Virgil Analysis of Dante Inferno Essay example - 2202 Words

Virgil Virgil came to be regarded as one of Romes greatest poets. His Aeneid can be considered a national epic of Rome and has been extremely popular from its publication to the present day. Virgil- Beatrice sends Virgil to Earth to retrieve Dante and act as his guide through Hell and Purgatory. Since the poet Virgil lived before Christianity, he dwells in Limbo (Ante-Inferno) with other righteous non-Christians. As author, Dante chooses the character Virgil to act as his guide because he admired Virgils work above all other poets and because Virgil had written of a similar journey through the underworld. Thus, Virgils character knows the way through Hell and can act as Dantes knowledgeable guide while he struggles alongside Dante†¦show more content†¦Dante is like the son Virgil never had. This comes to light most apparently in their flight from the two-timing demons. In lifting Dante to his chest and carrying him as he sprints toward safety, Virgil becomes a mother figure to the terrified Dante. Hmmm, father and mother? You’re right in guessing that something bigger is going on here. As an unofficial poet laureate of the Romans, Virgil is a kind of p atron spirit of Italy. Moreover, as the consummate speaker and writer of Latin – the ancestor language of Italian – Virgil is, in a sense, the fore-father of Dante’s native language. The two poets’ kinship traces back to their respective languages. Virgil and Language As much as Dante wants the title of world’s greatest poet, Virgil, it seems, has that honor. If you haven’t noticed, the author-Dante hits us over the head with all the linguistic imagery in which Virgil is steeped. First and foremost, there’s that big important passage about Virgil’s persuasive word. We know this is a weird concept so let’s just recap. The phrase in Italian is parole ornate which translates literally as decorated word. Doesn’t that fit Virgil to a T? We’re talking about the writer of the Aeneid here, the Latin epic to end all epics, and Dante’s all-time favorite book. We figure that Virgil spent so much time writing the Aeneid – invoking the Muses, speaking inShow MoreRelatedHow Dante Achieves a Synthesis Between Narrative and Cultural Elements in His Writing1565 Words   |  6 Pageshow if at all Dante achieve a synthesis between narrative and cultural elements derived from paganism and his intentions as a Christian author writing for a Christian audience. Medieval literature in general attempted to do this and Dante was no different with regard to this in his copying of Virgil and the Aeneid in their depictions of hell in pagan mythology. Analysis There are a host of specific examples from pagan mythology in the Inferno. For instance, in Canto 15, we see Dante leaving theRead MoreInferno Research Paper1715 Words   |  7 PagesInferno Research Paper Anthony K. Cassell stated in his critical essay titled â€Å"Farinata† that â€Å"the methods of punishment in Dante’s Hell are exquisitely diverse.† The cantos in Inferno are focused on Circles or subdivisions of Hell that describe specific punishments for the suffering souls based upon the sin they committed. The deeper into Hell, the worse the sins that were committed, therefore the agonies of the punishments are greater. In Inferno, Dante brings the issue of sin into light by givingRead MoreThe Inferno And The Systems Theory1220 Words   |  5 PagesDante’s Inferno is an allegorical tale that reflects a tumultuous time in Florence. The Inferno reflects the common thinking of religion and Christianity at the time and through examination of both the Inferno and the systems theory, a better understanding of life in Florence, at that time, can be better comprehended. The systems theory is a model that explores the intertwined aspects of a given civiliz ation. Dante’s Inferno details aspects of the systems theory that can be used to better understandRead MoreCanto Xx of Dantes Inferno1074 Words   |  5 PagesAn Analysis of The Souls Damned in Canto XX from Dante Alighieri’s Inferno Introduction Virgil and Dante find themselves in Circle Eight, Bolgia Four. The damned in this circle are all diviners and soothsayers, viewed by Dante as practitioners of impious and unlawful arts who attempt to avert God’s designs by their predictions. Virgil implies that those who do prophesy believe that God Himself is â€Å"passive† in the face of their attempts to foresee, and possibly change, the future. For such impietyRead MoreDante Alighieri s Inferno, And The Book Of Revelation1584 Words   |  7 PagesDante Alighieri’s epic poem, Inferno, and the Book of Revelation as told by John in the Bible each regale the natural curiosity of humans involving manifestations of endings and possibilities of new beginnings in the afterlife. The purpose of informing God’s people of these manifestations and possibilities is mutual and key to the preparedness of humans for life after death. Still, justice is surely delivered appropriately in Inferno and Revelation, due to G od’s brilliant arrangements. DivergenceRead More Dantes Inferno Essay888 Words   |  4 Pages Dantes use of allegory in the Inferno greatly varies from Platos quot;Allegory of the Cavequot; in purpose, symbolism, characters and mentors, and in attitude toward the world. An analysis of each of these elements in both allegories will provide an interesting comparison. Dante uses allegory to relate the sinners punishment to his sin, while Plato uses allegory to discuss ignorance and knowledge. Dantes Inferno describes the descent through Hell from the upper level of the opportunists toRead MoreThe Inferno And What Dante1374 Words   |  6 Pagescritically analyzes the character Dante in the Comedia. The paper analyzes the nature of the journey in the Inferno and what Dante needed to learn from it. The changes that were experienced have been analyzed in addition to the important parts of the text that are related to the changes. Moreover, the discussion has been keen to provide relevant illustrations as the case may be in order to emphasize on the character and the changes that are being addressed. Discussion The Inferno within the context of thisRead MoreThe Tragedy Of Dante s Inferno1016 Words   |  5 PagesDante’s Inferno is heavily based on the social and political downgrade of Rome in the 14th century. The poet recognized that civilians in his own city-state were idolizing corrupt politicians and giving into their sinful temptations. Political and religious stability were crumbling and as a result order disintegrated, many started to claim to be the Pope, people were idolizing wealth and corruption, and a majority of relationships were stemmed from adultery. As a result, throughout his cantos, DanteRead MoreAn Analysis of Statius Role in Dantes Purgatorio1290 Words   |  5 PagesAn Analysis of Statius Role in Dantes Purgatorio While there is no historical evidence proving that Statius the Latin poet ever converted to Christianity, it is convenient for Dante to imagine such a conversion for it confirms one of the medieval poets beliefs namely, that poetry is a gateway to God and that Virgil is a worthy guide. This paper will show how Dante chooses to use Statius as a Roman poet in the mold of Virgil, who is yet saved by his belief in the Redemption of Jesus Christ whoseRead More Analysis of Robert Frosts Fire and Ice Essay1087 Words   |  5 PagesAnalysis of Robert Frosts Fire and Ice      Ã‚  Ã‚   For Robert Frost, poetry and life   Ã‚  Ã‚  Ã‚  Ã‚   were one and the same.   In an interview he said, One thing I care about,   Ã‚  Ã‚  Ã‚  Ã‚   and wish young people could care about, is taking poetry as the first form   Ã‚  Ã‚  Ã‚  Ã‚   of understanding.   Each Robert Frost poem strikes a chord somewhere, each   Ã‚  Ã‚  Ã‚  Ã‚   poem bringing us closer to life with the compression of feeling and   Ã‚  Ã‚  Ã‚  Ã‚   emotion into so few words.   This essay will focus on one particular

