The document discusses using online resources for commercial purposes. It covers several topics: e-banking/internet banking, online auctions, and online shops. E-banking provides benefits like lower costs but also security risks that need to be addressed. Online auctions benefit both buyers and sellers by providing easier transactions, but also risks that must be managed. Successful online shops drive growth through recommendation systems, integrated web portals, and single language/currency options.

1. ХАРКІВСЬКИЙ НАЦІОНАЛЬНИЙ ЕКОНОМІЧНИЙ УНІВЕРСИТЕТ імені
СЕМЕНА КУЗНЕЦЯ
Кафедра іноземних мов
ВИКОРИСТАННЯ ІНТЕРНЕТ РЕСУРСІВ У КОМЕРЦІЙНИХ ЦІЛЯХ
Виконавець:
Георгадзе Р.Т.
факультет
«Экономічної Інформатика» (51-02)
Керівник:
Мішина О.М.
Харків – 2014

2. SIMON KUZNETS KHARKIV NATIONAL UNIVERSITY OF ECONOMICS
Department of foreign languages
USING ONLINE RESOURCES IN COMERCIAL AIMS
Georhadse Rezo,
“Informatics economy”
Faculty (51-02)
Supervisor:
Mishina O.М.
Kharkiv - 2014

3. 3
Contents
1. Introduction……………………………………………………………...……....4
2. Part-1 E-banking banking and Online Actions ………..………………………...5
2.1 E-banking banking………………………………………….…………...5
2.1.1 Why Is E-banking Important?......................................................5
2.1.2 Impact of E-banking on traditional services…..……………..…5
2.1.3 Security………...…………………………………………….…7
2.2 Online Auctions……………………………………………………..….8
2.2.1 Benefits of online auctions……………………………….…….8
2.2.2 Risks associated with online auctions………………..…....…....9
2.2.3 Organisational Considerations………………………………….9
3. Part-2 Online shops ……………………………………………………………10
3.1 Drive Growth…………………………………………..….…….10
3.2 Business Structure…………………………………….…...….…10
3.3 Integrated Web Portals…………………………………...……...11
3.4 Single Language & Currency Shopping Carts…………….....….12
3. 2 Recommender System Examples.…………………..……...…...13
3.2.1 Amazon.com…………………………………..….…….13
3.2.2 CDNOW………………………………………………...15
3.2.3 Drugstore.com……………………....…………………..16
3.2.4 eBay……………………………………………..……....16
4. Conclusion……………………………………………………………………...17
5. Анотація………………………………………………………………………..18
6. Reference……………………………………………………………………....19

4. 4
1.Introduction
Theaim of this research paper is to get acquainted with the substanceof using
online resources in comercial aims, to examine parts that include this topic. Main
parts: 1.1 Internet Banking, 2.2 Online Auctions, 3.3 Online shops.
Nowadays if you want to achieve your goals fast and with low rate of loses
you gotta use Internet in your business.
The objectives of this paper are:
1. To explain role of internet in nowadays business.
2. To represent benefits and shortcomings of internet banking.
3. To show how business depend on the internet(For example of Online Actions)
4. To skim examples of successful organizations where е-commerceis used.
The novelty and topicality of this paper are to study what factors can help
organizations choosewhat kind of e-commerce fits more and how to use internet to
get benefits of their work with the help of Internet Banking or Online Auctions,
or Online shops.
The work consists ofthe introduction, the first part called "E-banking banking
and Online Actions",the second part called "Online shops", conclusion and
references.

