 and has implemented various communication tools to educate, engage and streamline the interactive processes between company and consumer. This company should also demonstrate how they resolve customer complaints and how they adapt to eliminate the same complaints from reoccurring. The Advantage Program® is a membership program that provides unrivaled flexibility, measurable value, and generosity.
The Advantage Program is implemented by Vacation Ownership properties and HOAs for the purpose of adding value, resolving customer complaints and reducing rescission. Overview The Advantage Program includes benefits, technologies and services that exemplify generosity and customer satisfaction. Both travel benefits and specialized Vacation Ownership benefits are provided differently from most membership programs, and in a manner that has a profound positive impact on customer satisfaction, customer retention, and the customers’ satisfaction with their Vacation Ownership purchase (when applicable).
• Airfares through 250 carriers, to and from virtually every country, no added fees.
Our Hotel Super Search® quickly searches exact property types (hotel, castle, apartment/condo, bed & breakfast, nightly resort, home/villa, adventure accommodation, hostlels, boats, inns, apparthotels, guest houses, etc.) through more than 10 variables, including price range, star quality, location, property type, stay duration, room type, brand, name, and more! The Hotel Super Search also includes our live price comparisons that point out the savings a member is receiving over the best general public price, continuously reaffirming the value of membership with every search.
Specialized Vacation Ownership Benefits Advantage Credits® illustrate the Advantage Program’s dedication to generosity, transparency and customer satisfaction. Advantage Credits is a flexible use system that allows Vacation Ownership members to spend their Vacation Ownership intervals like CASH and even receive CASH! Advantage Credits provide customers with the most modern and convenient way to utilize, and monetize, their Vacation Ownerships in ways that enhance the value of their investment.
Customers receive Advantage Credits when submitting a Vacation Ownership into the Advantage Credit system. The system accepts every type of Vacation Ownership submission, including traditional weeks, club points, fractionals, etc. Each Advantage Credit is equivalent to $1 US Dollar, and the amount of credits issued directly correlates to maintenance fees or club fees (not a deflated value).
The customer can then redeem Advantage Credits for best-price travel (not inflated prices) or even CASH, which provides the customer with a legitimate maintenance fee relief, which is extremely beneficial to members. To date, HSI has paid over $70,000,000 in maintenance fees. Single customers with multiple ownerships frequently redeem Advantage Credits for CASH in excess of $20,000.
The primary significance of Advantage Credits lies in the value provided, and the versatility of redemption. Also, Advantage Credits never expire until redeemed, so customers are not subject to forced breakage. This allows members to convert a perishable interval (use-it-or-lose-it) into a non-perishable currency! Service Assurance Services are provided online and by phone in seven languages.
• And more Complaint Resolution The complaint resolution process includes timely, professional communication to ensure customer satisfaction. Rigid procedures are followed that result in a timely and thorough investigation of customer complaints, and rapid resolution. Our in-house customer management system tracks every interaction with customers, including electronic date/time stamps, employee information, category of service, and more, providing us with the most efficient way to monitor and address the concerns of our customers. If a complaint is received, our system logs the complaint with a unique tracking ID and saves the original complaint to the customer’s profile. The system then tracks our response adhering to strict timelines and escalation protocols, linking both the original complaint and our response to the customer profile for full visibility of history. Complaint resolution decisions are made adhering to the most generous position possible, which is based on customer satisfaction, NOT purely on legal responsibility or liability.
2. How did it happen?
3. How do we fix it?
4. How do we make sure it NEVER happens again?
5. What if it was your money? HSI’s Advantage Program is the right choice for the GNEX Best Customer Services Award!
multiple datasets in color or implement your own colorful theme.
REVISION bump all ruby ports due to a change in the pkgspec.
Switch from using FLAVOR to MODRUBY_FLAVOR for *_DEPENDS.
because a specific version is used.
will install the new version first.
Some conversion of spaces to tabs for consistency.
REVISION bumps for most ruby ports after the ruby.port.mk update.
Update plists for most ruby ports after changes to ruby.port.mk.
Requested as a separate commit by landry@.
dealt with in the near future.
Bump all ruby ports not already handled.
due to differences in how RDoc processes files.
the regress tests to use MODRUBY_REGRESS.
bump PKGNAMEs after lang/ruby module change, fix CATEGORIES.shareholding in the target company beyond 75%.
Tribunal under section 15T of the SEBI Act, 1992.
terms of the proviso to regulation 3(2) of the Takeover Regulations.
rights exceeding the maximum permissible non-public shareholding i.e. 75%.
described in a request made under para 6 is consummated.
to regulation 3(2) of the Takeover Regulations.
75% was consummated.
in any view, why it is supportable on moral or ethical grounds.
On a quick reaction, one is driven to believe that this is one of those bizarre instances, commonly come-across in other regimes e.g. the law on income-tax, where the deciding authority is vested with the so-called ‘discretionary power’; creating a sort of ‘cat-on-the wall’ situation.As, going by one’s experience, instances are not wanting, in which any such discretion, if not ‘justly’ exercised, have led to socially unpalatable repercussions / consequences- (intend to add on).
b)in any event, will not, depending on the final decision,- to recommend action or no-action.-or that by itself be appealable to the tribunal.
Open to be corrected, in case the implications of the concept of NAL and/or its ramifications have to be understood from a different perspective!
1. Old saying,- discretion is the better part of valour. That, however, is not to be confused with power (s) of ‘discretion’ vested in any ‘authority’, to be exercised for discharging his duties and responsibilities as expected of him by an enactment or rule, or the like.
Even while vesting any such power, it needs to be ensured that it is circumscribed / reasonably limited through appropriate in-built checks and balances, clearly spelt out; lest, is bound to be potent with and result in deleterious consequences.
2. Having said that CFC is a department of SEBI, has been further noted that any informal guidance in the form of NAL or ‘interpretive letter’ issued by the former is, not being an order of, not ‘binding’ on the latter. Unable to reconcile the two mutually contradicting observations, seemingly lacking in clarity. Unless, to put it in a jugular vein, one is expected to be convinced that wagging the dog by its tail is no less natural than dog wagging its tail.
Beg to be excused, if not being on the same wave length is the cause for one’s confusion.It’s funny you say that, because I consider the Diane von Furstenberg dress the staple of my working wardrobe. They NEVER wear out (I have a pink one and a black one I’ve worn regularly for almost a decade), especially if they are of the original thick-woven silk.
 They are totally forgiving in terms of weight loss / weight gain — much more so than any skirt with a waist, or trousers.
That said, I work in a creative industry (media) and also in a very hot part of Asia (Hong Kong). But I’m surprised other women find them too revealing for the office.
It also helps to (ego aside) buy one size bigger, so you can wrap of the dress more around you, like a kimono. If it just barely fits, then it will flop open embarassingly in the wind!Wow, big oversight on my part. I'd forgotten this as pretty much straight away, Renault threw in the towel, sold Enstone, and took on RBR as their works team.

This was the four years in to frozen V8s though. The engines were within each other by five per-cent. Three power plants. The almighty powerfull Merc V8, the heaviest, largest and thirstiest. The Ferrari, not as powerful as the Merc, only slightly smaller, lighter, and nearly just as thirsty. The Renault PU though, while being down on power, was the smallest, lightest and most fuel economical. 

Redbull could have got any engine they wanted. They went with the Renault because they could run less fuel, meaning they could put ballast where they wanted to make the car more stable. It could also be packaged in to a tighter space which really help with aerodynamic design, which was king during the period. Stefano Domenicali was in the papers and mags every