Movie Review of On the Waterfront - 648 Words

Reaction: On the Waterfront (1956) Even before I saw Eli Kazans On the Waterfront, I was familiar with the line of Marlon Brandos: I could have been a contender. I knew, even before watching the film, that Brando played an ex-boxer with broken dreams. I also knew that the film had been made during the McCarthy era, around the time of the red scare. In the film, Brandos character Terry Malloy witnesses a murder, and is encouraged to turn in the perpetrators, even though his union bosses are involved. The film portrays the dockworker Malloys decision to come forward as a heroic one, partially rooted in his love for the dead mans sister Edie. (Edies brother was killed for the same reason as Terry is being persecuted he informed on the union bosses). Knowing the back story of the film, I felt somewhat uncomfortable rooting for Brando to turn in his bosses, given that the film could be read as a defense of turning in people during the McCarthy era. The film portrays unions as made up of villains. Malloy is one of them a u nion member until he becomes so tormented by his conscience he cannot help but come forward. He cannot live with himself unless he speaks. Eventually, because of the public courage of his convictions, the other longshoremen side with Terry. The film is powerful as a story in and of itself, regardless of what the director intended it to symbolize. It can be read as an indictment of corruption and concealment in all industries, as membersShow MoreRelatedMovie Critique of On the Waterfront1605 Words   |  7 PagesOn the Waterfront I. Background/ History: On the Waterfront is a classic, award-winning, controversial film directed by Elia Kazan. This movie is part drama and part gangster film. The film is full of the problems of trade unions, corruption, and racketeering. It is set on New Yorks waterfront docks, where the workers try to keep their low wage jobs, while being bossed around by the mob. To make matters worse, the mob is in charge of the labor unions. The movie has a very realistic feel,Read MoreWith Direct Reference to at Least One Film, How Did Hollywood Address the Paranoid, Hysterical Political Climate of the 50s?1698 Words   |  7 Pagesfederal government or subversive elements working in the Hollywood film industry† (Red Scare, 2013). On September 21, 1947, HUAC â€Å"subpoenaed forty-three members of the Hollywood film community to answer charges about communist infiltration in the movie industry† (Friedman, 1984, p. 214). Ten of the Forty-three appeared before HUAC and â€Å"refused to answer the Co mmittees questions about their political affiliations† (Friedman, 1984, p. 214). They became known as the Hollywood Ten and claimed, â€Å"thatRead MoreThe Directing And The Setting2027 Words   |  9 PagesEXAMINE THROUGH SPECIFIC EXAMPLES THE WAYS IN WHICH THE ACTING, THE DIRECTING AND THE SETTING CONTRIBUTE TO THE VISUAL STORYTELLING IN ON THE WATERFRONT (KAZAN, 1954). Thesis: My objective will be to analyze Of a Waterfront (Kazan, 1954) by scenes the use of black and white filter. Opening Section: On the waterfront opens by introducing small corrupt local that are mobsters that run the docks Hoboken, New Jersey, across the river Manhattan. Terry Malloy, is an incomprehensible boxer in his lateRead MoreStrategic Drift2424 Words   |  10 Pagesconvinced that its record library had helped guarantee the success of the Compact Disc, Sony looked to CBS Records to provide the software necessary to ensure the success of its new Digital Audio Tape. In the years that followed Sony acquired expensive movie studios to showcase their impressive arsenal of hardware. As much attention was not paid to the American management team and the lavish spending spree on renovation production, management, and television ballooned. Overheads increased by 50 per centRead MoreStrategic Drift2437 Words   |  10 Pagesconvinced that its record library had helped guarantee the success of the Compact Disc, Sony looked to CBS Records to provide the software necessary to ensure the success of its new Digit al Audio Tape. In the years that followed Sony acquired expensive movie studios to showcase their impressive arsenal of hardware. As much attention was not paid to the American management team and the lavish spending spree on renovation production, management, and television ballooned. Overheads increased by 50 per centRead More Casino Development in Massachusetts Essay5400 Words   |  22 Pagesgetaway, or maybe even go see a concert. Foxwoods and Mohegan Sun have developed into much more than just casinos. There is so much for people to do at casinos. Even young children now are welcome and can enjoy themselves in arcades, play areas, or movie theaters. Instead of having to drive to Atlantic City or even make a voyage to Las Vegas, Massachusetts’s residents can easily take a quick two-hour trip from Boston to Foxwoods or Mohegan Sun. And without a doubt, Massachusetts residents are definitelyRead MoreProject Mgmt296381 Words   |  1186 PagesCritical chain method Chapter 9 Chapter 10 Reducing Project Duration Leadership Chapter 2 Organization Strategy and Project Selection 1.4 Projects and programs (.2) 1.4.1 Managing the portfolio 1.4.3 Strategy and projects 2.3 Stakeholders and review boards 12.1 RFP’s and vendor selection (.3.4.5) 11.2.2.6 SWAT analysis 6.5.2.7 Schedule compression 9.4.2.5 Leadership skills G.1 Project leadership 10.1 Stakeholder management Chapter 11 Teams Chapter 3 Organization: Structure andRead MoreMetz Film Language a Semiotics of the Cinema PDF100902 Words   |  316 Pagesreal spectacle— to a much greater extent, as Albert Laffay has noted, than does a novel, a play, or a figurative painting.1* Films release a mechanism of affective and perceptual participation in the spectator (one is almost never totally bored by a movie). They spontaneously appeal to his sense of belief—never, of course, entirely, but more intensely than do the other arts, and occasionally films are, even in the absolute, very convincing. They speak to us with the accents of true evidence, using theRead MoreMonsanto: Better Living Through Genetic Engineering96204 Words   |  385 Pagesinexperienced with the case method, you may need to alter your study habits. A lecture-oriented course may not require you to do intensive preparation for each class period. In such a course, you have the latitude to work through assigned readings and review lecture notes according to your own schedule. However, an assigned case requires signiï ¬ cant and conscientious preparation before class. Without it, you will be unable to contribute I N T R O D U C T I O N : P R E PA R I NG AN E FFE C TIV E C ASERead MoreMarketing Mistakes and Successes175322 Words   |  702 Pagesforever. He wound up selling himself to the owners as the man they needed to grow their business. To Get a Piece of the Action This original Starbucks store was and still is located in the Pike Place Market, a major tourist attraction near the waterfront. It and three sister stores had opened around Seattle and offered a major contrast to the 50-cent cups of black liquid that were usually served with gobs of powdered cream and sugar in self-service convenience stores. These Starbucks stores offered

The Brilliant Comedy of Shakespeares Twelfth Night Essay

School House Rock teaches that â€Å"three is a magic number.† We see threes all over the place: id, ego, superego; mother, father, child; father, son, holy ghost; reading, writing, ‘rithmatic. One place where the magic of three does not fit is in romance. Sex (conventionally and biologically) only has room for twos: sperm and egg; man and wife; big spoon and little spoon. Groups of three in the world of love create tension for the characters and audience, and the discomfort with the situation and sense of powerlessness leads to comedy. Shakespeare’s Twelfth Night has central love triangle between Cesario/Viola, Orsino, and Olivia; the excesses and complications within the triangle causes disorder for the characters and audience, and†¦show more content†¦Instead of processing this much information, Viola resigns herself to the conclusion, â€Å"It is too hard a knot for me to untie† (2.2.39). Her plight is an unsolvable riddle, and Viola reli es on time and fate to solve her problem. Since she is not in control of the situation, she is powerless to do anything but observe. Since we cannot jump onstage and de-mask Viola, we, as audience members, are also powerless observers. The lack of control strikes us as funny because all we can do is enjoy the clever ride the play is taking us on. Furthermore, when such plot complications arise, the audience finds several layers of humor. Together, we laugh with Viola at the comedy of Olivia falling in love with someone who is incapable of loving her back. Viola explains, â€Å"My master loves her dearly,/ And I, poor monster, fond as much on him,/ And she, mistaken, seems to dote on me† (2.2.31-33). Viola acknowledges the absurdity, of the triangle, and we are all on one page. Then, she goes on to say, â€Å"As I am a woman now, alas the day,/What thriftless sighs shall poor Olivia breathe!