Discussing the historical significance of Jerusalem essays

Talking about the authentic hugeness of Jerusalem expositions Talking about the authentic hugeness of Jerusalem Jerusalem holds a serious huge segment of strict history. For Christians as well as Muslims and Jews too. Jerusalem (in Hebrew called Yerushalayim; in Arabic Al Quds), is a city lying at the crossing point of Israel and the West Bank, found between the Mediterranean Sea and the Dead Sea, around 50 kilometers southeast of the Israeli city of Tel Aviv-Yafo. Jerusalem is made out of two particular areas: West Jerusalem and East Jerusalem. West Jerusalem, which is occupied as a rule by Jews, has been a piece of Israel since Israel was set up in 1948. Jordan among 1949 and the Six-Day War of 1967 held East Jerusalem, which has a huge Palestinian Arab populace and as of late built Jewish regions. During the war, East Jerusalem was caught by Israel, which has managed it since. Israel asserts that all of Jerusalem is its capital, however Palestinians question the case and the United Nations has not remembered it in that capacity. Jerusalem is Holy to the Arab part of the East as a result of the Dome of the Rock. The Dome of The Rock is as far as anyone knows where Muhammad, the inside figure of Islam, rose to paradise with the heavenly attendant Gabriel and talked with God. At the point when he descended he began to lecture the new religion Islam. The City of Jerusalem is Holy for the Christians since that is where Jesus, the Son of God, lectured his convictions and passed on in Jerusalem. At long last the city of Jerusalem is Holy for the Jews since it is their political and strict focus since scriptural occasions. Likewise the Jews have the Wailing Wall, on the east side of the city, which they consider essential to their religion. It is fascinating that Jerusalem is otherwise called the city of three Sabbaths, the Muslim, which is a Friday, the Jewish, which is on Saturday, and the Christian, which as we as a whole know is on Sunday. In the Arab-Israeli war (1948) the city of Jerusalem was isolated in tw... <!

