E-Commerce Business Models and Concepts
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A Resource Guide for Transitioning Your Class Online
A Resource Guide for Transitioning Your Class Online SPECIAL REPORT MAGNA PUBLICATIONS CONTENTS Education Initiatives: A Mashup of Emergency A Checklist for Moving Your Resources and Other Great Course Online 03 Tips 13 How Teaching Online Can Eight Steps for a Smoother Improve Your Face-to-Face Transition to Online Teaching 05 15 Classes Five Ways to Foster Seven Ways to Facilitate Creativity in Your Online Effective Online Discussions 07 Classroom 19 Online Discussions: Would Simple Animation for Your Changing the Environment Courses 09 23 Help? What Do Students Really Want from Online Instruc- 11 tors? Education Initiatives: A Mashup of Emergency Resources and Other Great Tips Faculty Focus n response to COVID-19, we’ve seen in- links to educational resources from all over the structors and universities from around the world. Iworld come together to compile numer- ous resources and lists. Although we’ve only 4. Mandy Berry: A Facebook Post on skimmed the surface, we believe the following Remote Teaching links provide insight on different perspectives A public Facebook post from Amanda Berry, that institutions and staff are currently go- an assistant professor of literature at American ing through. From transitioning to an online University. course to fostering a productive conversation with your students, these resources shed light 5. Resources for Disruptions on education initiatives we hope you find use- A list of resources compiled by Ollie Dreon ful during this time of uncertainty. on his blog pertaining to transitioning to online teaching and coping with education initiatives 1. Remote Teaching Strategies— during this time of disruption. -
Comércio Eletrônico
Comércio Eletrônico Aula 1 - Overview of Electronic Commerce Learning Objectives 1. Define electronic commerce (EC) and describe its various categories. 2. Describe and discuss the content and framework of EC. 3. Describe the major types of EC transactions. 4. Describe the drivers of EC. 5. Discuss the benefits of EC to individuals, organizations, and society. 6. Discuss social computing. 7. Describe social commerce and social software. 8. Understand the elements of the digital world. 9. Describe some EC business models. 10. List and describe the major limitations of EC. Case: Starbucks Electronic Commerce (EC) EC refers to using the Internet and other networks (e.g., intranets) to purchase, sell, transport, or trade data, goods, or services. e-Business • Narrow definition of EC: buying and selling transactions between business partners. • e-Business refers to a broader definition of EC: – buying and selling of goods and services – Servicing customers – collaborating with business partners, – delivering e-learning, – conducting electronic transactions within organizations. – Among others e-Business Note: some view e-business only as comprising those activities that do not involve buying or selling over the Internet, i.e., a complement of the narrowly defined EC. Major EC Concepts: Non-EC vs. Pure EC vs. Partial EC • EC three major activities: – ordering and payments, – order fulfilment, and – delivery to customers. • pure EC: all activities are digital, • non-EC: none are digital, • otherwise, we have partial EC. Major EC Concepts: Pure -
Defining the Digital Services Landscape for the Middle East
Defining the Digital Services landscape for the Middle East Defining the Digital Services landscape for the Middle East 1 2 Contents Defining the Digital Services landscape for the Middle East 4 The Digital Services landscape 6 Consumer needs landscape Digital Services landscape Digital ecosystem Digital capital Digital Services Maturity Cycle: Middle East 24 Investing in Digital Services in the Middle East 26 Defining the Digital Services landscape for the Middle East 3 Defining the Digital Services landscape for the Middle East The Middle East is one of the fastest growing emerging markets in the world. As the region becomes more digitally connected, demand for Digital Services and technologies is also