Hip-hop lyrics Research Paper Example | Topics and Well Written Essays - 2500 words

Hip-hop lyrics - Research Paper Example The degree of influence varies from one child to another. Experts are not unanimous in their conclusions. The influence of rap music, which is synonymous with hip-hop music, is intense on the minds of children and it can have mostly negative or some positive effects. The worrying factor is, hip-hop has become part of the popular culture. It has made rapid strides since it originated 1970s. â€Å"It is a known fact that hip-hop has taken over, in a sense, the mainstream youth culture,† said Emmett Price, a professor at Northeastern University in Boston, who teaches hip-hop culture. â€Å"So, the young kids from the age of being able to speak to going on to high school are influenced by hip-hop culture whether they listen to music or not.† (Killion†¦) Researchers are busy analyzing and trying to prove that a correlation exists between rap music and increased criminal behavior, sexual activity and drug use. Tricia Rose opines, â€Å"A key aspect of much of the criticism that has been leveled at hip-hop is the claim that it glorifies, encourages, and thus causes violence. This argument goes as far back as the middle to 1980s—the so-called golden age of hip-hop—when politically radical hip hop artists, such as Public Enemy, who referred to direct and sometimes armed resistance against racism ‘by any means necessary,’ were considered as advocates of violence.†(p.34) Young kids have a tendency to believe what they see over and over again, as truth. The wise saying goes—a lie repeated from a platform a thousand times, becomes the truth.’ In the present times of internet revolution, it is necessary that the young kids should know many things, but is highly desirable that they should not know some things. Their minds quickly receive information that may prove intensely harmful in the long run. Kids interpret what they see from the level of their understanding and without the proper contextualization. The issue is, children take what

Health Policy Analysis Assignment Example | Topics and Well Written Essays - 3750 words

Health Policy Analysis - Assignment Example Patient navigators and navigator programs therefore became necessary in terms of providing the much needed connection between patient populations and providers with an aim of improving healthcare outcomes. Patient navigator and outreach services dates back to the year 1971 when then US President Richard Nixon ratified the National Cancer Act. Since then there have been significant improvements in healthcare outcomes in terms of reducing cancer related mortality. This can be attributed to better measures at preventing, screening and diagnosing cancer as well as the use of better treatments for the same. However, poor persons, those without any medical insurance and those without sufficient insurances covers have continued to show low 5-year survival and high rates of mortality. Disconnects still exist between discovery and delivery enterprises and also between what is known and what is applied to all people. Disparities arise when medical interventions meant for all are not equally distributed. Disparities are also occasioned by a combination of economic, cultural and social issues (Freeman and Rodriguez, 2011). Poverty is a very important cause of healthcare disparities when it comes to the management of cancer and other chronic illnesses. Poverty is a complex problem associated with other issues such as lower levels of educational achievement, squalid living conditions, total lack or insufficient social assistance, lack of employment, risky lifestyles and reduced healthcare service access. As per the 2010 national census, 14.3% of the US population representing a whooping 43.6 million persons was poor the year 2009 alone. In the same year 16.7% (50.7 million) of American citizens did not have any health insurance cover. Furthermore statistics have shown a huge gap in terms of the five year survival rates for cancers between the poor and the rich; survival is ten percent lower among the poor Americans compared to the rich. An emerging

