Management Report on E

Executive Summary In Aurgust 2006, 68 million Internet users have mistaken the company’s official website for YouTube, a popular online video site. This has caused severe interruptions in the workings of the company’s official website, causing an eventual shutdown.Advertising We will write a custom report sample on Management Report on E-Commerce Issues. specifically for you for only $16.05 $11/page Learn More Adding a new server did not help. The company had to add more capacity. Another side of the problem, which might eventually prove to be a windfall, is that Google plans to buy YouTube for $1.65 billion. Introduction The purpose of this report is to provide the most sound solutions to given problem, taking into account the latest e-commerce management issues as those are related to given problem. One asssumption made in this report, is that the company, Universal Tube Rollform Equipment Corporation, has a large network of business con tacts. The brief overview of report’s contents can be found in the â€Å"Table of Contents†. Advice to CEO This problem presents an opportunity for company’s diversification. This is explored in more detail in the section of this report entitled â€Å"Advantages Stemming Out of the Given Problem.†Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More But diversification is a long-term goal, meaning that it should be considered only after more basic steps have been taken. The first of them would be to email customers. Those emails would tell customers the nature of the problem and also express our company’s deep concern. They might also contain the name of the new domain, the name of which is suggested in the paragraph below. Considering the facts that â€Å"eighty percent of business conducted on the Net today takes place between firms†¦ rather than with individual consumers† (DuBrin, 2009, p.493), and that Universal Tube â€Å"sells used machines that make tubes† (DuBrin, 2009, p.508), it becomes evident that the company’s large network of business contacts means that the most important of its partners and customers can be reached via the official emails of their companies. Thus, the current situation does not pose any serious risks, because the very fact that it has been identified implies many ways of correcting it; not to mention an even brighter side of this issue, which lies in the fact that the established companies usually eschew â€Å"the medium of a large buyer exchange† (DuBrin, 2009, p.495). In our case, it means that the company might need to establish a temporary website which would provide services to the selected customers. This website might even take a form of â€Å"members only† platform, in which only the customers with previously issued usernames and passwords would be allowed. This would help create a feeling of closeness and would promote customer loyalty.Advertising We will write a custom report sample on Management Report on E-Commerce Issues. specifically for you for only $16.05 $11/page Learn More Another way of alleviating the difficulties of given case and promoting customer loyalty would be to hire additional call center personnel and work with company’s most loyal customers through the phone. This is especially important considering the fact that â€Å"despite conducting business over the Internet, many customers want to follow up with telephone calls† (DuBrin, 2009, p.495). Our case has illustrated this tendency, as at the climax of this problem, â€Å"at least 50 customers called during the week to point out the problem† (DuBrin, 2009, p.508). While the costs of hiring additional personnel may be significant, they can keep the company from losing its most loyal customers. Those 50 customers who have called do seem loyal, because they could have easily accessed the website of some other company which offers the same services. Yet another way of alleviating the difficulties of given case would be â€Å"to obtain a domain name, such as one ending in ‘.co.uk’ for Britain. Several surveys indicate that up to 80 percent of Europeans shop first at Web sites with local domains† (DuBrin, 2009, p.495). This would help the company’s long-term profitability, while establishing a more reliable-looking domain name. My another advice to CEO would be to talk to the press in order to increase the mass media coverage of given problem, so that more people might learn about it.