...library. This deters many new users from switching over to Songbird, because they fear losing their play count, “starred” songs, and stored metadata like lyrics and album information. Essentially all this information should be stored with the audio file itself, by making use of ID3 tags. iTunes, however, chooses to maintain this information both in its proprietary “itl” format, and as an XML file. To ease the transition for new users, Songbird should support importing from the user’s iTunes library. The other limitation of Songbird is that it can’t connect to, or use, songs from the Apple iTunes store. Many iTunes users have already purchased a lot of songs from the iTunes online store, and not being able to add or play this music in Songbird is a major drawback. In addition to the iTunes store, there are many other places for buying music online – the Amazon MP3 store, Rhapsody, and Jamendo to name...
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...MASTER 1 GE2 - GROUP 3 DA CUNHA Andreï DE QUEYLARD Claire PHILIPPE Benoit TZOTCHEV Mariano VENNEVAULT Charlène CASE STUDY Industry dynamics in the hi-fi sector Q1. Perform a SWOT analysis and use this to help think through the industry dynamics in the hi-fi sector. i. What are the opportunities and threats facing these specialist hi-fi firms? * Internal diagnotic | STRENGHTS | WEAKNESSES | Marketing criteria | Product | Sound system at highest quality | | Price | Prenium prices can be a proof of quality | Premium prices are only dedicated to a small segment of customers | Promotion | | High costs of advertising | Place | Prime location: factories are in UK which has a potential appeal compared to other countries. | | Functional criteria | Functionning | One factory with access to a chain of retailers. | Few good suppliers with specialist materials.HRM has to recruit skilled staff what is difficult. | Resources | Financial | | Low turnover (million vs billion for Phillips: £20bn) and profitability (less than 2 million) | Human | Highly skilled workforce.Ability to recruit key talent. | | Technological | Patents of previous technology.High R&D | | Which is a value perceived by the customers | High brand value= High pricesCustomers are faithful to one brand. | Their reputation is not enough developped | Competencies | | Expertise :Produce sound system of the highest qualityKnowledge of high quality production and...
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...MASTER 1 GE2 - GROUP 3 DA CUNHA Andreï DE QUEYLARD Claire PHILIPPE Benoit TZOTCHEV Mariano VENNEVAULT Charlène CASE STUDY Industry dynamics in the hi-fi sector Q1. Perform a SWOT analysis and use this to help think through the industry dynamics in the hi-fi sector. i. What are the opportunities and threats facing these specialist hi-fi firms? * Internal diagnotic | STRENGHTS | WEAKNESSES | Marketing criteria | Product | Sound system at highest quality | | Price | Prenium prices can be a proof of quality | Premium prices are only dedicated to a small segment of customers | Promotion | | High costs of advertising | Place | Prime location: factories are in UK which has a potential appeal compared to other countries. | | Functional criteria | Functionning | One factory with access to a chain of retailers. | Few good suppliers with specialist materials.HRM has to recruit skilled staff what is difficult. | Resources | Financial | | Low turnover (million vs billion for Phillips: £20bn) and profitability (less than 2 million) | Human | Highly skilled workforce.Ability to recruit key talent. | | Technological | Patents of previous technology.High R&D | | Which is a value perceived by the customers | High brand value= High pricesCustomers are faithful to one brand. | Their reputation is not enough developped | Competencies | | Expertise :Produce sound system of the highest qualityKnowledge of high quality production...
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...1. a. The firms for which Spotify’s new business model is a threat are traditional music outlets, like record stores and chain retailers with music sections, and even online retailers like iTunes. Even though record companies have also partnered with Spotify to distribute their music, it is possible that it will cannibalize their other channels of distribution, like brick and mortar retailers and even radio stations. Radio stations, too, will be drastically affected by an increase in the success of Spotify’s new business. While people listening to AM and FM radio, or even Internet radio stations, generate revenue for the radio stations by creating an advertising audience for local and national advertisers, Spotify’s success will certainly steal market share for broadcast listeners. Less obvious examples of businesses that might be affected are television stations, because an increase in control of music choice might increase music listenership and take away from television viewing. b. An example of this from history is how iTunes changed the music distribution model by making brick and mortar sales of music nearly obsolete. Record stores haven’t fared well in the 21st century because of the increase of sales in the iTunes store and other online retailers. c. There are barriers to entry for other firms using the same business concept, because they, too, must negotiate contracts with record labels and figure out a revenue model that pays for the cost of royalties...