Coach †The Leading Consumer-centric Corporation Essay Example for Free

Coach – The Leading Consumer-centric Corporation Essay Abstract Fashion trends are sensitive, and customers are unpredictable. It makes fashion industry become a highly competitive market. To survive and thrive, fashion companies need distinctive strategies. It seems aspiring but not many firms can achieve. As an exception, Coach proves its success in this challenge by not walking through the same way as others rivals (e.g. Gucci, Louis Vuitton, Prada, and Hermes) have done. Coach has created a customer-focused model and a result-driven strategy to lead its business to overcome crisis and expand market. Even though there still have many challenges in the fashion sector, Coach’s strategy seems to be sustainable. Coach – The Leading Consumer-centric Corporation Coach was a family-run company founded by Miles Cahn in 1941 in New York (Coach, 2012). Coach was famous for traditional crafted leather goods, but keeping the classic styles drove it to dramatically lose market share. Based on the excellent management of Chairman Lew Frankfort, Coach shifted from a conventional leather division of Sarah Lee Corp. to a fashion-oriented brand name and a customer-centric corporation (Boorstin, 2002). Coach has thrived not only in North America but also in Japan, China and other countries (Coach, 2012 Tsukahara, 2011). Therefore, Coach’s strategy is sustainable. Successful Management in Turbulent Economic Conditions The secret formula for Coach’s success simply comprises two components. First, it is the perfect collaboration between Lew Frankfort (Chairman and CEO) and Reed Krakoff (President and Executive Creative Director). Since Frankfort took his office, he implemented several typical reforms: created customer database to examine consumer behavior, built multichannel distribution system (retail stores, factory outlets, boutiques, and online store), and hired Reed Krakoff to refresh Coach’s product design (Slywotzky, 2007). Krakoff made a revolution in Coach conventional product lines by using new materials, shapes, styles, and colors to attract more customers but not abandon its loyal fans (Slywotzky, 2007). Second, consumer-focused strategy makes Coach stand out. Based on customer information that is collected through various angles, Coach can sooner identify problems and quickly adjust. In a nutshell, Coach’s success derives from a blend of â€Å"understanding the consumer, being results-driven and at the same time anticipating when fashion is happening (Karimzadeh, 2004). What Makes Coach Different From its Competitors? Coach chooses to operate in its own way. First is â€Å"selling luxury for the mass† (Gogoi, 2005). Coach sets product prices 50% lower than Gucci or Louis Vuitton to attract cost-conscious customers (Takahara, 2008). Coach’s numerous product lines satisfy diverse market segments based on ages, regions, and cultures. However, product quality must be maintained to be considered as luxury goods (Slywotzky, 2007). Second is the customer-driven operating model. Coach spends around five million U.S. dollars annually on market research to collect customer information through private interviews, telephone surveys, competitive analysis, and in-store product tests (Slywotzky, 2007). By putting customers into operating process from input (what customers desire) to output (product testing), Coach can modify its products to satisfy customers’ requirement or increase production of favorite products (Slywotzky, 2007). For example, Japanese customers usually commute to work, so they prefer small bags (Tsukahara, 2011). Moreover, database shows that customer usually visits store every month so Coach launches its new products monthly to attract customers and give them more new choices (Slywotzky, 2007 Tsukahara, 2011). Third is the tight management. The executives check sales operation of each store daily and frequently review each business unit as well as the total business planning (Boorstin, 2002). Lew Frankfort even visits stores a few times a week to check their operations and directly evaluate