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. Without the help of these tactics, a communi cation plan is incomplete. However, the plan should be flexible. The communication plan might need an impromptu decision based on the circumstances. The communication plan should accommodate the unplanned hurdles or else it will be tough for the organisation to cope with the ever change dynamics of the business world. Reference List AlBattat, A. R., Som, A. P. M. (2013). Emergency preparedness for disasters and crises in the hotel industry. SAGE Open, 3(3), 2158244013505604.Almeida, N. M., Silva, J. A., Mendes, J., Oom do Valle, P. (2012). The effects of marketing communication on the tourist's hotel reservation process. Anatolia, 23(2), 234-250.ASSEMBLY, A. S. D. (2014). MEDIUM TERM DEVELOPMENT PLAN 2014-2017. development, 2017.Barreda, A., Bilgihan, A. (2013). An analysis of user-generated content for hotel experiences. Journal of Hospitality and Tourism Technology, 4(3), 263-280.Becken, S., Hughey, K. F. (2013). Linking tourism into emergency management structures to enhance disaster risk reduction. Tourism Management, 36, 77-85.Benavides-Velasco, C. A., Quintana-Garca, C., Marchante-Lara, M. (2014). Total quality management, corporate social responsibility and performance in the hotel industry. International Journal of Hospitality Management, 41, 77-87.Buhalis, D., Mamalakis, E. (2015). Social media re turn on investment and performance evaluation in the hotel industry context. In Information and Communication Technologies in Tourism 2015 (pp. 241-253). Springer International Publishing.Burns, P. (2014). New Venture Creation: A Framework for Entrepreneurial Start-Ups. Palgrave Macmillan.Cech, P., Beranek, M., Tomastik, M. (2015). Managerial Competencies in Hotel Industry.Chung, W., Patwa, P. (2013). U.S. Patent No. 8,583,483. Washington, DC: U.S. Patent and Trademark Office.Demeke, W. (2014). Small and Micro Business Enterprises (SMBEs) in Addis Ababa, Ethiopia: development and poverty reduction through Information and Communication Technologies (ICTs), with particular reference to the hotel industry and associated businesses (Doctoral dissertation, The University of West London).FitzPatrick, L., Valskov, K. (2014). Internal Communications: A manual for practitioners. Kogan Page Publishers.Florea, N. V., GLMEANU, R. (2016). Leadership Communication-An Efficient Way To Motivate Human Capital. Management and Marketing Journal, 14(1), 101-117.Furney, D., Hodack, B., Crandell, T., Shell, M. (2012). U.S. Patent No. 8,341,047. Washington, DC: U.S. Patent and Trademark Office.Gascn, J. F. F., Puiggrs, E., Muoz, M., Bernal, P. M., Berbel, G., Gutirrez, ., ... Rodrguez, J. R. (2016). Use of social networks for hotel reservations in young people: empirical analysis. International Journal of Scientific Management and Tourism, 2(1), 55-61.Gershon, R. R., Kraus, L. E., Raveis, V. H., Sherman, M. F., Kailes, J. I. (2013). Emergency preparedness in a sample of persons with disabilities.American journal of disaster medicine, 8(1), 35-47.Guterman, Y. (2015). Customer satisfaction evaluation and recommendations for a marketing communication. Case: Business-Hotel Karelia.Jayawardena, C., McMillan, D., Pantin, D., Taller, M., Willie, P. (2013). Trends in the international hotel industry. Worldwide Hospitality and Tourism Themes, 5(2), 151-163.Johnson, D. W., Hayes, B., Gray, N. A., Hawley, C., Hole, J., Mantha, M. (2013). Renal services disaster planning: lessons learnt from the 2011 Queensland floods and North Queensland cyclone experiences. Nephrology,18(1), 41-46.Johnson, K. (2013). U.S. Patent Application No. 13/772,186.Kim, W. G., Lim, H., Brymer, R. A. (2015). The effectiveness of managing social media on hotel performance. International Journal of Hospitality Management, 44, 165-171.Kwok, L., Yu, B. (2013). Spreading social media messages on facebook an analysis of restaurant business-to-consumer communications. Cornell Hospitality Quarterly, 54(1), 84-94.Lupu, N., Tanase, M. O., Tontoroiu, R. A. (2013). A straightforward x-ray on applying The Ecolabel to the hotel business area. Amfiteatru Economic,15, 634.MihaliÄ , T., PraniÄ eviĆ¡, D. G., ArneriĆ¡, J. (2015). The changing role of ICT competitiveness: the case of the Slovenian hotel sector. Economic Research-Ekonomska IstraÃ…Â ¾ivanja, 28(1), 367 -383.Pradhan, R., Mohanty, P. P. (2014). AN ANALYSIS OF ICT APPLICATION IN THE HOTEL INDUSTRY WITH A SPECIAL REFERENCE TO ODISHA.International Journal of Information Technology Computer Sciences Perspectives, 3(3), 1082.Roth, S. (2014). The things that go without saying: on performative differences between business value communication and communication on business values. International Journal of Business Performance Management, 15(3), 175-191.Sharp, R. D., Bhagwan, V. (2014). 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A Good Medical Fellowship Essay Sample