† (2.2.36-37). We not only laugh at Olivia’s stupidity of â€Å"falling† (both in love and for the disguise) for Cesario/Viola, but now find humor in the pain of Viola’s conundrum. She feels she is a â€Å"monster,† a freak of nature, which is incapable of finding happiness. She feels bad for herself, asShow MoreRelatedCritique Of Twelfth Night1746 Words   |  7 PagesEmma Rice revamp s Shakespeare’s comedy Twelfth Night into a dazzling musical production, full of modern twists and references that encompass the original core of the play. In this eccentric production, comedy and music take center stage, supported by technical factors such as set, lighting, and sound, but brought to life by brilliant costuming, wondrous music, and the superb acting and singing abilities of the cast. Rice takes several liberties with the original structure and text of the play, manipulatingRead MoreStar Of The Sea By Joseph O Connor Essay1478 Words   |  6 Pagesyeomanry. Lastly, the lower class which were your laborers and beggars. It is also famously known as the Golden Age of English history, as English literature and theater reached its peak during this period (Queen Elizabethan I Era). Shakespeare’s comedy, Twelfth Night, or What You Will was written in this time so this idea of social class plays a part of this piece of literature. Researchers believe that Shakespeare challenges the norm of social rank and class at this time. He achieves this by theRead MoreWilliam Shakespeare1735 Words   |  7 Pagesnot a rose by any other name smell as sweet?† William Shakespeare, a name we have all heard at some point, but who is he? William Shakespeare, the man who has influenced our culture through his various literary works. What is the truth behind the brilliant man whom penned the renowned words filling the pages of the ever significant Romeo and Juliet, Much Ado About Nothing, or The Tempest? William Shakespeare was born William Shakspere. Aside from contemporary and popular belief, it is a common misconceptionRead MoreEssay on Biography of William Shakespeare2736 Words   |  11 Pageshis fathers shop so that he could be taught everything his father knew and soon take over the business. But instead he was the apprentice to a butcher because of the trouble in his fathers financial situation. Just what happened to alter John Shakespeares financial and social position after the mid 1570s is not clear. Shakespeare was still allowed a lot of free time when he was young. This was suggested by historians that his plays show more ideas of hunting and hawking than do those of other play

Causes Effects of Broken Relationship - 3780 Words

â€Å"Causes and Effects of Broken Relationship† A relationship is normally viewed as a connection between two individuals, such as a romantic relationship between a boy and a girl. A typical relationship is built through a deep, ineffable feeling of tenderly caring towards the person the relationship is concerned to. The conception of relationship encompasses a wealth of different feelings, from the passionate desire and intimacy of romantic love to the nonsexual emotional closeness of familial. Thus relationship in its various forms acts as a major facilitator. For further proceeding to this analysis of impact of broken relationship we now need to clarify how different types of relations are built and what are the facts that lead those†¦show more content†¦I got lots of information from internet, but little bit from magazine and journal regarding this topic. Few of my friends gave me lots of idea which were really helpful for me to write up a research paper on this topic. Limitation To pull out the required information I had to do survey. I had faced some problems during preparing the research paper like- time constrains: this is quite obvious problem for every student to finish a research within a three and half month. So I have no other choice but to narrow it down. Research Findings To justify my thesis statement, I have prepared questionnaire, which included with ten questions. Among these questions first four questions were based on MCQ and rest of the open ended questions. Now I am clarifying each of the questions on the basis of my findings. 50% responses that he/ she will be good looking, wealthy and beautiful mind which is option (d), when he/she is going to choose his girlfriend/her boyfriend. But in reality it is not possible. 30% responses, that he/she will have beautiful mind. Below 10% suggest that wealthy and above 10% go with good looking are matters of choosing a boyfriend/girlfriend. More than 35% think that mental disagreement is the main reason, which leads a fair relationship to an unfair end. 30% response inequality in social status directs them to breaks up. Nearly 15% suggest other reasons whereas 20% agree that sexual dissatisfaction areShow MoreRelatedBROKEN RELATIONSHIP1532 Words   |  7 Pagesï » ¿We are going to discuss about a thing which most of us have been experienced in our life, that is Broken relationship. But before we we go futher, we should understand what is relationship and the types of relationships. Relationship can be defined as the way in which two or more people, groups, countries, etc., talk to, behave toward, and deal with each other Also relationship refers to a romantic or sexual friendship between two people Also the way in which two or more people or things areRead MoreEssay On Broken Family1027 Words   |  5 Pagest a broken family has on juveniles. A broken family refers to a family that has gone through a separation, abandonment or divorce leaving the children with only one parent instead of the much needed two. In the beginning of a divorce parents tend to argue non-stop and just have a sense of despair around the household. Children around that type of atmosphere can get confused and blame themselves for such arguments and the overall unhappiness. When dealing with divorce the effects on the children varyRead MoreBroken Friendships1255 Words   |  6 Pagesfemale friendships, no matter how great it started, sometimes it gets broken because of something very trivial.   Like any other kind of relationship, friendships are complicated and do not always work out.   When friendships get broken, it is very difficult to return it back to what it has been before. When a friendship ended, it is undoubtedly hurtful and it will feel like someone has taken your heart away from you. The effects of broken friendships are sometimes ve ry deleterious that the person mightRead MoreSeparation Of A Child s Parents1287 Words   |  6 PagesEach year, over one million American children suffer from divorce in their families (Fagan). Divorce causes lasting damage to all involved, but especially children. Many people assumed that what is good for the mother and father is good for the child. But now, tremendous amounts of research have been done on divorce and children. All the research points out one hard truth and that is that kids suffer when mom and dad get a divorce (focus on the family). Separation of a child’s parents puts the childRead MoreHome Burial1067 Words   |  5 Pagesemotionally stronger and less willing to speak about their feelings and emotions. In this poem besides the wife having to deal with the grief of losing her child, she also seems to struggle with her role in the marriage. For example, during their broken conversation (unstable, uneasy) the husband reproaches his wife for not permitting him to fulfill his rights as a married man. The sexual tension along with all the issues facing their marriage boils dangerously as if in a pressure cooker. The wifeRead MoreMarriage Is A Part Of Most People s Lives All Across The World958 Words   |  4 Pagessixty percent of all second marriages end in divorce. These statistics bring the rise of questions concerned of the shocking numbers. What happens during that time that causes such destruction on the people and the relationship? This subject of marriage and the increasing statistics of failing marriages is worthy of study, effects me personally, and could be studies further. Marriage is worthy of study for many different reasons. Marriage is a part of many people’s everyday life all across the globeRead MoreMedia Changes The World For The Worst1565 Words   |  7 Pageslater on in life. Bradford Wilcox said, Each parent is a role model in different ways. Dads shouldn t have to deal with female problems, and moms shouldn t have to deal with male problems as their child grows up. The number of parents and the relationship between the parents is strongly linked to a child s overall well-being, whether it s sooner or later on in life. Children living with no biological parents or in single-parent households are less likely to exhibit behavioral self-control andRead More Child Abuse and Neglect Essay1139 Words   |  5 Pagesabuse, physical abuse, neglect, and sexual abuse, and although emotional abuse and neglect are often overlooked, each has just as severe effects on children as sexual and physical abuse (Saisan et al.). The many causes of all kinds of the abuse of children have devastating effects on the child’s life presently and later on in life. There are multiple different causes of child abuse, and although abusing a child cannot be pinpointed to one specific characteristic, issue, or situation, there are factorsRead MoreGovernment officials are continually searching for ways to increase the safety of its citizens.1600 Words   |  7 Pagesmaintaining of public areas. Since the early 1980s, this idea has been known as the Broken Windows Theory. Applying this theory in the urban setting can increase the quality of living for the area citizens, help prevent future crimes, and promote a positive relationship between the police force and the citizens. James Q. Wilson and George L. Kelling were not the first researchers to point out the damaging effects that disorder, such as run-down buildings and graffiti, had on communities. They wereRead MoreTeaching Students to Understand Reading 741 Words   |  3 Pageslearning segment is to learn about the relationship between cause and effect, sequencing, and timelines. As we near the CRCT, the students need to be able to describe the relationship between causes and effects. The students will also be able to write their own sentences and stories using different cause and effect strategies. The learning segment will be broken down into four different days, the first day will be focusing on finding cause and effect relationships in literature, the second day will use