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Its beneficial impact would be that of increasing the number of people who know about the given issue, thereby driving additional traffic to the website and increasing the number of â€Å"hits†. Thus, the website’s value would increase and the company would be able to sell its domain name for an even bigger sum of money. Thus, I would advise the company to try to sell its domain. However, before doing so, it might be beneficial to expand its operations by filing a lawsuit and thus attracting more mass media coverage. But while doing this, it would be also necessary to send a number of emails and letters to the regular customers, informing them about the establishment of new website, â€Å"utubeequipment.com† – thus, I woud suggest the establishment of new website with the given name, which is especially opportune in that most of the people, at least in terms of its customers, regard the company as the maker of â€Å"machines that make tubes† (DuBri n, 2009, p.508). A creative solution to finding the best option among the above-mentioned ones woud be to directly ask the consumers which of the above options of solving the problem they prefer. This could be done through the survey, which would be located on the temporary website built for its selected, most loyal customers. Thus, since they have already shown their loyalty, they might as well show more of their loyalty by opting to participate in the survey, which could also be conducted through the phone. However, the online version of survey seems less intrusive and more cost-effective, especially considering the relatively inexpensive cost of online surveys, even when those are conducted by Survey Monkey or Zoomerang, â€Å"two most popular online survey providers† (West, 2008). To be more exact, â€Å"Zoomerang†¦ has a professional subscription of $599 a year and allows you to use your own in-house list†¦ while SurveyMonkey†¦ costs $19.95 a month for a professional subscription but has a free standard package† (West, 2008). The fact that â€Å"80 percent of the Fortune 100 have active SurveyMonkey subscriptions† (West, 2008), seems to attest to the fact they do provide significant benefits. While all of the above proposed solutions may seem costly, it is necessary to understand that â€Å"there are many pieces you need to build before you can make money online† (Kha, 2000,.p.24). Universal Tube Versus Google The costs of litigation may be significant. However, considering the fact that â€Å"Google†¦. plans to buy YouTube for $US1.65 billion,† the litigation may yield significant profits, and will most likely result in at least partial compensation of company’s damages, since the company’s domain name, www.utube.com, has been established earlier than that of YouTube. In addition, the results of similar case involving the domain name,www.delta.com, seem to point out to the great likelih ood of at least partial compensation. Therefore, the company should pursue legal action against the owner of YouTube. Advantages Stemming Out of the Given Problem There are two major ways in which Universal Tube can capitalize on the confusion created by YouTube visitors: advertisement and diversification. Revenue from advertisement can become a second form of income for Universal Tube. Taking into account the fact that Universal Tube â€Å"has about $12 million in annual sales† (DuBrin, 2009, p.508), it is clear that the revenue from advertisement cannot become the company’s main source of income. However, the revenue from advertisement can supplement the company’s main source of income. Thus, Parmy Olson, â€Å"London Bureau Chief at Forbes.com† (Forbes 2011), writes that â€Å"one wonders if it might have been worth finding the extra cash to sustain utube.com, considering most online advertisers would likely come stampeding at the sound of 68 million hits a month (Olson, 2006).† Another windfall, which stems from the above one and can be likewise taken advantage of, is the company’s diversification, which seems to have been already spurred without any costs. Thus, the company will need to take very few steps in order to capitalize on its benefits. Moreover, there is a wide variety of noted economists who support an idea of diversification. Three of them, Sam Kirschner, Eldon Mayer, and Lee Kessler, have co-authored a highly acclaimed book called The Investor’s Guide to Hedge Funds (2006), in which they write that â€Å"diversification†¦. is at the heart of Modern Portfolio Theory (MPT) and drives contemporary portfolio construction and optimization† (p.16). Moreover, the Markowitz model, which lies at the core of MPT and for which its authors have received the Nobel Prize, â€Å"establishes that the risk of a