A Good Medical Fellowship Essay SampleA good medical fellowship essay sample is one of the most important tools for developing strong writing skills. The kind of experience the medical school students have gained by getting a scholarship will be reflected in their writing. It's difficult to find students who can write essays, because they need to put in much more effort than the average student to create persuasive writing. An experienced writer who has studied medical writing can easily provide useful hints for your essay.But what is an essay anyway? A medical essay should always start with a title, a body and an introduction. As the title states, it is what gives the reader an overview of the content of the article. That's the main objective of an essay. It should also have a conclusion and present a good summary of all that was discussed.A good medical fellowship essay sample shows how to write effectively. They give you tips on how to structure your piece and spell correctly.Prop er grammar is a must, since students have to present evidence to back up their positions. Mistakes in punctuation, grammar and spelling must be avoided to make sure that the reader doesn't get confused.Key points must be supported by supporting facts and examples. If you don't provide a good enough example or concrete evidence, the reader will get the wrong impression. It is better to add an extra paragraph to show your proof to support your points.Although a medical fellowship essay will be written primarily for readers to judge a student's background, it should also have relevance to the topic of the article. Good examples of how to write this kind of essay are provided in the sample you can choose from. In the end, a good writer will make sure that the reader gets a true picture of the situation and why thestudent came to study medicine.Having an expert writer looking over your medical article will ensure that it will be considered as an original piece. You can compare the sample s provided to see which one is best suited for your special needs.

Venezuela 19601999 Essay Example For Students

Venezuela 19601999 Essay Since the establishment of a democracy in 1961, Venezuela has dramatically increased its role in the international community over the last four decades and has come forth as a regional leader for the Latin American and the Caribbean regions. Venezuela forms one of the most integral parts of Latin America. While its being a leader of Latin America as a whole cannot be overlooked, its even greater role as part of the Caribbean cannot be ignored. This paper will examine the International and Regional Foreign Policy of Venezuela during the last four decades, in the context of international, regional and domestic events. The final analysis will examine the circumstances leading up to and the election of President Hugo Chavez as well as the present direction of Venezuela in the international and regional context. I.Venezuela: A Panorama of the 60s through the 80sA. International Political System of the 1960-1980The Soviet Union (SU) and the United States (US) emerged from World War II as t he two world powers. The US promoted democracy and capitalism while the Soviet Union promoted Communism and Marxism. These two powers at extreme opposite ends of the political ideological spectrum, formed as the leaders of the Cold War. This was a war of dualism by way of forming alliances and spreading their ideology with ends to destroy the existence of the other. We will write a custom essay on Venezuela 19601999 specifically for you for only $16.38 $13.9/page Order now The fifties set the stage for what would be an even more turbulent decade; the sixties. The fall of China to communism was a giant blow to the US and its democratic ideals. The US formed a policy according to the Domino Theory of the spread of communism that would be implemented throughout the Cold War. The Domino Theory stated that communism would be spread from one state to neighbor states, infecting regions throughout the world. To counter and stop the spread of communism the US adopted the policy of: 1) supporting existing weak democracies or democracies threatened by communist regimes 2) supporting existing anti-Communist dictators or military regimes 3) directly implementing or indirectly fostering democratic regimes and anti-Communist movements in communist or procommunist countries. The fist stark example of this policy was implemented during the Korean War. The US sent troops to help South Korea in their civil war against the Communist North Korea. Later, under the same ausp ices, the US intervened in many other countries, notably Vietnam, Guatemala, Dominican Republic, Grenada, Panama and Kuwait. The Soviet policy was aimed at the spread and union of the Communist/Socialist movements throughout the world. The SU aided these movements visvis money arms and in some cases invasion (Czechoslovakia 1968) to support Communist/Socialist movements and governments in all parts of the world from greater extents in North Korea and Vietnam to small Communist/Socialist movements in the US and other democratic nations. After WWII Soviet military forces never retreated from, what would later be termed, the Iron Curtain countries. The SU installed the Iron Curtain over countries such as East Germany, Poland, Austria and Hungry, to name a few. Free European nations and the US formed and signed the North Atlantic Treaty Organization. This pack would be vital throughout the Cold War and would provide strength and reassurance to European nations against the threat of Soviet expansionism. The fifties also began an intensified race to become more technologically advanced. The SU successfully launched the first satellite and man into space. These Soviet accomplishments