Essay From Desire to Disaster Macbeth - 618 Words

In Shakespeare’s Macbeth, the influence of two different forces cause the main character, Macbeth, to be torn between his desire for power and his sense of loyalty to his king and country. Macbeth already holds a place of power when the play begins, being the thane of Glamis, and later gains power as the thane of Kordor, given to him by his gracious king Duncan. However, when his fortune is told by three witches who told him he will be king, instead of being gracious for what the king has already given him, he thirst for even more power. These split in Macbeth’s desires drives the idea that seeking to much power is more harmful than good. Having loyalty to his king and country Macbeth has a hard time coming to terms of his wife’s†¦show more content†¦When Macbeth’s wife learns of the witches’ foretelling she wants Macbeth to be king as soon as possible so she can gain a better standing in society. In an attempt to sway Macbeth to kill Dunca n she insults his manliness, â€Å"When you durst do it, then you were a man;/And to be more than what you were, you would/Be so much more the man† (I.vii.49-51). By insulting Macbeth’s manhood, Lady Macbeth manages to convince Macbeth that he would not be a man if he could not kill Duncan. Macbeth with his masculinity insulted reaffirms his plots to kill Duncan to prove to his wife he is a man worthy of her. Macbeth thinks to himself, â€Å"Let not light see my black and deep desires† (I.iv.51) when pondering on his ambitions for power. Macbeth realizes that his plots are evil and should not be thought of or done by anyone, however he does not want to wait for any more power. He wants all the power he can gain as soon as he can get it even if he has to kill for the power he desires. The underlying theme of Macbeth is that being over ambitious can be disastrous. Macbeth’s loyalty to the king and his desire to obtain power lead to his over ambitions, whi ch then led to his doomed fate in the end of Macbeth. In Macbeth’s attempts to obtain his ambitions he takes actions which in turn lead to his lonely desolation, which supports the theme of being over ambitious can lead to disasters. When Macbeth disregards his loyalty to his king to fulfill his own desires is when his progression toShow MoreRelatedMacbeth-Struggle for Power999 Words   |  4 PagesIt is indeed evident that the play, Macbeth is ultimately about the struggle for power. Power is something many desire where people often change and become evil in their attempts to acquire it and during this play the characters go through many changes which lead to disaster. The two main characters mostly influenced by power in this Shakespearean play are Macbeth and Lady Macbeth. Macbeth is swayed by the prophecy made by the witches and also by Lady Macbeth who holds great control over her husbandRead MoreExamples Of Ethos In Macbeth Act 1 Scene 71021 Words   |  5 Pages In Macbeth’s Act 1 scene 7, Macbeth is unsure on whether he should kill King Duncan. As He begins to analyze King Duncan’s honorable character and the betrayal he’ll be known for if he executes the King, he keeps a doubtful and pitiful tone. Lady Macbeth is able to convince Macbeth to follow through with their plan by attacking Macbeth’s character and persuading him to follow his desires. She keeps a seductive and demanding tone. The appeal used in Act 1 Scene 7, is both ethos and pathos;Read MoreThe Role Of Ambition In Macbeth1208 Words   |  5 PagesMacbeth is a Shakespearean play which shows how ambition drives a person’s life and how people are constantly driven by uncontrolled ambition to better their lives. In the play, regardless of Lady Macbeth and the witches, Macbeth is responsible for his own downfall. He is driven by ambition to be viewed as a better man in the country and to be in control of his own fate. Uncontrolled ambiti on can easily turn into insanity; plans should be led through intelligence and maturity in order to achieveRead MoreExamples Of Conflicting Forces In Macbeth759 Words   |  4 Pagesand one of Shakespeare’s greatest works demonstrating this is Macbeth. This famous play is about nobleman and military man Macbeth and how his tragic choices lead to his inevitable demise. The first and most trying choice that Macbeth has to make is whether or not to kill Duncan, the king of Scotland. Macbeth has to make this decision while being pulled in different directions by two conflicting forces. The force pulling him away from murder is his loyalty and humanity towards Duncan. The other forceRead MoreHuman nature as reflected in Macbeth1553 Words   |  7 Pagesï » ¿Human nature as reflected in Macbeth Human nature has sparked much debate throughout history. Some people think that human nature at birth is absolutely good and that all evil comes from postnatal education or the negative effects of parental or guardian interaction. This idea is evident in a Chinese saying which translates as Men at their birth are naturally good. Conversely some people argue that human nature is initially evil, and provide an example by citing the observation that when aRead More Darkness in Macbeth Essay581 Words   |  3 PagesA.C. Bradley wrote that about Macbeth: â€Å"darkness, we may even say blackness, broods over this tragedy... all the scenes which at once recur to memory take place either at night or in some dark spot.† The Tragedy of Macbeth contains many instances where darkness is represented and portrayed whether it occurs at night or the actions. Many actions that were completed by Macbeth, Lady Macbeth and the prophecies told by the witches, all have corrupt intentions or outco mes. Shakespeare often will useRead MoreLady Macbeth Is Essentially the Villain in Macbeth771 Words   |  4 PagesShakespeare’s Macbeth, Lady Macbeth is the true villain of the play as she is evil, ambitious and eventually insane. Lady Macbeth masterminded the idea to kill King Duncan and planted the vision into Macbeths mind, she convinced Macbeth to commit such a crime, and her love for her husband was eventually overruled by her determination and lust for power. Throughout the play she starts to show her true colours and the destructive force of her ambition, which inevitably results in nothing but disaster. LadyRead MoreAnalysis Of Macbeth By William Shakespeare1659 Words   |  7 PagesHonors 9 November 2015 Macbeth Essay The theme of tragedy appears in various amounts of movies, literature, and plays which provided entertainment for people throughout the years. Movies and plays such as â€Å"The Titanic† and â€Å"Romeo Juliet† gave audiences a pang of sadness and amusement as the story line unraveled. Notably, the prevalence of the theme occurs in Shakespearean plays such as the tale of Macbeth which displays Aristotle’s definition of tragedy. The play Macbeth lives up to Aristotle’sRead MoreThe Tragic Tragedy Of Macbeth By William Shakespeare Essay1479 Words   |  6 Pagestragedy Macbeth is arguably one of the most recognised literary works of William Shakespeare, centered on the idea of illegitimate power. Throughout the text, Shakespeare explores the destructive nature of power through various representations and characters, conveying an unceasing struggle for power amongst the main protagonists that causes devastating consequences. Though Shakespeare conveys m any different representations regarding the nature of power and the way it operates throughout Macbeth, inRead MoreLiterary Analysis of Macbeth Essay1310 Words   |  6 PagesLiterary Analysis of Macbeth Having a lust for power can cause a loss in many things. It’s as if you’re in a win-lose situation. In this case, the play Macbeth written by Shakespeare has scholars sayings, â€Å"The lust for power by Macbeth and Lady Macbeth led to a loss of humanity.† With that said, I totally agree with their view. Both Lady Macbeth and Macbeth went out of their way to even killing King Duncan and burdening the murder on his guardsmen. Even though that’s a common human act, you

The Three Strangers by Thomas Hardy and The Darkness out...