Main Aspects of the Holocaust Essay - 8177 Words

Main Aspects of the Holocaust This project looks back at many of the main aspects of the Holocaust. On most topics I have focused in on one particular event or place (like Auschwitz for the camps or Kristallnacht for the Nazi rise). I did this as I think the Holocaust has to be looked upon on a more personal and individual level to see how bad it was and you cant really do this by simply over viewing a certain topic. I have chosen to cover the main bog standard areas like camps, Ghettos etc. Because, although it is slightly unoriginal, I knew little about them and wanted to find something out. Also, I dont think people appreciate just how bad some aspects (like the Ghettos) actually were. I†¦show more content†¦The party targeted the German peoples needs and aspirations, promising economic stability and the rise of Germany to where it belonged among the other thriving nations of the world. Also it provided a blame for the failure of their country and the loss of the war claiming that their government, who allied with the Jews had thus given their country a stab in the back. Apparently, the Jews had weakened the governments morale and will to fight. Finally, the party also claimed that only someone of German blood could be considered a rightful citizen of Germany, i.e. no Jew should be allowed to live in Germany, which was what this message was discreetly implying. Throughout this time, Hitler was at the forefront of the Nazi partys rise to power, using his likeable and persuasive personality, along with his ability to draw and win a crowd with his powerful public speaking. By 1923, Germany was undergoing an horrific inflation which saw a single American cent worth 1.66 million Reichmarks. During this time, the Nazi party attempted and failed to take over Germany, seeing Hitler land himself with a 5 year prison sentence, which eventually ended up being a brief 9 month spell. During this time, he wrote his book Mein Kampf which became a Bible to all people in the Nazi movement.Show MoreRelatedReading The Diary Of Anne Frank : An Essay Depth Resource For Learning About The Holocaust770 Words   |  4 PagesTeaching the Holocaust to high school students can be tricky at times. Choosing the right sources, whether primary or secondary, can be a daunting task. Students may connect to certain sources on an individual level, but other sources may m ake it hard to understand the â€Å"people† of the Holocaust. Susan Morger’s, Teaching the Diary of Anne Frank: An In-depth Resource for Learning about the Holocaust through the Writings of Anne Frank, offers high school teachers a very useful resource for teachingRead More Use of Narrative in John Boyne’s The Boy in the Striped Pyjamas1012 Words   |  5 Pagesrhetorical structure that distorts reality in order to reveal it. This is an eminently evident actuality in John Boyne’s The Boy in the Striped Pyjamas. Through this distortion, Boyne is able to evoke the reader’s empathy, portray the horror of the Holocaust to a younger audience and convey human’s capacity for inhumanity and indifference. This is achieved by Boyne, primarily through the exaggeration of innocence throughout the novel, the content presented to the audience, and the use of a child narratorRead MoreBlack Newspapers And The Holocaust1608 Words   |  7 Pagescontinue to cover the Holocaust? After finding limited articles pertaining to the events of Kristallnacht, I was curious to see if more coverage would be dedicated to the events that came after. I specifically wanted to look into African American newspapers of the day in order to see how the African American community reacted to the atrocities. During this time period many African Americans were facing persecution at home, so I figured they would approach new of the Holocaust with a different outlookRead MoreThe Victims Of The Holocaust1073 Words   |  5 Pages Many victims of the Holocaust, regardless of race, endured the same unethical punishment for having what the Nazi’s believed to be wrong beliefs. Though Jewish people were the main target by the Nazi’s, groups such as homosexuals, Gypsies, and Jehovah’s Witnesses were also targeted. Locations that these people were imprisoned in varied from prisons to killing camps. There were multiple concentration camps, but certain ones had a greater importance due to their location, such as Sachsenhausen andRead MoreThe Memory Thief By Gil Kofman1323 Words   |  6 PagesThe Memory Thief (US 2007, dir. Gil Kofman) explores the effects of post memory (Marianne Hirsch) on second-generation Holocaust survivors. How is this memory of the Holocaust passed on and what kind of different responses to this memory are shown in the film? The purpose of this essay is to understand Marianne Hirsch’s concept of Post memory in relation to Holocaust tragedy. Furthermore, the essay is going to analyse the meaning and effects of post memory on the second-generation. This will be examinedRead MoreUnintended Consequences - Israel from Palestine1297 Words   |  6 PagesPity from the Holocaust A common argument for the Holocaust’s causation in the creation of Israel and generous partition of Palestine is the potential for nations to pity the Jews for their suffering. In truth, Zionism wasn’t offered any gains by the Holocaust. Not only was the genocide irrelevant to the argument of Zionism to the rest of the world, but it also couldn’t be pitied, as it was not yet understood. Overall, the Palestine question – and it was just that: a question regarding PalestineRead MoreGenocide: A Historical Perspective Essay1462 Words   |  6 Pagessystematic extermination of a national, racial, political, or cultural group.† A few notable examples of genocide would be the War in Darfur, the Rwandan Genocide, and the Holocaust which are all among some of the worst genocides of the 20th century. The situation in Darfur is in part still going on today, while the Holocaust and Rwandan genocide are now a serious part of our world’s history. Each of these three genocides occurred due to political powers spinning out of control, and resulting inRead MoreMaus vs. Schindlers List1175 Words   |  5 PagesSchindler’s List vs. Maus A powerful and provocative graphic novel, Maus, generates a Jewish individual’s life of grotesque and horror. With its ability of perception and interpretation, it tackles the main points of the ominous Holocaust and delivers a spooky aura to the absorbed audience. In comparison to Schindler’s List, the graphic novel shines brightly than the pale movie due to its realism and humor that is constantly present throughout the storyline. The novel has the ability to connectRead MoreNazi Death Camps in the Night by Elie Wiesel833 Words   |  4 PagesNight is an non fiction, dramatic book that tells the horrors of the nazi death camps all around Europe. The book is an autobiographical account of what happened, so the main character is the author. The author is Elie Wiesel who was only 14 year old when Nazi Germany came through his town of Sighet, Transylvania. This is story is set between the years of 1944 and 1945. Elie and his family of 4 are optimistic when Germany begin s to take power. Germany invades Hungary, then arrives in Elie’s townRead MoreAnalysis Of White Noise By Don Delillo1467 Words   |  6 PagesLife is made up of lines. Lifelines, timelines, lines in the grocery store, plot lines, etc. Lines encompass many different aspects of life. Every person follows a different set of lines, guarding a few exceptions like birth and death. In the book White Noise by Don DeLillo readers get to experience different lines in the characters lives that may or may not correspond to readers own lives. The book White Noise even starts out by mentioning a line. The first line of the book remarks on the â€Å"long