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Part 1: E-banking banking and Online Actions
2.1 E-banking banking
2.1.1 Why Is E-banking Important?
Understanding E-banking is important for several stakeholders, not least of
which is management of banking related organizations, since it helps them to derive
benefits from it. The Internet as a channel for services delivery is fundamentally
different from other channels such as branch networks, telephone banking or
Automated Teller Machines (ATMs). Therefore, it brings up unique types of
challenges and requires innovative solutions.
Many banks and other organizations have already implemented or are
planning to implement E-banking because of the numerous potential benefits
associated with it.
2.2.2 Impact of E-banking on traditional services
One of the issues currently being addressed is the impact of E-banking on
traditional banking players. After all, if there are risks inherent in going into E-
banking there are other risks in not doing so. It is too early to have a firm view on
this yet. Even to practitioners the future of E-banking and its implications are
unclear. It might be convenient nevertheless to outline briefly two views that are
prevalent in the market. The view that the Internet is a revolution that will sweep
away the old order holds much sway. Arguments in favor are as follows:
E-banking transactions are much cheaper than branch or even phone
transactions. This could turn yesterday’s competitive advantage - a large branch
network, into a comparative disadvantage, allowing e-banks to undercut bricks-and-
mortar banks. This is commonly known as the "beached dinosaur" theory.
E-banks are easy to set up so lots of new entrants will arrive. ‘Old-world’
systems, cultures and structures will not encumber these new entrants. Instead, they
will be adaptable and responsive. E-banking gives consumers much more choice.
Consumers will be less inclined to remain loyal.
E-banking will lead to an erosion of the ‘endowment effect’ currently enjoyed
by the major UK banks. Deposits will go elsewhere with the consequencethat these
banks will have to fight to regain and retain their customer base. This will increase
their cost of funds, possibly making their business less viable. Lost revenue may
even result in these banks taking more risks to breach the gap.
Portal providers are likely to attract the most significant share of banking
profits. Indeed banks could become glorified marriage brokers. They would simply
bring two parties together – e.g. buyer and seller, payer and payee.

6. 6
The products will be provided by monoclines, experts in their field.
Traditional banks may simply be left with payment and settlement business – even
this could be cast into doubt.
Traditional banks will find it difficult to evolve. Not only will they be unable
to make acquisitions for cash as opposed to being able to offer shares, they will be
unable to obtain additional capital from the stock market. This is in contrast to the
situation for Internet firms for whom it seems relatively easy to attract investment.
There is of course another view which sees E-banking more as an evolution
than a revolution.E-banking is just banking offered via a new delivery channel. It
simply gives consumers another service (just as ATMs did).Like ATMs, E-banking
will impact on the nature of branches but will not remove their value.
Traditional banks are starting to fight back.
The start-up costs of an e-bank are high. Establishing a trusted brand is very
costly as it requires significant advertising expenditure in addition to the purchase
of expensive technology (as security and privacy are key to gaining customer
approval).
E-banks have already found that retail banking only becomes profitable once
a large critical mass is achieved. Consequently many e-banks are limiting
themselves to providing a tailored service to the better off.
Nobody really knows which of these versions will triumph. This is something
that the market will determine. However, supervisors will need to payclose attention
to the impact of E-banks on the traditional banks, for example by surveillance of:
 Strategy
 Customer levels
 Earnings and costs
 Advertising spending
 Margins
 Funding costs
 Merger opportunities and threats.

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2.1.3 Security
Security is one of the most discussed issues around E-banking.
E-banking increases security risks, potentially exposing hitherto isolated
systems to open and risky environments.
Security breaches essentially fall into three categories; breaches with serious
criminal intent (fraud, theft of commercially sensitive or financial information),
breaches by‘casualhackers’ (defacement ofweb sites or ‘denialof service’ - causing
web sites to crash), and flaws in systems design and/or set up leading to security
breaches (genuine users seeing / being able to transact on other users’ accounts). All
of these threats have potentially serious financial, legal and reputational
implications.
Many banks are finding that their systems are being probed for weaknesses
hundreds of times a day but damage/losses arising from security breaches have so
far tended to be minor. However some banks could develop more sensitive "burglar
alarms", so that they are better aware of the nature and frequency of unsuccessful
attempts to break into their system.
The most sensitive computer systems, such as those used for high value
payments or those storing highly confidential information, tend to be the most
comprehensively secured. One could therefore imply that the greater the potential
loss to a bank the less likely it is to occur, and in general this is the case. However,
while banks tend to have reasonable perimeter security, there is sometimes
insufficient segregation between internal systems and poorinternal security. It may
be that someone could breach the lighter security around a low value system.
It is easy to overemphasize the security risks in E-banking. It must be
remembered that the Internet could remove some errors introduced by manual
processing (by increasing the degree of straight through processing from the
customer through banks’ systems). This reduces risks to the integrity of transaction
data (although the risk of customer’s incorrectly inputting data remains). As E-
banking advances, focusing general attention on security risks, there could be large
security gains.
Financial institutions need as a minimum to have:
 A strategic approach to information security, building best practice security
controls into systems and networks as they are developed.
 A proactive approach to information security, involving active testing of
system security controls (e.g. penetration testing), rapid response to new
threats and vulnerabilities and regular review of market place developments.
 sufficient staff with information security expertise.

