DOCSLIB.ORG

A Study on the Web Portal Industry

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by KDI School Archives A STUDY ON THE WEB PORTAL INDUSTRY: By Chan-Soo Park THESIS Submitted to School of Public Policy and Management, KDI In partial fulfillment of the requirements for the degree of MASTER OF STRATEGY & GLOBAL MANAGEMENT Department of Strategy & International Management 2000 A STUDY ON THE WEB PORTAL INDUSTRY: By Chan-Soo Park THESIS Submitted to School of Public Policy and Management, KDI In partial fulfillment of the requirements for the degree of MASTER OF STRATEGY & GLOBAL MANAGEMENT Department of Strategy & International Management 2000 Professor Seung-Joo Lee 1 ABSTRACT A STUDY ON THE WEB PORTAL INDUSTRY By Chan –Soo Park A portal is a site on the Internet that provides a one-stop experience for Internet users, allowing them to check e-mail, search the Web, and get personalized news and stock quotes. Since 1998, the “portal” has been considered the most successful Internet business model. Portal sites have characteristics such as community facilitated by services, revenue that relies on advertising, a highly competitive market, heavy traffic, and an uncertain business. The world wide portal industry is like a battle zone for America’s top three, broad-based and vertical portals. The Web portal industry is dominated by the “top three portals,” which are AOL, Yahoo and MSN, and “vertical portals” such as Go Network and NBC. The broad-based portals --Lycos, Excite@home, AltaVista and Infoseek—do not lag far behind as major competitors. Many challenges face the three key players and broad-based portals. Their business models have risks of aggressive expansion (M&A), highly competitive markets, fluctuation of revenues, rapid technological developments, and limited operation history. To keep generating profit on the Internet, companies have to continue to develop and extend the portal brand, acquire competitive services or products and adapt quickly to these changes. I suggest that the successful portal sites should have the following key elements in order to effectively compete in the portal industry; building customer loyalty in the form of community, developing various services based on customer satisfaction, integrating services and e-commerce, obtaining enough subscribers, and localizing their content. 2 Copyright by Chan-Soo Park 2000 3 Acknowledgements I would like to acknowledge the help of several people who assisted me with my thesis. With their help, the overall quality of the thesis was greatly enhanced. First of all, I would like to thank my academic advisor, Prof. Seung- Joo Lee who gave me the opportunity to study at the School of Public Policy and Global Management, KDI. He has offered very productive advice on my studies throughout my academic career here for the past two and half years. I would also like to express my appreciation to my respected professor, Dean Gill-Chin Lim, for his constant encouragement during my 6-month study of e-business at Michigan State University in 2000, and for his support in the construction of the Web site One Million Jobs (www.omj.co.kr) last year. The KDI school has provided me with a clearer understanding regarding the “promise” of e-commerce. I have learned that the area of e-commerce is one in which the future holds great opportunity and prosperity. This was especially emphasized when I gave lectures about information technology to foreign students and elementary school teachers at the KDI school, and when I gave lectures about the Internet at Sogang University. Additional thanks to Dr. Steve Edwards of Dept. of Advertising, Dr. Bradley Shaw of Dept. of Marketing and Supply Chain Management and Director Michael Miller of Visiting International Professional Program at Michigan State University for providing productive advice on the research I conducted during my visit. I also would like to express my sincere appreciation to Mr. Sang-Woo Kim, CEO of the Internet Consulting Group for supporting me during my research time at MSU. Lastly, I thank my father, mother, brother and cousin, Nancy Park, for the patience and support. 4 TABLE OF CONTENTS I. Introduction 1. Background and objective of the research 6 2. Organization of the research 7 3. Basic concepts of the Web portal industry 8 II. Overview of the Portal Industry 1. U.S 15 2. Europe 17 3. Asia 19 4. Korea 21 III. Strategy and Performance of Key Players 1. AOL 25 2. YAHOO! 