BUSINESS PLAN ABOUT TEA

INTRODUCTION Approximately 100 countries now enjoy Internet access, and a recent survey reported

that there are approximately 20 million Internet hosts worldwide. The number of Internet users is currently estimated to be in the region of 100 million people.

The exponential growth of the Internet and online activity raise anumber of new regulatory issues and legal questions. How doescopyright apply to digital content? How can national laws apply toactivities in cyberspace? Can privacy and data protection exist onthe Web? Can electronic commerce really be secure? Shouldgovernments tax cyber trade? Can cyberspace be regulated by one,or by many authorities? In seeking to apply the law to the Internet,

STATEMENT OF THE PROBLEM: Some federal, state and territory governments encourage the adoption of electronic commerce by enacting and enablinglegalisation. In Australia many bills and acts have been passed toresolve legal issues and make electronic transaction moreAuthenticated, such as the Electronic Transaction Act (ETA). ETAenables contractual dealings, such as offers, acceptances andinvitations, to be conducted electronically, and also allows people touse an electronic signature to satisfy any legal requirement. Eventhe electronic transfer of land is covered, "Importantly, the Act issimilar in all material respects to those operating both in otherStates and at the Federal level, so people can be confident thatelectronic transactions carry the same legal weight nationwide,"states Jim McGinty, Attorney General for Western Australia.Moreover the bill is expected to boost electronic commerce as aneffective tool for businesses to increase their efficiency. This mayreduce administrative duties, storage and operational costs forBusinesses. In McGinty's words," This is why it is crucial that weEnsure the legal infrastructure around cyberspace is beyond doubt"

HYHPOTHESIS: While shopping on the Internet, most people typically do not thinkabout what is happening in the background. Web shopping isgenerally very easy. We click on a related site, go into that site, buythe required merchandise by adding it to our cart, enter our creditcard details and then expect delivery within a couple of days. Thisentire process looks very simple but a developer or businessmenknows exactly how many hurdles need to be jumped to completethe order. Customer information has to pass through several handsso security and privacy of the information are a major concern. Thesafety and security of a customer's personal information lies withinthe hands of the business. Therefore businesses have to give thecustomer first their guarantee, and second peace of mind, that theinformation passed over is of no risk to any invading eyes.

CONCLUSION: Most of the legal issues surrounding electronic commerce are notnew. Lawyers should, however, be able to recognise the increasedsignificance of certain legal issues to the online environment. Inunderstanding the technical, contractual, intellectual property andregulatory issues, which have enhanced importance in the new

economy, the lawyer is well placed to assist clients in pro-activelyminimising their exposure to legal liability.Before allocating resources to the initiative it must be determinedwhether it is legally possible to perform the business process ortransaction electronically. For example, the ElectronicCommunication and Transaction (ECT) Act facilitates the conclusionof most transactions and communications electronically by placingsuch transactions on an equal footing with traditional transactionsor communications.

DISCUSSION: REFERENCES: 1. Bond, Robert "International Legal Issues of E-Commerce" LegalUpdates, http://www.faegre.com, 2003.2. Sayer, Peter and Deveaux, Sarah "Jurisdiction in Cyberspace"IDG News ServiceFriday, July 28, 2000 see alsohttp://www.pcworld.com3. Western Australia Dept of Industry and Resources,http://www.law.gov.au/www/securitylawHome.nsf/4.McGinty, Jim http://www.ministers.wa.gov.au5.Barr,David D. "The Need of a Broad Standard in Global E-Commerce" The Internet Law Journal,Dec. 26, 20006. "Law, Ethics and Cyber Crime" Prentice Hall 20037. "Its the World's Biggest Copy Machine," PC Week, January 27,1997.8. "Intellectual Property on the Internet", A survey of issues.[Copyrights and Related Issues],http://ecommerce.wipo.int/survey/9.Greenspan,Robyn "Downloaders Disregard Legal, CopyrightIssues", http://www.internetnews.com, August 1, 2003.

