The document discusses the economic goals and challenges of digital business transformation. It begins by explaining how digital technologies have changed general business principles by enabling optimal e-business operations. While many companies are undergoing digitalization, some see it as a threat due to issues like information insecurity, lack of personnel, and equipment costs. However, few industries remain untouched by the digital revolution. The main economic goals of digital transformation are to increase business efficiency, accelerate revenue growth through new digital models, and allow companies to quickly adapt to changes. However, ensuring information security remains a challenge during the transformation.
The document discusses the future of open business processes and electronic invoicing. It notes that currently only 20% of European small businesses are connected electronically, while the other 80% rely on paper-based processes. This costs €64 billion annually in time spent re-entering information. The document proposes that large enterprises invite 250,000 small businesses to use the free and open Tradeshift platform over the next 10 months to help transition businesses to electronic processes. Specific upcoming Tradeshift features mentioned include public profiles, payments, recurring invoices, and open APIs for developers.
This document discusses trends in postal services and e-commerce, and InPost's solutions. It summarizes that:
1) Mail volume is declining as electronic communication grows, while e-commerce is increasing rapidly.
2) InPost has launched easyPack 24/7 automated parcel terminals, allowing customers to send and collect parcels 24/7, and the network has grown significantly in its first year.
3) InPost is developing new e-services like e-invoicing, social media shopping pages on Facebook, and mobile payments, to adapt to changing customer demands and market trends.
T-Mobile and Independence International have partnered to create a home-based business opportunity in the cell phone market. This allows customers to become small business owners by referring others to special wireless plans from T-Mobile and Flexibility International. Representatives can earn their own cell phone bill for free and continue earning commissions and residual income by building a network of customers and other small business owners. The opportunity has no overhead costs like rent, employees or paperwork since all transactions are done online.
E-commerce refers to the buying and selling of goods and services over electronic systems. There are three main types of e-commerce: business-to-business (B2B) where companies sell to other companies, business-to-consumer (B2C) where companies sell directly to individual consumers, and consumer-to-consumer (C2C) where individuals sell to other individuals. Examples of each type are provided.
This document provides an overview of e-commerce. It defines commerce as the buying and selling of goods and e-commerce as commerce that takes place electronically over computer systems. The document then describes the different types of e-commerce including business-to-business, business-to-consumer, consumer-to-consumer, and business-to-government. The pros and cons of e-commerce are listed as reduced prices and easy access versus inability to examine products personally and risk of credit card theft. E-commerce is concluded to have brought more global connectivity and economic advancement.
The rise of e-commerce will accelerate the decline of shopping malls, but it also presents opportunities for logistics property developers to partner with large online retailers. A report from a major commercial real estate firm found the logistics sector in China to be the most attractive real estate opportunity due to the growth of business-to-consumer e-commerce platforms. The Chinese online market is projected to exceed $1 trillion by 2020, transforming how goods are purchased, stored, and delivered in the country.
The document discusses different types of e-commerce:
- Business-to-business (B2B) e-commerce involves transactions between companies, accounting for 80% of e-commerce.
- Business-to-consumer (B2C) involves companies selling to individual consumers.
- Business-to-government (B2G) involves companies selling goods/services to government agencies.
- Consumer-to-consumer (C2C) involves individuals selling directly to other individuals, such as on eBay.
- Mobile commerce (m-commerce) uses wireless devices like phones for commerce.
The document discusses how the process manufacturing industry is beginning to embrace e-commerce and B2B transactions through the internet. It summarizes predictions from Forrester Research and IDC that B2B transactions in the process manufacturing industry will account for $180 billion by 2003. A conference was held in Singapore to discuss this transition, with speakers from companies like Honeywell, SAP, and Citrix presenting on how technologies can help the industry transform digitally. The conference highlighted optimism around the growth of B2B e-marketplaces and transactions in Asia Pacific region specifically.
The document discusses the future of open business processes and electronic invoicing. It notes that currently only 20% of European small businesses are connected electronically, while the other 80% rely on paper-based processes. This costs €64 billion annually in time spent re-entering information. The document proposes that large enterprises invite 250,000 small businesses to use the free and open Tradeshift platform over the next 10 months to help transition businesses to electronic processes. Specific upcoming Tradeshift features mentioned include public profiles, payments, recurring invoices, and open APIs for developers.
This document discusses trends in postal services and e-commerce, and InPost's solutions. It summarizes that:
1) Mail volume is declining as electronic communication grows, while e-commerce is increasing rapidly.
2) InPost has launched easyPack 24/7 automated parcel terminals, allowing customers to send and collect parcels 24/7, and the network has grown significantly in its first year.
3) InPost is developing new e-services like e-invoicing, social media shopping pages on Facebook, and mobile payments, to adapt to changing customer demands and market trends.
T-Mobile and Independence International have partnered to create a home-based business opportunity in the cell phone market. This allows customers to become small business owners by referring others to special wireless plans from T-Mobile and Flexibility International. Representatives can earn their own cell phone bill for free and continue earning commissions and residual income by building a network of customers and other small business owners. The opportunity has no overhead costs like rent, employees or paperwork since all transactions are done online.
E-commerce refers to the buying and selling of goods and services over electronic systems. There are three main types of e-commerce: business-to-business (B2B) where companies sell to other companies, business-to-consumer (B2C) where companies sell directly to individual consumers, and consumer-to-consumer (C2C) where individuals sell to other individuals. Examples of each type are provided.
This document provides an overview of e-commerce. It defines commerce as the buying and selling of goods and e-commerce as commerce that takes place electronically over computer systems. The document then describes the different types of e-commerce including business-to-business, business-to-consumer, consumer-to-consumer, and business-to-government. The pros and cons of e-commerce are listed as reduced prices and easy access versus inability to examine products personally and risk of credit card theft. E-commerce is concluded to have brought more global connectivity and economic advancement.
The rise of e-commerce will accelerate the decline of shopping malls, but it also presents opportunities for logistics property developers to partner with large online retailers. A report from a major commercial real estate firm found the logistics sector in China to be the most attractive real estate opportunity due to the growth of business-to-consumer e-commerce platforms. The Chinese online market is projected to exceed $1 trillion by 2020, transforming how goods are purchased, stored, and delivered in the country.
The document discusses different types of e-commerce:
- Business-to-business (B2B) e-commerce involves transactions between companies, accounting for 80% of e-commerce.
- Business-to-consumer (B2C) involves companies selling to individual consumers.
- Business-to-government (B2G) involves companies selling goods/services to government agencies.
- Consumer-to-consumer (C2C) involves individuals selling directly to other individuals, such as on eBay.
- Mobile commerce (m-commerce) uses wireless devices like phones for commerce.
The document discusses how the process manufacturing industry is beginning to embrace e-commerce and B2B transactions through the internet. It summarizes predictions from Forrester Research and IDC that B2B transactions in the process manufacturing industry will account for $180 billion by 2003. A conference was held in Singapore to discuss this transition, with speakers from companies like Honeywell, SAP, and Citrix presenting on how technologies can help the industry transform digitally. The conference highlighted optimism around the growth of B2B e-marketplaces and transactions in Asia Pacific region specifically.
The document provides an introduction to e-commerce. It discusses how e-commerce has grown exponentially since emerging in the mid-1990s, with Americans expected to spend $142-172 billion online by 2005. The document outlines different types of e-commerce models including B2B, B2C, and C2C, and describes key characteristics of e-commerce such as ubiquity, global reach, and interactivity that differentiate it from traditional commerce. Unique features of e-commerce technology that allow for personalization and customization are also highlighted.
E-commerce has grown exponentially since the mid-1990s. In 2005, American consumers were expected to spend $142-172 billion online, up significantly from just 10 years prior. There are several types of e-commerce models including business-to-business (B2B), business-to-consumer (B2C), and consumer-to-consumer (C2C). B2B e-commerce makes up the largest portion of overall e-commerce. E-commerce provides benefits like ubiquity, global reach, universal standards, and interactivity that enable new forms of transactions compared to traditional commerce.
Despite growing numbers of lawyers, the legal profession in the UK faces uncertainty. General practice firms are struggling with cuts to legal aid and fees, while increased competition comes from alternative business structures owned by non-lawyers. Meanwhile, large City firms face challenges from outsourcing and the potential disruption of artificial intelligence. Leaders acknowledge that firms must embrace change by focusing on clients, specialization, and delivering services efficiently to succeed in this shifting landscape.
The document discusses the history and growth of e-commerce, with a focus on Amazon. It summarizes that Amazon's story mirrors the development of e-commerce itself, as it underwent a process of continuous change and exploration before becoming profitable. The document asks questions about why people shop at Amazon, when it became profitable, and whether it will remain profitable. It then moves to defining e-commerce and different types, and charts the growth of business-to-consumer and business-to-business e-commerce.
This document defines e-commerce and outlines its history and types. E-commerce involves purchasing and selling goods online and has evolved from early electronic funds transfers and electronic data interchange between companies in the 1970s-1980s to the widespread use of the internet for information publishing and online shopping in the 1990s. The main types of e-commerce are business-to-business, business-to-consumer, consumer-to-consumer, consumer-to-business, and mobile commerce. The document also discusses the top e-commerce players in India and provides advantages and disadvantages of e-commerce.
The document discusses e-commerce, providing a brief history from 1994-1999 when early companies like Amazon, eBay, and PayPal launched and pioneered online sales and transactions. It defines e-commerce as buying and selling of goods/services over the internet and outlines several types including business-to-business, business-to-consumer, consumer-to-consumer, and consumer-to-business. Examples are given of direct online sales, online banking, auctions, and media sales. The importance of e-commerce is noted as easier payments, delivery, lower costs, and 24/7 access.
E-commerce is defined as the buying and selling of goods and services over computer networks. There are four main types of e-commerce: business-to-business (B2B) where companies do business with each other, business-to-consumer (B2C) where businesses sell directly to consumers, consumer-to-business (C2B) where individuals do business with companies, and consumer-to-consumer (C2C) where people sell to each other. Students are assigned to create illustrations of three types of e-commerce - B2B, B2C, and C2C - and upload them to Dropbox.
The document discusses how the retail industry will change over the next 10 years. Key points include:
1. The retail industry will face continuous disruptions from new technologies like e-commerce, voice assistants, and social media integrating advertising and commerce.
2. Large companies will try to jumpstart their presence in retail through mergers and acquisitions of emerging players and disruptors.
3. While technologies and companies will change, customers' fundamental needs around convenience, value, and experiences will remain the same. Retailers must adapt to meet these needs in new ways.
E-commerce involves the buying and selling of goods and services over electronic systems like the internet. It reduces costs for businesses and provides access to global markets. The main models of e-commerce are business-to-business (B2B), business-to-consumer (B2C), business-to-employee (B2E), and consumer-to-consumer (C2C). E-commerce offers advantages like lower costs and a larger customer reach but also disadvantages like the inability to examine products personally and the risk of credit card theft. E-commerce is growing rapidly in India and is expected to create many new jobs.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
This document discusses the rise of e-commerce and its advantages over traditional commerce. It begins by explaining how e-commerce has changed commercial transactions by making them faster and less labor-intensive online. The main types of e-commerce are then outlined as B2B (business-to-business), B2C (business-to-consumer), and C2C (consumer-to-consumer). Examples are provided of the top e-commerce websites in India, and it is projected that e-commerce sales and shoppers in India will dramatically increase in coming years. The advantages of e-commerce include lower costs, a wider product selection, and a 24/7 global market. The presentation concludes that e-commerce
Cross-border e-commerce is growing rapidly at 2x the rate of domestic e-commerce. New technology-driven startups are disrupting the traditional competitive advantages of postal players in cross-border delivery. Customers now expect fast, free, and easy cross-border delivery services that match domestic delivery standards. To compete, postal organizations will need new business models and capabilities.
This is a copy of an article comparing EU and U.S. law on information sharing in the antitrust context. It was just published in the Spring 2010 ABA Newsletter of the Trade Association Committee, entitled Information Sharing.
This document defines and provides examples of different types of e-commerce:
Business-to-Business (B2B) accounts for about 80% of e-commerce and involves transactions between companies, like Intel selling microprocessors to Dell. Business-to-Consumer (B2C) involves online transactions between businesses and consumers, like Amazon selling textbooks to a university library. Business-to-Government (B2G) refers to commerce between companies and the public sector, like businesses paying taxes online. Consumer-to-Consumer (C2C) involves commerce between private individuals, like someone selling a mobile phone to another person on an online marketplace. Mobile commerce (m-commerce) uses wireless technologies for transactions on hand
This document defines and describes different types of e-commerce. It discusses business-to-business (B2B), business-to-consumer (B2C), business-to-government (B2G), and consumer-to-consumer (C2C) e-commerce. For each type, an example is provided to illustrate the concept. The advantages of e-commerce include faster transactions, 24/7 availability, greater reach and no physical infrastructure requirements. Disadvantages include lack of quality guarantees, technical issues, lack of customer loyalty and security risks from hackers. E-commerce allows individuals and businesses to purchase goods and services online through various models.
The document discusses trends, challenges and opportunities in e-commerce. It provides definitions and explanations of key terms like e-commerce and e-business. E-commerce enables businesses to reach global markets at low costs, facilitate online transactions, and increase competitiveness through timely delivery. The document outlines tools, mechanisms, incentives and statistics on the growth of e-commerce in Malaysia and globally. It also discusses relevant issues for businesses and provides resources for online research.
Batra Computer Centre is An ISO certified 9001:2008 training Centre in Ambala.
We Provide Best Computer Training in Ambala. BATRA COMPUTER CENTRE provides best training in C, C++, S.E.O, Web Designing, Web Development and So many other courses are available.
This document defines e-commerce and outlines different types of e-commerce transactions. It defines e-commerce as the buying and selling of goods and services over electronic networks like the internet. It describes the main types of e-commerce as business-to-business (B2B), business-to-consumer (B2C), consumer-to-consumer (C2C), consumer-to-business (C2B), and government-to-consumer (G2C) transactions. Examples are provided for each type. The document also covers benefits of e-commerce for organizations and customers, as well as disadvantages.