portfolio is lower than the average of the risks of each asset taken individually and gi ves quantitative evidence of the contribution of diversificaton† (Amenc and Le Sourd, 2003 p.77). The theoretical economists, however, are not the only ones who believe in the benefits of diversification. The vast majority of companies believe in the benefits of diversification too. Thus, Gary E. Clayton, a noted economist who has taught economics at various colleges and universities, writes in his economics textbook, Economics: Principles and Practices (1999), that â€Å"firms believe that if they do not ‘put all their eggs in one basket,’ their overall sales will be protected† (p.65). It is indeed true. In our case, the diversification has been virtually effectuated. Thus, our firm can save on the costs. It is especially easy with Google AdSense, which, according to its official website â€Å"is a free program that empowers online publishers to earn revenue by displaying relevant ads on a wide variety of online content†(Google). Thus, it is free an d can be easily utilized without any major investments. It’s additonal advantage is that it is widely used and thus seems to be reliable. Indeed, Ross Walker, â€Å"an assistant research professor with the San Diego Supercomputer Center (SDSC) at UC San Diego†(San Diego Supercomputer Center, 2011), writes on his personal website that â€Å"Google AdSense is the current leader in content-sensitive web-based marketing† (Walker, 2010). However, Google AdSense is not the only program that allows to earn revenue by means of displaying ads on one’s website. There are many different alternative programs, some of which include AdBrite, Bidvertiser, Chitika, Infolinks, Pocket Cents, and Dynamic Oxygen. After having examined their relative benefits, however, I have come to conclusion that the most competitive online advertising solution next to Google AdSense is AdBrite, because it alllows â€Å"to monetize all traffic to your site, not just traffic that clicks on your ads†¦. and has more relaxed terms and conditions than Adsense† (Walker, 2010). Thus, it would be beneficial to try both AdSense and AdBrite. What is especially important to note about this type of revenue is that it is not correlated to company’s main source of revenue – â€Å"used machines that make tubes† (DuBrin, 2009, p.508). Thus, it can increase the company’s borrowing power. It is especially evident when one considers the opinion of â€Å"Diamond (1984), who has forcefully argued that diversification may bring substantial incentive benefits when projects are independent†¦ † by letting â€Å"the borrower†¦ cross-pledge the incomes of various projects† (Tirole, 2006, p.158). However, this type of revenue is not a necessary consequence of just having the website running. While all of the above solutions and their beneficial effects might be easy to reach, their implementation can be tricky. Thus, it is necessar y to understant exactly how the web advertisement business will be integrated into the old business. It migh be even necessary to rethink the whole business model and Internet strategy. What is especially important to understand is the branding aspect of it, as â€Å"being everything to everybody in the digital economy is fruitless (Kha, 2000,.p.42)†. Thus, it would be necessary to identify a certain niche of companies that would be interested in cooperation. Hazards of E-commerce Before going into the discussion of e-commerce hazards, as those are related to given problem, it is imporant to note that e-commerce has in many ways become an indelible part of our everyday life. Not only we go to Web for news and other pieces of information, be it stock quotes or news, but we also go to Web for such essential things as bank statements. This shows that no matter how dangerous e-commerce is, it is still the future, or at least so the statistics show, as†Goldman Sachs’ estimate of the total value of e-commerce in 2004 was $3.48 Trillion† (Lincolnshire Chamber of Commerce, 2007). Another statistical indicator of the same trend is that â€Å"according to Shop.org, retails sales in general are growing about 3 percent per year, where online growth is in double digits† (DuBrin, 2009, p.493). Thus, overall, the data seems to support the opinion of Effy Oz, former â€Å"Professor of Management Science and Information Systems at the Pennsylvania State University† (Penn State Great Valley School of Graduate Professional Studies, 2008), who wrote that â€Å"Web technologies have been integrated into the business world to a degree that makes it difficult at times to realize which activites take place inside the organization and which involve information flowing from other places through the Internet. We have become so accustomed to the integration of the Web into our daily activities, especially the commercial ones, that the lines betwee n commerce and e-commerce have been blurred† ( p.301).