BUSINESS PLAN ABOUT TEA

INTRODUCTION
Approximately 100 countries now enjoy Internet access, and a recent survey reported
that there are approximately 20 million Internet hosts worldwide. The number of Internet users is
currently estimated to be in the region of 100 million people.
The exponential growth of the Internet and online activity raise a
number of new regulatory issues and legal questions. How does
copyright apply to digital content? How can national laws apply to
activities in cyberspace? Can privacy and data protection exist on
the Web? Can electronic commerce really be secure? Should
governments tax cyber trade? Can cyberspace be regulated by one,
or by many authorities? In seeking to apply the law to the Internet,
STATEMENT OF THE PROBLEM: Some federal, state and territory governments encourage
the adoption of electronic commerce by enacting and enabling
legalisation. In Australia many bills and acts have been passed to
resolve legal issues and make electronic transaction more
Authenticated, such as the Electronic Transaction Act (ETA). ETA
enables contractual dealings, such as offers, acceptances and
invitations, to be conducted electronically, and also allows people to
use an electronic signature to satisfy any legal requirement. Even
the electronic transfer of land is covered, "Importantly, the Act is
similar in all material respects to those operating both in other
States and at the Federal level, so people can be confident that
electronic transactions carry the same legal weight nationwide,"
states Jim McGinty, Attorney General for Western Australia.
Moreover the bill is expected to boost electronic commerce as an
effective tool for businesses to increase their efficiency. This may
reduce administrative duties, storage and operational costs for
Businesses. In McGinty's words," This is why it is crucial that we
Ensure the legal infrastructure around cyberspace is beyond doubt"
HYHPOTHESIS: While shopping on the Internet, most people typically do not think
about what is happening in the background. Web shopping is
generally very easy. We click on a related site, go into that site, buy
the required merchandise by adding it to our cart, enter our credit
card details and then expect delivery within a couple of days. This
entire process looks very simple but a developer or businessmen
knows exactly how many hurdles need to be jumped to complete
the order. Customer information has to pass through several hands
so security and privacy of the information are a major concern. The
safety and security of a customer's personal information lies within
the hands of the business. Therefore businesses have to give the
customer first their guarantee, and second peace of mind, that the
information passed over is of no risk to any invading eyes.
CONCLUSION: Most of the legal issues surrounding electronic commerce are not
new. Lawyers should, however, be able to recognise the increased
significance of certain legal issues to the online environment. In
understanding the technical, contractual, intellectual property and
regulatory issues, which have enhanced importance in the new

economy, the lawyer is well placed to assist clients in pro-actively
minimising their exposure to legal liability.
Before allocating resources to the initiative it must be determined
whether it is legally possible to perform the business process or
transaction electronically. For example, the Electronic
Communication and Transaction (ECT) Act facilitates the conclusion
of most transactions and communications electronically by placing
such transactions on an equal footing with traditional transactions
or communications.
DISCUSSION:
REFERENCES: 1. Bond, Robert "International Legal Issues of E-Commerce"
Legal
Updates
, http://www.faegre.com, 2003.
2. Sayer, Peter and Deveaux, Sarah "Jurisdiction in Cyberspace"
IDG News Service
Friday, July 28, 2000 see also
http://www.pcworld.com
3. Western Australia Dept of Industry and Resources,
http://www.law.gov.au/www/securitylawHome.nsf/
4.
McGinty, Jim http://www.ministers.wa.gov.au
5.
Barr,
David D. "The Need of a Broad Standard in Global E-Commerce"
The Internet Law Journal,
Dec. 26, 2000
6. "Law, Ethics and Cyber Crime" Prentice Hall 2003
7. "Its the World's Biggest Copy Machine,"
PC Week
, January 27,
1997.
8. "Intellectual Property on the Internet", A survey of issues.
[Copyrights and Related Issues],
http://ecommerce.wipo.int/survey/
9.
Greenspan,
Robyn "Downloaders Disregard Legal, Copyright
Issues", http://www.internetnews.com, August 1, 2003.