28 3. MSN 32 4. NBC Internet 35 IV. Strategic Options and Key Success Factors of Portals 1. Industry scenarios 38 2. Key Issues and Strategic options 40 3. Key success factors of Portal business model 45 V. Conclusion 1. Summary of key findings 50 2. Managerial implications 52 3. Future research agenda 53 5 I. Introduction 1. Background and Objective of the Research 1.1 Background of the research The word “portal” has become as much a part of the Internet’s vocabulary as the word “Web.” One of the big issues from 1994 to 1997 was the “Browser War” between Netscape and Microsoft. However, after 1998, companies began to take interest in how to develop the “Portal” to cause more visitors to spend more time at the site. According to Media Metrix, a media research company that provides monthly traffic rates (the number of visitors who access Web sites) for Web sites, 1 portals dominate the highest ranking sites in the top 10 sites. Since traffic rate is the most important criteria to measure a successful Internet model, a “portal” must be the most successful Internet model. But the portal business model has not been defined clearly so far. Portals contain a wide variety of content in the form of news, information, links and many services, such as ordering flowers, books, and CDs or free e-mail and Web space. As locating desired material on the Internet continues to become more difficult, the value of fast, reliable and simple-to-use portals increases as well. The portals business is a highly competitive industry. The market for Internet products and services is also highly competitive. There are no substantial barriers for entry into these markets. As a result, competition will continue to intensify in the portal industry. 1.2 Objective of the Study The objective of this study is to define the successful portal business model and 1 Media Metrix, February 2000 6 suggest the future challenges and strategic options of key portal. Additionally, this research will suggest five key success factors for future portal businesses. Most Web companies promote their sites as Web portals to attract and keep a large audience. But the concept of the portal business model is unclear. This research will define the portal business model and suggest key factors that will contribute to the success of the portal industry in the future. Currently, the portal industry is like a desert shrouded in smoke from artillery fire. The leaders in the portal industry are AOL, Yahoo and MSN. The second group of portal industries are broad based-portals--including Lycos,Excite@home, AltaVista and Infoseek --and vertical portals. These sites are in hot pursuit of Yahoo, AOL and MSN. This research will describe the key success factors and future challenges of the top three and other major players in the portal industry. Additionally, this study suggests strategic options for both implementing business strategies based on heavy traffic rates as opportunity factors, as well as for satisfying erratic users’ wants and needs. 2. Organization of the Research This research is organized into the following four parts. Introduction and basic concepts of the Web portal industry In basic concepts of the Web portal industry, this research defines the “portal” and “vertical” business model. Overview of the portal industry The overview of the Web portal industry consists of U.S, Europe and Asian industries, including Korea. This research scrutinizes industry overview, market size and key players in the U.S, Europe and Asia. Strategy and performance of key players This research describes strategies and performance of key players who are dominating the portal industry. 7 Portal strategic options and key success factors Key issues and strategic options are divided into the following parts: -. Industry scenario -. Key issues and strategic options -. Key success factors of the portal business model The industry scenario will be focused on future challenges in the portal business. The concluding chapter consists of the following parts. -. Summary of key findings -. Managerial implications -. Future research agenda 3. Basic Concepts of the Portal Industry 3.1 Definition of the portal 3.1.1 Concept of the “portal” “Portal” is a new term, generally synonymous with “gateway”, for a World Wide Web site that is or proposes to be a major starting site for users when once they are connected to the Internet. Additionally, “portal” refers to a site that users tend to visit as an anchor site.2 Portal models are in actually nothing new to the Web. These entry sites have been in existence for quite some time. AOL and CompuServe in the United States, T-Online in Germany, and Ireland Online in Ireland, for example, have offered first generation portals for years. Second generation portals are search engines such as Yahoo Excite and Infoseek that have begun to offer services in addition to being a directory or search engine. Most Web portals were initially created as search engines. Search engines are computer programs that allow users to type in a keyword and then direct them 2 whatis.com. Terminology definition. [online].Available:http://www.whatis.com (accessed Feb.2000) 8 to a list of Web pages that match that keyword. Even when a person follows the directions precisely, search engines do not work that well.
Recommended publications
  • 5 the Da Vinci Code Dan Brown

