American Express: Branding Financial Services – Essay

American Express: Branding Financial Services Introduction American Express is known worldwide for its charge cards, travelers’ services, and financial services. It is one of the best-known and most-respected global brands. As it grew from a 19th Centurynineteenth- express company into a travel services expert by the mid-1900s, American Express (AMEXAMEX) became associated in the minds of consumers with prestige, security, service, international acceptability, and leisure.Advertising for the company, which began in earnest in the 1960s, reinforced these associations. For example, the now-famous taglinetag line â€Å"Don’t leave home without it† was created to convey the essentiality of owning an American Express cardAmerican Express Card. As the company grew, it expanded into a variety of financial categories, including brokerages, banking, and insurance, and by the late 1980s, American Express was the largest diversified financial services firm in the world.The difficulty the company encountered integrating these broad financial services, combined with increased competition from Visa and MasterCard, compelled AMEXAMEX to divest many of its financial holdings in the early 1990s and focus on its core competencies of travel and cards. The company weathered a decrease in cardholdercardholders at this time by greatly increasing the number of merchants that accepted American Express cardAmerican Express Cards and developing new card offerings, including co-branded cards and a genuine credit card that allowed customers to carry over the monthly balance.By the end of the 1990s, American Express was again seeking to broaden its brand to include select financial services in order to achieve growth. Beyond the challenge of integrating these services, AMEXAmerican Express faced a number of issues in the 2000s, including a highly- competitive credit card industry, a slowing economy, and a subdued travel industry. American Express Builds a Financial Emp ire Early History of American Express The American Express Company was formed in 1850 when two competing express companies merged.The express business, which was less than two decades old, specialized in shipping packages that were smaller than the bulk freight that railroads handled but were over the U. S. Postal Service size limits. Before express companies began operating, stagecoach drivers and even civilian travelers were recruited to deliver packages. Express companies also carried packages that required special handling or were particularly valuable. Bank transactions involving cash, securities, and goldGold gave express companies much of their business. In response to losing business to express companies, the U. S.Postal Service created the money order, which allowed people to send a cash equivalent through the mail that could only be cashed only by a specified recipient. The cash delivery service was traditionally the domain of express companies, since because postal worker s would often steal cash sent through regular mail. To counter the Postal Service’s move into financial services, American Express created its own money order in 1881. The American Express money orders were easier to use than the Post Office money orders, and AMEXAMEX extended the line to include orders in foreign currency that could be cashed internationally.The money order was a great success, selling 250,000 in its first year and more than half a million the next. In the late 1880’s, AMEXAMEX president J. C. Fargo returned from a trip complaining about how difficult it was to use his letter of credit, used to obtain cash abroad, at foreign banks. To solve the problem of obtaining credit abroad, in 1890 American Express employee Marcellus F. Berry designed the â€Å"Travelers Cheque,† intentionally using the British spelling of check to give it an international flair.The Travelers Cheque used the same signature security system still in use today and had exchan ge rates guaranteed by AMEXAMEX printed on the front. AMEXAMEX also gave foreign merchants commissions to encourage them to accept the check. Aided by the network of international financial relationships established for support of the AMEXAMEX money order, sales of the Travelers Cheque quickly took off. From 1882 to 1896, Travelers Cheque sales quadrupled as travelers all over the world were using AMEXAMEX products more and more to make their journeys easier. In the meantime, AMEXAMEX’s express business was growing overseas.Federal antitrust regulation led to the separation American Express’s express business from its financial services and tourism businesses. By that time, however, AMEXAMEX was already booking tours, hotel stays, and steamship and railway tickets. Money orders were still popular and tTravelers check Cheque sales were constantly increasing. AMEXAMEX had also been investing the float – —the money that remains in the company’s accoun t during the interval between when Travelers Cheques are bought and when they are cashed – —and earning millions of dollars in interest.The Travelers Cheque was AMEXAMEX’s flagship product. The travelers Travelers check Cheque fees and its float investments were responsible for most of AMEXAMEX’s earnings and almost all of their profits. History of the Charge Card In 1914, Western Union, another express company, issued the first â€Å"charge card† in the form of a metal plate given to preferred customers that enabled them to defer payment for services. Charge cards required that the balance be paid in full at regular intervals, but did not charge interest on the balance.Soon, many different companies from department stores to oil companies issued charge cards that customers could use to purchase goods and services from the issuing company. In the 1940s, several U. S. banks began issuing a paper document – —similar to a letter of credi t – —that customers could use like cash in local stores. Diner’s Club introduced the first modern charge card in 1950, when it issued a â€Å"travel Travel and entertainmentEntertainment† card designed for use by business travelers. The card was accepted by a large variety of merchants, who paid a fee to Diner’s Club in compensation for the added business.The first bank card was issued by Franklin National Bank in Long Island, New York. The bank-issued card was accepted by local merchants only, unlike the Diner’s Club card. Shortly after Franklin National Bank debuted its credit card, several other banks across the United States. S. issued credit cards to their customers. â€Å"The Card† AMEXAMEX actually had considered issuing a charge card on several occasions before Diner’s Club unveiled its card in 1950. AMEXAMEX management discussed issuing a charge card as early as 1947, but then-president Ralph T.Reed refused because of security problems given the possibility of fraud. In 1956, when DinersDiner’s Clubs’ card charges began to cut into AMEXAMEX travelers Travelers check Cheque sales, AMEXAMEX initiated negotiations to buy Diner’s Club. Talks lasted for two years, but Reed ultimately declined, citing concern about the dilution of AMEXAMEX’s prestige. In late 1957, AMEXAMEX leadership decided that the company would issue its own card. The public clamored to possess an AMEXAMEX charge card. Even before the card was officially available, thousands of customers had written in or visited AMEXAMEX offices to apply early.By the launch date of October 1, 1958, AMEXAMEX had issued over more than 250,000 cards and signed on 17,500 merchants that would accept the cards. The American Express cardAmerican Express Card required the cardholdercardholder to pay off his or her entire balance monthly. The company also charged a six dollar annual fee, which was one dollar greater than the Din er’s Club fee, â€Å"for prestige. †Ã¢â‚¬ [1] AMEXAMEX’s worldwide network of offices, travel agents, and associated banks helped it build the card’s membership rapidly.Since Because the American Express CardAmerican Express Card was initially designed for the travel and entertainment expenses of businessmen and the upper class, it was known as a Travel and Entertainment (T&E) card. This classification puts it in a category with such cards as Diner’s Club and Carte Blanche. In 1958, Bank of America issued the first modern credit card, called the BankAmericard. The key feature of the BankAmericard and other credit cards was a â€Å"revolving† credit line, which allowed cardholdercardholders to pay their account balance in installments, with interest assessed on the remaining balance.The BankAmericard originally served the state State of California, but within a decade Bank of America was licensing its card services to banks throughout the co untry. While American Express earned most of its card revenue from annual fees and merchant discounts (the percentage of a dollar transaction the merchant was required to pay to American Express in compensation for the business brought in by the card), credit cards earned revenues from interest charges and a lower merchant discount. Another mportant difference was that AMEXAMEX issued its own cards while individual banks issued cards under license agreements from credit card companies. Neither AMEXAMEX management nor the accounting department had any experience with charge card operations. Rather than creating a separate accounting function for the card division, Reed had assigned AMEXAMEX’s existing comptroller’s office to handle all of the card transactions. This proved an overwhelming amount of paperwork, and within a few months of the introduction, the comptroller’s office was flooded with unprocessed transactions.Compounding the internal problems was the fa ct that customers were not paying on time, while AMEXAMEX was required to pay merchants within 10 ten days after a transaction. The card division had lost over more than $4 million dollars in its first two years and an additional $14 million by 1962. One of the Howard L. Clark’s first moves after becoming AMEXAMEX president in 1960 was to try to sell the card division, ironically enough, to DinersDiner’s Club. The negotiations failed because of antitrust issues and so AMEXAMEX kept its card. In spite of the card problems, though, AMEXAMEX as a whole was financially stable, with 1959 profits of $8. million from $69. 6 million in revenue and Travelers Cheque sales of over more than $1 billion. Clark instituted measures to help the ailing card division, such as requiring cardholdercardholders to pay their balance within thirty days, raising the annual fee to ten dollars, raising the discount fee (the percentage merchants had to pay AMEXAMEX every time the card was used at their business), and imposing stricter credit requirements for cards issuance. The card division finally achieved profitability in 1962. By 1967, the card business yielded a net income of $6. 