A Comparative Study of Christianity and Islam free essay sample

A Comparative Study of Christianity and Islam Collaborated by Lin Chuangsen, Lin Fan, Zheng Feng Zheng Jia I. Introduction Christianity and Islam, along with Buddhism, are considered to be the world’s three largest religions. As a particular form of human experience with distinctive qualities and patterns, they play an important part in all human cultures. Christianity and Islam are closely related to each other, because they both revere Abraham and certain other patriarchs mentioned in the Bible as their spiritual ancestors. However, their similar points are not nearly guarantee that their followers can get along, owing to numerous differences between them. And it has been proved that most of the religiously motivated conflicts, mass crimes against humanity and genocides in the 20th century were between Muslims and Christians. Thus, it should be of great value to probe into the similarities and differences between these two religions. II. Similarities Firstly, the origination for both religions has a lot to do with the class conflict and oppression. They both came into being in response to people’s eagerness for peace and stabilization.Secondly, both religions profess monotheism, holding belief in a single God. Thirdly, they both have internal divisions, with various wings of unique beliefs and practices. Christianity has many more wings, such as Roman Catholic, Eastern Orthodox, the Anglican, the Protestant and many others. As for Islam, there’re three main wings, namely Shi’ite (conservative), Sunni (moderate) and Sufi (mystical). Fourthly, they both believe in life after death, maintaining that people will go to either Heaven or Hell according to their deeds, good or evil.Fifthly, both religions show the same reaction to apostasy, practicing execution to apostates. Finally, both religions have substantial representation in all the populated continents. III. Differences 1. About the religions themselves 1) Meaning of the name. â€Å"Christianity† is a Greek word meaning Messiah, a believer in Christ. But the word â€Å"Islam†, in the Arabic language, means â€Å"surrender† or â€Å"submission†Ã¢â‚¬â€submission to the will of God. 2) Name of a believer. A follower of Christianity is called a Christian while a follower of Islam is called a Muslim. 3) Date of founding. Christianity was founded by Yeshua (Jesus) of Nazareth at the middle period of the 1st century, much earlier than the founding of Islam which was created by Muhammad in the early 7th century. 4) Original home. Jerusalem  had been  the  center of the Christian movement at least until its destruction by Roman armies in ad 70, and it was from this center that Christianity radiated to other cities and towns in Palestine and beyond. Islam, however, was originated in the Arabian Peninsula and gradually spread into Syria, Egypt, North Africa, and Spain to the west, and into Persia, India, and, by the end of the 10th century, beyond to the east. ) Their development and percentage of the world’s population as followers. It has been pointed out by most religion theorists that Islam is the fastest-growing religion in the world. Today  about  1  billion Muslims are spread over 40 predominantly Muslim countries and 5 continents, and their numbers are growing at a rate unmatched by that of any other religion in the world. Despite the political and ethnic diversity of Muslim countries, a core set of beliefs continues to provide the basis for a shared identity and affinity among Muslims.According to some rough statistical calculation, the percentage of the world’s population Muslims take is up to 33% or so while Christianity occupies merely 20%. What’s more, it has been noticed that numbers of Christians have remained quite steady for decades while Muslims keep increasing with a growth rate of about 0. 6% per year. And it is estimated that Islam, rather than Christianity, is to become the most popular world religion in the near future. 2. About their beliefs 1) Concept of deity. Most Christians believe in the Trinity—three persons in one Godhead, namely Father, Son and Holy Spirit.Muslims, however, insist that there is only one all-powerful, all-knowing God, indivisible, who created the universe. They call it Allah. This rigorous monotheism, as well as the Islamic teaching that all Muslims are equal before God, provides the basis for a collective sense of loyalty to God that transcends class, race, nationality, and even differences in religious practice. Thus, all Muslims belong to one community, irrespective of their ethnic or national background. 2) Status of Yeshua. Christians generally consider Yeshua to be the Son of God, part of the Trinity, and worship him as God. But Yeshua is very highly respected as the second-last prophet. 3) Birth and death of Yeshua. Both Muslims and the Conservative Christians insist on Yeshua’s virgin birth while the liberal Christians maintain his normal birth. As for his death, Christians believed that Yeshua was executed by Roman Army and eventually ascended to Heaven while Muslims held that Yeshua was neither killed nor crucified nor suffered death but he just ascended alive into Paradise. 4) Status of Adam and Eve. Adam and Eve fall from Paradise as a result of disobeying God’s prohibition, and all of humanity is cast out of Paradise as punishment.In Christians’ eyes, man is born with such an original sin and it’s Jesus Christ who came to redeem humans from this original sin so that humankind can return to God at the end of time. In contrast, the Muslims maintain that Adam and Eve were free from all major sins and faults. After their initial disobedience, Adam and Eve repented and were forgiven by God. Consequently, the descent by Adam and Eve to earth from Paradise was not a fall, but an honor bestowed on them by God. Adam and his progeny were appointed as Gods messengers and vice regents, and were entrusted by God with the guardianship of the earth. ) Holy book and its status and original languages. The Holy book embraced by Christians is the Bible which the Conservatives consider to be the inerrant word of God while the Liberals look upon as a historical spiritual document. Hebrew, Aramaic and Greek are all its original languages. Muslims’ Holy book is Qu’ran which is regarded as the timeless word of God, â€Å"the like of which no human can produce†, originally written in Arabic. 6) Status at birth. Christians hold that a baby is born with a sin nature, separated from God.And God needs to give him grace so that he may be saved. In Muslims’ view, however, a baby is born in a pure state of submission to Islam. 7) Confessing sins. A Christian always confesses his sins to either God or a priest while a Muslim would do to Allah. 3. About their practices 1) Name of worship center. The worship center for Christians is called church or cathedral while that for Muslims is called Mosque. 2) Worship date. The Christians practice their worship on Sundays while the Muslims do it on Fridays. 