Protection Of Endangered Species Essay -- essays research papers

Out of all the species that have ever existed since the beginning of time, 98% of them are extinct (Facts). There are an estimated 5-10 million species that exist currently and only 1.5 million have been identified (Sherry, 2). Scientists classify species into six different groups: plants, animals, insects, algae, fungi, and microorganisms (Today’s Situation). In the tropical rainforest alone, most species are disappearing at the rate of 1% a year (Sherry, 6). If the current trend continues, at least 50% of all currently existing species will be either extinct or endangered by the year 2050 (Today’s Situation). For this reason endangered species deserve more protection than the current regulations provide. Throughout history there have been many different reasons for the extinction of species. The earliest known reason was 64-66 million years ago when scientists believe a meteorite struck earth causing the extinction of the dinosaur and of 85% of the species existing at the time (Sherry, 2). Another major problem is the introduction of species into a new environment. Most introduced species become pests because they have no natural enemies and can easily out compete native species that have natural enemies, thus overpopulating a certain environment (Sherry, 5). The main causes of extinction are habitat destruction, commercial exploitation, damage by non-native species introduced into the environment, and pollution (Definition of endangered species). Out of all of these, habitat destruction is the major source of extinction. It is thought that at least 4,000-6,000 species become extinct each year in the rain forest alone due to burning acreage to make room for farm fields (Today’ s situation). Most of the human caused extinctions occurred during the Industrial Revolution, which was 250 years ago (Sherry, 2). Another significant reason for the decline, if not extinction of species is hunting and poaching animals. A good example of this is the near extinction of the American Bison due to over hunting. Between 1870 and 1875, 2.5 million Bison were killed annually. In 1883 the last significant herd with around 10,000 members was done away with. By 1990 there were only an estimated 500 plain Bison remaining in the United State (Direct Causes). These are all key reasons for the extinction of species and if we can avoid them then we may prevent the future extinctio... ...eature and is being born to a dairy cow (Bergley, 56). This is the first time that a specie has been cloned using the eggs and surrogate mother of an entirely different specie (Bergley, 56). If we preserve DNA from endangered species it creates the potential for an animal to be cloned, which could increase the genetic diversity of endangered species and prevent inbreeding (Bergley,56). If the cloning of endangered species continues it will increase the number of a certain specie and maybe one day will take them off the endangered species list. Unless we take the precautions to protect and preserve endangered species, they will disappear forever. Without them, the earth’s ecosystem may very well crumble. When we endanger wildlife, we are also endangering ourselves. We as humans must learn from our mistakes and prevent the further destruction of wildlife habitat and help to preserve endangered species and conserve their natural environments. Something that will help us remember this is that â€Å"Living species today, are the end products of twenty million centuries of evolution; absolutely nothing can be done when the species has finally gone, when the last pair has died out† (Quotes).

