Act or similar schemes in any of the jurisdictions that we operate in. I also look at issues around conflict and exclusivity - does taking on a piece of work for an existing client create a conflict with another existing client, and therefore should we or should we not take on a particular mandate for a client? We have a terrific specialist team that handles all those questions, but I serve as an adviser to that team, advising on the laws around lobbying and disclosure around the world. It is some of the most interesting work that I get to do, because it gives a front-row seat to some of the most critical issues that our clients are facing. In a business where we don't physically make anything, people are really our only asset, so I also spend a fair amount of time on labour and employment matters. And then everything else, such as IP and copyright; we have an in-house creative studio, so they come up with a lot of really interesting questions around preparing for and shooting radio and television commercials, involving talent, licensing of IP, and so on. It is a really broad mix on any given day. How is your legal department structured? Advertisement When I first joined Brunswick, we were structured as having two co-general counsels, myself and another co-general counsel who sat in London, but that has changed, so I now oversee all of legal globally and have done this since 2024. We have a very small but mighty legal team: we've got two excellent lawyers that focus on commercial contracting that sit with me in New York, and we've got another lawyer - who is out on maternity leave - who also focuses mostly on commercial contracting. In fact, she's a great Brunswick story because she started as an administrative assistant and then took on a paralegal role, and then she went to law school part-time while working for us full-time, before she became a lawyer. We also just had another staff member join us, who was our legal intern last year. And we have a great ops person in the US and a wonderful deputy GC, who is a former litigator like myself, who sits in DC and picks up a lot of labour and employment and thorny IP issues. And then in London we have a strong commercial lawyer and two terrific paralegals. Though we are a tiny team, we punch above our weight, covering all time zones in our 27 offices, handling most work in-house. What I love is that we work really cohesively as a team. What are your legal team's key operational priorities over the next 18 months? Getting to the right size. Our team is stretched pretty thin, so if somebody's sick or somebody's on vacation, the rest of the team is essentially paddling like ducks frantically. So, it will really be about making sure that we have the right number of people doing the right things for the team. We are also trying to figure out AI. We really want to harness AI like everybody else, but using it in a way that makes sense for us. Whether that is tackling low-value work to get it off our plates, or providing us with valuable intel and a good first run at other work we are doing, we want to really test drive and see what fits our needs. I also want to make sure that we're still taking the time to do a lot of mentoring and providing growth opportunities, particularly for our junior lawyers. My goal for this team is for every junior lawyer to have the confidence and training to go be a GC or a deputy GC somewhere else, and really have the tools that they need to do that well. What originally attracted you to joining Brunswick Group? This is the most grown-up and straight-laced job that I've had since I became a lawyer. I came to this from the chaotic world of media and tabloid journalism. I learned a lot from doing that work, but I thought it would be really interesting to try something new. I love that I am working with very smart, talented and driven people who are incredibly committed to helping their clients through their most critical moments. That is almost infectious. You can't not be excited about trying to help them do that for their clients and help them in whatever way you can. LAW OVER BORDERS COMPARATIVE GUIDES Arbitration Law Guide The Law Over Borders Comparative Guide to Arbitration provides a comprehensive understanding of the current complexities of international arbitration... | 1yr. What are the biggest legal issues impacting your business at the moment that you are most focused on? We're well-tuned to what's happening in Washington and London and changes in global leadership across the world, because anything that affects our clients is something that, in turn, is going to be top of mind for us. We're really just living and breathing those issues along with them and figuring out how to help them through their tough moments. And given that we're a business that's really focused on people, any changes to the labour and employment landscape throughout the world - because we are a global organisation - are really going to be important and have my focus. How important will AI be in solving some of those resource constraints as a small team? It's something that's going to be helpful to us, and we're in the process of figuring out which tools we're going to use for what purpose, whether it's creating a playbook that we can use to compare contracts and have it do a first draft, or reviewing contracts and edits, or wholesale drafting of unusual contract clauses or agreements. But, especially for junior lawyers, it's important to understand that they still need to have a good concept of fundamentals and what certain clauses mean. It's one thing to say to AI, 'Ok do a markup of this indemnity clause,' but it's quite another to really understand what that indemnity clause means and what the risks are behind it that it's intended to solve. You can't really delve into AI and be able to use it well without having that fundamental understanding. Who would be your top three dinner party guests and why? First would be Francesco Clemente, my favourite living artist, a painter who's had such a long career across many geographies. I would really like to hear his stories, and I think he'd have some incredible ones. Next would be Leo Strine [former chancellor of the Delaware Court of Chancery] because I'm a huge Delaware Chancery Court nerd. Finally, Rahm Emanuel [former Chicago mayor and ambassador to Japan], because what dinner party wouldn't be better with Rahm Emanuel? As a born and raised Chicagoan - yes, that is a word - I admire his no-nonsense attitude. I once read that the Japanese public used a word to describe him that translated into something like, "speaking honestly to the point that worries one's boss". In any case, what a legend.