8. 8
 Active use of system based security management and monitoring tools.
 Strong business information security controls.
 These are the issues line supervisors will be raising with their banks as part of
their on-going supervision.
2.2 Online Auctions
2.2.1 Benefits of online auctions
The use of the online auction process provides benefits to both buyers and
suppliers:
Supplier benefits – once trained in online auctions, suppliers find them easy
to participate in and they give exposure to a business opportunity without the usual
lengthy sales process. Suppliers have more information on market pricing and the
evaluation process than they would get from a traditional sealed bid tender. An
anonymous online event creates a “level playing field”, i.e. a fair and competitive
market. Suppliers are also given more than one opportunity to bid, thus taking away
some of the risk and guesswork inherent in sealed bids. The award process is
transparent and suppliers generally receive a fast decision after the event. Suppliers
can, of course, use online auctions to arrive at market prices for their own purchases
of raw materials and components, thus potentially driving down costs throughout
the supply chain.
Buyer benefits – by increasing the competition between suppliers, buyers
arrive at true market pricing, which will typically lead to significant savings. They
also increase their ability to test new suppliers, reducing operational risk. The
advanced RFQ technology in online auction software enables buyers to achieve best
total cost (costs and risks) as opposed to “cheapest” – a range of factors can be
considered and weighted e.g. quality, delivery and specification. As part of a
comprehensive global supplymanagement strategy, online auctions offer significant
potential for internal learning and skills development, and potential reduction in the
elapsed time of the overall sourcing cycle.
Benefits to both buyer and supplier – buyer-supplier relationships are no
longer one way; buyers and suppliers can see the bids of other suppliers in real time,
creating a true market and enabling suppliers to benchmark themselves against their
peers. The greater transparency of this process therefore highlights the integrity of
the buyers’ sourcing decisions. Supplier relationships are thereby enhanced. Online
auctions also Online Auctions alsofacilitate true globalisation: suppliers can be
encouraged to participate and bid regardless of location. The better standards of
specification (through the RFQ process)canlead to a much better understanding by
both the buyer and the supplier of what is being bought and what is being supplied.

9. 9
2.2.2 Risks associated with online auctions
With any process, there are risks associated with its use. It is important that
buyers and suppliers understand these risks so that their effects can be minimised.
For example, suppliers may feel that they are not able to demonstrate the overall
value of their product or service in an auction that is focused on lowest price bid.
Conversely, suppliers that make the lowest bid but are then not awarded the business
may feel cheated. This risk can be overcome by being clear about the weight of the
no-price or so-called “transformation factors” during the pre-bid.
Without effective change management and training of both buyers and
suppliers expectations may never be reached and inexperienced suppliers may bid
below a sustainable price.
A negotiation strategy (and/or event strategy) is therefore essential to deliver
the best result in an online auction. Again, it is necessary to stress that online
auctions are only a tool in the buyer’s toolbox, and in the wrong hands a tool can do
more harm than good. Strong programme management is imperative to ensure
effective choice and prioritisation of commodities, and the full realisation of the
benefits identified.These issues are discussed in the next section, “Organisational
considerations”.
2.2.3 Organisational Considerations
While many organisations have experimented with online auctions on a “just
do it” basis, often experiencing positive results, the full benefits will not be realised
unless online auctions are integrated within a new organisational framework. As we
will see, online auctions can generate significant return on investment and help drive
best practice within the procurement function – but they must be used correctly.
Think of online auctions as a tremendously powerful tool – like a chainsaw –
that candeliver fantastic benefits in the hands ofa skilled and experienced workman,
but can also do irreparable damage in the wrong hands!