The coordinationofE-commerce and LogisticsA case study of Amazon.comINTRODUCTIONE-commerce is one of the buzzwords in the recent years. Laudon & Traver (2008) state, E-COMMERCE-commerce technology,is different and more influential from other technologies that we have seen in the past the century.E-commerce technology develops quickly with the development of Internet and people can enjoy convenient life by using e-commerce.But today many of the new e-commerce companies have failed or are struggling for economic survival, and the failure for many companies in e-commerce can be in part accounted by the neglecting of logistics(Delfmann,etal, 2002).E-COMMERCE-commerce or electronic commerce is the buying, selling, and exchanging of goods and services over computer networks through which transactions or terms of sale are performed electronically, mentioned by Rosen (2002).Electronic commerce especially B2C (business to consumer) designnow is the most commonly discussed type of e-commerce which sells to individual consumers online.

STATEMENT OF THE PROBLEM:Amazon.com is a typicalB2C (business to consumer) company. It sells products and service directly to customers, and that always happens on the internet. So in this thesis we choose China Amazon.com as are search topic. Besides, we also choose Jingdong Mall (China B2C Company) as a comparison subject. E-commerce business through the internet to provide consumers a new type of shopping environment like online stores, customers‟shop on the internet and online payment. This mode saves the time and space of plan, greatly improving the efficiency of the transaction, especially for busy office workers, this design can save valuable time. Logistic is an important part of electronic commerce, and it support the development of electronic commerce. If the goods cannot be delivered to the customer on time, the customer will choose safety and traditional shopping way. So without the support of logistic, electronic commerce cannot happen. Electronic commerce and logistics is related closely. There is one more reason that we choose ChinaAmazon.com as the researching subject because the required information is much more easilyavailable from homepage of Amazon (2012)than other business. Amazon was founded in1995, at present Amazon has become an online retailer with the most varieties of global commodity and the second biggest internet companyaround the world.

HYHPOTHESIS: Amazon is an internet-shopping businesswhich is the typical B2C ecommerce model we are talking about Laudon & Traver (2008). Now Amazon.com is becomean e-business leader in the USA and developchina business from 2004, quote from Amazon homepage.Amazon.com isastart as online-book store, cheap price and freedelivery gain many customers at that time in U.S. Chinese e-commercesince 1997,alarge-scale e-commerce project launched in 1997 opened the prelude of the Chinese e-commerce. From 1999, the Chinese e-commerce to enter a period of rapid growthof Chinese e-commerce thus officially launched. Amazon acquired Joyo(China e-commerce company) in august 19, 2004. Amazon startsdevelopingChinese market, the combination of Amazon‟s online retail expertise with the Joya Chinese businessexperience. Thanks to Amazon‟s logistics experience, making the Amazonhave a strong competitive advantage in China

CONCLUSION: Now we can back to ourplan, and discuss how we fulfilledit.The purpose of the thesis is toexplore the relationship between e-commerce and logistics in B2C(businessto consumer)companies.To fulfill our purpose we used 3 aims to achieve thepurposebetter. Theyare:i.Describe the coordination mechanism between e-commerce and logistics in general andparticularly in Amazon.com. Find out the strengths and shortcoming oflogisticbusinesswhenacompanyisdeveloping e-commerce. Figure out waystocoordinate logisticwhendeveloping e-commerce andexplainhow Amazon.com is developing e-commerce.Amazon China has started to get attention of this coordination, and also it has been wellpopularized.The development of logistics is an important part of e-commerce, and anessential part to meet customer needs. Coordination between the twoindustriesisstill notstrong enough, we will need the integration ofcompanies, employeesand the e-commercecompany.DISCUSSION:REFERENCES:Background of Amazon.com, http://www.amazon.com. Access 2012

Bernard H.R. (2000), Social Research Methods: Qualitative and quantitative approaches(International Edition), Person, UK.

Bryman, A. (1992) Quantitative and Qualitative Research: Further Reflections on their Integration, in Brannen, J. (editor), Mixing Methods: Qualitative and Quantitative Research, pp. 57-78.

Christopher, M. (2011), Logistics & Supply Chain Management (4thedition), Pearson Education Limited, London.

Chaffey, D. (2004),E-Business and E-commerce Management: Strategy, Implementation and Practice ( 2ndedition), Prentice Hall, England.