87 chapter 2 e commerce fundamentalsnote that covisint (waman341480
1. The case study describes the history and growth of the social media platform Facebook from its launch in 2004 for Harvard students to becoming available worldwide.
2. An early intellectual property dispute arose over whether Facebook copied source code from another social media platform.
3. Facebook received investments in 2006 and 2007 that helped fuel its international expansion while also dealing with privacy concerns over user data.
4. The introduction of new features like News Feed prompted feedback from users about balancing new functionality with disruption to existing habits on the platform.
This document discusses the key factors affecting the growth and development of e-commerce. It identifies political, economic, social and technological factors as the main influencers. Political factors include government legislation and initiatives to support e-commerce. Economic factors incorporate the overall wealth and commercial health of a nation. Social factors involve things like education, income levels and lifestyle changes. Technological development, especially in information and communication technologies, is also a primary driver by making transactions more efficient.
The document provides an introduction to e-commerce. It discusses how e-commerce has grown exponentially since emerging in the mid-1990s, with Americans expected to spend $142-172 billion online by 2005. The document outlines different types of e-commerce models including B2B, B2C, and C2C, and describes key characteristics of e-commerce such as ubiquity, global reach, and interactivity that differentiate it from traditional commerce. Unique features of e-commerce technology that allow for personalization and customization are also highlighted.
E-commerce has grown exponentially since the mid-1990s. In 2005, American consumers were expected to spend $142-172 billion online, up significantly from just 10 years prior. There are several types of e-commerce models including business-to-business (B2B), business-to-consumer (B2C), and consumer-to-consumer (C2C). B2B e-commerce makes up the largest portion of overall e-commerce. E-commerce provides benefits like ubiquity, global reach, universal standards, and interactivity that enable new forms of transactions compared to traditional commerce.
Despite growing numbers of lawyers, the legal profession in the UK faces uncertainty. General practice firms are struggling with cuts to legal aid and fees, while increased competition comes from alternative business structures owned by non-lawyers. Meanwhile, large City firms face challenges from outsourcing and the potential disruption of artificial intelligence. Leaders acknowledge that firms must embrace change by focusing on clients, specialization, and delivering services efficiently to succeed in this shifting landscape.
The document discusses the history and growth of e-commerce, with a focus on Amazon. It summarizes that Amazon's story mirrors the development of e-commerce itself, as it underwent a process of continuous change and exploration before becoming profitable. The document asks questions about why people shop at Amazon, when it became profitable, and whether it will remain profitable. It then moves to defining e-commerce and different types, and charts the growth of business-to-consumer and business-to-business e-commerce.
This document defines e-commerce and outlines its history and types. E-commerce involves purchasing and selling goods online and has evolved from early electronic funds transfers and electronic data interchange between companies in the 1970s-1980s to the widespread use of the internet for information publishing and online shopping in the 1990s. The main types of e-commerce are business-to-business, business-to-consumer, consumer-to-consumer, consumer-to-business, and mobile commerce. The document also discusses the top e-commerce players in India and provides advantages and disadvantages of e-commerce.
The document discusses e-commerce, providing a brief history from 1994-1999 when early companies like Amazon, eBay, and PayPal launched and pioneered online sales and transactions. It defines e-commerce as buying and selling of goods/services over the internet and outlines several types including business-to-business, business-to-consumer, consumer-to-consumer, and consumer-to-business. Examples are given of direct online sales, online banking, auctions, and media sales. The importance of e-commerce is noted as easier payments, delivery, lower costs, and 24/7 access.
E-commerce is defined as the buying and selling of goods and services over computer networks. There are four main types of e-commerce: business-to-business (B2B) where companies do business with each other, business-to-consumer (B2C) where businesses sell directly to consumers, consumer-to-business (C2B) where individuals do business with companies, and consumer-to-consumer (C2C) where people sell to each other. Students are assigned to create illustrations of three types of e-commerce - B2B, B2C, and C2C - and upload them to Dropbox.
The document discusses how the retail industry will change over the next 10 years. Key points include:
1. The retail industry will face continuous disruptions from new technologies like e-commerce, voice assistants, and social media integrating advertising and commerce.
2. Large companies will try to jumpstart their presence in retail through mergers and acquisitions of emerging players and disruptors.
3. While technologies and companies will change, customers' fundamental needs around convenience, value, and experiences will remain the same. Retailers must adapt to meet these needs in new ways.
E-commerce involves the buying and selling of goods and services over electronic systems like the internet. It reduces costs for businesses and provides access to global markets. The main models of e-commerce are business-to-business (B2B), business-to-consumer (B2C), business-to-employee (B2E), and consumer-to-consumer (C2C). E-commerce offers advantages like lower costs and a larger customer reach but also disadvantages like the inability to examine products personally and the risk of credit card theft. E-commerce is growing rapidly in India and is expected to create many new jobs.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
This document discusses the rise of e-commerce and its advantages over traditional commerce. It begins by explaining how e-commerce has changed commercial transactions by making them faster and less labor-intensive online. The main types of e-commerce are then outlined as B2B (business-to-business), B2C (business-to-consumer), and C2C (consumer-to-consumer). Examples are provided of the top e-commerce websites in India, and it is projected that e-commerce sales and shoppers in India will dramatically increase in coming years. The advantages of e-commerce include lower costs, a wider product selection, and a 24/7 global market. The presentation concludes that e-commerce
Cross-border e-commerce is growing rapidly at 2x the rate of domestic e-commerce. New technology-driven startups are disrupting the traditional competitive advantages of postal players in cross-border delivery. Customers now expect fast, free, and easy cross-border delivery services that match domestic delivery standards. To compete, postal organizations will need new business models and capabilities.
This is a copy of an article comparing EU and U.S. law on information sharing in the antitrust context. It was just published in the Spring 2010 ABA Newsletter of the Trade Association Committee, entitled Information Sharing.
This document defines and provides examples of different types of e-commerce:
Business-to-Business (B2B) accounts for about 80% of e-commerce and involves transactions between companies, like Intel selling microprocessors to Dell. Business-to-Consumer (B2C) involves online transactions between businesses and consumers, like Amazon selling textbooks to a university library. Business-to-Government (B2G) refers to commerce between companies and the public sector, like businesses paying taxes online. Consumer-to-Consumer (C2C) involves commerce between private individuals, like someone selling a mobile phone to another person on an online marketplace. Mobile commerce (m-commerce) uses wireless technologies for transactions on hand
This document defines and describes different types of e-commerce. It discusses business-to-business (B2B), business-to-consumer (B2C), business-to-government (B2G), and consumer-to-consumer (C2C) e-commerce. For each type, an example is provided to illustrate the concept. The advantages of e-commerce include faster transactions, 24/7 availability, greater reach and no physical infrastructure requirements. Disadvantages include lack of quality guarantees, technical issues, lack of customer loyalty and security risks from hackers. E-commerce allows individuals and businesses to purchase goods and services online through various models.
The document discusses trends, challenges and opportunities in e-commerce. It provides definitions and explanations of key terms like e-commerce and e-business. E-commerce enables businesses to reach global markets at low costs, facilitate online transactions, and increase competitiveness through timely delivery. The document outlines tools, mechanisms, incentives and statistics on the growth of e-commerce in Malaysia and globally. It also discusses relevant issues for businesses and provides resources for online research.
Batra Computer Centre is An ISO certified 9001:2008 training Centre in Ambala.
We Provide Best Computer Training in Ambala. BATRA COMPUTER CENTRE provides best training in C, C++, S.E.O, Web Designing, Web Development and So many other courses are available.
This document defines e-commerce and outlines different types of e-commerce transactions. It defines e-commerce as the buying and selling of goods and services over electronic networks like the internet. It describes the main types of e-commerce as business-to-business (B2B), business-to-consumer (B2C), consumer-to-consumer (C2C), consumer-to-business (C2B), and government-to-consumer (G2C) transactions. Examples are provided for each type. The document also covers benefits of e-commerce for organizations and customers, as well as disadvantages.
87 chapter 2 e commerce fundamentalsnote that covisint (waman341480
1. The case study describes the history and growth of the social media platform Facebook from its launch in 2004 for Harvard students to becoming available worldwide.
2. An early intellectual property dispute arose over whether Facebook copied source code from another social media platform.
3. Facebook received investments in 2006 and 2007 that helped fuel its international expansion while also dealing with privacy concerns over user data.
4. The introduction of new features like News Feed prompted feedback from users about balancing new functionality with disruption to existing habits on the platform.
This document discusses the key factors affecting the growth and development of e-commerce. It identifies political, economic, social and technological factors as the main influencers. Political factors include government legislation and initiatives to support e-commerce. Economic factors incorporate the overall wealth and commercial health of a nation. Social factors involve things like education, income levels and lifestyle changes. Technological development, especially in information and communication technologies, is also a primary driver by making transactions more efficient.
Case Studiess10 video case study.pdfManagement Informatio.docxtidwellveronique
Case Studiess/10 video case study.pdf
Management Information Systems 13e
KENNETH C. LAUDON AND JANE P. LAUDON
continued
Systems
CHAPTER 10 E-COMMERCE: DIGITAL MARKETS, DIGITAL GOODS
CASE 3 Ford AutoXchange B2B Marketplace
SUMMARY This is a fascinating story on a B2B “electronic marketplace” initially developed by Ford
called AutoXchange. In this vision of B2B commerce, the Internet would transform the
relationship between over 100,000 tier 1 and tier 2 auto parts suppliers, and a small
handful of very large, global automobile companies. In this electronic marketplace,
thousands of suppliers would compete against one another to provide parts to the auto
industry giants. In this way, the auto industry hoped to reduce the cost of parts, increase
quality, achieve greater flexibility, and rationalize the supply chain process. Ultimately, the
effort failed. Find out why. L= 4:58.
URL http://www.youtube.com/watch?v=qyO9QSo0FjU
CASE The automotive industry designs, develops, manufactures, markets, and sells the world’s
motor vehicles. In 2007, more than 73 million motor vehicles, including cars and commercial
vehicles were produced worldwide. In 2011, more than 65 million motor vehicles, including
cars and commercial vehicles, were produced worldwide. In 2011, a total of 64 million new
automobiles were sold worldwide: 16.8 million in Europe, 22.5 million in Asia-Pacific, 15.2
million in the USA and Canada, 4.6 million in Latin America, 2.8 million in the Middle East
and 1.8 million in Africa.
Because of the global financial meltdown and recession beginning in 2007, auto production
worldwide has fallen 20 percent, and even more in Europe. Asia, Russia, and Latin American
auto markets rose in unit sales during the period.
General Motors, Ford and Chrysler are not only by far the largest automakers in North
America, they were for a while the largest in the world and are still a mainstay in the top
http://www.youtube.com/watch?v=qyO9QSo0FjU
Chapter 10, Case 3 Ford autoXChange B2B MarketplaCe 2
continued
ten. Ford has held the position of second-ranked automaker for the previous 56 years, being
relegated to third in North American sales, after being overtaken by Toyota in 2007. In 2011,
Ford ranked fifth in global auto production with 4.8 million units, behind General Motors,
Volkswagen, Toyota, and Hyundai.
Ford Motor Company (NYSE: F) is an American multinational corporation. Based in Dearborn,
Michigan, a suburb of Detroit, the automaker was founded by Henry Ford and incorporated
on June 16, 1903. Ford’s former UK subsidiaries Jaguar and Land Rover were sold to Tata
Motors of India in March 2008.
While the global auto industry is very large by any standard, generating nearly $1 trillion
in sales worldwide each year, the size of the auto supplier industry worldwide is equally
impressive. There are an estimated 250,000 direct suppliers to the auto industry worldwide,
with about 100,000 suppliers in ...
This document discusses key concepts related to e-products, e-marketplaces, and the impact of the digital economy. It covers how e-products have high fixed costs but low marginal costs of distribution, leading to vast economies of scale. E-marketplaces can bring buyers and sellers together through various mechanisms like auctions, exchanges, and online catalogs. Both buyers and sellers are expected to benefit from reduced transaction costs in e-marketplaces. Lower costs may be passed on to consumers in the form of lower prices.
The document defines e-commerce as conducting commercial transactions electronically using information and communication technologies. It outlines three main e-commerce technologies: electronic markets, electronic data interchange, and internet commerce. Electronic markets enable online searching and purchasing. Electronic data interchange standardizes transactions between organizations. Internet commerce allows advertising and one-time sales of goods and services online.
E-commerce refers to the buying and selling of goods or services using the internet and digital technologies. It allows for electronic transactions between businesses, organizations, and individuals. The history of e-commerce dates back to the 1970s with the development of technologies like EDI and EFT that enabled electronic transactions. While e-commerce grew in the 1990s with the commercialization of the internet, it really took off in the late 1990s and early 2000s as more businesses established online presences. E-commerce provides benefits to both businesses and consumers by allowing access to a wider range of products and reducing geographical barriers.
This document discusses e-commerce and its importance in the modern world. It begins with an introduction that defines e-commerce and its various types, including business-to-business, business-to-consumer, business-to-government, consumer-to-consumer, and mobile commerce. It then analyzes each of these types in more detail. The document also discusses the benefits of e-commerce, such as reduced transaction costs, disintermediation, and increased price transparency. It concludes that e-commerce has changed lifestyles by allowing people to shop from home more conveniently and cheaply.
Consumer reactions toward clicks and bricksinvestigating bu.docxmaxinesmith73660
Consumer reactions toward clicks and bricks:
investigating buying behaviour on-line and at
stores
GLENN J. BROWNE, JOHN R. DURRETT and JAMES C. WETHERBE
Area of ISQS, Rawls College of Business Administration, Texas Tech University, Lubbock, TX 79409-2101,
USA; e-mail: [email protected]
Abstract. The development of the world wide web created a
new sales channel for retailers, and many thousands of
companies have attempted to take advantage of this new
method for reaching customers. Analysis of the 2000 stock
market collapse suggests that business models relying on both
internet (‘clicks’) and physical (‘bricks’) presences may be the
most successful. Internet business problems include the need to
structure internal and external business processes to serve
customers appropriately, the need to provide adequate
technological and physical infrastructures, and the need to
understand customer consumption processes in ‘virtual’ and
physical environments. The purpose of this research is to
provide insight into these problems by investigating consumer
beliefs and preferences about shopping on-line and in physical
stores. We developed a research model and then performed an
empirical investigation using two studies. Results and implica-
tions of the findings for business strategy are discussed.
