Definition and Examples of Doublets in English

Definition and Examples of Doublets in English In English grammar and morphology, doublets are two distinct words derived from the same source but by different routes of transmission, such as poison and potion (both from the Latin potio, a drink). Also known as  lexical doublets and  etymological twins.  When the two words are used together in a phrase  they are called  coupled synonyms or  binomial expressions. Three words of this kind are called triplets: e.g., place, plaza, and piazza (all from the Latin platea, a broad street). Examples and Observations English has many doublets from Latin sources. Usually, the earlier word came from Norman French and the later one came from central French . . . or directly from Latin. Occasionally we have three words, or a triplet, from the same source, as in cattle (from Norman French), chattel (from central French), and capital, all derived from the Latin capitalis, meaning of the head. Another example is hostel (from Old French), hospital (from Latin), and hotel (from modern French), all derived from the Latin hospitale.  Ã‚   (Katherine Barber, Six Words You Never Knew Had Something to Do With Pigs. Penguin, 2007)It is no coincidence that the basic meaning of adamant was diamond. The word diamond is a doublet of adamant, the two words having come ultimately from the same Greek source, adamantos.The present-day adjective, meaning unyielding, inflexible, usually in the phrase to be adamant, is first recorded in the 1930s. It was apparently an extended use of such earlier phrases as an adamant h eart (1677), meaning a heart of stone and adamant walls (1878) stone walls.  (Sol Steinmetz, Semantic Antics. Random House, 2008) Cadet, Caddie, Cad In Medieval Gascon French, a capdet was a little chief, little head, from the Late Latin capitellus, a diminutive form of Latin caput head. The term was originally applied specifically to a younger son of a nobleman, serving as a military officer at the French court, . . .. The term passed into Standard French in this Gascon sense, but later was generalized to mean younger (son, brother).In the 17th century, French cadet passed into English, which reworked the French meanings and, in the process, created the doublet form caddie. During the 17th and 18th centuries cadet was used to mean junior military officer, while caddie meant military trainee. The 18th century also saw the creation of the abbreviated form cad, which seems to have had a variety of senses, all of them suggesting assistant status: assistant to a coach-driver, wagoners helper, bricklayers mate, and the like.(L. G. Heller et al., The Private Lives of English Words. Taylor, 1984) Differences in Meaning and Form Doublets vary in closeness of meaning as well as form: guarantee/warranty are fairly close in form and have almost the same meaning; abbreviate/abridge are distant in form but close in meaning (though they serve distinct ends); costume/custom are fairly close in form but distant in meaning, but both relate to human activities; ditto/dictum share only di and t and a common reference to language; entire/integer are so far apart that their shared origin is of antiquarian interest only. (Tom McArthur, The Oxford Companion to the English Language. Oxford University Press, 1992) Doublets in Legal Language [David] Mellinkoff (1963: 121-2) indicates that many . . . legal terms appear in companythey are routinely used in sequences of two or three (doublets are also known as binomial expressions and binomials). . . . Everyday words can be transformed into legal formulae in this way. Melinkoff also points out that many doublets and triplets combine words of Old English/Germanic (OE), Latin and Norman French origins. Examples of doublets of sound mind (OE) and memory (L)give (OE) devise (F) and bequeath (OE)will (OE) and testament (F/L)goods (OE) and chattles (F)final (F) and conclusive (L)fit (OE) and proper (F)new (OE) and novel (F)save (F) and except (L)peace (F) and quiet (L)These expressions are mostly centuries old, and some date from a time when it was advisable to use words of various origins either to increase intelligibility for people from different language backgrounds, or more probably it was intended to encompass previous legal usage or legal documents from both early English and Norman French.  (John Gibbon, Forensic Linguistics: An Introduction to Language in the Justice System. Blackwell, 2003)The non-exhaustive lists below present a selection of doublets and triplets still commonly found in legal documents:Doublets:aid and abet, all and sundry, attached and annexed, ask and to answer, deem and consider, each and all, fit and proper, have and hold, legal and valid, true and correct, totally null a nd void, peace and quiet, son and heir, terms and conditions, last will and testamentTriplets:cancel, annul, and set aside / ordered, adjudged, and decreed / signed, sealed, and delivered(Mia Ingels,  Legal English Communication Skills. Acco, 2006) Morphological Doublets [M]orphological doublets (rival forms) . . . are pairs of synonymous complex words which share the same base but involve distinct formatives, e.g. two different affixes (cf., for instance, the existence of attested doublets in -ness and -ity: prescriptiveness/prescriptivity, etc.). One may predict that this sort of formal fluctuation is not likely to persist for a long time; usually, one of the rival forms eventually takes over and becomes established (thus strengthening the derivational pattern it represents) while the other variant sinks into oblivion (or they acquire specialized meanings, as in historic / historical, economic / economical). (Bogdan Szymanek, The Latest Trends in English Word-Formation. Handbook of Word-Formation, ed. by Pavol Ã…  tekauer and Rochelle Lieber. Springer, 2005) Pronunciation: DUB-lit EtymologyFrom Latin duplus, two-fold

35 Troublesome Irregular Verbs