Life Cycle Comparison of Traditional Retail and E-commerce Logistics for Electronic Products: A Case Study of buy.comINTRODUCTION:Consumers now havethe option of driving to a traditional retailstore or shopping on-line for many products. E-commercehas grown from lessthan 1% of retailsales in 2000 to 3% in 2008 (Census 2008). The alternative retailchannels have some distinct differences. Retailstoreshave overstock inventory and physical store spaces. Thepackaging of individual products and last mile delivery are energyintensive for e-commerce. Similarly, bulk packaging and primarily truck delivery can reduceenergyuse and cost for traditional retail, but individual consumer trips account for significant carbon dioxide (CO2) equivalent emissions.We comparethe differences of e-commerce and retail logistics using data received from buy.comfor electronic products and building on prior logistics Life Cycle Assessment(LCA)research. This paper reviews our LCAanalysis, provides conclusions and offer recommendations to decreaselogistics LCA uncertainties

STATEMENT OF THE PROBLEM: Advances in information and communication technology have provided consumersthe option of shopping on-lineinstead of driving to a traditional retail store for many products. E-commerce hasnowgrown from less than 1% of retail sales in 2000 to 3%in 2008.The alternative retail channels have some distinct differenceswith regard to environmental costs, including overstock inventory,physical store space, and consumer transport in traditional retail stores and individual packaging and last mile delivery for e-commerce. We build on prior comparative research and conduct astreamlined Life Cycle Assessment (LCA) to quantify variationsin energy use and carbon dioxide (CO2) emissions for the alternative systemsusingdata received from the e-commerce industry for an electronic product. This reportreviews our assumptions and analysis and provides conclusions and offer recommendations to decrease logistics LCA uncertainties.

HYHPOTHESIS: The changesthat information and communication technology(ICT)has brought to people’s lives are commonly thought to bewholly environmentally beneficial. Past work has discussed in general terms the energy and environmental benefits of telecommuting over traditional commuting. Several authors have compared the energy and environmental emissions associated with online retail(here forth, e-commerce) to traditional retailmethods. Matthews (2001) reported a comparison of book purchasing via e-commerceand traditional retailing which was updated and summarized in Hendrickson (2006). Matthews (2002) completed an LCA study reviewing energy and cost impacts of logistics networks for the retailofbooks in Japan and the U.S. Abukhader (2004) proposed a methodology for assessing ‘green supply chains’ for e-commerce. Toffel (2004) examined delivery of print products by digital means. Sivaraman (2007) examined alternative logistics systems for DVD rental. Abukhader (2008) analyzed the eco-efficiency of e-commercesupply chains. Kim (2008) also examined book retailing logistics. This paper differs from past studies by focusing on electronic products and using data directly from an online retailer and wholesale supplier.Thus, while the results are robust, it is important to realize the context is on a specific company and a specific class of retail products. Results could differ significantly for other retail and e-commerce companies, and for other products.

CONCLUSION: Ourresults confirmprior findingsthat e-commerce delivery uses lessprimary energy andproduces lessCO2emissions than traditional retailing.Consideringretailandecommerce logistics differences, the three largest contributors

were customer transport, packaging, and last mile delivery. Customer transport encompassed approximately 65% of the traditional retailprimary energy expenditures and CO2equivalent emissions on average. For e-commerce, packaging and last mile delivery were responsible for approximately 22% and 32% of the e-commerce energy usage, respectively. Overall, e-commerce had about 30% lower energy consumption and CO2emissions compared to traditional retail using calculated mean values.There was significant uncertainty and variability in many of the numbers used in the analysis, particularly in terms ofcustomer transport to the retail store (ie., fuel economy, trip length, purposes per trip, etc). We used Monte Carlo simulations and scenario analysis to estimate that e-commerce being the less energy-consumptive option approximately 80% of the time with average delivery logistics and 50% with air-only deliverylogistics for e-commerce. To make the LCA transportation model more robust, actual data from a traditional retail business and more detailed information on consumer shopping behaviors are necessary.

DISCUSSION:REFERENCES:Abukhader SM.“Eco-efficiency in the era of electronictail-should 'Eco-Effectiveness'approach beadopted?”Journal of Cleaner Production16.7(2008):801-808

.Abukhader, Sajed and Gunilla Jonson.“E-tail and the environment: a gateway to the renewal ofgreening supply chains.”International Journal of Technology Management28.2 (2004):274–288.

Bizstats. 2008.Sept.16 2008.<http://www.bizstats.com>.Burnham, A., M. Wang, and Y. Wu. 2006.Developmentand Applications of GREET 2.7--TheTransportation Vehicle-Cycle Model.Argonne, IL: Argonne National Laboratory.