1. Introduction
Technological advances in the 1990s enabled entirely
new ways of conducting business in the US and
throughout the world. Of particular importance was
the World Wide Web, an enhancement of the internet
that allowed consumers and businesses to communicate
in ways that were previously unavailable and perhaps
even unthinkable. From the mid-1990s to early 2000,
the focus of businesses was primarily on the opportu-
nities provided by the new internet capabilities.
Following the ‘dot-com’ crash in early 2000, however,
businesses began to recognize the problems associated
with doing business on the internet. From this point
onward, much of investors’ and the media’s focus
shifted to companies with both internet and ‘brick and
mortar’ presences.
Numerous researchers have investigated on-line buy-
ing behaviour over the past several years (e.g.,
Jarvenpaa and Todd 1997, Lohse et al. 1997, Bellman
et al. 1999, Lohse and Spiller 1999, Swaminathan et al.
1999, Bhatnagar et al. 2000, Chau et al. 2000, Palmer et
al. 2000, Ratchford et al. 2001). However, little research
has addressed relationships between on-line purchasing
(‘clicks’) and purchases made at physical stores
(‘bricks’). The purpose of this paper is to report the
results of two exploratory studies designed to assess
consumers’ reactions to shopping at clicks and bricks.
We first review background relevant to the two
shopping channels and the challenges faced by compa-
nies operating in the on-line environment. We next
develop a research model and research questions to
guide our investigations. We then report the results of a
large survey aimed at uncovering several of the relation-
ships specifie.
This document discusses e-commerce, including its definition, history, types, advantages, and future. E-commerce involves the buying and selling of goods and services over the internet. It has grown significantly since the 1990s with companies like Amazon and eBay. There are different types of e-commerce models including business-to-business, business-to-consumer, and consumer-to-consumer. E-commerce provides advantages such as lower costs, 24/7 access, and a large customer reach. However, it also poses disadvantages like lack of personal interaction and product experience before purchase. The future of e-commerce is predicted to include technologies like biometric payments, social media marketing, faster delivery, and 3D printing of
Podcast 32 Herald the Convergence of CostsBlog NewsGames
The culture of signing the form permanently took over the marketing of media products. From the 90s, companies started to deploy to communicate the concept triple-play, allowing the user access to the Internet, making signing of TV and cable telephony. Through this system, operators seek to retain their customers from the delivery of unified services, charged in a single account. But on the other hand, Article "Fifth iconoclasmo - the era of pay-per-view as censorship economical consumption of media images - I argument that hyper concentration the media is no longer as a way to demonize the image, but as a way of economic censorship.
E-commerce refers to the buying and selling of goods and services over electronic networks, primarily the internet. It began in the 1960s when businesses started using EDI to share documents electronically. There are several types of e-commerce including business-to-business (B2B), business-to-consumer (B2C), consumer-to-consumer (C2C), and business-to-administration (B2A). E-commerce allows businesses to reach a larger market and respond faster to trends, while lowering costs by reducing the need for physical stores and marketing expenses. However, it also lacks the personal touch of physical stores and makes price and product comparisons easier for consumers.
The document provides an overview of online/e-commerce. It defines commerce and e-commerce, discusses the history and growth of e-commerce in India. It outlines the various types of e-commerce like B2B, B2C, C2C etc. and explains the process and impact of e-commerce on supply chain management, markets and retailers. It also discusses the pros and cons and future of e-commerce in India.
The Digital TransformationNew information technologies,s.docxmehek4
The Digital Transformation
New information technologies,
such as broadband networks,
mobile communications and the
Internet, have well-known, but
often unrealized, potential
to transform businesses and
industries. The key to success is
knowing how and when to apply
the technologies. Companies
should look at 10 specific
drivers to help determine their
best strategy.
Angela Andal-Ancion,
Phillip A. Cartwright
and George S. Yip
uring tbe 1990s, companies bad vast amounts of funding for new
D information technologies, or NIT' Tbey invested millions of dol-lars on Web sites, sophisticated software packages, teleconferenc-
ing equipment, broadband networks, mobile communications
and other digital technologies. Such investments helped them to keep abreast
of competitors tbat were making similar expenditures. Today, many compa-
nies are strapped for resources, and they need to be extremely selective about
the technologies they fund, deploying NIT in ways tbat are tbe most relevant
to their businesses and strategic objectives, including their sales and market-
ing efforts.
What kinds of companies and products can benellt most from the use of
NIT? Books and airline tickets sell readily over the Internet wbereas automo-
biles and higb fashion clothing do not. Furtbennore, what types of business
transformations do sucb investments enable? A company might, for example,
use NIT to cut away layers of middlemen, such as distributors, that separate it
from its customers (called classic disintermediation). Or, instead of getting rid
of middlemen, it might choose to embrace them {remediation). Or it might
build strategic alliances and partnerships with new and existing players in a
tangle of complex relationships (network-based mediation). (See"Tbree Medi-
ation Strategies," p. 37.)
All three mediation strategies depend on various factors, such as a prod-
uct's customizability and information content. By fully understanding those
drivers of NIT, companies can begin to predict tbe potential transformations
of tbeir industries, especially in terms of how products are marketed and sold.
To tbat end, we have developed a systematic framework tbat identifies wbich
drivers are important for tbe different approaches of classic disintermediation,
remediation and network-based mediation. Using this tool, companies can
determine both the optimum ways to transform tbeir businesses and the NIT
investments required to accomplisb sucb changes.
The Drivers of NIT
From a study of large corporations in Nortb America and Europe, we have
identified tbe different drivers that determine the competitive advantages of
deploying NIT. (See "About the Research.") Each of the drivers is very specific
to bow NIT can be applied in a particular industry. Tbat Is, they are not gen-
Angela Andal-Ancion is a ajnsultant with ascension in London; Phillip A. Cartwright
is a principal with BearingPoint in Paris; and George S, Yip is professor ot strategic and
international mana ...
6. price squeezes with positive margins in eu competition law. economic and ...Matias González Muñoz
This document summarizes and critiques the positive margin squeeze theory established in the TeliaSonera case law. It argues the theory is flawed on both economic and legal grounds. Through a numerical bakery example, it shows that any wholesale input price above marginal cost but allowing the competitor a positive margin cannot yield exclusionary effects, as the competitor can remain profitable, save profits, and eventually invest to become vertically integrated. It concludes the sole rationale for intervening in such cases is that the input price makes the competitor's life comparatively more difficult, but any price will have this effect, so the input price is causally irrelevant. The positive margin squeeze theory is an economic and legal "zombie" that can be disregarded.
DSGi is the leading European specialist retailer of consumer electronics operating major chains like Currys, Dixons, PC World and The Link. It has over £7 billion in annual sales with a third coming from international stores. The document discusses DSGi's strategy to expand across Europe and its product range. It also outlines the company's mission of "Being the Best" by operating with honesty, outstanding customer service, respecting colleagues, continually improving and working together to beat competition.
Electronic commerce (e-commerce) involves the buying and selling of goods and services over the internet. It includes business-to-business (B2B), business-to-consumer (B2C), and consumer-to-consumer (C2C) transactions. E-commerce has grown significantly since the 1990s with the rise of the internet and World Wide Web. It provides benefits like lower costs, greater convenience, and access to a global market, but also limitations such as the inability to physically examine products. Emerging models include mobile commerce, online marketplaces, and social commerce.
The document defines e-commerce and outlines its key components. E-commerce involves technology-enabled transactions and exchanges of digitized information between individuals and organizations. The document discusses the main technologies that enable e-commerce like the internet, websites, and e-commerce server software. It also categorizes the main types of e-commerce: business-to-consumer (B2C), business-to-business (B2B), consumer-to-consumer or peer-to-peer (C2C/P2P), and consumer-to-business (C2B). Examples are provided for each category.
The document discusses how digitization is reshaping competition by lowering barriers to entry and allowing new competitors to emerge. It summarizes the key points as follows:
1) A large European insurer was facing pressure from a new online competitor that was undercutting premiums without agents by using new technologies and its strong online brand. The board decided to accelerate the company's digital transformation in response.
2) Digitization is rewriting the rules of competition by lowering entry barriers, disaggregating value chains, and allowing new entrants to scale up rapidly. This poses strategic challenges for incumbent companies.
3) The document goes on to discuss seven forces driving changes in competitive landscapes across industries, such as new price transparency putting
Similar to 87 chapter 2 e commerce fundamentalsnote that covisint (w (20)
According to Davenport (2014) social media and health care are c.docxmakdul
Social media is collaborating with healthcare to meet the needs of providers and patients, and is moving toward using analytics to evaluate its value within healthcare. The document instructs the reader to research areas of social media that could benefit from an analytic model combining data and value-based analytics, then evaluate a resource by discussing five major social media stakeholder roles, whether social media could improve medical practice and provide rationale, and concluding with main points.
According to (Fatehi, Gordon & Florida, N.D.) theoretical orient.docxmakdul
According to (Fatehi, Gordon & Florida, N.D.) theoretical orientation represent styles of mind for understanding reality. This theoretical orientation can be organized as a continuum from theoretical constructs that are independent and concrete as with the Behavioral/ CBT theories, to theoretical constructs that are interdependent and abstract as with the Psychodynamic theories (Fatehi, Gordon & Florida, N.D.). Family systems and Humanistic/Existential are theoretical midpoints (Fatehi, Gordon & Florida, N.D.). Trait theory tends to focus on the premise that we are born with traits or characteristics that make us unique and explain our behaviors (Cervone& Pervin, 2019). For example, introversion, extroversion, shyness, agreeableness, kindness, etc. all these innate characteristics that we are born help to explain why we behave in a certain manner according to the situations we face, (Cervone& Pervin, 2019). Psychoanalytic perspective on the other hand focuses on childhood experiences and the unconscious mind which plays a role in our personality development, (Cervone& Pervin, 2019).
According to Freud, (Cervone& Pervin, 2019) our unconscious mind includes all our hidden desires and conflicts which form the root cause of our mental health issues or maladaptive behaviors. The main difference between these two perspectives is that trait theory helps to explain why we behave in a certain manner, whereas psychoanalytic theory only describes the personality and predicting behavior and not really explaining why we behave the way we do. There is no such evident similarity between the two perspectives, but kind of rely on underlying mechanisms to explain personality. Also, there is some degree of subjectivity present in both the perspectives. Trait theories involve subjectivity regarding interpretations of which can be considered as important traits that explain our behaviors, and psychoanalytic theory is subjective and vague in the concepts been used like the unconscious mind. My opinions accord with the visible contrasts between the two, one focused on internal features describing our behaviors in clearer words, whilst other concentrating on unconscious mind in anticipating behavior which is ambiguous and harder to grasp.
References
Cervone, D., & Pervin, L. A. (2019). Personality: Theory and research (14th ed.). Wiley.
Fatehi, M., Gordon, R. M., & Florida, O. A Meta-Theoretical Integration of Psychotherapy Orientations.
.
According to Libertarianism, there is no right to any social service.docxmakdul
According to Libertarianism, there is no right to any social services besides those of a night-watchman state, protecting citizens from harming each other via courts, police, and military.
Consider this town
that decided to remove fire rescue as a basic social service. To benefit from it, one had to pay a yearly fee. Do you think libertarians would generally have to support such a policy in order to be consistent? Why or why not? Also, can you think of any other social services that might no longer exist in a libertarian society? (Btw, none has ever existed).
.
According to Kirk (2016), most of your time will be spent working wi.docxmakdul
Kirk (2016) identified four data action groups for working with data: data acquisition, data examination, data transformation, and data exploration. Data acquisition involves gathering the raw material.
According to cultural deviance theorists like Cohen, deviant sub.docxmakdul
This document discusses how cultural deviance theorists view subcultures as having their own value systems that oppose mainstream society's values. It asks how rap culture has perpetuated these subcultural values and promoted violence and crime among young men. It also asks how theorists would explain the persistence and popularity of rap culture given its deviation from conventional norms and values, citing examples from Tupac Shakur and 50 Cent. The document requests a 750-1000 word essay on this topic supported by 3-5 scholarly sources.
According to Gray et al, (2017) critical appraisal is the proce.docxmakdul
According to Gray et al, (2017) “critical appraisal is the process of carefully and systematically assessing the outcome of all aspects of a study, judging the strengths, limitation, trustworthiness, meaning, and its applicability to practice”. The steps involved in critical appraisal include “identifying the study's elements or processes, determining the strengths and weaknesses, and evaluating the credibility and trustworthiness of the study” (Gray et al., 2017). The journal article chosen is
“change in staff perspectives on indwelling urinary catheter use after implementation of an intervention bundle in seven Swiss acute care hospitals: a result of a before/after survey study”
by Niederhauser, Zullig, Marschall, Schweiger, John, Kuster, and Schwappach. (2019).
Identifying the study's elements or processes
A significant issue addressed by the study is the nursing “staffs’ perspective towards indwelling urinary catheter (IUC) and evaluation of changes in their perspectives towards indwelling urinary catheter (IUC) use after implementation of a 1-year quality improvement project” (Niederhauser et al, 2019). the process of the research was conducted in “seven acute care hospitals in Switzerland” (Niederhauser et al, 2019). With a “sample size of 1579 staff members participated in the baseline survey and 1527 participated in the follow-up survey. The survey captures all nursing and medical staff members working at the participating hospitals at the time of survey distribution, using a multimodal intervention bundle, consisting of an evidence-based indication list, daily re-evaluation of ongoing catheter needs, and staff training were implemented over the course of 9 months” (Niederhauser et al, 2019).