The coordinationofE-commerce and Logistics
A case study of Amazon.com
INTRODUCTION
E-commerce is one of the buzzwords in the recent years.
Laudon & Traver (2008) state, E-COMMERCE-commerce technology,is different and more
influential from other technologies that we have seen in the past the century.E-commerce
technology develops quickly with the development of Internet and people can enjoy convenient
life by using e-commerce.
But today many of the new e-commerce companies have failed or are struggling for
economic survival, and the failure for many companies in e-commerce can be in part accounted
by the neglecting of logistics(Delfmann,etal, 2002).E-COMMERC
E-commerce or electronic commerce is the buying
, selling, and exchanging of goods and services over computer
networks through which transactions or terms of sale are performed electronically, mentioned by
Rosen (2002).
Electronic commerce especially B2C (business to consumer) designnow is the most commonly
discussed type of e-commerce which sells to individual consumers online.
STATEMENT OF THE PROBLEM:
Amazon.com is a typicalB2C (business to consumer) company. It sells products and service
directly to customers, and that always happens on the internet. So in this thesis we choose
China Amazon.com as are search topic. Besides, we also choose Jingdong Mall (China B2C
Company) as a comparison subject. E-commerce business through the internet to provide
consumers a new type of shopping environment like online stores, customers‟shop on the
internet and online payment. This mode saves the time and space of plan, greatly improving the
efficiency of the transaction, especially for busy office workers, this design can save valuable
time. Logistic is an important part of electronic commerce, and it support the development of
electronic commerce. If the goods cannot be delivered to the customer on
time, the customer will choose safety and traditional shopping way. So without the support of
logistic, electronic commerce cannot happen. Electronic commerce and logistics is related
closely. There is one more reason that we choose ChinaAmazon.com as the researching
subject because the required information is much more easily
available from homepage of Amazon (2012)than other business
. Amazon was founded in1995, at present Amazon has become an online retailer with the most
varieties of global commodity and the second biggest internet companyaround the world.
HYHPOTHESIS:
Amazon is an internet-shopping businesswhich is the typical B2C ecommerce model we are
talking about Laudon & Traver (2008)
. Now Amazon.com is becomean e-business leader in the USA and developchina business from
2004, quote from Amazon homepage.Amazon.com isastart as online-book store, cheap price
and freedelivery gain many customers at that time in U.S. Chinese e-commercesince
1997,alarge-scale e-commerce project launched in 1997
opened the prelude of the Chinese e-commerce. From 1999, the Chinese e-commerce to enter
a period of rapid growthof Chinese e-commerce thus officially launched. Amazon acquired Joyo
(China e-commerce company) in august 19, 2004. Amazon startsdevelopingChinese market,
the combination of Amazon‟s online retail expertise with the Joya Chinese business
experience. Thanks to Amazon‟s logistics experience, making the Amazonhave a strong
competitive advantage in China

CONCLUSION: Now we can back to ourplan, and discuss how we fulfilledit.The purpose of the
thesis is toexplore the relationship between e-commerce and logistics in B2C(businessto
consumer)companies.To fulfill our purpose we used 3 aims to achieve thepurposebetter.
Theyare:i.Describe the coordination mechanism between e-commerce and logistics in general
andparticularly in Amazon.com. Find out the strengths and shortcoming
oflogisticbusinesswhenacompanyisdeveloping e-commerce. Figure out waystocoordinate
logisticwhendeveloping e-commerce andexplainhow Amazon.com is developing e-commerce.
Amazon China has started to get attention of this coordination, and also it has been
wellpopularized.The development of logistics is an important part of e-commerce,
and anessential part to meet customer needs. Coordination between the
twoindustriesisstill notstrong enough, we will need the integration ofcompanies, employeesand
the e-commercecompany
.
DISCUSSION:
REFERENCES:
Background of Amazon.com, http://www.amazon.com. Access 2012
Bernard H.R. (2000), Social Research Methods: Qualitative and quantitative
approaches(International Edition), Person, UK.
Bryman, A. (1992)
Quantitative and Qualitative Research: Further Reflections on their Integration
, in Brannen, J. (editor), Mixing Methods: Qualitative and Quantitative Research, pp. 57-78.
Christopher, M. (2011), Logistics & Supply Chain Management (4thedition), Pearson Education
Limited, London.
Chaffey, D. (2004),E-Business and E-commerce Management: Strategy, Implementation and
Practice ( 2ndedition), Prentice Hall, England.