5 million, or one-third of the company’s total profit.The American Express CardAmerican Express Card had surpassed the Travelers Cheque to become the most visible symbol of American Express. Marketing Strategy and Advertising The first AMEXAMEX President president to place a high priority on advertising was Howard L. Clark. Before he took office in 1960, AMEXAMEX’s annual advertising budget was only $1 million. Clark increased it every year thereafter and in 1962 replaced their ad agency, Benton & Bowles, with Ogilvy, Benson, and & Mather. The new agency designed AMEXAMEX’s first modern ad campaign with the slogan â€Å"The Company for people who travel. This tag line promoted AMEXAMEX’s travel and card products in a single campaign that conveyed AMEXAMEX’s one-stop travel shopping expertise. Campaigns The now-famous tag line, â€Å"Don’t leave home without it,† was developed by Ogilvy & Mather in the early 1970s. AMEXAMEX wanted a â€Å"synergy tag line† like the other Ogilvy-produced line: â€Å"The company for people who travel. † Ogilvy came up with â€Å"Don’t leave home without them† for the AMEXAMEX Travelers Cheque, â€Å"Don’t leave home without us† for AMEXAMEX travel services, and the â€Å"Don’t leave home without it† tag line for the American Express CardCard.Ads for the Travelers Cheques featuring screen actor Karl Malden speaking the taglinetag line ran for 21 years. In 1974, AMEXAMEX debuted its now-familiar â€Å"blue-box logo,† on which the words â€Å"American Express† are printed in white outline over a square blue background. Ogilvy & Mather tried several conceptual approaches to use with this tag line for the card, and eventually h it upon the idea of replacing everyday and unknown actors in the ads with endorsers whose names were famous, but whose faces were not as familiar. This was referred to as the â€Å"Do You Know Me? campaign. The ads typically began by showing the face of a moderately well-known celebrity, as with Neil Simon, and then showing a close-up of his or her American Express CardAmerican Express Card to reveal their his or her identity. The ads implied that using an American Express card Card would get the cardholdercardholder â€Å"recognized. † This was an obvious example of marketing the card as a status symbol. Acquisitions In the 1970s, American Express executives looked for ways to grow the business beyond Travelers Cheques and credit cards.The fact that Master Charge and the BankAamericard (later to become Visa) were already issuing cards themselves suggested that AMEXAMEX would soon lose market share of its Travelers Cheques and that the growth of its cardholdercardholder base would slow. AMEXAMEX also had been worried for some time that the company’s small size and high profits made it an attractive takeover target. A large acquisition would make a takeover less likely and give AMEXAMEX a new source of income. Clark chose a company three times the size of AMEXAMEX with the 1968 acquisition of Fund America Group, based in Novato, CACA.It included Fireman’s Fund Insurance Company and four mutual funds that were later sold off. Other relatively small changes by Clark included the acquisition of the magazine which was later of US Camera magazine (later renamed Travel & Leisure) and the creation of the Travel Related Services (TRS) division in 1971, which pooled the travelers Travelers checkCheque, the card, and other travel and tourism businesses. AMEXAMEX also organized its banking operations under the renamed American Express International Bank Corporation (AEIBC).The year 1977, in which Clark left as president, saw AMEXAMEX with $250 millio n in profits and 8 million cards generating $10 billion in charge volume. The American Express Company. had three divisions when James D. Robinson took over for Clark as CEO in 1977: Travel Related Services (TRS), American Express International Bank Corporation (AEIBC), and Fireman’s Fund (FF). Robinson pursued an aggressive acquisition strategy. In 1979, he purchased fifty 50 percent of a cable TV equipment and programming partnership with Warner Communications for $175 million with the idea of selling financial products through cable television.A few months later in 1980, American Express bought First Data Resources for $50 million. First Data was a computerized billing operation that processed Visa and MasterCard transactions for banks. This was only a warm-up for Robinson, and in 1981 AMEXAMEX merged with Shearson Loeb Rhoades Inc. , the second largest public brokerage firm in the country behind Merrill Lynch. AMEXAMEX continued its expansion into a financial conglomerate by purchasing two additional brokerage houses and a real estate company. The international investment bank Trade Development Bank Holdings S.A. (TDB) was acquired in 1983 for $520 million to shore up AEIBC and focus its operations on trade finance and international private banking. That same year, AMEXAMEX purchased Investors Diversified Services (IDS) for $773 million, a Minneapolis- based company that offered mutual funds, life insurance, annuities, and financial planning to middle- income consumers. The investment bank Lehman Brothers Kuhn Loeb Inc. was acquired in 1984 for $360 million, and AMEXAMEX again added to its brokerage cache by acquiring E. F. Hutton & Co. n 1987 for almost $1 billion. Marketing Strategy and Advertising American Express advertising conveyed the prestige associated with tthe he cards. CardholderCardholders are called â€Å"card members,† and the year they became members is on their card – —signaling membership to a club. American Ex press cards Cards were perceived by many as status symbols, signifying success and achievement. AMEXAMEX sought to maintain this elusive image through advertising, impeccable service, promotions, bonuses, special events, and so on.The introduction of goldGold and platinumPlatinum cards to the credit card industry further enhanced their special cachet. By 1985, AMEXAMEX was spending $500 million a year in marketing. â€Å"Marketing is our number one priority,† said Robinson. [2] Service Customer service was a key element of American Express’s marketing program. One of James D. Robinson’s favorite sayings was â€Å"Quality is our only form of patent protection. †[3] Before he became CEO, he Robinson developed a comprehensive system for measuring AMEXAMEX’s service quality.His goal was to have customer service employees handling more than 99 percent of the requests without any mistakes. AMEXAMEX measured the time it took a customer service representat ive to answer the phone and the time it took for a replacement card to arrive. The company established a Quality University in Phoenix, AZ, where customer service representatives and their managers were trained to deliver excellent service. In addition, AMEXAMEX set up a committee of managers from throughout the corporation that who met to discuss new ways of measuring and improving quality. â€Å"Quality Conferences† were even held to disseminate and implement quality initiatives throughout the organization. Besides the internal monitoring, AMEXAMEX constantly surveys surveyed its customers and merchants by mail and by phone to ensure that the level of service remains remained consistent. AMEXAMEX developed a database system, which was was updated weekly, of customer information that tracks tracked spending patterns, age, and 450 other characteristics. This database enabled enabled the company to target specific marketing efforts to the customer segments most likely to respo nd.AMEXAMEX also useds this system to recruit new merchants by demonstrating what AMEXAMEX can could do for their businesses using real customer data, not projections. For example, a customer that who shopped at a certain store might receive a discount for shopping there again based on an agreement between the merchant and AMEXAMEX. Throughout its lengthy history, American Express has earned a reputation for the highest level of customer service. One representative personally delivered a card in the middle of the night to a stranded cardholdercardholder at Boston’s Logan airport.Another case involved an AMEXAMEX representative in New Delhi who arranged for another representative’s brother (a military helicopter pilot stationed close to the caller) to deliver cash to an AMEXAMEX Gold Gold cardholder cardholder who was stranded in a remote village in the Himalayas. One Enterprise Robinson and his top executives envisioned a transformed company structure called â€Å"One Enterprise. † The One Enterprise vision would make AMEXAmerican Express a one-stop financial and travel services powerhouse with each division cross-marketing its products to the others.The cardholdercardholders could obtain travel services from TRS; property & and casualty, flight and travel, and life insurance from Fireman’s Fund; financial advice and other products from IDS; and brokerage and investment banking services from Shearson Lehman Hutton; while the wealthier international clientele would be pampered by AEIBC (renamed American Express Bank Ltd. or AEB in 1986). Each division would in turn push American Express CardAmerican Express Cards to any of their customers who weren’t already cardholdercardholders or higher- end goldGold or platinumPlatinum cards to those who were.Advertising in the 1980s The â€Å"Do you know me? † campaign was targeted at older successful, affluent businessmen that who traveled a lot. The campaign’s nine years h ad seen these cardholdercardholders quadruple to 12 million, a full 40 percent of that market segment. Fearing that growth in this segment would soon level off, AMEXAMEX looked to stimulate growth in other segments. In the 1980s, women were attaining more powerful business positions in large numbers. AMEXAMEX wished to target this segment of the population with ads tailored towards young urban professional women. In 1983, women comprised only 2. million of current AMEXAmerican Express card holders, only 20 percent of the women the company thought were eligible for the card. Testing had shown that women did not respond positively to the older ad campaign. Marketing data from the early 1980s showed that consumers thought that status and prestige came not necessarily from huge wealth or success, but from a varied and exciting life. Ogilvy & Mather came up with the â€Å"Interesting Lives† campaign. It aimed to position AMEXAmerican Express cards Cards as symbols of people with i nteresting and multifaceted lives, people with unusual hobbies or who have had unconventional careers.The AMEXAmerican Express cardCard, the ads indicated, gave these holders the opportunity to indulge in their varied interests, to be spontaneous by going to the Australian Outback or climb a mountain, for example. Rather than featuring celebrities, the ads showed confident independent women using the American Express cardAmerican Express Card to take their husband to dinner or their kids to lunch, bantering with a flirtatious man in a bookstore, or leaving a sporting goods store with a briefcase and a lacrosse stick. â€Å"The American Express cardAmerican Express Card,† the tag line says, â€Å"It’s part of a lot of interesting lives. The ad campaign included and featured women in ads, and soon the volume of female applicants doubled the number of men who applied for the card. By 1984, 27 percent of AMEX cardAmerican Express holdercardholders were women compared to t en 10 percent in the late 1970s. The â€Å"Interesting Lives† campaign also had an unanticipated, but positive, side effect: young men also started applying for the card in large numbers. This convinced AMEXAMEX to tailor some of the ads specifically towards them. One such ad was titled â€Å"Young Lawyer. It showed a father talking to his son over lunch about his decision not to join the family firm. The father was disappointed until the son got a job at the District district Attorney’s attorney’s office. The sons pays with the American Express cardAmerican Express Card and the father says, â€Å"The pay must be getting better over at City city Hallhall. † Even though these campaigns did very well, AMEXAMEX’s marketing strategy for their core potential cardholdercardholders had become stale. They dropped the â€Å"Do you know me? † TV ads in 1987 and Ogilvy & Mather devised a new series of print ads called â€Å"Portraits. Renowned photog rapher Annie Liebovitz was recruited to photograph celebrities rarely shown in advertisements. The ads showed these celebrities in a more intimate, playful light, without the pomp and circumstance that celebrity ads usually employed. America’s Cup yachtsman Dennis Connor played with a sailboat in his bathtub in one shot, while in another basketball center Wilt Chamberlain and jockey Willie Shoemaker were shown standing back to back wearing identical white suits. Another shot showed Christian rock singer Amy Grant walking on water while in yet another Tip O’Neill was