3) The relation between church and state.For Christianity, church and state are largely considered to be separated from each other. Thus, we can find that most Christian countries are democracies. On the contrary, as of Islam, church and state are invariably integrated. And we can therefore discover that most Muslim countries are dictatorships. 4) Law and legislation. To Christians, their law is generally restricted to legal matters and the legislation lays strong emphasis on the prerogative of the people. But to Muslims, their law covers both moral and legal matters and the legislation stresses the prerogative of God. ) Use of statues. Statues are quite common in some denominations in Christian communities while statues are absolutely forbidden in Muslim communities. 6) Status of women. Conservative and Liberal Christians differ greatly in their attitudes towards women. But in Muslim countries, women are always severely oppressed, due to strong influence by cultural traditions. 7) Marriage. In the Eastern Orthodox church, inter-faith marriages are practiced. But within Conservative Christianity, marriages between conservative Christians and others are allowed. The case in Muslim countries is more or less the same as that in the Eastern Orthodox. A Muslim woman may not be married to a non-Muslim man. 8) Treatment of Jewish people. Historically, Christians practiced prolonged and widespread anti-Judaism, anti-semitism, oppression and mass murder to Jewish people while Muslims showed general tolerance to them apart from the additional taxation. But recently, changes in their attitudes have taken place. Christians have lessened their anti-semitism from historical levels and gradually showed support of Israel, particularly since the Second World War.Muslims, however, have turned their tolerance into massive opposition, discrimination and physical attacks since the creation of the State of Israel and the occupation of Palestine. 9) Openness to new members. Relatively speaking, Islam is much more open to new members than Christianity. Children born to Muslim parents are automatically considered Muslim. And at any time, a non-Muslim can convert to Islam by declaring himself or herself to be a Muslim. A person’s declaration of faith is sufficient evidence of conversion to Islam and need not be confirmed by others or by religious authorities.And this openness to new members may partly account for the faster growth of the Muslim community. IV. Conclusion All in all, as the world’s major religions, Christianity and Islam do have some features in common, such as the cause for their creation, their internal divisibility into various wings, their belief in monotheism and life after death, their reaction to apostasy and so on. But we should admit that a lot more differences regarding different aspects lie between the two religions, which probably become the main origin of many current religious conflicts.

The Dark Side of Customer Analytics free essay sample

ALL RIGHTS RESERVED. by Thomas H. Davenport and Jeanne G. Harris Laura Brickman was glad she was almost done grocery shopping. The lines at the local ShopSense supermarket were especially long for a Tuesday evening. Her cart was nearly over? owing in preparation for several days away from her family, and she still had packing to do at home. Just a few more items to go: â€Å"A dozen eggs, a half gallon of orange juice, and—a box of Dip Dunk cereal? † Her sixyear-old daughter, Maryellen, had obviously used the step stool to get at the list on the counter and had scrawled her high-fructose emand at the bottom of the paper in brightorange marker. Laura made a mental note to speak with Miss Maryellen about what sugary cereals do to kids’ teeth (and to their parents’ wallets). Taking care not to crack any of the eggs, she squeezed the remaining items into the cart. We will write a custom essay sample on The Dark Side of Customer Analytics or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page She wheeled past the ShopSense Summer Fun displays. â€Å"Do we need more sunscreen? † Laura wondered for a moment, before deciding to go without. She got to the checkout area and waited. As regional manager for West Coast operations of IFA, one of the largest sellers of life and health insurance in the United States, Laura ormally might not have paid much attention to Shop-Sense’s checkout procedures—except maybe to monitor how accurately her purchases were being rung up. But now that her company’s fate was intertwined with that of the Dallas-based national grocery chain, she had less motivation to peruse the magazine racks and more incentive to evaluate the scanning and tallying going on ahead of her. Some 14 months earlier, IFA and ShopSense had joined forces in an intriguing venture. The marketing department understood, for instance, that after three months of purchasing nothing but WayLess bars and shakes, a shopper wasn’t susceptible to discounts on a rival brand of diet aids. Instead, she’d probably respond to an offer of a free doughnut or pastry with the purchase of a coffee. The company had even been experimenting in a few markets with what it called Good-Sense messages—bits of useful health information printed on the backs of receipts, based partly on customers’ current and previous buying patterns. Nutritional analyses of some customers’ most recent purchases were eing printed on receipts in a few of the test markets as well. Shortly after reading that article, Laura had invited Steve to her of? ce in San Francisco. The two met several times, and, after some fevered discussions with her bosses in Ohio, Laura made the ShopSense executive an offer. The insurer wanted to buy a small sample of the grocer’s customer lo yalty card data to determine its quality and reliability; IFA wanted to ? nd out if the ShopSense information would be meaningful when stacked up against its own claims information. With top management’s blessing, Steve and his team had agreed to provide IFA with ten ears’ worth of loyalty card data for customers in southern Michigan, where ShopSense had a high share of wallet—that is, the supermarkets weren’t located within ? ve miles of a â€Å"club† store or other major rival. Several months after receiving the tapes, analysts at IFA ended up ?nding some fairly strong correlations between purchases of unhealthy products (highsodium, high-cholesterol foods) and medical claims. In response, Laura and her actuarial and sales teams conceived an offering called Smart Choice, a low-premium insurance plan aimed at IFA customers who didn’t indulge. Laura was ? ing the next day to IFA’s headquarters in Cincinnati to meet with members of the senior team. She would be seeking their approval to buy more of the ShopSense data; she wanted to continue mining the information and re? ning IFA’s pricing and marketing efforts. Laura understood it might be a tough sell. After all, her industry wasn’t exactly known for embracing radical change—even with proof in hand that change could work. The make-or-break issue, she thought, would be the reliability and richness of the data. â€Å"Your CEO needs to hear only one thing,† Steve had told her several days earlier, while they were comparing notes. Exclusive rights to our data will give you information that your competitors won’t be able to match. No one else has the historical data we have or as many customers nationwide. † He was right, of course. Laura also knew that if IFA decided not to buy the grocer’s data, some other insurer would. â€Å"Paper or plastic? † a young boy was asking. Laura had ? nally made it to front of th e line. â€Å"Oh, paper, please,† she replied. The cashier scanned in the groceries and waited while Laura swiped her card and signed the touch screen. Once the register