Life Cycle Comparison of Traditional Retail and E-commerce Logistics for Electronic Products:
A Case Study of buy.com
INTRODUCTION:
Consumers now havethe option of driving to a traditional retailstore or shopping on-line for
many products. E-commercehas grown from lessthan 1% of retailsales in 2000 to 3% in 2008
(Census 2008). The alternative retailchannels have some distinct differences. Retailstoreshave
overstock inventory and physical store spaces. Thepackaging of individual products and last
mile delivery are energyintensive for e-commerce
. Similarly, bulk packaging and primarily truck delivery can reduceenergyuse and cost for
traditional retail, but individual consumer trips account for significant carbon dioxide (CO2)
equivalent emissions.We comparethe differences of e-commerce
and retail logistics using data received from buy.comfor electronic products and
building on prior logistics Life Cycle Assessment(LCA)research. This paper reviews our LCA
analysis, provides conclusions and offer recommendations to decreaselogistics LCA
uncertainties
STATEMENT OF THE PROBLEM: Advances in information and communication technology
have provided consumersthe option of shopping on-lineinstead of driving to a traditional retail
store for many products. E-commerce hasnowgrown from less than 1% of retail sales in 2000 to
3%in 2008.The alternative retail channels have some distinct differenceswith regard to
environmental costs, including overstock inventory,physical store space, and consumer
transport in traditional retail stores and individual packaging and last mile delivery for e-commerce.
We build on prior comparative research and conduct astreamlined Life Cycle
Assessment (LCA) to quantify variationsin energy use and carbon dioxide (CO2) emissions for
the alternative systemsusingdata received from the e-commerce industry for an electronic
product. This reportreviews our assumptions and analysis and provides conclusions and offer
recommendations to decrease logistics LCA uncertainties.
HYHPOTHESIS: The changesthat information and communication technology(ICT)
has brought to people’s lives are commonly thought to bewholly environmentally beneficial. Past
work has discussed in general terms the energy and environmental benefits of telecommuting
over traditional commuting.
Several authors have compared the energy and environmental emissions associated
with online retail(here forth, e-commerce) to traditional retailmethods
. Matthews (2001) reported a comparison of book purchasing via e-commerceand traditional
retailing which was updated and summarized in Hendrickson (2006). Matthews (2002)
completed an LCA study reviewing energy and cost impacts of logistics networks for the
retailofbooks in Japan and the U.S. Abukhader (2004) proposed a methodology for assessing
‘green supply chains’ for e-commerce. Toffel (2004) examined delivery of print products by
digital means. Sivaraman (2007) examined alternative logistics systems for DVD rental.
Abukhader (2008) analyzed the eco-efficiency of e-commerce
supply chains. Kim (2008) also examined book retailing logistics.
This paper differs from past studies by focusing on electronic products and using data directly
from an online retailer and wholesale supplier.
Thus, while the results are robust, it is important
to realize the context is on a specific company and a specific class of retail products. Results
could differ significantly for other retail and e-commerce companies, and for other products.
CONCLUSION: Ourresults confirmprior findingsthat e-commerce delivery uses lessprimary
energy andproduces lessCO2emissions than traditional
retailing.Consideringretailandecommerce logistics differences, the three largest contributors

were customer transport, packaging, and last mile delivery. Customer transport encompassed
approximately 65% of the traditional retailprimary energy expenditures and CO2equivalent
emissions on average. For e-commerce, packaging and last mile delivery were responsible for
approximately 22% and 32% of the e-commerce energy usage, respectively. Overall, e-commerce
had about 30% lower energy consumption and CO2
emissions compared to traditional retail using calculated mean values.There was significant
uncertainty and variability in many of the numbers used in the analysis, particularly in terms
ofcustomer transport to the retail store (ie., fuel economy, trip length, purposes per trip, etc). We
used Monte Carlo simulations and scenario analysis to estimate that e-commerce being the less
energy-consumptive option approximately 80% of the time with average delivery logistics and
50% with air-only deliverylogistics for e-commerce. To make the LCA transportation model more
robust, actual data from a traditional retail business and more detailed information on consumer
shopping behaviors are necessary.
DISCUSSION:
REFERENCES:
Abukhader SM.“Eco-efficiency in the era of electronictail-should 'Eco-Effectiveness'approach
beadopted?”Journal of Cleaner Production16.7(2008):801-808
.Abukhader, Sajed and Gunilla Jonson.“E-tail and the environment: a gateway to the renewal of
greening supply chains.”International Journal of Technology Management28.2 (2004):274–288.
Bizstats. 2008.Sept.16 2008.<http://www.bizstats.com>.
Burnham, A., M. Wang, and Y. Wu. 2006.
Developmentand Applications of GREET 2.7--TheTransportation Vehicle-Cycle Model.Argonne,
IL: Argonne National Laboratory.