shown at the beach under an umbrella.The only text was their names, the date they became â€Å"members,† and the taglinetag line that was to become one of AMEXAMEX’s most enduring: â€Å"Membership Has Its Privileges. † The ads received much praise for their ingenuity and quirkiness. That same year, AMEXAMEX unveiled its first major TV campaign for its goldGold card. The goldGold card a dvertising was handled by McCann-Erickson, and their ads for this campaign focused on showing successful businessmen in lavish surroundings. One businessman lounged in a jacuzzi complaining about an award acceptance speech he had to give.His wife told him to just enjoy the honor. Another ad featured a successful businessman taking time from his busy schedule to learn the piano. These ads were the subject of criticism for their celebration of the opulence and free-spending attitudes of the decade. A year and a half later they gave the goldGold card account to Chiat/Day. This agency’s approach was over the top compared to McCann’s more subtle ads. Chiat targeted a younger, more affluent clientele by touting excessive spending. One ad in particular showed a man in a Jjaguar, sprawled with his legs dangling over the side.A voice says, â€Å"For when you finally run into that 1953 XK120. † The phrase â€Å"Worth its wait† flashed on the screen while a sax play ed sensually in the background. The ads were supposed to increase the goldGold card base by targeting younger wealthy men. By 1989, AMEXAMEX was spending $250 million annually on advertising, more than twice as much as Visa’s and MasterCard’s budgets combined. This expenditure reflected the numerous marketing initiatives underway to expand the company’s cardholdercardholder base, including efforts to attract more women, students, senior citizens, and small companies.Additionally, the company developed a major ad campaign to get cardholdercardholders to use their cards at retail shops, not just fine restaurants and boutiques. Research showed that the majority of card purchases were made with other credits cards while only high-ticket items were charged to AMEX cardAmerican Express Cards. This campaign was developed by Chiat/Day, which in 1991 won the green Green card and Optima accounts from Ogilvy & Mather, AMEXAMEX’s agency of record for 30 thirty years. Chiat/Day immediately developed a new taglinetag line for the company: â€Å"The Card.The American Express CardAmerican Express Card. † The initial ads developed by Chiat/Day sought to convey the iconic status of the card, by superimposing oversized flagship green Green cards into images of a restaurant, a golf course, the tail of a Concorde jet, and the Easter Island monoliths. Cause Marketing Since 1981, AMEXAMEX has also embarked on many cause-related advertising campaigns where a percentage of the proceeds were donated to a specific charity. In fact, the company is credited with coining the phrase â€Å"cause-related marketing. Between 1981 and 1984, Amercian Express donated to more than 45 different charitable organizations. Most of these donation drives occurred at the local level, such as when American Express donated two cents to the San Francisco Arts Festival each time Bay Area card members used their cards. By encouraging card members to spend more to support the cause, AMEXAMEX profited from increased card usage. Similar campaigns around the country generated total donations in the tens of millions of dollars and increased card usage in locations where a cause-related marketing campaign was active by an average of 25 percent.The company’s first national cause-related marketing campaign was organized in 1983 to raise money for the Statue of Liberty Restoration Fund. To build awareness for the program, American Express developed an $4 million advertising campaign that included print, radio, and television advertising. Each time a card member used his or her card, a one cent donation was made to the fund. For every new account opened, AMEXAMEX donated one dollar to the fund. Donations were also made for Travelers Cheques and travel purchases. Between September and December 1983, American Express gave $1. 7 million to the Statue of Liberty Restoration Fund.Card usage rose 28 percent nationally in the first month compared with the previo us year, while new card applications increased 45 percent. [i] . 1 Following its early success with cause-related marketing campaigns, AMEXAMEX developed more than 90 ninety programs in 17 seventeen countries. One of AMEXAMEX’s best-known campaigns was the â€Å"Charge Against Hunger. † The Charge Against Hunger, begun in 1993, was a charity effort in which the company donated a certain amount of money to hunger relief agency Share our Our Strength every time a cardholdercardholder used an AMEX cardAmerican Express Card to make a purchase during the holiday season.The 1993 Charge Against Hunger raised $5. 3 million. To raise awareness for the campaign, AMEXAMEX produced a series of advertisements featuring information about the charity and detailing the specifics of the program. Between 1993 and the last year of the program in 1996, the Charge Against Hunger campaign raised more than $21 million. AMEXAMEX Success Due to the acquisition-based growth and cross-marketing concepts, which were fashionable corporate strategies in the 1980s, Robinson was hailed as a savvy CEO in building up AMEXAMEX in this fashion.By the end of 1984, AMEXAMEX had developed $61 billion in assets and posted annual revenues of $13 million. The TRS division, which supplied AMEXAMEX with almost three-quarters of its earnings, was selling $13 billion worth of travelers checksTravelers Cheques, while 20 million cards were generating $45 billion in charges. AMEXAMEX had name recognition of 75 percent and its services were used by 14 percent of the population, more than any other financial company. Credit Card Competition Heats Up By 1985, AMEXAMEX had issued over more than 20 million cards that were producing more than $47 billion in billings.That compared with Visa’s 115 million cards with $82 billion in billings and MasterCard’s 103 million with $62 billion in billings. About 3. 3 million of AMEXAMEX’s cards were GoldGold cards (first offered in 1966) an d about 60,000 were PlatinumPlatinum (introduced in 1984). Visa had 3 million higher- end â€Å"Premier Visa† cards and MasterCard had 2. 5 million â€Å"Preferred Customer† cards (both began issuing them in 1982) with annual fees of $55. In spite of their similar numbers, AMEXAMEX still had a clear advantage in the high-end market with GoldGold card charges totaling $13 billion while Visa and MasterCard only had only $7. billion combined. While Although most credit cards had features similar to AMEXAMEX’s charge cards, prestige still seemed to win people over in wanting AMEXAMEX’s cards and in using them for their more expensive items. One analyst said, â€Å"If you want to buy an expensive car, you tend to buy a Mercedes or a Cadillac, not a souped-up Honda. † For AMEXAMEX customers, the fact that MasterCard and Visa were accepted at over more than 4 million sites while AMEXAMEX was only accepted at only 1 million sites was mitigated by the fact that only AMEXAMEX had offices in many remote locations capable of handling almost any travel emergency.Indeed, prestige seemed to be so important to consumers that they signed up at twice the expected rate for AMEXAMEX’s $250 annual fee PlatinumPlatinum card Card and eventually numbered six times what AMEXAMEX expected. In the 1980s, the standard American Express Green card had an annual fee of $35 and offered $1,000 check cashing at representative banks and AMEXAMEX travel offices, the ability to withdraw $500 from ATM’s, and $100,000 travel accident insurance. For a $65 annual fee, GoldGold cCard members upgraded to $2,000 in checks cashed and a credit line of $2,000.The PlatinumPlatinum card Card allows members to cash up to $10,000 in checks, get $1,000 from ATM’s, $500,000 in travel insurance, and nonresident privileges in over more than 25 private clubs around the world. AMEXAMEX offered these cards to only about 5 percent of its American cardholdercardho lders who charged more than $10,000 a year and hadve good payment histories. Higher-end credit cards (e. g. , goldGold, platinumPlatinum) proliferated in the mid-1980s as the market for standard cards became relatively saturated.Credit card delinquency rates were increasing due to banks’ efforts to shore up profits by signing up more cardholdercardholders. The average cardholdercardholder possessed seven cards, so banks had to find other ways to compete. Many consumers were frustrated with banks because they maintained high interest rates on their cards (around 19 percent) in spite of the fact that the prime lending rate had dropped 14 points since 1982. The banks defended their card rates, citing the cost of processing millions of card transactions every week.In order to appease their customers, banks offered special perks like such as bonus points and cash back offers. They also began issuing goldGold and platinumPlatinum cards to attract more customers. These â€Å"eliteà ¢â‚¬  cards were used 50 percent more often than regular cards, and the average purchase with them was 150 percent greater than with a normal card. Visa and MasterCard gained enough GoldGold cCard members, 12 and 11 million, to beat AMEXAMEX’s 6 million. Optima Unveiled AMEXAMEX responded to the increasing popularity of credit cards by issuing its own credit card, called Optima, late in 1987.Not only would it compete head-to-head with the revolving credit bank-issued cards, but also it would do so with a much lower interest rate of 13. 5 percent. Even the annual fee was lower, priced about half what other credit cards charged at $15. Optima also allowed AMEXAMEX to greatly expand its card base without damaging its upscale image since because it was a separate card. AMEXAMEX only offered Optima initially to its 8 – to 9 million current AMEX cardAmerican Express holdercardholders. Since Because these customers were accustomed to paying their balance monthly, they were c onsidered the lowest-risk segment.Banks were worried that Optima cardholdercardholders would use the new credit card for regular purchases and the AMEXAMEX charge cards for their T&E expenses, dropping regular and high- end bank cards in the process. Citicorp, the nation’s largest issuer of bank cards with close to 15 million, countered AMEXAMEX’s new card by lowering its rates to â€Å"preferred customers† to 16. 8 percent from 19. 8 percent. Visa USA Inc. even urged its issuing banks to stop selling American Express Travelers Cheques in protest.AMEXAMEX replied with a Travelers Cheque ad that told consumers, â€Å"If your bank doesn’t sell them, go to one that does! † In order to compete, most of the charge and credit cards furiously began cutting prices and offering special incentives. Co-branded cards also became very popular. Visa had 768 affinity programs approved by the end of 1987. Most MasterCard and Visa silver Silver and goldGold cardhol dercardholders also got rebates on hotels and plane fare in addition to rental car discounts. WhileAlthough AMEXAMEX did not offer any affinity cards, it did continue to offer benefits and special offers.In addition to its Buyer’s Assurance program, which doubled the manufacturer’s warranty up to a year on items purchased with its cards, AMEXAMEX also began its Purchase Protection program, which insured these items for 90 ninety days against theft, loss, fire, or accidental damage up to $50,000. AMEXAMEX also offered its GoldGold and PlatinumPlatinum members free rental car insurance. By the end of 1988, after being out for only 18 months, Optima ranked as one of the top ten credit cards in terms of cardholdercardholder volume.Optima had 2 million cardholdercardholders with over more than $3 billion in outstanding balances. The interest and fees for Optima was were nearly pure profit sincebecause AMEXAMEX spent so little, only $100 million, in starting it. American Exp ress had the advantage of an established cardholdercardholder base to offer it to and merchants already willing to accept it. Thanks to Optima and improved marketing to young men, women, and students, AMEXAMEX’s domestic share of the card market increased to ten 10 percent by 1989, totaling 22 million cards (30 million worldwide).AMEXAMEX’s charge volume also increased to 27 percent or $69 billion, which lead all card issuers. Visa meanwhile had 52 percent cards hare with 115 million cards, and MasterCard had 38 percent with 84 million. The remainder was primarily Sears’ Discover card, which had about 28 million cards outstanding. Sears issued Discover in 1985 using its existing customer credit base of 40 million accounts, low interest, no fee, and a cash- back program as advantages. AMEXAMEX had signed up over more than 2. 