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...Virtual Dressing Rooms: Try It On Arushi Microsoft [Pick the date] Arushi Srivastava Priyanka Singh FP Tech-II Proposal: The proposal is to study the concept of Virtual Fitting Rooms and understand the technologies involved in this concept. Introduction: Shopping for clothes online is an exercise in guesswork. Those jeans may seem perfect, but often as not, when they arrive, you try them on and they look terrible. It’s enough to keep a potential e-shopper from buying. E-fitting means "testing fit on the computer." Just as you have a fit session for a garment in real life, with a fit model and a design team, e-fit Simulator takes digital patterns and turns the pattern pieces into "virtual cloth" that can be sewn in the computer and tested on a 3D fit model, right in the software, showing you exactly how the garment is going to look before you sew a single real sample. Virtual dressing room is a relatively new concept which is slowly becoming more available on various fashion websites. Taking form in different ways, the virtual dressing room allows the at home shopper to virtually try on dresses and other fashions online. This allows the consumer to gauge if the style and the fit are an appropriate match before adding it to the virtual shopping cart of a web store. There are currently several different online virtual dressing rooms, but brick and mortar stores are also starting to use virtual technology in the physical dressing room. Technology Involved: ...
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...Object Oriented Approach to Virtual Grocery Shopping Object Oriented Approach to Virtual Grocery Shopping 2011 J.D. Yost, Matt Gauthier, Ray Manalo, Shaw Ryan VF, LLC 6/25/2011 2011 J.D. Yost, Matt Gauthier, Ray Manalo, Shaw Ryan VF, LLC 6/25/2011 | | | | | | Table of Contents Table of Figures 3 1. Introduction 3 2. Project Scope 3 2.1. Context Diagram 4 3. Overview of Solution 4 4. UML Diagrams 6 4.1. Virtual Foods Use Case Diagram 6 4.2. Virtual Foods System Sequence Diagrams 8 4.2.1. Create New Account 8 4.2.2. Create New Order 8 4.2.3. Process Payment 9 4.2.4. View Order 9 4.2.5. Fill Customer Order 10 4.2.6. Deliver Order 10 4.2.7. Check Order Status 11 4.2.8. Update Order Status 11 4.2.9. Access Customer Account 12 4.2.10. Delete Account 12 4.3. Virtual Foods Class Diagram 13 4.4. Virtual Foods State Diagram 14 4.4.1. Order Process 14 4.4.2. Ordering via Website 14 4.4.3. Customer Account Created 14 4.5. Virtual Foods Gen/Spec Diagram 15 4.6. Three Tier Diagram 16 4.7. Data Flow Diagram 16 4.8. Whole – Part Diagram 17 5. Java Programming Code 17 6. Summary 19 Table of Figures Figure 1 Context Diagram - Defining Scope 4 Figure 4.2 Use Case Diagram - Virtual Foods System 6 Figure 4.2.1 SSD - Create New Account 7 Figure 4.2.2 SSD - Create New Order 7 Figure 4.2.3 SSD - Process Payment 8 Figure 4.2.4 SSD - View Order 8 Figure 4.2.5 SSD -...
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...Online Shopping I) Introduction: Online shopping is a growing area of technology. Establishing a store on the Internet, allows for retailers to expand their market and reach out to consumers who may not otherwise visit the physical store. The convenience of online shopping is the main attraction for the consumers. Unique online payment systems offer easy and safe purchasing from other individuals. Electronic consumers exhibit different buying behaviors such as; cart abandonment. The benefits of shopping online also come with potential risks and dangers that consumers must be aware of. In the future, we can expect online stores to improve their technology tremendously, allowing for an easier and a more realistic shopping experience. II) Current Use: A company that wants to market their items online can establish an online store by developing a website. These stores usually consist of several department areas with the merchandize organized accordingly. The consumer may view the products’ picture, item details, materials, sizing, etc. If the consumer chooses to add the item to his or her virtual shopping cart, they are usually given the option to continue shopping or proceed to checkout. Once the consumer proceeds to checkout, the credit card transaction is completed and the item is prepared and shipped from the retailer to the consumer. Many physical retail stores have expanded their market by using the Internet. By having both a virtual store and a physical store...