Determining the strengths and weaknesses
A great strength of the study is a large sample size of over 1000 and the use of well-constructed and easy-to-read heading for better understanding. Also, the use of figures, graphs, and tables make the article less cumbersome to read. Another strength is the implementation of the ethical principles of research by enabling informed consent and voluntary participation as well as confidentiality and anonymity of information.
On the other hand, the study has several weaknesses such as the use of “the theory of planned behavior to model intentions to reduce catheter use, but it is not possible to know if changes observed in staff perception led to a true change in practice” (Niederhauser et al, 2019). Another weakness of the study is the repeated survey design which allows assessment of changes in staff perspectives after implementation of a quality improvement intervention but the sustainability of the effects over time could not be evaluated.
Evaluating the credibility and trustworthiness of the study
Although the study used a larger sample size of over 1000, the “use of a single-group design and no control group weakens its credibility and trustworthiness because there are no causal inferences abou.
According to article Insecure Policing Under Racial Capitalism by.docxmakdul
According to article "Insecure: Policing Under Racial Capitalism" by Robin D.G. Kelley and the article "Yes, We Mean Literally Abolish the Police" by Mariame Kaba, the police are no longer an attribute of safety and security. The facts that are given in the articles are similar within the meaning of the content. The police do not serve for the benefit of the whole community. Racial and class division according to social status became the basis of lawlessness and injustice on the part of the police. Kaaba in his article cites several stories confirming the racial hatred that led to the murder of African Americans. After that, people massively took to the streets of many cities in several countries, demanding an end to racial discrimination and the murder of African Americans. Kelley's article describes numerous manifestos where demands for police abolition have been raised, but all have been rejected. In the protests, people suggested that they themselves would take care of each other, which the police could not do. I understand that the police system is far from ideal and the permissiveness of police representatives should be limited. Ruth Wilson Gilmore says that "capitalism is never racial." I think that this phrase she wants to say that the stronger people take away from the weak people and use them for their own well-being. And since the roots of history go back to slavery, then African Americans are the weak link. In this regard, a huge number of prisons and police power appeared. The common and small class do not feel protected, on the contrary; they expect a threat from people who must protect them. The police take an oath to respect and protect human and civil rights and freedoms, regardless of skin color and social status. If this does not happen, then you need to change the system.
.
Abstract In this experiment, examining the equivalence poi.docxmakdul
Abstract:
In this experiment, examining the equivalence point in a titration with NaOH identified an
unknown diprotic acid. The molar mass of the unknown was found to be 100.78 g/mol with pKa
values of 2.6 and 6.6. The closest diprotic acid to this molar mass is malonic acid with a percent
error of 3.48%.
Introduction:
The purpose of the experiment was to determine the identity of an unknown diprotic acid. The
equivalence and half-equivalence points on the titration curve give important information, which
can then be used to calculate the molecular weight of the acid. The equivalence point is the
moment when there is an equal amount of acid and NaOH. Knowing the concentration and
volume of added NaOH at that moment, the amount of moles of NaOH can be determined. The
amount of moles of NaOH is then equivalent to the amount of acid present. Dividing the original
mass of the acid by the moles present gave the molar mass of the acid.
In this particular titration, there were two equivalence points as the acid is diprotic.
Consequently, the titration curve had two inflection points. The acid dissociated in a two-step
process with the net reaction being:
H2X + 2 NaOH Na2X + 2 H2O
This was important to take into consideration when calculating the molar mass of the diprotic
acid. If the first equivalence point was to be used, the ratio of acid to NaOH was 1:1. If the
second equivalence point was used in the calculations, the ratio became 1:2 as now a second
set of NaOH molecules reacted with the acid to dissociate the second hydrogen ion. The
titration curve also showed the pKa values of the acid. This happened at the half-equivalence
point where half of the acid was dissociated to its conjugate base (again, because of the diprotic
properties of the acid, this happens twice on the curve). The Henderson Hasselbalch equation
pH = pKa+log(A-/HA)
shows that at the half-equivalence point, the pKa value equaled the pH and was visually
represented by the flattest part of the graphs.
Discussion:
The titration graph showed that the data was consistent with the methodology and proved to be
an precise execution of the procedure and followed the expected shape. One possible source of
error was the actual mass of the acid solid. While transferring the dust from the weigh boat to
the solution, some remained in the weigh boat this could have altered the molar mass
calculations and shifted the final the final mass lighter than actual.
The Vernier pH method was definitely a much more concrete method of interpreting the results.
It was possible to see which addition of NaOH gave the greatest increase in pH ( greatest 1st
derivative of the titration graph). The relying solely on the indicator color would make it very
difficult to judge at which precise point the color shifted most, as the shift was a lot more gradual
compared to the precise numbers. This may have been a more reliable method if there was a
de.
ACC 403- ASSIGNMENT 2 RUBRIC!!!
Points: 280
Assignment 2: Audit Planning and Control
Criteria
UnacceptableBelow 60% F
Meets Minimum Expectations60-69% D
Fair70-79% C
Proficient80-89% B
Exemplary90-100% A
1. Outline the critical steps inherent in planning an audit and designing an effective audit program. Based upon the type of company selected, provide specific details of the actions that the company should undertake during planning and designing the audit program.
Weight: 15%
Did not submit or incompletely outlined the critical steps inherent in planning an audit and designing an effective audit program. Did not submit or incompletely provided specific details of the actions that the company should undertake during planning and designing the audit program, based upon the type of company selected.
Insufficiently outlined the critical steps inherent in planning an audit and designing an effective audit program. Insufficiently provided specific details of the actions that the company should undertake during planning and designing the audit program, based upon the type of company selected.
Partially outlined the critical steps inherent in planning an audit and designing an effective audit program. Partially provided specific details of the actions that the company should undertake during planning and designing the audit program, based upon the type of company selected.
Satisfactorily outlined the critical steps inherent in planning an audit and designing an effective audit program. Satisfactorily provided specific details of the actions that the company should undertake during planning and designing the audit program, based upon the type of company selected.
Thoroughly outlined the critical steps inherent in planning an audit and designing an effective audit program. Thoroughly provided specific details of the actions that the company should undertake during planning and designing the audit program, based upon the type of company selected.
2. Examine at least two (2) performance ratios that you would use in order to determine which analytical tests to perform. Identify the accounts that you would test, and select at least three (3) analytical procedures that you would use in your audit.
Weight: 15%
Did not submit or incompletely examined at least two (2) performance ratios that you would use in order to determine which analytical tests to perform. Did not submit or incompletely identified the accounts that you would test; did not submit or incompletely selected at least three (3) analytical procedures that you would use in your audit.
Insufficiently examined at least two (2) performance ratios that you would use in order to determine which analytical tests to perform. Insufficiently identified the accounts that you would test; insufficiently selected at least three (3) analytical procedures that you would use in your audit.
Partially examined at least two (2) performance ratios that you would use in order to determine which analytical tests .
ACC 601 Managerial Accounting Group Case 3 (160 points) .docxmakdul
ACC 601 Managerial Accounting
Group Case 3 (160 points)
Instructions:
1. As a group, complete the following activities in good form. Use excel or
word only. Provide all supporting calculations to show how you arrived at
your numbers
2. Add only the names of group members who participated in the completion
of this assignment.
3. Submit only one copy of your completed work via Moodle. Do not send it to
me by email.
4. Due: No later than the last day of Module 7. Please note that your professor
has the right to change the due date of this assignment.
Part A: Capital Budgeting Decisions
Chee Company has gathered the following data on a proposed investment project:
Investment required in equipment ............. $240,000
Annual cash inflows .................................. $50,000
Salvage value ............................................ $0
Life of the investment ............................... 8 years
Required rate of return .............................. 10%
Assets will be depreciated using straight
line depreciation method
Required:
Using the net present value and the internal rate of return methods, is this a good investment?
Part B: Master Budget
You have just been hired as a new management trainee by Earrings Unlimited, a distributor of
earrings to various retail outlets located in shopping malls across the country. In the past, the
company has done very little in the way of budgeting and at certain times of the year has
experienced a shortage of cash. Since you are well trained in budgeting, you have decided to
prepare a master budget for the upcoming second quarter. To this end, you have worked with
accounting and other areas to gather the information assembled below.
The company sells many styles of earrings, but all are sold for the same price—$10 per pair. Actual
sales of earrings for the last three months and budgeted sales for the next six months follow (in pairs
of earrings):
January (actual) 20,000 June (budget) 50,000
February (actual) 26,000 July (budget) 30,000
March (actual) 40,000 August (budget) 28,000
April (budget) 65,000 September (budget) 25,000
May (budget) 100,000
The concentration of sales before and during May is due to Mother’s Day. Sufficient inventory should
be on hand at the end of each month to supply 40% of the earrings sold in the following month.
Suppliers are paid $4 for a pair of earrings. One-half of a month’s purchases is paid for in the month
of purchase; the other half is paid for in the following month. All sales are on credit. Only 20% of a
month’s sales are collected in the month of sale. An additional 70% is collected in the following
month, and the remaining 10% is collected in the second month following sale. Bad debts have been
negligible.
Monthly operating expenses for the company are given below:
Variable:
Sales commissions 4 % of sales
.
Academic Integrity A Letter to My Students[1] Bill T.docxmakdul
Academic Integrity:
A Letter to My Students[1]
Bill Taylor
Professor of Political Science
Oakton Community College
Des Plaines, IL 60016
[email protected]
Here at the beginning of the semester I want to say something to you about academic integrity.[2]
I’m deeply convinced that integrity is an essential part of any true educational experience, integrity on
my part as a faculty member and integrity on your part as a student.
To take an easy example, would you want to be operated on by a doctor who cheated his way through
medical school? Or would you feel comfortable on a bridge designed by an engineer who cheated her
way through engineering school. Would you trust your tax return to an accountant who copied his
exam answers from his neighbor?
Those are easy examples, but what difference does it make if you as a student or I as a faculty member
violate the principles of academic integrity in a political science course, especially if it’s not in your
major?
For me, the answer is that integrity is important in this course precisely because integrity is important in
all areas of life. If we don’t have integrity in the small things, if we find it possible to justify plagiarism or
cheating or shoddy work in things that don’t seem important, how will we resist doing the same in areas
that really do matter, in areas where money might be at stake, or the possibility of advancement, or our
esteem in the eyes of others?
Personal integrity is not a quality we’re born to naturally. It’s a quality of character we need to nurture,
and this requires practice in both meanings of that word (as in practice the piano and practice a
profession). We can only be a person of integrity if we practice it every day.
What does that involve for each of us in this course? Let’s find out by going through each stage in the
course. As you’ll see, academic integrity basically requires the same things of you as a student as it
requires of me as a teacher.
I. Preparation for Class
What Academic Integrity Requires of Me in This Area
With regard to coming prepared for class, the principles of academic integrity require that I come having
done the things necessary to make the class a worthwhile educational experience for you. This requires
that I:
reread the text (even when I’ve written it myself),
clarify information I might not be clear about,
prepare the class with an eye toward what is current today (that is, not simply rely on past
notes), and
plan the session so that it will make it worth your while to be there.
What Academic Integrity Requires of You in This Area
With regard to coming prepared for class, the principles of academic integrity suggest that you have a
responsibility to yourself, to me, and to the other students to do the things necessary to put yourself in
a position to make fruitful contributions to class discussion. This will require you to:
read the text before.
Access the Center for Disease Control and Prevention’s (CDC’s) Nu.docxmakdul
Access the Center for Disease Control and Prevention’s (CDC’s)
“Nutrition, Physical Activity, and Obesity: Data, Trends and Maps”
database. Choose a state other than your home state and compare their health status and associated behaviors. What behaviors lead to the current obesity status?
Initial discussion post should be approximately 300 words. Any sources used should be cited in APA format.
.
According to DSM 5 This patient had very many symptoms that sugg.docxmakdul
According to DSM 5 This patient had very many symptoms that suggested Major Depressive Disorder.
Objective(s)
Analyze psychometric properties of assessment tools
Evaluate appropriate use of assessment tools in psychotherapy
Compare assessment tools used in psychotherapy
.
Acceptable concerts include professional orchestras, soloists, jazz,.docxmakdul
Acceptable concerts include professional orchestras, soloists, jazz, Broadway musicals and instrumental or vocal ensembles, and comparable college or community groups performing music relevant to the content of this class. (Optionally, either your concert report
or
your concert review - but not both unless advance permission is given - may be based on a concert of non-western music selected from events on the concert list.)
Acceptable concerts include the following:
• Symphony orchestras • Concert bands and wind ensembles • Chamber Music (string quartets, brass and woodwind quintets, etc.) • Solo recitals (piano, voice, etc.) • Choral concerts • Early music concerts • Non-western music • Some jazz concerts • Opera• Broadway Musicals• Flamenco• Ballet• Tango
Assignment Format
The following are required on the concert review assignment and, thus, may affect your grade.
• Must be typed• Must be double-spaced• Must be between
2 and 4 pages
in length
not including the cover sheet
.• Must use conventional size and formatting of text - e.g. 10-12 point serif or sans serif fonts with normal margins. • Must include the printed program from the concert and/or your ticket stubs. Photocopies are unacceptable. (Contact me at least 24 hours before due date if any materials are unavailable.)• All materials (text, program, ticket stub) must be
stapled
together securely. Folded corners, paper clips, etc. instead of staples will not be accepted.• Careful editing, proofreading, and spelling are expected, although minor errors will not affect your grade.
Papers that do not follow these format guidelines may be returned for resubmission, and late penalties will apply.
Concert Review Assignment Content
I. Cover Sheet:
Include the following on a cover sheet attached to the front of your review:
• Title or other description of the event/performers you heard, along with the date and location of the performance. For example:
New World Symphony Orchestra
1258 Lincoln Road
Saturday, June 5, 2013
Lincoln Road Theater, Miami Beach
• Your name, assignment submission date, course. For example:
Pat Romero
October 31, 2013
Humanities 1020 MWF 8:05 a.m.