10. 10
Part 2 Online shops
With the integrated tools for supporting diverse business structures and the
Ecommerce solutions offered through Tradepoint, Ecommerce solutions just became
a multi-dimensional experience for companies looking to expand into Ecommerce
or for companies with existing Ecommerce solutions to expand their Ecommerce
capabilities.
3.1.1 Drive Growth:
Change is something that business can count on. Change in an economic
climate, specific changes in different industries, human resources, product costs,
resources, supply chains, technology and change resulting from growth define how
business conducts business. With that given in mind, Tradepoint's flexible structure
comes with built in options for businesses to supportgrowth and inevitable changes.
As any business grows strategic decisions have to be made to foster growth and
continued success. Tradepoint comes with dozens of features providing some of
those options to benefit growing businesses.
1. Dynamic reports for quick access to sales and business activity.
2. Support for different types of product and services.
3. Integrated Web portal for customers and contacts for interaction through a
website.
4. Support for single or multiple websites in one or more currencies and/or
languages.
5. Support for cross channel sales including direct sales, retail, and ecommerce.
Tradepoint Enterprise is the best option for growing small to mid-sized
businesses available on the market. With Tradepoint Enterprise business with an eye
on growth can now count on a software solution with options for profitable growth
as business changes.
3.1.2 Business Structure:
Often underestimated when considering one or more websites, Tradepoint
supports having multiple divisions within one company or multiple companies
within the same license of Tradepoint. With this capability, growth can happen
organically without expensive and complicated changes in a software structure.
Companies with multiple websites can have their own business structure, either as a
division or a separate company complete with the Accounting structure necessaryto
track all related expenses, and sales activity relevant to a specific web site.
1. Support for multiple Divisions within a single company.
2. Support for Multiple companies with a single division or multiple divisions
within each company.

11. 11
3. Role based security settings defining access to each division or company.
4. One click options for viewing cross divisional data throughout Tradepoint.
Tradepoint is sold through our Resellers. To find a Reseller in your area click
here. To requesta 30 day demonstration version ofTradepoint Enterprise, click here.
To register for a live weekly demonstration click here.
A website often becomes its own channel for customer contact, sales and revenue
with multiple options for monetization. Further, a well developed website
provides venues for lead generation, sales, customer support and self service
resources for customers and partners alike.
With the Tradepoint World Ecommerce solutions providing a springboard for
international web sales and expansion of an existing customer base through the
Internet to take existing Ecommerce one step further to develop a presence for
multiple markets with support for multiple currencies and languages.
3.1.3 Integrated Web Portals
A web portal will allow contacts including customers, suppliers, resellers and
other contact types to log into a web site to access information specific to a user.
Security settings ensure that only specific types of information can be accessed
through a web portal. Different types of contacts can also have access to different
types of information.
For example, a Lead in Tradepoint may have access to their own contact
information and any Appointments or Tasks setup within Tradepoint but may not
yet be able to access Project or Invoice information just yet because they are still a
Lead. Since different contact types can have different information available, once
they become a Customer more information pertaining to sales and sales activity will
be accessible once they login to a web site.
Sometypes ofinformation which can bemade available through the web portal to
different contacts include:
1. Basic contact information with an option to allow editing through the web
portal
2. Appointments
3. Tasks
4. Projects, including time lines and scheduled milestones
5. Documents
6. Order History
7. Invoice history
8. Option to purchase products
9. Request a Quotation
10.Manage publications (newsletters, white papers, etc)
11.Knowledge Base or on line library