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...University of La Verne Winter 2013 BUS 510: Management of Information Technology Group Project F&F Virtual Fitting Room of Tesco Instructor: Dr. Nazila Safavi Group members: ming-wei li Shunzi Jin Tzu-hao Huang Xia Fang Yan Lu Jan. 30, 2013 Table of Content Abstract 3 Introduction of Tesco 4 F&F 3D virtual fitting room system 5 * Introduction 5 * Features 5 * Operation 6 * Benefits & Shortcomings 7 System Improvement 11 * Technology 11 * Operation ...
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...Abstract Despite placing items in virtual shopping carts, online shoppers frequently abandon them —an issue that perplexes online retailers and has yet to be explained by scholars. Here, we identify key drivers to online cart abandonment and suggest cognitive and behavioral reasons for this non-buyer behavior. We show that the factors influencing consumer online search, consideration, and evaluation play a larger role in cart abandonment than factors at the purchase decision stage. In particular, many customers use online carts for entertainment or as a shopping research and organizational tool, which may induce them to buy at a later session or via another channel. Our framework extends theories of online buyer and non-buyer behavior while revealing new inhibitors to buying in the Internet era. The findings offer scholars a broad explanation of consumer motivations for cart aban- donment. For retailers, the authors provide suggestions to improve purchase conversion rates and multi-channel management. Keywords Online shopping cart abandonment . Online buyer behavior theory. E-tail .E-commerce To more fully understand buyer behavior, it is crucial to also examine consumer “non-buying” behavior. Non- buying behavior is especially apparent in an online retailing context, where many shoppers place items in their virtual shopping carts yet do not complete the purchase—thereby abandoning their cart. Known as virtual or online shopping cart abandonment, we define this behavior as...
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...Internet is only twenty years old, but it is already the key catalyst of the most extensive and fastest technological revolution in history.("Managing in virtual environment . Part 1. Becoming virtual," n.d.) It is the most extensive because over the past two decades its effects have touched practically every citizen in the world. And it is the fastest because its large-scale adoption is quicker than that of any earlier technology. ("Managing in virtual environment. Part 1. Becoming virtual," n.d.) To put this into perspective—it was 70 years after the invention of the airplane that 100 million people had traveled by air; it took 50 years after the invention of the telephone for 100 million people to use this form of communication. ("Managing in...
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...Asian Journal of Business Management 4(4): 359-366, 2012 ISSN: 2041-8752 © Maxwell Scientific Organization, 2012 Submitted: May 24, 2012 Accepted: June 21, 2012 Published: September 25, 2012 E-Marketing Development in Virtual Market-Space: A Strategic Perspective Hu Ya-Ping Department of Information Management, National Chung Cheng University, No.168, University Rd., Min-Hsiung Chia-Yi, Taiwan Abstract: The Internet gives a much wider choice of products, services and prices from different suppliers and the means to select and purchase items more readily. This article involves a literature reviewed and considers the evolution of the electronic marketing fields to identify a number of fundamental problems. In this article, we identify the relationship between electronic marketing (E-marketing) and virtual market-space and provide a three-stage model for E-marketing development. After discussion, we make a conclusion and suggestion for the future study. Keywords: Electronic marketing, online retail, virtual communication, virtual distribution, virtual transaction INTRODUCTION The Internet represents a tremendous opportunity. That is, it gives a much wider choice of products, services and prices from different suppliers and means to select and purchase items more readily and easily. For traditional marketing, these products and services give the opportunities to expand into new markets, offer new services and compete with large businesses. At the same time, the Internet gives...