II. Descriptions
The main body of the concert review should include brief discussions of
three of the
pieces
in the concert you attend. In most cases, a single paragraph for each piece should be sufficient, although you may wish to break descriptions of longer pieces into separate short paragraphs, one per movement.
Your description of each piece (song) should include:
• The title of the piece and the composer's name if possible, as listed in the concert program.• A brief description of your reaction to the piece. For example:
When the piece started I thought it was going to be slow and boring, but the faster section in the first movement made it more exciting. A really great flute solo full of fast and high notes in the third movement caught my attention. I'm not sure, but I thought that som.
ACA was passed in 2010, under the presidency of Barack Obama. Pr.docxmakdul
ACA was passed in 2010, under the presidency of Barack Obama. Prior to this new act, there were plenty of votes that did not agree with the notion of accessible insurance. Before 2010, The private sector had been given coverage in such a way that Milstead and Short (2019) called it sickness insurance; meaning companies will risk incurring medical expenses as long as it was balanced by healthy people. They were doing so by excluding people that had pre-existing conditions, becoming a very solvent business (Milstead & Short, 2019). After ACA was passed that was no longer the case. When President Trump came into term he did so by bringing his own healthcare agenda, which attempted to repeal ACA, but ultimately failed to come up with a replacement.
In 2016, the Republican's party platform was to repeal ACA, while continuing Medicare and Medicaid, but on the other hand, democrats put down that Obamacare is a step towards the goals of universal health care, and that this was just the beginning (Physicians for a National Health Program, n.d.). As for the cost analysis of repealing the Affordable Care Act, this would increase the number of uninsured people by 23 million, and it will cost about 350 billion through 2027, as well as creating costly coverage provisions to replace it (Committee for a Responsible Federal Budget, 2017).
(2 references required)
.
Access the FASB website. Once you login, click the FASB Accounting S.docxmakdul
Access the FASB website. Once you login, click the FASB Accounting Standards Codification link. Review the materials in the FASB Codification, especially the links on the left side column. Next, write a 1-page memo to a friend introducing and explaining this new accounting research resource that you have found. Provide at least one APA citation to the FASB Codification and reference that citation using the APA guidelines.
.
Academic Paper Overview This performance task was intended to asse.docxmakdul
This document provides an overview of an academic paper performance task intended to assess students' ability to conduct scholarly research, articulate an evidence-based argument, and effectively communicate a conclusion. Specifically, the performance task evaluates students' capacity to generate a focused research question, explore relationships between multiple scholarly works, develop and support their own argument using relevant evidence, and integrate sources while distinguishing their own voice.
Academic Research Team Project PaperCOVID-19 Open Research Datas.docxmakdul
Academic Research Team Project Paper
COVID-19 Open Research Dataset Challenge (CORD-19)
An AI challenge with AI2, CZI, MSR, Georgetown, NIH & The White House
(1) FULL-LENGTH PROJECT
Dataset Description
In response to the COVID-19 pandemic, the White House and a coalition of leading research groups have prepared the COVID-19 Open Research Dataset (CORD-19). CORD-19 is a resource of over 44,000 scholarly articles, including over 29,000 with full text, about COVID-19, SARS-CoV-2, and related corona viruses. This freely available dataset is provided to the global research community to apply recent advances in natural language processing and other AI techniques to generate new insights in support of the ongoing fight against this infectious disease. There is a growing urgency for these approaches because of the rapid acceleration in new coronavirus literature, making it difficult for the medical research community to keep up.
Call to Action
We are issuing a call to action to the world's artificial intelligence experts to develop text and data mining tools that can help the medical community develop answers to high priority scientific questions. The CORD-19 dataset represents the most extensive machine-readable coronavirus literature collection available for data mining to date. This allows the worldwide AI research community the opportunity to apply text and data mining approaches to find answers to questions within, and connect insights across, this content in support of the ongoing COVID-19 response efforts worldwide. There is a growing urgency for these approaches because of the rapid increase in coronavirus literature, making it difficult for the medical community to keep up.
A list of our initial key questions can be found under the
Tasks
section of this dataset. These key scientific questions are drawn from the NASEM’s SCIED (National Academies of Sciences, Engineering, and Medicine’s Standing Committee on Emerging Infectious Diseases and 21st Century Health Threats)
research topics
and the World Health Organization’s
R&D Blueprint
for COVID-19.
Many of these questions are suitable for text mining, and we encourage researchers to develop text mining tools to provide insights on these questions.
In this project, you will follow your own interests to create a portfolio worthy single-frame viz or multi-frame data story that will be shared in your presentation. You will use all the skills taught in this course to complete this project step-by-step, with guidance from your instructors along the way. You will first create a project proposal to identify your goals for the project, including the question you wish to answer or explore with data. You will then find data that will provide the information you are seeking. You will then import that data into Tableau and prepare it for analysis. Next, you will create a dashboard that will allow you to explore the data in-depth and identify meaningful insights. You will then give structure .
AbstractVoice over Internet Protocol (VoIP) is an advanced t.docxmakdul
Abstract
Voice over Internet Protocol (VoIP) is an advanced telecommunication technology which transfers the voice/video over
high speed network that provides advantages of flexibility, reliability and cost efficient advanced telecommunication
features. Still the issues related to security are averting many organizations to accept VoIP cloud environment due to
security threats, holes or vulnerabilities. So, the novel secured framework is absolutely necessary to prevent all kind of
VoIP security issues. This paper points out the existing VoIP cloud architecture and various security attacks and issues
in the existing framework. It also presents the defense mechanisms to prevent the attacks and proposes a new security
framework called Intrusion Prevention System (IPS) using video watermarking and extraction technique and Liveness
Voice Detection (LVD) technique with biometric features such as face and voice. IPSs updated with new LVD features
protect the VoIP services not only from attacks but also from misuses.
A Comprehensive Survey of Security Issues and
Defense Framework for VoIP Cloud
Ashutosh Satapathy* and L. M. Jenila Livingston
School of Computing Science and Engineering, VIT University, Chennai - 600127, Tamil Nadu, India;
[email protected], [email protected]
Keywords: Defense Mechanisms, Liveness Voice Detection, VoIP Cloud, Voice over Internet Protocol, VoIP Security Issues
1. Introduction
The rapid progress of VoIP over traditional services is
led to a situation that is common to many innovations
and new technologies such as VoIP cloud and peer to
peer services like Skype, Google Hangout etc. VoIP is the
technology that supports sending voice (and video) over
an Internet protocol-based network1,2. This is completely
different than the public circuit-switched telephone net-
work. Circuit switching network allocates resources to
each individual call and path is permanent throughout
the call from start to end. Traditional telephony services
are provided by the protocols/components such as SS7, T
carriers, Plain Old Telephone Service (POTS), the Public
Switch Telephone Network (PSTN), dial up, local loops
and anything under International Telecommunication
Union. IP networks are based on packet switching and
each packet follows different path, has its own header and
is forwarded separately by routers. VoIP network can be
constructed in various ways by using both proprietary
protocols and protocols based on open standards.
1.1 VoIP Layer Architecture
VoIP communication system typically consist of a front
end platform (soft-phone, PBX, gateway, call manager),
back end platform (server, CPU, storage, memory, net-
work) and intermediate platforms such as VoIP protocols,
database, authentication server, web server, operating sys-
tems etc. It is mainly divided into five layers as shown in
Figure1.
1.2 VoIP Cloud Architecture
VoIP cloud is the framework for delivering telephony
services in which resourc.
This study examined a problem, used a particular method to do so, and found results that were interpreted. It concluded by recommending future research on the topic.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
Information and Communication Technology in EducationMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 2)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐈𝐂𝐓 𝐢𝐧 𝐞𝐝𝐮𝐜𝐚𝐭𝐢𝐨𝐧:
Students will be able to explain the role and impact of Information and Communication Technology (ICT) in education. They will understand how ICT tools, such as computers, the internet, and educational software, enhance learning and teaching processes. By exploring various ICT applications, students will recognize how these technologies facilitate access to information, improve communication, support collaboration, and enable personalized learning experiences.
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐥𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐧𝐞𝐭:
-Students will be able to discuss what constitutes reliable sources on the internet. They will learn to identify key characteristics of trustworthy information, such as credibility, accuracy, and authority. By examining different types of online sources, students will develop skills to evaluate the reliability of websites and content, ensuring they can distinguish between reputable information and misinformation.
87 chapter 2 e commerce fundamentalsnote that covisint (w
1. 87Chapter 2 E-commerce fundamentals
Note that Covisint (www.covisint.com) is no longer a
marketplace, rather it is a neutral
supplier of technology owned by Compuware. The original
vision of a neutral B2B market-
place has not transpired. Instead, each manufacturer or company
requiring B2B services
uses e-business technology to source materials. So the e-
business messaging technology has
proved successful, but the B2B auction marketplace model has
not. In 2006, Covisint
technogies had 266,000 users in more than 30,000 companies in
96 countries. Although it
doesn’t now exist as a single marketplace, many manufacturers
still use this technology for
procurement. For example, in January 2006, GM announced that
it was going to continue
using Covisint for links with its 18,000 worldwide suppliers.
Emiliani (2001) reviews the implications of B2B reverse
auctions in detail and Case Study 2.1
shows how auctions can be used in a B2B context.
Case Study 2.1 The impact of B2B reverse auctions FT
This case explains the process of a reverse auction and
the types of products suitable for purchase by this
method. The benefits of reverse auctions are explored
through many examples from different sectors including
purchases by government departments.
2. A dozen people sit in a room staring at the projection
of a computer screen on the wall.
For 20 minutes or so nothing much happens. ‘It’s a
little like watching paint dry’, says Steve Dempsey,
government partner with the consulting firm Accenture.
But suddenly someone miles away, linked via the
internet, makes a bid. A pale blue dot registers at the top
of the screen. Soon others follow, different colours repre-
senting different companies. An e-auction, aimed at
cutting the price the public sector pays for anything from
paper to computer equipment to air freight, is under way.
Reverse auctions – where companies bid their way
down to the lowest price at which they are prepared to
supply – are a commonplace tool in parts of the private
sector. Operating a little like eBay in reverse, they are a
way for buyers to negotiate, online, with suppliers to
source a range of goods – those whose quality and
nature can be defined with absolute clarity.
Accenture has run more than 1,500 such auctions in
the private sector in businesses as diverse as the oil and
chemical industries, industrial equipment, marketing
and foodstuffs. More than 125 different commodities
have been bought and sold this way, including fork lift
trucks, coffee, foil, fuel, filters, pallets, pipes and struc-
tural steel. Auctions have also included services, such
as temporary staff and contracts for earth removal.
The approach has now come to the public sector and
has been greeted with enthusiasm by the Office for
Government Commerce, which is charged with lopping
£1bn off the government’s £13bn civil procurement bill
3. over three years.
‘E-auctions are not suitable for everything’, Mr
Dempsey says. The product has to be a commodity –
one where the purchaser can specify precisely what
standards the desired good or service has to meet. It
could not, for example, be used to buy in the services of
lawyers or consultants, or something where the
purchaser has to design the service or innovate. But
about a third of all commodities are suitable for auction,
Mr Dempsey says. For the government, that may mean
hundreds of millions of pounds’ worth of goods a year.
The auctions it has conducted in the private sector
have produced average savings of 17 per cent on the
historic price of previous contracts, Accenture claims.
In the public sector, only the Driver and Vehicle
Licensing Agency, Royal Mail and the Police Information
Technology Organization have used the reverse auction
approach – buying computer supplies and security water-
marked paper, for example. The four auctions, however,
have each produced savings of between 22 per cent and
25 per cent on the previous contract.
The reason, Mr Dempsey argues, is twofold: the field
of suppliers can be widened from those who traditionally
do business with government; and the auction takes
place in real time, increasing the competition on suppliers
to find their lowest price.
The process works by the purchaser spelling out
precisely what is needed, advertising the requirement
and then drawing up an approved list of those who can
meet it. Potentially, Mr Dempsey says, that opens up the
4. market to small and medium-sized companies that
might not normally see the government as a customer.
The parameters of the auction are then set, the suppliers
trained – and battle commences. Usually auctions are
set to last 30 minutes but are extended for 10 minutes
each time a bid comes in during the last five minutes. An
average auction runs for about 90 minutes, although
some have lasted for several hours.
‘You can really feel the tension and excitement’, Mr
Dempsey says. A company may, for example, have
excess stocks of what the government needs. Or it may
M02_CHAF9601_04_SE_C02.QXD:D01_CHAF7409_04_SE_C0
1.QXD 16/4/09 11:07 Page 87
To conclude the chapter, we review how to evaluate the
potential of new Internet start-ups.
Many ‘dot-coms’ were launched in response to the opportunities
of new business and rev-
enue models opened up by the Internet in the mid-to-late 1990s.
We also consider what
lessons can be learnt from the dot-com failures. But Table 1.1
showed that innovation and
the growth of Internet pureplays did not end in 2000, but rather
many successful online
companies such as digital publishers and social networks have
developed since then.
From ‘bricks and mortar’ to ‘clicks and mortar’
These expressions were introduced in 1999/2000 to refer to
traditional ‘bricks and mortar’
5. enterprises with a physical presence, but limited Internet
presence. In the UK, an example of
a ‘bricks and mortar’ store would be the bookseller Waterstones
(www.waterstones.co.uk),
which when it ventured online would become ‘clicks and
mortar’. Significantly, in 2001
Waterstones decided it was most cost-effective to manage the
Internet channel through a
partnership with Amazon (www.amazon.co.uk). In 2006 it
reversed this decision and set up
its own independent site once more. As mentioned above, some
virtual merchants such as
Amazon that need to operate warehouses and shops to sustain
growth have also become
‘clicks and mortar’ companies.An Internet ‘pureplay’ which
only has an online representa-
tion is referred to as ‘clicks only’. A pureplay typically has no
retail distribution network.
They may have phone-based customer service, as is the case
with office supplier Euroffice
(www.euroffice.co.uk), or not, as is the case with financial
services provider Zopa
(www.zopa.com), or may offer phone service for more valuable
customers, as is the case with
hardware provider dabs.com (www.dabs.com).