sent fear into the US citizens. Supremacy of one state over the another in any one area, such as the space program, was considered a sign of inferiority. The US launched a profound campaign to catch up to the Soviet technology. The US invested millions of dollars in science education for schools and poured money into the NASA program. This was an extreme increase to the already rapid Arms Race that played a large role throughout the Cold War. During the 80s the SALT II and I was signed by the US and the SU to slow the Arms Race. Even so, technology would play en even bigger part of the well being of economies in the decades to come. The pinnacle of the Cold War erupted in the 1962 Cuban Missile Crises. In 1961 Castro officially announced that his regime was Marxist/Leninist and began to align Cuba with it s ideological partner, the SU. One year later, the US blocked Soviet ships armed with nuclear missiles destined for Cuba. The Cuban Missile Crisis is considered the closest to war reached by the two nations. The SU yielded to the US demands and sent their ships with nuclear missiles back to the SU. Although the situation was diffused for the moment, Castro would continue to antagonize the US throughout the following decades. During the sixties and seventies, following the Domino Theory, the US entered the Vietnam War. The US began sending military advisors to help the South Vietnamese against the Northern Communist Vietcong. The implementation of military advisors quickly turned into thousands of troops. The US eventually withdrew all US forces from Vietnam and the Vietcong won the region. The seventies saw the end to the Vietnam War as well as a calming in the tensions between the US and SU. The US President Carter and his administration brought forth to the forefront of US foreign policy issues such as Human Rights and the Environment. These issues hadnt previously been perceived as important, but would play an even greater in politics in the years to follow. The eighties had their own conflicts. The US President Reagan put the Carter issues on the back burner with invasions in Grenada and intervention in Nicaragua. Reagan was more focused on dealing with the SU and an end to the Arms Race. The SU and US signed SALT I and II as well as the Non-Proliferation Treaty (CTBT).These treaties were a bit offset by the STAR WARS program set forth by the Reagan administration. In 1989, the Berlin Wall fell and in the first half of the nineties the SU and Communism fell with it. Its fall brought forth the American model of Democracy and Capitalism as well as American neo-liberalism. The nineties will be seen as the decade of neo-liberalism.B. The Regional Politics: Latin America and the Caribbean of the 1960-1980The regional politics will be understood best by recognizing the countries that defined the atmosphere and relations of the two regions through the context of the Cold War. The US, Mexico, Argentina, Cuba, Brazil and Venezuela are the countr ies that will be considered the countries that autonomously lead and affected the regions. All other countries will be considered countries that had a lesser affect to the region but will be noted in as much as they played a significant role to historic events in the region.Latin America and the Caribbean are two of the regions that were most affected by the Cold War. Both of the regions have a close proximity to the dominating hegemony of the region, the US, and thus played an important strategic role for the US and the competing SU. It is strategically important in four ways: 1) As a potential base from which a hostile power might launch military operations against the US2) As a source of strategic raw materials. Virtually all bauxite, vital to airplane manufacture, comes from the Caribbeanand a quarter of US oil imports and one fifth of iron oregraphite, sulfur, barium, fluorspar and zinc 3) As the location of American territories and military installations. 4) As a major seaborn e logistic route, that includes the vital control of the Panama Canal. For these reasons the US has played a giant role in the internal politics of Latin America and the Caribbean. Moreover, the US increased its role in the Latin American and Caribbean region during the Cold War. The US has longed viewed the regions as dominated by unstable political systems that could be easily influenced and taken over by Communism which could quickly spread throughout the region. Unstable governments that could become Communist and house Soviet nuclear weapons in the American hemisphere prompted the US to tighten its gripe on the regions combating Socialist/Communist movements. The Cuban Case best exemplifies US fears of what could happen in Latin America and the Caribbean without careful control. In 1958, the US made it clear that it would no longer support the Batista totalitarian regime during the Cuban Revolution by putting a trade embargo on arms exports to Cuba . In January 1, 1959 Batista fled the country and Castro moved into Havana. In 1961 the relationship with Cuba and Castro changed forever when he announced he was Marxist/Leninist. The US cut off all formal relations with Cuba and supported the infamous Bay of Pigs invasion by Cuban refugees that failed miserably. In 1962, the US began initiatives to block Cuban relations with other American during the 8th