35 Troublesome Irregular Verbs 35 Troublesome Irregular Verbs 35 Troublesome Irregular Verbs By Mark Nichol In English, many verbs adapt simply to the past tense with the attachment of either -d or -ed, as in walk/walked or brake/braked. These are called regular verbs. Many other verbs, however, undergo more significant alterations to transform from references to present-tense actions to those representing actions performed in the past. Such words are called irregular verbs. The simple past, the tense form that describes what has previously occurred, is fairly straightforward once one assimilates the forms for each irregular verb. But complications set in when the past participle a verb assisted by an auxiliary verb, or a past-tense form of the verb to be is employed. Some past-participle forms are easily distinguished from their simple-past counterparts, as in the case of ate/eaten, for example, or saw/seen (â€Å"I ate already†/â€Å"I had eaten already†; â€Å"We saw the movie†/â€Å"We had seen the movie†). Others, however, often literally give writers pause. Many of them are presented below in sample sentences with simple-past usage for comparison: 1. â€Å"A problem arose.† â€Å"A problem had arisen.† 2. â€Å"They beat the odds.† â€Å"They had beaten the odds.† 3. â€Å"She bore it well.† â€Å"She had borne it well.† 4. â€Å"He broke the record.† â€Å"He had broken the record.† 5. â€Å"My friend drank three beers already.† â€Å"My friend had drunk three beers already.† 6. â€Å"You forsook us.† â€Å"You had forsaken us.† 7. â€Å"The boy hid the ball.† â€Å"The boy had hidden the ball.† 8. â€Å"I lay on the floor for a moment.† â€Å"I had lain on the floor for a moment.† 9. â€Å"We rode far.† â€Å"We had ridden far.† 10. â€Å"The phone rang.† â€Å"The phone had rung.† 11. â€Å"She rose to the occasion.† â€Å"She had risen to the occasion.† 12. â€Å"She sang.† â€Å"She had sung.† 13. â€Å"He shook it loose.† â€Å"He had shaken it loose.† 14. â€Å"The shirt shrank when I dried it.† â€Å"The shirt had shrunk when I dried it.† 15. â€Å"We strode along merrily the entire way.† â€Å"We had stridden along merrily the entire way.† 16. â€Å"The team strove to come back from behind.† â€Å"The team had striven to come back from behind.† 17. â€Å"I swore that I had not taken it.† â€Å"I had sworn that I had not taken it.† 18. â€Å"They swam to the other end and back.† â€Å"They had swum to the other end and back.† 19. â€Å"He took her back home.† â€Å"He had taken her back home.† 20. â€Å"My sister tore the paper up.† â€Å"My sister had torn the paper up.† Hanged and Hung The past-participle form of hang is a special case. When referring to an object, hung is employed for both simple past and past participle: 21. â€Å"They hung the stockings with great care.† â€Å"They had hung the stockings with great care.† In reference to execution by hanging, however, hanged is often (but not always) used in both forms: â€Å"The horse thief was summarily hanged.† â€Å"The horse thief had been summarily hanged.† Hung in the latter sense is more likely to appear in a more casual context, as in a jocular usage or when referring to hanging in effigy: â€Å"I’ll be hung by my feet over an open fire if I don’t finish this in time.† Choices Many other verbs offer writers alternative forms for past tense, past-participle tense, or both: 22. â€Å"I awaked (or awoke or awakened) to a deafening hum.† â€Å"I had awoken (or awaked or awakened) to a deafening hum.† 23. â€Å"She forgot to call back.† â€Å"She had forgotten (or forgot) to call back.† 24. â€Å"The swimmer quickly dove (or dived) into the pool.† â€Å"The swimmer had quickly dived into the pool.† 25. â€Å"I got nothing in return.† â€Å"I had gotten (or got) nothing in return.† 26. â€Å"She lighted (or lit) another cigarette.† â€Å"She had lit (or lighted) another cigarette.† 27. â€Å"He proved that I was right.† â€Å"He had proven (or proved) me right.† 28. â€Å"The boat sank.† â€Å"The boat had sunk (or sank).† 29. â€Å"She showed him the door.† â€Å"She had shown (or showed) him the door.† 30. â€Å"The medallion shined (or shone) in the sunlight.† â€Å"The medallion had shone (or shined) in the sunlight.† 31. â€Å"I sneaked (or snuck) out last night.† â€Å"I had snuck (or sneaked) out last night.† 32. â€Å"The tiger sprang (or sprung) noiselessly.† â€Å"The tiger had sprung noiselessly.† 33. â€Å"The car’s interior stank (or stunk) of stale fast food.† â€Å"The car’s interior had stunk of stale fast food.† 34. â€Å"My dog waked (or woke) me up.† â€Å"My dog had woken (or waked) me up.† 35. â€Å"My aunt weaved (or wove) the scarf.† â€Å"My aunt had woven (or weaved) the scarf.† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the General category, check our popular posts, or choose a related post below:Direct and Indirect ObjectsWhat's a Male Mistress?Sit vs. Set

Business Plan Essay Example | Topics and Well Written Essays - 2500 words - 2

Business Plan - Essay Example Such expansion will entail the setting up of a store location to offer the pretzels and its new selection not only during annual state fairs, but whole year round. Its customer will no longer have to wait during annual state fairs to avail of the pretzels and its new selection but can now go to a permanent location where they can avail of the product. Such expansion and setting up of store location however needs more capitalization. To this end, the present owner, son of the original owners Mr. and Mrs. Smith, will infuse a $ 50,000 capitalization to finance the expansion. The additional $50,000 loan with additional credit line will be used to cover the additional equipment to expand production and to cover additional overheads. To continue and expand the operation of Pretzels Galore and be able to cater to its unserved market by making Pretzels Galore available through a fixed store location creating and developing delicious, innovative, and a wider array of pretzels selection to the highest quality that will be appealing to different age groups and across different market segment and enhance the company’s market base and profitability. To become the leading provider of pretzel in the next two years through its distinct and delectable taste and by offering a wider array of Pretzels that is innovative and appealing while competitive in price. Pretzel is a unique knot like shape type of baked food made from dough and can be offered in a variety of soft and hard varieties and savory or sweet flavors. It originated from Europe and has a distinct symmetrical looped form. Pretzels Galore was a creation of Mr. and Mrs. John Smith who after years of participation in annual state fair has created a market following owing to the distinct taste and flavor of its pretzels. This was enhanced by the second generation of the Smiths who after experimenting for new flavors of the original

THE STRuggle for the american curriculum Assignment

