E-Conomy SEA Is a Multi-Year Research Program Launched by Google and Temasek in 2016
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Amazon.Com E-Tail Customer Fulfillment Networks Pioneer
Customer Fulfillment in the Digital Economy Amazon.com E-tail Customer Fulfillment Networks Pioneer “The logistics of distribution Scorecard are the iceberg below the 1 waterline of online bookselling.” B-web type • Aggregation (e-tail) /Agora —Jeff Bezos, (auctions, Zshops) hybrid model founder and CEO, Amazon.com KEY PARTICIPANTS “Ten years from now, no one Customers • Consumers and business buyers will remember whether Context providers • Amazon.com and online Amazon.com spent an extra merchants (Amazon.com $100,000 upgrading shipping associates, Zshops, auctions) from the West Coast to the East Content providers • Amazon.com and small online merchants (Amazon.com Coast. All that will matter is associates, Zshops, auctions) whether electronic commerce • Suppliers and b-web partners gave people a good or bad (publishers; producers [OEM]; distributors e.g. Ingram Micro, experience.”2 Baker & Taylor Books, and others) —David Risher, senior vice president for Commerce services • Amazon.com and merchants merchandising, Amazon.com participating in auctions and Zshops “This [the Amazon.com • Third party shippers (UPS & USPS) distribution warehouses and Infrastructure providers • Amazon.com Drop shippers such as Ingram CFN] is the fastest expansion of • • Technology providers such as distribution capacity in Oracle, Net Perceptions, and i2 peacetime history.”3 Technologies Third party shippers (UPS, USPS) —Jeff Bezos, • founder and CEO, Amazon.com Offering • The largest online e-tailer of books, music, videos, toys, and gifts • Recently expanded service offering to include auctions (March 1999) and Zshops (September 1999)—an aggregation of merchants on its Web site • Aspires to become a one-stop shop for merchandise on the Web CFN value proposition • “Earth’s largest selection” of merchandise at competitive prices, 360 Adelaide Street W, 4th Floor a validated product assortment, Toronto, Ontario. -
Form E – Testing Accommodations
THE STATE BAR OF CALIFORNIA CALIFORNIA BOARD OF LEGAL SPECIALIZATION/OFFICE OF ADMISSIONS 180 Howard Street • San Francisco, CA 94105-1639 • (415) 538-2300 845 S. Figueroa Street • Los Angeles, CA 90017-2515 • (213) 765-1500 FORM E TESTING ACCOMMODATIONS – PSYCHOLOGICAL DISABILITIES VERIFICATION All original documents must be filed with the Office of Admissions’ San Francisco Office. (Must be completed by the applicant; please type or print legibly) NOTICE TO APPLICANT: This section of this form is to be completed by you. The remainder of the form is to be completed by the qualified professional who is recommending testing accommodations for the Legal Specialist Examination for you on the basis of a psychological disability. Please read, complete, and sign below before submitting this form to the qualified professional for completion of the remainder of this form. Applicant’s Full Name: Bar Number: I give permission to the qualified professional completing this form to release the information requested on the form, and I request the release of any additional information regarding my disability or accommodations previously granted that may be requested by the California Board of Legal Specialization or consultant(s) of the California Board of Legal Specialization. Signature of Applicant Date NOTICE TO QUALIFIED PROFESSIONAL: The above-named person is requesting accommodations for the Legal Specialist Examination. All such requests must be supported by a comprehensive evaluation report from the qualified professional who conducted an individualized assessment of the applicant and is recommending accommodations for the examination on the basis of a psychological disability. The California Board of Legal Specialization also requires the qualified professional to complete this form. -
Masters of Mobile
MASTERS OF MOBILE APAC Report 2018 EXECUTIVE SUMMARY Consumers have high expectations of mobile sites, which play a critical role in their purchase decisions. 53% of them will abandon a mobile site that takes more than 3 seconds to load.1 In APAC, 60% of consumers conduct pre-purchase research on smartphones2. Google commissioned Accenture Interactive to benchmark the user experience of the highest-trafficked mobile sites in APAC. The research assessed over 720 mobile sites across three industries – financial services, retail and commerce, and travel – in 15 countries across Asia Pacific. The next steps for many sites in APAC are to go from good to great. Most sites achieved average to above-average scores, doing best on product pages and worst on speed. Monex Securities (JP), CaratLane (IN) and HK Express (HK) top their industries as mobile masters in the region. This report celebrates the top ten sites in each industry and showcases what they do as best practices. 1. Google Research, Webpagetest.org, sampled 11M global mWeb domains loaded using a globally representative 4G connection, Jan. 2018. 2. Google/Kantar TNS, “Path to Purchase Study”, March 2017, IN, AU, NZ, JP, KR, CN, TW, KR, SG, TH, VN, MY, ID, PH, Copyright © 2018 Google. Research provided by Accenture Interactive. All rights reserved. n=26,000+ respondents. MOBILE PLAYS A CRITICAL ROLE IN CONSUMERS’ PURCHASE DECISIONS Smartphones act as a catalyst for consumers to do research in the moment, which 60% 79% 55% often triggers a of APAC consumers do of APAC consumers will of APAC consumers visit to the store pre-purchase research still look for information who purchase online or a purchase online using a smartphone online, even at the point prefer to do it on of sale in store a smartphone1 1. -