12. 12
Industries and Companies which can benefit from using a web portal as part of
an Ecommerce solution include but are not limited to:
1. Any Ecommerce based company already selling products through a website
looking to provide more account information and resources for customers.
2. Companies needing collaborative tools or who use a Quoting process with
sign off for jobs.
3. Engineering firms for Project Management and Quoting process for sign off
on job approval.
4. Service based consulting firms. This can extend to a Quoting process,
Appointment, Task and Project Sharing as well as Invoicing to pay Invoices
on line
5. Law firms to share documents, Appointments, Tasks and Projects as well as
Billing capabilities.
6. IT Development and Programming firms can benefit from the collaborative
tools available through a web portal with project management for sign off on
Quotes, sharing project time lines, and billing in cases where on line payments
have been enabled
3.1.4 Single Language & Currency Shopping Carts
For Ecommerce to be successful two sides of an overall Ecommerce solution
have to be accounted for. The first side is the web site itself through which a
customer interacts with a company. Diverse functions, easy to find information and
enough choices forpayment and shipping methods are critical in a web site shopping
cart to capturing the interest and ultimately gaining the loyalty of Ecommerce
shoppers.
The second side of Ecommerce solution supports the customers' experience
on the website but defines how an Ecommerce based company handles customer
interaction through a website. Tradepoint Enterprise is the software linked into a
website structure defining the internal responses and processing of information
resulting from customer interactions through the web. Tradepoint has built in tools
to accommodate a web store through automated actions, notifications, triggers for
automated communications at critical points in Ecommerce work flows. Tradepoint
provides tools for a comprehensive internal experience for a company to process
web orders, follow up and respond to communications and maintain account
information for customers, resellers and other types of contacts through the web.
Tradepoint One brings these elements together for a complete Ecommerce
solution. Provide an in-depth, captivating experience for people to interact with on
the web and a well defined back end experience for staff to handle face paced
Ecommerce activity.

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Ideal for organizations who need to enable web sites with purchasing
capabilities over the web, Tradepoint One Ecommerce solution is an ideal single
language and currency solution for companies with a web presence in one market.
Tradepoint One comes with external tools for an interactive experience for
customers through your website and internal tools for staff for easy processing of
orders, follow up on communications and alerts for numerous actions as they happen
through a web site.
3.2 Recommender System Examples
In the following section we present six E-commerce businesses that use one
or more variations of recommender system technology in their web sites. For each
site, and each variation, we give a brief description of the features of the system. In
later sections we refer to these examples as we explain the types ofrecommendations
provided, the type of technology used, and the types of information gathered. For
organizational purposes thesesites have been alphabetized. The descriptions ofthese
sites are accurate as of this writing, though E-commerce applications of
recommender systems are changing rapidly.
3.2.1 Amazon.com
We will focus here on recommender systems in the book section of
Amazon.com.
Customers Who Bought: Like many E-commerce sites, Amazon.com™
(www.amazon.com) is structured with an information page for each book, giving
details of the text and purchase information. The Customers Who Bought feature is
found on the information page foreach bookin their catalog. It is in fact two separate
recommendation lists. The first recommends books frequently purchased by
customers who purchased the selected book. Thesecond recommends authors whose
books are frequently purchased by customers who purchased works by the author of
the selected book.
Your Recommendations: Amazon also encourages direct feedback from
customers about books they have read. Customers rate books they have read on a 5-
point scale from “hated it” to “loved it.” After rating a sample of books, customers
may request recommendations for books that they might like. At that point, a half
dozen non-rated texts are presented that correlate with the user’s indicated tastes.
Figure 1 shows a sample screen from Your Recommendations.E-Commerce
Recommender Applications Page 6 of 24
Eyes: The Eyes feature allows customers to benotified via email ofnew items
that have been added to the Amazon.com catalog. Customers enter requests based
uponauthor, title, subject, ISBN, orpublication date information. Customers canuse
both simple and more complex Boolean-based criteria (AND/OR) for notification