Internet start-up companiesFocus on
88
have a hole in its production run, or a sales target that the
contract fills. ‘It creates real time, dynamic competition
between suppliers’, he says. ‘It’s a real marketplace.’ The
DVLA, for example, saved more than £200,000 buying
several tons of watermarked paper. It is now working on
a similar e-auction for millions of the envelopes it uses
6. every year. The Royal Mail, having saved £550,000 on its
first two e-auctions, is in the process of buying more than
£20m of air freight space to shift air mails.
Paul Cattroll of the DVLA says the reaction of
suppliers is mixed. Some feel that it has forced them to
reduce their profit margins. ‘But it is an opportunity for
the government to get better value for money for the
taxpayer’, he says.
Despite the need to prepare the auction carefully,
Accenture argues that the process can prove quicker
than traditional procurement, while cutting the adminis-
trative cost for both purchaser and provider.
E-auctions have been slow to take off in the public
sector because there was a question mark over whether
they breached European Union procurement rules.
Another barrier is that government contracts tend to run
for many years.
But over time e-auctions could become common-
place. The DVLA and Royal Mail, having tried them on a
pilot basis, both plan to use them again. And the Office
of Government Commerce, happy they now fit within EU
procurement rules, is encouraging other government
departments to use them.
Source: A bid to save money for the government. By Nicholas
Timmins.
Financial Times, 29 January 2003.
Questions
1 Summarize the operation of a B2B reverse auction
7. from both the buyer’s and seller’s perspective.
2 Which types of products are suitable for purchase
by reverse auction?
3 Explain the benefits of reverse auction to
purchasers.
4 What are the implications to selling companies
of the reverse auction?
Part 1 Introduction
Dot-coms
Businesses whose main
trading presence is on
the Internet.
Bricks and mortar
A traditional organization
with limited online
presence.
‘Clicks and mortar’
A business combining
an online and offline
presence.
Clicks only or
Internet pureplay
An organization with
principally an online
presence.
M02_CHAF9601_04_SE_C02.QXD:D01_CHAF7409_04_SE_C0
1.QXD 16/4/09 11:07 Page 88
8. The European Proceedings of
Social and Behavioural Sciences
EpSBS
www.europeanproceedings.com e-ISSN: 2357-1330
This is an Open Access article distributed under the terms of the
Creative Commons Attribution-Noncommercial 4.0
Unported License, permitting all non-commercial use,
distribution, and reproduction in any medium, provided the
original work is
properly cited.
DOI: 10.15405/epsbs.2020.12.37
TIES 2020
International conference «Trends and innovations in economic
studies»
THE ECONOMIC GOALS OF DIGITAL BUSINESS
TRANSFORMATION
Elena Yu. Golovina (a)*, Malika V. Evloeva (b), Jan Yu (c), Liu
9. Kylie (d)
*Corresponding author
(a) Irkutsk National Research Technical University, 83,
Lermontov str., 664074, Irkutsk, Russia,
[email protected]
(b) Irkutsk National Research Technical University, 83,
Lermontov str., 664074, Irkutsk, Russia, malika-
[email protected]
(c) Irkutsk National Research Technical University, 83,
Lermontov str., 664074, Irkutsk, Russia
(d) Irkutsk National Research Technical University, 83,
Lermontov str., 664074, Irkutsk, Russia, [email protected]
Abstract
The feasibility of adapting modern business to current changes
in the world economy is explained by the
ability of digital technologies to ensure optimal operation of e -
business. But despite the fact that many
companies around the world are undergoing the process of
digitalization, some of them believe that this
process is a threat to their business. Problems such as
information insecurity, shortage of personnel, cost
of the latest equipment, etc., remain unresolved. Yet fewer
industries remain unaffected by the digital
revolution. Digital transformation changes the very nature of
modern business, thus creating a special
ecosystem. In order to successfully transform and further
develop business in the current era, companies
need to change the way they do business. It is important to note
that the terms "digitalization" and "digital
11. 1. Introduction
We live in a modern society and cannot imagine our life without
technologies. The creation of a
worldwide Internet was the highest point of the next
information revolution’s wave. Thus, the exchange
of information on a global scale became possible. In the 1970s
the theorist and publicist Daniel Bell
(1973) predicted the entry of humanity into a new stage of
development characterized by the growth of
the tertiary sector of the economy. The author of the “Third
Wave” Alvin Toffler had a similar point of
view (Platonov, 2019).
General Business Principles are changed by technology. Digital
technology is the result of the
human development’s process. Indeed, according to many
economists, digital technologies are new
information technologies, which allow ensuring the optimal
operation of e-business structures in the
current economy. The process of digital transformation itself
can be called as the era of dramatic
changes. The role of digitalization is increasing every day, and
the result is an economic processes’
simplification. Digital transformation goes ahead. This is an
12. irreversible process which helps to increase
business efficiency and accelerate sales revenue growth thanks
to new and innovative digital business
models.
2. Problem Statement
Companies all over the world go through a digital business
transformation because this leads to the
ability to quickly adapt the business to the new challenges of
digitalization. This allows you to expand the
boundaries of organizations, increase the speed of making
management decisions, by replacing or
transforming business processes and creating an environment
for digital business.
An enterprise using digital technology can take advantage of
convergence opportunities in which
product data is available at all stages of its life cycle – from
development to maintenance. That’s why the
management of the enterprise can make more informed
decisions, carry out transformations for “quick
implementation” in the aspects of entering the market,
flexibility, quality, security and operational
efficiency, as well as creating new business opportuniti es
(Gribanov, 2017). At the same time,
13. accelerating technology adoption can harm established business
models.
Digital transformation has both positive and negative sides, and
therefore it is important to ensure
information security on the Internet, in corporate and local
networks through which digital data is
transmitted. Since the Internet is publicly available, hackers
can take advantage of this and further
implement a number of threats:
- theft of personal data;
- information theft;
- change or destruction of data, etc. (Samuylov, Begishev,
Moltchanov, & Andreev, 2019)
Such digital transformation’s problems as information security,
staff shortages, lack of the ability
to purchase expensive equipment, etc. are the main (Figure 1) :
http://dx.doi.org/
https://doi.org/10.15405/epsbs.2020.12.37
Corresponding Author: Elena Yu. Golovina
Selection and peer-review under responsibility of the
Organizing Committee of the conference
eISSN: 2357-1330
14. 283
Figure 01. Key problems in digital transformation
According to the research in this area 25 % Russian companies
and 31 % in the world consider the
digital revolution as a threat for their business. Risks arise due
to the new born digital companies can
bring down traditional strong players from the leadership
position. In the Russian Federation a quarter of
respondents said that changes occurring due to the influence of
ubiquitous digitalization threaten their
business. In the world 31 % of company representatives made
such a statement.
Companies showing the best financial results see a threat in
actual changes in the global economy
due to digitalization. 64 % of representatives reported this
while this statement was supported by only
27 % of the respondents in general.
Despite the problems and difficulties, the topic of digital
business transformation remains the
most relevant today. The scale and digitization’s rate confirm
this. Fewer industries remain unaffected
15. by digital change. Transport, fuel and energy complex, housing
and communal services sector,
construction, medicine: almost all industries are involved in this
process. Digitization influences easier
on trade, the financial sector, and government.
It should be particularly noted that the state as a service is the
prospect of the next five years. Even
today about 4 thousand information sources, 93 thousand
organizations are digitizated in the context of
the Russian State business system of housing and public
services. The Federal Treasury develops the
public procurement system, processing about 220 million
transactions per day.
Thus, due to the implementation of the Smart Grid concept,
Russian energy complex will enter a
new phase of existence, which will be characterized by
harmonious interaction with the environment,
improvement of the quality of life and general economic
recovery. Smart Grid networks are upgraded
power supply channels using communication and information
technologies. The essence of Smart Grid
technology in the electric-power engineering is data collection
of electricity production and consumption.
This allows distributing energy resources correctly, ensuring
16. reliability of their consumption and
efficiency of use.
Nowadays utilities deal with enormous challenge. However,
they are simultaneously active in an
industry where digital transformation can lead to huge cost
savings, new offers, alternative pricing
Digitization
problems
Сompeting
priorities
Digitization
problems
Understandin
g success
Complexit
yLack of
financial
opportunities
Staffing
issues
Сultural
changes
http://dx.doi.org/
17. https://doi.org/10.15405/epsbs.2020.12.37
Corresponding Author: Elena Yu. Golovina
Selection and peer-review under responsibility of the
Organizing Committee of the conference
eISSN: 2357-1330
284
models, optimizing customer experience and even radically new
ways of “doing business” interacting
with customers and their business model itself.
From a technological point of view, the Internet of things, big
data and everything connected with
the smart play a key role. In addition, investment and
innovation in informing customers about their
consumption and enabling them to control it in invisible ways
expand many opportunities in areas such as
ecology / environment and changing supply chains.
The insurance industry also has numerous opportunities for
using transformational technologies.
Most consumers, for example, would like to have a sensor
attached to their car or home if this
leads to lower premiums. However, there are problems to the
degree that technology offers tremendous
opportunities that are increasingly being used by insurers. An
18. important role is played by the changing
expectations of policyholders and other consumers. In addition,
there is a lot of work in core business
processes, such as managing insurance claims, customer service,
and following changing rules.
The digital transformation of healthcare, in particular, is due to
the problem of aging / population
growth, increasing chronic diseases, increasing costs and
changing people's expectations and behavior as
a result that digital healthcare is playing an increasingly
important role.
Thus, digital transformations provide new opportunities so that
enterprises can create new values
using old assets. Digital transformations are changing the
nature of a modern enterprise by changing the
scale of activity, the product and organization life cycle.
Consequently, digital technology creates "digital
value." Network effects are rapidly spreading throughout the
business ecosystem, shaping pricing policies
under the influence of data on consumer behavior. Global
Consulting and Research Company Gartner,
Inc. suggests considering any business as a set of platforms
with open borders, and not as a closed system
with assets (Sologubova, 2019).
19. 3. Research Questions
The formation is a key resource in the modern world. Every
second, mankind generates huge
amounts of digital data which not only occupy a place in storage
but also help companies doing business.
To take full advantage of the available information, it is
necessary to accumulate, structure and analyze it.
The main subject of this research is the digitalization and
digital transformation of enterprises,
further developed thanks to innovative technology, for example,
Big Data (big data) or Artificial
Intelligence (AI, artificial intelligence). They are aimed to
analytics workflow on the basis of which it is
possible to make decisions, adapt offers to specific clients and
predict their behavior.
When explaining the terms “digitalization” and “digital
transformation”, it is necessary to
understand that:
1. in the first case, it is an art of process of the targeted
outcome vide licet flexible production,
bringing excellent results to customers, and higher profit to
owners. The term “digitalization” is
20. used to describe a transformation that goes further than simply
replacing an analog or physical
resource with a digital or information one. Revealing the
concept of “digitalization”, we should
talk not only about the software and hardware complex and
tools, but also about the methods of
work adopted by the company and the stimulation of innovation.
http://dx.doi.org/
https://doi.org/10.15405/epsbs.2020.12.37
Corresponding Author: Elena Yu. Golovina
Selection and peer-review under responsibility of the
Organizing Committee of the conference
eISSN: 2357-1330
285
2. and in the second case, this is the process of transferring an
enterprise to a “flexible” state from
the current, from the point of view of the main areas key for a
sustainable business. These key
areas can be identified using key elements of the business value
chain, such as:
• Product Lifecycle Management
• Production and product management
21. • Business intelligence
• Integration and data management
• Safety and reliability
• Corporate culture and the people behind it
• Process and technology measurements
Actually, the goal of digital transformation is not to replace
technologies or adopt new models of
interaction, but to rethink the enterprise itself and its business
processes.
4. Purpose of the Study
The purpose of this study is to clarify the nature of
digitalization and the digital transformation of
business in modern economic conditions. The materials of this
article allow not only understanding what
exactly is changing dramatically in industries and in their
business, but also how these changes will affect
how they evaluate their activities. That strengthening the
competitive positioning of successful firms does
not depend on the technologies they adopt. What should be the
nature of subsequent IT investments.
It is necessary to show that digital transformation is a deep
transformation of business and
22. organizational activities, processes, competencies and models
for the full use of changes and the
possibilities of combining digital technologies and their
accelerating impact on the whole society in a
strategic and priority way, taking into account current and
future changes.
The development of new professional qualities depends on the
ability to be more flexible, people-
oriented, innovative, customer-oriented, orderly, effective and
able to stimulate / use opportunities to
change the existing situation and use new information and
service revenues. Digital transformation
efforts and strategies are often more relevant and are present in
markets with a high degree of
commodification.
5. Research Methods
As the main research methods were applied:
• experimental-speculative methods: analysis of registered
statistics, published results of the
work of research institutions and Fitch Ratings, information
provided by periodical
business and scientific publications, including the Internet, in
23. research materials performed
by independent analytical organizations, legislative and
regulations governing
entrepreneurial, innovative and scientific-technical activities in
the Russian Federation,
studies of international organizations;
• general scientific principles of a systems approach;
http://dx.doi.org/
https://doi.org/10.15405/epsbs.2020.12.37
Corresponding Author: Elena Yu. Golovina
Selection and peer-review under responsibility of the
Organizing Committee of the conference
eISSN: 2357-1330
286
• quantitative and qualitative studies of the main trends and
directions in the formation and
development of digital business transformation;
• analysis methods – logical, comparative, strategic, managerial,
etc
6. Findings
Digitalization sets the vector by which socioeconomic systems
24. of all levels will develop for the
long term. This is necessary for scientific process of digital
business transformation (Gribanov, 2017).
To understand the studied problem many authors addressed to
fundamental works of such foreign
authors as Parker, Alstyne Marshall, and Choudary (2016), Bell
(1973), and etc.
The development of business structures and their
transformation within the framework of the
socio-economic system as a whole including in connection with
the development of digitalization
processes are studied in the domestic authors’ works such as
Gribanova (2017), Kapustina, Kudryavtseva,
Shishkin, and Shishkin (2012), Avdeenko and Aletdinova
(2017), Babkin, Burkaltseva, Kosten, and
Vorobyov (2017).