THE STRuggle for the american curriculum - Assignment Example This paper intends to provide a vivid description about the Kliebard’s four interest groups and insight about the organization, which are sorted out by the four groups. Furthermore, the study also reflects about the socio-political and the economic factors, which greatly influence the organization being sorted. Correspondingly the paper further compares and contrasts about Dewey’s notions about the organization of the curriculum. Kliebard Four Interest group of American Curriculum Theory American curriculum theory signifies a hypothetical correlation keen to inspecting and affecting educational programs. Each of the interest groups embodies strength for an altered selection of knowledge and values adapted from the culture and different curriculum. Kliebard basically identifies four interest groups in the struggle to control or modify the subject organization of the American curriculum. The name of the interest groups are humanist (mental disciplinarians), social efficie ncy, child study (develop mentalist), and social meliorates (Kliebard, 2004). Concerning the historical data in the year 1890s, the theory related to mental discipline or humanist believed in the abilities of the students to develop psychological reasoning. Furthermore, it has also been observed that in this particular group the education system was not planned for social improvements in itself but for the systematic progress of mental power. The humanists viewed schools as instruments for taking the traditional values, susceptibilities, and cultural acmes that has been associated with the Western civilization. Although it formerly justified this large- skills curriculum the best process to train mental facilities. In this era humanists have maintained old-style subjects on the basis of their intrinsic value as carriers of cultural tradition. The second group based its knowledge on the evolving study of child development, which controlled them to reject faculty psychology and provid ed an insight that effective training must be provided to children with diversified learning capabilities and competencies at different levels of growth stages. This group requires a child-centered program that would plan not only to match the skills of children at each stage but also to excite their interest and motivate them towards the curriculum. Another group reflects Social meliorism which believes that study is a tool to change society for betterment. This tool is based on the power of individual’s intellectuality and the skills to improve through education. The future of the people is not fixed by gender, heredity, socio-economic status or any other issues (Kliebard, 2004). â€Å"Social efficiency educators† were directing to design a curriculum that would improve the social value of each individual in the society. This theory believes that society could be organized by the effective application of the American’s curriculum. Students should know their ro le within the societal context. This theory introduces high and vocational schools for the students and also introduces learning activities, which will assist in overall societal development. The effective curriculum for the society will inculcate smaller strategies for establishing advance learning concept for the society to grow (Kliebard, 2004).

Choose promt in attachment Essay Example | Topics and Well Written Essays - 1250 words

Choose promt in attachment - Essay Example The latter has seen a lot of improvement in the film industry for women. Also important was the Civil Rights Movement. Mulvey’s theory in which she stipulates that women are just sexual fantasies for males in earlier films supports this argument. Laura Mulvey is renowned for her ‘Visual Pleasure and Narrative Cinema’ where she analyses the production technique of Hollywood films. According to her ‘gaze theory’, most of the films produced have a masculine approach. This implies that the films use women as objects that provide visual pleasure for men (Hemery, 2013). In films today, there still exist forms of objectifying women, even though they are also given major roles involving active participation. Examples of films that portray women as sexual objects include 100 Girls, National Lampoon’s Dorm Daze and I Hope They Serve Beer in Hell. In 100 Girls, there are women who are in the film to fulfill the actor’s sexual desires. In today†™s films, especially those meant for children, the female gender is not represented equally as their male counterparts. However, when they appear in such films, they are either passive or over-attractive. For instance, women in animated films are portrayed as extremely thin, with small waists and hourglass figures. In films such as Pretty Woman, women are portrayed as escorts who are paid for their companionship services. A rich businessperson, Edward, pays Vivian Ward, played by Julia Roberts. Later on, they fall in love. They are also adorned with alluring clothes. Men, on the other hand, are presented as saviors, warriors, breadwinners, and protectors of the world in films. For example, in the film, The Avengers, the pictorial cover portrays five men and one woman. Apart from the unequal representation of women, the picture also portrays her carrying the smallest of the weapons. According to research findings, only 32.8% of speaking characters are female while the remaining 62. 7% of the characters are male. In total, less than 17% of films in the industry are balanced in terms of gender (Smith, 2008). Similarly, in the directing and producing areas for every one female there are approximately five males. This is alarming, especially since almost half of the society is made up of females. Film Industry in the early 1950s was marred with various stereotypes, including the traditional role male and female. In the few instances that women were represented in films, they appeared as homemakers, with a lot of babies and household chores. Films today have however revolutionized women’s role a little bit (Hemery, 2013). This could be attributed to modernity and westernization that has seen women pursue their careers and still play their roles as wives and mothers, like in Strike back. Jodhi May is portrayed as a survivor in the male dominated world of military, and she climbs to the top. Many females are also portrayed as having a great affinity for romant ic relationships. For instance, The Ugly Truth portrays Abby Ritcher as a romantically challenged woman, who lashes out her list of how her dream man ought to be. Most films also show women as weak, and no matter who wrongs the other in film, the woman always forgives and gets back with her male partner. An example here is Project X, a high school themed film. Films like Clueless depict the nature of girls as shallow. The reasons for this is because all they do is shop and enjoy

Ink and Paper Communication Essay Example for Free