14. 14
queries. One of the interesting variations of the Eyes system allows requests to be
directly entered from any search results screen, creating a persistent request based
on the search.
Amazon.com Delivers: Amazon.com Delivers is a variation on the Eyes
feature. Customers select checkboxes to choose from a list of specific
categories/genres (Oprah books, biographies, cooking). Periodically the editors at
Amazon.com send their latest recommendations by email to subscribers in each
category.
Bookstore Gift Ideas: The Gift Ideas feature allows customers to receive
recommendations from editors. Customers pick a category of books for which they
would like somesuggestions. By navigating to that sectionof the “Gift Department,”
they can view a general list of recommendations created by the editors of
Amazon.com. They also can select to view recommendations in one of a predefined
list ofcategories including Globetrotter, Entrepreneur, and Teens. In many ways this
serves as an online version of the Amazon.com Delivers feature discussed earlier.
However, customers can be provided with recommendations anonymously since
there is no need to register with the site as there is with Delivers.
Customer Comments: The Customer Comments feature allows customers to
receive text recommendations based on the opinions of other customers. Located on
the information page for each bookis a list of 1-5 star ratings and written comments
provided by customers who have read the bookin question and submitted a review.
Customers have the option of incorporating these recommendations into their
purchase decision. Furthermore, customers can “rate the comments.” With each
comment is the question “Did this comment help you.” Customers may indicate yes
or no. Results are tabulated and reported such as “5 of 7 people found the following
review helpful.”
PurchaseCircles: The Purchase Circles feature allows customers to view the
"top 10" list for a given geographic region, company, educational institution,
government orother organization. Forexample, a customercould requestto see what
books are the best sellers for customers at Oracle, MIT, or residents of New York
City. PurchaseCircles provide another “fellow customer” form of recommendations
by allowing customers notonly to seewhat others are reading but also to personalize
the recommendations by allowing them to select a “domain” with which they
associate themselves. Customers can view Purchase Circles by navigating to the
Circle that interests them.

15. 15
3.2.2 CDNOW
Album Advisor: The Album Advisor feature of CDNOW™
(www.cdnow.com) works in three different modes. The first two are similar to the
Customers Who Bought feature of Amazon.com. Customers locate the information
page for a given album or artist. The system then recommends ten other albums
related to the album or artist in question. Results are presented as “Customers who
bought X also bought set S” or “Customers who bought items by Y also bought set
T.” The third mode works as a “gift advisor.” Customers type in the names of up to
three artists, and the system returns a list of ten albums CDNOW considers similar
to the artists in question.
Related Artists: The Related Artists feature of CDNOW works on the
assumption that if a customer likes a certain performer, there is a group of artists
with similar styles that she will also like. Customers locate an artist and select the
Related Artists link. Upon doing so, they are provided with a list of these artists who
are considered to be "similar artists" and a list of artists who are considered to be
among the "roots and influences" for the selected artist. Buyer’s Guides: The
Buyer’s Guide feature at CDNOW allows customers to receive recommendations
based on a particular genre of music. Customers browsea list of genres provided by
the site, including categories such as British Invasion, Big Chilling, and Parent Pop.
Selecting one of the links from this list takes customers to a new list of albums the
editors consider the essential part of this genre.
Artist Picks: In the Similar Artist feature at CDNOW one of the categories of
recommendations is “roots and influences.” Presumably editors create this list. The
Artist Picks feature provides similar recommendations, directly from the artists.
Each week a different artist is featured, who lists the albums that shaped his or her
taste as well as what is currently in their CD player. Top 100: Traditionally, hype
and “bestseller” status have been used by commerce sites to make recommendations
to their customers. After all, if an album is on the Billboard Top 10, then it must be
a good album. The Top 100 feature allows customers of CDNOW to receive this
type of recommendation, but the 100 are drawn from the sales figures of the site and
can theoretically be continuously upgraded to reflect actual sales.
My CDNOW:My CDNOW enables customers to set up their own music store,
based on albums and artists they like. Customers indicate which albums they own,
and which artists are their favorites. Purchases from CDNOW are entered
automatically into the “own it” list. Although “own it” ratings are initially treated as
an indication ofpositive likes, customers can go back and distinguish between “own
it and like it” and “ownit but dislike it.” When customers request recommendations,
the system predicts six albums the customer might like based on what is already
owned. Feedback is provided by customers selecting “own it,” “move to wish list”
or “not for me” for any of the albums in this prediction list. The albums
recommended change based on the feedback.