customer responses (Slywotzky, 2007). Fourth, Coach has a flexible production process by using 100% outsourcing in 16 countries around the world (e.g. Vietnam and China), which neither Gucci nor Louis Vuitton is interested in (Karimzadeh, 2004 Tsukahara, 2011). This also helps Coach cut off fixed costs, and reduce time consuming from production to sales operation. Fifth, Coach has a huge multichannel distribution system: 500 stores in U.S and Canada, 300 direct-operated stores in Japan, China, Singapore and the like, a set of boutiques in particular department stores and an online website coach.com (Coach, 2012). This provides more opportunities for Coach to expand business globally. Coach Strategy is Sustainable In this highly competitive market, Coach has its own weapon to be considered sustainable: understanding customers and building a solid business structure. With a huge database of 9.7 million families from different viewpoints (Slywotzky, 2007), Coach knows how to make its products fit with customer demands or even how to set reasonable prices. For example, a survey before launching the New Hamptons Lap Satchel revealed that customers were willing to pay 328$ for this product, which was 30$ higher than prediction, then Coach immediately reprinted the price tags and sales augmented (Slywotzky, 2007). Moreover, with the close management as described above, Coach runs its operation sensibly by focusing on any detailed changes in sales and customer behaviors. Besides, Coach has a diversified product category (handbag, wallet, suitcase, accessories, perfume, and clothes) with various designs and an enormous distribution channel to help Coach approach many different market segments. In an interview with Fox Business in 2011, Frankfort was confident that Coach’s strategy was sustainable in that turbulent time, he only concerned about the macro economy: the slowly irregular economic recovery might affect consumer confidence in purchasing decision. Conclusion To gain market share, Coach chooses a unique way to operate: Coach’s customer-centric model, together with the perfect combination of logic (represented by Lew Frankfort) and magic (symbolized by Reed Krakoff), help Coach thrive in such a very competitive fashion industry. Even though there might be many forthcoming challenges, Coach’s strategy is sustainable because understanding customers helps Coach identify risks sooner and respond faster. References Boorstin, J. (2002, October 28). How Coach got hot The maker of the indestructible purse finally considers style. CNNMoney. Retrieved on Oct. 25, 2012 from http://web.ebscohost.com/ehost/detail?sid=2f9ec3fa-9541-4044-87e1-2ddd37107d03%40sessionmgr112vid=1hid=127bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bthAN=7567234. Coach (2012). Coach financial tear sheet. Retrieved on Oct. 25, 2012 from http://phx.corporate-ir.net/Tearsheet.ashx?c=122587. Gogoi, P. (2005, November 28). Selling luxury for the masses. Bloomberg Businessweek. Retrieved on Oct. 25, 2012 from http://www.businessweek.com/stories/2005-11-28/selling-luxury-to-the-masses. Glick, A. (Interviewer) Frankfort, L. (Interviewee) (2011). Coach evolving its base with poppy. Retrieved on Oct. 25, 2012 from http://video.foxbusiness.com/v/3951579/coach-evolving-its-base-with-poppy/. Karimzadeh, M. (2004, March 1). Riding Coach’s express: No signs of slowdown as luxe brand zooms. Women’s Wear Daily. Retrieved from http://www.wwd.com/fashion-news/fashion-features/riding-coach-8217-s-express-no-signs-of-slowdown-as-luxe-brand-zooms-695558?full=true. Takahara, K. (2 008, September 12). Coach builds brand of affordable luxury goods. The Japan Time Online. Retrieved on Oct. 25, 2012 from http://www.japantimes.co.jp/text/nb20080912a3.html. Tsukahara, M. (2011, November 26). A study of brand/ Coach keeps on riding high. The Daily Yomiuri. Retrieved on Oct. 25, 2012 from http://www.yomiuri.co.jp/dy/business/T111121007083.htm. Slywotzky, A. J. (2007). The upside of strategic risk. In Oliver Wyman Journal. Retrieved on Oct. 25, 2012 from http://www.oliverwyman.com/pdf_files/OWJ-UpsideofStratRisk.pdf.