printer had stopped chattering, the cashier curled the long strip of aper into a thick wad and handed it to Laura. â€Å"Have a nice night,† she said mechanically. Before wheeling her cart out of the store into the slightly cool evening, Laura brie? y checked the total on the receipt and the information on the back: coupons for sunblock and a reminder about the importance of UVA and UVB protection. Tell It to Your Analyst â€Å"No data set is perfect, but based on what we’ve seen already, the ShopSense info could be a pretty rich source of insight for us,† Archie Stetter told the handful of executives seated around a table in one of IFA’s recently renovated conference rooms. Laura nodded in agreement, silently cheering on the insurance harvard business review †¢ may 2007 T he Dark Side of Customer Analytics †¢Ã¢â‚¬ ¢ †¢H BR C A SE S T UDY company’s uberanalyst. Archie had been invaluable in guiding the pilot project. Laura had ? own in two days ahead of the meeting and had sat down with the chatty statistics expert and some members of his team, going over results and gauging their support for continuing the relationship with ShopSense. â€Å"Trans fats and heart disease—no surprise there, I guess,† Archie said, using a laser pointer to direct the managers’ attention to a PowerPoint slide projected on the wall. How about this, though: Households that purchase both bananas and cashews at least quarterly seem to show only a negligible risk of developing Parkinson’s and MS. † Archie had at ? rst been skeptical about the quality of the grocery chain’s data, but ShopSense’s well of informati on was deeper than he’d imagined. Frankly, he’d been having a blast slicing and dicing. Enjoying his moment in the spotlight, Archie went on a bit longer than he’d intended, talking about typical patterns in the purchase of certain over-the-counter medications, potential leading indicators for diabetes, and other statistical curiosities. Laura noted that as Archie’s presentation wore on, CEO Jason Walter was jotting down notes. O. Z. Cooper, IFA’s general counsel, began to clear his throat over the speakerphone. Laura was about to rein in her stats guy when Rusty Ware, IFA’s chief actuary, addressed the group. â€Å"You know, this deal isn’t really as much of a stretch as you might think. † He pointed out that the company had for years been buying from information brokers lists of customers who purchased speci? c drugs and products. And IFA was among the best in the industry at evaluating external sources of data (credit histories, demographic studies, analyses f socioeconomic status, and so on) to predict depression, back pain, and other expensive chronic conditions. Prospective IFA customers were required to disclose existing medical conditions and information about their personal habits—drinking, smoking, and other high-risk activities—the actuary reminded the group . The CEO, meanwhile, felt that Rusty was overlooking an important point. â€Å"But if we’re ?nding patterns where our rivals aren’t even looking, if we’re coming up with proprietary health indicators—well, that would be a huge hurdle for everyone else to get over,† Jason noted. arvard business review †¢ may 2007 Laura was keeping an eye on the clock; there were several themes she still wanted to hammer on. Before she could follow up on Jason’s comments, though, Geneva Hendrickson, IFA’s senior vice president for ethics and corporate responsibility, posed a blue-sky question to the group: â€Å"Take the fruit-and-nut stat Archie cited. Wouldn’t we have to share that kind of information? As a bene? t to society? † Several managers at the table began talking over one another in an attempt to respond. â€Å"Correlations, no matter how interesting, aren’t conclusive evidence of causality,† someone said. Ev en if a correlation doesn’t hold up in the medical community, that doesn’t mean it’s not useful to us,† someone else suggested. Laura saw her opening; she wanted to get back to Jason’s point about competitive advantage. â€Å"Look at Progressive Insurance,† she began. It was able to steal a march on its rivals simply by recognizing that not all motorcycle owners are created equal. Some ride hard (young bikers), and some hardly ride (older, middle-class, midlife crisis riders). â€Å"By putting these guys into different risk pools, Progressive has gotten the rates right,† she said. â€Å"It wins all the business with the safe set by offering low remiums, and it doesn’t lose its shirt on the more dangerous set. † Then O. Z. Cooper broke in over the speakerphone. Maybe the company should formally position Smart Choice and other products and marketing programs developed using the Shop-Sense data as opt in, he wondered. A lot of people signed up when Progressive gave discounts to customers who agreed to put devices in their cars that would monitor their driving habits. â€Å"Of course, those customers realized later they might pay a higher premium when the company found out they routinely exceeded the speed limit—but that’s not a legal problem,† O. Z. noted. None of the states that IFA did business in had laws prohibiting the sort of data exchange ShopSense and the insurer were proposing. It would be a different story, however, if the company wanted to do more business overseas. At that point, Archie begged to show the group one more slide: sales of prophylactics versus HIV-related claims. The executives continued taking notes. Laura glanced again at the clock. No one seemed to care that they were going a little over. â€Å"Exclusive rights to our data will give you information that your competitors won’t be able to match. No one else has the historical data we have. † page 3 H BR C A SE S T UDY †¢Ã¢â‚¬ ¢ †¢T he Dark Side of Customer Analytics Data Decorum â€Å"Customers find out, they stop using their cards, and we stop getting the information that drives this whole train. † page 4 Rain was in the forecast that afternoon for Dallas, so Steve Worthington decided to drive rather than ride his bike the nine and a half miles from his home to ShopSense’s corporate of? ces in the Hightower Complex. Of course, the gridlock made him a few minutes late for the early morning meeting with ShopSense’s executive team. Lucky for him, others had been held up by the traf? c as well. The group gradually came together in a lightly cluttered room off the main hallway on the 18th ? oor. One corner of the space was being used to store prototypes of regional instore displays featuring several members of the Houston Astros’ pitching staff. â€Å"I don’t know whether to grab a cup of coffee or a bat,† Steve joked to the other s, gesturing at the life-size cardboard cutouts and settling into his seat. Steve was hoping to persuade CEO Donna Greer and other members of the senior team to approve the terms of the data sale to IFA. He was pretty con? dent he had majority support; he had already spoken individually with many of the top executives. In those one-onone conversations, only Alan Atkins, the grocery chain’s chief operations of? cer, had raised any signi? cant issues, and Steve had dealt patiently with each of them. Or so he thought. At the start of the meeting, Alan admitted he still had some concerns about selling data to IFA at all. Mainly, he was worried that all the hard work the organization had done building up its loyalty program, honing its analytical chops, and maintaining deep customer relationships could be undone in one fell swoop. â€Å"Customers ? nd out, they stop using their cards, and we stop getting the information that rives this whole train,† he said. Steve reminded Alan that IFA had no interest in revealing its