Explore the themes of justace and things not being as they seem in The three Strangers by Thomas Hardy and The Darkness out there by Penelope Lively Explore the themes of injustice and things not being as they seem in The Three Strangers (Thomas Hardy) and The Darkness out There (Penelope Lively) The Three Strangers is a pre 20th century story that was written in 1883 but set in 1820. The Darkness Out There was written in 1970. From the titles of the stories we assume they would be a mystery or horror story. We think this because the word darkness is used and this gives you the idea that it is a horror. The Three Strangers makes it seem mysterious, because they are people you dont know and there are three of†¦show more content†¦In The Darkness Out There we assume it is set in the 1960s because the story is telling the tale of an old lady Mrs Rutter, who is talking about her past (about 25years before) and there is the German pilot that had been shot down. The story is set around a wood called Packers End, but it is also set around a cottage that lies next to Packers End. The only other similarity in the two stories is that they are both set around a cottage otherwise there seem to be no other similarities between the stories. The writers have chosen these settings because they have a dark and mysterious feel to them, even though in The Darkness Out There it starts with Sandra, the girl in it, walking on a hot day through a field with flowers around her and the wind blowing in her hair, but then she gets to the wood and immediately it becomes more of a spooky setting. In The Three Strangers you can see straight away that the setting is mysterious because it is misty rainy and windy and these combined give the feeling of an eerie setting. In both stories there is a character that is introduced that seems to be one thing but then turns out to be another. Sandra in The Three Strangers seems to be the nice character as she goes to the Good Neighbours Club and she seems generally a nice person, but then we find out that Sandra was only going to the Good Neighbours Club because her friends were doing it and she said its was kind of a trend. When

Cineplex Entertainment - Loyalty Programs free essay sample

To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail [emailprotected] uwo. ca. Copyright  © 2008, Ivey Management Services Version: (A) 2009-05-15 INTRODUCTION Sarah Lewthwaite, marketing director for Cineplex Entertainment, was approached by chief executive officer (CEO) Ellis Jacob in August 2006 to resume the development of a loyalty program. The movie industry yielded inconsistent revenues each year, and Jacob wanted to increase and stabilize Cineplex’s revenues. As chair of the Loyalty Steering Committee (the committee), Lewthwaite was scheduled to present her recommendations to the committee the following week. She would need to make a persuasive argument that included recommendations on program development, the reward structure and the type of promotional campaign that would be most effective under the existing budget constraints. Finally, she needed to suggest whether the rogram should launch regionally or nationally. Her recommendations would be reviewed by senior Cineplex executives to ensure that the recommendations aligned with their criteria. CINEPLEX ENTERTAINMENT Cineplex Entertainment (Cineplex) was founded in 1979 as a small chain of movie theaters under the Cineplex Odeon name. In 2003, under the direction of Onex Corporation, a Canadian private equity firm that held a major ownership claim in the company, Cineplex merged with Galaxy Entertainment Inc. (Galaxy). The CEO of Galaxy, Ellis Jacob, took over the newly merged company. In late 2005, Cineplex Galaxy acquired its largest competitor, Famous Players, and became Cineplex Entertainment — Canada’s largest film exhibitor. With a box-office market share of 64 per cent, the chain enjoyed approximately 40 million visits per year under the Cineplex Odeon, Galaxy, Famous Players and Cinema City brands. 1 Cineplex’s corporate mission focused on offering movie-goers â€Å"an exceptional entertainment experience. † In addition to seeing a movie, customers could eat at various branded concession counters or play in the arcade. In 2005, Cineplex expanded its strategy to focus on developing new markets, using the theaters’ 1 Cineplex Galaxy Income Fund 2005 Annual Report,http://dplus. cineplexgalaxy. com/content/objects/Annual%20Report% 202005. pdf, accessed January 3, 2008. Page 2 9B08A008 large screens to showcase live events, such as major hockey games, wrestling matches and the Metropolitan Opera. These events contributed greatly to Cineplex’s success, which was measured primarily on customer traffic and revenue per guest (RPG), which was in turn composed of box-office and concession revenues. In 2005, weak box-office attendance throughout the movie theater industry had affected Cineplex’s operating performance (see Exhibit 1 for Cineplex’s income statements for 2003, 2004 and 2005). Following the acquisition of Famous Players in 2005, Cineplex executives adjusted the pricing and products in the food and beverage concessions in 2006. With these moves, Cineplex was able to increase its average box-office RPG to $7. 73 and its average concession RPG to $3. 44 (see Exhibit 2). A GROWTH OPPORTUNITY Like the entire industry, Cineplex faced variable attendance levels depending on the crop of new movies. Additionally, RPG fluctuated based on the film genre. Cineplex executives knew that audiences for actionthemed and children’s movies purchased a high volume of concession items, which typically resulted in a higher RPG than dramas. From these viewing patterns, Cineplex executives were able to distinguish the groups of customers that were particularly valuable. However, with no actual link to individual customers, they faced challenges targeting customers for specific movies and special events. Although market research was helpful on an aggregate level, Cineplex executives wanted to link box-office and concession purchases to a particular customer. Senior executives were supportive of Lewthwaite and the committee collecting this information through a customer relationship management program. FILM EXHIBITION The first Canadian film screening took place in 1896, in Montreal, Quebec, and the earliest cinema opened in 1906. Attending the cinemas, also known as theaters, became a popular social activity; by the 1930s, a variety of independent and studio-owned theaters competed for customer attention. In 1979, Canada’s first 18-theater multiplex opened in Toronto, Ontario, with several other multiplexes following in subsequent years. After a series of consolidations, by 2005, only three major theater companies existed in the Canadian movie and event exhibition market. To showcase films, theaters required licensing from distributors who purchased rights from the production studios. The licensing agreement stipulated the â€Å"box-office split,† also known as the percentage of proceeds that the theater received from a given film over a specified duration. Although both parties were mutually dependent, distributors held the balance of power and theaters relied heavily on concession revenues, of which they retained 100 per cent of the receipts. The margins on customers’ purchases of concession treats and beverages were 65 per cent on average. 3 Table 1 (below) shows one way of characterizing the motivations and frequency of movie-going behavior according to various age segments. Marcus Robinson, â€Å"A History of Film Exhibition in Canada,† Playback: Canadas Broadcast and Production Journal (2005), accessed December 30, 2007. 3 Janet Wasko, How Hollywood Works, Sage Publications, London, 2003. Page 3 9B08A008 Table 1 OBSERVATIONS ON THE MOTIVATIONS AND FREQUENCY OF MOVIE ATTENDANCE BY AGE Frequency, reasons for attendance* Age Segment Labels 13-15 â€Å"Teenagers† 16-19 â€Å"Young Adults† 20-24 â€Å"Young Working† Medium (Special Movies) High (Routine) 36-54 â€Å"Older Families† X Low (Special Events) 25-35 â€Å"Young Families† 55+ â€Å"Retirees† X X X X X These observations were drawn from an independent focus group study conducted in 2003. â€Å"Teenagers† — Teenagers use the movie theatre and arcade for social gatherings because locations are accessible and movie-viewing is considered by parents to be an appropriate social activity. They are among the highest frequency of visitors. â€Å"Young Adults† — This segment has access to a variety of other social venues because they can drive. Some in this segment are still in high school and others are post-secondary students; this segment visits theatres with high frequency. Young Working† — This segment has disposable income and they combine movies with socializing at other venues such as bars and restaurants. This segment has a high frequency of movie visits. â€Å"Young Families† — This segment struggles to balance family and work-related obligations; they take their children to special movies occasionally. â€Å"Older Families† — With a busy work and family life and varying interests within the household, older families attend theatres only for special events, and seldom attend as a family unit. Retirees† — This segment has significant free time to attend movies. They attend movies at a medium frequency. CUSTOMER RELATIONSHIP MANAGEMENT (CRM) Customer relationship management (CRM) is a marketing approach in which a company collects individual purchasing information to improve its ability to understand and respond to customer desires and buying patterns. The information is typically stored in a central database from which the company managers can analyse trends and the purchasing behavior of particular market segments. A better understanding of customers enables organizations to develop targeted campaigns to increase marketing effectiveness, such as restructuring its products and services. For Cineplex, a CRM program could also be Page 4 9B08A008 used to share valuable information with concession suppliers and movie distributors. Through the sharing of this information, partners would be better able to develop products for Cineplex’s customer base. Although several mechanisms were available to collect customer information, the most frequently used systems were point-of-sale systems, which scanned barcodes on wallet-sized cards or key chains. A recent trend for CRM programs was to offer incentives such as discounts or points that could be collected and redeemed for merchandise in return for the customer’s permission for the company to collect data on the customer’s buying habits. Among the Canadian companies following this trend were Shoppers Drug Mart with the Optimum card program, Air Canada with the Aeroplan rewards program and Office Depot and Boston Pizza which both participated in the Flight Miles card campaign. CREATING LOYALTY Even with 65 per cent market share in Canada, Cineplex