Report of the Committee on the Future Economy (CFE)
Report of the Committee on the Future Economy Pioneers of the next generation A B CONTENTS Exchange of Letters with the Prime Minister ................................................................................... ii Executive Summary ............................................................................................................................. 1 Strategy 1: Deepen and diversify our international connections .................................................. 16 Strategy 2: Acquire and utilise deep skills ........................................................................................ 22 Strategy 3: Strengthen enterprise capabilities to innovate and scale up ................................... 28 Appendix 3.1: The role of manufacturing in Singapore’s economy ............................... 33 Strategy 4: Build strong digital capabilities ...................................................................................... 36 Strategy 5: Develop a vibrant and connected city of opportunity ................................................ 41 Strategy 6: Develop and implement Industry Transformation Maps (ITMs) ................................ 48 Appendix 6.1: List of ITM Clusters and Industries ............................................................ 53 Appendix 6.2: Logistics ITM ................................................................................................. 54 Appendix 6.3: Retail ITM ...................................................................................................... 56 -
How Should We Measure the Digital Economy? 2
Hutchins Center Working Paper #5 7 January 2020 How Should We Measure the Digital Economy? Erik Brynjolfsson MIT Initiative on the Digital Economy MIT Sloan School of Management Avinash Collis MIT Initiative on the Digital Economy MIT Sloan School of Management A BSTRACT Over the past 40 years, we’ve seen an explosion of digital goods and services: Google, Facebook, LinkedIn, Skype, Wikipedia, online courses, maps, messaging, music, and all the other apps on your smartphone. Because many internet services are free, they largely go uncounted in official measures of economic activity such as GDP and Productivity (which is simply GDP/hours worked). If we want to understand how the internet is contributing to our economy, we need better ways to measure free services like Facebook, Google and Wikipedia. We developed techniques with Felix Eggers of University of Groningen that allow us to estimate the internet’s contribution to the economy. Our research suggests that there has been a substantial increase in well-being that is missed by traditional metrics like GDP, or productivity. The authors did not receive financial support from any firm or person for this article or from any firm or person with a financial or political interest in this article. Neither is currently an officer, director, or board member of any organization with an interest in this article. ________________________________________________________________________ THIS PAPER IS ONLINE AT https://www.brookings.edu/research/how- should-we-measure-the-digital-economy 1. Introduction How much would we have to pay you to give up Google search for one month? $10? $100? $1,000? How about Wikipedia? Perhaps you don’t use Google or Wikipedia at all, and so your reply is $0. -
The Voice of Online Sellers — Singapore Introduction
The Voice of Online Sellers — Singapore Introduction Here at WorldFirst, we take great pleasure in helping online sellers grow their business. We like to think we do more than simply lower their currency exchange costs - we enable sellers to go global and we always feel part of their journey. In Q4 2017, we conducted the ‘Voice of Online Sellers’ survey, which was completed by people based in Singapore who are selling internationally through marketplaces like Amazon and eBay and platforms like Shopify. We had a great response to this campaign, where one lucky participant was drawn at random and won $5,000 to help grow their eCommerce business. We had three key objectives for this project: 1. Collect insights to share with other online sellers who are just starting out, or who are looking to grow their existing business 2. Better understand the challenges, motivations and successes of our clients 3. Help one participant grow their business A big thank you to all those who participated in the survey and congratulations to our lucky winner, Alvin, who sells on Amazon and through Shopify. We hope that you find this report useful in running and improving your eCommerce business. Peter Scully Country Manager WorldFirst Singapore Online Selling Trends Marketplaces & platforms Singapore-based sellers are using three household names to tap into the international eCommerce market. Amazon and eBay are the most popular choices for marketplace selling and Shopify was the clear leading platform for those building their own website to go global. Top primary platforms/marketplaces: Most popular secondary platforms/marketplaces: 1. -