becoming more prominent. With the digital economy still in its infancy, it is unclear which global advances in Digital Services and technologies will be adopted by the Middle East and which require local development. In this context, identifying how, where and with whom to work with in this market can be very challenging. In our effort to broaden the discussion, we have prepared this report to define the Digital Services landscape for the Middle East, to help the region’s digital community in understanding and navigating through this complex and ever-changing space. Eng. Ayman Al Bannaw Today, we are witnessing an unprecedented change in the technology, media, and Chairman & CEO telecommunications industries. These changes, driven mainly by consumers, are taking Noortel place at a pace that is causing confusion, disruption and forcing convergence. This has created massive opportunities for Digital Services in the region, which has in turn led to certain industry players entering the space in an incoherent manner, for fear of losing their market share or missing the opportunities at hand. -
Mobile Developer's Guide to the Galaxy
Don’t Panic MOBILE DEVELOPER’S GUIDE TO THE GALAXY U PD A TE D & EX TE ND 12th ED EDITION published by: Services and Tools for All Mobile Platforms Enough Software GmbH + Co. KG Sögestrasse 70 28195 Bremen Germany www.enough.de Please send your feedback, questions or sponsorship requests to: [email protected] Follow us on Twitter: @enoughsoftware 12th Edition February 2013 This Developer Guide is licensed under the Creative Commons Some Rights Reserved License. Editors: Marco Tabor (Enough Software) Julian Harty Izabella Balce Art Direction and Design by Andrej Balaz (Enough Software) Mobile Developer’s Guide Contents I Prologue 1 The Galaxy of Mobile: An Introduction 1 Topology: Form Factors and Usage Patterns 2 Star Formation: Creating a Mobile Service 6 The Universe of Mobile Operating Systems 12 About Time and Space 12 Lost in Space 14 Conceptional Design For Mobile 14 Capturing The Idea 16 Designing User Experience 22 Android 22 The Ecosystem 24 Prerequisites 25 Implementation 28 Testing 30 Building 30 Signing 31 Distribution 32 Monetization 34 BlackBerry Java Apps 34 The Ecosystem 35 Prerequisites 36 Implementation 38 Testing 39 Signing 39 Distribution 40 Learn More 42 BlackBerry 10 42 The Ecosystem 43 Development 51 Testing 51 Signing 52 Distribution 54 iOS 54 The Ecosystem 55 Technology Overview 57 Testing & Debugging 59 Learn More 62 Java ME (J2ME) 62 The Ecosystem 63 Prerequisites 64 Implementation 67 Testing 68 Porting 70 Signing 71 Distribution 72 Learn More 4 75 Windows Phone 75 The Ecosystem 76 Implementation 82 Testing -
Watch Instructions
INSTRUCTIONS AND CARE INDEX 1 CLEANING YOUR WATCH 2 RESIZING YOUR STRAP MESH BAND ADJUSTMENT SIZING A LINK STRAP 3 SETTING YOUR WATCH STANDARD MOVEMENT ONE HAND MULTIFUNCTION CHRONOGRAPH CHRONOGRAPH RESET 3 HAND DAY AND DATE SOLAR POWERED WORLD TIME/ALARM AUTOMATIC WATCH CARE SKAGEN suggests the following solutions for cleaning metal and crystal surfaces: 3:1 SOLUTION OF AMMONIA-BASED WINDOW CLEANER TO WATER OR 4:1 SOLUTION OF RUBBING ALCOHOL TO WATER *Do not use soap products, as soap will leave residue behind when dry. These suggested solutions will evaporate cleanly from metal and glass surfaces. TO CLEAN THE CASE AND CRYSTAL Moisten a soft cloth with one of the above solutions. Gently wipe the case and crystal clean. Be careful not to put too much stress on the crystal as you clean. Avoid immersing or soaking the case or crystal portion of the watch, regardless of water-resistance rating. TO CLEAN THE BAND OR STRAP METAL Dip a cotton swab into one of the above solutions and gently rub it on the unclean area of the band. For more intricate mesh bands, you may want to use a soft-bristle toothbrush or nailbrush. Be sure to cover the case of the watch during this process so as not to soak it. For stubborn dirt, you may want to take your watch in to the nearest SKAGEN location. SILICON, FELT AND CERAMIC Simply wipe the strap down with a damp, soft cloth. Avoid soaps and solvents as they may damage the material. LEATHER Simply wipe it clean with a damp cloth, using water only. -