had to aggressively compete for customer attention. Ongoing film piracy, rental movies, concerts and sporting events, combined with inconsistent box-office revenues encouraged Cineplex managers to explore ways to increase customer spending and frequency, particularly within the lucrative 16- to 24-year-old segment. Before merging with Cineplex Odeon, Galaxy Entertainment had established the Galaxy Elite card, which offered customers the opportunity to accumulate points toward free movie viewing. Although the program had no CRM capabilities, it had been successful in driving customer traffic. During the merger with Cineplex, the program had been disbanded and Galaxy’s customer traffic had promptly waned. In a survey of Cineplex customers in May and June 2005, 95 per cent of respondents stated they were interested in joining a movie rewards program (see Exhibit 3). In 2004, a steering committee composed of different department representatives was established to investigate CRM opportunities for Cineplex. After being put on hold during the acquisition of Famous Players, the committee was anxious to move forward in investigating a joint loyalty/CRM program. Senior managers had several concerns, primarily regarding data control and ownership, which would be relevant if the program were disbanded. Another criterion concerned resource requirements; a program this size would be a costly investment and would likely require new employees to manage it. Lewthwaite would need to prove that it was a worthy financial investment. Finally, the committee needed to consider the length of time required to establish a new database because most committee members believed that conclusive information on customer behavior could be drawn only from a minimum of 500,000 members. Further, although they thought that an investment in such a program could be largely beneficial for Cineplex, if implemented poorly, the organization’s image and its ability to deliver customer value could suffer widespread harm. Lewthwaite knew that although the following partner options might not meet all the committee’s criteria, she had to evaluate the most important considerations. LOYALTY PARTNER OPTIONS Internal Development Under this option, Cineplex managers would develop and operate the program; they would then know their brand best and would have complete control over the direction of the program and the data ownership. However, the organization would incur the entire cost estimated at $5. 5 million in the first year with diminishing costs in subsequent years. The company would also be fully exposed to the financial risk of unredeemed points and could face difficulty in divesting the program if it proved unsuccessful; a new Page 5 9B08A008 department would need to be created to manage the exit of the program. This option would also require a new database, which, depending on promotional effectiveness, could take several years to create. However, because of the unlimited data access and control, this option appealed to several members of the committee. Flight Miles Partnership With 72 per cent of Canadian households as active members, Flight Miles was the top Canadian loyalty program. 4 This program gave cardholders the opportunity to earn leisure and travel rewards by purchasing products at various retailers across the country. Flight Miles executives viewed Cineplex as an opportunity to increase its youth membership, and their executives approached Cineplex executives to propose a special joint program. In this program, traditional Flight Miles cards would be used to collect points. Supplementary key tags would be issued for movie customers who opted to receive additional member benefits and rewards. Although the key tags might confuse other existing Flight Miles members, the proposal seemed to offer numerous benefits to Cineplex, including immediate entrance into a database of seven million people. Cineplex would also have the opportunity to access data from other Flight Miles partners, which would be beneficial in targeting specific retail buyers for niche films. Lewthwaite estimated that access to the Flight Miles program would cost Cineplex yearly fees of approximately $5 million. Cineplex would also be required to pay $0. 09 for each point issued. Lewthwaite thought users of the program would expect each movie transaction to be worth a minimum of 10 Flight Miles points. Cineplex would also be required to pay each time it accessed the data, which Flight Miles would own. A commitment of three years would be required, and if Cineplex decided to leave the program, it would lose all access to accumulated data. Lewthwaite recognized that Cineplex would be required to adhere to the partnership’s decisions; no easy out was available if she did not like some aspect of the program after they signed the deal. To make the proposal more attractive, Flight Miles executives offered to contribute $250,000 to launch a Cineplex-designed and -initiated marketing campaign. Scotiabank Proposal Just as Lewthwaite and her committee sat down to examine the two options in further detail, Scotiabank executives approached Cineplex as a potential loyalty partner. The bank had a relationship with Cineplex derived from earlier corporate sponsorships. As one of the Big Five banks in Canada, Scotiabank offered a diverse range of financial services, including domestic banking, wholesale banking and wealth management. Through 950 branches, Scotiabank served approximately 6. 8 million Canadians in 2005. 5 Because banks competed in an intensely competitive marketplace, many banks aligned their brands with sporting events, venues and other companies through corporate sponsorship. Scotiabank executives were interested in acquiring new youth accounts and increasing overall transactions, so they viewed a partnership with Cineplex as a means to achieve their objectives while sharing financial risk. Scotiabank, which had prior experience with data management companies through its gold credit card program, proposed 50-50 cost-sharing. In return for partnering on the program, Scotiabank expected naming rights on three major theaters and an exclusivity agreement for Scotiabank bank machines in all Cineplex theaters. 4 5 â€Å"Air Miles Rewards Program,† http://www. loyalty. com/what/airmiles/index. html. accessed November 2, 2007. Scotiabank, 2005 Annual Report, http://cgi. scotiabank. com/annrep2005/en/rbl_ov. html, accessed February 10, 2008. Page 6 9B08A008 Scotiabank proposed a three-card rewards strategy. The basic reward card would be Cineplex-branded and used at theaters; the Scotiabank debit and credit cards would act as reward accelerators that accumulated additional points based on customers’ purchasing habits. Any Scotiabank debit- or credit-card user enrolled in this program would be issued the Cineplex card, and holders of basic Cineplex theater cards would not be required to open an account at Scotiabank. Lewthwaite considered that the multiple card system might discourage some customers who disliked carrying additional cards. Secondly, because it would be a 50-50 partnership, Cineplex’s decision-making power would be constrained, and the direction of the program would be subject to mutual agreement. Also, owing to privacy laws, Cineplex executives would not be able to access individual-level banking information on the Scotiabank program users, data that might be helpful in targeting specific retail consumers. However, this program could be promoted in theaters and bank branches across the country. The costs to develop and maintain Cineplex’s portion of the partnership were estimated to be $3 million, $1. million and $1. 9 million in years 1, 2 and 3 respectively. Lewthwaite had to fully consider the potential benefits and drawbacks of each proposal and weigh them against Cineplex’s criteria before recommending which partner to select. She also acknowledged other options were available beyond those that were presented. She knew that this decision could not be made without analysing the potential reward structure of the program because the committee would expect a detailed net benefit analysis to support her recommendation. STRUCTURING THE REWARD PROGRAM Lewthwaite believed it was essential to create a program that would appeal to customers. However, creating a program with valuable and easy-to-gain rewards might be too costly to carry out for an extended period of time. If Cineplex went forward with the Flight Miles partnership, an offer of 10 Flight Miles points per transaction would be required to align with cardholder expectations and could be supplemented with Cineplex discounts. If Cineplex went forward with other loyalty partnerships, it would have full design control over the reward structure of the program. Points could be earned based on box-office transactions, concession transactions, or both. The points could then be used towards movies and concession items. Determining the number and value of points to be given per transaction and the required price per transaction were aspects that Lewthwaite needed to determine. She also needed to decide on the number of points required for particular rewards and whether different reward levels should be created. Among the other options, Cineplex could reward cardholders with a permanent discount on theater tickets or concession items (or both) or possibly provide first access to special events. If Lewthwaite went forward with free or discounted movies and concession items, she would need to estimate the extent to which she would be rewarding customers who would have attended without being offered any rewards,6 the so-called cannibalization rate (see Exhibit 4). To determine the other potential revenues, Lewthwaite needed to perform a sensitivity analysis around any increases in the concession RPG, which she hoped might increase by five to 15 per cent for loyalty program members. She also had the option of charging a nominal one-time or annual membership fee of $2 to $5. Finally, as with any loyalty point program, Lewthwaite knew that only 40 per cent of earned points would be redeemed annually. She drafted a preliminary list of four unique reward structures she thought could be effective, but was unsure which, if any, would maximize customer appeal through retail value while minimizing costs (see Exhibit 5). 