S U C C E S S F U L ON THE INTERNET A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF A MASTERS IN BUSINESS ADMINISTRATION (MBA) AT THE UNIVERSITY OF CAMBRIDGE ROBIN S. CLELAND SEPTEMBER 2000 BUILDING SUCCESSFUL BRANDS ON THE INTERNET CONTENTS SUBJECT PAGE CHAPTER 1 1.1 1.2 1.3 1.4 Overview Objectives Methodology Structure INTRODUCTION 6 7 9 9 11 CHAPTER 2 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 THE NATURE OF BRANDS 12 13 13 14 15 16 18
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The Confessions of Online Shopaholics Introduction We all know that we are in the midst of a social, business, and cultural revolution. Our generation today is often termed as “technology savvy”, especially now that the internet has new revolutionary trends. Nowadays, businesses are not just using databases but also the internet. Since 1995, electronic commerce (e-commerce) has grown in the United States from a standing start to $310 billion retail, travel, and media business and a 3.3 trillion
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Internet's HARVARD BUSINESS REVIEW July-August 2000 glohal marketplace? Loyalty must he on a fast track toward extinction, right? Not at all. Chief executives at the cutting edge of e-commerce-from Dell Computer's Michael Dell to eBay's Meg Whitman, from Vanguard's Jack Brennan to Grainger's Richard Keyser-care deeply about customer retention and consider it vital to the success of their on-line operations. They know that loyalty 105 E-Loyalty: Your Secret Weapon on the Web is
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eBay, Inc. (2002) Overview eBay 2002 Founded in 1995 by Pierre Omidyar and Jeff Skoll, the eBay online marketplace was developed in order to provide individuals a place to sell goods and services. eBay became a phenomenon that attracted some 10 million auctions in its first three years. This success provided eBay the necessary foundation to complete an initial public offering (IPO) in 1998. eBay’s online auction concept is relatively simple.
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/1751-1348.htm JMH 12,3 Management history: an umbrella model 278 Robert Morris University, Allegheny, Pennsylvania, USA Nell Tabor Hartley Abstract Purpose – To assist colleagues in tying current ideas to previously established practices. To generate discussion of the current relevance of students’ understanding management history. Design/methodology/approach – A review of representative
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phát triển và năng suất thấp hơn so với các nước khác. Vì vậy, ta cần đẩy mạnh việc học hỏi kinh nghiệm phát triển thương mại điện tử ở các nước phát triển cũng như các công ty lớn trên toàn thế giới. Qua tìm hiểu, nhóm chúng em quyết định chọn eBay – một tập đoàn Hoa Kỳ nổi tiếng sỡ hữu website đấu giá lớn nhất thế giới là eBay.com làm đề tài nghiên cứu. Tuy nhiên, với kiến thức còn khá mới mẻ về thương mại điện tử, và sự hiểu biết chuyên sâu của nhóm chúng em lại có giới hạn, nên không thể tránh
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Comparison of eBay.com and Alibaba.com Thomas Liquori o h T a m i L s o u q . i r e m Digitally signed by Thomas Liquori DN: cn=Thomas Liquori, email=thomasliquori@a ol.com, o=thomasliquori.me, l=New York, NY Date: 2010.09.05 16:57:16 -04'00' 12/16/2009 Professor Reddi: BUS451 By: Thomas Liquori, Danauda Benjamin, and Anca Barbu EBay.com Introduction .................................................................................................................
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eBAY INC. ANNOUNCES FIRST QUARTER 2007 FINANCIAL RESULTS - Reports Record Q1 Net Revenues of $1.77 Billion - Delivers Q1 GAAP Diluted EPS of $0.27 and Non-GAAP Diluted EPS of $0.33 - Raises Full Year Guidance San Jose, Calif, April 18, 2007 — eBay Inc. (Nasdaq: EBAY; www.ebay.com) reported financial results for its first quarter ended March 31, 2007. eBay reported record consolidated Q1-07 net revenues of $1.77 billion, representing a growth rate of 27% year over year. GAAP operating income was $468
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ECS8_C03.qxd 10/15/07 14:23 Page 93 The Strategic Position 3 Strategic Capability LEARNING OUTCOMES After reading this chapter you should be able to: ➔ Distinguish elements of strategic capability in organisations: resources, competences, core competences and dynamic capabilities. ➔ Recognise the role of continual improvement in cost efficiency as a strategic ➔ Analyse how strategic capabilities might provide sustainable competitive advantage on the basis of their value
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eBay Inc.: A Case Study of Organizational Change Underlying Technical Infrastructure Optimization Nicole Schuetz*, Anna Kovaleva* and Jonathan Koomey**, *Stanford Graduate School of Business & Emmett Interdisciplinary Program in Environment and Resources, School of Earth Sciences, Stanford University **Steyer-Taylor Center for Energy Policy and Finance and Stanford University Steyer-Taylor Center for Energy Policy and Finance, Stanford University Stanford Law School Crown Quadrangle 559 Nathan
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