† It is also important to note that â€Å"virtually every large industrial firm has its own Web site,† (DuBrin, 2009, p.496) from which it is reaping enormous benefits. Therefore, Universal Tube Rollform Equipment Corporation should keep its website, no matter what the costs are and no matter whether the company can keeps its current domain name or not. Another important aspect of this case that should be mentioned before embarking onto the description of hazards of e-commerce, is that the complexity of given case stems out of the limitations of current legal system. Indeed, Jacqueline D. Lipton, â€Å"Professor of Law at Case Western Reserve University School of Law† (DePaul University College of Law, 2009), wrote that it â€Å"raises questions as to how effectively current laws and policies deal with situations where two different companies assert similar interests in one or more domain names.† (2008, p.510). This case is not the new one, however, so one should look at previous case in order to come to better solutions for the given case. Indeed, â€Å"there have been many examples since the inception of the domain name system where several parties with legitimate claims to similar trademarks have battled for corresponding domain names, such as delta.com† (Lipton, 2008, p.510). Now that we know the context of this case, it is time to consider the hazards of e-commerce as those are related to this case One of the hazard’s of e-commerce that this case shows is that of the â€Å"increased demands placed on managers† (DuBrin, 2009, p.482). While it may seem like something else than â€Å"hazard†, it really is a hazard in that it threatens to destroy the firm’s credibility in case the management does not find a proper solution. Thus, this hazard tests managers’ ability to adapt, which is a wider reflection of the fact that â€Å"infor mation technology itself changes so rapidly that managers must adapt themselves to the changes† (DuBrin, 2009, p.482). Another hazard of e-commerce that this case shows is that of the â€Å"deterioration of customer service† (DuBrin, 2009, p.491). Thus, some people, having typed â€Å"you† instead of â€Å"u†, got to the wrong website and were very baffled to find something completely else. Even though it might seem to be a problem caused by the customer, at least in that it has stemmed out of his or her inattention, it really is not the issue here, because in the marketplace the customer is king. No wonder then that â€Å"an extensive investigation into self-service technologies uncovered several areas of customer discontent† (DuBrin, 2009, p.491). This seems to point out yet another hazard of e-commerce. Yet another hazard of e-commers stems from of the previous one: â€Å"dealing with baffled consumers† (DuBrin, 2009, p.491). It is a hazar d in that it can lead to the loss of potential clients and/or current customers, in case the baffled customers are not taken care of and their problems solved. Conclusion It is clear that the windfalls of given case significantly outweigh the problems associated with it. The ways for utilizing those windfalls are indicated in the list of recommendations. List of Recommendations (in the order of steps decreasing urgency): Emailing customers companie’s apology and explanation of the situation Establishment of temporary website for selected customers Hiring additional call center personnel Diversification via online advertisement Interviews to mass media Initiation of litigation against the owner of YouTube Sale of original domain name. Reference List Amenc, Noel and Le Sourd, Veronique. (2003). Portfolio theory and performance analysis. Chichester, John Wiley Sons. Clayton, Gary E. (1999) Economics: principles and practices.Westerville, Glencoe/McGraw-Hill. DePaul University College of Law. (2009). Jacqueline D. Lipton. Available from: http://www.law.depaul.edu/centers_institutes/ciplit/niro_symposium_09/lipton.asp . DuBrin, A. (2009) Essentials of management. USA, South-Western Cengage Learning. Forbes. (2011) Available from: http://www.forbes.com/fdc/bios/new/parmyolson.html . Google. Google AdSense. www.google.com/adsense . Lincolnshire Chamber of Commerce. E-Commerce – Business to Consumer (B2C) Business to Business (B2B). Available from: http://www.lincs-chamber.co.uk/images/stories/E-Commerce%20-%20Business%20to%20Consumer%20_B2C_%20%20Business%20to%20Busine.pdf . Kirschne, Sam et al. (2006) The investor’s guide to hedge funds. Hoboken, John Wiley Sons. Kha, Le. (2000). Critical Success Factors for Business-to-Consumer E-business: Lessons from Amazon and Dell. Massachusetts Institute of Technology Libraries [online] Available from: http://dspace.mit.edu/bitstream/handle/1721.1/28223/45745438.pdf?sequence%5Cu003d1 . Lipton, Jacquel ine D. (2008) A Winning Solution for Youtube and Utube? Corresponding Trademarks and Domain Name Sharing. Harvard Journal of Law Technology[online]. Volume 21, Number 2 Spring 2008. Available from: http://jolt.law.harvard.edu/articles/pdf/v21/21HarvJLTech509.pdf . Olson, Parmy. (2006) UTube Vs. YouTube: It Gets Ugly. Forbes[online]. Available from: http://www.forbes.com/2006/11/02/youtube-utube-google-legal-cx_po_1102markets06.html . Penn State Great Valley School of Graduate Professional Studies. (2008) Effy Oz. Available from: http://galletta.business.pitt.edu/tributes/EffyOz.html . Tirole, Jean. (2006) The theory of corporate finance. Princeton, Princeton University Press. San Diego Supercomputer Center. (2011) Ross Walker wins Outstanding Junior Faculty Award. Available from: http://www.sdsc.edu/News%20Items/PR033011_rwalker.html . Walker, Ross. (2010) The Top 10 Alternatives to Google Adsense. Available from: http://www.rosswalker.co.uk/adsense_top10/ . West, Lena. (2008) Surv ey Says†¦Online Feedback Key to Success. Ecommerce-guide.com [online} Available from: http://www.ecommerce-guide.com/resources/article.php/3632576/Survey-SaysOnline-Feedback-Key-to-Success.htm . This report on Management Report on E-Commerce Issues. was written and submitted by user Braxton House to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Ancestry of Camilla Parker-Bowles

Ancestry of Camilla Parker-Bowles The second wife of Britains Prince Charles, Camilla Parker Bowles was born Camilla Shand in London, England in 1947. She met Prince Charles at Windsor Great Park in the early seventies. Believing he would never propose, however, she married Army officer Andrew Parker Bowles with whom she had two children, Tom, born in 1975 and Laura, born in 1979. Her marriage to Andrew ended in divorce in January 1995. Interesting Facts One of the most famous individuals in Camillas family tree is her great-grandmother, Alice Frederica Edmonstone Keppel, royal mistress to King Edward VII from 1898 until his death in 1910. Madonna shares a distant relationship with Camilla Parker Bowles through Zacharie Cloutier (1617-1708), while Celine Dion shares descent with Camilla from Jean Guyon (1619-1694). Camilla Parker-Bowles Family Tree This family tree is explained using an  Ahnentafel chart,  a standard numbering scheme which makes it easy to see at a glance how a specific ancestor is related to the root individual, as well as easily navigate between generations of a family. First Generation: 1. Camilla Rosemary SHAND was born on 17 Jul 1947 in Kings College Hospital, London.  She married Brigadier Andrew Henry PARKER-BOWLES (b. 27 Dec 1939) at The Guards Chapel, Wellington Barracks, on 4 July 1973. Their marriage ended in divorce in 1996.1 Second Generation: 2. Major Bruce Middleton Hope SHAND was born on 22 Jan 1917.2  Major Bruce Middleton Hope SHAND and Rosalind Maud CUBITT were married on 2 Jan 1946 in St. Pauls Knightsbridge.3 3. Rosalind Maud CUBITT was born on 11 Aug 1921 in 16 Grosvenor Street, London.  She died in 1994.3 Major Bruce Middleton Hope SHAND and Rosalind Maud CUBITT had the following children:4 1 i. Camilla Rosemary SHANDii. Sonia Annabel SHAND was born on 2 Feb 1949.iii. Mark Roland SHAND was born on 28 Jun 1951 and died on 23 Apr 2014. Third Generation: 4. Philip Morton SHAND was born on 21 Jan 1888 in Kensington.5 He died on 30 Apr 1960 in Lyon, France. Philip Morton SHAND and Edith Marguerite HARRINGTON were married on 22 Apr 1916.6 They were divorced in 1920. 5. Edith Marguerite HARRINGTON was born on 14 Jun 1893 in Fulham, London.7 Philip Morton SHAND and Edith Marguerite HARRINGTON had the following children: 2 i. Major Bruce Middleton Hope SHANDii. Elspeth Rosamund Morton SHAND 6. Roland Calvert CUBITT, 3rd Baron Ashcombe, was born on 26 Jan 1899 in London and  died on 28 Oct 1962 in Dorking, Surrey.  Roland Calvert CUBITT and Sonia Rosemary KEPPEL were married on 16 Nov 1920 in Guards Chapel, Wellington Barracks, St. George Hanover Square.8 They were divorced in Jul 1947. 