The study of this issue made it possible to determine that the
digitalization of processes is relevant
not only at the level of individual enterprises: enti re industries
choose this development path for
themselves as the only opportunity to meet the rapidly changing
conditions of the surrounding world. As
the result the digital transformation of industry, retail, the
public sector and other areas are already
25. changing the lives of every person and every company.
According to the international analytical agency
International Data Corporation (IDC) which is studying the
global market for information technology and
telecommunications, by 2018, global spending on digital
transformation amounted to $ 1.3 trillion, and by
2021 this value will approach $ 2.1 trillion.
The penetration of digital technologies in all business sectors
was due to the fact that this
transformation accelerates interactions and all business
processes, transferring them to real-time mode
enhances the mutual influence of all factors, thereby creating a
special ecosystem of the enterprise. The
enterprise ecosystem is a complex of business development
factors. It dictates a completely new
algorithm of action
However, in the digital world not every organization is able to
form its own ecosystem because in
this process the strategy, goals, age, level of development of the
organization, etc. But there are also
“ambidextra companies” that go through the digital
transformation process without any problems
(Sologubova, 2019).
26. We must not forget that the fundamental role in digitalization is
not so much artificial intelligence
as the human mind.
Every year, large companies such as Forbes Insights, Hitachi
Data Systems and others make the
research to understand the cost-effectiveness of digital business
transformation. A survey of more than a
hundred IT managers of the largest companies from various
sectors of the economy revealed the main
goals of digital transformation (Figure 2).
http://dx.doi.org/
https://doi.org/10.15405/epsbs.2020.12.37
Corresponding Author: Elena Yu. Golovina
Selection and peer-review under responsibility of the
Organizing Committee of the conference
eISSN: 2357-1330
287
Figure 02. Primary targets of business transformation
Today we have connected digital technologies as pervasive
widespread smart devices, the
27. industrial cloud computing and almost ubiquitous Internet
connection. They are powerful enough in
combination to unleash that well-known economist Carlota
Perez calls the shift of techno-economic
paradigm.
Currently "maturing" the digital enterprise is focused on the
integration of digital technologies
such as social, mobile, analytical and cloud service all
conversion processes of the enterprise. In other
words, the connected digital technologies require a complete
rethinking of what we consider enterprise.
Less Mature digital business is focused on the solution of
discrete business problems with the use of
individual digital technologies, which in our opinion is not
quite correct.
According to the authors, the ability to digitally rethink a
business is determined primarily through
a precise strategy, implemented, as a rule, by the top
management promoting the digital culture. The
peculiarity of digital transformation is that dealing with risks is
already becoming the rule, as more
digitally mature companies strive to gain stable competitive
positions. To this end, it is necessary to
attract competent performers who can organize the correct
28. processes for working with data, control their
quality and usefulness, in order to ultimately benefit from the
introduction and use of digital technologies.
Below we can see the highlights of the author's findings:
1. Digital strategy leads to digital maturity and the formation of
a digital business model. Only
15% of companies are in the early stages of what we call digital
maturity - an organization where the
presence of digital business processes, the involvement of
competent performers speak of a well-thought-
out roadmap. Digital business model is a vivid articulation of
the digital landscape of the enterprise
developed through digital transformation and defined as the
target operating mode of the enterprise
(ETOM).
2. The framework for digital transformation is the framework
for change that clearly defines the
activities and tasks an organization needs to manage digital
transformation. According to many IT
specialists, the specificity of digitalization is such that it forces
businesses to constantly scale their
Primary targets
of business
29. transformation
Customer Satisfaction
Outlet level’s upgrading
Expansion into
new markets
Line extension
Efficiency improvement of
current processes
Business caseы’
transformation
Cost saving
http://dx.doi.org/
https://doi.org/10.15405/epsbs.2020.12.37
Corresponding Author: Elena Yu. Golovina
Selection and peer-review under responsibility of the
Organizing Committee of the conference
eISSN: 2357-1330
288
activities. Digital transformation allows you to do this in a
flexible and timely manner, each time taking
into account the unique characteristics of the managed projects.
Digital orientation is usually shaped by
30. the goal of transforming the business as a whole.
3. “Ripening” digital organizations build skills for
implementing the strategy. Companies that
have reached the digital maturity level provide their employees
with the necessary competencies and
knowledge more often than organizations that are at the initial
stage of digitalization. Our overall
conclusion is that the ability to understand the transformation of
the corporate world through the creation
and implementation of new IT technologies is a skill that many
companies lack.
4. Risk is becoming a cultural norm. Organizations that have
reached digital maturity are more
inclined to take risks than their peers in the early stages of
digitalization. To mitigate risks, business
leaders, together with their employees, need to perceive the
difficulties that arise as a path to victory,
increase competitiveness and growth of the business as a whole.
5. The digital strategic structure, where the digitalization policy
is conducted vertically from
above is the strategy development structure that defines the
digital evolution of the organization and plans
for a successful digital transformation. In maturing
organizations, IT professionals are almost twice as
31. likely to lead digital transformation. It is important to
understand that the main thing is not technology,
but people who are engaged in their implementation and who
are able to correctly state the importance of
digital technologies for the future of the company. In other
words, it is a clear roadmap for digitalization
combined with culture and competence.
6. Digital Architecture Roadmap’s Formation is a short map
describing the “direction of
movement” for the digital journey enterprise, designated as a
series of achievable goals.
Next, we present the statistics on the digital transformation of
the business according to research
in this area. Most respondents are IT executives and
professionals:
• 87 % say digital transformation is a competitive tool
• 88 % say they are in a digital transformation stage
• 96 % of organizations consider digital transformation critical
• 50% of executives say they have a clear roadmap for
digitalization
• 39% believe digital transformation has made progress in
securing real-time transactions; 32
32. % say this helped them to leapfrog solution in improving the
efficiency of operations; 28 %
said it helped them to gain new customers, 25 % said it helped
them to leapfrog solution in
accelerating product development.
• 45% of respondents are confident that digitalization will
increase business income
• 25% of respondents believe that digital will provide an
opportunity to establish more fruitful
relationships with customers.
• 87 % of companies are confident that digitalization will
positively affect the experience of
employees in the company as well as on employee productivity
• Companies that have already gone through the digital
transformation claim that: increased
market share – 41 %, there was an increase in customer
involvement– 37 %, more favorable
working climate – 37 %, more, web and mobile technologies –
32 %.
http://dx.doi.org/
https://doi.org/10.15405/epsbs.2020.12.37
Corresponding Author: Elena Yu. Golovina
Selection and peer-review under responsibility of the
33. Organizing Committee of the conference
eISSN: 2357-1330
289
• 44 % of CEOs say business knowledge and the ability to
understand the transformation of the
corporate world through the creation and implementation of new
IT technologies is a skill
that many companies lack.
Based on the above we line that key challenges for businesses
thinking about digital business
transformation are:
1. Digital strategy – what to do?
2. Digital transformation – how can we do it?
On the basis of analytical reports scientific articles, opinions of
experts, the authors offer the
following definition of "digital transformation". It is a cultural,
organisational and operational change in
the organization, industry, or economic system through
appropriate integration of digital technologies,
processes and competencies at all levels and functions in a
phased manner. Digital transformation using
technology to create value for different stakeholders (clients, in
34. the broadest sense of the word),
innovation and adaptation to changing circumstances.
Thus, the digital transformation of the corporate world is the
transformation of business models,
processes, services, activities and competencies for using the
opportunities offered in the two directions
of global change: globalization has the free movement of
people, ideas, goods, equipment and money in a
dynamic global economy (the boundaries are blurred between
old markets and new markets); in
combination with digital technology innovation – joint to
stimulate the creation of new business models
that generate growing streams of data and revenue from new and
desirable products and services.
Globalization and technological innovation at the same time
generate new digital industry, the
markets and the economy is the evidence of geopolitical and
economic paradigm shifts changing all
aspects of society.
7. Conclusion
The article examined the most important aspects of digital
business transformation as a deep and
35. accelerating transformation of the corporate world. In other
words, it is the use of technology to radically
increase productivity. In almost all spheres of activity, they use
the achievements of the digital world,
such as analytics, artificial intelligence, big data, the Internet of
things, augmented and virtual reality, etc.
in order to improve the efficiency and competitiveness of the
business. Data and information have
become major assets, sources of income and essential support
tools in the information age.
To succeed in the digital age, it is unnecessary to turn into the
new Amazon, Google, or Netflix.
However companies may have to change their methods of work
in order to create a solid base for the
development of their business. There are likely to be obstacles
along the way, but it is not about money,
about lack of time and not even about the scarcity of resources.
It is about the attitude to digital strategy.
Digital transformation projects most often fail because the
organization is not ready for the scale of
the changes that are necessary for success. To harness the
power of new technologies, the corporate
world needs to be prepared to accelerate evolution, business
agility, customer focus, and all forms of data
36. analysis.
http://dx.doi.org/
https://doi.org/10.15405/epsbs.2020.12.37
Corresponding Author: Elena Yu. Golovina
Selection and peer-review under responsibility of the
Organizing Committee of the conference
eISSN: 2357-1330
290
References
Avdeenko, T. V., & Aletdinova, A. A. (2017). Digitalization of
the economy through the improvement …
Let’s now look at each part of this description in more detail.
The first part of the descrip-
tion illustrates the range of access platforms and
communications tools that form the online
channels which e-marketers use to build and develop
relationships with customers including
PCs,PDAs,mobile phones, interactive digital TV and radio.
Different access platforms deliver content and enable
interaction through a range of differ-
ent online communication tools or media channels. Some are
well-established techniques
37. which will be familiar to you, like web sites, search engines, e-
mail and text messaging.One of
the most exciting things about working in digital media is the
introduction of new tools and
techniques which have to be assessed for their relevance to a
particular marketing campaign.
For example, recent innovations which we discuss further in
Chapters 8 and 9 include
blogs, feeds, podcasts and social networks.The growth of social
networks has been docu-
mented by Boyd and Ellison (2007) who describe social
networking sites (SNS) as:
Web-based services that allow individuals to (1) construct a
public or semi-public profile
within a bounded system, (2) articulate a list of other users with
whom they share a
connection, and (3) view and traverse their list of connections
and those made by others
within the system.
The interactive capabilities to post comments or other content
and rate content are surpris-
ingly missing from this definition.
17Chapter 1 Introduction to e-business and e-commerce
Podcasts
Individuals and
organizations post online
media (audio and video)
which can be viewed in
the appropriate players
(including the iPod which
first sparked the growth
38. in this technique). The
latest podcast updates
can be automatically
delivered by really simple
syndication.
Social network
A site that facilitates peer-
to-peer communication
within a group or
between individuals
through providing
facilities to develop user-
generated content (UGC)
and to exchange
messages and comments
between different users.
Case Study 1.1 A short history of Facebook
Context
This case is about a social network, Facebook. According
to its owners,
Facebook is a social utility that helps people com-
municate more efficiently with their friends, family and
coworkers. The company develops technologies that
facilitate the sharing of information through the social
graph, the digital mapping of people’s real-world
social connections. Anyone can sign up for Facebook
and interact with the people they know in a trusted
environment.
The case illustrates some of the challenges for an owner
of a social network managing growth and decline in
39. usage. It also highlights the challenges for partners and
advertisers considering working with a social network.
The case is presented through key events during the
development of Facebook
Facebook launched and extended –
4 February 2004
Facebook was founded while Mark Zuckerberg was a
student at Harvard University. Initially membership was
limited to Harvard students. The initial viral effect of the
software was indicated since more than half of the under-
graduate population at Harvard registered on the service
within the first month!
Zuckerberg used open source-software PHP and the
MySQL database to create the original ‘TheFacebook.
com’ site and these technologies are still in use today.
When Facebook first launched in February 2004,
there were just three things that users could do on the
site, although they are still core to the functionality of the
site. Users could create a profile with your picture and
information, view other people’s profiles, and add
people as friends.
Since 2004, Facebook has introduced other function-
ality to create the Facebook experience. Some of the
most significant of these include:
� A wall for posting messages
� News feeds
� Messages
� Posting of multiple photos and videos
� Groups
40. � Applications
� Facebook or social ads.
Intellectual property dispute – September
2004 ongoing
There has been an ongoing dispute on ownership of
Facebook since another Harvard-originated social
networking site ‘HarvardConnection’, which later
changed its name to ConnectU, alleged in September
2004 that Zuckerberg had used their source code to
M01_CHAF9601_04_SE_C01.QXD:D01_CHAF7409_04_SE_C0
1.QXD 16/4/09 11:02 Page 17
18 Part 1 Introduction
develop Facebook when they originally contracted him
to help in building their site.
It is also alleged that another system predated
Facebook. Aaron J. Greenspan, a Harvard student, in
2003 created a simple web service that he called
houseSYSTEM. It was used by several thousand
Harvard students for a variety of online college-related
tasks – six months before Facebook started and eight
months before ConnectU went online. Mark Zuckerberg
was briefly an early participant. No suit has been filed by
Greenspan, instead he has published a book about his
experience. This service later expanded to include any
university student, then high school students, and even-
tually to anyone aged 13 and over.
41. Brand identify established – 23 August 2005
In August, Facebook bought the domain name face-
book.com from the Aboutface Corporation for $200,000
and dropped ‘the’ from its name.
International expansion – 11 December
2005
Throughout 2005, Facebook extended its reach into
different types of colleges and by the end of 2005
included most small universities and junior colleges in
the United States, Canada and Mexico. It was also made
available in many universities in the UK and Ireland and
by December, Australia and New Zealand were added to
the Facebook network, bringing its size to more than
2000 colleges and over 25,000 high schools.
Initial concerns about privacy of member
data – 14 December 2005
Two MIT students downloaded over 70,000 Facebook
profiles from four schools (MIT, NYU, the University of
Oklahoma, and Harvard) using an automated script, as
part of a research project on Facebook privacy.