Customer Fulfillment in the Digital Economy

Customer Fulfillment in the Digital Economy Amazon. com E-tail Customer Fulfillment Networks Pioneer â€Å"The logistics of distribution Scorecard are the iceberg below the waterline of online bookselling.B-web type —Jeff Bezos, founder and CEO, Amazon. comAggregation (e-tail) /Agora (auctions, Zshops) hybrid model KEY PARTICIPANTS â€Å"Ten years from now, no one will remember whether Consumers and business buyers Context providersContent providersAmazon. com and small online merchants (Amazon. com associates, Zshops, auctions) Suppliers and b-web partners (publishers; producers [OEM]; distributors e. g. Ingram Micro, Baker & Taylor Books, and others) Customers Amazon. com spent an extra $100,000 upgrading shipping from the West Coast to the East Coast. All that will matter is whether electronic commerceGave people a good or bad experience.2 —David Risher, senior vice president for merchandising, Amazon. com Commerce services †¢ Infrastructure providers â€Å"This [the Amazon. com distribution warehouses and CFN] is the fastest expansion of distribution capacity in peacetime history. † 3 —Jeff Bezos, founder and CEO, Amazon. com Offering Amazon. com and online merchants (Amazon. com associates, Zshops, auctions) Amazon. om and merchants participating in auctions and Zshops Third party shippers (UPS & USPS) Amazon. com Drop shippers such as Ingram Technology providers such as Oracle, Net Perceptions, and i2 Technologies Third party shippers (UPS, USPS) 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 â€Å"Earth’s largest selection† of merchandise at competitive prices, a validated product assortment, nd consistent customer service from â€Å"home page to home delivery†Ã¢â‚¬â€œ24/7 URL http://www. amazon. com 360 Adelaide Street W, 4th Floor Toronto, Ontario. Canada M5V 1R7 Tel 416. 979. 7899. Fax 416. 979-7616 www. digital4sight. com  © 2000 Digital 4Sight Corp. Reproduction by any means, or disclosure to parties who are not employees of Digital 4Sight member organizations is prohibited. Thank you for your cooperation. 1. 1 Customer Fulfillment in the Digital Economy Amazon. com few barriers to entry—but one of those barriers is customer fulfillment. In 1996–97, Amazon. com was largely alone in the e-tailing business. Now the Web is eeming with e-tailers like buy. com (which aggressively undercuts everyone else, including Amazon. com), CDNow, and barnesandnoble. com. There are also Web portal-run malls, many of which are copying and offering features (like the renowned â€Å"one-click shopping†) that have thus far differentiated Amazon. com. Yahoo’s online mall offers 7,000 stores with over four million items and walmart. com’s planned debut in 2000 poses a significant threat. Amazon. com’s first mover advantage, e-brand equity, and initial cost advantages (stemming from lack of investments in prime real estate for storefronts) are gradually eroding.Its margins are falling, while operating expenses from mergers and acquisitions are increasing. As of the end of 1999, Amazon. com expected to post approximately $600 million in losses for the year, at a time when growth in book sales is falling (from about 800% in 1997 to a little over 100% in 1999). On the plus side, customer retention rates exceeded 72% in the third quarter of 1999. 8 But average revenue per customer in 1998 was $98. 4, while average selling, general and administrative (SG&A) and distribution costs per customer (excluding cost of goods sold) were about $71. 30, leading to an average net earnings loss of around 21%. Amazon. com Founder Jeff Bezos wants to transform Amazon. com into the largest and most customer-friendly one-stop shop on the Web. Already the largest online e-tailer of books, music, and videos, the company has expanded its product offering to include toys, gifts, and electronics, and in September 1999 launched â€Å"Zshops,† a new initiative (online flea market on Amazon. com’s Web site) which offers customers â€Å"universal selection. †4 Zshops empower small merchants and customers to set up online stores on the Amazon. com Web site for a monthly fee of $10, and a transaction fee of 1–5% of every sale.With a market capitalization of approximately $31. 4 billion (as of November 1999), 12 million loyal customers, 18 million items on sale, projected 1999 sales of $1. 4 billion, and the most recognized brand name on the Internet,5 Amazon. com aspires to become the supermall of choice for online shoppers. Its recipe includes innovation driven by â€Å"customer obsession† and the ability to provide a secure, enjoyable shopping experience online, but its dominance is due to a customer fulfillment process that delivers. A carefully orchestrated and adroitly executed â€Å"sell all, carry few† strategy explains Amazon. com’s success ith e-tail customer fulfillment. Its business web (b-web) (for books) includes Ingram Book Group and Baker & Taylor, the two largest book wholesalers in the US, as well as dozens of others. In 1998, Amazon. com obtained 60% of its books through Ingram, which operates seven strategically located US warehouses. Amazon. com pays Ingram a wholesale markup a few percentage points above the publisher’s price for its drop shipping services. 