relationship with the grocer to customers. There was always the chance an employee would let something slip, but even if that happened, Steve doubted anyone would be shocked. â€Å"I haven’t heard of anybody canceling based on any of our other card-driven marketing p rograms,† he said. â€Å"That’s because what we’re doing isn’t visible to our customers—or at least it wasn’t until your recent comments in the press,† Alan grumbled. There had been some tension within the group about Steve’s contribution to everal widely disseminated articles about ShopSense’s embrace of customer analytics. â€Å"Point taken,† Steve replied, although he knew that Alan was aware of how much positive attention those articles had garnered for the company. Many of its card-driven marketing programs had since been deemed cuttingedge by others in and outside the industry. Steve had hoped to move on to the ? nancial bene? ts of the arrangement, but Denise Baldwin, ShopSense’s head of human resources, still seemed concerned about how IFA would use the data. Speci? cally, she wondered, would it identify individual consumers as employees of particular companies? She reminded the group that some big insurers had gotten into serious trouble because of their pro? ling practices. IFA had been looking at this relationship only in the context of individual insurance customers, Steve explained, not of group plans. â€Å"Besides, it’s not like we’d be directly drawing the risk pools,† he said. Then Steve began distributing copies of the spreadsheets outlining the ? ve-year returns ShopSense could realize from the deal. â€Å"‘Directly’ being the operative word here,† Denise noted wryly, as she took her copy and passed the rest around. Parsing the Information It was 6:50 pm, and Jason Walters had canceled his session with his personal trainer— again—to stay late at the of? ce. Sammy will understand, the CEO told himself as he sank deeper into the love seat in his of? ce, a yellow legal pad on his lap and a pen and cup of espresso balanced on the arm of the couch. It was several days after the review of the ShopSense pilot, and Jason was still weighing the risks and bene? ts of taking this business relationship to the next stage. He hated to admit how giddy he was— almost as gleeful as Archie Stetter had been— about the number of meaningful correlations the analysts had turned up. Imagine what that guy could do with an even larger data set,† O. Z. Cooper had commented to Jason after the meeting. Exclusive access to ShopSense’s data would give IFA a leg up on competitors, Jason knew. It could also provide the insurer with proprietary insights into the food-related drivers of disease. The deal was cer tainly legal. And even in the court of public opinion, people understood that insurers had to perform risk analyses. It wasn’t the same as when that harvard business review †¢ may 2007 T he Dark Side of Customer Analytics †¢Ã¢â‚¬ ¢ †¢H BR C A SE S T UDY online bookseller got into trouble for charging ustomers differently based on their shopping histories. But Jason also saw dark clouds on the horizon: What if IFA took the pilot to the next level and found out something that maybe it was better off not knowing? As he watched the minute hand sweep on his wall clock, Jason wondered what risks he might be taking without even realizing it. †¢Ã¢â‚¬ ¢Ã¢â‚¬ ¢ Donna Greer gently swirled the wine in her glass and clinked the stemware against her husband’s. The two were attending a wine tasting hosted by a friend. The focus was on varieties from Chile and other Latin American countries, and Donna and Peter had yet to ? nd a sample they didn’t like. But despite the lively patter of the event and the plentiful food. Donna couldn’t keep her mind off the IFA deal. â€Å"The big question is, Should we be charging more? † she mused to her husband. ShopSense was already selling its scanner data to syndicators, and, as her CFO had reminded her, the company currently made more money from selling information than from selling meat. Going forward, all ShopSense would have to do was send IFA some tapes each month and collect a million dollars annually harvard business review †¢ may 2007 of pure pro? t. Still, the deal wasn’t without risks: By selling the information to IFA, it ight end up diluting or destroying valuable and hard-won customer relationships. Donna could see the headline now: â€Å"Big Brother in Aisle Four. † All the more reason to make it worth our while, she thought to herself. Peter urged Donna to drop the issue for a bit, as he scribbled his comments about the wine they’d just samp led on a rating sheet. â€Å"But I’ll go on record as being against the whole thing,† he said. â€Å"Some poor soul puts potato chips in the cart instead of celery, and look what happens. † â€Å"But what about the poor soul who buys the celery and still has to pay a fortune for medical overage,† Donna argued, â€Å"because the premiums are set based on the people who can’t eat just one? † â€Å"Isn’t that the whole point of insurance? † Peter teased. The CEO shot her husband a playfully peeved look—and reminded herself to send an e-mail to Steve when they got home. What if IFA took the pilot to the next level and found out something that maybe it was better off not knowing? How can these companies leverage the customer data responsibly? †¢ Four commentators offer expert advice. See Case Commentary page 5 T he Dark Side of Customer Analytics †¢ H BR C A SE S T UDY C ase Commentary by George L. Jones How can these companies leverage the customer data responsibly? The message coming from both IFA and ShopSense is that any marketing opportunity is valid—as long as they can get away with it. page 6 Sure, a customer database has value, and a company can maximize that value in any number of ways—growing the database, mining it, monetizing it. Marketers can be tempted, despite pledges about privacy, to use collected information in ways that seem attractive but may ultimately damage relationships with customers. The arrangement proposed in this case study seems shortsighted to me. Neither company seems to particularly care about its customers. Instead, the message coming from the senior teams at both IFA and ShopSense is that any marketing opportunity is valid—as long as they can get away with it legally and customers don’t ? gure out what they’re doing. In my company, this pilot would never have gotten off the ground. The culture at Borders is such that the managers involved would have just assumed we wouldn’t do something like that. Like most successful retail companies, our organization is customer focused; we’re always trying to see a store or an offer or a transaction through the customer’s eyes. It was the same way at both Saks and Target when I was with those companies. At Borders, we’ve built up a signi? cant database through our Borders Rewards program, which in the past year and a half has grown to 17 million members. The data we’re getting are hugely important as a basis for serving customers more effectively (based on their purchase patterns) and as a source of competitive advantage. For instance, we know that if somebody buys a travel guide to France, that person might also be interested in reading Peter Mayle’s A Year in Provence. But we assure our customers up front that their information will be handled with the utmost respect. We carefully control the content and frequency of even our own ommunications with Rewards members. We don’t want any offers we present to have negative connotations—for instance, we avoid bombarding people with e-mails about a product they may have absolutely no interest in. I honestly don’t