Download?Doi=10.1.1.133.5901&Rep=Rep1&Type=Pdf Zarei, A
Volume 3, June 2020 ISSN: 2591 - 801X JALT J o g u n r i n h a c l a o Te f & Ap ng plied Learni Vol.3 No.1 (2020) Journal of Applied Learning & Teaching DOI: https://doi.org/10.37074/jalt.2020.3.1 Editor-in-Chief Jürgen Rudolph Editor-in-Chief Jürgen Rudolph, Kaplan Higher Education Singapore Associate Editors Joey Crawford, University of Tasmania Margarita Kefalaki, Communication Institute of Greece Nigel Starck, University of South Australia Shannon Tan, Kaplan Higher Education Singapore Eric Yeo Zhiwei, Kaplan Higher Education Singapore Editorial Board James Adonopoulos, Kaplan Business School, Australia Nelson Ang, Kaplan Higher Education Singapore William Baker, University of Tasmania, Australia Abhishek Bhati, James Cook University, Singapore Rob Burton, Griffith University, Australia Mike Christie, Kaplan Higher Education Singapore Joseph Crawford, University of Tasmania, Australia Ailson De Moraes, Royal Holloway, University of London, UK Fotini Diamantidaki, University College London, UK Michael D. Evans, Kaplan Higher Education Singapore Lucy Gill-Simmen, Royal Holloway, University of London, UK Matt Glowatz, University College Dublin, Ireland Lena Itangata, University of Portsmouth, UK Rhys Johnson, Kaplan Higher Education Singapore Margarita Kefalaki, Communication Institute of Greece Bashar Malkawi, University of Sharjah, United Arab Emirates Paola A. Magni, Murdoch University, Singapore Justin O’Brien, Royal Holloway, University of London, UK Orna O’Brien, University College Dublin, Ireland Can-Seng Ooi, University of Tasmania, -
E-Conomy SEA Is a Multi-Year Research Program Launched by Google and Temasek in 2016
1 2 Reference e-Conomy SEA is a multi-year research program launched by Google and Temasek in 2016. Bain & Company joined the program as lead research partnerin 2019. The research leverages Bain analysis, Google Trends, Temasek research, industry sources and expert interviews to shed light on the interneteconomy in Southeast Asia. The information included in this report is sourced as “Google, Temasek and Bain, e-Conomy SEA 2020” except from third parties specified otherwise. Disclaimer The information in this report is provided on an “as is” basis. This document was produced by Google, Temasek, Bain and other third parties involved as of the date of writing and are subject to change. It has been prepared solely for information purposes over a limited time period to provide a perspective on the market. Projected market and financial information, analyses and conclusions contained herein should not be construed as definitive forecasts or guarantees of future performance or results. Google, Temasek, Bain or any of their affiliates or any third party involved makes no representation or warranty, either expressed or implied, as to the accuracy or completeness of the information in the report and shall not be liable for any loss arising from the use hereof. Google does not endorse any of the financial analysis in this report. Google internal data was not used in the development of this report. 3 5th edition of e-Conomy SEA by Google, Temasek, Bain Southeast Asia’s Internet economy research program 2016 2017 2018 2019 2020 e-Conomy SEA e-Conomy -
Our Journey Has Just Begun
Temasek Review 2014 Review Temasek Our journey has just begun Temasek Review 2014 Our journey has just begun Cover: Sherlyn Lim on an outing with her sons, Amos and Dean, on Sentosa Island, Singapore. Our journey has just begun The world is fast changing around us. Populations urbanise, and life expectancies continue to rise. We are entering a new digital age – machines are increasingly smarter, and people ever more connected. Change brings unprecedented challenges – competing demands for finite resources, safe food and clean water; health care for an ageing population. Challenges spawn novel solutions – personalised medicine, digital currencies, and more. As investor, institution and steward, Temasek is ready to embrace the future with all that it brings. With each step, we forge a new path. At 40, our journey has just begun. TR2014_version_28 12.00pm 26 June 2014 Contents The Temasek Charter 4 Ten-year Performance Overview 6 Portfolio Highlights 8 From Our Chairman 10 Investor 16 Value since Inception 18 Total Shareholder Return 19 Investment Philosophy 20 Year in Review 24 Looking Ahead 26 Managing Risk 28 Institution 34 Our MERITT Values 36 Public Markers 37 Our Temasek Heartbeat 38 Financing Framework 42 Wealth Added 44 Remuneration Philosophy 45 Seeding Future Enterprises 48 Board of Directors 50 Senior Management 57 2 Temasek Review 2014 Contents Steward 60 Trusted Steward 62 Fostering Stewardship and Governance 67 Social Endowments & Community Engagement 68 Touching Lives 72 From Ideas to Solutions 74 Engaging Friends 75 Temasek International Panel 76 Temasek Advisory Panel 77 Group Financial Summary 78 Statement by Auditors 80 Statement by Directors 81 Group Financial Highlights 82 Group Income Statements 84 Group Balance Sheets 85 Group Cash Flow Statements 86 Group Statements of Changes in Equity 87 Major Investments 88 Contact Information 98 Temasek Portfolio at Inception 100 Explore Temasek Review 2014 at www.temasekreview.com.sg or scan the QR code 3 TR2014_version_28 12.00pm 26 June 2014 A journey of a thousand miles begins with a single step. -