ACase Study in Electronic Commerce and Open Source Software Development
INTRODUCTION: Many companies face a problemin determining how to best adopt and
deploy emerging capabilities for E-Commerce and E-Business services. For example, interest
in Web-based capabilities for the procurement of materials, repairs,and operations products,
or for the acquisition of contracted services (e.g., consulting, facilities maintenance, and
logistics) remains high, but most companies have not found substantial returns on their
investment in these areas. When faced withthe emergence of opportunities associated with
wireless/mobile commerce, peer-to-peer(p2p) collaboration services, open source software,
or the redesign of internal business operations to support E-Business, decision-makers face
much uncertainty about how best to proceed, if at all. Simply acquiring and installing a Web-based
p2p systemfor an internal or external business operations does not yield significant
results. Transforming and realigning business processes, organizational strategies, and end-user
workpractices is required, but where and how does this occur?Overall, there is a basic
and recurring lack of knowledge for how to determine and align the most effective choices
for information systemtechnologies, business strategies, and organizational transformation.
STATEMENT OF THE PROBLEM: The case study examinesGNUenterprise.org, an
international virtual enterprise focused on the development and deployment of free open
source software systemframework for ERP and EB. The framework supports the
development and integration of information systemcomponents for customer relationship
management, corporate financial systems, and other business-to-business system modules.
The study uses a Web-based approach to provide the data that empirically grounds this
resource-based view of an organizational system. These data and the accompanying analysis
help to what’s involved in developing and deploying open source EC or EBcapabilities, how
it works; and the conditions that shape success or failure.The description, analysis,
discussion, and implications of this case study are the result ofthis investigation.
HYHPOTHESIS: With the preceding analysis in mind, we now tu
rn to identify the research questions that are examined through the case study of
GNUenterprise.org. These questions serve to explicate how open source software
development and EC/EB approaches might be brought together, and to what ends.How are
free OSSD processes similar to and different from EC or EB application development and
deployment processes? They are similar in that they generally span multiple organiza
tions. However, they differ in that OSSD processes occur within a virtual organization
[Crowston and Scozzi 2002, Noll and Scacchi 1999,2001] that lacks a single administrative
authority to coordinate, schedule, and provides the resources necessary to sustain the
development effort. They are similar in that most existing as-is or

legacy business processes or product development workflows are poorly understood by the
people who routinely perform those processes. They differ in that OSSD processes have the
potential to be codified using free open source process modeling notations [Noll 59and
Scacchi 2001, Scacchi 2002d], whereas existing EC or EBprocesses tend to be closed,
proprietary, and potentially patented (see Figure 1). They differ in that OSSD
efforts employ decentralized management of processes and systemarchitecture, while their
EC and EB counterparts are generally centrally managed. The also differ in that OSSD
efforts rely on self-elected work assignments, wheras EC and EB develoopment and
deployment rely on explicit staffing assignme
nts or delegations. Last, they differ in that OSSD efforts are centered around ongoing
development of global community and free software, while EC or EB development efforts
are centered about development of corporate goals and proprietary closed source products or
services.
CONCLUSION: we have identified and introduced a new concept called OpenEC/B.
OpenEC/B denotes the integration of free open source software development resources,
products, and processes, with the existing oremerging capabilities for Electronic
Commerce/Business. This concept is introducedand its consequences are explained in the
case study and analysis. Companies like IBM, SUN and Intel have begun to offer products
that incorporate open source software systems. Companies like Microsoft have chosen not to
offer such products, but toinstead offer non-free "shared" access to proprietary source code
subjectto non-disclosure agreements, and to discourage open source software practices. Thus
companies like IBM and SUN may see that open source software systems may serve as part
of a competitive strategy against companies like Microsoft and others that seek to exert non-free
access and control over their proprietary software products. For other companies like
Canon, Quantum/ATL, or Boeing, they may face a strategic choice for whether or not to
embrace open source systems or Open EC/B processes for internal use, or for external
product offerings, in their respective markets.Similarly, companies like Conexant or Intel
will face similar choices as open source capabilities move further into the realm of high-volume
consumer products with embedded systemcomponents.
DISCUSSION:
REFERENCES:
M. Ackermanand C. Halverson, Reexamining Organizational Memory, Communications
ACM,43(1), 59-64, January 2000.
M. Bergquist and J. Ljungberg, The Power of Gifts: Organizing Social Relationships in Open
Source Communities, Information Systems J., 11(4), 305-320, 2001.
E. Castronova, Virtual Worlds: A First-Hand Accountof Market and Society on the Cyberian
Frontier, The Gruter Institute Working Papers on Law, Economics, and

EvolutionaryBiology, Vol. 2, Article 1, December 2001.
http://www.bepress.com/giwp/default/vol2/iss1/art1
F. Cortiana, "Normsin matter of computerscience pluralismo on the adoption and the spread
of the free software and on the portabilità of documents informed to us in Public
Administration" (XIV Legislatura Action Senate n. 1188) (in Italian) April 2002.
http://www.softwarelibero.it/altri/cortiana.shtml
K. Crowston and B. Scozzi, Open Source SoftwareProjectsas Virtual Organizations:
Competency Rallying for Software Development, IEE Proceedings--Software, 149(2), 3-
17, 2002.