OAS conference in Uruguay . In the ensuing years, many American states would take the lead of the US and break relations with Cuba. After the loss of Cuba, the US was less tolerant of revolutions and liberal minded political regimes in the region. In 1965, military officers of the Dominican R epublic overthrew the government. In April 1965 the US sent thousands of troops in to put down the leftovers of the communist and castroite Trujillo military regime. The beginning of the sixties also marked a change in US policy towards the two regions. In 1961, the Kennedy administration announced the Alliance for Progress to support and strengthen capitalist ventures and development in the regions. The Alliance for Progress passed the US congress and was granted $500 million . The majority of the $500 million was appropriated to the Social Progress Trust Fund of the Inter-American Development Bank, specifically set aside for soft-loan projects that would not normally get funded by that bank or the World Bank . Such projects included; agrarian reform, fair wage and welfare benefits for urban labor, provisions of housing and health and sanitation measures, reduction in literacy, tax reform and price stabilization. This was to provide a way out for many of the poorest of the Latin Am erican and Caribbean countries. The basic goal of the Alliance for Progress was an annual increase of 2.5% of the combined gross national product of the participating Latin American nations, a goal hard to achieve because of the high population growth rate of several countries.Regardless, the capital from the Alliance for Progress was used for development, and enterprise that wouldnt have otherwise existed due to Latin American inflation and financial instability. While the Alliance for Progress tried to replace the American image after the Bay of Pigs, the loans were not as effective as predicted. .u80128424b8b640496785252edcf54e4f , .u80128424b8b640496785252edcf54e4f .postImageUrl , .u80128424b8b640496785252edcf54e4f .centered-text-area { min-height: 80px; position: relative; } .u80128424b8b640496785252edcf54e4f , .u80128424b8b640496785252edcf54e4f:hover , .u80128424b8b640496785252edcf54e4f:visited , .u80128424b8b640496785252edcf54e4f:active { border:0!important; } .u80128424b8b640496785252edcf54e4f .clearfix:after { content: ""; display: table; clear: both; } .u80128424b8b640496785252edcf54e4f { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u80128424b8b640496785252edcf54e4f:active , .u80128424b8b640496785252edcf54e4f:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u80128424b8b640496785252edcf54e4f .centered-text-area { width: 100%; position: relative ; } .u80128424b8b640496785252edcf54e4f .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u80128424b8b640496785252edcf54e4f .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u80128424b8b640496785252edcf54e4f .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u80128424b8b640496785252edcf54e4f:hover .ctaButton { background-color: #34495E!important; } .u80128424b8b640496785252edcf54e4f .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u80128424b8b640496785252edcf54e4f .u80128424b8b640496785252edcf54e4f-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u80128424b8b640496785252edcf54e4f:after { content: ""; display: block; clear: both; } READ: Minimal Art EssayAfter the Bay of Pigs and the Cuba Missile Crisis, Cuba took its own route supporting its Marxist Revolutions throughout the region and in Africa. The Cubans attempted to help Marxist movements in Venezuela and Bolivia. Guevara and the Marxist Cuban Revolution stopped in Bolivia where Guevara was assassinated in 1967. Every decade after the 60s, Cuba has played less and less of a role in international and regional politics albeit from some minor skirmishes instigated by Castro. Cuba and Castro have been increasingly attacked for Human Rights violations. During the 50s, Argentina under General Peron had taken the Third Position, that being an intermediary position between the US and the SU. Peron renewed relations with the SU after decades of silence. However, as a way of securing a supply of arms from the US, Peron indicated in August, 1946, that in the event of actual war between the US and the SU, Argentina would be on the side of the US.Then under President Frondizi, Argentina made a move to align itself with Brazil and other South American nations in a pact that would make South America a strategic alliance apart from the Cold War nations. This move would go no further though because Frondizi would be overthrown by a military coup and Brazilian President Quadros resigned from office in 1961. Frondizi also made an attempt to become a mediator between relations with Cuba and the US. He met secretly with Che Guevara and US diplomat Richard Goodwin in 1961 . But the talks went no further as the positions of either country were nonne gotiable. When the military overthrew the government in 1966, it took an extremely anticommunist stance that would favor the US. Brazilian relations changed after the 1960 election of President Quadros. He made trips to Cuba, Yugoslavia and sent his vice-president to the SU and China demonstrating that close ties to the US would be reevaluated. He began closer relations with Asia, Africa and the SU. Beyond that, he stopped the Brazilian military training