Implications of Chinas Rapid Economic Development

Implications of Chinas Rapid Economic Development Global firm and global business environment If current trends continue, China may be the world’s largest economy by 2050. Discuss the possible implications of such a development for: The world trading system The main implication of China’s economic rise is that China has become a major engine of global economic and trade growth. From 2000–2005, China’s economic growth has averaged 9.5 percent in real terms; but its imports have tripled from $225 billion in 2000 to $660 billion in 2005 (Bergsten et al, 2006). As a result of this, China alone has accounted for about 12 percent of the growth of global trade, an impressively high share given that in 2000 it accounted for less than 4 percent of global trade. Indeed, although China’s economy is a small fraction of that of the United States, in the first half of this decade, China’s trade grew so fast that it contributed half again as much as the United States to the expansion of global trade. As a result, should China’s economy begin to approach, and even overtake, the United States as the world’s largest economy, global trade would potentially see a corresponding, albeit disproportionately, lar ge increase in size. However, running counter to this is that China’s massive trade surpluses, most notably a $202 billion surplus with the United States (Bergsten et al, 2006), hugely exacerbate political frictions in several developed nations. This has led to pervasive pressures being brought in many countries to reduce their dependence on cheap, labour-intensive Chinese imports; and to redress the balance of these surpluses. Should China’s economy grow to surpass the US, these pressures may become unbearable, and protectionist measures may win support in many nations. This would undoubtedly harm the global trading system however it would be likely to make a fatal impact because, as several countries have found with the US, if you want to participate in global trade, you have to be willing to deal with the biggest economy. The world monetary system China’s monetary policy currently presents two major issues for the world monetary system. Firstly, due to China’s fixed peg to the U.S. dollar, the renminbi has depreciated on a real trade-weighted basis since the start of 2002 when the value of the dollar began to depreciate significantly when compared to major currencies such as the euro (Bergsten et al, 2006). Second, even though China’s productivity growth has slowed somewhat in recent years, the fact that it still exceeds its trade partners’ average, when combined with the artificial peg to the dollar, makes its goods disproportionately more competitive in global markets. As China’s economy grows ever larger, and the US trade deficit continues to worsen, the demand for the dollar will fall further. This, combined with China’s position as the country with the world’s second largest surplus country, should lead China to allow its currency to appreciate against the dollar, and thus transition to a growth path driven more by domestic consumption than by farther increases in its external surplus, which is already far too large for the rest of the world to accept. If China were to allow its currency to appreciate significantly it likely would lead to the desired general appreciation of Asian currencies relative to the dollar, and would thus increase China’s importance in a world monetary system no longer dominated by the dollar and the euro. Moreover, if China allows the renminbi to appreciate, it reduces the risk of stimulating a harmful protectionist response in the United States, and perhaps elsewhere. The business strategy of today’s European and U.S. based global corporations. As China’s economy becomes ever more important, global corporations will have to deal with China and Chinese companies and consumers if they wish to remain globally competitive. However, China’s internal competitive pressures will grow ever stronger, with several firms manufacturing similar products and local firms becoming stronger players. Consequently, before a multinational firm can introduce a new product to China, it must first evaluate every aspect of its homegrown marketing strategy to see where adaptations may be necessary, especially if a firm is entering China with a culturally specific product, such as automobiles, foods or clothing (Dayal-Gulati and Lee, 2004). As China’s cultural norms are so different from those in the West, global corporations will increasingly create whole business divisions devoted to tapping into the Chinese market, and will seek strategic alliances with local businesses to benefit from their knowledge. Equally, as China’s economy grows, increasing numbers of global corporations will begin basing more of their operations in China to take advantage of the strength of the local economy and the relatively low wage rates. However, this will not necessarily be a fundamental shift, and will likely fit into many of these corporations’ existing global strategies of having separate offices for Europe, America, Australasia etc. Global commodity prices China’s rise has important distributional implications for the global economy. Its massive exports of labor-intensive goods have led to significant declines in the relative prices of those goods. This, in turn, has put downward pressure on the relative wages of unskilled workers, even in advanced industrial economies. The other side of the coin is that China’s imports are mostly skill- and capital-intensive investment goods, and commodities. Thus China’s burgeoning import demand is raising the relative wages of skilled labor, the profit share of output, and commodity prices. Should the Chinese economy grow to match that of the US, without shifting its balance away from labor-intensive manufacturing, global commodity prices could rise significantly as Chinese demand for these commodities continues to rise. However, as China’s economy continues to grow, and if political resistance to its export policies remains strong, China may well look to shift its economy away from resource heavy manufacturing, into the skill- and capital-intensive investment goods and services. This shift may also be driven by China’s desire to reduce its dependence on the US, Japan Taiwan and South Korea, who supply almost 45% of Chinese imports, primarily electrical machinery and professional and scientific equipment (Economist Intelligence Unit, 2007). Again, in this area it may be political pressures, rather than economic, that prove to be most pervasive. References Bergsten, C. F. Gill, B. Lardy, N. R. and Mitchell, D. (2006) China: The Balance Sheet: What the World Needs to Know Now About the Emerging Superpower. PublicAffairs. Dayal-Gulati, A. and Lee, A. Y. (eds) (2004) Kellogg on China: Strategies for Success. Kogan Page. Economist Intelligence Unit (2007) Country Report China. The Economist.