Ink and Paper Communication Essay People say that the art of letter writing is dead. But my idea of heaven is writing a letter to a dear friend in a far away town, a note to my cousin saying â€Å" thankyou † for the dinner we had this weekend, a fan letter to the writer whose story I read and admired. I love to write something, be it a short story, a poem, a serious article or just letters. It is so magical to gather the right words and put them together on the paper†¦ I write a couple of letters a day, and suffer from bouts of guilt, thinking I may perhaps be over burdening my friends and relatives with my written material. Letters have been very important in my life, those that I have written and received. I have treasured the ones which are very dear to me, to read them again and again reveling in the magical spell they cast on me every time unfolding something new. It was a hobby that started from my childhood, when I wrote letters to my school friends, teachers, relatives and strangers as well. I std lX, when suddenly half the nation was consumed by the passion of acting, I too was one of them. I wrote my first fan letter to the great ‘Amitabh Bachchan’ and received from him a typed reply and his autographed photograph. His letter, the special handmade greeting card, and the letters written by my friends are the most treasured possession. Recently when I revealed my letter writing habbit to my friend, I was told, †but my dear, no one writes letters anymore! Where’s the time?† Agreed! I know people who never write letters for whom its just a waste of time. How easy it is to reach for the telephone type a few digits and talk to person miles away from you†¦ no pondering over thoughts no addressing of envelopes and no waiting for response. No doubt, the telephone is more efficient and instant but I doubt whether it is, on the whole as effective as a letter. Letters have a certain power, your heartbeat ticks rhythmically with every comma and a full stop†¦ you can preserve a letter , read it study it, carry it around like a cherished possession. It is not momentary as a telephone call, quickly done and quickly forgotten. As I have grown over years, I have matured and hopefully become wiser. I have learned to think twice before dropping a letter written in a melancholic mood. I have regretted it because by the time the letter is received the gloominess is banished and then one is left anxiously thinking about the reaction at the other end. There were moments when shyness led me to writing letters. I would have never been able to make friends with strangers had I not been a keen writer. I cannot dream of calling up a writer, actor, painter whose work I admire, until and unless I know them personally. But without hesitation I write them letters of appreciation, and if my letter is welcomed, it is answered and if not, I’ve got nothing to lose. Its funny but I’ve maintained friendships solely through letters that may, I fear, break if there is a face to face encounter. So keep in touch. The pen and paper you use does not matter the voice coming from the heart does. The next time when you write a letter notice for a second the magical tune that your pen plays on your paper , the rhythm of the flow of your thoughts, like the first raindrops touching the mother earth. You feel as if you are actually sitting in front of the other person reading out thoughts, collecting thoughts, coloring them with ink and presenting them paper to loved ones†¦.. anxiously waiting for the reply†¦. Letters have their special brand of magic.

Business Essays Literature Customer Retention

Business Essays Literature Customer Retention Literature Customer Retention Introduction In compiling this literature review, the author has deliberately cast a wide net. This has not only included both major and less prestigious journals, but also practitioner magazines and self-help websites. Customer retention is clearly marketing topic of considerable current and practical interest. Whilst some of what has been written is of dubious value, and some isnt actually even about customer retention at all, it is felt that ideas put forward should be allowed to stand on their merits. Insights by practitioners can often provide useful illumination of academic theory, and it is only by bringing them together that the full picture can be appreciated. The Rise of Customer Retention The sole purpose of a business Peter Drucker (1973) once famously claimed was â€Å"to create a customer†. Marketing has traditionally focused on market share and customer acquisition rather than on retaining existing customers and on building long-lasting relationships with them (Kotler, 2003). However, keeping the customer has become regarded as equally, if not more important, since (Badgett et al., 2004) reported that a 5 per cent increase in customer retention generated an increase in customer net present value of between 25 per cent and 95 per cent across a wide range of business environments. Research done by Gupta et al. (2004) found that a 1 per cent increase in customer retention had almost five times more impact on firm value than a 1 per cent change in discount rate or cost of capital. As a result of these researches, the business case for marketers to focus on the management of customer retention became more clearly established. Because of this, there is a growing recognition now that customers, like products, have a life-cycle that companies can attempt to manage and they can be acquired, retained and grown in value over time. Freeland (2003) points out that customers climb a value staircase or value ladder from suspect, prospect and first-time customer, to majority customer and ultimately to partner or advocate status. In response to these changes there has been a new emphasis on defensive marketing, which focuses on holding on to existing customers and getting more custom from them (higher â€Å"share of customer†), in contrast to activities which focus on winning new customers. One of the reasons for the great popularity of customer retention is the recognition that losing a customer means in fact more than a single sale: It means losing the entire stream of purchases that this particular customer would make over a lifetime of patronage (Kotler and Keller,2006). More recently, market share has been gradually losing its importance as marketing’s wisdom of focusing solely on customer acquisition (hoping that this effort will compensate for high levels of defection) is now being seriously questioned and considered as very high risk since ever more players enter an increasingly crowded marketplace (Baker,2000). Todays banks find themselves more and more in a situation in which they have to build professional customer retention management systems. There are two main reasons for doing so; on the one hand, the costs of gaining new customers in highly competitive markets are increasing considerably. On the other hand, the profitability of an individual customer grows permanently with the duration of the business-relationship (Liu Lai, 2004 ; pg 398). Customer retention attempts to win a slightly larger share of the customer’s spend than would otherwise be the case (McAlexander,2006). In spite of this, according to Weinstein (2002, p. 259), most companies spend a majority of their time, energy and resources chasing new business. 