Succubus Dreams CHAPTER 23

I was unable to remain in my room from that point onward, not subsequent to seeing two blessed messengers bite the dust †one truly and one profoundly. I needed to leave, out of the condo. None of the others appeared to notice or care that I fled. With Nyx caught, there were greater things to stress over known to man than one troubled succubus. I'd been driving in the vehicle for around ten minutes before I understood where I was going. Dante's. Vincent's discussion about the malicious appeal unexpectedly appeared to be immaterial. What I required right currently was to converse with somebody about what I'd seen. Seth wouldn't completely comprehend, what's more, matters despite everything weren't fixed between us. Talking about genuine things with the vampires was hard for me once in a while. I was as yet distraught at Hugh. I wouldn't trouble Erik since he was all the while recuperating. Dante was all I had left. He made the way for his store after I slammed against it for around five minutes. The muddled hair and wrinkled attire gave me that I'd woken him once more. He looked irritated, of course, when I strolled inside. â€Å"Didn't it work? I let you know †† He investigated me. â€Å"What happened?† I lurched to one of the seats and fallen into it, hands laying on my brow. I could have been a reflection of Yasmine. I opened my mouth to talk, to clarify what had happened†¦but no words came out. He bowed next to me. â€Å"Succubus. You're cracking me around here. What happened?† I gazed vacantly at him for a few seconds before at long last concentrating on his concerned face. â€Å"She fell.† â€Å"Huh? Nyx?† â€Å"No†¦Yasmine.† â€Å"Who?† My eyes went unfocused again as I recollected that dark fire. The unpleasant sound. Squinting, I attempted to shake it off and direct my concentration toward Dante. â€Å"She's a holy messenger. Was a blessed messenger. Possibly she despite everything is. I don't have a clue. Fuck, I don't have the foggiest idea. I don't have the foggiest idea what she is.† He connected and grasped my arms, shaking me marginally to stand out enough to be noticed once more. â€Å"Look, you're losing me. I don't have the foggiest idea how a blessed messenger falling ties into Nyx. On the off chance that it integrates with Nyx. You've gotta quiet down and start from the earliest starting point. Take a profound breath.† I did. â€Å"Now another.† I did. â€Å"Now talk.† I did. It was hard from the outset, and I had a couple of bogus beginnings. At long last, in any case, I had the option to back up and clarify the cast of heavenly attendants to Dante. The story gradually spilled from my lips, and I revealed to him about what had occurred: Nyx's catch, Joel's demise, and Yasmine's fall. He kept his hands on my arms when I completed, and I later acknowledged it was to consistent me. I was shaking. A few calm minutes went as we stayed there. He breathed out finally and shook his head. â€Å"Fuck, succubus. That is a great deal for one night. In any event, for you.† He contacted my jaw with his hand and tilted my face up. â€Å"But you realize holy messengers fall. You realize they despite everything fall. All the time.† â€Å"But I've never observed it,† I murmured. â€Å"In this time†¦ I've never known any individual who was a heavenly attendant and afterward turned into a devil. All the evil spirits I know†¦well, they've generally been devils. I never observed them when they were angels.† â€Å"First time for everything.† I met his eyes. â€Å"But I preferred her.† I expected some remark like, â€Å"Bad things happen to great people.† Instead, he just shook his head. â€Å"I'm sorry.† I gulped back tears †I'd just cried enough this evening †and inclined forward, leaning my head against his chest, similarly as I had a few evenings ago. He ran a hand down my hair and shook me. â€Å"What trust is there?† I inquired. â€Å"If even holy messengers fall, what expectation is there for the remainder of us?† â€Å"There isn't,† he said. â€Å"We're all alone. Furthermore, we need to settle on the decisions we believe are best for our own endurance. On the off chance that your blessed messenger companion had been thinking that way, she wouldn't have fallen.† â€Å"But that is simply the thing†¦angels don't think, isn't that so? They're selfless.† â€Å"Maybe,† he said suspiciously. â€Å"She let things get that far with the nephilim†¦that wasn't generally sacrificial. Presently they're both screwed, and we have another part in the club.† â€Å"What club?† â€Å"The club. Our club. The one for individuals who commit one error and are rebuffed always in light of it.† He stopped. â€Å"It's an entirely huge club.† I delicately pulled out of the grasp. â€Å"What did you do?† â€Å"Hmm?† â€Å"Your one mix-up. Vincent found the charm†¦he said it was terrible. Dark enchantment. He said you needed to have planned something downright terrible for make it.† Dante's eyes were tragic as he respected me. â€Å"You truly need to know?† I gestured. â€Å"No. You don't. At this moment, just because, you're conversing with me like perhaps I'm not the greatest butt nugget on earth. I let you know the truth†¦and you'll lose all regard for me.† â€Å"I won't. I'll regard you more.