Why Is Monopolies Harmful And How Can Regulation Ameliorate These Harm :: essays research papers

Why Is Monopolies Harmful and How Can Regulation Ameliorate These Harmful Effects? Why is monopoly ‘harmful? How can regulation ameliorate these harmful effects? What problems confront the regulators? In order to deduce that a monopoly is ‘harmful', there must be another market system which is preferable to monopoly so as to offer greater benefits to the public. A monopoly can therefore be compared to perfect competition. If the benefits of perfect competition outweigh the benefits of monopoly then a monopoly can be regarded as ‘harmful' since the consumers are not receiving the maximum possible utility for their purchases. Monopolies are criticised for their high prices, high profits and insensitivity to the public. Some governments therefore, in the light of these protests, advocate policies relating to monopolies, in order to regulate their power in favour of the public's interest. There are several reasons why monopolies may be against the public interest. It is claimed that monopolies produce at a lower level output and charge a higher price than under perfect competition in both the short run and the long run. Consider the diagram above. Assume that this monopolist attempts to maximise profits. Equating MC=MR yields an output of Qm and a price of Pm. If the same industry existed under perfect competition however, the price would be Ppc and output would be Qpc since under perfect competition P=MC=AR. The price in such a situation would thus be lower than under monopoly and output would be greater. Consumers obviously benefit if this is the case since P=MC implies P=Marginal utility so that consumers are maximising their total utility(Under monopoly P>MC and therefore arguably, not the optimum). In the long run under monopoly, supernormal profits persist. Under perfect competition complete freedom of entry leads to the elimination of these profits and forces firms to produce at the bottom of the long run average cost curve. Under monopoly however, there are barriers to entry so as to prevent new firms from entering the industry and reducing the monopolist's profits to the normal level. Higher prices and lower output thus continue to persist in the long run. Due to lack of competition, it is argued, a monopolist has no incentive to develop new techniques in order to survive. A monopolist can therefore make supernormal profits without using the most efficient techniques. Under perfect competition, in order for firms to survive, the most efficient techniques must be adopted or developed whenever possible or else the firm which fails to do so will be forced to shutdown. This argument leads to the conclusion that monopolies have higher cost curves than firms under perfect competition(Assuming

ICT in the Local Community :: ICT Essays

ICT in the Local Community Airports In airports, all public access is channelled through the terminal, where every person must walk through a metal detector and all items must go through an X-ray machine which then sends the picture to a monitor where a person can see what luggage you are carrying and if you are concealing any metal objects that may cause a threat to other passengers. All of the checked luggage goes through a large X-ray machine before it is loaded onto the aircraft. In the United States, most major airports have a computer tomography (CT) scanner. A CT scanner is a hollow tube that surrounds your bag. The X-ray mechanism revolves slowly around it, bombarding it with X-rays and recording the resulting data. The CT scanner uses all of this data to create a very detailed tomogram (slice) of the bag. The scanner is able to calculate the mass and density of individual objects in your bag based on this tomogram. If an object's mass/density falls within the range of a dangerous material, the CT scanner warns the operator of a potential hazardous object. CT scanners are slow compared to other types of baggage-scanning systems. Because of this, they are not used to check every bag. Instead, only bags that the computer flags as "suspicious" are checked. These flags are triggered by any anomaly that shows up in the reservation or check-in process. For example, if a person buys a one-way ticket and pays cash, this is considered atypical and could cause the computer to flag that person. When this happens, that person's checked bags are immediately sent through the CT scanner, which is usually located somewhere near the ticketing counter. A baggage-handling system makes all of the decisions about where a bag is going. Hundreds of computers keep track of the location of every bag, every traveller's itinerary and the schedules of all the planes. Computers control the conveyor junctions and switches in the DCV tracks to make sure each bag ends up exactly where it needs to go. The process begins when you check in and hand your bag to the agent. When you check in, the agent pulls up your itinerary on the computer and prints out one or more tags to attach to each of your pieces of luggage. The tag has all of your flight information on it, including your destination and any stopover cities, as well as a bar code that contains a ten-digit number. This number is unique to your luggage. All of the computers in the baggage-handling system can use this number to look up your itinerary.