think these companies have hit upon a responsible formula for mining and sharing cust omer data. If ShopSense retained control of its data to some degree—that is, if the grocer and IFA marketed the Smart Choice program jointly, and if any offers came from ShopSense (the partner the customer has built up trust with) rather than the insurance company (a stranger, so to speak)—the relationship could work. Instead of ceding complete control to IFA, ShopSense could be somewhat selective and send offers to all, some, or none of its loyalty card members, depending on how relevant the grocer believed the insurance offer would be to a particular set of customers. A big hole in these data, though, is that people buy food for others besides themselves. I rarely eat at home, but I still buy tons of groceries—some healthy, some not so healthy— for my kids and their friends. If you looked at a breakdown of purchases for my household, you’d say â€Å"Wow, they’re consuming a lot. † But the truth is, I hardly ever eat a bite. That may e an extreme example, but it suggests that IFA’s correlations may be ? awed. Both CEOs are subjecting their organizations to a possible public relations backlash, and not just from the ShopSense customers whose data have been dealt away to IFA. Every ShopSense customer who hears about the deal, loyalty card member or not, is going to lose trust in the company. IFA’s customers might also think twice about their relationship with the insurer. And what about the employees in each company who may be uncomfortable with what the companies are trying to pull off? The corporate cultures suffer. What the companies are proposing here is ery dangerous—especially in the world of retail, where loyalty is so hard to win. Customers’ information needs to be protected. George L. Jones is the president and chief executive officer of Borders Group, a global retailer of books, music, and movies based in Ann Arbor, Michigan. harvard business review †¢ may 2007 T he Dark Side of Customer Analytics †¢ H BR C A SE S T UDY C ase Commentary by Katherine N. Lemon How can these companies leverage the customer data responsibly? Customer analytics are effective precisely because firms do not violate customer trust. harvard business review †¢ may 2007 As the case study illustrates, companies will o on be able to create fairly exhaustive, highly accurate pro? les of customers without having had any direct interaction with them. They’ll be able to get to know you intimately without your knowledge. From the consumer’s perspective, this trend raises several big concerns. In this ? ctional account, for instance, a shopper’s grocery purchases may directly in? uence the availability or price of her life or health insurance products—and not necessarily in a good way. Although the customer, at least tacitly, consented to the collection, use, and transfer of her purchase data, the real issue here is the nintended and uncontemplated use of the information (from the customer’s point of view). Most customers would probably be quite surprised to learn that their personal information could be used by companies in a wholly unrelated industry and in other ways that aren’t readily foreseeable. If consumers lose trust in ? rms that collect, analyze, and utilize their information, they will opt out of loyalty and other data-driven marketing programs, and we may see more regulations and limitations on data collection. Customer analytics are effective precisely because ? rms do not violate customer trust. People believe that retail and other organizations will use their data wisely to enhance their experiences, not to harm them. Angry customers will certainly speak with their wallets if that trust is violated. Decisions that might be made on the basis of the shared data represent another hazard for consumers—and for organizations. Take the insurance company’s use of the grocer’s loyalty card data. This is limited information at best and inaccurate at worst. The ShopSense data re? ect food bought but not necessarily consumed, and individuals buy food at many stores, not just one. IFA might end up drawing rroneous conclusions—and exacting unfair rate increases. The insurer’s general counsel should investigate this deal. Another concern for consumers is what I call â€Å"battered customer syndrome. † Market analytics allow companies to identify their best and worst customers and, consequently, to pay special attention to those deemed to be the mo st valuable. Looked at another way, analytics enable ? rms to understand how poorly they can treat individual or groups of customers before those people stop doing business with them. Unless you are in the top echelon of customers— those with the highest lifetime value, say—you ay pay higher prices, get fewer special offers, or receive less service than other consumers. Despite the fact that alienating 75% to 90% of customers may not be the best idea in the long run, many retailers have adopted this â€Å"top tier† approach to managing customer relationships. And many customers seem to be willing to live with it—perhaps with the unrealistic hope that they may reach the upper echelon and reap the ensuing bene? ts. Little research has been done on the negative consequences of using marketing approaches that discriminate against customer segments. Inevitably, however, customers will ecome savvier about analytics. They may become less tolerant and take their business (and information) elsewhere. If access to and use of customer data are to remain viable, organizations must come up with ways to address customers’ concerns about privacy. What, then, should IFA and ShopSense do? First and foremost, they need to let customers opt in to their data-sharing arrangement. This would address the â€Å"unintended use of data† problem; customers would understand exactly what was being done with their information. Even better, both ? rms would be engaging in trust-building—versus trust-eroding—activities with customers. The esult: improvement in the bottom line and in the customer experience. Katherine N. Lemon (kay. [emailprotected] edu) is an associate professor of marketing at Boston College’s Carroll School of Management. Her expertise is in the areas of customer equity, customer management, and customer-based marketing strategy. page 7 T he Dark Side of Customer Analytics †¢ H BR C A SE S T UDY C ase Comm entary by David Norton How can these companies leverage the customer data responsibly? Would customers feel comfortable with the data-sharing arrangement if they knew about it? page 8 Transparency is a critical component of any loyalty card program. The value proposition must be clear; customers must know what they’ll get for allowing their purchase behavior to be monitored. So the question for the CEOs of ShopSense and IFA is, Would customers feel comfortable with the data-sharing arrangement if they knew about it? ShopSense’s loyalty card data are at the center of this venture, but the grocer’s goal here is not to increase customer loyalty. The value of its relationship with IFA is solely ? nancial. The company should explore whether there are some customer data it should exclude from the transfer—information that could be perceived as exceedingly sensitive, such as pharmacy and lcohol purchases. It should also consider doing market research and risk modeling to evaluate customers’ potential reaction to the data sharing and the possible downstream effect of the deal. The risk of consumer backlash is lower for IFA than for ShopSense, given the information the insurance company already purchase s. IFA could even put a positive spin on the creation