Ignify eCommerce Implementation
Customer Solution Case Study
INTRODUCTION: Based in Carson, CA, Clipper Direct is the premier source for providing commercial
foodservice supplies to clients throughout the globe. Numbering such heavyweight restaurant
corporations as Burger King, California Pizza Kitchen, Outback Steakhouse, In-N-Out, and many more
among their customer list, this vertically integrated distributor sought to enhance their visibility to the
broader market by increasing the accessibility of their quality products and great prices, and to provide
their customers with a superior user experience for online purchases. With Ignify eCommerce, Clipper
Direct offered clients a compelling, easy-to-use purchasing interface and tailored catalog that is unique
to the foodservice retail industry, allowing for up to a 70% reduction in time needed for their customers
to find products and enter orders. Since Ignify eCommerce enabled Clipper Direct to provide smaller and
emerging chain restaurants the same access to the products and prices that the company supplies to its
billion dollar corporations, Clipper Direct has experienced a 90% greater market reach.
STATEMENT OF THE PROBLEM: The commercial foodservice supply dealer, Clipper
Direct, provides its customers with the quality supplies, tools, and utensils that a restaurant needs
to keep in business, and its reputation as the premier source for restaurant supplies has allowed
the company to establish an impressive customer roster that includes giants of the restaurant
industry – Pizza Hut, Olive Garden, Corner Bakery Café, and Jack in the Box are just a few such
customers who turn to Clipper Direct to fulfill their supply needs.
But despite already calling a number of high-profile restaurants their clients, Clipper Direct
sought to continue expanding their customer roll by capturing the attention of a wider range of
prospective clients. "Since we serve the biggest and the best brands worldwide, we wanted to
make our products available to the broader market," said Lawrence Snapp, president and COO of
Clipper Direct. "We wanted to showcase to other restaurants the fact that we offer better
products for better prices."
HYHPOTHESIS: In order to better reach out to their prospect pool, Clipper Direct understood the
necessity of offering a powerful, comprehensive shopping experience for people searching and
purchasing items from the Clipper Direct website. Finding a software solution that could deliver a
superior user experience was a strict functional requirement for the company. "An absolutely critical
requirement for us was to create a user experience that was ultra-premium, relative to other restaurant
supply retailer options for commercial restaurants in the world," said Snapp."And with customers and
distributors located across six different continents, we needed a solution that offered interactional
accessibility to both our products and prices."
CONCLUSION: hrough Clipper Direct’s multi-year relationship with Ignify on previous
projects, the company was exposed to the capabilities that the Ignify eCommerce solution
delivered, and was well-aware of the many implementations that Ignify performed for other
businesses. "We saw the Ignify eCommerce platform as something that’s proven on the
marketplace," said Snapp. "The functionalities that this software offered met our business needs
and solved the challenges we were facing, so we decided that it was the right solution for us."
Leveraging the in-depth catalog capabilities of Ignify eCommerce, Clipper Direct is able to offer
detailed, visually appealing product pages that highlight the superior items available in their

inventory, giving their customers the best sense of what the company offers. With the high-quality
product images, the ability to zoom in on product images, and the extensive product
descriptions for each item within the catalog, Clipper Direct provides an attractive and
informative shopping experience for their clients. "I do think that as part of the ultra-premium
user experience, everything matters," said Snapp. "From the state-of-the-art photography we use
for product images to the detailed product descriptions, we ensure that the catalog experience for
our customers is far superior to the industry standard."
DISCUSSION:
REFERENCES:
http://www.ignify.com
www.clipperdirect.com.
www.Ignify.com/eCommerce
INTRODUCTION
HYHPOTHESIS:
CONCLUSION:
DISCUSSION:
REFERENCES:

INTRODUCTION
HYHPOTHESIS:
CONCLUSION:
DISCUSSION:
REFERENCES:
INTRODUCTION
HYHPOTHESIS:
CONCLUSION:
DISCUSSION:
REFERENCES:

INTRODUCTION
HYHPOTHESIS:
CONCLUSION:
DISCUSSION:
REFERENCES:

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