in the US. This was an extreme shift from the close relations that the US had enjoyed previously. Quadros resigned in 1961 and was replaced by President Joao Goulart. Goulart furthered relations when in 1963 Brazil entered into a five-year trade agreement with the SU. After the Cuba Missile Crisis, the Goulart administration voted against the OAS blockade of Cuba . Like Frondizi in Argentina, Goulart was taken out of office by a military coup in 1964. The Brazilian Military Coup returned toward a closer relationship with the US than with the SU. This military coup kept fairly close relations with the US until its fall in 1985. Since the 1800s, Mexico has taken a strict noninterventionist stance to foreign relations because of the US military interventions in Mexico. Although this stance has never been compromised in Mexican foreign policy, it has lead to some ambiguities. For example in 1962, Mexico chastised Castro for being Marxist/Leninist and held to her own law of private property. While at the same time signing an OAS resolution declaring Marxism as being incompatible with OAS ideals, she abstained on the vote to exclude Cuba from the OAS. Mexico was one of the only American states to maintain good relations with Cuba throughout the Cold War. Although Mexico never supported the US directly because of the many interventions in the region, Mexico never strayed very far from the US ideologically. It has always remained a democracy with capitalist markets. In the seventies and eighties, Mexico began a furiou s race to catch up the industrialized world. The Mexican government borrowed millions of dollars to create oil and mining industries. During the eighties Mexico went a long way in industrialization. Many scholars and economists were calling it the Mexican Miracle. The Miracle would be stopped short with the Pesos fall in value that forced many industries and the government to refinance the debt and halt the once fast pace of industrialization.C. Venezuela 1960-1980: The Coming of a Regional Power Since the birth of its constitution and democracy in 1961, Venezuela quickly rose to be one of the most influential of all the Latin American and Caribbean countries in regional and international politics. Due to large oil reserves, the Venezuelan economy flourished and brought Venezuela forth as the rich democratic leader of the third world. Venezuela also achieved an established democracy that lasted for more than thirty years. None of the political scientists of the era predicted that Ve nezuela would be one of the first Latin American countries to become democratic because of its long history of military dictators. This all changed December 15, 1957 after the false elections of the military dictator Marcos Perez Jimenez which stated that he won by an incredible 85% . In January 1, 1958, there was a military insurrection led by the junior military officers of the airforce as well as a civilian revolt named the Patriotic Junta. The airforce dropped bombs on the capital. The insurrection was not very well planned or coordinated, but the bombs were enough to scare Perez and his cronies to flee the country with about $250 million of the Venezuelan treasury. All the political parties of the Patriotic Junta could not agree on a political candidate for the upcoming new elections in December of the same year. So in October 31, 1958 the leaders of Accion Democatica, Romulo Betancourt; Copei, Rafael Caldera, and Union Republicana Democratica, Jovito Villalba came together to draw up the Pact of Punto Fijo. Also underwritten were the Fedecamaras, Confederacion de Trabajadores de Venezuela, the Catholic Church and the Fuerzas Armadas. Punto Fijo guaranteed the political stability of the government by compromising between all the countries major powers. The biggest points of the pact are 1) Defensa de la constitucionalidad y derecho a gobernar conforme al resultado electoral. 2) Gobierno de Unidad Nacional, dando participacion en el poder a la oposicion. 3) Programa minimo comun, lo que permitiria garantizar la cooperacion partidista durante el proceso electoral.This pact allowed for fair elections among all the parties. In December 1958, Romulo Betancourt won the presidential elections with 49% of the vote and also won the majority of seats in both congressional houses . Betancourt realized that he would have to consolidate power and form a coalition of the nations most powerful entities to form and establish a sturdy democracy that would last. Most impor tantly, Betancourt announced that there would be no prosecution of crimes during the dictatorship as well as increased military salaries and housing along with weekly trips he made to visit the military barracks . This formed a coalition with the military forces that had always played a large role in the destruction of ruling governments. Although Betancourt made many other alliances he refused to include the extreme left. This was of growing concern as Cuba had just won its revolution against Batista in 1959. Many Communist student movements formed with the Venezuelan Communist Party (PCV) which later merged with the Fuerzas Armadas de Liberacion Nacional (FALN), both of which were outlawed, that participated in guerrilla warfare in the jungles of Venezuela as well as bombing oil lines and the US embassy . The FALN was supported not