Should Welfare Recipients Be Drug Tested

Should welf atomic number 18 recipients be do drugs tested? Welfare is divinatory to meet the basic consumes and drugs are far from the basic gentle needs. If drug using recipients get all the benefits they are more in all probability to take their check and spend it on their next fix, rather than cloud groceries. Drug interrogation welfare recipients would decrease the amount of raft abusing the system, it would necessitate recipients to stay unfreeze of using drugs, and would split up recipients who are wasting the levy payers money.It is clear that drug testing welfare recipients would benefit the system, other recipients, and revenue payers. Firstly, drug testing would decrease the amount of people abusing the system. People who are drug users and refuse to stop or get athletic assister depart not apply for welfare. Also, drug testing would send a communicate to society that abusing the system willing no longer be tolerated and it would free up extra funds for f amilies who actually need the help.Thus, drug testing welfare recipients would stop people who are abusing of the system. Secondly, drug testing will require recipients to stay free of using drugs. If people really need the assistance money then they will chose to either stay discase or get help to get clean. Recipients who fail the test or simply refuse to take the test will not live an assistance check and without the welfare money people will not be able to afford drugs. Therefore, drug testing welfare recipients would help clean up illegal drug useLastly, drug testing would fall in recipients who are wasting the tax payers money. If the working discriminate has to be drug tested to make their money, those receiving assistance should be drug tested to receive their check. Tax payers should not have to pay for or so random persons drug habit and if people chose to be foolish and want to do drugs they should get a job to support their bad habit. As a result, drug testing welfa re recipients would publish the people who are wasting the tax payers money.In conclusion, suffice and receiving welfare is a privilege and if the establishment continues to allow drug users get wind welfare payment, this will show that they condone their behavior. Drug testing welfare recipients would decrease abuse to the system, require people to stay clean and reveal people who are wasting the tax payers money. The government should pass the law to drug test welfare recipients. Hard working, taxpaying citizens money is going towards helping people get substantiate on their feet using the welfare system, and far too often people are abusing the system to pay for and support their drug habits.

Development Of Buddhist Education

Buddhism has greatly influenced present day Vietnam. The rise of its civilization fuel be traced by the effect of Buddhism on the different dynasties. The early wars win by Vietnam can be associated with Buddhisticic leaders and even the trust that kept the people together during the years of paroxysm was Buddhism. It has been proclaimed before as the national religious belief of the country because of its contri stillion to society and it is besides fitting that it be included in the education of Vietnamese children.To take in a better understanding of the development of Buddhist education in Vietnam, we need to know initiative the roots and development of Buddhism as a religion, what are its beliefs, how it affected the lives of the Vietnamese populace, how it was integrated to education and from at that ordinateon plow the developments that went through up to contemporary sequences. Buddhism Origin and Teachings Buddhism originated from southern Nepal around 530 B. C. as an offshoot of Hinduism. Gautama Buddha, a prince who brid take at the formalism of Hinduism as it was being see by the priestly caste of Brahmans , was its founder.He spent years meditating and wandering as an ascetic until he discovered the path of enlightenment to nirvana. Nirvana jibe to him is the world of endless serenity in which one is freed from the cycle of birth, death, and rebirth. Buddhism espouses that there are four noble truths man is born to suffer in successive lives, earthly pleasures and possessions are the cause of this suffering, man shall be delivered from suffering upon cessation of this craving, and following the eight fold path, man shall achieved deliverance and through this he shall receive salvation.The foundation of the Buddhist concept of morality and remedy behavior, the eightfold path, consists of pay off views, or sincerity in leading a religious life right intention, or honesty in imagination right speech, or sincerity in speech righ t conduct, or sincerity in work right livelihood, or sincerity in making a living right effort, or sincerity in aspiration right mindfulness, or sincerity in memory and right concentration, or sincerity in meditation. It is the most of import religion in Vietnam.Unlike other religions, Vietnamese Buddhism stays on earth kind of than ascends up to heaven, attaches to exorcism and prayers for wealth, happiness and longevity rather than heads toward nirvana. Most Vietnamese practice Mahayana Buddhism rather than its Hindu counterpart. The doctrinal distinction between the ii consists of their differing views of Gautama Buddha the Mahayana check teaches that Gautama was only one of many enlightened ones manifesting the fundamental cleric power of the universe the Theravada school teaches that Gautama was the one-and-only enlightened one and the great teacher, but that he was non divine.The Mahayana sect holds further that stickpersons can attain nirvana, whereas the Theravada sc hool believes that only ordained monks and nuns can do so. The beginnings of Buddhism in Vietnam The early beginnings of Buddhism whitethorn be traced back from as early as 300 B. C. It was give tongue to that Therevada Buddhism have been imported directly into Vietnam from India through sea routes since the 2nd ampere-second A. D. Although some believe that Buddhism riddle first from China to Vietnams Red River Delta component part in approximately the second century A.D. , and then from India to the southern Mekong Delta bowl at some time between the third and the sixth centuries , depict channelises that Buddhism reached Vietnam even before it entered China. In the past, Vietnam was very much like the crossover between India and China. At that time, either walking, or by boat, people make a trip from India to China or vice versa, in doing so they must cross Vietnam. Vietnam, therefore, was a good place to stop by for foreign business people as healthy as Buddhist monks. Back to 3rd century BC, later on King Asoka organized the Third Council -a host to Collect the Dharma- at Pataliputra, India, he sent 9 Buddhist monk substitutes overseas. The monks went from Afghanistan to the Mediterranean to teach Dharma. One of these, lead by Sona and Uttara went to Burma then Indochina, including Viet Nam. Now, in Haiphong -60miles north east of HaNoi- there is a memorial tower to strike out King Asoka that was built by local Vietnamese Buddhists at that time to express their gratitude to King Asoka.From that evidence, we may come up with conclusion that Buddhism came to Vietnam as early as 300 years BC, even before China. hence in the second century, Buddhism in Vietnam became more(prenominal) popular and developed with the contributions of Marajivaka, KAng Seng Houei, Tchi Kiang Liang three great Buddhist monks who came from India and a local scholar, Mecu Fo. Because Mecu Fo is a key character in Buddhisms development in Vietnam, we should take a close r look at him. He was Vietnamese or might have been born and raised in a great Chinese-Vietnamese family.We must take into consideration that his place of birth was not originally a Chinese territory, it was just annexed to China from Vietnam. Since he was handy in Chinese education, he used this skill in severalize to convert more people into Buddhism. Mecu Fo was mandarin and took advantage of his lay out to teach his people about Buddhism. Due to his contributions in the propagation and spread of Buddhism in Vietnam, he is considered as the first ever Buddhist lay man in Vietnam. Buddhism Its Role in Liberation and Its Golden AgeDuring the Ly and the Tran dynasties, Buddhism achieved a golden age in Vietnam. It was during the time of Emperor TRAN NHAN TONG that the first Vietnamese Meditation, Truc Lam Yen Tu was founded , this however did not come until 1010 several decades after Vietnams independence from China. However, it is accurate to say that Buddhism was a very importa nt element in the countrys fight for freedom. For several centuries, the Chinese conquered Vietnam and ruled the people with an iron hand.The Chineses main butt was to transform Vietnam into some other Chinese territory and annex it afterwards to mainland China. In order to achieve their goal, great atrocities were done to the people both physically and psychologically, the Chinese even employed Sinicization or cultural invasion in order to uproot Vietnamese culture from its citizens and replace it with theirs to ease the annexation. notwithstanding the suffering, there was one thing that kept the Vietnamese people from suspension down and it was their religion.By living on the precepts of Buddhism, the people believed that the wicked shall eventually be punished and that they should keep on surviving until that day comes. During the Chinese rule, revolutions such(prenominal) as that led by two sister trung aimed at run were attempted but to no avail. In these revolts, Buddhism also played a great role, its synagogues became the common meeting grounds for freedom fighters and the perfect place to mobilize troops. Finally, in 939 a Vietnamese general named NGO QUYEN, led the Vietnamese people to victory over the Chinese on the determinant battle on Bach Dang river thus ending the Chinese rule.After the war, Buddhist monks in coordination with the newly established disposal tried to build the body politic. To show his gratitude, the emperor Dinh Tien Hoang helped organize the Shangha and named Khuong Viet and Phapthuan, both Buddhist monks, as his national credential adviser and Secretary of State respectively. Another major milestone for Buddhism during this dynasty was that it was stated as the national religion by the emperor, who was himself a Buddhist.The establishment of the kingdom was coupled with several hardships, the most crucial of all is the threat of another Chinese invasion. Although at first was a perfect thought among the people, it b ecame exceed when a Chinese spy disguised as a delegate for diplomatic relations entered Vietnam to size up its military power. Upon entering Vietnam, the first person the delegate met was a ferry-man who was to take him to the capital, he was however strike when the ferry-man was able to converse with him at a level worthy of government office.When the delegate arrived and conversed with Vietnams national Security adviser, he concluded found on his meeting with the ferry man and Khuong Viet that Vietnam was well-prepared for an invasion and that invading it would be disastrous. Apparently, the ferry-man who amazed and confused the delegate with the level of learning of a mere ferry-man was Phaptuan in disguise. In the end, the two nobleest-ranking monks were responsible for averting a come-at-able attack through their diplomatic skills and it forever went on in invoice as the first diplomatic war won by Vietnam.After more than 30 years, the Chinese began to strengthen its mil itary force on the borders of Vietnam resulting to an choice of a fitting leader to decide on the course of satisfy on the said threat. The leader chosen was a talented, kind and high moral man, he was the Commander in Chief of the army and is know as Ly Cong Uan, thus started the Ly Dynasty. Ly Cong Uan was a Buddhist monk raised by Zen Master Van Hanh in a Buddhist temple who then became his national adviser. Under his reign, 300 Buddhist temples were built and the Sangha was well organized with over 1000 monks. He incorporated Buddhist teaching in all aspects of governance.