80% or more of marketing budgets are often earmarked for getting new business† (Weinstein, 2002, p. 260). This is in line with Payne and Frow’s (1999) finding that only 23 per cent of marketing budgets in UK organizations is spent on customer retention. Aspinall et al. (2001), in contrast, found that 54 per cent of companies reported that customer retention was more important than customer acquisition. Support for retaining customers in the marketing literature (e.g. Ahmad and Buttle, 2002) is extensive. The benefits of retaining customers to the organisation are higher margins and faster growth, derived from the notion that the longer a customer stays with an organisation, generally the higher the profit. The significance of retaining customers is not new to marketing, as Drucker (1963) believed that marketing is as much concerned with retaining as well as acquiring customers. However, as competition has intensified and markets become saturated, an awareness of the benefits of retention has grown, particularly in the retailing of financial services. Benefits of Customer Retention Dawes and Swailes (1999) explain that successful customer retention circumvents the costs of seeking new and potentially risky customers, and allows organizations to focus more accurately on the needs of their existing customers by building relationships (p36). Researchers have also pointed out that customer retention has a significant impact on profitability and positive customer satisfaction and leads to superior financial performance. This is because firms with high customer retention rates tend to have lower costs, maintain more profitable long-term relationships, and enjoy substantial word-of-mouth advertising (p92). Reynolds (2002) suggests that once a company acquires a group of customers, it can retain that group by making them feel special through customer recognition. Reichheld (2006) in his article ‘Learning from Customer Defections’ identified that longer a customer stays with a company, the more they are worth as in the long-term customers buy more, take less of a company’s time, are less sensitive to price, and bring in new customers. If a customer is retained in a business there is certainly a steady flow of revenue to the business, moreover, there are chances to increase the existing revenue by cross selling or up-selling activities. In addition to this, acquiring a new customer can be a much more onerous and expensive task than keeping an existing one. When banks focus on individual customers by establishing a relationship and encouraging satisfaction and loyalty they have more chances to increase and retain their customer base. Relation banking can be seen as a vehicle to increase single-brand loyalty, decrease price sensitivity, induce greater consumer resistance to counter bank offers or counter arguments (from advertising or bank sales-people), dampen the desire to consider alternative banks, encourage word-of-mouth support and endorsement, attract a larger pool of customers, and/or increase the amount of product bought. It can lead to more purchases more often, give the ability to mass customize communication, minimize waste, helps promote trust and attempts to win a slightly larger share of the customer’s spend (Ongena, S., and Smith,2000). Relationship leads to loyalty, and loyal customers are supposed to buy more, pay higher prices and bring in new customers through word-of-mouth support (Morgan et al.,2000). However, some of these â€Å"profitability-arguments† related to relationship banking have been challenged by Reinartz and Kumar (2002), who compared the behaviour, revenue, and profitability of more than 16,000 individual and corporate customers over a four-year period, concluding that they discovered little or no evidence to suggest that customers who buy on a steady basis are necessarily cheaper to serve, less price sensitive, or particularly effective at bringing in new business. They also found that a considerable amount of loyal customers were only marginally profitable, while a large percentage of short-term customers were very profitable. Woolf (1996) argues that greater success comes from a strategy based firmly on understanding customer economics and only secondarily on customer loyalty and building relationships. However, despite their criticism, even critics themselves have suggested that customer loyalty (relationship) is a worthy contributor to the shareholder value of a company(Houston, 1999;pg33), and that â€Å"firms are encouraged to study their position and options in the pursuit of this goal†(Oliver,1999; pg37). The Lifetime Value Concept Customer retention has also given rise to the concept of Customer lifetime value (CLV or LTV) which represents the net present value of profits, coming from the individual customer from a flow of transactions over time. Novo (2006) describes Customer lifetime value (LTV) as the present value of the stream of future profits expected over the customers’ lifetime purchases. Companies can look at their investments in terms of cost per sale, rate of customer retention and also conversion of prospects. LTV is also used as a convenient yardstick of performance, however, it has tended to become a bit too much of a holy grail for corporate, marketing and sales executives, to the extent that entire conferences and seminars are often devoted to helping optimize it (Romano Fjermesta, 2003; pg 233). It is important to retain customers, but not at the cost of other essential marketing activities. Putting customers into key categories helps to clarify analysis and acts as the basis for marketing activities designed to improve customer lifetime value. While the importance of calculating the Customer Lifetime value in deciding the retention strategies cannot be questioned, some writers are of the view that measuring the lifetime value can sometimes be complicated as it involves a lot of analytical forecasting. Knox et al (2003; pg 207) argue that ‘calculating Customer lifetime value is problematic because it involves forecasting what amounts of what products customers will buy in the future years, and what the sales, administration and logistics costs will be. Because profits in future years are progressively less valuable (because of inflation) and less certain, a discount rate has to be applied. The higher the discount rate, the less valuable future profits will be’. Customer Retention and the rise of relationship banking (RM) The objectives of relationship marketing is to identify and establish, maintain and enhance and, when necessary terminate relationships with customers and other stakeholders, at a profit so that the objective of all parties involved are met. This is done by a mutual exchange and fulfillment of promises. Kabiraj et al. (2004) in their study of relationship practices in India noted that the Indian banking sector can only stay competitive by building lifelong partnerships with their customers. Relationship banking techniques can be employed to develop an ongoing dialog with customers, integrated across all contact points. Knox et al. (2003, p. 19) addressed that RM is a strategic approach designed to improve stakeholder value