only morally by Castro, but also with arms. Three tons of arms were found abandoned on a Venezuelan beach with clear ties to Cuba in 1963.Castro was no t the only one that wanted Betancourt out of office and the Communists in. Rafeal Leonidas Trujillo Molina, the dictator of the Dominican Republic was responsible for the June 1960 car bombing that killed a military aid and severely burned Betancourt . These events influenced the Betancourt Doctrine, which stated that Venezuela would not recognize any regime that came to power by way of military intervention . Then Venezuela voted to expel Cuba from OAS membership and later broke diplomatic relations with Cuba in 1961 . In 1961 after encountering an empty treasury, Betancourt called out to the US for a $300 million dollar loan to combat Castro and the Communist insurgency groups. The US sent $450.6 million dollars between 1962 and 1965 . The US could not afford to let go of a country that supplied so much oil by way of US companies, not to mention that it has been considered the keystone country to the Caribbean region. The US had many fears because Cuba had easy access to Venezuela s neighbor, Guyana, which was already the second most communist country behind Cuba. Guyana sent more students to study in the SU only behind Cuba and in later years Castro would send troops to Angola via Guyana . Two of the most important actions that highlighted the Betacourt administration are 1) the elections of 1963 that secured a real functioning democracy 2) the creation of Organization of Petroleum Exporting Countries (OPEC) by his minister of energy, Juan Pablo Perez Alonzo in 1960 . Although it did not have much power during its beginning years, it would be seen as a powerful organization in the years to follow. .ueb77ab31d1fd2d3896c5faae5b66438c , .ueb77ab31d1fd2d3896c5faae5b66438c .postImageUrl , .ueb77ab31d1fd2d3896c5faae5b66438c .centered-text-area { min-height: 80px; position: relative; } .ueb77ab31d1fd2d3896c5faae5b66438c , .ueb77ab31d1fd2d3896c5faae5b66438c:hover , .ueb77ab31d1fd2d3896c5faae5b66438c:visited , .ueb77ab31d1fd2d3896c5faae5b66438c:active { border:0!important; } .ueb77ab31d1fd2d3896c5faae5b66438c .clearfix:after { content: ""; display: table; clear: both; } .ueb77ab31d1fd2d3896c5faae5b66438c { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ueb77ab31d1fd2d3896c5faae5b66438c:active , .ueb77ab31d1fd2d3896c5faae5b66438c:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ueb77ab31d1fd2d3896c5faae5b66438c .centered-text-area { width: 100%; position: relative ; } .ueb77ab31d1fd2d3896c5faae5b66438c .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ueb77ab31d1fd2d3896c5faae5b66438c .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ueb77ab31d1fd2d3896c5faae5b66438c .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ueb77ab31d1fd2d3896c5faae5b66438c:hover .ctaButton { background-color: #34495E!important; } .ueb77ab31d1fd2d3896c5faae5b66438c .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ueb77ab31d1fd2d3896c5faae5b66438c .ueb77ab31d1fd2d3896c5faae5b66438c-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ueb77ab31d1fd2d3896c5faae5b66438c:after { content: ""; display: block; clear: both; } READ: Chicano Nationalism EssayAD candidate Raul Leoni was elected in 1963 and took office in 1964. Leoni didnt make any radical changes and followed suit with Betacourts reforms. He did still have to face the influence of Castro. The PCV became so out of control that Leoni was forced to search the Universities of Caracas for members that had broken the law. Things came to a head when the military encountered a small landing party headed by a Cuban army officer Machurucuto in the state of Miranda.The situation calmed down and Leoni passed some good agrarian reform laws. The economy under Leoni also proved to be one of the more healthy ones averaging a healthy 5.5% annually . Lar gely, the Leoni administration was a carry over from the Betacourt reforms. Venezuela demonstrated yet again that it was devoted to democracy in the 1968 elections. The AD was split over candidates, which led to the election of COPEI candidate Rafael Caldera . Venezuela passed the test forming an even stronger democracy when the AD passed over the presidential sash to the opposing party, the COPEI. Caldera filled the government with strictly COPEI members and did not make any effort at coalitions. Caldera began by reversing many of the reforms already put forth in the previous AD administrations. Caldera reinstated the PCV as a legal political party and then claimed that it lowered the guerrilla violence. Yet the opposition maintained that it was due to the reevaluation of diplomacy by Cuba and the SU as a result of the death of Che Guevara in 1967 and the Soviet invasion of Czechoslavakia in 1968. Moreover, Caldera rejected the Betacourt Doctrine as too restrictive for Venezuelan interests. Caldera also maintained that the Doctrine was just foreign policy t hat promoted US wellbeing. In effect, Caldera stated that Venezuela would no longer be limited by such doctrines and that it would seek ideological pluralism . Caldera then opened relations with the SU, Eastern Europe and many South American nations that had fallen under military regimes. In 1973, Caldera signed the Lima Consensus that entered Venezuela into the Andean Treaty (Ancom) . The