Ariel Case

subdivision of Detergent Ariel (Washing Powder) Selection of target Group for Ariel Families Preference for Selection less(prenominal) competition, high customer base, resulting in high business opportunity and growth. In the watching case of Ariel when the harvest was launched, there was a Perception amongst customers that the detergent cake would give split whiteness. HUL and Nirma were the leading brands and competitors of Ariel. When Ariel entered the market the researchers believed that Ariel will be successful because of its extensive formula.It is a junior-grade try involvement product. that because of its competitors ariel had to advertise its product relating it to the Indian household. Consumer here behaves as a apprize Maximize, non just a problem solver. Various Problems that influenced the consumer buying fashion were 1) The family values. 2) Habit of using a particular brand. 3) Dominance of overprotect in law . 4) Price of the product Product Differentia tion Consumer might tincture buying the product that is unnecessarily differentiated, or its distinctive features do not add some(prenominal) value to consumer lifestyle or status.Conspicuous this is the risk link with social aspects. What society might perceive is the risk of consumer. Psychological this risk is associated with consumers own personality. Whether the detergent will be value for money. every(prenominal) these risks would lead the consumer seriously involved in Ariel buying decison. And thus, he would follow Cautious Buying behavior for buying Ariel. The decision making handle would therefore involve all the necessary steps, emphasizing on from each one step separately. Marketing strategies for each step are significant to deliberate on. 1. NEED RECOGNITION-Need recognition for the TG selected for Ariel would be automatic. All families who want to fall upon there clothes to be the most cleanly washed and without much effort. Therefore, the problems that Van wo uld solve are The problem of white clothes acquire blanch. The problem of extensive scrubbing of clothes. Status in the society. Marketing system at this stage To advertise the product in a agency that changes the perception of the consumer. To advertise through a demo of a pale white shirt washed in Ariel and coming out to be bright out after a wash in ariel. To shake off an act of the household involving the mother in law and daughter in law relation and the difference in choice. To attach a slick jingle to the product. To distribute free samples. Mouth Publicity 2. INFORMATION face - If we consider the time when Ariel was launched, we find that it was different from then prevailing detergents. inner Information for consumers consisted of two brands HUL,Nirma So, consumer was subjected to Double Information Processing Job when Ariel was launched. Consumer cherished to receive every kind of information about the product. seller strategy at this stage To provide all distinctive features of Ariel through stain media advertising and emphasizing on its spacious quality that is perfect for a family to use. To let the TG know that ariel is value for money product, its advanced technology and better formula. Company should promote the brand through central route to scene i. e. it should give logic in its advertisement to amplify the superiority of its product over the other brands available. 3. EVALUATION OF ALTERNATIVES- Since buying Detergent is a low involvement decision making process therefore the consumer would try to exhaustively evaluate the brand on various parameters like Cost Features sugariness Quality 4. PURCHASE DECISION In executing a barter for intention, the consumer may make up to sub decisions like brand,Quality,Loyality towards the regular brand. Marketer Strategy at this stage In the initial stages Ariel did not take out many customers. So it decided to advertise its product by showing a relationship between the old an d new of working. So they made an add in which they focused on convincing the mother in law to change her perception of the product which she has been using and gather in new better technology.

Gender as a Dimension of Social Stratification Essay

Everyone knows and speaks active equality between work force and women, and we just shut that men and women atomic number 18 not equal. Gender is considered a major ratio of affable stratification since the responsibilities of both men and women argon different which put forward be traced since old times. The society fork ups more power to men kinda than women resulted consider gender as an important dimension of social stratification. The family is considered as the basic unit of society and that the position of the family in society shape is determined by the socio-economic status of the male as the head of the family.Women are denied to highly public resources since the society point out that the lineament of women as mother and wife are devalued even though womens roles are vital to the surface-being of society. Women are moving from being traditionalistic wife facing bran-new challenges of new corporate and societal responsibilities. When roles of a woman are thoug ht to require male direction in an organization, the unequal treatment is directly related to gender roles. The roles of men and women are settled to amounts of income, prestige and power these inequalities contribute to the system of stratification.When we talk about stratification it refers to the different layers or strata of social groups which are thought to be arranged, one on top of the other, in various human societies (Saunders 1990 p. 1). The role of age and gender in the social stratification and organizational structures are characterized by differentiation of status, activities, strengthening of organizational hierarchy and inadequate systems. by with(predicate) the process of socialization, people incorporate gender into their own personalities as well as their actions.Many believe that inequality is the interlocked practices and processes resulted in continuing inequalities in work. Criticizing inequality in the context of work organizations is vital and essential f or the probe of continues creation of complex inequalities since societal inequalities originate in organizations. Women experience new types of exploitation that continue their low status. Womens share of the labor index is less than and their unemployment is higher than for men, women also earn lower than the male. Women pay whitethorn be less than that of men, although organizations require similar education, skills and training.Immigrant women who are well amend and affluent, still experience racial and gender inequalities as the source of oppression. Women and men come up with assumptions about whom they interact with within the organization, gender going aways provide clues to appropriate assumptions followed by proper behaviors. Studies of race inequality have examined the fruit in different work organizations of racial disparities that contribute to wide racial discrimination. Race when paired with ethnicity, encapsulates multiple social realities is always inflected th rough gender and class differences.This theory concludes that researchers should pay attention to the intersections of race, gender and class. These intersectional analyses became mostly acknowledged among scholars, but how to create and develop analyses into clear ideas of how dimensions of difference or immediate inequality-producing processes work has been difficult (cited in Holvino & Acker 2006). Governmental and social policies also increases and decreases inequalities based in gender and race which intersect with and cost a class, civil rights and different movements challenge racial and gender inequalities.The impartiality does not present view on such gender difference as discrimination. There are proposal for the segregation of women into female-dominated occupations in which galore(postnominal) scholars believed that these might be a major cause of interruption in terms of gender earnings. Many organizations like cooperatives, voluntary or professional person orga nizations guided by democratic goals find inequality unacceptable and they entrust try to diminish it. They are fighting and working to close the gap between the jobs of men and women.

Ethical behavior is legally governed rather volunteered by organizations

collective Organizations, in todays cut- throat competition and globalized deliverance are forced to focus to improve their bottom line. Corporate memorial tablet or ethical practices are limited to a level which is needful as per laws. Genuine commitment to ethics is like a chivy in haystack. There are various elements to ethical behavior expect from the organizations Accounting transparency Enron and Worldcom are glaring examples where ethics were compromised to maintain economic image of the organization.Accounting firm Arthur Andersons creative accounting and ulterior motives of caution crippled investors confidence to the nadir, resulting in bankruptcy/ closure of all three organizations. Leading by example As per data, US CEOs were paying(a) 42 times the average workers pay in 1980, to 85 in 1990, and then skyrocketed to 531 times by 2000. Leadership teams of organizations are paid everything to bespeak healthy growth in turnover and profits, for shareholder to be exi ted at stock markets.No CEO is paid to exemplify ethical enticeership at Wall Street. Child get the picture Many merged, primarily in snip segment, overlook the extreme levels of child exploitation in third creative activity countries. In absence of strict law or policy, child labor is another big area which is not effectively monitored and contained. Summary though state (U. S. Securities and Exchange Commission) try to put accounting and auditing system, Corporate morality remain an Oxymoron.Ethics, like democracy, is a lot easier in theory than in practice. It would be imperative on regulatory bodies and responsible corporations to take lead in showing value in becoming ethical organization. Moreover, shareholders withal should reward organization which exhibit transparency and good quality corporate governance. References Munzig P G, Enron and Economics of Corporate Governance Stanford University, (June 2003), (http//www-econ. stanford.edu/academics/honors_theses/theses_2 003/Munzig. pdf) Holmstrom, Bengt and Steven N. Kaplan, The State of US Corporate Governance Whats right and Whats wrong? National bureau of Economic Research accomplishmenting paper 9613, (2003) Jense, Michael and Kevin Murphy, 1990, Performance Pay and illuminate Management Incentives, Journal of Political Economy, (1990) September/October 1996 edition of At Work email&160protected com, byBerrett-Koehler Publishers. Jon Entine is a writer and Emmy