Chapter 1. the Freemium Business Model
CHAPTER The Freemium Business Model 1 Commerce at a price point of $0 All business models are malleable thought structures, meant to be adapted and decisively employed to best achieve a specific product’s or service’s goals. This being understood, and for the purposes of this book, a broad and basic formal defi- nition of the freemium business model is described as follows: The freemium business model stipulates that a product’s basic functionality be given away for free, in an environment of very low or no marginal distribution and production costs that provides the potential for massive scale, with advanced func- tionality, premium access, and other product-specific benefits available for a fee. The freemium business model is an adaptation of a fairly common distribu- tion and monetization scheme used in software since the 1980s: the feature-limited software paradigm was when consumers saw most of the fundamental core com- ponents of a product released for free, with the product’s remaining functionality (such as saving progress or printing) becoming available only upon purchase, either in a one-time payment or through recurring subscription payments. The most basic point of difference between the freemium business model— freemium being a portmanteau of free and premium—and the feature-limited model is distribution: feature-limited software products were generally distributed on physical discs, whereas freemium products are almost exclusively distributed via the Internet. So the distribution speed and ultimate reach of feature-limited products were a function of the firm’s capacity to produce and ship tangible goods; no such restrictions limit the distribution of freemium products. -
The Use of Secrets in Marketing and Value Creation
Bentley University Scholars @ Bentley 2019 Dissertations and Theses 2019 The Use of Secrets in Marketing and Value Creation Ivan Fedorenko Follow this and additional works at: https://scholars.bentley.edu/etd_2019 Part of the Business Administration, Management, and Operations Commons, Marketing Commons, and the Organizational Behavior and Theory Commons @Copyright 2019 Ivan Fedorenko THE USE OF SECRETS IN MARKETING AND VALUE CREATION Ivan Fedorenko A dissertation submitted in partial fulfillment of the requirements for the degree of PhD in Business 2019 Program Authorized to offer degree: Marketing ProQuest Number:13883650 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. ProQuest 13883650 Published by ProQuest LLC ( 2019). Copyright of the Dissertation is held by the Author. All rights reserved. This work is protected against unauthorized copying under Title 17, United States Code Microform Edition © ProQuest LLC. ProQuest LLC. 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, MI 48106 - 1346 In presenting this dissertation in partial fulfillment of the requirements for the doctoral degree at Bentley University, I agree that the Library shall make its copies freely available for inspection. I further agree that extensive copying of the dissertation is allowable only for scholarly purposes, consistent with “fair use” as prescribed in the U.S. Copyright Law. Requests for copying or reproduction of this dissertation may be referred to ProQuest Information and Learning Author Relations Team at (800) 521-0600 ext. -
Transforming Your Saas Business
Transforming your SaaS business A strategic guide for optimizing business performance kpmg.com/SaaS Contents 2 Executive Summary 4 Background: Evolution of an Industry 11 Business Model Dynamics: A New Way of Doing Business 18 Business Drivers: Optimizing Performance for Success 39 Leading Practices: Critical Steps for Achieving Success 44 Appendix: Strategic Drivers: Formulae and Examples Featured Industry Contributors 1 Mark Hawkins, CFO, Salesforce.com 2 Neil Williams, CFO, Intuit 2 Steve Cakebread, CFO, Yext 5 Mark Culhane, CFO, Lithium Technologies 5 Bob L. Corey, CFO, CallidusCloud 7 Ron Gill, CFO, NetSuite 8 Mark Garrett, CFO, Adobe 9 Kevin Bandy, Chief Digital Officer, Cisco 13 R. Scott Herren, CFO, Autodesk 15 Mike