5 million merchants to accept its card, compared to Visa’s almost 7 million merchants.Nevertheless, AMEXAMEX maintained that because consumers only charged only 15 percent of the possibley number of items that could be charged, its main competition was not the other card companies, but rather, cash. AMEXAMEX Applauded Success continued through the late 1980’s. Revenue and profits grew in every division and earnings topped the $1 billion mark in 1986. In 1989 AMEXAMEX grossed over more than $26 billion and netted $1. 2 billion with a travelers checkTravelers Cheque float of over more than $4 billion to invest.Compounded earnings and sales over the last decade had risen nine 9 percent and 13 percent every year, and AMEXAMEX had a return on shareholder equity of more than 15 percent a year. Their direct marketing department was the fifth largest in the nation selling electronics, furniture, jewelry, luggage, mutual funds, and insurance. AMEXAMEX’s publishing arm included â€Å"Travel & Leisure† and â€Å"Food & Wine† magazines, with having a combined circulation of over more than 2 millio n, and they planned on acquiring or creating more than ten more magazine titlespublications.Overall, analysts were recommending AMEXAMEX stock, saying it was undervalued based on its future earnings potential with AMEXAMEX being called â€Å"one of the great success stories of the last twenty years. †[4] AMEXAMEX STUMBLES Problems in Iits Subsidiaries James Robinson III had spent a total of $3. 5 billion in acquiring Shearson, IDS, TDB, Lehman, and E. F. Hutton, and in the process had built American Express into what was one of the most respected and well-known companies in the USUnited States. AMEXAMEX was rated by one poll as among the top three brands in America behind only Coca-Cola and McDonald’s.In the late 1980s, AMEXAMEX was the largest diversified financial services company in the world. But Ddespite the apparent success, however, signs of future troubles appeared as early as the early 1980s. In the latter years of that decade, the financial empire slowly bega n to crumble. While Although each subsidiary had its share of problems, consensus seemed to be that AMEXAMEX had expanded too rapidly without enough attention as onto how all the parts would fit together and so could not manage itself efficiently. AMEXAMEX’s first big problem with a subsidiary came in 1983.An insurance industry price war had caused Fireman’s Fund (FF) to lower its policy prices and add business. A surprisingly large number of claims on these policies caused AMEXAMEX to have to add $230 million to FF reserves causing a $141 million fourth quarter loss for the unit and a $22 million loss for AMEXAMEX. AMEXAMEX managers said they were blindsided by the losses while FF managers said they had tried to warn their superiors at AMEXAMEX but were ignored. AMEXAMEX profits dropped 11 percent in 1983 due to FF losses, breaking the much hallowed 35- year earnings record.AMEXAMEX later sold off Fireman’s Fund to the public, keeping the life insurance divisio n, but retaining only 27 percent of the property and casualty business. In spite of their magnitude, the problems at Fireman’s Fund had little impact on AMEXAMEX as a whole. They did, however, draw attention to AMEXAMEX’s management style and what impact it might have on the other divisions. Shearson Lehman Hutton, the nation’s second largest securities firm, was probably the biggest disappointment of all.After the acquisition, Shearson imposed its existing no no-bbonus onus policy for clerical employees at the investment bank where everyone was up to that point used accustomed to annual bonuses. Shearson also imposed its much less generous medical benefits plan on Lehman employees and even made them take lie detector tests. Most job openings after the acquisition were filled with Lehman employees in an attempt to appease them, but this wound up alienating Shearson employees. Lehman also lost many top clients after the acquisition including ABC, Chase Manhattan, and Uniroyal.Big M & A deals, the reason Lehman was acquired in the first place, never materialized. The loss of clients and internal talent was too big to overcome and only a trickle of small deals and its brokerage operations kept the unit going. Even with 1988 revenues of $10. 5 billion (same as Merrill Lynch), the unit’s earnings had dropped to 81 eighty-one cents from $4. 34 two years earlier. Robinson admitted he wanted to sell Shearson, but couldn’t because he wouldn’t get the price he wanted. Card CompetitionIn 1991,, AMEXAMEX debuted its â€Å"Membership Miles† loyalty program, which gave customers one point for every dollar spent on the card. These points could be exchanged for credit in frequent flier airline miles. The program had the dual benefits of attracting more customers and increasing the spending volume of customers who wanted airline miles. The success of this program’s introduction was offset, however, by problems with the Op tima card. Though Optima made the company one of the ten largest credit card issuer issuers worldwide, AMEXAMEX’s first offering in the credit card category was fraught with problems.The company’s decision to offer the card only to existing cardholdercardholders, who were accustomed to paying their entire balances monthly, led to millions of dollars in bad debt. AMEXAMEX failed to account for the fact that a significant portion of charges on their classic cards were business expenses for which the cardholdercardholder was reimbursed. Therefore, the majority of Optima cardholdercardholders used that card strictly as a credit device, and as a result only five 5 percent of Optima accounts paid the full monthly balance.The resulting losses rose to 10 percent of outstanding balances in 1992, which was double the industry average. In its first three years, Optima cost American Express $2. 3 billion. The company was forced to re-evaluate its Optima portfolio, and relaunched t he card in 1992 with a slightly different payment structure. In 1994, the company pared the number of Optima cardholdercardholders to 3 million from about 3. 5 million. By 1996, Optima’s 5. 2 percent annual loss rate was only marginally higher than the 4. 6 percent industry average.Other card companies were able to make up enormous ground on the American Express by offering bonuses, service benefits, and cheaper fees to both merchants and consumers. Bank cards certainly lacked the prestige factor, but, as one analyst noted, â€Å"Prestige is less of a Nineties concept than an Eighties concept. †[ii]2 AMEXAMEX’s traditional points of difference were service and prestige, but 1990s’ consumers appeared to place greater value on â€Å"function [and] utility. †[iii] Compounding problems was the launch of Visa’s brilliant ad campaign, â€Å"Visa.It†s Everywhere You Want to Be. † That campaign highlighted desirable locations, resorts, events, restaurants, etc. – none of which would take American Express. AMEXAMEX was under siege from a number of new competitors, such as Capital One, which in 1991 was the first company to issue so-called â€Å"teaser rate† cards with introductory rates well below the standard 19 percent. Other sources of competition came from co-branded or â€Å"affinity† cards, which were becoming increasingly popular with consumers seeking added value in the form of additional goods or services.AMEXAMEX had the opportunity to issue one of the first co-branded cards back in 1985, when American Airlines approached the company with a proposal for a joint credit card that would offer frequent flier miles for dollars spent on the card. AMEXAMEX rejected the offer and American Airlines inked a deal with Citibank instead, which that attracted 4 million cardholdercardholders within a decade and set off a co-branding trend. AMEXAMEX similarly declined to enter into a co-branding agre ement with AT&T in 1990.Within five years, the AT&T card had more than 11 million cardholdercardholders. Many corporations began to issue co-branded credit cards, including General Motors, Shell, all major airlines, and Sony. Other entities with co-branded cards included NBA basketball teams, the University of Alabama Alumni Association, Star Trek, and the National Wildlife Federation. Between 1990 and 1992, the number of American Express cardAmerican Express Cards in circulation dropped by 1. 6 million, or six 6 percent. The company was in danger of seeing its competitive advantage disappear.Attempts to diversify into financial services had largely failed, and the company’s flagship card business was faltering. â€Å"We were losing relevance with our customers,† said current CEO Kenneth Chenault. â€Å"We were trying to be all things to all people with a few products. †[iv] This developments led AMEXAMEX’s board to force James Robinson to resign as CEO i n 1993. AMEXAMEX FOCUSES ON ITS CORE BUSINESS Divestiture After forcing Robinson’s resignation, American Express selected Harvey Golub to succeed him as chairman and CEO in February 1993.Golub was a nine-year veteran of the company, having come to the IDS division from McKinsey & Co. consulting firm. He immediately initiated a series of divestitures to reduce AMEXAMEX’s holdings. Golub negotiated the sale of the Shearson brokerage operation and the Lehman Brothers investment bank. These sales, combined with other profit-saving cutbacks, eliminated 50,000 of the company’s 114,000 workers. Following these moves, the now-leaner company was in a position to focus on its core competencies: charge and credit cards, Travelers Cheques and travel services, and select banking and financial services.In the midst of these cutbacks, Golub pursued aggressive plans for high growth in the card sector. In mid-1994, he announced plans to introduce up to 15 fifteen different credi t cards. Ready to improve on the company’s first credit card offering – —Optima – —AMEXAMEX introduced its next card, called Optima True Grace, in August 1994. The Optima True Grace card Card featured a low introductory rate of 7. 9 percent and came with an automatic â€Å"grace period† of 25 twenty-five days after a purchase, during which time no interest would be charged to the cardholdercardholder.Additionally, the company would waive the annual fee for cardholdercardholders who used Optima True Grace at least three times per year. These features came as a result of a year-long research effort that included 4,000 consumer interviews. The Optima True Grace launch was accompanied by a $40 million marketing campaign starring lifestyle maven Martha Stewart. In its first year, Optima True Grace was selected by about 1. 