† He feigned exacerbation. â€Å"People consistently express honorable things in theoretical circumstances. ‘I'd never undermine my life partner.' ‘I'd return the million dollars that I found in the city.' It's bullshit.† â€Å"It's not,† I contended. â€Å"I regard the truth.† â€Å"But you won't care for it. For what reason do you figure I didn't kiss you that day outside Erik's? I joke about needing to lay down with you †heck, I would like to lay down with you †yet on the off chance that we'd done it, you'd have felt how little vitality I truly have.† â€Å"I purchase the low vitality thing, yet I despite everything need to know the story behind it.† His eyes limited in disappointment. â€Å"Look, succubus. I don't figure I could recount to the story on the off chance that I needed to. It's too hard.† His remark about kissing out of nowhere roused me. â€Å"Can you show me?† â€Å"What?† I pushed toward him. â€Å"Kiss me. I can scarcely get any vitality from you, yet in the event that you open yourself to the memory, I ought to have the option to feel bits of it.† I trusted that was valid, at any rate. While my darlings' contemplations and emotions came through to me during sex, it wasn't actually a framework we could control. I was unable to call up explicit things. Generally what I felt was whatever the person was thinking about simply at that point. As a general rule, it was surprise or maybe a feeling of remorse over the darling he was undermining. Be that as it may, maybe†¦maybe if Dante was explicitly thinking about whatever he had done, it would come through. It merited a shot. I inclined nearer to him. He didn't move, so I went in as far as possible and kissed him. At first, it was only a kiss †all physical. Steadily, I began to get a touch of his life power †yet it was much the same as he'd said. His spirit was excessively dim. The existence vitality that streamed into me was scarcely a stream. It was just a couple of drops, similar to a spilling spigot. Then†¦once I'd evaluated the vitality, I felt something different. I felt his spirit †felt why it was so dark, so without the sparkling life most people had. That darkness started filling me, that sickening and overflowing evil†¦and there, behind it, was depression and outrage and sadness and disappointment. It was sickening. Obscurity and blood. I needed to pull away, however I needed to perceive what he was covering up. The memory came through to me in disconnected pictures, yet I had the option to sort them out and structure an account. I saw a sister. More established than him by ten years. She'd dealt with him all through his adolescence †both in a nurturing route and as a teacher. She was a mystic as well. She'd showed him how to bridle his capacity, to tap the enchantment of the world that was inconspicuous to most people. She had been amazing, yet he was considerably more grounded. It hadn't been sufficient, however. He'd needed more than to just control his capacity †he'd needed to upgrade it. Be that as it may, as Hugh and Vincent had let me know, scarcely any people were brought into the world with the extent of intensity that he'd longed for. Along these lines, he'd taken it. Torn it out. From her. I saw his face when he murdered her, sympathized with his agony as the knife contacted her throat. She was half-mother and stepsister to him, yet he took her life in any case. What's more, with that demonstration, his capacity had developed by extents †both on the grounds that he'd picked up hers and due to the spell in question. The blood of the honest consistently brings power, and the dark enchantment entwined in this demise got it spades. It had left him feeling like a divine being. Also, wanting to be dead. He'd condemned himself. He despite everything cherished the force, despite everything adored employing it†¦but subsequent to slaughtering his sister, he'd abhorred himself. He'd pulled back from the world, attempting to cover his recollections in medications and liquor, just once in a while utilizing his forces for little, piecemeal con occupations. I broke the kiss, not having any desire to see or feel any longer. In the event that we went further, I'd presumably observe what he needed to do to make the appeal. It wouldn't be as terrible as what he'd done to his sister, however I was through with this. Wide-peered toward, I hurried away from him on the floor. â€Å"She was Erik's lover,† I said delicately. I'd had a concise look at Tanya †that was her name †and Erik together. â€Å"She was the lady in the image. That is the reason he detests you.† Dante gestured. â€Å"The three of us†¦we would do incredible things. We were all so screwing skilled, you know?† He laid a hand on his head, eyes loaded with despondency. â€Å"Unsurprisingly, Erik decided to end our fellowship after this. He needed to execute me†¦he ought to have. He should have. However, well. He's not that sort of guy.† â€Å"No,† I concurred, voice cold. â€Å"He's not.† I stood up and moved in an opposite direction from Dante, who was all the while sitting on the floor. He turned upward and acknowledged what I was doing. The hopeless face turned irate. â€Å"Leaving so soon?† â€Å"Yes.† â€Å"Well. A debt of gratitude is in order for halting by. What's more, a debt of gratitude is in order for demonstrating me right.† â€Å"About†¦?† He tossed his hands I