through developing appropriate relationships with key customers and customer segments and involves an enterprise-wide marketing strategy and technology platform. If done correctly, it enables organizations to retain the loyalty of their customers. It is about managing and monitoring customer behavior and has the potential to change a customers relationship with the banking organization and increase revenue (Dyche, 2002, pg.4). In todays economic condition, relationship banking can help to provide a sense of personal service without an actual person (Seybold, 2007). They allow banking organizations to integrate customer interaction channels and provide consistency in their interactions with customers, generate better customer intelligence, customize their offerings and communications to customers, manage customer interactions and relationships more effectively, and manage the customer portfolio by assessing the lifetime value of customers (Ely, 2006). Relationship Marketing/banking is not a new concept, its roots lie in the marketing basics of repeat purchase, customer retention and customer loyalty. Traditionally followed by retailers, the concept is slowly spilling over to the banking and financial services industry. Berger (2005) describes relationship banking as an attempt to advance the sales culture in bank marketing beyond order taking to a more pro-active form of direct selling which includes knowing more about the customer needs and tailoring products and services to suit individual requirements. Its goal is to establish a long term, intimate and relatively open relationship between banks and its customers. Eg Commercial banks and other financial institutions attempt to apply the concept of relationship banking through Personal Banker and Private Banking programs (Stauss Schoeler, 2004; pg 147). In this way, they are able to understand their customer, give personal advice and develop proximity with the customer. Customer retention has been shown to be a primary goal in firms that practice relationship marketing (Coviello et al., 2002). While the precise meaning and measurement of customer retention can vary between industries and firms (Aspinall et al., 2001) there appears to be a general consensus that focusing on customer retention can yield several economic benefits (Buttle, 2004). As customer tenure lengthens, the volumes purchased grow and customer referrals increase. Simultaneously, relationship maintenance costs fall as both customer and supplier learn more about each other. Because fewer customers churn, customer replacement costs fall. Finally, retained customers may pay higher prices than newly acquired customers, and are less likely to receive discounted offers that are often made to acquire new customers. All of these conditions combine to increase the net present value of retained customers. Lindgreen et al. (2000, p. 295), computed that it can be up to ten times more expensive to win a customer than to retain a customer and the cost of bringing a new customer to the same level of profitability as the lost one is up to 16 times more. Although a number of authorities have suggested that relationship marketing represents a paradigm shift (Christopher et al., 1991; Sheth and Parvatiyar, 1995) from a longer established transactional orientation to customer management, Gronroos (2000, p. 23) noted that the relational perspective on marketing is in fact â€Å"older than the transaction perspective in marketing† and is â€Å"probably as old as the history of trade and commerce†. There has been growing interest in relational aspects of customer management. Relationship banking permits businesses to leverage information from their databases to achieve customer retention and to cross-sell new products and services to existing customers which is why they are synonymous to existing customer promotion. It is believed that companies that implement relationship banking practices make better relationships with their customers, achieve loyal customers and a substantial payback, increased revenue and reduced cost (Blery Michalakopoulos, 2006). Relationship banking when successfully deployed can have a dramatic effect on bottom-line performance. There are two main aims of relationship banking. One is to increase revenue by raising purchase levels and/or increasing the range of products. A second aim is more defensive, by building a closer bond between the banking organization and current customer banks hope to maintain their customer base (retention). The whole idea of relationship banking is based on the argument that profits can be increased significantly by achieving either of these two aims. In todays economic climate building relationships can help banks to do more with less by providing a sense of personal service without an actual person. (Roberts, 2004) Relationship banking seeks to identify and talk to individual customers on a massive scale and this torrential flow of live transactional data offers the possibility to transform how banks manage their business. While it is not important to retain customers, it is important to retain the right customers in the business. Overtime, choices must be made as to which customers to acquire, which ones to develop and which ones to retain. It is true that not all customers are worth retaining, since from a long-term perspective not everyone is equally profitable. It is important to know if a currently unprofitable customer would generate a future profit stream, if an investment were made in enhancing the customers’ satisfaction. These problems can be addressed by profiling customers and making investments in those who offer the desirable growth and profit potential. (Subhash C. Jain 2005, p278) Relational Exchange and Customer Loyalty RM forms the bridge between the banking organisation and the customer, by means of reinforcing linkages, responding to customer needs and serving micro-segments (Berry, 2002; Hennig-Thurau, 2000). Freeland (2003) who has observed and contributed to this body of literature, comments: ‘Marketing practice has increasingly turned towards alliances, partnerships and other forms of relationship marketing, whose success requires effective co-operation. Interpretations of RM vary (Brodie et al., 1997), but common themes are that relationships are based on power being distributed equally between partners (Liu Lai, 2004) and that both the buyer and the seller are active in a rich, multi-dimensional exchange. Further elements that mediate successful relationships are trust and commitment (Garbarino and Johnson, 2006) in which trust is conceptualised as a belief that the partner in the exchange will fulfil the perceived obligations of a relationship. Where the focus is on individual customers, loyalty and retention initiatives can be seen as vehicles to increase single-brand loyalty, decrease