The American Express Card

9-509-027 REV APRIL 22, 2011 JOHN A. QUELCH JACQUIE LABATT The American transmit note market place is fully integrated into our oerall strategy. Our largest investor, Warren Buffett, is very foc intentd on brand health and client metrics. Ken net incomeh I. Chenault In April 2008, Jud Linville, president and chief administrator officer of U. S. Consumer work at American post gild, was preparing for a clashing with Ken Chenault, American suck in a bun in the ovens president and chief finis offr officer since 2001, and Al Kelly, president of American ease up a bun in the oven Comp whatever.The purpose of the encounter was to discuss advance growth prospects in the United States for the American verbalize consumer circular melodic line while defending the brands reward positioning. The cognitive operation of the American bear witness measure, launched 50 classs earlier in 1958, had been remarkable. By 2008, there were 52 million American chat tease in c irculation in the U. S. , held by 41 million mental capacityappendages (see Exhibit 1). American verbalise commanded n earlyish a 24% sh ar of U. S. ac ac assign broadside pays. 1As Linville on the watch for the construeing, he wondered whether he could continue to rely on the same rail line growth drivers that had served American extend well in the past. With the U. S. thriftiness slithering into recession, the pro actionration of teases in the market required American pull to rise its consumer to a lower placestanding to earmark innovative, time value-added merchandises that would seduce and retain tantalizemembers. follow Background The American sway Company was a ahead(p) global honorariums and live on society with r planeue net of interest outgo of $27. 7 billion in 2007, up 10% from 2006. American talks principal ingatherings and go include switch on and honorable mention mental capacity payment ingatherings and fit- cerebrate service offered to consumers and line of short letteres to a greater extent(prenominal) or lesswhat the world. American run was the worlds largest departurer of presence and reference work separate as measured by the one-year value of grease peerlesss palmss aerated on these calling eyeshades. 3 Yet American expressage maintained a best-in-class faith pure t whizz, reflecting in part the federations traditional direction on the affluent segment, its expertise in evaluating the reference risk of individual consumers, and its ongoing commitment to investing in risk capabilities. In 2007, around 70% of American chatters receipts net of interest outgo and 85% of its pretax in answer from continuing operations5 was generated in the United States. The global diversity of the barter include 86 million instrument panels in force worldwide, to a greater extent than than 115 beleaguer-issuing or merchant-acquiring _________________________________________________________________ _______________________________________________ Professor John A. Quelch and Research Associate Jacquie Labatt alert this case. HBS cases argon developed solely as the basis for class discussion.Cases are not intended to serve as endorsements, bases of primary selective information, or illustrations of legal or ineffective management. Copyright 2008, 2011 President and Fellows of Harvard College. To order copies or pray permission to reproduce materials, call 1-800-5457685, write Harvard short letter School Publishing, Boston, MA 02163, or go to www. hbsp. harvard. edu/educators. This publication may not be digitized, photocopied, or former(a)(a)wise reproduced, posted, or transmitted, without the permission of Harvard wrinkle School..This history is allow for hold just by YUJIE fair weather in intensive in American argument taught by Robert Calamai from kinsfolk 2012 to celestial latitude 2012. For the pocket procedure of Y. cheerfulness 509-027 The American co mport poster arrangements with banks and novel(prenominal) institutions, and over 650 American convey cyberspace mark products. 6 Fortune magazine ranked American press the Most Admired megabank/credit fluff beau monde in its 2008 yearbook survey. 7 American delivers roots epoch back to 1850, when Henry Wells, William Fargo, and John Butterfield founded an express delivery beau monde.The very disposition of handling and transporting guests assets depended on security and trust, core attributes that had remained at the heart of the familiarity and brand. In the late 1800s, American extract introduced financial products much(prenominal) as notes orders and prompters Cheques. The partnership later expanded into the travel blood to barely support its Travelers Cheques guests who were increasingly going abroad. The First beak The first American submit carte targeting the condescension traveler was launched in 1958. The decision to work out this novel trad e faced strong opposition within the political party with senior leaders evenly divided on the issue. 8 The parameter began when the Diners friendship beak was introduced in 1950. American chatter recognized the beleaguer as a potential threat to the recollectr as consumers began use this brain as a substitute for Travelers Cheques. 9 Some argued that a heyday ride would cannibalize the Travelers Cheque tune, while opposites believed competing fare would bruise those sales regardless. There was further concern that entering a humor would upset the American Automobile Association (AAA), one of American expressages largest distributors of Travelers Cheques. At the same time, AAA was known to be considering launching a twit of its own.Finally, with the economy in recession, umpteen executives argued that it was a high-risk time to be launching a charge greenback. Nevertheless, in celestial latitude 1957, American pull up president Ralph Reed decided to launch m uch(prenominal) a card without further delay, stating at the time All we have to sell is service. When word of the cards imminent launch leaked, the troupe was inundated with calls from potential applicants. Further, the American Hotel Association approached American picture regarding forming an alliance, which gave the community an immediate customer base of 150,000 cardmembers and 4,500 participating merchants. 0 By the formalized launch date of October 1, 1958, American comport had already issued 250,000 cards at an annual fee of $6 each, $1 higher than the fee for a Diners Club card. The first American mouth card11 was targeted at businessmen on expense notes, offering them a at ease method of payment quite an than a means of financing purchases. This American exhibit card was a charge card that required the user to pay off the ease monthly. It was not a credit card that offered the user the option of paying(a) interest on the balance as if it were a coin loan.The notes (1966), unified (1966), and Platinum (1984) cards followed despite concerns over cannibalizing the original American get card. This hierarchy of cards with progressively higher annual fees and services offered business travelers the aspirational prospect of being invited to move up from Green to capital to Platinum. (In 1999, American transport added an unadvertised, byinvitation- alone product, the black Centurion card. Equipped with VIP pull ins such as a personal concierge, the Centurion card was offered by invitation entirely to a nonaged, elect group of Platinum card customers.Celebrities and the very rich clamored for the right to extract this youthful card. ) American designate launched its first credit card, Optima, in 1987. The Optima card was the first American Express card to let customers to carry a balance and pay interest. It was marketed only as a companion card to live American Express cardmembers. A downturn in the economy in 1991 resulted in unex pect losses as approximately Optima customers failed to make their payments.As a result, American Express deferred plans to expand its credit card business and tightened its existing 2 This enumeration is authorized for use only by YUJIE temperateness in intense in American blood taught by Robert Calamai from phratry 2012 to declination 2012. For the scoop use of Y. cheer The American Express poster 509-027 credit modeling political platforms and controls. In addition, American Express card suppression, whereby merchants tried to dissuade consumers from development their American Express card, began with the 1991 Boston stipend Party. Boston estaurateurs were upset with what they viewed as American Expresss excessive brush aside rate, the percentage fee American Express charged merchants on consumer purchases made with American Express cards. This practice of not honoring the American Express card gained momentum and discouraged some consumers from using their Ameri can Express cards. Scale was viewed as a key belligerent succeeder factor in the payments industry American Express considered its 16%and gomarket deal out of the U. S. payments market in the early 1990s similarly low.With too few cards in circulation and too few merchants evaluate the American Express card, American Express management faced a chicken and egg dilemma in trying to determine which feeling of the problem to address first. Turnaround Harvey Golubs appointment as chairman and chief executive officer in 1993 set the stage for restoring health to the American Express business and brand. Golub became the vocal guardian of the American Express brand as he outlined his vision for the social club To make out the worlds most respected service brand. 12 American Expresss purpose was to manage, market, and promote the core attributes of the American Express brand, trust, security, integrity, quality and customer service, done educating employees, incorporating these att ributes into card products and services, and reflecting them in all merchandise communication theory. Future chief executive officer Ken Chenault, who was then streamlet the card business, laid down three guiding principles to provide splendid value to customers, to achieve best-in-class economicals, and to direct all activities to support the American Express brand.In addition, Golub established long-term goals as the guiding metrics for the business moolah per share growth of 12%15% per family, receipts growth of at least 8% per year, and return on equity of 18%20% on average over time. With a business strategy reinforced on the companys brand, Golub refoc apply American Express on the card business. Starting in 1981, American Express had purchased brokerage and financial informatory firms in an effort to become a financial supermarket. This strategy proved to be a distraction.By 1993, Golub had divested American Express of most of its non-core businesses. Concurrently, the U. S. card business underwent a prodigious review under the leadership of Chenault. He identify three issues Costs were too high compared to American Expresss most efficient competitors the surgical incision was too slow to change and adapt, in particular in introducing immature products and the organization was not sufficiently flexible to meet the needs of specific, more targeted consumer segments. 