Omega-3 Fish Oils for Bipolar Disorder Treatment

Omega-3 Fish Oils for Bipolar Disorder Treatment Bipolar Disorder Treatment Medications Print Omega-3 Fatty Acids for Bipolar Disorder Speaking from Experience By Marcia Purse Marcia Purse is a mental health writer and bipolar disorder advocate who brings strong research skills and personal experiences to her writing. Learn about our editorial policy Marcia Purse Medically reviewed by Medically reviewed by Steven Gans, MD on August 05, 2016 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD Updated on July 14, 2019 Bipolar Disorder Overview Symptoms & Diagnosis Causes Treatment Living With In Children Your Rights JamieB / RooM / Getty Images Omega-3 fatty acids found in fish oils and flaxseed oil supplements have been recommended as for people with bipolar disorder. Studies have shown that increased intake of Omega-3 in fish oil is linked to greater volume in areas of the brain, which is associated with mood elevation and regulation and a reduction in depression. Doctors may recommend supplements to people with bipolar disorder, including flaxseed oil and Omega-3 fatty acids, found in fish oils. These are posts written by members about their personal experiences with using the nutritional supplement Omega-3 in the treatment of their manic-depressive illness. Please be aware that material contains the personal experiences and opinions of consumers and in no way should be construed as medical advice. Material may have been edited for spelling, grammar or clarity. Poor Experience With Omega-3 I have been taking omega-3 fish oils at 6 grams/day for approximately two months. I have not yet noticed any effects positive or negative. Im considering increasing to 10 grams/day as my psychiatrist informs me that seems to be the more beneficial range if I can tolerate the gastric side effects. â€"Nan Positive Experience With Omega-3 I have been using fish oil and melatonin for several months and the fish oil really works. â€"KathyMy loved-one was taking fish oils and it seemed to work for him. I havent bought any for about a month and I have seen my loved-one go down hill. I think Ill buy some more. It really seemed to help. â€"Pattie-40I have started taking Omega-3 fish oils to help me with my bipolar disorder. I am currently taking a total of 9000 mg per day broken up into three doses. â€"PhilI wanted to try something different since I was having no luck with the different meds I was taking. Ive been taking 6000 mg of fish oil (three pills am and pm). As far as I can tell, the fish oil (after about two months) seems to control my hypomania pretty well. It seems to have the same effect as the Tegretol I was takingâ€"it flattens out my highs. I still have a lot of problem with depression though.Another added benefit of the fish oil is cost ... I think you cant beat the price. I also seem to have no adverse side effects with the fish oil. â€"Sherry Taste of Omega-3 Capsules I am also taking fish oil, but I think Ill try flaxseed oil. My doctor said either one is good, but I seem to taste a fishy taste sometimes. â€"MarcieIt might be a good idea to have some sugar-free peppermints on hand; otherwise, your boyfriend may say your breath is like a rainbow trout on a crisp spring morning. â€" Scooby

Analyse the Text of the Speech, Paying Particular...

In no more than 2, 250 words, analyse the text of the speech, paying particular attention to the following features of its semantics and lexical structure: use of metaphor, semantic field, text type, register, intertextuality. Martin Luther King was one of the main leaders of the American civil rights movement, who fought against discrimination, and made a powerful appeal for justice and equality. Looking back to the history, in 1963 the America was divided into black and white population due to racism across countries. Namely, not only institutions such as schools and churches were separated but also public places like restaurants, libraries, cafes and even toilets. Besides, all the Black people, who were also called ‘Negroes’ were†¦show more content†¦Namely through such composition of words, King wants the crowd to understand the seriousness of racism issue and experience its effect in terms of another semantic field, which in this case is a money matter. Using such metaphors, people are more likely to understand what his intentions are and also the hidden, deep meanings, which they convey and which are linked to the Civil Rights issue. According to professor of Philosophy, J ohn Searle, metaphor is based on the â€Å"understanding and experiencing one thing in terms of another† or as Joseph Priestley, who was an 18th century popular British theologian and natural philosopher, claimed that metaphor is defined as: â€Å"simile contracted to its smallest dimensions.† Not surprisingly, metaphors are widely used by poets, what gives an opportunity to readers analyse and interpret the hidden meaning of words. This linguistic process gives also a pleasure to potential readers in discovering what the author really meant by certain words or expressions. There are many uses of metaphor and as stated in the article â€Å"The many Uses of Metaphor† written by Karsten Harries: â€Å"successful metaphors reveal reality and can thus claim to be true.† The text of the â€Å"I have a dream† historic speech is made up of many metaphors, which are used in various ways. In addition, there are also numerous words used to create metaphors, which connotations are associated with negative feelings, for instance:

Analysis Of The Epic Of Gilgamesh - 738 Words

Baily Broussard Mr. Guidry World History 4 December 2015 The Epic of Gilgamesh In The Epic of Gilgamesh, Gilgamesh terrorizes the people or Uruk. Because of this, they call out to the sky god Anu for help. Anu decides to turn to the goddess of creation, Aruru whom makes an equal for Gilgamesh. Aruru created Enkidu to be just like Gilgamesh and for them to contend together and leave Uruk in quiet. When Gilgamesh got up and went to the house of a bride waiting for the bridegroom, Enkidu stepped out and stood in the street blocking the way. They met at the gate and Enkidu put his foot to prevent Gilgamesh entering the house. This began a fight between the two and they broke the doorposts, the walls shook, and snorted like bulls together. Enkidu was thrown and his fury died. Enkidu then admitted â€Å"there is not another like you in the world† (Gilgamesh, 4). Enkidu and Gilgamesh then became good friends that went on an adventure together. This adventure entails cutting down a cedar forest to build a great monument for the gods To accomplish they must kill the Guardian of the Cedar Forest, the great demon, and Humbaba the Terrible. Enkidu dreamed that someone should be punished for the killing of Humbaba and the Bull of Heavens and he soon becomes sick and suffers for twelve days before he dies. Gilgamesh wept and then goes on the search for an everlasting life. He then finds Utnapisthim who gives him the secret to everlasting life, which is staying awake for six days and sevenShow MoreRelatedThe Epic Of Gilgamesh And Analysis1436 Words   |  6 Pages The Epic of Gilgamesh –Summary and analysis Introduction The Epic of Gilgamesh is an excerpt of the original text of the Epic listed in the Sources of the Western Tradition, 5th edition, by Perry, Peden and Von Laue (2003). The Epic of Gilgamesh is the story of King Gilgamesh who is the powerful king of Uruk, the incidents in his life, the associations he makes, the encounters he has, and the transition that occurs in his life in relation to his gainingRead MoreAnalysis Of The Epic Of Gilgamesh 1647 Words   |  7 PagesThe Epic of Gilgamesh is a story of heroes fighting a war not in a battlefield but within their own selves and amongst each other, struggling with their own emotions and attributions to attain the best version of themselves and to fulfill the utmost quest of life. With the use of two very different yet so similar characters: Enkidu and Gilgamesh, the epic explains two aspects of same psyche, and different imageries, one of which is door, have been used in the text to explain interactions betweenRead MoreAnalysis Of The E pic Of Gilgamesh Essay1361 Words   |  6 PagesHERE As readers delve into the depths of The Epic of Gilgamesh, they perceive the allure to dreams which has captivated humanity for centuries. The epic poem uses dreams as a symbolic representation of the human mind and its ceaseless bounds. Given the Mesopotamian culture’s importance in regards to their religion, dreams provide the only means of one connecting with their future and deities. Furthermore, each mental fantasy referenced within the epic delineates the rationale of all beings to actRead MoreAnalysis of the Epic of Gilgamesh Essay1122 Words   |  5 PagesAnalysis of the Epic of Gilgamesh The epic of Gilgamesh is the earliest primary document discovered in human history dating back to approximately 2,000 B.C.E. This document tells a story of an ancient King Gilgamesh, ruler of Sumer in 2,700 B.C.E. who is created gloriously by gods as one third man and two third god. In this epic, Gilgamesh begins his kingship as an audacious and immature ruler. Exhausted from complaints, the gods send a wild man named Enkidu to become civilized and assist GilgameshRead MoreEpic Of Gilgamesh Literary Analysis1837 Words   |  8 Pagesmortality, divinity, punishments are told through stories of individuals and societies. The Epic of Gilgamesh is a Mesopotamian book that was written long before the Bible. A comparison of the literary elements show several similarities that lead many religious and cultural scholars, as well as historians to contend that the accounts in the Old Testaments were derived from the Gilgamesh. The Epic of Gilgamesh and Bible were both written as sources o f moral messages for religious practices and guidesRead MoreAnalysis Of The Epic Of Gilgamesh 1311 Words   |  6 PagesThe Epic of Gilgamesh is a very popular epic that is difficult to understand at first, which is why there is different translations of the same book. Although Foster and Sander’s translations have a lot of similar words and the stories are basically the same, there are also a lot of differences between the two. One of which is more straightforward and easier to understand, whereas the other is more of an in depth thoughtful read for the reader. Both translations differences have their own particularRead MoreAnalysis Of The Epic Of Gilgamesh 1449 Words   |  6 Pagesbeginning in The Epic of Gilgamesh, Gilgamesh is a bully king who frightens and annoys the people of Uruk. After the gathering with Enkidu and becoming his friend does Gilgamesh transform, into a hero worthy of history. The brotherly or â€Å"bromantic† ( considering the questionable r elationship they have) love the two have for each other helps Gilgamesh become an better leader to his people by permitting him to better understand and identify with them. Even though the myth of Gilgamesh is very ancientRead MoreAnalysis Of The Epic Of Gilgamesh 979 Words   |  4 PagesThe Epic of Gilgamesh tells the legend of King Gilgamesh of Uruk and his adventures with the feral human Enkidu. At the beginning Gilgamesh shares a lot of similarities to Egyptian Pharaohs. He’s worshiped by his people in a way that’s almost pious and holds himself up with a certain arrogance. The only difference with Gilgamesh is he is one part deity and two parts human. Over the coarse of the Epic we see Gilgamesh’s demeanor change to a more humble one. This change can be attributed to the trialsRead MoreAnalysis Of The Epic Of Gilgamesh 1284 Words   |  6 PagesPerhaps one of the earliest pieces of literature, The Epic of Gilgamesh is a tale about a Mesopotamian king n amed Gilgamesh who crudely dominates the natural world surrounding his gleaming society. Juxtaposing Gilgamesh’s godlike stature, Enkidu is a wild beast used to counterbalance the king in a literary sense. The hierarchical dichotomy expressed in the epic has appeared thematically within numerous mediums, including the revered artwork of Jean-Michel Basquiat. Raised in the Lower East Side (LES)Read MoreAnalysis Of The Epic Of Gilgamesh 1119 Words   |  5 PagesTranslation Comparison Gilgamesh The Epic of Gilgamesh has been read and reviewed/ critiqued by numerous authors. I took the articles’ ‘Angiology in the Epic of Gilgamesh’ by Th. Jacobson, and compared it to Benjamin Fosters ‘A New edition of the Epic of Gilgamesh’ These two articles both critique the writings of The Epic of Gilgamesh but in different ways. Foster’s article is a critique on a critique that has been written about The Epic of Gilgamesh, where as Jacobson critiques the epic itself, so we are