Dsm Suite 2.0 Discover Our Digital Sales & Marketing Platform Aligned with Imda’S Digital Roadmap for Wholesale Trade
DSM SUITE 2.0 DISCOVER OUR DIGITAL SALES & MARKETING PLATFORM ALIGNED WITH IMDA’S DIGITAL ROADMAP FOR WHOLESALE TRADE Zooloo Information Systems Pte Ltd 1 CONTENTS Introduction | 3 Features & Benefits | 12 The Digital Transformation Journey | 4 Skills Upgrading | 27 What is DSM SUITE 2.0 | 5 Implementation Process | 28 Benefits of DSM SUITE 2.0 | 6 Industry Specific Implementation | 29 Benchmarking IMDA’s Go-Digital Roadmap | 7 DSM SUITE 2.0 – Use Case | 33 DSM SUITE 2.0 aligns with IMDA’s Technology Roadmap | 35 Go-Digital Roadmap for Wholesale Trade | 8 Contact Info | 39 DSM SUITE 2.0 Overview | 9 Zooloo Information Systems Pte Ltd 2 INTRODUCTION INVEST IN A DIGITAL SOLUTION WITH TRANSFORMATIVE POWER Digital transformation is a hot topic in business right now, That’s why Zooloo has been called in to put together a single especially after COVID-19. But businesses have been managing enterprise platform which has become such a key part of our information digitally for decades. What then is different? customer’s journey toward digital transformation. Businesses now realize that simply storing and transmitting Zooloo’s digital transformation solutions help our customers make information digitally will not enable the degree of agility, efficiency decisions, drive processes and serve their customers. For them, and effectiveness needed to thrive in an environment of constant digital transformation is a journey, not a destination. From cloud change and disruption. technology to mobile access to analytics; every decision our clients make helps propel them further toward their goal of Businesses also realise that their multiple, disconnected silos of becoming a more digital business. -
Online Transportation Price War: Indonesian Style
CORE Metadata, citation and similar papers at core.ac.uk Provided by Klaipeda University Open Journal Systems SAKTI HENDRA PRAMUDYA ONLINE TRANSPORTATION PRICE WAR: INDONESIAN STYLE ONLINE TRANSPORTATION PRICE WAR: INDONESIAN STYLE Sakti Hendra Pramudya1 Universitas Bina Nusantara (Indonesia), University of Pécs (Hungary) ABStrAct thanks to the brilliant innovation of the expanding online transportation companies, the Indonesian people are able to obtain an affor- dable means of transportation. this three major ride-sharing companies (Go-Jek, Grab, and Uber) provide services which not only limited to transportation service but also providing services for food delivery, courier service, and even shopping assistance by utili- zing gigantic armada of motorbikes and cars which owned by their ‘driver partners’. these companies are competing to gain market share by implementing the same strategy which is offering the lowest price. this paper would discuss the Indonesian online trans- portation price war by using price comparison analysis between three companies. the analysis revealed that Uber was the winner of the price war, however, their ‘lowest price strategy’ would lead to their downfall not only in Indonesia but in all of South East Asia. KEYWOrDS: online transportation companies, price war, Indonesia. JEL cODES: D40, O18, O33 DOI: http://dx.doi.org/10.15181/rfds.v29i3.2000 Introduction the idea of ride-hailing was unfamiliar to Indonesian people. Before the inception (and followed by the large adoption) of smartphone applications in Indonesia, the market of transportation service was to- tally different. the majority of middle to high income Indonesian urban dwellers at that time was using the conventional taxi as their second option of transportation after their personal car or motorbike. -
E-Commerce and Its Impact on Competition Policy and Law in Singapore
E-commerce and its impact on competition policy and law in Singapore A DotEcon study for the Competition Commission of Singapore Final Report – October 2015 DotEcon Ltd 17 Welbeck Street London W1G 9XJ www.dotecon.com Content Content 1 Introduction ................................................................................................................. 1 2 E-commerce activity in Singapore ............................................................................... 4 2.1 An introduction to e-commerce ........................................................................... 4 2.2 E-commerce adoption in Singapore ................................................................... 17 3 E-commerce and competition .................................................................................... 38 3.1 What changes with e-commerce? ...................................................................... 38 3.2 The impact of e-commerce on market boundaries ............................................. 59 3.3 The impact of e-commerce on market structure and competition ...................... 65 3.4 Vertical restraints ............................................................................................... 77 4 Implications of e-commerce for competition policy in Singapore .............................. 83 4.1 Defining a relevant market ................................................................................. 84 4.2 Assessing market power ...................................................................................