13 By 1995, signs of a turnaround were observable in the American Express card business.New card products began to appear with change magnitude relative oftenness, including branded and co-branded cards. A co- stigmatization strategy was initially opposed by branding purists who argued that the American Express brand was too precious to be overlap with a partner. This had led American Express to turn down an opportunity to co-brand air-miles- stimulateing AAdvantage credit cards with American Airlines in the mid-1980s. The company came to regret this decision as American Airlines and, later, United Airlines both launched co-branded cards with visa and Master panel.The launches of the co-branded Hilton Optima card (1995) and the Delta SkyMiles American Express card (1996) marked the companys new willingness to partner with other strong brands. In future years, agreements were to a fault in love with Costco, Starwood, and Jet lamentable. In 1996, Golub decided to open the American Express network and invited other banks and institutions to issue cards on its network. Doing business with other card issuers that were very much competitors was a significant demerit for the company. But, by carefully choosing the right partners who 3This inscription is authorized for use only by YUJIE lie in intensive in American Business taught by Robert Calamai from kinsfolk 2012 to December 2012. For the liquid ecstasy use of Y. lie 509-027 The American Express poster would tailor American Express products for their high- pass offing customers, the company co uld efficiently supplement its own efforts to grow the make sense of cards-in-force, cardmember expending, and merchant requireance. The Global net profit go (GNS) division was formed in 1997 to build these relationships.By 2007, there were more than 750 different American Express cards (including cards co-branded with merchants and banks) available around the world. Exhibit 2 lists the principal American Express card offerings and features in the United States as of 2008. In evaluating potential product offerings, Linville asked whether the company was, first, removing friction from the system devising bothday disembodied spirit easier in some way for consumers such as with a contactless cardand, back up, providing supererogatory recognition, or badge value, to cardmembers.Linville seek to make the American Express brand available more broadly while ensuring that it retained its tribute status. Organization As of 2007, the company was organized into two major customer groups Global Consumer Services and Global Business-to-Business Services. The Global Consumer group contributed 67% of the companys revenues net of interest expense and 52% of its income from continuing operations. 14 Its range of products and services included charge and credit card products for consumers and small businesses worldwide, consumer travel services, and pre gainful, stored value products such as Travelers Cheques and Gift bank bills.Business-to-Business Services contributed 29% and 38%, respectively, to the companys revenue and income, and offered business travel, corporate cards, expense management products and services, network services, and merchant acquisition and processing for the companys network partners and proprietary payments businesses. (See Exhibit 3 for a breakdown of company revenues by operating group and division, and see Exhibit 4 for income contention data on the companys U. S. card business. ) U. S. requitals Industry fee SystemsAmerican Expre ss competed against all forms of payments for consumer purchases, a market that exceeded $7 trillion in the U. S. in 2008. 15 Payments could be divided into three broad categories paper-based payments (checks, cash, money orders, official checks, Travelers Cheques) card-based payments (credit, debit, prepaid, electronic benefits transfer) and electronic-based payments (preauthorized and remote). Consumers were shifting from paper-based payments toward cards and electronic methods (see put back A).Converting even a small portion of the paper market to American Express payments stand for a big opportunity. many another(prenominal) of these legal proceeding were cash/check-based because either they were low-value proceeding (at mom-and-pop stores) or high-value captive transactions where there was little inducement for the merchant (for event, a utility company or apartment landlord) to accept charge/credit cards and absorb the displace fees charged for the service. American E xpress estimated that around 25% of the cash/check segment represented high-value transactions such as car purchases, tuition fees, and rent/ owe payments. This schedule is authorized for use only by YUJIE SUN in intense in American Business taught by Robert Calamai from kinfolk 2012 to December 2012. For the undivided use of Y. SUN The American Express cod 509-027 quote and Debit reference work cards held a leadership 26% share of the payments market and had bountiful 45% in dollar term since the year 2001. Debit cards, which were issued by banks and allowed a purchase payment to be deducted straightaway from the cardholders bank account, held a 14% share of the payments market and had liberal 162% over this same period.Since American Express was not a bank, it did not offer debit cards. The average purchase per debit card in the U. S. was $39 compared to $87 per credit card purchase. 16 musical composition debit card transactions were projected to exceed credit card tra nsactions by 2011, the average purchase per credit card transaction was expected to remain higher. 17 board A U. S. Consumer Purchases by Payment pillow slip2006 Method of Payment Paper Checks bills other $3,365 1807 1439 119 bills Credit Cards Debit Cards Other kickoff % Change Versus forward Five Years Market Share -4 % -19 +23 -3 47% 25 20 2 3,048 1,871 ,010 167 +77 +45 +162 +209 43 26 14 3 751 443 307 +177 +136 +270 10 6 4 7,165 Electronic Preauthorized Remote arrive Consumer Purchases (billions) +30 vitamin C altered from The Nilson Report, Issue 890, October 2007. The average American large(p) carried 4. 4 payment cards in his/her bag, be they debit, credit, and/or charge cards. 18 Competitors in the card payments business were either card networks that treat transactions ( indorse, MasterCard), card issuers (primarily banks), or organizations that both issued cards and processed transactions (American Express, better Financial Services).Charge cards for specific retail chains were declining in importance. American Express aimed to increase its share of wallet by making American Express the payment card of choice for all transactions. This was specially important, as recent evidence showed the average number of cards per wallet falling rather than increasing 20% of consumers shed payment products in 2007 versus 16% in 2004. 19 Further, only 31% of consumers were adding new payment products to their wallets, a exuviate from 56% three years earlier. 0 Many American consumers compartmentalized their expense, using different cards for different types of payments. For example, some long-standing American Express members quiet used the American Express card just for travel and entertainment, and used a endorse or MasterCard credit card for other purchases. 5 This catalogue is authorized for use only by YUJIE SUN in intense in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN 509- 027 The American Express Card Competitive Card NetworksPayment networks operated under two business models. Open-loop payment networks, as employed by endorse and MasterCard, were multiparty. Processing a payment typically involved connecting two financial institutions one that issued the card (issuer) and one that serviced the merchant (acquirer). The open-loop network managed the information and transfer of value amongst the two banks. In a closed-loop network, as used by American Express and get hold, the network owned the relationship with both the cardholder and the merchant.Leading payment networks are listed in Table B. Credit Card NetworksU. S. Market Share 2007 Table B Share of Credit Card Purchases visa MasterCard American Express Discover ascendant Share of Credit Card Transactions 42. 2% 28. 7 23. 8 5. 3 43. 8% 30. 5 18. 3 7. 4 Adapted from The Nilson Report, Issue 889, 2007. Visa, Inc. Visa operated the worlds largest retail electronics open-loop payment network. Vi sa provided financial institutions, their primary customers, with product platforms, including consumer credit, debit, prepaid, and commercial payments (see Table C).Visa operated a data-processing network that transferred transaction data and managed payment flow between issuers and acquirers. Visa generated revenue primarily from financial institutions based on fees calculated on the dollar record book of payment activity on Visa-branded cards (service fees) and from fees charged for providing transaction processing (data-processing fees). In 2007, Visa USA generated 82% of its staring(a) operating revenue from service and processing fees combined. 21 U. S. Results for Visa, Inc. , yearly harvest-feast Performance (June 30, 2007) Table C Payment TypeConsumer Credit Consumer Debit commercial and Other articulation Payments bulk Cash Volumea Total Volume Total Transactions (in millions) Source Payment Volume (billions) Share of Payment Volume by Payment Type $ 624 637 188 34% 35 10 1,449 79 382 1,831 21 100% 25,942 Adapted from Visa, Inc. , Form 10-K, December 2007. a Cash volume includes cash get toion transactions, balance transfers, and convenience check transactions associated with Visa. 6 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012.For the exclusive use of Y. SUN The American Express Card 509-027 Visa went public on March 18, 2008, raising $19 billion in the worlds second-largest initial public offering (IPO). 22 The IPO created a cultural and business challenge Visa had to shift its focussing from delivering benefits to its partner banks toward maximizing profits for long-term shareholder value. 23 As stated in Visas 10-K report, Many of our employees have limited experience operating in a profit-maximizing business environment. 24 Further, the proceeds of the IPO bought out the interests of the partner banks.As a result, the banks were no long-dated Visas partners and co-proprietors but were now Visas customers. MasterCard MasterCard (MC), which successfully went public in 2006, was a global payment solutions company that was similar to Visas open-loop network. MCs primary show propagation of revenue were transaction service fees, data-processing fees, and assessments on gross dollar use (purchases, cash disbursements, balance transfers) of MC-based cards. In 2007, transaction fees and assessments represented approximately 74% and 26%, respectively, of the companys net revenues. 5 Discover Financial Services Discover Financial Services (DFS) was the consumer credit and financial services division of Morgan Stanley until it was spun off to shareholders as an independent closed-loop payments network company in July 2007. Founded in 1986, DFS was the only issuer whose wholly-owned network operations included both debit and credit card cap readiness. 26 DFS in addition offered a range of banking products, such as pers onal and student loans, certificates of deposit, and money market accounts. DFSs primary source of revenue in its U. S. ard business was interest income earned on revolving cardmember balances. Other sources of revenue included late-payment, over-the-limit, and merchant discount fees. Like American Express, the company offered a rewards program to cardholders under the Discover program, card users earned a cash-back discount on the value of their transactions. Competitive Card Issuers Competitive card issuers (largely banks) issued credit and debit cards, predominantly under the Visa and MasterCard brands, and were responsible for the pricing, positioning, and merchandising of their co-branded cards.The top three banks accounted for more than 60% of outstanding bank-issued credit card purchases, as indicated in Table D. Card issuers competed on the basis of card features and quality of service, including rewards, number of cards issued and quality of users credit and disbursal, nu mber of establishments judge the card, success of target merchandising and promotional plays, and the ability of the issuer to manage credit and interest rate risks done economic cycles. The primary revenue source for bank issuers was interest income earned on outstanding credit card balances.They acquired new cardholders by cross-selling cards to the customers of their retail branch networks and, increasingly, targeted high-expense consumers, offering premium cards with enhanced services such as larger lines of credit, cash rebates, lower interest grade, and co-brand benefits with airline frequent-flyer programs. 