    5 the Da Vinci Code Dan Brown

    The Da Vinci Code By: Dan Brown ISBN: 0767905342 See detail of this book on Amazon.com Book served by AMAZON NOIR (www.amazon-noir.com) project by: PAOLO CIRIO paolocirio.net UBERMORGEN.COM ubermorgen.com ALESSANDRO LUDOVICO neural.it Page 1 CONTENTS Preface to the Paperback Edition vii Introduction xi PART I THE GREAT WAVES OF AMERICAN WEALTH ONE The Eighteenth and Nineteenth Centuries: From Privateersmen to Robber Barons TWO Serious Money: The Three Twentieth-Century Wealth Explosions THREE Millennial Plutographics: American Fortunes 3 47 and Misfortunes at the Turn of the Century zoART II THE ORIGINS, EVOLUTIONS, AND ENGINES OF WEALTH: Government, Global Leadership, and Technology FOUR The World Is Our Oyster: The Transformation of Leading World Economic Powers 171 FIVE Friends in High Places: Government, Political Influence, and Wealth 201 six Technology and the Uncertain Foundations of Anglo-American Wealth 249 0 ix Page 2 Page 3 CHAPTER ONE THE EIGHTEENTH AND NINETEENTH CENTURIES: FROM PRIVATEERSMEN TO ROBBER BARONS The people who own the country ought to govern it. John Jay, first chief justice of the United States, 1787 Many of our rich men have not been content with equal protection and equal benefits , but have besought us to make them richer by act of Congress. -Andrew Jackson, veto of Second Bank charter extension, 1832 Corruption dominates the ballot-box, the Legislatures, the Congress and touches even the ermine of the bench. The fruits of the toil of millions are boldly stolen to build up colossal fortunes for a few, unprecedented in the history of mankind; and the possessors of these, in turn, despise the Republic and endanger liberty.
  • ANALYSIS of PROPOSED CONSENT ORDER to AID PUBLIC COMMENT I. Introduction the Federal Trade Commission (“Commission”) Has

    ANALYSIS of PROPOSED CONSENT ORDER to AID PUBLIC COMMENT I. Introduction the Federal Trade Commission (“Commission”) Has

    ANALYSIS OF PROPOSED CONSENT ORDER TO AID PUBLIC COMMENT I. Introduction The Federal Trade Commission (“Commission”) has accepted for public comment from America Online, Inc. (“AOL”) and Time Warner Inc. (Time Warner”) (collectively “Proposed Respondents”) an Agreement Containing Consent Orders (“Proposed Consent Agreement”), including the Decision and Order (“Proposed Order”). The Proposed Respondents have also reviewed a draft complaint. The Commission has now issued the complaint and an Order to Hold Separate (“Hold Separate Order”). The Proposed Consent Agreement intends to remedy the likely anticompetitive effects arising from the merger of AOL and Time Warner. II. The Parties and the Transaction AOL is the world's leading internet service provider (“ISP”), providing access to the internet for consumers and businesses. AOL operates two ISPs: America Online, with more than 25 million members; and CompuServe, with more than 2.8 million members. AOL also owns several leading Internet products including AOL Instant Messenger, ICQ, Digital City, MapQuest, and MoviePhone; the AOL.com and Netscape.com portals; the Netscape 6, Netscape Navigator and Communicator browsers; and Spinner.com and NullSoft’s Winamp, leaders in Internet music. Time Warner is the nation’s second largest cable television distributor, and one of the leading cable television network providers. Time Warner’s cable systems pass approximately 20.9 million homes and serve approximately 12.6 million cable television subscribers, or approximately 20% of U.S. cable television households. Time Warner, or its principally owned subsidiaries, owns leading cable television networks, such as HBO, Cinemax, CNN, TNT, TBS Superstation, Turner Classic Movies and Cartoon Network. Time Warner also owns, directly or through affiliated businesses, a wide conglomeration of entertainment or media businesses.
  • Adolescents, Virtual War, and the Government-Gaming Nexus