price sensitivity, induce greater consumer resistance to counter offers or counter arguments (from advertising or sales-people), dampen the desire to consider alternative brands, encourage word-of-mouth support and endorsement, attract a larger pool of customers, and/or increase the amount of product bought( Bolton et al., 2000) Two aims of customer retention programs stand out, one is to increase sales revenues by raising purchase/usage levels, and/or increasing the range of products bought from the supplier. A second aim is more defensive, by building a closer bond between the brand and current customers it is hoped to maintain the current customer base. Loyalty and retention initiatives can lead to more purchases more often, give the ability to mass customize marketing communication, minimize waste and help promote trust. It attempts to win a slightly larger share of the customer’s spend than would otherwise be the case if the additional value of the scheme were not offered (McAlexander,2002). Research will analyze in greater detail the ways in which retention initiatives can transform the bank’s business and help make strategic business decisions, which is the purpose of the research (to evaluate retention as a key marketing strategy). One of the reasons for the great popularity of customer retention is the recognition that losing a customer means in fact more than a single sale: It means losing the entire stream of purchases that this particular customer would make over a lifetime of patronage – also known as the â€Å"customer lifetime value†(Kotler and Armstrong,2001). Role of Employees Within the Retention Process Another area of research would be the employee involvement in the customer retention process. In the Journal of Marketing Management, Buttle (2004) stresses on the importance of the front line employees. He argues that employees have the power to take actions which provide immediate customer satisfaction and thereby reinforce customer retention. This necessitates actively managing interactions between customer and staff and instigating improvements to the external quality of service by increasing the levels of internal service which staffs receive from within the organization from support departments and technology. (p153) Robert Heller (2005; og 117) insists that the most vital statistic for retaining a customer in any business is its employees. He quotes â€Å"that a satisfied worker creates a satisfied customer and higher financial returns: and that, by the same token, disgruntled staff lead to customer dissatisfaction†. A research by staff at Sears, the US retailing giant in 2006, established a convincing and clear correlation between employee attitudes, customer attitudes and financial results. The research showed that for every 5 units of improvement in employee attitudes, there were 1.3 units of gain on the customer impression index. Moreover, the latter added up to a 0.5% increase in sales over what they would otherwise have been.This outlines the obvious linkage between employee attitudes and customer retention. Therefore, if a business wants to retain its customers, along with devising strategies for customer satisfaction, it has to bear in mind that, employee satisfaction is equally important. The reseserch will analyze the role played by employees in Citibank in promoting customer retention. Researchers have argued that both customer facing and back office staff have a role to play in customer retention. The study will examine the ways in which the staff in Citibank performs their role and the effect it has on customer retention. Customer Clubs Some banks make the use of customer clubs as a strategic instrument for creating customer retention. Customer clubs are communities of current customers that are initiated and organized by companies (Diller, 1997; Butscher, 1997; Butscher and MuÈller, 1999). The current customers are approached for a potential membership to enable a steady direct communication and to intensify the relationship during the total time of business relation (Tomzcak and Dittrich, 1999). As an institutionalized form of added-value services, they aim at offering club members a wide range of benefits and increase customer satisfaction and loyalty. The goal of customer club is to improve the general operational profitability by customer retention. A customer club is regarded as a suitable platform to increase the interaction frequency between the bank and the customer (customer interaction effect) by creating contact and feedback opportunities. By doing so, a close contact is built around the client throughout the entire customer life cycle (Coviello et al., 2002; pg 8). A central objective of customer clubs is the augmentation of organizational knowledge about the customer (customer knowledge effect). With each customer contact starting from account opening the organization receives detailed information about the personal situation, interests and demand structures of the account holders. These insights are collected in a global member data base and linked with further customer data, which form the basis for individualized marketing measures (Ganesh et al., 2006; pg 65). However, some argue that it has to be considered that the set up and development of a customer club requires considerable investments. Whereas the cost effects of these investments are obvious and can be calculated rather easily, there is no certainty with respect to the existence and degree of the expected loyalty effects. Also, the customers willingness for a membership depends on the fact whether a distinct advantage is offered to them as customers are only willing to supply data and participate actively in the club membership, if their individual cost-benefit-calculation leads to a positive result (Gupta et al., 2005; pg 7). Therefore the customer club must offer a bundle of exclusive services, which are attractive for the target group from either a financial, material or communicative perspective. Retention measures and process Banking organizations in the vanguard are making several proactive changes in their service capabilities. They are developing diagnostics to understand what their customers need and value. They are examining what they need to do to retain customers and then train their people accordingly and are reinforcing service-oriented behaviours. Banks are exploring how to anticipate and respond successfully to differences in customer requirements between geographies. They are leveraging the intimate product knowledge of technical people and other staff and teaching them about the critical role they play in customer retention. Some financial service organizations are also teaming up sales, service and technical experts much farther upstream in a customer relationship in ways that are cost-effective and value added (Johnston, 