4 million users, a figure that doubled the company’s membership predictions.The flexibility of Optima True Grace marked a departure from AMEX cardAmerican Express Card policies of the past. As bank-issued cards exploded in the 1980s by enticing customers with low annual fees, cash back offers, partnerships, points bonuses, and other special offers, AMEXAMEX continued to charge high annual fees and flatly refused to partner with other corporations despite offers from companies such as American Airlines. The gap in market share between AMEXAMEX and Visa and Mastercard only widened, and Golub reflected in 1995, â€Å"We should have seen what was happening. . . We were inflexible. We were arrogant. We were dreaming. †[v] To spur growth in the card category, Golub sought to greatly increase merchant acceptance of American Express cardAmerican Express Cards. In October, responding to the requests of over more than 14,000 card members, AMEXAMEX inked a deal with Wal-Mart stores to have its cards accepted at over more than 2,300 Wal-Mart locations. During 1995, other retailers such as Laura Ashley, S hopRite, Service Merchandise, and Vons Supermarkets signed on to accept AMEX cardAmerican Express Cards. That year, research by the ompany showed that based on card member purchasing patterns, AMEXAMEX customers charged 86 percent of their spending to AMEX cardAmerican Express Cards. Said CEO Kenneth Chenault, â€Å"If our customer wants to use the American Express cardAmerican Express Card at a hot dog stand, we want to be there. †[vi] In addition to adding merchants that would accept the cards, Golub worked to improve relations with the existing merchant roster. In the past, AMEXAMEX was able to demonstrate to merchants that its cardholdercardholders charged a higher volume with their cards.For many merchants, this mitigated the fact that AMEXAMEX’s merchant discount was considerably higher than Visa or MasterCard’s. Purchases by AMEX cardAmerican Express holdercardholders carried discount fees of over more than 3. 5 percent, compared to merchant discounts low er than 2 percent for Visa and Mastercard. By 1991, however, the case for accepting American Express was not as compelling. Not only were there a greater number of Visa and MasterCard goldGold cardholdercardholders, but also nearly 90 percent of all AMEXAMEX customers carried bank cards as well.AMEXAMEX needed to retain as many merchants as possible, since overbecause more than half of its annual revenues came from merchant discounts. The turning point came in 1991, with the so-called â€Å"Boston Fee Party. † A group of Boston restaurant owners coordinated a boycott of the American Express cardAmerican Express Card because they believed the discount rate to be too high. American Express worked rapidly to repair relationships with these and other merchants. By 1996, the discount rate for AMEXAMEX purchases was below less than 3 percent and all the Boston Fee Party boycotters had been re-signed.Golub also attempted to better relations with current cardholdercardholders. In Oct ober 1995, the company expanded its Membership Miles program to include points bonuses for retail merchandise and gourmet gifts, as well as more travel offerings such as car- rentals, hotel stays, and vacation packages. This revised program was named Membership Rewards, and points earned through the program had no limit or expiration date. The renewed focus on American Express’s core business led to the first new campaign for American Express Travelers Cheques in twenty years.Though still dominating the Travelers Cheques category with $64 billion in annual worldwide sales and a 45 percent market share, AMEXAMEX was looking to protect its lead against competitors like Visa. In 1994, a new $15 million advertising campaign updated the classic Travelers Cheques commercial, which traditionally featured hapless travelers falling prey to criminals while abroad and then experiencing firsthand the safety and security features of the Travelers Cheques. The new crop of ads focused on th e â€Å"Cheques for two† feature, which enabled the same checks to be shared between two parties.Instead of getting stolen, the Travelers Cheques in the new ads were only lost, and features featured lost-and-found employees in travel destinations describing the quirky items they encountered in the line of duty. The ads were intended to illustrate in a more lighthearted fashion the benefits of AMEXAMEX Travelers Cheques. In 1995, the company renamed its IDS division â€Å"American Express Financial Advisors† (AEFA) in an effort to provide with a more uniform image to its customers.AEFA, which provided financial and estate planning, annuities, mutual funds, life insurance, pension plans, 401(k) plans, and loans and accounting services to businesses and individuals, was part of the â€Å"select financial services† that contributed to AMEXAMEX’s core competencies. A One-third of AMEXAMEX’s net income in 1996 came from AEFA, which controlled $130 billio n in assets. After firing Chiat-/Day, AMEXAMEX re-hired Ogilvy- & Mather, who introduced a corporate ad campaign themed, â€Å"Do More. † This global ad campaign extended the company’s advertising to include financial services and travel in addition to its card businesses.The purpose of the campaign was to underscore the transformation that had taken place at American Express during the previous several years, given that the company had: 1)Sold or spun off subsidiaries and refocused on businesses operating under the American Express brand; 2)Broadened its traditional charge card business to include revolving credit, co-branded cards and other products aimed at specific customer segments, such as students and senior citizens; 3)Expanded its global travel network; )Begun a major expansion of its financial services businesses; and 5)Introduced new products to its corporate services customers. â€Å"For much of our history, our company’s brand was defined by our ca rd and Travelers Cheques businesses,† said John Hayes, executive vice president of Global Advertising. â€Å"Now we are extending our brand to a variety of other products and services to mirror both where our company is and where it is going. What will remain consistent is our vision— — to become the world’s most respected service brand. The new advertising campaign was designed to capitalize on several of American Express’s historical brand attributes: trust, customer focus, travel, and financial insight. â€Å"American Express is one of the very few global brands in the financial services arena,† Hayes added. â€Å"All over the world, people’s experiences with our travel services, card products, and financial advice have defined our brand’s characteristics, reflecting the reasons that both corporations and consumers are loyal to American Express. Themed, â€Å" American Express Helps You Do More,† the campaign attempt ed to bridge both the company’s historic strengths and, as well as its newer initiatives. The pool of advertisements included commercials that featured a range of American Express products and services, as well as those designed to focus on individual businesses, such as American Express Financial Advisors. It also included ads for the American Express charge cards, â€Å"Our advertising used to be about a limited number of products and services, and was often defined by the people who used them.This campaign stresses our growing number of services and what American Express can do for you,† Hayes said. The television spots will ruran on network, cable, and spot television, supported by newspaper and magazine ads in a variety of publications including USA Today, tThe Wall Street Journal, The the New York Times, Time, and Newsweek. Card Wars American Express launched its first co-branded card in 1995 with Delta Air Lines. The airline miles card was called the Delta SkyMi les Optima, and within two years of its introduction it was the number-two airline affinity card with over more than 1 million cardholdercardholders.American Express forged co-branding relationships with other partners, including Hilton Hotels, ITT Sheraton, and the New York Knicks. Beginning in 1992, American Express used comedian Jerry Seinfeld in advertising that emphasized the card’s flexibility and added humor to the personality of the brand. In 1997, as part of the â€Å"Do More†Ã¢â‚¬â€œ themed campaign, American Express used ads featuring Seinfeld to emphasize the card’s acceptability in locations such as supermarkets and gas stations. In one ad, Seinfeld stops at a gas station to fill up.The premise is that he aims to put an even dollar amount into the car, presumably so he can pay with cash without breaking change. Upon reaching the target amount, he gives the pump an extra squeeze that pushes the total a few cents over. Onlookers gasp in dismay, until he pulls out his American Express cardAmerican Express Card in dramatic fashion and pays at the pump. Another ad starred Seinfeld and an animated Superman. The unlikely duo were depicted walking along a city block, when Superman spotted Lois Lane in peril at the front of a grocery store line.When the two come to her rescue, Lois informs them that she has forgotten her wallet. Superman pats his suit where pockets normally would be located and sighs, â€Å"I can’t carry money in this. I’m powerless. † Seinfeld exclaims, â€Å"I’m not! † and begins spinning around in a blur brandishing an American Express cardAmerican Express Card. Again in dramatic fashion, he swipes the card and pays for the groceries. American Express signed one of the leading athletes in the world in 1997 when it inked a five-year, $30 million endorsement contract with Tiger Woods.That year, Woods appeared in print ads and television commercials that promoted American Express Fina ncial Advisors. In one television spot titled â€Å"Tiger Wants,† the phenom golfer discusses discussed personal aspirations, which included â€Å"tak[ing] care of the ones who took care of me† and â€Å"help[ing] people who need help. † The campaign also featured Tiger’s father, Earl, who explaineds that with the help of an American Express Financial Advisor, he was able to retire early and dedicate himself to helping Tiger reach his goals.John Hayes characterized the endorsement deal as follows: The appeal of Tiger Woods – —and, indeed, of his father, Earl – —transcends the world of golf. While Tiger’s tenacity, work ethic, and abilities are outstanding, we also recognize him as a person whose achievements are the result of perseverance and an incredible focus on a goal. That kind of earned success is a hallmark of financial success as well. [vii] In appraising AMEXAMEX’s position, Hayes also noted: The market b ecame very segmented, and we needed to catch up with that to become more relevant to more segments.So now we’ve gone from a brand that was basically represented by one card product to one that has 25 products. That’s a drastic change. [viii] Our toughest balancing act is not to lose our traditional core customers and our reputation for premium quality and service while we enact new initiatives to expand against other segments. We’re tracking that on a quarterly basis to make sure we don’t go too far in one direction or the other. [ix] Marketing and Advertising In 1999, American Express unveiled the biggest new card launch since Optima, with the â€Å"smart smart cardcard† Blue.Blue, which was launched with a $45 million advertising campaign, was considered a smart card because it contained an embedded chip that enhanced security for Internet purchases using a home-encryption system. American Express issued Blue cardholdercardholders a home card car d-swiper free of charge, which could be used for Internet transactions. The card targeted the 25 percent of Americans that owned computers and used sophisticated consumer technology, as well as another 25 percent of the population learning to use such technology. Unlike other American Express cardAmerican Express Cards, Blue carried no annual fee.One perceived risk of the Blue marketing campaign was the implication that the other American Express cardAmerican Express Cards were not secure for use with Internet purchases. Said