Kourey, CFO, Medallia 16 Matt Quinn, CTO and EVP Products & Technology, TIBCO 21 Clyde Hosein, CFO, RingCentral © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Revolutionary changes in technologies have come in waves -- it brought us the mainframe, “the client-server and the cloud. From our experience, the cloud is exciting in that it enables us to help our customers connect with their customers in a whole new way. As the pioneer in Cloud SaaS offerings, we have witnessed disruption across industries and the globe as people embrace this dramatically improved technology. In 2015, the worldwide As a CFO, the big opportunity is how best to market for SaaS software support our respective companies in these application sales will be times of innovation and disruption, pivoting to new technology models and business models $33.4 billion in order to meet the modern day expectations with projections to grow and demands of customers and investors. -
Summary Report 2020 Awards, Winners, Comments
Independent Tests of Anti-Virus Software Summary Report 2020 Awards, winners, comments TEST PERIOD : 2020 LANGUAGE : ENGLISH LAST REVISION : 15TH JANUARY 2021 WWW.AV-COMPARATIVES.ORG Summary Report 2020 www.av-comparatives.org Content INTRODUCTION 3 MANAGEMENT SUMMARY 5 ANNUAL AWARDS 9 PRICING 16 USER EXPERIENCE REVIEW 18 AVAST FREE ANTIVIRUS 21 AVG ANTIVIRUS FREE 24 AVIRA ANTIVIRUS PRO 27 BITDEFENDER INTERNET SECURITY 30 ESET INTERNET SECURITY 34 F-SECURE SAFE 38 G DATA INTERNET SECURITY 41 K7 TOTAL SECURITY 45 KASPERSKY INTERNET SECURITY 48 MCAFEE TOTAL PROTECTION 52 MICROSOFT DEFENDER ANTIVIRUS 55 NORTONLIFELOCK NORTON 360 DELUXE 58 PANDA FREE ANTIVIRUS 61 TOTAL AV ANTIVIRUS PRO 64 TOTAL DEFENSE ESSENTIAL ANTI-VIRUS 67 TREND MICRO INTERNET SECURITY 70 VIPRE ADVANCED SECURITY 73 FEATURELIST COMES HERE 76 COPYRIGHT AND DISCLAIMER 77 2 Summary Report 2020 www.av-comparatives.org Introduction About AV-Comparatives We are an independent test lab, providing rigorous testing of security software products. We were founded in 2004 and are based in Innsbruck, Austria. AV-Comparatives is an ISO 9001:2015 certified organisation. We received the TÜV Austria certificate for our management system for the scope: “Independent Tests of Anti-Virus Software”. http://www.av-comparatives.org/iso-certification/ AV-Comparatives is the first certified EICAR Trusted IT-Security Lab http://www.av-comparatives.org/eicar-trusted-lab/ At the end of every year, AV-Comparatives releases a Summary Report to comment on the various consumer anti-virus products tested over the course of the year, and to highlight the high-scoring products of the different tests that took place over the twelve months. -
Finding the Right Fit for Your Payments Omnichannel Payments for Salesforce Commerce Cloud
Finding the right fit for your payments Omnichannel payments for Salesforce Commerce Cloud Adyen, the global payments technology company, has been Features a Salesforce Commerce Cloud partner since 2010, supporting Accept 250+ payment methods top retailers. Full PCI compliance coverage As a Commerce Cloud LINK Technology Partner, Adyen is fully Credit Card Installments certified and integrated into the Commerce Cloud Commerce Solution. With Adyen’s LINK cartridge, Commerce Cloud Credit Card 3D Secure merchants can easily integrate with the global Adyen platform, Order details linked to Adyen platform and turn on payments anywhere in the world. Our team of payments experts has years of experience supporting retailers Refund in the Adyen backoffice as they’ve expanded into new markets and optimized in existing ones. Adyen integration benefits Adyen works with these Salesforce Commerce Cloud retailers As the only payments company in both the United States and Europe to have an integration with Commerce Cloud's Digital Store Solution (DSS), we provide a true global omnichannel solution that is simple and easy to implement. We develop, maintain, and support our platform, which means that we provide you regular new features and a rapid response to questions, while cutting out the complication of third parties. www.adyen.com “When expanding internationally, in order to maximize your customer reach in local markets and optimize their payment experience, you need to offer the preferred payment methods….Our overall authorization rate improved by 20% since we started with Adyen.” Martijn van Egmond, ecommerce manager at O'Neill Commerce Cloud users that work with Adyen can take advantage of: • A/B test your pages to compare what’s working and what’s • Adyen’s updated LINK cartridge developed in partnership with not on your payment pages. -