    Adolescents, Virtual War, and the Government-Gaming Nexus

    Florida State University Libraries Electronic Theses, Treatises and Dissertations The Graduate School 2012 Why We Still Fight: Adolescents, Virtual War, and the Government Gaming Nexus Margot A. Susca Follow this and additional works at the FSU Digital Library. For more information, please contact [email protected] THE FLORIDA STATE UNIVERSITY COLLEGE OF COMMUNICATION AND INFORMATION WHY WE STILL FIGHT: ADOLESCENTS, VIRTUAL WAR, AND THE GOVERNMENT- GAMING NEXUS By MARGOT A. SUSCA A dissertation submitted to the School of Communication in partial fulfillment of the requirements for the degree of Doctor of Philosophy. Degree Awarded: Spring Semester, 2012 Margot A. Susca defended this dissertation on February 29, 2012. The members of the supervisory committee were: Jennifer M. Proffitt Professor Directing Dissertation Ronald L. Mullis University Representative Stephen D. McDowell Committee Member Arthur A. Raney Committee Member The Graduate School has verified and approved the above-named committee members, and certifies that the dissertation has been approved in accordance with university requirements. ii For my mother iii ACKNOWLEDGEMENTS I would like to express my sincere appreciation to my major professor, Jennifer M. Proffitt, Ph.D., for her unending support, encouragement, and guidance throughout this process. I thank her for the endless hours of revision and counsel and for having chocolate in her office, where I spent more time than I would like to admit looking for words of inspiration and motivation. I also would like to thank my committee members, Stephen McDowell, Ph.D., Arthur Raney, Ph.D., and Ronald Mullis, Ph.D., who all offered valuable feedback and reassurance during these last two years.
  • Informa2on Retrieval

    Informa2on Retrieval

    Introducon to Informaon Retrieval Introducon to Informaon Retrieval Brief (non‐technical) history . Early keyword‐based engines ca. 1995‐1997 Introducon to . Altavista, Excite, Infoseek, Inktomi, Lycos Informaon Retrieval . Paid search ranking: Goto (morphed into Overture.com → Yahoo!) CS276 . Your search ranking depended on how much you Informaon Retrieval and Web Search paid Pandu Nayak and Prabhakar Raghavan . Aucon for keywords: casino was expensive! Lecture 15: Web search basics 2 Introducon to Informaon Retrieval Introducon to Informaon Retrieval Brief (non‐technical) history . 1998+: Link‐based ranking pioneered by Google . Blew away all early engines save Inktomi . Great user experience in search of a business model . Meanwhile Goto/Overture’s annual revenues were nearing $1 billion Paid . Result: Google added paid search “ads” to the side, Search Ads independent of search results . Yahoo followed suit, acquiring Overture (for paid placement) and Inktomi (for search) . 2005+: Google gains search share, dominang in Europe and very strong in North America . 2009: Yahoo! and Microso propose combined paid search offering Algorithmic results. 3 4 Introducon to Informaon Retrieval Sec. 19.4.1 Introducon to Informaon Retrieval Sec. 19.4.1 Web search basics User Needs . Need [Brod02, RL04] User . Informaonal – want to learn about something (~40% / 65%) . Navigaonal – want to go to that page (~25% / 15%) Web spider . Transaconal – want to do something (web‐mediated) (~35% / 20%) . Access a service . Downloads Search . Shop Indexer . Gray areas . Find a good hub . Exploratory search “see what’s there” The Web Indexes Ad indexes5 6 1 Introducon to Informaon Retrieval Introducon to Informaon Retrieval How far do people look for results? Users’ empirical evaluaon of results .
  • 1997 LETTER to SHAREHOLDERS (Reprinted from the 1997 Annual Report)