6 Cannibalization refers to the number of free visits redeemed that would have been paid visits in the absence of a loyalty program. Page 7 9B08A008 SELECTING THE DATABASE VENDOR If a recommendation were made to move forward with program development, the committee would need to select a database vendor to manage customer data and the e-communication site. This vendor would need strong website design capabilities and a technology platform that could collect a variety of data on Cineplex’s customers. Because Canada had only a few such vendors, Cineplex released a request for proposal (RFP) to three major companies: Alpha, Kappa, and Gamma. Each company responded with a unique proposal for the project (see Exhibit 6). THE MARKETING COMMUNICATIONS CAMPAIGN Cineplex executives wanted to enroll 500,000 customers per year for the first three years in any loyalty program, After the first year, she believed the data bank would be large enough to derive meaningful customer information, and the organization could then focus on customer retention. To meet these targets, Cineplex would need to build substantial awareness of the program, particularly in markets where the Galaxy Elite card had previously existed. Launching the loyalty card would also require a marketing campaign to fit a variety of geographic markets, including Quebec, a province whose official language was French. Lewthwaite had a budget of $300,000, and she needed to make some creative decisions, including the name of the program, the marketing message to customers and the media to be used to deliver the message. In-Theater Advertising In 2005, Cineplex served 5. 3 million unique visitors annually with an average of 7. 5 visits per guest. No costs were associated with in-theater advertising, and Lewthwaite knew it was an excellent way to reach the market but she was unsure which media would be most effective without overwhelming movie-goers. The program could be promoted on concession products, point-of-purchase displays, backlit posters or on the website. The program could also be advertised to a captive audience via the digital pre-show or during the presentation of upcoming attractions. Newspaper Advertising Lewthwaite wondered whether the target market would respond to regional newspaper advertisements. She knew that the committee was opposed to advertising in a national newspaper, such as the Globe and Mail, because it did not have strong reach in every market in which Cineplex operated. However, Cineplex was accustomed to promoting events through half-page ads in regional papers. Although this option would be more costly than advertising solely in a national paper, several more movie-going markets could be reached. The average weekly cost per half-page ad in the small to medium markets was $1,200, and $3,600 for larger markets, with a development cost of $850 for each advertisement. If this option were selected, Lewthwaite would need to determine in which papers to advertise, and the message and frequency of the insertions (see Exhibit 7). Radio Advertising Local radio advertisements could achieve significant coverage in key markets across Canada. The average weekly cost per 30-second commercial was $160 in small-and medium-sized markets and $225 in larger Page 8 9B08A008 markets. Development of local radio ads would cost approximately $1,100 per city. Because Cineplex had used this medium for other events, particularly in rural theater markets, Lewthwaite was confident Cineplex could also negotiate free advertisement space on many radio station’s websites. Online Advertising In addition to advertising on the Cineplex website, the program could be promoted through various websites, such as Google, Muchmusic. ca, MTV. ca and canoe. qc. ca, a French-language news site. Costs varied according to advertisement format and site (see Exhibit 8). Grass Roots Initiatives Lewthwaite had also considered smaller initiatives with the goal of spreading word-of-mouth publicity. Event teams could promote on college and university campuses or at highly visited attractions, thereby raising awareness for the program. Cineplex could also engage in corporate sponsorships. She was unsure what costs would be associated with these options. LAUNCH Launching the program was the final recommendation to be made. Cineplex’s head office was located in Toronto, Ontario, and the company operated in six provincial markets — Quebec, Ontario, Manitoba, Saskatchewan, Alberta and British Columbia — but none of the four Atlantic provinces. Lewthwaite would have to decide whether the program should be launched regionally or across all six provinces. In early 2006, Cineplex had completed the installation of a new point-of-sale platform, which had the technological capability to support a national loyalty rollout. A national launch was appealing to Lewthwaite because it would be cost-efficient and would accrue revenues faster than a regional rollout. However, it was also riskier than a regional rollout: any problem would affect all markets. A regional launch would give Cineplex the opportunity to resolve problems before full implementation. The regional rollout would be more expensive at completion, but it would allow Cineplex to stretch funds over a longer time period. If Lewthwaite recommended the regional option, she would need to decide how the regional launch would be phased in. Lewthwaite knew several complex decisions needed to be made, and she had little time before the steering committee’s meeting the following week. Having a more comprehensive understanding of customer behavior and demographics was important in improving Cineplex’s success, but could a loyalty program be implemented in such a way to fit senior management’s criteria? If she recommended going ahead with the program, which loyalty partner should she use? How should the rewards be structured and promoted? What would the promotional campaign entail, and how should the launch take place? As she leaned back in her chair, she knew it was going to be a very long week. Page 9 9B08A008 Exhibit 1 CINEPLEX ENTERTAINMENT INCOME STATEMENTS 2003–2005 (Cdn$ in Thousands) Total revenue Cost of operations Gross income Amortization Loss on debt Impairment on assets Loss (gain) on disposal of assets Interest on long-term debt Interest on loan Interest income Foreign exchange gain Income taxes Income from discontinued operations Non-controlling interest Net Income 2005 490,299 421,529 68,770 42,948 4,156 4,296 122 2004 315,786 248,818 66,968 22,530 – (111) 2003 295,540 242,636 52,904 18,404 – – (92) 18,401 8,280 4,020 14,000 (378) – (1,463) 14,000 (473) – (1,149) 1,381 (922) (3,696) 366 28,116 6,357 6,184 1,828 12,976 – 30,248 304 39,323 Source: Cineplex Galaxy Income Fund 2005 Annual Report, http://dplus. cineplexgalaxy. com/content/objects/annual%20report%202005. pdf, accessed January 3, 2008. Page 10 9B08A008 Exhibit 2 CINEPLEX ENT ERTAINMENT ATTENDANCE AND REVENUE PER GUEST DATA Attendance Box office RPG Concession RPG Film cost as a per cent of box-office revenue 2006E 61,000,000 2005 9,945,000 $7. 73 $3. 44 51. 7% 2004 28,096,000 $7. 45 $3. 04 51. 6% 2003 27,073,000 $7. 28 $2. 91 52. 1% Source: Cineplex Galaxy Income Fund 2005 Annual Report, http://dplus. cineplexgalaxy. com/content/objects/annual%20report%202005. pdf, accessed January 3, 2008. Page 11 9B08A008 Exhibit 3 HIGHLIGHTS FROM CINEPLEX EMAIL SURVEY OF CURRENT CUSTOMERS Survey Period: May–June 17, 2005 Respondents: 4,261 †¢ †¢ †¢ †¢ †¢ 95 per cent of respondents were interested in joining a Cineplex Entertainment movie rewards program 87 per cent of respondents currently elonged to the Flight Miles program, and 39 per cent identified Flight Miles as their â€Å"favorite rewards program† 31 per cent of respondents were interested in the opportunity to collect Aeroplan points 56 per cent of respondents indicate d that they would be interested in receiving a 10 per cent discount at concessions The majority of respondents suggested that they would be more inclined to join if there were no additional card to carry Page 12 9B08A008 Exhibit 4 SUMMARY OF REVENUES AND CANNIBALIZATION RATES †¢ †¢ †¢ †¢ Membership fee possibilities, a one-time fee of $2 to $5 Increase in concession RPG of from 5 per cent to 15 per cent Net increase in attendance (actual incremental attendance times 1- the estimated cannibalization rate) Cannibalization rate assumptions Worst: 50 per cent Most Likely: 25 per cent Best: 12. 5 per cent Page 13 9B08A008 Exhibit 5 PRELIMINARY REWARD STRUCTURE OPTIONS Option 1 Membership fee Permanent concessions discount Points? Sign-up points Points per adult movie transaction Points per concession combo transaction Option 2 Option 3 Annually $5 Option 4 No One-time $2 – 10% 15% 10% Yes Yes No Yes 500 100 – 250 100 100 – 100 – 75 – – No Reward Items and Maximum Retail Value Points Required 500 750 Free child admission $8. 50 Free concession combo $12. 37 – – – – – – 1000 adult Free adult Free admission admission $10. 95 $10. 95 – 1500 Free event Free event admission1 admission $19. 95 $19. 95 – Free adult admission/concession combo ($23. 32) – Free adult/2 children admission $27. 95 – – 2,000 2,500 – – – Night package2 Free adult admission $10. 95 out $37. 47 1 2 Includes admission to the following viewings: the Metropolitan Opera, NHL series, or WWE series. A Night out package includes two adult movie admissions, two large sodas and one large popcorn. Page 14 9B08A008 Exhibit 6 SUMMARY OF CINEPLEX’S REQUEST FOR PROPOSAL PROGRAM OVERVIEW Cineplex Entertainment is looking into the possibility of creating a new entertainment-focused loyalty program. Members will earn points that can be redeemed for free movies or other entertainment-related rewards. An ongoing marketing program requiring a member database and website is required. VENDORS TO PROVIDE †¢ †¢ A proposed approach and high level design concept for the website that is creative and functional Pricing for the database and website build WEBSITE GOALS †¢ †¢ †¢ †¢ Acquire new customers and deepen relationships with existing customers by enticing them to sign up, then encouraging them to remain active in the loyalty program Provide an easy way to sign up, check status of points earned, get information on rewards that can be earned, redeem points, and interact with other members The site will be a major marketing channel to reach members. It will be used for viral and targeted online promotions Provide an online community for members DATABASE USE †¢ †¢ †¢ For program administration, analysis and reporting For analysis and reporting on moviegoer’s behavior and preferences For marketing to customers THE TARGET MARKET †¢ †¢ †¢ Is very comfortable with the online environment, text messaging, downloading, and browsing Wants and expects discounts and free offers in an attainable timeframe Wants simplicity and convenience WEBSITE REQUIRES †¢ †¢ †¢ †¢ †¢ A public section accessible to all, a member’s section accessible with member ID and password and an administrative site to be used for customer support Site must connect to program database to collect, maintain, retrieve and report member data including demographic information and points data Integration with Cineplex’s POS equipment and mobile channels for marketing Site will link to and from the sites of main partners and vendors Site must be available in English and French Page 15 9B08A008 Exhibit 6 (continued) VENDORS’ RESPONSES TO THE CINEPLEX REQUEST FOR PROPOSAL Alpha Alpha was a leading marketing