2016 11 03 Intershop Communications AG
18 January 2017 Intershop Communications AG FIRST BERLIN Equity Research 18 Int Intershop Communications AG er RATING ADD GERMANY / Technology Reinitiation of Primary Exchange: Frankfurt PRICE TARGET €1.25 Bloomberg: ISH2 GR Coverage Return Potential 9.6% ISIN: DE000A0EPUH1 Risk Rating High RIDING THE B2B DIGITALISATION WAVE IN THE WHOLESALE SECTOR Karsten von Blumenthal, Tel. +49 (0)30 - 80 93 96 85 Intershop Communications AG is restructuring its operations to increase COMPANY PROFILE its efficiency, and regain growth momentum. The “Lighthouse 2020” plan Intershop is a leading independent provider of sets a 2020 revenue target of €50m at a 5% EBIT margin. I nvestments in omni-channel commerce solutions offering sales & marketing, a focus on t he wholesale sector, where digitalisation of high-performance packaged software for internet sales. The company also acts as a sales channels is a top priority, and a cooperation with Microsoft in the business process outsourcing provider, cloud business look set to increase revenues and margins from 2017E on. covering all aspects of online retailing. The We reinitiate coverage with an Add rating and a €1.25 price target. company has over 300 customers worldwide including HP, BMW, and Deutsche Telekom. Riding the B2B digitalisation wave in the wholesale sector Quick and professional digitalisation of sales channels is vital for wholesalers so that they can remain competitive and prevent themselves from being circumvented by MARKET DATA As of 1/17/2017 manufacturers’ own sale s channels. High scope for further digitalisation and Closing Price € 1.14 Intershop’s existing strong competitive position make the wholesale sector a Shares outstanding 31.68m natural focus for Intershop. -
Boston San Francisco Munich London
Internet & Digital Media Monthly August 2018 BOB LOCKWOOD JERRY DARKO Managing Director Senior Vice President +1.617.624.7010 +1.415.616.8002 [email protected] [email protected] BOSTON SAN FRANCISCO HARALD MAEHRLE LAURA MADDISON Managing Director Senior Vice President +49.892.323.7720 +44.203.798.5600 [email protected] [email protected] MUNICH LONDON INVESTMENT BANKING Raymond James & Associates, Inc. member New York Stock Exchange/SIPC. Internet & Digital Media Monthly TECHNOLOGY & SERVICES INVESTMENT BANKING GROUP OVERVIEW Deep & Experienced Tech Team Business Model Coverage Internet / Digital Media + More Than 75 Investment Banking Professionals Globally Software / SaaS + 11 Senior Equity Research Technology-Enabled Solutions Analysts Transaction Processing + 7 Equity Capital Markets Professionals Data / Information Services Systems | Semiconductors | Hardware + 8 Global Offices BPO / IT Services Extensive Transaction Experience Domain Coverage Vertical Coverage Accounting / Financial B2B + More than 160 M&A and private placement transactions with an Digital Media Communications aggregate deal value of exceeding $25 billion since 2012 E-Commerce Consumer HCM Education / Non-Profit + More than 100 public equities transactions raising more than Marketing Tech / Services Financial $10 billion since 2012 Supply Chain Real Estate . Internet Equity Research: Top-Ranked Research Team Covering 25+ Companies . Software / Other Equity Research: 4 Analysts Covering 40+ Companies RAYMOND JAMES / INVESTMENT BANKING OVERVIEW . Full-service firm with investment banking, equity research, institutional sales & trading and asset management – Founded in 1962; public since 1983 (NYSE: RJF) – $6.4 billion in FY 2017 revenue; equity market capitalization of approximately $14.0 billion – Stable and well-capitalized platform; over 110 consecutive quarters of profitability .