    1997 LETTER to SHAREHOLDERS (Reprinted from the 1997 Annual Report)

    1997 LETTER TO SHAREHOLDERS (Reprinted from the 1997 Annual Report) To our shareholders: Amazon.com passed many milestones in 1997: by year-end, we had served more than 1.5 million customers, yielding 838% revenue growth to $147.8 million, and extended our market leadership despite aggressive competitive entry. But this is Day 1 for the Internet and, if we execute well, for Amazon.com. Today, online commerce saves customers money and precious time. Tomorrow, through personalization, online commerce will accelerate the very process of discovery. Amazon.com uses the Internet to create real value for its customers and, by doing so, hopes to create an enduring franchise, even in established and large markets. We have a window of opportunity as larger players marshal the resources to pursue the online opportunity and as customers, new to purchasing online, are receptive to forming new relationships. The competitive landscape has continued to evolve at a fast pace. Many large players have moved online with credible offerings and have devoted substantial energy and resources to building awareness, traffic, and sales. Our goal is to move quickly to solidify and extend our current position while we begin to pursue the online commerce opportunities in other areas. We see substantial opportunity in the large markets we are targeting. This strategy is not without risk: it requires serious investment and crisp execution against established franchise leaders. It’s All About the Long Term We believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value will be a direct result of our ability to extend and solidify our current market leadership position.
  • Ebusiness: the Hope, the Hype, the Power, the Pain

    Ebusiness: the Hope, the Hype, the Power, the Pain

    eBusiness: The hope, the hype, the power, the pain Jack M. Wilson J. Erik Jonsson, ’22 Distinguished Professor of Physics, Engineering Science, Information Technology, and Management President and CEO, JackMWilson Inc. Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.com What is happening to the world? • A few questions that we hope to answer: – Why has your life been so crazy for last few years? – Why is your CEO feeling uneasy? – What is happening to the stock market? – What is the Internet Tsunami? – How can you survive it? – How can you profit from it? Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.com In the beginning • In the beginning there was the net. –Jack Wilson • The secret of success is changing the way you think. –Jack Welch • Folks, they say that if you want to be a leader, find a parade and get in front of it. –Jim Barksdale, CEO Netscape. • Nobody is more surprised than me by what has happened over the last four years. –Jeff Bezos, CEO of Amazon.com [Business Week] Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.com What’s happening? • Do you think the pace of change is accelerating? $3.5 Market Value of Tech Companies $3.0 Initial Development… 1967 $ Trillions $ $2.5 University Networks… 1981 Regional Networks (NYSERNET)… 1988 $2.0 Early ISP,s… 1992 World Wide Web… 1995 $1.5 $1.0 $0.5 $0.0 Incl. Int’l Tech Companies Copyright 1999-2000 by Jack M. Wilson -www.JackMWilson.comSource: Securities Data Company Changing the Face of Industry! Top 40 US-Traded Tech.
  • CONFIDENTIAL TW 3256902 Page 19 Of26

    CONFIDENTIAL TW 3256902 Page 19 Of26

    Page 18 of26 could allow the service provider to boost rates it charges companies for ads AOL, fearing it could be denied access to parts ofthe high-speed Internet market, is currently lobbying regulators to force AT&T Corp. and other cable providers to sell it access to cable data networks at wholesale prices. Microsoft Corp. last year took a $ 5 billion stake in AT&T to ensure it has a place in high-speed cable access. LANGUAGE: English LOAD-DATE: January 10,2000 XINHUA GENERAL NEWS SERVICE THE MATERIALS IN THE XINHUA FILE WERE COMPILED BY THE XINHUA NEWS AGENCY. THESE MATERIALS MAY NOT BE REPUBLISHED WITHOUT THE EXPRESS WRITTEN CONSENT OF THE XINHUA NEWS AGENCY. January 8, 2000, Saturday SECTION: WORLD NEWS LENGTH: 316 words HEADLINE: AOL Demonstrates Internet Service on TV DATELINE: LAS VEGAS, January 7 BODY: Internet giant America Online Inc. (AOL Friday showed a service that lets people use the Internet on their television sets at the ongoing 2000 Consumer Electronics Show (CES) here. The new service, called AOLTV, would be transmitted through cable set-top boxes made by Philips Electronics and Hughes Electronics Corp.'s Direct TV satellite television. "This is the biggest thing for us in 2000," said Carlos A. Silva Jr., vice president ofthe AOL devices division's product studio. "We are aiming on bringing the best ofAOL to the TV set." The new service, which will debut later this year, essentially allows you to surfthe Web with your TV. AOL's service will also allow its members to chat with "buddies," as well as send and receive e-mail.
  • “Jeff, What Does Day 2 Look Like?” That's a Question I Just Got at Our