entrance was a positive one because Venezuela was allowed to make many adjustments to the agreement so it would not hurt local businessmen forced to compete with cheap Andean goods. Venezuela also joined for fear of the Brazilian expansion in the region, which was under a military dictatorship . In as much as Caldera strengthened Venezuelas Andean identity, it put forth as much, if not more, effort in furthering its Caribbean identity. Caldera began to put extra capitol from petroleum into the Caribbean Development Bank. These funds derived from petroleum were used to finance loans for Central Ame rican and Caribbean countries to buy oil at cheaper prices. This practice would be expanded in later years. While the Caldera administration strayed away from and even undid, many of the two previous AD administration policies, Caldera produced a healthy economy and expanded its relations and identity throughout the region and indeed the world. The elections of 1973 again gave the power back to Carlos Andres Perez and the AD. Perez and the AD captured 48% of the vote as well as the majority in both houses in congress and the majority of the provinces. In October 1973, the Arab-Israeli War began and quadrupled oil prices. The Venezuelan treasury was suddenly flooded with capitol and inflation began to rise raidly. Perez quickly decided to invest $6 billion of extra annual revenue outside the country in foreign investments by setting up the Venezuelan Investment Fund (FIV) . Some $25 million was also sent to the Caribbean Investment Bank to expand Caribbean development and other loans were made to Central American petroleum importing countries so they could buy oil during the price hike. The Perez administration began expansion on all levels in all areas. The Perez administration visited Spain, France, Great Britain, Italy, the SU, Asia, Africa, Iraq, Iran, Kuwait, Qatar, Saudi Arabia, Lebanon and Japan. They also received di plomats from all over the world. Venezuela under the Perez administration converted to a rich third world country overnight. Perez took this opportunity to expand or reach to other third world nations of the world, depending on how one looks as it. Perez began speaking more and more about third worldism and ventures to unite them together to combat the first world hegemony. Many countries in the Caribbean and Central America began following the initiative by taking loans from Venezuela as a third world leader instead of the US. To such an extent that it was weakening the functionality CARICOM. Beyond finances, Perez moved into a more diplomatic role with Panama in trying to mediate a negotiation between the Panama and the US for the Canal. Perez also reached out to reunite Cuba with the rest of the OAS, although the attempt failed, Cuba would be incorporated by closer diplomatic relations with Mexico and Venezuela. Mexican President Luis Echeverria Alvarez (1970-76) and Perez joined forces as the two spokesmen for the union of Latin America against the US. Together they formed the Latin American Economic System (SELA) with headquarters in Caracas. This was an organization that was formed to share technologies between the Latin American nations as well as develop and protect the economies of the region (23 Latin American countries promptly joined and the US was excluded) . He supported the Sandinistas in Nicaragua against the Samoza Family. Perez even went so far as to send arms to the Sandanistas during the revolution.Although Perez exuded third world politics and third world organizations such as OPEC, it did not participate in the 1973 Oil Embargo, which weakened the strength of the organization. However, Venezuela did fall in line with the price rise before and during the Embargo, which greatly benefited Venezuela. During the Embargo, Perez increased oil shipment to the US to cover the loss of oil from the Arab nations. However, this favor was not returned when the US excluded all the members of OPEC from the 1974 Trade Act, which created the Generalized System of Trade Preferences to lower tariffs on designated imports from developing nations . This along with the US intervention in the military coup in Chile really miffed Venezuelans. Domestically, Perez began spending millions of dollars on state run industries and increased government spending by 200% . Venezuela took over the iron and oil companies that were largely owned by the US. The influx of money into the domestic market due to the excess of petro-dollars led to conspicuous consumption by Venezuelans. This was largely due to Perezs idea of spreading the wealth of the oil revenues with the public by imposing price controls on commodities and other basic staples. Imported cars and processed foods from the US rose to all time high levels as well as the highest level of importation of Scotch in the world . Perezs plan of industrialization in ten years funded by the oil capitol had loopholes. For instance Venezuela while it invested millions in industries, they had no way of transporting the goods without heavy industry trucks to carry the product as well as roads to support the heavy trucks. The lack of infrastructure to support the heavy industries was evident. Thousands of workers were sent abroad to learn new industry technology, but when they returned the industries never quite processed like their