Epstein and Philip G. It was released by Warner Bros. Wealthy socialite Tom Collier Dennis Morgan is bored by his father's aspirations for him and by his elitist crowd, except for old friend Pat Regan Jack Carson , who serves as his butler. When Tom meets commercial photographers Christie Sage Ann Sheridan and Frankie Connors Jane Wyman , he purchases a failing liberal activist magazine in order to work with Christie and be near her.
Tom begins to find himself among Christie's bohemian friends, although his father does not approve.
One More Tomorrow
Christie eventually refuses Tom's proposal of marriage and leaves for Mexico to pursue her photography as a fine artist. During her absence, the rebounding Tom marries gold-digging and manipulative Cecelia Henry Alexis Smith , who plans to mold him to her own wishes. Christie returns from Mexico, realizing that she has made a mistake and that she loves Tom, but it's too late.
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Cecelia schemes to separate Tom from Christie, from his old friend Pat, from his magazine work, and finally- conspiring with Tom's father- from his principles. With Pat's help, Tom decides to move forward with the story and leave Cecelia for his 'real wife', Christie. The program is called Save More Tomorrow or SMarT , and the basic idea is to give workers the option of committing themselves now to increasing their savings rate later, each time they get a raise.
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We report extensive data on one firm that implemented the program in and preliminary data on two other firms that implemented it recently. Our goal was to design a program to help those employees who would like to save more but lack the willpower to act on this desire. On the basis of the principles discussed so far, we have proposed a program we call Save More Tomorrow. The plan has four ingredients.
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First, employees are approached about increasing their contribution rates a considerable time before their scheduled pay increase. Because of hyperbolic discounting, the lag between the sign-up and the start-up dates should be as long as feasible. This feature mitigates the perceived loss aversion of a cut in take-home pay. Third, the contribution rate continues to increase on each scheduled raise until the contribution rate reaches a preset maximum.
In this way, inertia and status quo bias work toward keeping people in the plan. Fourth, the employee can opt out of the plan at any time. Although we expect few employees to be unhappy with the plan, it is important that they can always opt out.
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Knowledge of this feature will also make employees more comfortable about joining. At this time we have three implementations on which we can report, each done rather differently. The particular design features were generally not selected by us but, rather, reflect the preferences of the firms that have adopted the plan. In this type of field research, we, the academic investigators, have quite limited control over many of the details, especially if compared with a laboratory environment.
Nevertheless, it is not possible to study actual household savings behavior in a lab, so we are grateful for the data we are able to report here.
The first implementation of the SMarT plan took place in at a midsize manufacturing company which prefers to remain anonymous. Of the employees who talked to the investment consultant, only 79 28 percent were willing to accept his advice, even with the constraint that recommended increases were usually no more than five percentage points.
For the rest of the participants, the planner offered a version of the SMarT plan as an alternative, proposing that they increase their saving rates by three percentage points each year, starting with the next pay increase. This was quite aggressive advice, since pay increases were barely more than this amount approximately 3.
The pay increases were scheduled to occur roughly three months from the time the advice was being given. With the 3 percent a year increases, employees would typically reach the maximum tax-deferred contribution within four years. Even with this aggressive strategy of increasing saving rates, the SMarT plan proved to be extremely popular with the participants. Of the participants who were unwilling to accept the saving rate proposed by the investment consultant, 78 percent agreed to join the SMarT plan.