    “Jeff, What Does Day 2 Look Like?” That's a Question I Just Got at Our

    “Jeff, what does Day 2 look like?” That’s a question I just got at our most recent all-hands meeting. I’ve been reminding people that it’s Day 1 for a couple of decades. I work in an Amazon building named Day 1, and when I moved buildings, I took the name with me. I spend time thinking about this topic. “Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.” To be sure, this kind of decline would happen in extreme slow motion. An established company might harvest Day 2 for decades, but the final result would still come. I’m interested in the question, how do you fend off Day 2? What are the techniques and tactics? How do you keep the vitality of Day 1, even inside a large organization? Such a question can’t have a simple answer. There will be many elements, multiple paths, and many traps. I don’t know the whole answer, but I may know bits of it. Here’s a starter pack of essentials for Day 1 defense: customer obsession, a skeptical view of proxies, the eager adoption of external trends, and high-velocity decision making. True Customer Obsession There are many ways to center a business. You can be competitor focused, you can be product focused, you can be technology focused, you can be business model focused, and there are more. But in my view, obsessive customer focus is by far the most protective of Day 1 vitality.
  • INSIDE MICROSOFT (Part 2) 2/7/04 2:30 PM

    INSIDE MICROSOFT (Part 2) 2/7/04 2:30 PM

    07/15/96 INSIDE MICROSOFT (Part 2) 2/7/04 2:30 PM INSIDE MICROSOFT (Part 2) The untold story of how the Internet forced Bill Gates to reverse course (Continued from Part 1) BABY STEPS. In one breakout group, Allard tangled with Russell Siegelman, who was heading Marvel, the code name for what's now the Microsoft Network online service. Allard argued that instead of being proprietary, Marvel should be based on Web standards. Siegelman held his ground--and won. It was a decision that would later cost millions to reverse. Still, Net progress was made: TCP/IP would be integrated into Win95 and Windows NT, the version of Windows that runs network-server computers. The sales team was told to use the Web to dispense marketing information. The applications group agreed to give Word, the word-processing program, the ability to create Web pages. Next, Gates jumped deeper into the process by devoting much of his April Think Week--a semiannual retreat--to the Internet. His Apr. 16 memo, ``Internet Strategy and Technical Goals,'' contained the first signs of a growing corporate commitment. ``We want to and will invest resources to be a leader in Internet support,'' wrote Gates. It was a first step, albeit a measured one. ``I don't think he knew how much to bet yet,'' says Allard. But board member David F. Marquardt did: He recalls that he was ``amazed'' that Microsoft was putting so little into the Net. ``They weren't in Silicon Valley. When you're here, you feel it all around you,'' says Marquardt, a general partner at Technology Venture Investors in Menlo Park, Calif.
  • The Complete Guide to Launching Your High-Tech Business

    The Complete Guide to Launching Your High-Tech Business

    Forward The complete Guide to launching your High-tech Business Inside you will find: ❒ Making your Fortune ❒ Launching your Start-up ❒ Business on the Internet ❒ Financial Management for Small Business ❒ Law for Small Business ❒ Marketing for Start-ups ❒ Sources of Help and Advice Philip Treleaven High-tech Start-up Guide © Philip Treleaven 1999 Forward ii Philip Treleaven1999 Preface This book is dedicated to young high-tech Entrepreneurs - especially students - to helping you become the next Richard Branson or Bill Gates. High-tech Start-ups are different. They are built on the idea of working like crazy for two to three years and then going public or selling out for a vast amount of money. In the United States, staring your own high-tech company is part of the American dream. Bill Gates of Microsoft, Michael Dell of Dell Computers, Marc Andreessen of Netscape, and Jerry Yang of Yahoo are role models who have become enormously wealthy at a very early age. They have also helped revitalise America. They have produced global products and services like Windows and Yahoo that have literally changed the world. And, more importantly, they have created jobs for millions of people. Opportunities abound in the Internet revolution and the coming digital media revolution of interactive television. This is not just an American dream, young people in Europe and Asia are also starting high-tech companies. It is a global competition for new ideas, money and jobs. Today, the 'job for life' and the 'student grant' are rapidly becoming history. So turning necessity into a virtue, more and more young people are starting high-tech companies and working their way through college.
  • Internet Debate Research Rich Edwards, Baylor University 2012