Alfred Kelly, president of the American Express Consumer Card Services Group, â€Å"I would rather be cannibalizing myself than have the competition do it. †[x] Launch advertising involved television, print, and subway advertising, as well as event marketing. The introductory television ads focused on the technology aspect of Blue. One ad showed a sea of amoeba dancing and multiplying over a rock-and-roll soundtrack.This ad was intended to demonstrate th e â€Å"evolving credit† aspect of the card, which meant that Blue would improve as the company added new functions features to it. Another ad emphasized Blue’s payment flexibility – —unlike other American Express cardAmerican Express Cards, monthly balances could be carried into the next month – —by showing the card bent, pulled, and reshaped by robotic arms to the sounds of a classical score. In addition to major network broadcasts, these ads ran during television programs targeting young people, such as Fox’s â€Å"The X-Files† and â€Å"Futurama. Print ads appeared in newspapers and magazines, as well as in sports clubs and on restaurant table-top menus. The ads did not use the familiar Roman Centurion soldier logo associated with other cards, choosing a new look that suggested a compact disc with blue concentric circles bordered by white. American Express also sponsored a concert in New York called â€Å"Central Park in Blue. † The concert was promoted by a â€Å"street team† of sharply- dressed scooter riders, who used handheld swipers to enable cardholdercardholders to pick up free tickets at nearby Blue information kiosks.These marketing activities were designed to give the card â€Å"a different, modern, more hip feel,† said Alfred Kelly. â€Å"We wanted to break out. †[xi] American Express continued to market cards based on prestige. In 1998, it introduced the matte Matte black Black Centurion Card – —otherwise known as the â€Å"black Black cardCard† – —for elite clients. To obtain an invitation invitation-o

Wider Reading – Cider with Rosie and Cranford

Cider with Rosie is an autobiography, it is not fiction like a novel but an account of a persons own life. Unlike a novel, it does not have the thread of a story with interacting characters connecting all it's parts. It has a different pattern with which we are all familiar. It is about childhood and growing up. We all have our own special early childhood memories and Laurie Lee seems to highlight the things we all have in common. The book starts with early childhood, early memories of people, an animal and places which then seemed strange and sometimes frightening. It goes on to describe going to school and branches out to tell us about members of his family, neighbours, tales about the neighbourhood and how the changing seasons of the year changed peoples habits and activities. Laurie Lee writes about the illnesses which brought him close to death. He writes about the entertainment to be had in those days, his first girlfriends and the book ends in his teens with the first of his family about to leave home to get married. The book is set in the village of Slad which still exists, not far from Stroud in Gloucestershire, however Laurie Lee is writing about the village as it was fifty or sixty years ago. We are reading about a past that has changed almost out of recognition. Laurie Lee uses language in an attempt to make his memories come alive, vividly and colourfully. He may use a single word: â€Å"Peas come in long shells of green pearls† Or a comparison: â€Å"The sun hit me smartly on the face like a bully† Or a very descriptive and poetic sentence: â€Å"All day she trotted to and fro, flushed and garrulous, pouring flowers into every pot and jug she could find on the kitchen floor. † All of these words, phrases, comparisons and rhythm of sentences are chosen to add spring and sparkle into what is being described. Cider with Rosie is a youthful biography set in the colourful world of over half a century ago, it is about those occasions that occur in most of our lives. This is what makes the book such an enjoyable read. Cranford is the work of Elizabeth Gaskell on the surface it appears as a quaint picture of provincial life, we are told in the first sentence it is a society of â€Å"Amazons†. However as you get deeper into the book a somewhat ironic distance from society is maintained. Throughout the book there seems to be a tender, delicate mocking of lifestyles and values which invites us to marvel and sympathize with the eccentricity of the characters. Unlike Cider with Rosie, Cranford is a novel, studying the aspects of change in the world. However like Laurie Lee, Elizabeth Gaskell writes about the people she had known in her childhood. It must also be taken into consideration that Cranford is set one hundred and fifty years ago, about one hundred years before Cider with Rosie. Cider with Rosie and Cranford are both similar and different in many ways. Both books seem to be made up of short stories rather than a novel. In fact some chapters first appear as single articles in a magazine. In Cranford this is rather like the germs of stories which are found in the letters Miss Matty has kept tied into bundles which she reads with Mary. Cranford is a series of linked sketches of life among the ladies in a quiet country village in the 1830's, it is based on Knutsford in Cheshire where Elizabeth Gaskell spent her childhood. The novel revolves around Miss Deborah Jenkyns and her gentle sister Miss Matty, daughters of the former rector. Elements of drama are provided by the death of Captain Brown whilst trying to save the life of a child, the surprising marriage of the widowed Lady Glenmire to the vulgar Mr. Hoggins, the failure of a bank which ruins Miss Matty and her rescue by the fortunate return from India of her long lost brother Peter. In my opinion the reason why Cranford is such an enjoyable read is its amusing but loving portrayal of the old fashioned customs and ‘elegant economy' of a group of middle aged figures in society. Women in Cranford are very set upon keeping up their appearances and this can make them seem somewhat fierce, never openly admitting to straightened circumstances. They would rather practice ‘elegant economy' and observe the smallest rules of etiquette. At the tea table they would wear appropriate headgear while keeping to the well-understood patterns of social visiting. To gain self-respect you had to keep your feelings hidden this was as important as status. Due to this fact Mary learns more about the great sadness in her friend Miss Matty's life through the details she fails to tell her than through the details she reveals. In the book Cider with Rosie the narrator, Laurie Lee, actually lives in the village and sees and takes part in all village activities. Whereas in Cranford the narrator, Mary Smith, is an outsider and only hears of the goings on in the village from her friend Miss Matty. The idea of social order and solidarity is most strongly seen in Cranford when Miss Matty looses all her money. The other ladies of Cranford contribute all they can to set her up as a tea-seller and sweetshop keeper even though these kind and commercial practices would not enable her to survive elsewhere. As Mary comments: ‘My father says; â€Å"such simplicity might be very well in Cranford, but would never do in the world†Ã¢â‚¬Ëœ Cranfords marketing may not be responding adequately to change but social forms show otherwise. Although Cranford ladies stress the importance of class distinctions, it is in fact Miss Matty's loyal servant Betty and her new, labourer husband who offer her a home. This arrangement however does not need to be put to the test because Peter returns from India with enough money to bale out his sister. Peters return brings up another illusion the ladies in Cranford hold; the fact that they can manage without men. Elizabeth Gaskell can be seen as being somewhat tongue in cheek about the self-protective, socializing characteristics of the unmarried women. But on the other hand, Elizabeth Gaskell seems to be experimenting with what might be thought of as women's narrative. Mary comments that: â€Å"I had often occasion to notice the use that was made of fragments and small opportunities in Cranford; the rose-leaves that were gathered ere they fell, to make the pot-pourri for someone who had no garden; the little bundles of lavender-flowers sent to strew the drawers of some town-dweller, or to burn in the chamber of some invalid. Similarly, Cranford is made up of ‘fragments and small opportunities', The letters, which Miss Matty reads with Mary, carried with them: â€Å"A vivid and intense sense of the present time, which seemed so strong and full, as if it could never pass away. † These letters symbolized, as they are dropped one by one into the fire, a passing of a changing world. The world around Cranford is changing but the women seem to be set in their ways. They prefer to ignore the vast economic and social changes taking place taking place in England at that time. However they cannot remain unaffected. Cranford is made up of a collection of ageing women who although want to stay as they have always done are now becoming unable to do so. Throughout the book new influences keep on creeping their way in. These begin with the arrival of Captain Brown and continue with the closeness of the railway. Cranford is a town in a world of its own but it snobbishness and old-fashioned ways must make way for the more vital energetic forces of the new age. Never the less Cranford did have some good points. The motivation of Miss Matty and her friends was based on true kindness and generosity the very qualities the industrial new age lack. In the village of Slad in Cider with Rosie, everyone was poor. It was an extremely rural dwelling. There was a church, a chapel, post office, two pubs – the Star and the Woolpack – and the Hut for penny dancers. There would have been one woman in the village who acted as midwife and another who would lay out the dead. Villagers bottled fruit, kept pigs and hens, trapped pigeons, collected kindling, fermented flowery wines and bartered home grown vegetables, eggs, rabbits and game. There was a heroic village cricket team. Life was intensely communal, with choir outings, concerts and harvest festivals. Otherwise they just amused themselves. However the village was not all ‘fields of poppies and blue skies'. There were tramps and children dying of perfectly ordinary diseases like whooping cough. Then there was the murder of Vincent, the boastful villager who had returned from New Zealand, the escape of Jones's goat: â€Å"Huge and hairy as a Shetland horse. † There was also the tale of the Browns' sad ending in the workhouse and the suicide of the beautiful Miss Flynn. Walking was probably the main form of transport in Cider with Rosie along with cycling. The whole village went on many outings which mainly consisted of walking and picnics: â€Å"Then sometimes there'd be a whole days outing, perhaps to Sheepscombe to visit relations – a four-mile walk, which to our short legs seemed further, so that we needed all day to do it. † Laurie Lee also took trips with his local choir. These outings were a great reward and had to be worked hard for. They may have ventured to places like Weston-Super-Mare or Bristol to see the docks. â€Å"The first Choir Outing we ever had was a jaunt in a farm wagon to Gloucester. † A farm wagon was probably the most common form of transport for this kind of outing up until: â€Å"The coming of the horse-brake and charabanc† Man and horse power were the only power ever known to Laurie Lee in the village of Slad, with the horse being the most powerful. You could only travel at speeds of up to eight miles an hour, which really limited where you could go, as it says in the chapter ‘Last Days': â€Å"That eight miles an hour was life and death, the size of