Loyalty Program Essay

So the first question is: What is Cabo San Viejo’s long term vision? Was the company directing its activities in overall achievement of this vision? The vision of the company was to help people live healthier lives. Initially there was a gap between the operational objectives of making people lose weight by way of low calorie diet and the vision of getting people to live healthier lives by inculcating sustainable lifestyle ways. However, this gap had been bridged but the positioning gap remained. Who were Cabo San Viejo’s targeted customers? Was there any gap between targeted and actual customers? If we go by the vision statement, anybody wanting to live a better and healthier life was Cabo San Viejo’s targeted customers. These could include smokers, obese men and women, even obese children, stressed couples or singles, workaholic professionals, over worked top executives and managers etc. However, Cabo San Viejo was attracting mostly females (70%-80% of the guests) with an increasing average age over the years, the last average being 57 in the year 2004. Thus, mostly older females were visiting the resort who wanted to indulge themselves and feel better about their body and themselves. Also, their household income was high. Comparing this with the summer guests, the latter group had less income and was also comparatively younger in population. Thus, we can link the age, income level and affordability. Usually younger people are less wealthy and thus find such vacations expensive. Not only this, the perception of Cabo San Viejo first as a fat camp and then as a boot camp was discouraging people to come there. Also, 67% of guests came through word of mouth indicating that the above line marketing was performing poorly. Campaigns targeting specific groups of people showing indulgence in activities of their interest like hiking for young crowd, spa treatment for women, consultation for couples etc would be likely to bring out the varied health solutions offered by Cabo San Viejo. What were the needs of the guests at Cabo San Viejo? Was there any gap in meeting the needs or their expectations? The individual needs of the customers varied quite a lot. To understand and cater to the needs of the customers, the company had efficiently trained its reservation staff who helped customers choose the appropriate package as according to their goals and objectives. The very fact that 95% of the customers rated their experience as either very good or outstanding shows that Cabo San Viejo was operating efficiently. However, if Cabo San Viejo was to target a more demanding and younger customer base in future, it would have to exceed is current delivery promise. The needs have been met but the expectations of repeat customers have not been satisfied some of whom have expressed their resentment for not being rewarded for their continued patronization. Therefore we have recognized: Perception of Cabo San Viejo as a boot camp needed to be changed. †¢Young customers needed to be attracted. As they had higher expectations and smaller pockets, loyalty program needed to focus on value proposition by means of discounts etc. †¢Older customers were mostly wealthier and would not be looking for a value deal like the younger customers.   We need to firs consider the present loyalty situation in order to determine where Cabo San Viejo stands and how it may gain by implement a loyalty program. What was the loyalty situation? Cabo San Viejo had around 5000 repeat customers each year which a healthy figure is making up about 60% of the total arrival figure. Around 3500 new guests arrive each year of which 32% revisited within 5-6 years and 62% of repeat visitors returned again within 5-6 years. The primary reason for not returning was the high costs. Here we reiterate that to attract more repeat customers, value must be offered. In order to measure the impact, we first need to understand the reasons for implementing a loyalty program. Why does Cabo San Viejo need a customer loyalty program? †¢Retention: One of the primary reasons for most loyalty programs is o retain the loyal customers by appreciating them and the business they generate for the company by making them feel special and good about their association with the company. †¢Offer enhanced value proposition: A loyalty program which offers a value deal to its customers who need it will get Cabo San Viejo more patronization. However, it is to be understood that not all customers need or expect value deals. Enhanced Satisfaction: Recognition by way of loyalty program makes a customer feel good and thus enhances satisfaction which in turn leads to more positive word of mouth. †¢Positive Word of Mouth: Around 60% of Cabo San Viejo’s customers called in for inquiry based on word of mouth. †¢Enhance image as a responsive company: Cabo San Viejo explicitly encourages customers to complain if unsatisfied. It is through such feedbacks that Cabo San Viejo has got to know that customers expect such a program implementation. Whenever a company asks for and receives complaints, it is best to respond or may lead to customer resentment. Counter Competition: If not rewarded for loyalty, customers may switch to other competitors. How much is the desired/expected impact? Having analyzed this, we now estimate the impact. The impact of a loyalty program is usually incremental and observed over a period of time. The expected increase in retention is say, 10%1 over a period of say, 5 years2. Also, people coming from reference is expected to increase over the years enabling the company to cut marketing costs elsewhere. 