American Express Branding Financial Services †Essay Free Essays

string(47) " several other banks across the United States\." 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. We will write a custom essay sample on American Express: Branding Financial Services – Essay or any similar topic only for you Order Now 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 Empire 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 workers 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 exchange 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 account 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 credit – —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. You read "American Express: Branding Financial Services – Essay" in category "Essay examples" 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 Diner’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 (TE) 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 country. 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 fact 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 p ay 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 hit 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 c ard 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 million 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 Express cards Cards were perceived by many as status symbols, signifying success and achievement. AMEXAMEX sought to maintain this elusive image t hrough 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 representative 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 respond. 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 had 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 interesting 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 ten 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 photographer Annie Liebovitz was recruited to photograph celebrities rarely shown in advertisements. The ads s howed 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 advertising 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 played 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 previous 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) and 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 Mercede s 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 cardholdercardholders 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"elite† 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 considered 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 TE 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 cardholdercardholders 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 Express 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 million, 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 began 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 division, 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 Competition In 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 Optima 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 the 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 agreement with ATT in 1990. Within five years, the ATT 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 in 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 credit 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 199 5, other retailers such as Laura Ashley, ShopRite, 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 lower 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 October 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 the 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 billion 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 card 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 vis ion— — 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 attempted 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 SkyMiles 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 Financial 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 became 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 card-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 the 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 Ne w 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 How to cite American Express: Branding Financial Services – Essay, Essay examples