our world, our prison. † As Laurie Lee grew older he noticed changes occurring in the village transport which he had always known and been familiar with. There was the introduction of ‘The brass-lamped motor-car', ‘the clamorous charabanc', and ‘scarlet motor-bikes. ‘ Everything began to change as new technology began to take over. Cranford is almost the complete opposite to Cider with Rosie. In Cider with Rosie walking was common and thought of as the norm but in Cranford walking was almost unheard of especially among the upper class members of society. Miss Jamieson comments: â€Å"Don't you find it very unpleasant walking? † Miss Jamieson says this as if she looks down upon those who wish to walk. Or maybe it is just that she likes to draw attention to herself and the fact that she has ‘her own carriage in the coach house' and her very own sedan chair which she always went out in even if it was to cover the shortest of distances. There was also the railway which although everyone hated as it showed the change taking place in the outside world, was still a means of transport. The main means of education in Cider with Rosie is the small village school to which all the children attend. The school was made up of only two classes which you stayed in up until the age of fourteen. School was where you met the other village children and made friends. You didn't learn much at school, you left with: â€Å"Nothing in his head more burdensome then a few mnemonics, a jumbled list of wars and a dreary image of the worlds geography. It seemed enough to get by with. † School was more of a place to learn manners and prepare yourself for when you left and had to work in a field or factory. Unlike Slad there was no village school in Cranford, children would have been sent away to a boarding school or a private tutor would be hired. Peter was sent away to Shrewsbery boarding school and was to go to Cambridge but he did not do very well. His father could not afford to hire him a private tutor and so taught him to read and write himself. In Cider with Rosie Laurie Lee talks a lot about his first girlfriends. The relationships are mainly those of a young boy whereas in Cranford there is talk of marriage and settling down. In Cider with Rosie there was young Jo, a thin girl with brushed back hair a ‘cool face' and ‘speechless grace'. She was the first girl Laurie was ever interested in. Laurie would wait for her after school when they would go and play a game together. The game was: â€Å"Formal and grave in character, its ritual was rigidly patterned. It was almost like a game of doctors, Jo would be the patient lying on the grass and Laurie would be the doctor moving his hands across her, exploring her body. They played this game every night until they were caught and even then they were just laughed at, Laurie comments: â€Å"There were no magistrates to define us obscene. † Then there was Rosie Burdock, a devious girl who had ‘sharp salts of wickedness about her' and looked at you with the ‘sly glittering eyes of her mother. ‘ The events between Laurie and Rosie are what give the book its title. Rosie was provocative. Laurie had gone to the farm to help with the haymaking when he stumbled upon Rosie behind a haycock. She had a bottle of cider and offered it to Laurie and so he had: â€Å"His first long secret drink of golden fire. † It was at this time under the hay wagon that Laurie had his first kiss: â€Å"We kissed, once only, so dry and shy, it was like two leaves colliding in air. † These images of romance in Cider with Rosie are very innocent, those of a young boy learning more and more about the world each day as he becomes adolescent. Cranford is a society of women who think they can live without men. It was unheard of for women in this period to tell a man that they were interested in them. It was not like today where it is perfectly acceptable for a woman to ask man out in those times the women had to wait to be asked by the man. In the chapter ‘A love affair of long ago' we hear of Miss Pole's cousin Mr. Holbrook who offered to Miss Matty long ago. From then on the whole chapter revolves around the ladies gossiping about why Miss Matty did not accept his offer. Also within this chapter we can see another example of class-consciousness: They did not like Miss Matty to marry below her rank. † This gives the impression that Mr. Holbrook was not looked upon as good enough for Miss Matty. When anyone in Cranford got married it made all the other ladies look to themselves and wonder if their turn would ever come. For this reason they would dress up smartly perhaps to impress the men or perhaps simply to make themselves feel better. Contact between people in Cider with Rosie is mainly by word of mouth. As the village is so small everyone hears about each other's business. Everyone hears about the death of Miss Flynn and the murder of Vincent the New Zealander. The good thing about this is the fact that everyone knows each other and however bad the crime committed they are not about to go and tell the police. To this day it is still unknown as to who committed the murder. Of course letters were written but as education was poor many people in Slad could not read or write, which made letter writing difficult. In Cranford contact was also spread by word of mouth and gossiping between the ladies but the main point of contact was through letters. Mary Smith keeps in contact with Miss Matty through letters, it is the sorting through of old letters which prompt Miss Matty to unearth the story of her younger brother, Peter. In the beginning of the book the only contact that Mary has with the village is from her occasional visits to Miss Matty. However, as the book progresses she becomes increasingly active in shaping the town she records. It is she who initiates the scheme to set Miss Matty up in her teashop and she who sends off the letter which recalls Peter. The older generations in the village of Slad in Cider with Rosie seem to make more of an effort to dress up formally then those who are younger. Laurie Lee's two Grannies, Granny Wallon and Granny Trill included. They wore: â€Å"High laced boots and long muslin dresses, beaded chokers and candlewick shawls, crowned by tall poke bonnets tied with trailing ribbons and smothered with inky sequins. † Laurie was enthralled by their attire. He would imagine many, many grannies all dressed up parading in front of him, as he puts it: â€Å"Rank upon rank of hobbling boots, nodding bonnets, flying shawls and furious chewing faces. There is talk in the chapter ‘Outings and Festivals' of Peace in 1919. Everyone was to go in fancy dress. Laurie watched everyone change. He watched as his sister Marge transformed herself into Queen Elizabeth with his other sister Phyllis as her lady in waiting. Marge wore: â€Å"A gown of ermine, a brocaded bodice, and a black cap studded with pearls. † Laurie sees his sister in a new light. She is beautiful and graceful, Laurie is awestruck. Phyllis is also looking beautiful, she is wearing: â€Å"A long chequered dress of black and white velvet, and a hat full of feathers and moths. † Ladies in Cranford weren't too fussy about what they wore. They didn't follow fashion but what they did wear made them look respectful and admirable, as it was the expected rules of dress. They observe: â€Å"What does it signify how we dress at Cranford, where everybody knows us? † When they visited other towns or villages their explanation for dress was: â€Å"What does it signify how we dress here, where nobody knows us? † So the women in Cranford stuck to clothing that was in general ‘good and plain'. There are many interesting characters in Cider with Rosie but perhaps the most amusing are the grannies. Their constant bickering and unusual habits make you feel warmth towards them. They are two very different characters. Granny Wallon was the more mysterious of the two, scurrying around never saying much about her past. She was very interested in the outside world collecting plants and taking walks in the garden: â€Å"One saw her hobbling home in the evening, bearing her cargoes of crusted flowers, till she had buckets of cowslips, dandelions, elder-blossom crammed into every corner of the house. † Then there was simple Granny Trill who seemed to the children very strange. Her pattern of life was very different to others, Laurie says: â€Å"She breakfasted, for instance at four in the morning, had dinner at ten, took tea at two-thirty, and was back in her bed at five. † Granny Trill seemed almost fierce. She was very religious and believed very much in fate, she also believed she knew what was going to happen in the future. These two Grannies were ancient enemies but their lives revolved entirely around one another: â€Å"Like cold twin stars, linked but divided, they survived by a mutual balance. † The Grannies died within two weeks of one another. Granny Trill was the first to go and once she was gone there was no further reason for Granny Wallon to live. You can tell from the constant references throughout the book that Laurie Lee has a lot of respect for his mother. She has been through a lot. She was left to bring up many children on her own after her husband left to go to war. She lives in hope of his return and when the war ends she is really exited but he never returns and ‘mother' is left to nurse a broken heart forever. Cranford also has its far share of interesting characters. There is ‘The Honourable Mrs. Jamieson', all but Mary look upon her as the local oracle although she shows herself to be quite unworthy of her status. She doesn't seem interested in others and at house-parties when everyone else is chatting and playing cards it can be counted upon that Mrs. Jamieson would be found fast asleep or eating. There is also Signor Brunoni who is a majestic figure revealed when the curtain rises on a much vaunted performance of magic in the assembly hall. He is an exotic touring conjurer who is not all he appears to be. Of course there is also the dear and innocent Miss Matty who everyone knows and loves. Unfortunately she has led a sad life of lost opportunities. She admits: â€Å"I dream sometimes that I have a little child†¦ she comes to me when she is very sorry or very glad, and I have wakened with the clasp of her dear little arms round my neck. † Finally there is Mary Smith the narrator of the novel. She has much affection for the ladies in Cranford and provides a link between the old world and the new industrial one. She is practical and down to earth, able to sort out many of her neighbours' problems and on many occasions she has the last word. I would now like to end by saying which of the two communities I would like to live in and why. Cranford is very picturesque with its ‘elegant economy' and rules of social etiquette. The people who live there are very interesting and amusing and have true qualities of kindness and generosity. If somebody gets into trouble they stick together and help each other. But Cranford is in a little world of its own. The world around them is changing but they are too determined to stick with their old fashioned traditions that they will not move with the times. For this reason I can say I would prefer to live in Slad with Laurie Lee. I like the fact that everyone knows each other and are willing to stick up for one another. Everyone one treats each other equally and they aren't as class conscious and so quick to pass judgement as those in Cranford. Slad is a more rural community where everyone chips in. There seems to be more freedom and although the education isn't brilliant at least you get to stay with your family. If you have a problem you don't have to go through it on your own, everyone will be there to support you and won't judge you for it. As far as I am concerned, Slad, the rural village of the 1940's would offer me a more fulfilling existence.