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...Internet Book Retaililng Since the beginning of the retail of books on the internet in the early 1990s, two primary business models have emerged: the strictly virtual bookstore and the “clicks and mortar” combination of virtual and physical stores. These models are also found in other retail ecommerce. Strictly Virtual Model The strictly virtual bookstore is a store that only exists on the internet. The best known of these stores is Amazon.com, which began selling books on the internet in 1995. The advantages of an entirely virtual bookstore include: 1) The ability to offer a wider selection of books. Large bookstore in the United States, including the chains, will often carry between 35,00-100,000. Amazon, however, carries nearly all books in print (available), approximately 2 million. 2) The ability to sell books in any location and 24 hours per day. 3) Lower operating cost. A virtual bookstore does not have to build or rent store space. Also virtual bookstore do not require as many employees. However, some of these cost savings are offset by the cost of servers and internet programming. 4) “Just on Time” inventory management. Virtual bookstores use just on time management to fulfill orders. As most of the 2 million or so titles do not have great demand, a virtual bookstore will not warehouse these titles. Rather, when a virtual bookstore receives an order for a non-warehoused title, it contacts the publisher, wholesaler or...
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...REORGANIZING THE TOKYO DIRECT- SALE STORE OF MIRROR!MIRROR! INTRODUCTION: Our company, Mirror! Mirror! is a new innovative virtual fitting mirror with high technology. The company set the average unit price as $999.00, and opened three direct- sale stores, which is in Paris, New York, and Tokyo. We aim to achieve about $269 million in sales and have a sales goal of 270,000 units. But the Tokyo direct-sale store of our company did not achieve their revenue target, and there are 28,000 units of unsellable mirrors left in Tokyo warehouse. This problem has been ongoing for a while, and there are two problems we have to solve as soon as possible. The first one is find a feasible method to eliminate this unsatisfactory situation; the second one is deciding how many products we will send to the direct-sale store next year. The report will deeply analyze and compare two alternative plans to help my company to make an informed decision, and I will call them Plan A and Plan B in the following pages. STATUS DURING THE 2013: There are numerous reasons why Tokyo direct-sale store did not achieve the set goal. For example, we do not promote enough in Tokyo, Japanese customers did not accommodate our western style commercial, or he potential clients would hold back to see what happens next. We spent $500,000 at the beginning to open the Asian market, and we stopped the all of promotion activity until our sales volume fill down...
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...in the new market based off Porters Five Forces. The five forces are buyer power, supplier power, threat of substitute products or services, threat of new entrants, and rivalry among existing competitors. These forces will allow us to approach each situation with a proven business model. Buyer power in our current community is high. The ability to substitute the products we offer is significant. Grocery stores, major franchises, and other markets are able to sell salads, coffee beans, pastry and more. The ability to switch between venues is effortless and with the addition of Dunkin Donuts as a competitor, the buyer power will be even stronger. To compete against the buyer power we will need to create a rewards program. The rewards program also known as a loyalty program will be offered to all customers. The company’s offerings will be discounts on purchases, reward points for future purchases, special coupons, and more. The objective of this program is to give my Café the advantage for purchases and to bring the customer in along with new friends to my store. Supplier power is how many choices a buyer has to obtain the product of choice. In the current market, the supplier power is very low due to the business-to-business (B2B) through the Internet. B2B is essential for keeping cost down and to guarantee our coffee bean distributor stays in line with competitors with costs. In addition to keeping cost down with our regular orders, we will be using Gold Ground...
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...Peapod Tina Phillips Rasmussen College Peapod Peapod, LLC is an online grocery delivery service. Peapod was founded by Andrew and Thomas Parkinson in 1989 as a lifestyle solution for busy families. In 1990, Peapod partnered with Jewel Food Stores to fulfill orders. In the beginning, Andrew, Thomas and their families did the shopping and packing and made deliveries with their own cars. (“Our company”) They joined the internet in 1996 when they created and launched their own website, www.peapod.com, they also made the Inc. 500 list of fastest growing privately held US companies. Peapod was associated with Jewel until 1999 when it opened a facility in Niles, Illinois, and started picking orders from there. Using their own picking center helped them control inventory and product quality. (“Our company”) In 2000, Peapod became a wholly-owned subsidiary of Royal Ahold, the international food provider based in The Netherlands, and pursued exclusive relationships with Ahold USA grocers, Stop & Shop and Giant Foods. Peapod was grown slowly and wisely by leveraging partnerships with other established companies. In mid-2001, when competitors like Webvan were going out of business, Royal Ahold purchased the remaining outstanding shares of Peapod, making Peapod the leader in the online grocery space. Since Peapod joined forces with Ahold they now serve more than 355,000 customers each year. (“Our company”) Peapod operates under a centralized distribution model with...
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