competitors abroad. The spending spree of the Perez government became so bad that they had to impose extremely high tariffs on imported goods. In 1971 Perez coordinated a conference to discuss the up coming conference of the Law of the Sea. Now that Venezuela had become rich over night because of its oil wealth, all the Caribbean and Latin American nations became interested in oil developments off the coasts of their countries. Yet it was still unclear exactly where one draws the line of international waters and a countries private waters. Along this same l ine, many Caribbean and Latin American nations were competing fiercely with industrialized nations for rich fishing industry off their coasts. This was also a concern for Trinidad/Tobago with the coastline that they share with Venezuela. The conference concluded that the Caribbean Position was composed to be a sovereign territorial limit of twelve miles but patrimonial waters of up to 200 miles. In the patrimonial waters, coastal states would have full sovereignty over natural resources in the sea and seabed, but they would have no jurisdiction over navigational rights beyond the twelve mile limit.It was of utmost importance to the developing third world Caribbean and Latin American countries because of an estimated 1,500 billion barrels of oil under the sea floor and endangered fish stock that yields about $18 billion worth of high-protein food annually, an estimated $3 trillion worth of manganese and other minerals . The third UN Conference convened in Caracas in 1974 with some 5 000 delegates. The Conference turned out to be unmanageable and an agreement was not reached. The US was against the 200 mile limit of mineral rights and was up against hard opposition because of the Oil Embargo in the previous year that sent oil prices through the roof and sent oil companies looking throughout the ocean for oil reserves. The Secretary of State Kissinger stated that the US could no longer afford to wait for an international settlement althoughBibliography:

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Does learning to express oneself - Dissertation Example This endeavor is undertaken not only to clarify the methodology applied in this study, but it also seeks to establish the steps taken to achieve the purpose of this study. The purpose of this research study is to determine the extent to which learning to express oneself properly (write and recite) has on the number of violent incidents among at-risk inner-city middle and high School male students during a school year. Another purpose explored in this study is to investigate whether or not messages presented to juveniles in a creative format (poetic form) has a positive impact on juvenile behavior. Research Design Research design provided the overall structure of the procedures the researcher follows in the conduct of the study. It involved the data collected and the analysis used in the research. For research, a combination of quantitative and qualitative study had been chosen because it provided the researcher the opportunity to play a vital role in the data collection and analysis, in the gathering of the literary narratives and the inductive logic employed in the study (Creswell, 2007: Hatch, 2002; Patton, 1990; Yin, 2009). Moreover, in the mixed method, the researcher is not only an active participant in the whole inquiry process (Hatch, 2002), but it also enabled the researcher to observe social facts experience by the youth (Crocker & Algina, 1986). In this way, the researcher was not outside looking inside the phenomenon being observed, but was inside the phenomenon together with the participants in constructing meanings and understandings for the articulation of the event being observed, and in this case creative writing and expression of oneself as a viable alternative to counter juvenile violence. The literary narratives provided the framework with which the case was described, and out from the stories, themes that could explain and explore the phenomenon (Hatch, 2002; Shank, 2006). The study was inductive primarily because the â€Å"researcher gathe rs data to build concepts, hypotheses or theories† (Merriam & Associates, 2002, p. 5). As mentioned earlier, the researcher had preferred mixed method because it enabled the researcher to be actively involved in the data collection and analysis, in the collection of literary narratives and in the discharge of the inductive logic used in the study. Furthermore, through a mixed method a holistic picture of the incident was attained since it seeks to understand the phenomenon within the social context or circumstances where it was happening (Janesick, 2004). For the qualitative part of the research, Creswell (2007) noted that there are five different approaches to qualitative research; â€Å"narrative research, phenomenology, grounded theory, ethnography, and case study† (p. 53). In both the narrative research and phenomenology, the focus of attention is the life stories and experiences of the participants (Savin-Badin & Van Neikirk, 2007). It looks into the personal belie fs and attitudes of the participants towards the phenomenon (Creswell, 2007). As such, the personal beliefs of the participants become the focal point with which the phenomenon is to be explained (Yin, 2009). Thus, it demands that the personal beli