1The expected retention percentage is found either based on internal company data or industry expert advice. Here, in the absence of both, we make a rough estimate. 25 years has been estimated as the minimum period to measure impact since most customers make repeat visits within a span of 4-5 years from their last visit.   Since our customer segment mainly consists of: †¢Highly affluent older people (mostly women) with focus on being appreciated by made to feel special as a treat for loyalty †¢Not so affluent younger people with focus on reducing per visit costs as a treat for loyalty, we would be having different approach to meet the different expectations of the customers. For this, we propose a tiered reward structure. Before we propose the design, the few things we kept in mind were Quality Offerings (the offering is kept in line with quality perception of services at Cabo San Viejo), Cash Value( to be determined as a percentage of what customer spends on earning the reward), relevance(the reward must be relevant for the customer segment in question), redemption choice, convenience( ability to easily redeem the points) and communication( all participants must be kept well informed) THE PROGRAM A loyalty club card is to be issued to all customers including new customers. The club cards are to be of three variety depending on the cash amount spent by the card holder. Minimum Cash SpentRewards offeredExplanation $3588(4 Night stay) if loyalty card was sought at Palm Springs or $500(services) if loyalty card sought at Day Spas(since these would represent the profitable customers for a loyalty program)A silver club card is to be issued. In Palm Springs, for every $100 spent on room charges, customer earns 1 point and for every $50 spent on other services (massage, physiotherapy etc. ), the customer gets 4 points. This card will also earn points at Cabo Day Spas where each $50 spent will earn 4 points. No other frisbies would be offered. Self redeemable only. †¢$50 chosen as minimum money to be spent as all services of Cabo is higher than $50. †¢More points earned on usage of other services meant to encourage guests to use varied services. †¢Cabo Day Spas and Palm Springs program integrated for convenience and for more frequent touch points with the company $5,832(7 Night Stay) if loyalty card was sought at Palm Springs or $1000(services) if loyalty card sought at Day Spas(since these would represent the profitable customers for a loyalty program)A gold club card is to be issued. In Palm Springs, for every $100 spent on room charges, customer earns 1 point and for every $50 spent on other services (massage, physiotherapy etc. ), the customer gets 5 points. This card will also earn points at Cabo Day Spas where each $50 spent will earn 5 points. Cocktail/Mock tail to be offered as complementary drink on arrival to Palm Springs or A complimentary pedicure/manicure (or such other low cost service) offered redeemable within 3 months at Day Spa only if total spent amount in the last month was $1000 or above. Redeemable by listed family members. It is to be understood that the gold card segment is more profitable than the silver card segment. So it is offered better deal. †¢Also, the complimentary treatment at Day Spa redeemable under 3 months will ensure a repeat visit. $7788(7 Night Stay) if loyalty card was sought at Palm Springs or $1500(services) if loyalty card sought at Day Spas(since these would represent the profitable customers for a loyalty program) A platinum club card is to be issued. In Palm Springs, for every $100 spent on room charges, customer earns 1 point and for every $50 spent on other services (massage, physiotherapy etc. , the customer gets 5 points. This card will also earn points at Cabo Day Spas where each $50 spent will earn 5 points. Cocktail/Mock tail and flowers to be offered as complementary drink on arrival to Palm Springs or A complimentary service in the range of $80 offered redeemable within 3 months at Day Spa only if total spent amount in the last month was $1000 or above. Redeemable by listed family members. Besides, a formal program, it is very important that a high degree of personalization is involved in case of platinum and gold card holders which are the most valuable segment.