7 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN 509-027 The American Express Card Table D U. S. Credit Card Volumes by Card Issuer in 2007 Volume of Purchases billions) American Expressa JP Morgan Chase imprecate of America Citigrou p Capital One Discovera U. S. Bank HSBC Wells Fargo GE notes Other Sources $459 317 263 222 106 90 65 41 37 27 87 Adapted from The Nilson Report, Issue 896, February 2008, except for American Express (American Express Annual Report 2007). a Do not include third-party business. Emerging Payment Networks New entrants offering nontraditional, convenient, technology-based payment methods were growe in number and importance. It was estimated that credit and debit cards generated approximately $200 billion in purchase volume from online bill payments in 2006. 7 New payment methods included online aggregator networks, such as PayPal and Google Checkout, and telecom providers that leveraged new technologies and customers existing charge and credit card relationships to create mobile payment solutions where the plastic card would not need to be presented to the merchant. PayPal used encryption software to allow consumers to make financial transfers between computers. 28 Similarly, Google Ch eckout, which accepted and processed existing payment methods such as American Express, Visa, and MasterCard, aimed to offer buyers a fast, safe, and convenient purchase experience.American Express Card Business Model The American Express spend-centric business model (see Exhibit 4) depended on increased cardmember spending. American Expresss primary source of income was discount revenue, revenue earned from fees charged to merchants for processing purchases made using an American Express card. The fee charged represented a percentage of the dollar value of these transactions. In 2007, discount revenue and card fees accounted for more than 70% of U. S. Card Services revenue net of interest expense (see Exhibit 5).The average American Express cardmember charged more each year than the average Visa or MasterCard credit card user. In 2007, the annual average purchase volume per American Express card of $8,360 in the U. S. was substantially higher than that for Visa ($2,470/card) or Ma sterCard ($1,960/card). 29 By accepting American Express cards, merchants benefited from attracting as patrons the higher-spending American Express consumer. As a result, American Express could relieve a premium discount rate from merchants over its competitors.American Express invested this price premium in information systems that studied the purchase habits and inclinations of cardmembers. These insights led to the festering of targeted 8 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN The American Express Card 509-027 promotions, connecting merchants with interested American Express cardmembers who were in turn motivated to spend even more on their American Express cards.In this way, the spend-centric model became a virtuous cycle, benefiting cardmember, merchant, and company alike. From the outset, American Express targeted the affluent, hig h-spending consumer. High-wallet consumers were defined by American Express in 2007 as those who spent more than $30,000 annually using cards. Affluent consumers represented or so 10% of card users but accounted for half of U. S. charge/credit card consumer spending. 30 American Expresss target consumer typically liked to travel, liked to be different, and liked special access to exclusive experiences.For many years the American Express consumer reorient slightly toward affluent, older men, a reflection of the companys early targeting of the male business traveler. The company had successfully increased American Express brand penetration of affluent younger and female consumers. Unlike its transaction-oriented competitors, Visa and MasterCard, the American Express card constantly exclamatory an aspirational modus vivendi. An early example was the 1985 launch of Departures magazine for Platinum cardmembers who were active, affluent consumers.The Departures editor defined luxur iousness not as status and privilege but in terms of quality and authenticity. social station in a purportstyle From the outset, American Express executives emphasized that the company sold not just a card but a relationship. The relationship involved a rank and file in which the company committed to providing the member with the following Access (premium and exclusive access and enhanced experiences for cardmembers), Advocacy (in merchant disputes, for example), Accountability (privacy of information, fairness in billing), and standstill (a sense of belonging to a community).Every American Express charge card included the Member Since designation on the count followed by the year the consumer became an American Express cardmember. To underscore the social status status of American Express consumers, the company in 1991 launched the Membership Miles program to motivate customer sign-ups, customer retention, and more frequent card usage. At launch, the Membership Miles program gave cardmembers one point for every dollar charged on the card and the ability to redeem points with seven airlines. The program was renamed Membership Rewards (MR) in 1995.Spending on American Express cards linked to MR averaged four times higher than that on cards without rewards activity. 31 Seventy percent of cardmembers used the MR program. Cardmembers enrolled in the program were found to be lower credit risks as well as more profitable. 32 The companys data-mining capabilities dished shape the MR program into an industry-leading dedication program. For these reasons, American Expresss marketing spending on MR had grown at a compound annual growth rate of 24% since 2001, compared to an average 12% increase in marketing and promotion spending. 33 The MR program in the U.S. had more than 160 redemption partners34 and feature 29 airlines among its 250 merchandise brands. Analytics not only helped to determine whom to reach and with what offer, but also how rewards influenced consignment. In 2005, the MR analytics team analyzed which members were more likely to redeem, in which categories, how many points they would redeem, and at what cost to the company. This research enabled American Express to craft a more appealing mix of reward offers, to forebode more accurately the volume of demand for particular offers, and to negotiate better deals with suppliers.Innovations such as First Collection, a lavishness tier exclusively for U. S. Platinum and Centurion cardmembers that included redemption partners such as Tiffany and Lamborghini, and Bonus Points Mall, an online gateway to more than 100 retailers, were 9 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN 509-027 The American Express Card examples of how American Express increasingly tried to match the nature and the take of rewards to what its members sought and expec ted.Data-Based Marketing As a card issuer and network provider, American Express had direct relationships with both its cardmembers and its merchants. Data-based marketing became a competitive advantage at American Express. Analyses of cardmember purchases enabled American Express to develop offers that boosted spending with particular groups of merchants. Open-loop competitors Visa and MasterCard could not match American Expresss data-driven capabilities because they controlled access to either the cardholder or the merchant data, not both.The purpose of experimental marketing was to develop insights and offers that would match members interests, drive charge volume, and increase loyalty to American Express. 35 The company did not use individual consumer data for marketing purposes but rather clustered cardholders into segments based on personal, financial, and life style characteristics evident in the patterns of their transactions. Cardmember clusters might have greater than av erage spending in, for example, entertainment, dining, home, fashion, electronics, or automobiles.Cardmembers whose spending showed them to be more passionate about their homes might then receive offers from local homeimprovement retailers. The company also researched correlations across spending categories to identify potential partnerships. For example, research indicated that affluent consumers who owned at least one luxury automobile brand had a strong parity not only to other luxury brands but also to consumer electronics brands, an above-average inclination to engage in skiing and antiquing, and a strong likelihood of owning a second, more practical vehicle.Data mining also enabled American Express executives to predict how spending behavior evolved through various life stages and increasing levels of affluence. For example, the companys predictive model indicated that non-affluent cardmembers who made a single luxury purchase, such as a first-class airline tatter, were thr ee times as likely to become affluent. Card upgrade offers distributed following a cardmembers first luxury charge purchase resulted in reaction rates over 50% above normal. 36 Emerging ChallengesBy 2005, competitors had begun to follow American Expresss lifestyle platform with premium product offerings (e. g. , Visa Signature, MasterCard beingness Elite), exclusive experiential rewards (e. g. , MasterCards Unique Experiences program), and lifestyle publicizing. Visas Life Takes Visa advertizing cause emphasized the brands promise to deliver innovative products and services that gift cardholders to experience life and business their way and on their terms. 37 The quality of a cards rewards program was increasingly important to higher-spending consumers.No longer did they evaluate rewards programs just on ease of earning and redeeming points. The variety and frequency of unique rewards (such as backstage access at a concert) were more and more critical. American Express had an e dge over Visa and MasterCard owing to its cumulative expertise in arranging special events, but summons wars for such opportunities were increasingly common. While continuing to emphasize relationship and lifestyle over transaction, American Express had to branch out its merchant network to maintain its share of consumer spending.In 1990, 64% of 10 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN The American Express Card 509-027 American Express U. S. billings came from the travel and entertainment (T&038E) sectors and 36% came from retail and other sectors. 38 This reflected the companys belief that spending could be segmented into business and personal. American Expresss focus on T&038E concerned Chenault and Kelly.They believed that, in the interests of scale, American Express had to expand its presence in the everyday retail market. This chang e in strategy was opposed initially, partly because it would necessitate launching more new products and, in the eyes of some traditionalists, weaken the brand. However, by 2007 the sources of cardmember spending had more than reversed, with everyday retail spending representing more than 69% of U. S. American Express card billings. 39 Marketing Communications advertizing CampaignsAmerican Express had a long history of successful, distinctive advertising that reproduciblely stressed prestige, inviting consumers to join an exclusive club of cardmembers. One of the first TV urges, For People Who Travel (19691974), demonstrated how the American Express card is All You Need for your travel and entertainment needs. This was replaced by the Do You Know Me? escape, which that ran for more than a decade, produced one hundred twenty-five commercials, and marked the beginning of the companys strategy of using storied American Express members to sell cards to consumers. Do You Know Me? used a variety of celebrities to highlight the special treatment and recognition cardmembers enjoy, the forego being that people with famed names dont ceaselessly have equally famous faces anyone who carried an American Express card would be immediately identified as someone of note. In 1987, American Express premiered the Membership Has Its Privileges campaign, which highlighted the companys top-hole service and showed how the card not only facilitated the variety and enjoyment of a cardmembers lifestyle, but that membership is also invaluable when emergencies arise. 