7. Sonia Rosemary KEPPEL was born on 24 May 1900.9  She died on 16 Aug 1986. Roland Calvert CUBITT and Sonia Rosemary KEPPEL had the following children: 3 i. Rosalind Maud CUBITTii. Henry Edward CUBITT was born on 31 Mar 1924.iii. Jeremy John CUBITT was born on 7 May 1927.  He died on 12 Jan 1958. Fourth Generation: 8. Alexander Faulkner SHAND was born on 20 May 1858 in Bayswater, London.10 He died on 6 Jan 1936 in Edwardes Place, Kensington, London. Alexander Faulkner SHAND and Augusta Mary COATES were married on 22 Mar 1887 in St. George, Hanover Square, London.11 9. Augusta Mary COATES was born on 16 May 1859 in Bath, Somerset.12 Alexander Faulkner SHAND and Augusta Mary COATES had the following children: 4 i. Philip Morton SHAND 10. George Woods HARRINGTON was born on 11 Nov 1865 in Kensington.13 George Woods HARRINGTON and Alice Edith STILLMAN were married on 4 Aug 1889 in St. Lukes, Paddington.14 11. Alice Edith STILLMAN was born about 1866 in Notting Hill, London.15 George Woods HARRINGTON and Alice Edith STILLMAN had the following children: i. Cyril G. HARRINGTON was born about 1890 in Parsons Green.5 ii. Edith Marguerite HARRINGTON 12. Henry CUBITT, 2nd Baron Ashcombe was born on 14 Mar 1867. He died on 27 Oct 1947 in Dorking, Surrey. Henry CUBITT and Maud Marianne CALVERT were married on 21 Aug 1890 in Ockley, Surrey, England. 13. Maud Marianne CALVERT was born in 1865 in Charlton, near Woolwich, England. She died on 7 Mar 1945. Henry CUBITT and Maud Marianne CALVERT had the following children: i. Captain Henry Archibald CUBITT was born on 3 Jan 1892.  He died on 15 Sep 1916.ii. Lieutenant Alick George CUBITT was born on 16 Jan 1894.  He died on 24 Nov 1917.iii. Lieutenant William Hugh CUBITT was born on 30 May 1896.  He died on 24 Mar 1918.6 iv. Roland Calvert CUBITT, 3rd Baron Ashcombev. Archibald Edward CUBITT was born on 16 Jan 1901.  He died on 13 Feb 1972.vi. Charles Guy CUBITT was born on 13 Feb 1903.  He died in 1979. 14. Lt. Col. George KEPPEL was born on 14 Oct 1865 and  died on 22 Nov 1947.16 Lt. Col. George KEPPEL and Alice Frederica EDMONSTONE were married on 1 Jun 1891 in St. George, Hanover Square, London.17 15. Alice Frederica EDMONSTONE was born in 1869 in Duntreath Castle, Loch Lomond, Scotland. She died on 11 Sep 1947 in Villa Bellosquardo, near Firenze, Italy. Lt. Col. George KEPPEL and Alice Frederica EDMONSTONE had the following children: i. Violet KEPPEL was born on 6 Jun 1894.  She died on 1 Mar 1970.7 ii. Sonia Rosemary KEPPEL

Case study analysis Essay Example | Topics and Well Written Essays - 1000 words - 6

Case study analysis - Essay Example Many foreign business people were encouraged to invest in Russia and a privatisation programme was introduced, as well. The economic reform policy led to high inflation rates in 1992 and the succeeding eight years. The national output fell by almost 20 per cent in 1992 leading to increased unemployment rate in the same year. There was a huge government deficit in 1992 rising from 1.5 per cent in the first quarter to 15 per cent in the last quarter. The economic growth rate slowed down in 1993 until 2000 where the economy almost realised full recovery. Inflation may refer to the general increase in prices of commodities in an economy. Following the introduction of the reform policy in 1991, Russian economy experienced a hyperinflation in 1992, which amounted to 1527 per cent. The reform critics argued that the Russian economy was very rigid to adopt the mixed economy system. They added that the increased rate of money supply of 600 per cent contributed to the increased inflation rates. When the government abolished the price controls, the monopoly producers hiked the prices of their products. The consumers, on the other hand, could not afford the goods sold at high prices and this lead to a huge decline in demand. The forces of foreign investors lead to some local producers escape the industry and, as a result, there were huge shortages of commodities in the market. Consequently, the decreased supply levels led to increased prices of commodities, such as food and clothing (Leitzel 213). The rate of inflation rose from less than 200 per cent in 1991 to more than 1400 per cent in 1992. In 1993, the inflation rate fall drastically to around 300 per cent and reduced gradually to a value below 10 per cent in 1997. Despite the financial crisis in 1998, the rate of inflation remained constant until 199 when it rose with a small per cent. Since 2000, the rate of inflation has remained below 15 per cent until 2008 (see the blue curve). The real GDP declined