ACase Study in Electronic Commerce and Open Source Software Development

INTRODUCTION: Many companies face a problemin determining how to best adopt and deploy emerging capabilities for E-Commerce and E-Business services. For example, interest in Web-based capabilities for the procurement of materials, repairs,and operations products, or for the acquisition of contracted services (e.g., consulting, facilities maintenance, and logistics) remains high, but most companies have not found substantial returns on their investment in these areas. When faced withthe emergence of opportunities associated with wireless/mobile commerce, peer-to-peer(p2p) collaboration services, open source software, or the redesign of internal business operations to support E-Business, decision-makers face much uncertainty about how best to proceed, if at all. Simply acquiring and installing a Web-based p2p systemfor an internal or external business operations does not yield significant results. Transforming and realigning business processes, organizational strategies, and end-user workpractices is required, but where and how does this occur?Overall, there is a basic and recurring lack of knowledge for how to determine and align the most effective choices for information systemtechnologies, business strategies, and organizational transformation.

STATEMENT OF THE PROBLEM: The case study examinesGNUenterprise.org, an international virtual enterprise focused on the development and deployment of free open source software systemframework for ERP and EB. The framework supports the development and integration of information systemcomponents for customer relationship management, corporate financial systems, and other business-to-business system modules. The study uses a Web-based approach to provide the data that empirically grounds this resource-based view of an organizational system. These data and the accompanying analysis help to what’s involved in developing and deploying open source EC or EBcapabilities, how it works; and the conditions that shape success or failure.The description, analysis, discussion, and implications of this case study are the result ofthis investigation.

HYHPOTHESIS: With the preceding analysis in mind, we now tu

rn to identify the research questions that are examined through the case study of GNUenterprise.org. These questions serve to explicate how open source software development and EC/EB approaches might be brought together, and to what ends.How are free OSSD processes similar to and different from EC or EB application development and deployment processes? They are similar in that they generally span multiple organizations. However, they differ in that OSSD processes occur within a virtual organization [Crowston and Scozzi 2002, Noll and Scacchi 1999,2001] that lacks a single administrative

authority to coordinate, schedule, and provides the resources necessary to sustain the development effort. They are similar in that most existing as-is or legacy business processes or product development workflows are poorly understood by the people who routinely perform those processes. They differ in that OSSD processes have the potential to be codified using free open source process modeling notations [Noll 59and Scacchi 2001, Scacchi 2002d], whereas existing EC or EBprocesses tend to be closed, proprietary, and potentially patented (see Figure 1). They differ in that OSSD efforts employ decentralized management of processes and systemarchitecture, while their EC and EB counterparts are generally centrally managed. The also differ in that OSSD efforts rely on self-elected work assignments, wheras EC and EB develoopment and deployment rely on explicit staffing assignments or delegations. Last, they differ in that OSSD efforts are centered around ongoing development of global community and free software, while EC or EB development efforts are centered about development of corporate goals and proprietary closed source products or services.

CONCLUSION: we have identified and introduced a new concept called OpenEC/B. OpenEC/B denotes the integration of free open source software development resources, products, and processes, with the existing oremerging capabilities for Electronic Commerce/Business. This concept is introducedand its consequences are explained in the case study and analysis. Companies like IBM, SUN and Intel have begun to offer products that incorporate open source software systems. Companies like Microsoft have chosen not to offer such products, but toinstead offer non-free "shared" access to proprietary source code subjectto non-disclosure agreements, and to discourage open source software practices. Thus companies like IBM and SUN may see that open source software systems may serve as part of a competitive strategy against companies like Microsoft and others that seek to exert non-free access and control over their proprietary software products. For other companies like Canon, Quantum/ATL, or Boeing, they may face a strategic choice for whether or not to embrace open source systems or Open EC/B processes for internal use, or for external product offerings, in their respective markets.Similarly, companies like Conexant or Intel will face similar choices as open source capabilities move further into the realm of high-volume consumer products with embedded systemcomponents.

DISCUSSION:REFERENCES:

M. Ackermanand C. Halverson, Reexamining Organizational Memory, Communications ACM,43(1), 59-64, January 2000. M. Bergquist and J. Ljungberg, The Power of Gifts: Organizing Social Relationships in Open Source Communities, Information Systems J., 11(4), 305-320, 2001.