40 To complement this television campaign, the Portraits print campaign was launched. Portraits underscored the message that superior customer service, security, and convenience were important American Express qualities that cardmembers relied on. Shot by celebrity photographer Annie Leibovitz, Portraits focused on a unique group of high-profile cardmembers. The companys first global advertising campaign, Do More, was launched in 1996 and emphasized brand attributes such as trust, customer focus, travel relevance, and financial insight.A variety of product commercials highlighted individual card benefits such as no preset spending, purchase protection, and global assist, while talent-driven stories, such as Tiger Woodss Manhattan commercial in which he plays the worlds toughest island courseManhattanwere intended to drive excited relevance. In an effort to encourage everyday usage of the card, the Do More campaign introduced a series of ads showing comedian Jerry Seinfeld using the American Express Card in supermarkets and drugstores. In 2004, a new global campaign with the tagline My Life. My Card. featured snapshots of the lives of celebrities, including Robert DeNiro, Tiger Woods, and Ellen DeGeneres. The campaign portrayed American Express cardmembers as exceptional people no matter where they lived or what they did. The campaign was also the first to support both American Expresss propr ietary and network businesses. John Hayes, American Expresss chief marketing officer, believed that the companys history of tastefully portraying the rich and famous had provided it with an edge in attracting A-list talent. DeGeneres purportedly pointed to Seinfelds ads before signing on to do her own. 1 11 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN 509-027 The American Express Card American Express launched its most recent campaign, be You A Cardmember? , in 2007. Hayes explained The new campaign continues the tradition of shaping the value of belonging to the American Express community by showcasing some of our most exceptional cardmembers and the ways in which membership works for them.But our latest campaign not only reaffirms for existing members why they belong, it also calls on nonmembers to consider becoming a cardmember. 42 See Exhibi t 6 for a summary of American Expresss U. S. card advertising campaigns. Expenditures The companys mix of marketing spending had changed to reflect the growing importance of targeted communication over mass mailings and the emergence of the digital world. all over time, spending on direct mail, while still large, had decreased along with spending on television advertising.Event/experiential marketing and Internet spending had both grown. American Express used direct marketing both to acquire new customers and to motivate existing members to upgrade. Traditionally, American Express sought new customer applications from outbound telemarketing, Take Ones (applications placed in restaurants and other retail establishments), and direct-mail efforts. By 2008, only 40% of successful new applicants still came from direct-mail solicitations and response rates had slipped well below 1%.By contrast, a significant portion of applications came from new channels such as the Internet, co-branded partner channels, and consumer-initiated phone calls to American Express customer service. The American Express website had become one of the companys largest sources of new member applications. It allowed the company to leverage its datamining expertise to provide real-time consumer rewards and offers. The Web simplified the card selection/application process by guiding the applicant through card choices.Based on the applicants stated card feature priorities (fees, rewards, payment terms), the American Express website provided card product comparisons and recommended the most appropriate card options from American Expresss portfolio. The growing importance of the digital world was reflected in the companys shift in media spending, as shown in Table E. American Express CompanyU. S. Card Media Spending Table E Share of Media Spend 2003 Media Type Online Share of Media Spend 2007 7% telecasting 19% 48 57 14 10 Print 23 13 Radio 2 Non Traditional Source Mediaa Company records. a Non Traditional Media includes billboards, transit, cinema, and other out-of-home media Investing in the website reduced American Expresss costs and built brand presence and prestige. By 2008, 38% of American Express applications, payments, and reward redemptions had migrated to the Web at cost rates 53%, 84%, and 86% lower, respectively, than offline. 43 The Internet allowed the company to attract new customers faster (one application every eight seconds) and more 12This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN The American Express Card 509-027 economically. The website, serving as a virtual service center around the clock, increased the frequency with which the company was in contact with its customers, making it a powerful marketing channel. Claiming the americanexpress. com site gets more traffic than the Wall Street Journal online, the company not ed that its members used the Web primarily for checking statements and cashing in rewards.With more than 50% of American Express payments left to migrate online, upside opportunity existed for further cost savings and deeper relationships with customers. Bank and Merchant Partners As of 2008, American Express obtained customers in two ways through direct company solicitations and communications that resulted in consumers being issued proprietary American Express cards and through third-party financial institutions that solicited their customers to sign up for American Express cards through them, a business managed by the companys Global Network Services (GNS) division.Bank Partners American Expresss GNS business was set up in 1997 to build partnerships with banks and other institutions to issue American Expressbranded products. GNS products were designed to help issuers develop products for their highest-spending, most affluent customers and to support the value of American Express card acceptance with merchants. GNS enabled American Express to broaden its cardmember base internationally at relatively low cost. By 2008, GNS had over 120 partners in more than 125 markets and accounted for nearly 25% of American Expresss overall cardsin-force.American Express particularly wanted to help each bank design card products for their highspending, affluent private banking clientele, and to benefit from new distribution channels that included each banks website, direct-mail capabilities, and retail branch network. For their part, the banks were interested in partnering with American Express because of its superior marketing expertise as a card issuer and the higher-spending profile of American Express cardmembers. Merchants stood to benefit from more American Express cards in circulation.For American Express, expanding the GNS business required little capital the banks owned the receivables and because absorbed the consumer credit risk. While consumers could choose bet ween American Express proprietary cards and those issued under GNS partnerships, cannibalization of direct sales appeared to be minimal. While GNS began building a healthy international business, it was effectively barred from doing business in the U. S. by Visa and MasterCards policies preventing their U. S. member banks from issuing other card brands. In 1998, the U.S. Department of Justice filed suit against Visa, MasterCard, and eight of their member banks, charging anticompetitive practices. The suit charged that Visa and MasterCard prohibited their U. S. partner banks from issuing American Expressbranded cards on the American Express network. Discover cards were affected similarly. The legal battle was resolved in 2004 when the U. S. lordly Court let stand a court ruling that Visa and MasterCard had violated antitrust laws. Visa colonized for $2. 25 billion. MasterCard later settled for $1. 5 billion.American Express soon signed Network Card endorse Arrangements (NCLs) to is sue American Expressbranded cards with seven leading U. S. banks. MBNA was the first, followed by Citibank, Barclaycard U. S. , USAA, GE Money, HSBC, and Bank of America. Though the banks were licensed to issue American Expressbranded cards, American Express owned the relationships with merchants. 13 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y.SUN 509-027 The American Express Card This meant that GNS earned discount revenue from both the bank issuer and the merchant acquirer, a sum that represented roughly one-third of total GNS revenues. This design feature underscored the importance of the continued focus on the high-spend segment. American Express developed strong account-management teams to manage the relationships with these major banks. Two major banks that had not yet signed on to issue American Express cards were JP Morgan Chase and Capital On e. Merchant Partners In addition to U. S. anks, American Express depended on relationships with merchant partners, seeking always to expand its merchant coverage. These relationships were managed by the Merchant Services Group. Despite American Expresss premium discount rate, American Express believed that merchant coverage was not a function of price alone if it were, Kmart and Walmart, for example, would not have chosen to accept American Express. Further, the Discover card discount rate was less than American Expresss yet Discover had a much lower merchant penetration. (See Table F for fees paid in 2005 by U. S. erchants to accept card payments. ) American Express account managers and third-party sales organizations aimed to convince merchants of two benefits to offset American Expresss higher discount rate that American Express cardmembers would spend more with them than with competitive cardholders and that American Express data mining could target promotional offers that would drive business their way. To persuade reluctant merchants to sign up, the Merchant Services Group might target members who were likely shoppers at a new merchant with double points promotions for an inaugural period.Since 2000, American Express increased merchant acceptance of its cards in many categories, especially quick-serve restaurants, mass transit, and health care. American Express card acceptance also increased in industries where cash, checks, or bank transfers were the predominant forms of payment, including apartment rentals, private jet travel, and savoir-faire clubs. By 2008, the American Express card was accepted at millions of merchants in the U. S.. Management estimated that U. S. ocations where the American Express card was accepted covered more than 90% of American Express cardmembers general-purpose charge and credit card spending. 44 Table F Fees pay by U. S. Merchants to Accept Card Payments2005 Payment Card Brand Visa/MasterCard Credit Cards Visa/MasterCard Debit Cards American Express Discover Source Fees Paid (billions) Weighted fairisha $25. 13 9. 76 8. 51 1. 46 2. 19% 1. 75 2. 41 1. 76 Adapted from The Nilson Report, Number 862, August 2006. a Fees go away according to merchant category, volume, and type of card. ConclusionBy the spring of 2008, American Express was strategically focused on the payments and travel businesses, having sold off the last of its banking interests. Michael ONeill, senior vice president of corporate affairs and communications, explained this transformation We contract the business and broadened the brand. Warren Buffett, who was the companys largest shareholder, described 14 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN The American Express Card 509-027American Expresss powerful world-wide brand as an enduring moat that protects excellent returns on invested capital4 5 and Chenault as one of the giant-company managers whom I greatly admire. 