Course outline

Aims This course will provide students with an understanding of six ancient civilizations through archaeological and documentary sources. These SIX ancient civilizations are Mesopotamia, Egypt, the Indus Valley, northern China, Mesospheric, and the Andes. The course has three related goals: (1 ) to trace the historical formation and collapse of these six societies; (2) to examine explanations that attempt to account for their trajectories; and (3) to explore the methods researchers use to study these topics.Outcomes By the end of the course it is expected that the student will be able to: locate six major ancient civilizations and their cities on maps; understand and critically analyze the range in current theoretical approaches to the development of violations; recognize and critically evaluate the methods employed to access the past organize material and to articulate arguments effectively Grading Quizzes The quizzes will consist of multiple-choice questions and map identifications .Quiz 1: Quiz 2: Quiz 3: Examinations examination: 30% Final examination: 30% Extra Credit Students may add 5 points to their midterm or final through extra credit work at museums or lectures relevant to this class. Among the suggested exhibits are the permanent Egyptian displays at the Metropolitan Museum of Art and the Brooklyn Museum, and the Micronesian and South American exhibits at the American Museum of Natural History, but many other exhibits may also be appropriate. Students must write one page assessing the exhibit or lecture and provide proof of visit.Knowing them well will allow you to proceed to graduation efficiently and with a strong transcript. Study carefully everything in Brush's statement about academic honesty. You can access it easily from the Burch College home page, where the link â€Å"For Current Students† leads to a page where you can find a link to â€Å"Academic Honesty Policy' under â€Å"Resources and information†. Also feel free to ask a ny instructor for clarification or for explanation of why professors take this issue so seriously. This course has a ‘zero tolerance' policy on cheating and improper behavior during quizzes and exams.Any student who breaks academic rules in this course has violated the mutual trust on which teaching and learning are based and will receive not only a zero on that assignment, but a grade of F for the course. For serious infractions the instructor will ask the College's Disciplinary Panel to suspend the violator from all Burch courses. By College policy, all suspected violations, whether infirmed or not, are reported to the Dean of Students. Disruption of class is not permitted. Rude behavior is disruptive. Arriving late/leaving early is also not acceptable and repeated latecomers/early leavers will be penalized. Pods and cell phones off before class. Please do not eat food within the classroom. It is distracting to other students and to yourself (you should focus on the lecture! ). Content Overview The areas that we will study are Mesopotamia, Egypt, the Indus Valley, northern China, Mesospheric, and the Andes, that is, the birthplaces of the pristine states that armed the core of early civilizations. Their societies occupy a special place in human history, because they produced the first social classes, economic specialization, state government, and urban settlements.Their populations created the earliest formal philosophies, religions, monumental architecture, legal codes, market economies, institutionalized militaries, and writing systems. Their members began to define separate spheres of secular and religious activities and public and private life. In short, if we want to understand how human societies were transformed from small roofs to diversified empires organized on a grand scale, these are the regions that we study. Brief description of teaching and learning methods: Illustrated lectures requiring preparatory reading.Students will take a midterm and a final. Students have the option of an essay. Blackboard Most lectures in this course are illustrated with a substantial number of visual images, typically maps, site plans, and architectural and artifact photos. Lectures are provided on Blackboard as a resource only; students will not be responsible for a visual identification of any specific image in an exam. All handouts are available on blackboard. You can find the blackboard site for this course on the Burch website.If you miss a class, check blackboard for study sheets and assignments. Check with the Burch Computing and Technology Center (BCC) for information on how to use blackboard. Call the help desk at 646-312-1010. Attendance Class attendance is required and very important as a key part of active participation. Attendance is recorded at the beginning of every class. Freshmen and sophomores (fewer than 61 credits completed) will be dropped if more than four classes are missed. Juniors and seniors (over 60 credits) wil l be dropped if more than six classes are missed.Absences for medical, religious, family reasons or subway delays are counted as part of the four or six classes missed and will not be excused even with a note. If you have special medical or other ongoing circumstances, please discuss them with the professor ahead of time. If you are absent for whatever reason, please keep the professor informed by calling or emailing her. All class assignments and study sheets will be on blackboard, so please check the website if you are absent so that you will be prepared for theSpecial Needs Burch College is committed to being fully accessible to all students, including those with disabilities. To establish appropriate accommodations, please alert your instructor to your needs and contact Ms. Barbara Souris, Coordinator of the Office of Services for Students with Disabilities, part of the Division of Student Development and counseling, at NV 2 271 or at (646) 312 4590. Please contact me directly i f you require additional aids prior to your lectures. Course Outline This course aims to equip you with the necessary understanding of IS fundamentals, as they stand, and also equip you with critical thinking tools and techniques that will allow you to understand IS in the future. Information systems are complex things that are an integral part of every business and our society. Information systems are difficult to study in the abstract and are best understood through the use of real world examples and case-studies, room which we then look for theory to explain their behavior.Our course takes this approach – lots of cases and examples from which we distill our understanding of what IS are, how they are (and should be) used, and how they are best acquired. During Summer Semester we will cover a lot of material in a short time, so it is vital that you study from Week 1. This means you should read the set chapters in the textbook and prepare for your workshops. The course team will facilitate your learning by providing the guidance as to what you need to study, and working with you on problems you may encounter.It is, however, your responsibility to make a concerted and timely effort to study. If you make this effort you will find the material interesting, the course worthwhile and the interaction with you fellow students stimulating. You should also do well. INFAMOUS – International systems In 5 Business 3. 2 Learning Activities and Teaching Strategies The course involves three key components – lectures, workshops and your private study. Each lecture will focus on the topic outlined for that week (see section 10).The lecture will help you understand the organizational and societal context in which IS are built and utilized, and will roved guidance on how to use workshops, laboratories and private study to improve your understanding. A lecture slide pack for each week will be supplied to you 24 hours before the lecture via the course website. This is a ‘skeleton' pack only. You are advised to take notes d uring the lecture to supplement the slides. Workshops will help build your understanding of each course topic through the application of what you have learnt in the lecture to case-study and real-life scenarios.They also give you the opportunity to discuss your work with your colleagues, and hence gain an indication of your own progress. Further information on workshop preparation and participation is provided in section 4, and will be discussed in your first workshop. Your private study is the most important component of this course. The textbook and accompanying website contain self assessment exercises to help you. The self assessment exercises are designed to test your understanding of the topic at hand and include review questions, application questions and discussion questions of varying difficulty. Course Outline This course aims to equip you with the necessary understanding of IS fundamentals, as they stand, and also equip you with critical thinking tools and techniques that will allow you to understand IS in the future. Information systems are complex things that are an integral part of every business and our society. Information systems are difficult to study in the abstract and are best understood through the use of real world examples and case-studies, room which we then look for theory to explain their behavior.Our course takes this approach – lots of cases and examples from which we distill our understanding of what IS are, how they are (and should be) used, and how they are best acquired. During Summer Semester we will cover a lot of material in a short time, so it is vital that you study from Week 1. This means you should read the set chapters in the textbook and prepare for your workshops. The course team will facilitate your learning by providing the guidance as to what you need to study, and working with you on problems you may encounter.It is, however, your responsibility to make a concerted and timely effort to study. If you make this effort you will find the material interesting, the course worthwhile and the interaction with you fellow students stimulating. You should also do well. INFAMOUS – International systems In 5 Business 3. 2 Learning Activities and Teaching Strategies The course involves three key components – lectures, workshops and your private study. Each lecture will focus on the topic outlined for that week (see section 10).The lecture will help you understand the organizational and societal context in which IS are built and utilized, and will roved guidance on how to use workshops, laboratories and private study to improve your understanding. A lecture slide pack for each week will be supplied to you 24 hours before the lecture via the course website. This is a ‘skeleton' pack only. You are advised to take notes d uring the lecture to supplement the slides. Workshops will help build your understanding of each course topic through the application of what you have learnt in the lecture to case-study and real-life scenarios.They also give you the opportunity to discuss your work with your colleagues, and hence gain an indication of your own progress. Further information on workshop preparation and participation is provided in section 4, and will be discussed in your first workshop. Your private study is the most important component of this course. The textbook and accompanying website contain self assessment exercises to help you. The self assessment exercises are designed to test your understanding of the topic at hand and include review questions, application questions and discussion questions of varying difficulty.

Native American culture Essay

From the 15th to 19th century the European colonization affected the Native American culture in many ways, such as diseases, war, and enslavement. Many diseases such as smallpox and measles were the main cause of the decline in the Native American population more so than war. Although they seemed to destroy Native American culture, they also improved it by trade. The Native American way of life changed after trading with the Europeans. At first Native Americans wanted metal products, which they couldn’t make themselves, such as axe-heads and knives. Later they realized the value of guns. Having guns and horses completely changed the way Native Americans hunted for food. Also in the 15th century Spaniards and other Europeans brought horses to the Americas. Some of these animals escaped and began to breed and increase their numbers in the wild. The introduction of the horse had a profound impact on Native American culture in the Great Plains of North America. This new mode of travel made it possible for some tribes to greatly expand their territories, exchange goods with neighboring tribes, and more easily capture game. In the 19th century, the Westward expansion of the United States incrementally expelled large numbers of Native Americans from vast areas of their territory, either by forcing them into marginal lands farther and farther west, or by outright massacres. Under President Andrew Jackson, Congress passed the Indian Removal Act of 1830, which forced the Five Civilized Tribes from the east onto western reservations, primarily to take their land for settlement. The forced migration was marked by great hardship and many deaths. Its route is known as the Trail of Tears. Conflicts broke out between U. S. forces and many different tribes. Authorities entered numerous treaties during this period, but later abrogated many for various reasons. Well-known military engagements include the atypical Native American victory at the Battle of Little Bighorn in 1876, and the massacre of Native Americans at Wounded Knee in 1890. On January 31, 1876 the United States government ordered all remaining Native Americans to move into reservations or reserves. This, together with the near-extinction of the American Bison, which many tribes had lived on, set about the downturn of Prairie Culture that had developed around the use of the horse for hunting, travel and trading. Students at the Bismark Indian School in the early 20th century American policy toward Native Americans have been an evolving process. In the late nineteenth century reformers in efforts to civilize Indians adapted the practice of educating native children in Indian Boarding Schools. These schools, which were primarily run by Christians, proved traumatic to Indian children, who were forbidden to speak their native languages, taught Christianity instead of their native religions and in numerous other ways forced to abandon their Indian identity and adopt European-American culture, despite many of the practices being in violation of clauses of the U. S. Constitution separating church and state. There are also many documented cases of sexual, physical and mental abuses occurring at these schools. Many other attempts were made to deprive the American Indians of their culture, language, and religious beliefs, some of which are reported to continue into current times. Therefore the European colonists destroyed the Native American culture, from their first encounter in the 15th century all the way through the early 20th century. From diseases and warfare to eventually moving Native Americans from their natural territories, the Europeans started a extermination of the Americans that were Native to this supposed new world.