of new insurance products based on the ShopSense data. For instance, so-called healthy purchases might earn customers a discount on their standard insurance policies. The challenge for the insurer, however, is that there is no proven correlation between the urchase of certain foods and fewer health problems. IFA should continue experimenting with the data to determine their richness and predictive value. Some companies have more leeway than others to sell or trade customer lists. At Harrah’s, we have less than most because our customers may not want others to know about their gaming and leisure activities. We don’t sell information, and we don’t buy a lot of external data. Occasionally, we’ll buy demographic data to ? ne-tune our marketing messages (to some customers, an offer of tickets to a live performance might be more interesting than a dining discount, for example). But we think the internal transactional data are much more important. We do rely on analytics and models to help us understand existing customers and to encourage them to stick with us. About ten years ago, we created our Total Rewards program. Guests at our hotels and casinos register for a loyalty card by sharing the information on their driver’s license, such as their name, address, and date of birth. Each time they visit one of our 39 properties and use their card, they earn credits that can be used for food and merchandise. They also earn Tier Credits that give them higher status in the program and ake them eligible for differentiated service. With every visit, we get a read on our customers’ preferences—the types of games they play, the hotels and amenities they favor, and so on. Those details are stored in a central database. The company sets rules for what can be done with the information. For instance, managers at any one of our properties can execute th eir own marketing lists and programs, but they can target only customers who have visited their properties. If they want to dip into the overall customer base, they have to go through the central relationship-marketing group. Some of the information captured in ur online joint promotions is accessible to both Harrah’s and its business partners, but the promotions are clearly positioned as opt in. We tell customers the value proposition up front: Let us track your play at our properties, and we can help you enjoy the experience better with richer rewards and improved service. They understand exactly what we’re capturing, the rewards they’ll get, and what the company will do with the information. It’s a win-win for the company and for the customer. Companies engaging in customer analytics and related marketing initiatives need to keep â€Å"win-win† in mind when collecting and andling customer data. It’s not just about what the information can do for you; it’s about what you can do for the customer with the information. David Norton ([emailprotected] com) is the senior vice president of relationship marketing at Harrah’s Entertainment, based in Las Vegas. harvard business review †¢ may 2007 T he Dark Side of Customer Analytics †¢ H BR C A SE S T UDY C ase Commentary by Michael B. McCallister How can these companies leverage the customer data responsibly? When the tougher, grayarea decisions need to be made, each person has to have the company’s core principles and values in ind. harvard business review †¢ may 2007 Companies that can capitalize on the information they get from their customers hold an advantage over rivals. But as the ? rms in the case study are realizing, there are also plenty of risks involved with using these data. Instead of pulling back the reins, organizations should be nudging customer analytics forward, keeping in mind one critical point: Any collection, analysis , and sharing of data must be conducted in a protected, permission-based environment. Humana provides health bene? t plans and related health services to more than 11 million embers nationwide. We use proprietary datamining and analytical capabilities to help guide consumers through the health maze. Like IFA, we ask our customers to share their personal and medical histories with us (the risky behaviors as well as the good habits) so we can acquaint them with programs and preventive services geared to their health status. Customer data come to us in many different ways. For instance, we offer complimentary health assessments in which plan members can take an interactive online survey designed to measure how well they’re taking care of themselves. We then suggest ways they can reduce their health risks or treat their existing conditions more effectively. We closely monitor our claims information and use it to reach out to people. In our Personal Nurse program, for example, we’ll have a registered nurse follow up with a member who has ? led, say, a diabetes-related claim. Through phone conversations and e-mails, the RN can help the plan member institute changes to improve his or her quality of life. All our programs require members to opt in if the data are going to be used in any way that would single a person out. Regardless of your industry, you have to start with that. One of the biggest problems in U. S. health care today is obesity. So would it be useful for our company to look at grocery-purchasing patterns, as the insurance company in the case study does? It might be. I could see the upside of using a grocer’s loyalty card data to develop a wellness-based incentive program for insurance customers. (We would try to ? nd a way to build positives into it, however, so customers would look at the interchange and say â€Å"That’s in my best interest; thank you. †) But Humana certainly wouldn’t enter into any kind of datatransfer arrangement without ensuring that our customers’ personal information and the ntegrity of our relationship with them would be properly protected. In health care, especially, this has to be the chief concern—above and beyond any patterns that might be revealed and the sort of competitive edge they might provide. We use a range of industry standard security measures, including encryptio n and ? rewalls, to protect our members’ privacy and medical information. Ethical behavior starts with the CEO, but it clearly can’t be managed by just one person. It’s important that everyone be reminded often about the principles and values that guide the organization. When business opportunities come along, they’ll be screened according to those standards—and the decisions will land right side up every time. I can’t tell people how to run their meetings or who should be at the table when the tougher, grayarea decisions need to be made, but whoever is there has to have those core principles and values in mind. The CEOs in the case study need to take the â€Å"front page† test: If the headline on the front page of the newspaper were reporting abuse of customer data (yours included), how would you react? If you wouldn’t want your personal data used in a certain way, chances are your customers wouldn’t, either. Michael B. McCallister ([emailprotected] com) is the president and CEO of Humana, a health benefits company based in Louisville, Kentucky. Reprint R0705A Case only R0705X Commentary only R0705Z To order, call 800-988-0886 or 617-783-7500 or go to www. hbrreprints. org page 9 To Order For Harvard Business Review reprints and subscriptions, call 800-988-0886 or 617-783-7500. Go to www. hbrreprints. org For customized and quantity orders of Harvard Business Review article reprints, call 617-783-7626, or e-mail [emailprotected] harvard. edu www. hbrreprints. org U. S. and Canada 800-988-0886 617-783-7500 617-783-7555 fax