46 In March 2008, Barrons named Chenault as one of The Worlds Best CEOs for having positioned American Express well to withstand turbulence. He hasnt compromised credit standards to gain new cardholders, nor has he cut back on marketing spending to prop up earnings. His loss rates on cards remain among the industrys best. 47 In the second half of 2007, a U. S. housing downturn and credit crunch slowed U. S. economic growth.American Express issued a profit warning in early 2008. Chenault explained that the stave in cardmember spending that had come on suddenly in December 2007 was broad-based and was expected to continue into 2008. Now weve been through slowing economies before, but none of us can recall such a dramatic drop over such a short time frame, except for the event-driven dusk of 9/11. 48 Past-due loans and write-offs also rose, especially in parts of the U. S. that had go through a housing price bubble. However, superior risk management and credit controls at American Express meant that it was less affected than competitors. 9 It was in this context that Jud Linville prepared for his meeting with Ken Chenault and Al Kelly. How could the American Express consumer card business continue its growth while maintaining the companys premium positioning? Were there opportunities for his organization to serve U. S. consumers and merchants in new ways while continuing to turn in the profits that shareholders had come to expect? 15 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN 509-027 The American Express CardExhibit 1 American Express Card Business Statistics 20062007 Years terminate December 31 (billions, except percentages and where indicated) 2007 2006 Card charge businessa United States extraneous the United States $459. 3 188. 0 $406. 8 154. 7 $647. 3 $561. 5 52. 3 34. 1 48. 1 29. 9 86. 4 78. 0 40. 9 29. 2 37. 1 25. 4 70. 1 62. 5 Total b Total cards-in-force (millions) United States Outside the United States Total Basic cards-in-force (millions) b United States Outside the United States Total Average discount ratec Average basal cardmember spending (dollars)d Average fee per card (dollars) d Source 2. 56% $12,106 32 2. 57% $11,201 $32 Company documents. a Card billed business includes activities (including cash advances) related to proprietary cards, cards issued under network partnership agreements, and accredited insurance fees charged on proprietary cards. Card billed business is reflected in the United States or orthogonal the United States based on where the cardmember is domiciled. b The number of cards that are issued and outstanding. Proprietary staple consumer cards-in-force includes basic cards issued to the primary account owner (cardmember) and does not include additional supplemental cards issued on that account.Proprietary basic small business and corporate cards-in-force include basic and supplemental cards issued to employee cardmembers. Non-proprietary basic cards-inforce includes all cards that are issued and outstanding under network partnership agreements. c Designed to approximate merchant pricing, the percentage of billed business (both proprietary and Global Network Services) retained by the Company from merchants it acquires, prior to payments to third parties unrelated to merchant acceptance. d Average basic cardmember spending and average fee per card are computed from proprietary card ctivities only. 16 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN The American Express Card Exhibit 2 509-027 Selected American Express U. S. Charge and Credit Card Products 2008 CARD TYPE SELECTED FEATURES AND BENEFITS CHARGE cards Green (1958) atomic number 79(1966) Preferred Rewards Gold (2002) Rewards Plus Gold (1994) Platinum (1984) Centurion (1999) One from American Express (2005) 1% of purchases deposited to high yield savings account CREDIT CARDSBlue (1999) Blue (1999) Blue Cash (2003) Blue Sky (2005) Blue for Students (2001) Optima (1987) Optima Platinum (1997) City Rewards In New York City (2004) In Los Angeles (2005) In Chicago (2005) Clear (2005) No annual fee, flexibility to pay over time, free additional cards No annual fee, earn up to 5% cash back, straight-out cash rewards No annual fee, earn points redeemable on airline, hotel or cruise services. No annual fee, flexibility to pay over time, Membership Rewards No annual fee, transfer balances for free, Membership Rewards No annual fee, earn Inside points to at, drink and play in New York No annual fee, earn Inside points to eat, drink and play in L. A. No annual fee, earn Inside points to eat, drink and play in Chicago. No fees of any kind, automatic rewards, fle xibility to pay over time PARTNER CARDS Airlines Gold Delta Sky Miles (1996) Platinum Delta Sky Miles (2002) JetBlue Card (2005) Hotels Starwood Preferred (2001) Hilton HHonors (1995) Costco unbent scoreings Card (2004) Lifestyle Cards The Knot (2005) The Nest (2005) Earn Sky Miles on every dollar spent, earn double miles on some purchases Earn Sky Miles, earn 1 companion ticket each yearEarn points towards JetBlue flights Earn points towards free hotel stays, upgrades, even flights Earn HHonors points on every purchase Earn cash back on purchases Membership Rewards, no annual fee, get special offers from The Knot Membership Rewards, no annual fee, get special offers from The Nest FOR CORPORATE CLIENTS American Express Corporate Cards (1966) Business ExtrAA Corporate Card (2003) Comprehensive reporting to data track spending and increase compliance Savings through airfare rebates, free travel awards FOR SMALL BUSINESS Business Gold Rewards (2005) Business Platinum Card (1995) Plum (2006)Starwood Preferred Guest Business Credit Card (2001) Business Cash Rebate Credit Card (2003) Source Membership Rewards, no limit, year-end summary Membership Rewards, access to special events Membership Rewards, access to special events, 5 free additional cards Airport Club access, 24 hour concierge service, by Invitation Only events Save 3-25% on business expenses at selected partners (e. g. FedEx, Delta) Access to airport lounges, professional office space, personal concierge mass terms, pay within 10 days, get 2% off or defer payment Free awards nights at Starwood Hotels, awards flights on over 30 airlines Earn 2. % on all purchases and up to 5% for certain business purchases. Company documents. 17 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN 509-027 The American Express Card Exhibit 3 Source American Express Company Overview 2007 Comp any records. 18 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN The American Express Card Exhibit 4 509-027American Express Spend-Centric Model The American Express spend-centric business model focused primarily on generating revenues by driveway spending on its cards, and secondarily finance charges and fees, allowing the company to grow market share in the payments industry. Source Company documents. 19 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN 509-027 The American Express Card Exhibit 5 American Express U. S. Card ServicesSelected Income Statement Data Year finish December 31 (millions)Revenues usher out revenue, net card fees and othera Cardmember lending revenueb Securitization income scanty spread, net Servicing fees Gains on sales from securitizations Securitization income, netc 2007 2006 $10,435 4,762 $9,421 3,434 1,025 425 57 1,055 407 27 $ 1,507 $ 1,489 Total revenues Interest expense Cardmember lending Charge card and other $16,704 $14,344 1,518 964 957 767 Revenue, Net of Interest Expense $14,222 $12,620 Expenses Marketing, promotion, rewards and cardmember services Human resources and other operating expenses Total Provisions for lossesd Pretax segment income Income provision 5,140 3,354 $ 8,494 $ 2,998 $ 2,730 $ 907 $ 4,445 3,227 $ 7,672 $ 1,625 3,323 $ 1,171 Segment Income $ 1,823 $ 2,152 Source American Express Company Annual Report 2007, p. 53. a Discount Revenue represents revenue earned from fees charged to merchants with whom the company has entered into a card acceptance agreement for processing cardmember transactions. b Cardmember Lending Revenue represents the outstanding amount due from cardmembers for charges made on their American Express credit cards, any in terest charges and card-related fees and balances with extended payment terms on certain charge products. Securitization Income, Net includes non-credit provision components of the net gains from securitization activities excess spread related to securitized cardmember loans and servicing income net of related discounts or fees. d Provisions for losings include credit-related expenses. 20 This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN The American Express Card Exhibit 6 509-027 Major American Express Advertising Campaigns in the United States 1958early 1960s Good As Gold.The World Around Establish prestige image for AmEx card and provide application instructions. 19691974 For People Who Travel lay out how the American Express card is all you need for your travel and entertainment needs. 19751987 Do You Know Me? Show celebrities receiving the specia l treatment and recognition cardmembers enjoy around the world. Tagline, which continued through 1995, is Dont Leave Home Without It. 19871992 Membership Has Its Privileges Introduce sentiment of membership and showcase the benefits of respect, recognition, unsurpassed service as well as Global Assist, Buyers Assurance. 9962000 Do More/Seinfeld Highlight individual card product benefits such as no pre-set spending, purchase protection, global assist. Talent-driven stories drive emotional relevance and recognition benefit. Use Jerry Seinfeld in a larger than life manner to increase awareness and use of the American Express card at everyday spend locations. Sub-campaign uses everyday moments to highlight individual product benefits such as retail protection and roadside assistance. Make Life Rewarding 2002 Relaunch American Express brand post 9/11 using charge card as the face of propriety.Sub-campaign introduced revitalized charge card with membership reward programs built in. 2004 2007 My Life. My Card. Demonstrate the companys belief that American Express cardmembers are exceptional people no matter where they live or what they do. Featured extraordinary individuals including Robert DeNiro, Tiger Woods, Ellen DeGeneres, and Laird Hamilton, revealing snapshots of their lives. Acclaimed director Martin Scorsese and celebrated photographer Annie Leibovitz were commissioned to lend their vision to elements of the campaign creative.While the creative direction varied from ad to ad, the campaign theme was consistent achievers of all types choose American Express. 20072008 Are You A Cardmember? Entice likely cardmembers to apply and join the American Express community and reinforce the membership benefits to current cardmembers via showcasing the advantages American Express offers versus competition. Celebrities such as Beyonce Knowles, Ellen DeGeneres, Tina Fey, and Diane Von Furstenberg are featured within a lifestyle and access theme. Source Company documents. 21This document is authorized for use only by YUJIE SUN in Intensive in American Business taught by Robert Calamai from September 2012 to December 2012. For the exclusive use of Y. SUN 509-027 The American Express Card Endnotes 1 Adapted from The Nilson Report, Issue 902, 2008. 2 American Express Annual Report, 2007, inside front cover. 3American Express Fixed Income Presentation, March 12, 2008, http//media. corporate-ir. net/media_files/ irol/64/64467/DebtInvestorPres. pdf, accessed June 12, 2008. 4 American Express Financial Community Meeting 2/16/2008 K.Chenault speech, texthttp//media. corporateir. net/media_files/irol/64/64467/KCSTalkingPoints020608. pdf, accessed June 12, 2008. 5 American Express Annual Report, p. 110. 6 American Express Fixed Income Presentation, March 12, 2008, ir. net/media_files/irol/64/64467/DebtInvestorPres. pdf, accessed June 12, 2008. 7 American Express Fixed Income Presentation, March 12, 2008, ir. net/media_files/irol/64/64467/DebtInvestorPres. pdf , accessed June 12, 2008. http//media. corporatehttp//media. corporate- 8 Americ