E. Castronova, Virtual Worlds: A First-Hand Accountof Market and Society on the Cyberian Frontier, The Gruter Institute Working Papers on Law, Economics, and EvolutionaryBiology, Vol. 2, Article 1, December 2001. http://www.bepress.com/giwp/default/vol2/iss1/art1

F. Cortiana, "Normsin matter of computerscience pluralismo on the adoption and the spread of the free software and on the portabilità of documents informed to us in Public Administration" (XIV Legislatura Action Senate n. 1188) (in Italian) April 2002. http://www.softwarelibero.it/altri/cortiana.shtml

K. Crowston and B. Scozzi, Open Source SoftwareProjectsas Virtual Organizations: Competency Rallying for Software Development, IEE Proceedings--Software, 149(2), 3-17, 2002.

http://www.softwarelibero.it/altri/cortiana.shtml

Ignify eCommerce ImplementationCustomer Solution Case StudyINTRODUCTION: Based in Carson, CA, Clipper Direct is the premier source for providing commercial foodservice supplies to clients throughout the globe. Numbering such heavyweight restaurant corporations as Burger King, California Pizza Kitchen, Outback Steakhouse, In-N-Out, and many more among their customer list, this vertically integrated distributor sought to enhance their visibility to the broader market by increasing the accessibility of their quality products and great prices, and to provide their customers with a superior user experience for online purchases. With Ignify eCommerce, Clipper Direct offered clients a compelling, easy-to-use purchasing interface and tailored catalog that is unique to the foodservice retail industry, allowing for up to a 70% reduction in time needed for their customers to find products and enter orders. Since Ignify eCommerce enabled Clipper Direct to provide smaller and emerging chain restaurants the same access to the products and prices that the company supplies to its billion dollar corporations, Clipper Direct has experienced a 90% greater market reach.

STATEMENT OF THE PROBLEM: The commercial foodservice supply dealer, Clipper Direct, provides its customers with the quality supplies, tools, and utensils that a restaurant needs to keep in business, and its reputation as the premier source for restaurant supplies has allowed the company to establish an impressive customer roster that includes giants of the restaurant industry – Pizza Hut, Olive Garden, Corner Bakery Café, and Jack in the Box are just a few such customers who turn to Clipper Direct to fulfill their supply needs.

But despite already calling a number of high-profile restaurants their clients, Clipper Direct sought to continue expanding their customer roll by capturing the attention of a wider range of prospective clients. "Since we serve the biggest and the best brands worldwide, we wanted to make our products available to the broader market," said Lawrence Snapp, president and COO of Clipper Direct. "We wanted to showcase to other restaurants the fact that we offer better products for better prices."

HYHPOTHESIS: In order to better reach out to their prospect pool, Clipper Direct understood the necessity of offering a powerful, comprehensive shopping experience for people searching and purchasing items from the Clipper Direct website. Finding a software solution that could deliver a superior user experience was a strict functional requirement for the company. "An absolutely critical requirement for us was to create a user experience that was ultra-premium, relative to other restaurant supply retailer options for commercial restaurants in the world," said Snapp."And with customers and distributors located across six different continents, we needed a solution that offered interactional accessibility to both our products and prices."

CONCLUSION: hrough Clipper Direct’s multi-year relationship with Ignify on previous projects, the company was exposed to the capabilities that the Ignify eCommerce solution delivered, and was well-aware of the many implementations that Ignify performed for other businesses. "We saw the Ignify eCommerce platform as something that’s proven on the marketplace," said Snapp. "The functionalities that this software offered met our business needs and solved the challenges we were facing, so we decided that it was the right solution for us."

Leveraging the in-depth catalog capabilities of Ignify eCommerce, Clipper Direct is able to offer detailed, visually appealing product pages that highlight the superior items available in their

inventory, giving their customers the best sense of what the company offers. With the high-quality product images, the ability to zoom in on product images, and the extensive product descriptions for each item within the catalog, Clipper Direct provides an attractive and informative shopping experience for their clients. "I do think that as part of the ultra-premium user experience, everything matters," said Snapp. "From the state-of-the-art photography we use for product images to the detailed product descriptions, we ensure that the catalog experience for our customers is far superior to the industry standard."

DISCUSSION:REFERENCES: http://www.ignify.comwww.clipperdirect.com.www.Ignify.com/eCommerce

INTRODUCTIONSTATEMENT OF THE PROBLEM:HYHPOTHESIS:CONCLUSION:DISCUSSION:REFERENCES:

http://www.ignify.com/eCommerce.asp

http://www.clipperdirect.com/

http://www.ignify.com/