Facebook receives $25 million in funding –
April 2006; Microsoft invests October 2007
In May 2005 Facebook received a $13 million cash infu-
sion from venture firm Accel Partners, followed in April
2006 by a further $25 million from a range of partners
including Greylock Partners, Meritech Capital Partners,
and investor Peter Thiel, the co-founder of PayPal.
Facebook spokesman Chris R. Hughes explained the
42. rationale for the investment when he said:
This investment supports our goal to build an industry-
leading company that will continue to grow and evolve
with our users. We’re committed to building the best
utility to enable people to share information with each
other in a secure and trusted environment.
Paul S. Madera, Meritech’s managing director, said his
firm was impressed by Facebook’s rapid growth and its
potential for further expansion in the coveted college-
age market. ‘They’ve been designated by their com-
munity as the chosen community portal,’ Madera said.
‘This is a company that the entire venture community
would love to be a part of.’
In October 2007 Microsoft took a $240 million equity
stake in Facebook. This stake was based on a $15
billion valuation of Facebook. Under the terms of this
strategic alliance, Microsoft would be the exclusive
third-party advertising platform partner for Facebook,
and begin to sell advertising for Facebook internation-
ally in addition to the United States.
New feed functionality launched –
September 2006
New information feeds were launched in mid-2006 and
these show the challenges of balancing the benefit of
new functionality against disrupting existing user habits.
Writing in the Facebook blog in September 2006
Mark Zuckerberg said:
We’ve been getting a lot of feedback about Mini-Feed
and News Feed. We think they are great products, but
43. we know that many of you are not immediate fans,
and have found them overwhelming and cluttered.
Other people are concerned that non-friends can
see too much about them. We are listening to all your
suggestions about how to improve the product; it’s
brand new and still evolving.
Later, in an open letter on the blog dated 8 September
2006, Zuckerberg said:
We really messed this one up. When we launched
News Feed and Mini-Feed we were trying to provide
you with a stream of information about your social
world. Instead, we did a bad job of explaining what
the new features were and an even worse job of
giving you control of them. I’d like to try to correct
those errors now.
Categorizing friends into different types (Friends Lists –
December 2007) is one approach that has helped to
manage this.
Facebook Platform for applications
launched – 24 May 2007
The Facebook Platform provides an API (Application
Programming Interface) which enables software devel-
opers to create applications that interact with core
Facebook features.
The Facebook developers resource (http://developers.
facebook.com) explains there are three main components
used to build FB apps:
M01_CHAF9601_04_SE_C01.QXD:D01_CHAF7409_04_SE_C0
44. 1.QXD 16/4/09 11:02 Page 18
1 Interface (API). The Facebook API uses a REST-based
interface. This means that our Facebook method calls
are made over the Internet by sending HTTP GET or
POST requests to our REST server. With the API, you
can add social context to your application by utilizing
profile, friend, photo, and event data.
2 Query (FQL). Facebook Query Language, or FQL,
allows you to use an SQL-style interface to more
easily query the same data that you can access
through other Facebook API methods.
3 Facebook Markup (FBML). FBML enables you to
build full Facebook Platform applications that deeply
integrate into a user’s Facebook experience. You can
hook into several Facebook integration points,
including the Profile, Profile Actions, Canvas, News
Feed and Mini-Feed.
By January 2008, over 18,000 applications had been
built on Facebook Platform with 140 new applications
added per day. More than 95% of Facebook members
have used at least one application built on Facebook
Platform.
According to the Facebook Applications Directory
(www.facebook.com/apps), listing, in February 2008,
the most popular FB applications were:
1 FunWall. Videos, photos, graffiti, greeting cards,
flash embeds and more! 2,254,075 daily active users
45. 2 Who’s in your Top Friends? Add your Best Friends to
your profile! 1,956,803 daily active users
3 Super Wall. Share videos, pictures, graffiti and more
with your friends! 915,832 daily active users
4 Bumper Sticker. Stick your friends with funny
stickers! 891,230 daily active users
5 Friends For Sale! Buy and sell your friends as pets!
585,153 daily active users
6 Scrabulous. Play Scrabulous (Scrabble) within
Facebook. 632,372 daily active users
7 Texas Hold’Em Poker. Play Texas Hold’Em with your
FB friends. 557,671 daily active users
8 Movies. Compare your taste in movies with friends.
528,996 daily active users
9 Compare people. Find out who stands where in
various categories: cutest, sexiest, smartest and
many more. 428,432 daily active users
10 Are YOU Interested? FUN application to see who is
interested in YOU! 486,459 daily active users
Some applications have been accused of FB
Application Spam, i.e. ‘spamming’ users to request that
the application be installed.
Facebook Platform for mobile applications was
launched in October 2007, although many Facebook
users already interacted with their friends through
46. mobile phones.
Facebook passes 30 million active users –
July 2007
Facebook active users passed 30 million according to
the Facebook blog in July 2007. Mashable (http://
mashable.com/2007/07/10/facebook-users-2) reported
that this represented a doubling in the first half of 2007).
Data produced by querying the Facebook ad
targeting tool (www.facebook.com/ads) completed in
November 2007 by blogger P.K. Francis suggests that
the majority of Facebook users in many countries are
female: http://midnightexcess.wordpress.com/2007/11/
23/facebook-member-stats-an-update.
In terms of user engagement metrics, Facebook
(www.facebook.com/press/info.php?statistics) shows
there are:
� 68 million active users
� An average of 250,000 new registrations per day
since January 2007
� Sixth-most trafficked site in the United States
(comScore)
� More than 65 billion page views per month
� More than half of active users return daily
� People spend an average of 20 minutes on the site
daily (comScore).
Advertisers assess reputational damage –
Summer 2007
47. In August 2007, the BBC announced that six major mainly
financial services firms (First Direct, Vodafone, Virgin
Media, the AA, Halifax and the Prudential) had withdrawn
advertisements from the networking web site Facebook,
after they appeared on a British National Party page.
At a similar time, bank HSBC was forced to respond
to groups set up on Facebook criticizing them for intro-
duction of new student banking charges (although not
until the case had been featured in the national media).
Facebook Ads launched – 7 November
2007
Some of the features of Facebook ads (www.facebook.
com/ads) include:
� Targeting by age, gender, location, interests, and more.
� Alternative payment models: cost per click (CPC) or
impression-based (CPM).
� ‘Trusted Referrals’ or ‘Social Ads’ – ads can also be
shown to users whose friends have recently engaged
with a company’s Facebook page or engaged with
the company web site through Facebook Beacon.
At the time of the launch the Facebook blog made these
comments, which indicates the delicate balance in getting
19Chapter 1 Introduction to e-business and e-commerce
M01_CHAF9601_04_SE_C01.QXD:D01_CHAF7409_04_SE_C0
1.QXD 16/4/09 11:02 Page 19
48. the balance right between advertising revenue and user
experience. They said first of all, what’s not changing:
� ‘Facebook will always stay clutter-free and clean.
� Facebook will never sell any of your information.
� You will always have control over your information
and your Facebook experience.
� You will not see any more ads than you did
before this.’
And what is changing:
� ‘You now have a way to connect with products, busi-
nesses, bands, celebrities and more on Facebook.
� Ads should be getting more relevant and more mean-
ingful to you.
� You now have the option to share actions you take on
other sites with your friends on Facebook’ (these
were originally implemented as ‘social ads’ and were
based on a piece of technology known as ‘Beacon’
that tracks purchases or reviews made by Facebook
users on outside sites, then reports these purchases
to those users’ friends).
Commercial companies or more commonly not-for-profit
organizations (e.g. www.facebook.com/joinred) can also
create their own Facebook pages (currently free).
Facebook users can then express their support by
adding themselves as a fan, writing on the company Wall,
49. uploading photos, and joining other fans in discussion
groups. When users become fans, they can optionally
agree to be kept up-to-date about developments which
then appear in their news feeds.
Privacy concerns sparked by ‘Beacon
technology’ – November 2007
Facebook received a lot of negative publicity on its new
advertising format related to the ‘Beacon’ tracking
system which Mark Zuckerberg was forced to respond
to on the Facebook blog (5 December 2007). He said:
About a month ago, we released a new feature called
Beacon to try to help people share information with
their friends about things they do on the web. We’ve
made a lot of mistakes building this feature, but we’ve
made even more with how we’ve handled them. We
simply did a bad job with this release, and I apologize
for it. While I am disappointed with our mistakes, we
appreciate all the feedback we have received from
our users. I’d like to discuss what we have learned
and how we have improved Beacon.
When we first thought of Beacon, our goal was to
build a simple product to let people share information
across sites with their friends. It had to be lightweight
so it wouldn’t get in people’s way as they browsed
the web, but also clear enough so people would be
able to easily control what they shared. We were
excited about Beacon because we believe a lot of
information people want to share isn’t on Facebook,
and if we found the right balance, Beacon would give
people an easy and controlled way to share more of
that information with their friends.
50. But we missed the right balance. At first we tried to
make it very lightweight so people wouldn’t have to
touch it for it to work. The problem with our initial
approach of making it an opt-out system instead of
opt-in was that if someone forgot to decline to share
something, Beacon still went ahead and shared it with
their friends. It took us too long after people started
contacting us to change the product so that users had
to explicitly approve what they wanted to share.
Instead of acting quickly, we took too long to decide
on the right solution. I’m not proud of the way we’ve
handled this situation and I know we can do better.
New friends list functionality launched –
December 2007
A criticism leveled at Facebook has been the difficulty
in separating out personal friends and business
acquaintances.
In December 2007, Facebook launched a significant
new functionality called Friend Lists to enhance the user
experience. Friend Lists enables users to create named
groups of friends in particular categories, e.g. business
or personal and these private lists can be used to
message people, send group or event invitations, and to
filter updates from certain groups of friends.
December 2007/January 2008 – First drop
in numbers using Facebook and new data
centres to manage growth in users
Application spam has been considered one of the
possible causes to the drop in visitors to Facebook at the
beginning of 2008. The fall in visitors between December
51. 2007 to January 2008 was its first drop since the website
first launched.
To put this in context, the Facebook blog reported at
the end of 2007, that nearly two million new users from
around the world sign up for Facebook each week. This
creates technical challenges – the blog reported that at
end of 2007 full capacity was reached in their California
data centres. They explained that in the past they had
handled this problem by purchasing a few dozen
servers, but this time they had run out of physical space
in our data centres for new machines. But now
Facebook assigns a user logging on to a relevant data
centre – users in Europe and the eastern half of the US
20 Part 1 Introduction
M01_CHAF9601_04_SE_C01.QXD:D01_CHAF7409_04_SE_C0
1.QXD 16/4/09 11:02 Page 20
Mobile services adoption is increasing rapidly as users purchase
the latest models. Table 1.2
shows how more advanced devices with improved functionality
and download speed
encourage adoption of services. For example, the majority of
iPhone users browse the
mobile web compared to a minority in the market for all
handsets.
As an example, an online bank can potentially use many of
these technologies to com-
municate with its customers according to the customers’
preferences – some prefer to use
52. the web, others mobile banking or SMS alerts, others wireless
or interactive TV and others
traditional channels. Bank First Direct (www.firstdirect.com)
which is part of the HSBC
banking group has a strategy of innovation and showcases its
latest approaches in First
Direct Interactive (Figure 1.5). It uses SMS short codes as
direct response from TV or print
advertising to integrate traditional and digital media channels
and also uses SMS periodi-
cally to deliver relevant related product offers to customers.
are connected direct to a new Virginia data centre when-
ever they’re browsing the site and not making any
changes otherwise users are connected to California.
Facebook expands internationally –
February 2008
Despite the hype generated amongst English speakers,
Facebook only announced the launch of a Spanish site
in February 2008 with local language versions planned
for Germany and France. It seems that Facebook will
inevitably follow the path taken by other social networks
such as MySpace in launching many local language
versions.
Sources: Facebook (www.facebook.com), Facebook press room
(www.facebook.com/press.php), Facebook blog
(http://blog.facebook.com), Wikipedia (2008)
Wikipedia (2008) Wikipedia Pages for Facebook
(http://en.wikipedia.org/wiki/Facebook) and Mark Zuckerberg
(http://en.wikipedia.org/wiki/Mark_Zuckerberg).
21Chapter 1 Introduction to e-business and e-commerce
53. Questions
1 As an investor in a social network such as Face-
book, which financial and customer-related
metrics would you use to assess and bench-
mark the current business success and future
growth potential of the company?
2 Complete a situation analysis for Facebook
focusing on an assessment of the main busi-
ness risks which could damage the future
growth potential of the social network.
3 For the main business risks to Facebook identi-
fied in Question 2, suggest approaches the
company could use to minimize these risks.
Table 1.2
Percentage of subscribers
Internet service accessed via phone iPhone Smartphone* Market
Any news of information via browser 80.4 32.2 10.7
Accessed web search 56.6 18.3 5.0
Watched any mobile TV and/or video 32.0 14.6 7.4
Accessed a social networking site or blog 42.4 10.3 3.2
Listened to music on mobile phone 70.0 32.5 18.4
Used e-mail (work or personal) 69.5 25.6 7.6
54. *Smartphone defined as a device running the Windows, Palm or
Symbian operating system
Source: comScore M:Metrics (2008)
Internet usage habits among smartphone subscribers, three-
month
average ending May 2008, mobile phone subscribers in France,
Germany
and the United Kingdom
SMS (Short
Message Services)
The formal name for text
messaging.
Multi-channel
marketing
Customer
communications and
product distribution are
supported by a
combination of digital and
traditional channels at
different points in the
buying cycle
Multi-channel
marketing strategy
Defines how different
marketing channels
should integrate and
support each other in
terms of their proposition
development and
communications based
on their relative merits for
55. the customer and the
company.
Customer journey
A description of modern
multi-channel buyer
behaviour as consumers
use different media to
select suppliers, make
purchases and gain
customer support.
M01_CHAF9601_04_SE_C01.QXD:D01_CHAF7409_04_SE_C0
1.QXD 16/4/09 11:02 Page 21