Serial Killers Research Paper free essay sample

Nature and nurture both play significant roles in the upbringing of a child and throughout this developmental stage in adolescence it is easy to see how serial killers’ minds are formed. Not only are nature and nurture both contributing factors to shaping psychology but also individual influential life instances for each person. The nurture, or caretaking, in which a person is brought up can be just as influential as the nature, or heredity, on the child’s psyche. Every single person has their own story of their life; everyone was brought up to be the person they are due to many different aspects of their life. It is interesting that a person can be born with certain genes that make them more prone to challenging disorders. For example bi-polar disorder, schizophrenia, and depression obviously can be obtained due to a person’s environment, but the fact that they can arise due to someone’s genetic material is truly astonishing. We will write a custom essay sample on Serial Killers Research Paper or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page In addition to gaining certain genes that trigger social disorders, humans are also susceptible to inheriting traits that make them aggressive, manipulative, and impulsive (Brogaard and Marlow. ) These traits can be closely related with psychopathy which is the term many would coin directly with serial killers. The NCCM (National Center for Crisis Management) suggests that although â€Å"we are all classified the same as human, we each are unequally different in our genetic makeup†¦we as humans, though similar in our biological and biochemical composition, are absolutely unique; and, especially that each biochemical composition has a pattern and distribution all its own† (â€Å"Serial Killers: Nature vs. Nurture. †) It is true and well accepted that each individual is their own person and so this belief further complicates the ability of criminologists and social behavior psychologists to determine why people act out in the way that they do, more specifically why serial killers do. The nature of an individual therefore, is imperative to that individual’s wellbeing. Unfortunately, however, this is not a part of life that can be controlled. Dr. Helen Morrison, a psychiatrist based in Chicago, Illinois, is widely known for studying the genetic make-up of serial killers. Morrison is most well known for her work with John Gacy in which she helped to conduct an autopsy in order to study Gacy’s brain. Although there were no notable findings in Gacy’s brain that concluded he would be predestined to be a serial killer, Morrison believed the answer to finding their motives (serial killers) laid within the brain due to a genetic defect. This genetic defect was epigenetic change, where a gene is not faulty due to heredity however it is an inactive gene with the potential to change. With her disappointment in Gacy’s deceased brain, Morrison’s next big step was to implement electrodes within live serial killers brains. The law unfortunately wouldn’t allow Morrison to do so and she believed this was a major mistake. Implementing these electrodes in the brain, like many doctors do on patients with psychological disorders, would measure any abnormalities within the brain. Thus, Morrison would have been closer to discovering what makes serial killers genetically different (Winch, Graham). Living in the 21st century, it would seem as if society has made major advancements in technology, and although there is evidence in genes that prove certain abnormalities, it is also true that environmental circumstance plays a role in how people act. Nature has predestined individuals to be a certain way but it is also true that these individuals are not required to channel those traits unless they are somehow triggered, a prime example of epigenetic change suggested by Dr. Morrison. So even though a human’s genetic material reflects their mannerisms, these mannerisms do not have to arise (although they still can) until they are activated by other factors. These other factors occur outside of the genetic material and they are known as environmental factors, or the nurture of the individual. Psychology by Hockenbury states, â€Å"It’s now known that environmental factors influence which of the many genes we inherit are actually switched on, or activated† (305. ) And Bernard Brown had once said that â€Å"genes are not destiny. There are many places along the gene-behavior pathway where genetic expression can be regulated. † Basically most psychologists have agreed that nature and nurture both play significant roles on the development of an organism and that both are dependent on each other to further that development. So, not only are serial killers bred by heredity, but in addition by circumstance. Those who turn to violence in their adulthood, such as in the cases of serial killers, often experienced abusive and neglectful childhoods. It is from these horrifying past experiences that a serial killers draws his/her own violence, which is, in turn, inflicted upon the killers victims (Nurturing a Serial Killer). According to the Societal Consequences of Child Abuse, 40% of children who were faced with abuse are more likely to be arrested for violent crimes.