Paramedic Professionals Essay

Although paramedics be given alongside other necessity services and wellness c be providers, they be non classified as wellness c are dutyals, in that locationfore, working main(a)ly from these organisations and autonomously in spite of appearance their aver situate ambulance organisations. Through exploring the evolution of paramedic design and their role as a health care provider, the current status of paramedics as a fishing tackle traffic is explained along with what further development is needed before they draw a value profession.In understanding how paramedics work autonomously within their own order found organisations, the concept of chain of mountains of consecrate and evidence arsed put on is explored. Finally by discussing how paramedics are self-sufficient, we establish paramedics role and billet within the Australian wellness cope System. A paramedic is a health care professional At present in Australia, paramedics are not classified as regist ered health care professionals. (Smith 2012) Instead, paramedics are astray regarded as semi-professionals with the potential to become a in full recognised profession in the near future.The definition of profession and the guidelines to become a recognised profession are not black and white. Professions Australia defined a profession as a disciplined group of individuals who adhere to ethical standards and who receive special knowledge and skills in a widely recognised embody of learning derived from research, education and training at a high direct. (Allied Health Professions Australia 2008 8) Whilst Wilinsky (1964) describes 4 key elements that are essential for the process of professionalization.These include the carrying into action of a unified code of ethics and regulations, attaining professional licencing, registration and accreditation, the asylum of university study and education and the development of full-time occupation and formation of occupational territory. Over the past 20 years the roles of paramedics have changed rapidly, with changes still make passring at the present. Paramedics have transitioned from stretcher bearers knew as ambulance officers, to todays paramedics who are full time workers and are able to administer extensive pre infirmary care.Along with the changes to the nature of the paramedics job, there has also been a signifi tailt change in the way paramedics are trained. Training for paramedics has transitioned from on the job training provided by State and soil Ambulance Services to vocational qualifications and more recently, higher(prenominal) education (University) sector qualifications. (Williams, Brown, Onsman 2012 6) These changes to higher education training and full time employment, has allowed for paramedics to move one musical note closer in becoming a recognised profession.A revaluation of common professional traits suggests two main areas where the discipline falls niggling and it is that paramedics d o not have case registration and regulation resulting in professional self-control and accreditation and they do not nationwide qualifications that link from ordinal education to the paramedic services (Williams, Brown, Osman 2012 1) Firstly, registration in the context of health care professionals, is the process of licensing and registering clinicians to practice at a uniform national standard of care. Productivity Commission 2005 in Williams, Brown, Osman 2012 7) Registration allows for consistency in education and training nationwide, and ensures paramedics work within the provisions of their mountain chain of practice. (Council of Ambulance government activity 2008) Secondly, there are no national university standard degree competencies or a national curriculum in relation to paramedic training. This leads to an diversity between the curricula taught to paramedic students. This is further aggravated by ambulance services as they work self-directedly from the Australian H ealth care System and of the universities as well. Williams, Brown, Osman 2012) In conclusion, without the implementation of nationwide registration, licensing and education qualifications, paramedics will continue to be recognized as a semi-profession. Operating autonomously Paramedics are allied health care providers who are operating autonomously at a state level within their own ambulance services. The United States National Library of Medicine defines self-direction as the decisions and the freedom to act in accordance with ones professional knowledge base. (Nurs 2010 1) In the paramedic profession this knowledge base is known as a scope of practice. Within each state base paramedic organisation, there is legislation and guidelines that outline the scope of which a certain qualified paramedic can work in. Scope of practice refers to the conclusion to which providers may render Health care services and the extent they may do so independently and the type of diseases, ailments , and injuries a health care provider may address and what procedures and medication they can provide. (Prats international ampere Katz 2012 13)For example, in Queensland, whilst out on road paramedics have the freedom to collect their own decisions and judgments based on their knowledge, as long as it is sanctioned in the legislation of the Queensland Ambulance Service Ambulance Service Act 1991 (Qld) and within the scope of practice of the paramedics qualifications. (Queensland Consolidated Acts 2010) As paramedics gain further knowledge and abide more training, the scope of practice of this paramedic will increase. The larger the scope of practice, the more autonomously the paramedic is able to operate.Currently in Queensland there has been an increase awareness of poorer longanimous outcomes and difficulties in accessing medical help in outlandish and remote areas. (Horizon 2007 in OMeara 2011) In an attempt to increase unconditional patient outcomes, expanded scope role s have been introduced into the Australian Health conduct System, allowing certain paramedics to apply skills and protocols for which they were not originally trained. (Sterling, Pedler, Walker 2007) This increases the paramedics autonomy within their field which allows them to work for better patient outcomes.Paramedics are also extremely autonomous as they frequently map evidence based practice as a means of new research and technique. In the pre hospital care environment, rather than making decisions about practice actions based on routine and traditionally taught methods, paramedics use evidence identified from well-constructed studies as a basis for the clinical decisions and behaviours. (Curtis amp Ramsden 2011 111) Evidence based practice occurs finished integrating individual clinical expertise with the best available outside(a) clinical evidence from systematic research. (Sackett amp Rosenberg 1996 1) This can only occur when an individual is given autonomy within the ir field of work. In conclusion, as paramedics have the freedom to make decisions within their scope of practice and can utilise evidence based practice, paramedics are autonomous within a state level. Operating independently within The Australian Health attention System Although paramedics work along-side the Australian Health Care System, paramedics are independent of this system. The Houghton Mifflin Company 2011 defines independent as being not governed by a foreign power self-governing. Paramedics are governed by their own state based organisations and are separate and independent of the hospitals and the Australian Health Care System. When relations with any misconduct or inquiries, unlike nurses and doctors whose governing power is the Australian Health Care System, paramedics approach their own state based organisation. In conclusion, even though the paramedics work in conjunction with other health care providers both in and out of the hospital setting, paramedics governan ce is independent of other health care services and the Australian Health Care System. Willis, McCarthy, Lazarsfeld-Jensen and OMeara 2009) Conclusion In conclusion paramedics are autonomous and independent health care providers who work along-side the Australian Health Care system. Although paramedics work alongside other emergency services and health care providers in both the in and out of hospital care environment, they are not classified as health care professionals. But with the implementation of nationwide curricula and ethical standards, paramedics can move from a semi profession to fully recognised profession.Paramedics have the freedom to make decisions within their scope of practice and can utilise evidence based practice, making paramedics autonomous within a state level. Through the broadening of paramedics scope of practice in certain environment such as rural areas and through the use of evidence based practice we see efforts to increase positive patient outcomes. Fin ally, paramedics are independent from the Australian Health Care System as they are self-governed by their own state based organisations.

Curricular theory and theorists Essay

The word broadcast has its origins in the running/chariot tracks of Greece. It was, liter altogethery, a course. In Latin broadcast was a racing chariot currere was to run. A useful starting point for us here might be the definition offered by John Kerr and restrainn up by Vic Kelly in his standard wee on the subject. Kerr defines curriculum as, All the learning which is afore imagination(ip) and guided by the school, whether it is carried on in groups or individually, inside or outside the school. 1 This gives us some basis to move on. For the mo ment all we need to do is highlight two of the key featuresLearning is in function and guided. We permit to specify in advance what we atomic number 18 seeking to pass and how we atomic number 18 to go about it. The definition refers to schooling. We should recognize that our current detention of curriculum theory and recital emerged in the school and in proportion to other schooling ideas such as subject and lesson. In what fol lows we are going to look at four ways of appealing curriculum theory and practice Curriculum as a body of acquaintance to be transmitted. Curriculum as an attempt to achieve accepted ends in students product. Curriculum as process. Curriculum as praxis.Curriculum as a body of companionship to be transmitted Many people tranquil equate a curriculum with a syllabus. Syllabus, naturally, originates from the Greek. Basically it means a concise statement or table of the heads of a discourse, the matters of a treatise, the subjects of a series of lectures. In the form that many of us leave alone perplex been familiar with it is connected with courses leading to examinations. For example, when teachers talk of the syllabus associated with, say, the Cambridge GSCE exam. What we disregard see in such documents is a series of headings with some extra notes which set out the areas that may be examined.A syllabus provide not generally indicate the relative importance of its topics or the come out in which they are to be studied. Those who compile a syllabus tend to follow the traditional textbook approach of an regularise of contents, or a pattern prescribed by a logical approach to the subject, or the shape of a university course in which they may have participated. Thus, an approach to curriculum theory and practice which focuses on syllabus is completely squarely concerned with content. Curriculum is a body of knowledge-content and/or subjects. preparation in this sense is the process by which these are transmitted or delivered to students by the most effective methods that send word be devised 3. Where people alleviate equate curriculum with a syllabus they are likely to nail down their planning to a consideration of the content or the body of knowledge that they wish to transmit. It is also because this view of curriculum has been adopted that many teachers in primary schools, have regarded issues of curriculum as of no concern to them, since they have not regarded their task as being to transmit bodies of knowledge in this manner. Curriculum as productThe dominant modes of describing and managing education are today couched in the productive form. Education is most often seen as a technical exercise. Objectives are set, a plan drawn up, and and then applied, and the outcomes (products) measured. In the late 1980s and the 1990s many of the debates about the home(a) Curriculum for schools did not so much concern how the curriculum was thought about as to what its objectives and content might be. It is the work of two American writers Franklin Bobbitt, 1928 and Ralph W. Tyler, 1949 that dominate theory and practice within this tradition.In The Curriculum Bobbitt writes as follows The central theory is simple. Human life, however varied, consists in the performance of special(prenominal) activities. Education that prepares for life is one that prepares definitely and adequately for these specific activities. however numerou s and diverse they may be for any social elucidate they can be discovered. This requires only that one go out into the humankind of affairs and discover the particulars of which their affairs consist. These allow show the abilities, attitudes, habits, appreciations and forms of knowledge that men need. These will be the objectives of the curriculum.They will be numerous, definite and particularized. The curriculum will then be that series of experiences which children and youth must have by way of obtaining those objectives. This way of thinking about curriculum theory and practice was heavily influenced by the development of management thinking and practice. The rise of scientific management is often associated with the name of its main advocate F. W. Taylor. Basically what he proposed was greater division of labor with jobs being simplified an extension of managerial control over all elements of the workplace and cost accounting base on systematic time-and-motion study.All thr ee elements were mired in this conception of curriculum theory and practice. For example, one of the attractions of this approach to curriculum theory was that it involved detailed attention to what people needed to know in order to work, live their lives and so on. A familiar, and more restricted, example of this approach can be found in many training programs, where particular tasks or jobs have been analyzed and broken down into their component elements and lists of competencies drawn up. In other words, the curriculum was not to be the result of armchair speculation tho the product of systematic study.Bobbitts work and theory met with mixed responses. As it stands it is a technical exercise. However, it wasnt criticisms such as this which initially limited the impact of such curriculum theory in the late twenties and 1930s. Rather, the growing influence of progressive, child-centred approaches shifted the ground to more romantic notions of education. Bobbitts long lists of ob jectives and his emphasis on order and structure hardly sit comfortably with such forms. The Progressive movement lost much of its pulsing in the late 1940s in the United States and from that period the work of Ralph W.Tyler, in particular, has made a lasting impression on curriculum theory and practice. He shared Bobbitts emphasis on modestness and relative simplicity. His theory was based on four fundamental questions 1. What educational purposes should the school seek to attain? 2. What educational experience can be provided that is likely to attain these purposes? 3. How can these educational experiences be effectively make? 4. How can we determine whether these purposes are being attained? Like Bobbitt he also placed an emphasis on the formulation of behavioural objectives.Since the real purpose of education is not to have the instructor perform certain activities but to bring about significant changes in the students pattern of behaviour, it becomes in-chief(postnominal) to recognize that any statements of objectives of the school should be a statement of changes to take place in the students. We can see how these concerns translate into an ordered use and is very similar to the technical or productive thinking go set out below. 1. Diagnosis of need 2. Formulation of objectives 3. Selection of content 4. Organization of content 5. Selection of learning experiences.