2005; pg 211). It is also worth pointing out that the service component of forward thinking banking organizations is no longer relegated to one department containing the lowest-paid people. Major Banks use technology to accomplish menial tasks quickly, allowing everyone in the organization the time to enhance their skills as salespeople, research and development contacts and potential consultants on complex jobs (Morrman et al., 2002; pg 314). Research done by Nyer (2007) showed that everyone who interacts with customers must become an active agent for customer retention. A number of organizational processes can be associated with customer retention, including customer satisfaction measurement process, customer retention planning process, quality assurance process, win-back processes and the complaints-handling process. The notion that companies should engage in planning if they want to achieve desired business outcomes is deeply embedded in modernist management literature. Retention metrics Despite the scarcity of research into customer retention planning, investigators and commentators have begun to report on a number of related questions, such as how to define and measure customer retention, how to segment customers for customer retention efforts, and what strategies to employ to recover at-risk or lost customers. Aspinall et al. (2001) investigated the issue of definition and measurement of customer retention. They found that customer retention was particularly an issue in larger banking organizations but absence of measurable indicators makes it harder to gauge the impact of strategy implementation on customer retention. Buttle (2004) found that banks can employ one or more of several types of retention-related KPIs – raw, sales-adjusted, or profit-adjusted customer retention metrics. Banks that adopt raw customer retention metrics focus on the retention of a given percentage or number of customers, regardless of value. Banks that use sales or profit-adjusted retention metrics will focus their efforts on customers that generate higher levels of sales or profit. Coyles and Gorkey’s (2002) research also notes the significance of focusing on the retention of profitable customers, rather than all customers. They suggest that it may be more important for banks to focus on managing the overall downward migration of customer spending than customer retention in its own right. They note that many more customers change their behaviour than defect, so the former typically account for larger changes in value (Coyles and Gorkey, 2002, p. 80). They report the case of one bank that lost 3 per cent of its total balances when 5 per cent of checking account customers defected in a year, but lost 24 per cent of its total balances when 35 per cent of customers reduced the amounts deposited in their checking accounts. Another question that researchers have attempted to answer concerns the focus of companies’ customer retention efforts (Koch, 1998; Ganesh et al., 2000). Should retention of every customer be the goal, or should retention efforts be focused on subsets or even individuals? A report by PricewaterhouseCoopers (2002) observes that poor management of customer churn is a major value destroyer and that the key to prevention is to predict and avert attrition of the â€Å"right customers†. The â€Å"right customers† are those that contribute most significantly to the achievement of the company’s objectives. The implication of there being â€Å"right† and â€Å"wrong† customers to retain is that companies are advised to segment their customer base for retention efforts in much the same way that they would segment the market for acquisition efforts (Weinstein, 2002). Evans (2002) suggests that the right customers are those with the highest residual lifetime value. Although there has been little investigation of customer retention planning processes, there has been considerable attention paid to assessing the role and effectiveness of retention strategies and tactics directed towards valued, at-risk or lost customers. For example, a number of researchers have examined the contribution of relationship marketing instruments such as loyalty programs and customer clubs to customer retention outcomes (O’Brien and Jones, 1995; Dowling and Uncles, 1997; Stauss et al., 2001; Verhoef, 2003). Others have examined the development of customer attachment to organizations (Moorman et al., 1992; Oliver, 1999; Hofmeyr and Rice, 2000). The research will look into the retention KPIs of Citibank and assess whether the KPIs accurately measure retention. Type of banking relationships Banking relationships can be economic and social. Economic content deals with the economic benefits and costs of participating in the relationship. Customers are only willing to participate actively in a relationship if their individual cost-benefit calculation leads to a positive result (Stauss Seidel, 2005). Social content suggests that although economics may indicate a prosperous relationship, no relationship can be successful in the long-term without a social environment that nurtures communication, honesty, fair play and an awareness of mutual interests and therefore relationships should accommodate opportunities for interactions so that friendships may be developed. Building a customer retention strategy Setting up a strategy around customer retention requires careful planning and should include detailed plans and methods for customer identification and registration, segmentation and reward design. In order to be a source of sustainable competitive advantage, the banking organization developing the strategy must always take into account what its loyal customers value, since loyalty and retention is inextricably linked to the creation of value (Morgan et al, 2000). The strategy should make sure that it directly supports the value proposition. A value proposition is â€Å"the full positioning of a brand , the full mix of benefits upon which it is positioned† and the answer to the customer’s question â€Å"Why should I buy your brand?†(Kotler Armstrong,2001). Moreover, in order to be viable, a retention strategy must build and sustain noticeable differences in its offerings that are difficult to copy, since a lack of differentiation removes any potential of competitive advantage – which is anything but easy in banking., where first movers are quickly imitated (Morgan,2001). It must be considered that the retention strategy do not exist in a vacuum, but should be a coherent element of the bank’s overall strategy and capabilities. The strategy should take into account the nature of the business, its market position, goals, and the competitive landscape. There is still some confusion regarding the nature, scope, role and influence of customer retention initiatives. From a functional perspective, many marketers believe