    Internet Debate Research Rich Edwards, Baylor University 2012

    Internet Debate Research Rich Edwards, Baylor University 2012 Terms Internet Provider: The commercial service used to establish a connection to the Internet. Examples of a service provider are America Online, Sprint, ATT, MSN, Road Runner, etc. Internet Browser: The software used to manipulate information on the Internet. The four major browsers in use are Chrome (the Google product), Mozilla Firefox (the successor to Netscape), Safari (the Apple product) and Internet Explorer (the Microsoft product). Each type of browser will give you access to the same group of search engines, which is the main thing you will care about. Firefox has one feature that other browsers lack: it can report to you the last revision date of a Web page (select “Page Info” from the top “Tools” menu to access this function). I teach debaters that a Web page may be dated from the last revision date if no other date is shown on the page; Internet Explorer, Chrome and Safari offer no way to know this date. URL: This stands for Universal Resource Locator. It is the http://www.baylor.edu etc. Internet Search Engine: The software used to search for information on the Internet. You will use the same group of search engines, regardless of which browser (Explorer, Firefox, Chrome, or Safari) you may be using. Examples of search engines are Google, Bing (formerly Microsoft Live), AllTheWeb, HotBot, Teoma, InfoSeek, Yahoo, Excite, LookSmart, and AltaVista. I have described the strengths and weaknesses of the various search engines in later paragraphs. My personal favorites are Google and Bing for policy debate research and the Yahoo Directory Search for Lincoln Douglas research.
  • Executive Excess 2000 Seventh Annual CEO Compensation Survey

    Executive Excess 2000 Seventh Annual CEO Compensation Survey

    Executive Excess 2000 Seventh Annual CEO Compensation Survey © 2000 The New Yorker Collection, William Hamilton, from cartoonbank.com. All Rights Reserved. Sarah Anderson and John Cavanagh of the Institute for Policy Studies Chuck Collins, Chris Hartman, and Felice Yeskel of United for a Fair Economy August 30, 2000 IPS The Institute for Policy Studies is an independent center for progressive research and education founded in Washington, DC in 1963. IPS scholar- activists are dedicated to providing politicians, journalists, academics and activists with exciting policy ideas that can make real change possible. United for a Fair Economy is a national, independent, non-partisan organiza- tion founded in 1994 to focus public attention and action on economic inequal- ity in the United States—and the implications of inequality on American life and labor. United for a Fair Economy provides educational resources, works with grassroots organizations and supports creative and legislative action to reduce inequality. © 2000 Institute for Policy Studies and United for a Fair Economy For additional copies of this report, send $5.00 plus $1.50 shipping and handling to: Executive Excess 2000 United for a Fair Economy 37 Temple Place, 2nd Floor Boston, MA 02111 Or, order with a Visa or MasterCard by calling toll free 1-877-564-6833. Institute for Policy Studies United for a Fair Economy 733 15th St. NW #1020 37 Temple Place, 2nd Floor Washington, DC 20005 Boston, MA 02111 Phone: 202-234-9382 Phone: 617-423-2148 Fax: 202-387-7915 Fax: 617-423-0191 Website: www.ips-dc.org Website: www.ufenet.org Email: [email protected] Executive Excess 2000 Seventh Annual CEO Compensation Survey Sarah Anderson and John Cavanagh of the Institute for Policy Studies Chuck Collins, Chris Hartman, and Felice Yeskel of United for a Fair Economy Research Assistance: Steven Friedman Stacie Garnett Jasmine Miller IPS Contents Key Findings .....................................................................................................