16. 16
3.2.3 Drugstore.com
Advisor: The Advisor feature at Drugstore.com allows customers to indicate
their preferences when purchasing a product from a category such as “suncare” or
“cold and flu remedies.” Forexample, in the latter, customers indicate the symptoms
they wish to relieve (runny nose and sneezing), the form in which they want the
relief (caplets) and the "age” ofpatient to whom they want to administer the product
(adult). Upon being provided with this information the Advisor returns a list of
products recommended to meet the conditions.
Test Drives: In the Test Drives feature, a team of volunteers, made up of
customers from the site, is sent a new product. These “fellow customers” provide
reviews of the product including a star rating and text comments.
3.2.4 eBay
Feedback Profile: The Feedback Profile feature at eBay.com™
(www.ebay.com) allows both buyers and sellers to contribute to feedback profiles
of other customers with whom they have done business. The feedback consists of a
satisfaction rating (satisfied/neutral/dissatisfied) as well as a specific comment about
the other customer. Feedback is used to provide a recommender system for
purchasers, who are able to view the profile ofsellers. This profile consists ofa table
of the number of each rating in the past 7 days, past month, and past 6 months, as
well as an overall summary (e.g., 867 positives from 776 unique customers). Upon
further request, customers can browse the individual ratings and comments for the
sellers.
Personal Shopper:The personalshopperfeature of eBay allows customers to
indicate items they are interested in purchasing. Customers input a “short term”
(30/60/90 days) and search on a set of keywords of their choosing, including their
price limit. On a periodic basis (one or three day intervals) the site performs the
customer’s search over all auctions at the site and sends the customer an email with
the results of this search.

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4. Conclusion
The internet plays a major role in every aspect of our modern life. Internet
technologies play a major role in business. As a business owner, knowing the role
of internet in business will help you take advantage of the powerful opportunities it
offers to grow you business and make operations more effective.
E-banking transactions are much cheaper than branch or even phone
transactions. This could turn yesterday’s competitive advantage - a large branch
network, into a comparative disadvantage, allowing e-banks to undercut bricks-and-
mortar banks.
Small businesses that have little or no e-commerce capabilities on their
websites will learn about taking the next step in converting their marketing sites into
selling locations that extend their customer bases, images and sales in entirely new
ways. Those entrepreneurs not yet online will discover how the Internet is likely to
transform their businesses and introduce them to markets far beyond those which
are currently in reach.
There are a lot of types of e-commerce aka business oriented internet like:
-Internet banking
-Online Actions
-Online shop
So to work effectively any company should handle all these components and
even more and do it well.

18. 18
5. Анотація
В роботі було проаналізовано 3 види використання інформаційних
систем в комерційних цілях і з'ясовано, які переваги має кожен з них (на
прикладі найуспішніших організацій та їх чіткого уявлення про налагоджену
роботу всередині підприємства). Також було виявлено, що в даний час існує
багато компаній, які вважають за краще розширювати інформаційні системи
своїх підприємств та їх роль у економічній складовій компанії, задля
підвищення своїх прибутків.

19. 19
6. Reference
1) Abasinejad.H and Mehrnoush.M. (2006). “Electronic Banking”. Samt
Publication.
Tehran. pp. 30.2. Asgharizadeh, E. Ajalligeshlajoughi, M, and Safari Mirmohalleh,
S, R. (2009).“Identification of the electronic city application obstacles in Iran”.
International Journal of Human and Social science. 4;3, 2009. pp. 158-163
3 Baten.M.A, (2010). ”E-banking of economical prospectsin Bangladesh”. Journal
of Internet banking and commerce.
2) Electronic resource: [www.arraydev.com/commerce/JIBC/2010-08/Baten.pdf]
Electronic resource: [http://www.academia.edu/1933826/Role_of_Internet_
banking_in_promotion_of_electronic_city]
Electronic resource: [http://www.entrepreneur.com/encyclopedia/online-auctions
http://www.academia.edu/324780/EBANKING_MANAGEMENT_IMPACT_RIS
KS_SECURITY]
Electronic resource: [http://www.tradepoint360.com/industries/ecommerce.aspx]
[E-Commerce Recommendation Applications]
J. Ben Schafer, Joseph A. Konstan, John RiedlGroupLens Research Project
Department of Computer Science and Engineering University of Minnesota
Minneapolis, MN 554551-612-625-4002,{schafer, konstan, riedl}@cs.umn.edu