firm specializing in loyalty programs and performance improvement. As a global company, Alpha’s clients include American Express, Coca-Cola, Hewlett-Packard, and Microsoft. Alpha has served the Canadian marketplace since 1980, and its focus is helping organizations identify, retain, and build customer relationships in order to maximize profit and drive long-term success. With a history of designing and implementing loyalty programs, Alpha’s technology platforms focused on customer behavior tracking and loyalty rewards fulfillment. In preparing its response, Alpha held focus groups to help determine what type of website appealed to Cineplex’s target market. These groups indicated the importance of security, easy navigation, and keeping site content up-to-date; they also spoke out against pop-up advertisements. All respondents were familiar with e-newsletters, and noted that loyalty members should have the option to opt in, because they do not want to be overwhelmed with promotional messages. Alpha used this information in conjunction with Cineplex’s specifications to present how the website would be designed. The approximate investment cost for the program design was $500,000 with $40,000 per month required for website upkeep. Kappa Known for managing data for the Royal Bank of Canada, Kappa was one of the largest global marketing agencies. With a strong focus on customer loyalty programs, Kappa offered a high standard in data privacy and security and was the undisputed industry leader in mobile marketing, which linked strongly to Cineplex’s target market. The Kappa proposal focused on creating a youth-driven brand identity that engaged viewers to join the program through program incentives and links to third-party social networking sites, such as MySpace. With a significant portfolio of integrated loyalty program solutions, Kappa also had entertainment industry experience, having previously worked on technology platforms with Famous Players, the Toronto International Film Festival and IMAX. Kappa’s main differentiating factor was its proposal to have two distinct sites, one for members and one for non-members. Although similar in nature, one site would focus on member acquisition and program information while the other would focus on member retention through contest promotions and access to personal account activity. Approximate costs would be $1 million. Gamma Gamma, a competitor in the Canadian marketplace for four years, had vast experience in information technology strategy and a track record of developing CRM programs for leading organizations, such as Kaplan University and Citi Financial. Gamma’s response to the RFP included a proposal to plan, design, and manage Cineplex’s marketing and technology programs on its specialized marketing platform that supported all aspects of email management and e-communication campaigns. This platform would also enable Cineplex to track members on an ongoing basis through different promotional mediums, such as web advertisements and search functions, and to respond instantly to member behavior through messaging for those leaving the site. Gamma’s offer was appealing because it included a fixed-price, fixed-time model. Gamma was unable to provide costs for data management because it was unsure of Cineplex’s technical capabilities, but preliminary planning and design costs were estimated at around $200,000. Page 16 9B08A008 Exhibit 7 LARGE MEDIA MARKETS Market Calgary Edmonton Montreal Ottawa Toronto Vancouver Newspaper Calgary Herald Edmonton Journal Montreal Gazette Ottawa Citizen Toronto Star Vancouver Sun Radio VIBE 98. 5 Sonic 102. 9 Q92 BOB FM Mix 99. 9 Z95 FM SMALL- AND MEDIUM SIZED MEDIA MARKETS Market Barrie Cornwall Guelph Kitchener London North Bay Owen Sound Quebec City Regina Saskatoon Sault Ste. Marie St. Thomas Sudbury Thunderbay Windsor Winnipeg Newspaper Barrie Examiner Standard Freeholder Guelph Mercury Kitchener Record London Free Press North Bay Nugget Owen Sound Sun Times Quebec City Journale Regina Leader Post The Star Phoenix Sault Ste. Marie Star St. Thomas Times-Journal Sudbury Star Chronicle Journal Windsor Star Winnipeg Free Press Radio Rock 95 FM Rock 101. 9 Magic FM KOOL FM Fresh FM EZ Rock Mix 106 Le 93. 3 Z-99 C95 EZ Rock 100. 5 Fresh FM Big Daddy 103. 9 FM Rock 94 89X Q94 Page 17 9B08A008 Exhibit 8 COST PER THOUSAND IMPRESSIONS (in Cdn$) Website google. ca mtv. ca muchmusic. ca yahoo. ca imdb. com canoe. qc. ca Big Box Advertisement 20 27 29 19 17 26 Banner Advertisement 12 35 32 13 9 –

Resort Events

Question: How to organize various promotional events in and outside of the resort? Answer: The resort needs sponsors to be able to organize various promotional events in and outside of the resort. The sponsors can be a part of a particular facility and aspect of the resort. Like the companies, dealing in equipment for hiking can sponsor hiking packages. Thus, they need to be approached through direct marketing. Pr activities will help to attract the attention of the sponsors too (Burns, 2014). As the project is inside the Egmont National Park, the government needs to be aware of the expansion project, and various licenses and clearances need to be extracted from the government. For that purpose, the government needs to be approached through direct marketing. Many proposals and presentation have to be submitted to the government departments. Under the government come three major divisions - Stratford District Council, Taranaki Regional Council, and Department of Conservation Taranaki (Pradhan Mohanty, 2014). Stratford District Council is a regulatory board that is responsi ble for the preservation and conservation of various factors of the environment. The council looks after the Water Services, Rubbish Recycling, Roads Transport, Rates Property Information, Planning Resource Consents, Parking Vehicles, Land Information Memorandum, Funding Grants, Environmental Health, Emergency Management, Community Development, Building Services, and Animals Stock. For the expansion of the resort, the permission from the Stratford District Council is very essential. The council participates in regulating and protecting the environment health and abides by the relevant legislations like Health Act 1956, Food Act 2014, Gambling Act 2003, Resources Management Act 1991, Hazardous Substances and New Organisms Act 1996 and Local Government Act 2002 (Demeke, 2014). Planning and resources consent is important in the case of the resort as the expansion is going to take place and the council will undertake inspection is all the criterias are met in the expanded area. T he resort will submit the application form and have to give a presentation on the proposal. The council will assess the sustainability of the project and will keep monitoring the progression of the expansion. The council will grant the consent when it is sure that the plan is feasible and does not harm the environment in any way. The council will make sure that water supply activities are regulated and maintained. Water should be treated well before disposing of in the area. The reticulation system should be in working condition. The resort has to adopt all the measures for water treatment and reticulation system to protect and maintain the water supply in the area (Kim, Lim Brymer, 2015). The Taranaki Regional Council was established with the aim to manage the use, development, and protection of the natural and physical resources of Taranaki region. The council is responsible for the conservations and logical use of resources in the region. The resort authority has to seek permiss ion from the council to be able to expand the resort area. Department of Conservation Taranaki is focused on the conservation and education of the organisations regarding the businesses in the region. The resort needs to seek permission for the expansion of the property. The resort also plans to expand the range of activities provided by the resort. The internal stakeholders are the employees of the resort and for them, direct communication and emails are the best-suited communication mode. The employees need to be briefed as well about the expansion plan. This will help to increase the coordination among the employees and the employer and will increase the output of the resort (Gascn, et al., 2016). Hiring an Advertising Agency Hiring an advertising agency will help the resort to create an appropriate an advertising campaign. It will also be taken care of the public relations as well. The agency will create the communication in alignment with plans of the resort. While hiring an ad agency, the authorities should note that the ad agency is experienced and has handle projects like this (Yeshin, 2012). However, for the promotion of the resort, only four techniques: AdvertisementAdvertisements will be designed with the focus on the expansion of the resort. The highlight should be the new and refreshed look of the resort and various amenities that are going to be introduced in the resort. The focal point of the advertisement campaign will reflect the pristine natural beauty of Egmont national park. The advertisement will highlight the outdoor activities that the resort will provide (Jayawardena, et al., 2013). The ads will be focusing on the beauty of the location of the resort. Three set of ads that will focus on the following three aspects of the resort facilities: Scenic beauty Spa facility and other amenities Outdoor activities like tramping, hiking and walkingThe advertisements will be placed in the television, newspaper, magazines, and billboards. These advertisements will start appearing in the local newspaper and television channels in the first year and from the second the periphery for the campaign will be broadened. By the end of the five years, the aim is to make the name of the resort as a synonym to Egmont National Park or Mount Taranaki. The resort should also be the second for luxury, peace of mind and adventure. Public relation Public relation is practiced to increase the goodwill of a company. Here the PR activities will take place to able to communicate the expansion plan of the resort and that more guests should pour in, as after the expansion is completely executed the resort will be able to accommodate more guests at a time. The PR will increase the reliability of the resort and the facilities provided by the company. The PR activities will include the sponsored programs conducted in other major cities like Auckland, Wellington and others. Travel magazines and television shows will be approached to come to the resort and write stories and shows about the resort. The PR personals will help the resort become a popular name whenever any tourist or any other stakeholder thing of Mount Taranaki. This will help the tourist to notice the expansion plan and attract them towards the resort (Gershon, et al., 2013). Sponsors will be contacted to organize events in the resort premise. Companies like Active Adventu res and Flying Kiwi will be contacted to organize a hiking event, which will be covered by media. Companies like Macpac NZ and Gearshop can also join the event by sponsoring the gears and equipment for the event. This event will help to boost the name of the resort. The resort will organize a food festival event, where the specialty cuisine of New Zealand and particularly of the Taranaki region will be highlighted. Again, the sponsors can be companies, which provide kitchen equipment, cutlery, or raw material supplying company. Raw material supplying company like oil or sauce manufacturing companies can join the event. Direct marketing The investors, suppliers, sponsors and the government will be handled through direct marketing. This will help the resort to approaching the concerned organization and government directly. This helps in increasing the credibility and helps in avoiding miscommunication and misunderstanding between the two concerned parties. The concerned parties will be directly approached through emails and letters (AlBattat, Som, 2013). The resort needs direct communication with various governmental departments like Stratford District Council, Taranaki Regional Council, and Department of Conservation Taranaki. The resort needs to seek for permissions and licenses for the expansion and changes in the infrastructure. The resort needs directly to contact the officials in these councils and departments to present their proposal. The proposals should encapsulate the good measures adopted by the resort and its eco-friendly nature. Corporate social responsibilityCSR is another practice that every organization tends adopt nowadays. CSR practice helps the organization to bring along the good qualities of the organization. The resort will engage in clean and green movement and highlight the great work they are doing in the conservation of the Egmont National Park. They will highlight the fact that even if the resort I in the midst of the national park it does not harm the natural beauty. Rather the resort indulges in all the good practices that will help the conservation of the national park (Cech, Beranek Tomastik, 2015). Moreover, the resort can highlight that their use of recycled products they have implemented in their daily operations. The resort uses recycled papers and banned plastic products in the resort. The resort has implemented all the water treatment plants to purify the water before disposing of in the environment. They use organic products inside the resort area. These facts should be highlighted in the PR campaign to boost the image of the resort am ong the tourists. The campaign should focus on the fact that the resort provides its guest to experience a completely natural and organic environment to relax their senses. Developing an effective communication plan Identifying target audienceFirst, the resort needs to identify its target audience. The demographic considerations are secondary in case of the resort. As the resort is situated in the heart of Egmont national park and offers luxurious stay in the midst of the natural beauty, the resort should focus on the upper middle-class people. The resort is already popular among the tourist due to its location and Swiss style interior dcor. The target audience thus should be the nature enthusiast. Tourists who are interested in outdoor activities like hiking, tramping, etc. are more likely to be a target. Adventures are abundant in New Zealand, and Taranaki is a favorite destination for hikers and tramping enthusiasts. The Taranaki track is one of the most beautiful and popular tracks in New Zealand. This is a great and picturesque place for photographers. They will be able to capture the dynamic and ever-changing moods to the forest and the pristine e nvironment (Teng, et al., 2013). Determining the communication objectives The objective of the communication plan is to create the awareness about the expansion of the resort. The communication plan will focus on highlighting the new additions features offered by the resort and the luxurious amenities offered by the resort. The plan should also highlight the outdoor activities and packages related to the activities. The plan has to focus on the fact that the resort offers a world-class experience for the guest in the midst of the Egmont National Park. The resort will allow its guest to explore, experiment, and get the feel of the untouched natural beauty of the region. The resort is an ideal place of adventure lovers and nature lovers. They will be able to engage in various activities like hiking, tramping and walking around the national park (Barreda, Bilgihan, 2013). Designing a message The message will be designed in such a fashion that the audience will be able to recognize D awson Falls Mountain Lodge. The message should reflect the location and the unique feature of the resort. Thus, the direct message would be the abode of wild beauty. This message is direct and precise. It directly presents the location and reflects that the guests will be able to enjoy and relax during their stay. The message strikes the imagination of the nature lovers, photographers, and casual tourists at the same time. The message indicates the untouched beauty of the natural abundant New Zealand that to not far away from the amenities provided by the concrete jungle with the country (Roth, 2014). Choosing mediaThe communication plan will incorporate the use of every media that is available for advertisement. Travel related journals, magazines and all the leading national newspapers would cover the resort. New media would be largely used for the advertisements. Travel, tourism, and hospitality related websites would be carrying the ads. Guests would get to know about the activities and the special offers of the resort will while casually surfing the internet. New media can be used to create events online and engaging people in a contest that will promote the plans of the resort and the world-class facilities that the resort offers (Zhong, Yang Zhang, 2014). Television advertisements are essential and play and great impact on the audience. The audience could visually realize "The abode of the wild beauty". This will compel the tourist to come and experience the facilities and nature at the same time. Television channel shows will be an approach to conducting shows on the reso rt to boost the credibility of the resort. Collecting feedbackOnce the campaign is ready, the agency would run a demo campaign. This will help to gauge the impact of the campaign by surveying a small population of a region. The feedback will be collected through a survey. This feedback will indicate the impact on the audience. If the impact is as estimated, then the campaign will be run on a full scale. Otherwise, necessary changes will be applied, or the campaign might be revised completely (Lupu, et al., 2013). Moreover, the resort and the agency will know when and what to do. This will keep them organised and control their budget. A communication plan will help the agency and the organization to keep a track of the progress that takes place in the due course of 5 years. It will serve as the roadmap for your project. It would bring clarity to your project and the tactics that are required to be taken. It will help identify the hurdle and take necessary measures to deal with the hurdles.A communication plan helps in comprehending the manner that is going to be adopted by various stakeholders. It will help the organization to clarify the exact plan and the roles the various stakeholders will play during the expansion of the resort. A well-articulated communication plan will help the stakeholders to understand that they value for the organisation and that the organisation has given the space to the stakeholders to give their inputs. This will help you gauge the success of your project identifi es the areas that need more focus. Monitoring and evaluation of communication campaign The communication campaigns would be minutely monitored by the agency and resort authorities would supervise that the execution of the campaign is done as the plan or not. Monitoring means to check, observe or track changes. The supervision will look into all the aspects of the communication plan. Further, the evaluation process will help the resort to understand that the impact of the communication plan. Evaluation will help understand the significance, importance, and value of the complete communication plan and the consequent campaigns. Monitor and evaluation will help gather feedback that allows better comprehension of the current market situation and formulates a better communication plan or adopts other tactics in the next phase of the communication plan. Monitoring will help the people who are responsible for the particular tasks and help them quick decisions for the operations of the communication plan. It will help increase the effectiveness and efficiency of the communicati on plan and use of resources. This will help make changes, improve the current program, and maximise the impact of the project. Building in-house communication channel for employees An in-house communication channel has to be implemented for the employees. The system should be developed in such a fashion that the employees will be able to communicate with other properly, and every significant exchange of conversations should be recorded. These will include the hr department to be able to identify the glitches and problem that disrupts the operations of the employees. The employees will be able to report any hurdles in the daily functioning of the resort. A good communication channel will help the organisation to coordinate properly a without any hassle. The communication plan should incorporate direct communication. Direct communication will help avoid any kind misunderstanding and miscommunication. Conclusion This communication plan is a roadmap for The Dawson Falls Mountain Lodge for the next five years. This plan will help the resort to build a brand name for itself and make the every stakeholder aware of the expansion of the resort. The communication plan is intended to create awareness about the resort on a national scale. The plan will make sure that the agency or the organisation does not digress from the aim of the plan. The plan will help the organisation monitor and evaluate the impact that the campaign is creating on the overall business and its contribution to the brand value of the organisation. After the five years, the organisation will need to create another plan for the future. Until then this plan will guide the organisation. The Dawson Falls Mountain Lodge has to follow the plan rigorously to see the required results. All the tactics and techniques used in the communication plan are an integral part of the communication plan. 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