6 How has Amazon. com responded to these formidable challenges? First, to increase revenue per customer, Amazon. com added product lines or capabilities practically every six weeks in 1999.In February, the company bought 46% of drugstore. com. The following month, it launched online auctions. It bought a 35% stake in homegrocer. com in May, 54% of pets. com in June, an d 49% of gear. com in July. The Zshops and All Product Search (a â€Å"search the Web† service) initiatives have moved it even closer to its goal of providing â€Å"earth’s largest selection. † For Amazon. com, the Zshops initiative is 80–90% grossmargin rich, since its marginal costs for providing one-click shopping and credit card collection on Zshops is nearly zero. In 1999, Amazon. com opened five new automated distribution centers of its own in the US (this is in ddition to two centers already operational in Seattle and Delaware). The intent is to improve declining margins in a cutthroat business (e. g. by sourcing books directly from publishers), lessen dependence on Ingram and other distributors, and extend and control its online fulfillment process to enhance competitive advantage. Amazon. com now offers its customers same to next day shipping (in the US) on most items. In the 1999 holiday season, the company sent more packages—perhaps in e xcess of 15 million—to more people than any other e-tailer or mail-order retailer in the country. 7 Amazon. com’s leadership in customer fulfillment etworking (CFN) will be critical to its success as the landlord of the largest shopping mall on the Web. Second, its customer fulfillment networking (CFN) strategy is designed to increase gross margins by sourcing directly from publishers and other producers, rather than from wholesalers (e. g. distributors like Ingram) who provide drop shipping for a premium. Amazon. com will also reduce costs per sale by cross-docking orders (books, electronics, and toys all in one order) at the warehouse closest to the customer through state-of-the-art demand forecasting and optimization solutions from i2 Technologies. 10 Business contextE-tailing is fast becoming a crowded marketplace with  © 1. 2 2000 Digital 4Sight Corp. Reproduction by any means, or disclosure to parties who are not employees of Digital 4Sight member organizations is prohibited. Thank you for your cooperation. Customer Fulfillment in the Digital Economy Amazon. com So, what are the implications of Amazon. com’s push into more warehouses for better customer fulfillment? While the investment in five additional warehouses has been immense (in excess of $200 million), it enables same or next day fulfillment in most cases—driving greater customer satisfaction and loyalty, and higher evenues and profits per customer. It also lowers operating expenses and empowers Amazon. com to respond to pressures from Wall Street for profits. The strategy appears to be paying off—5. 69 million unique Web users (excluding its 12 million registered customers) shopped at Amazon. com in the 1999 holiday season (an 81% increase over 1998), with average spending per customer of $128 (a 30% increase over 1998). 14 However, maintaining stock in seven warehouses also increases inventory carrying costs, which the company will need to balance and contr ol through efficient customer fulfillment planning and execution. 2000 Digital 4Sight Corp. Reproduction by any means, or disclosure to parties who are not employees of Digital 4Sight member organizations is prohibited. Thank you for your cooperation. Less compelling High Complex*E-BRAND AS BARRIER TO ENTRY E-CUSTOMER EXPECTATIONS AMAZON. COM (Circa 2001)†¢ Landlord of largest Web supermall†¢ Universal selection, one-stop shopping, and same day customer fulfillment = competitive advantage†¢ Revenues: $2. 7 Billion (est. )†¢ Registered Customers: 19. 5 MM†¢ Items Offered: >18 MM AMAZON. COM (1998)†¢ Book E-tailer†¢ Investment in brand building†¢ Customer fulfillment largely outsourced to Ingram and Baker & Taylor†¢ Revenues: $610 MM†¢ Registered Customers: 12 MM†¢ Books Offered2. 5 MM Low Low This strategic shift (figure 1) makes sense because Amazon. com’s e-brand will be a less compelling barrier to entry beyond 2000, co mpared to its customized, collaborative, and integrated online fulfillment capability for â€Å"orders of one. † According to Andrew N. Westland, Amazon. com’s vice president of warehousing, transportation and engineering, it would risk losing its competitive advantage from its pioneering and innovative one-to-one customer fulfillment excellence if it hired another company to handle distribution.As he points out, â€Å"we would be the teacher and then they would offer those services to our competitors. †13 Designed and built for online order fulfillment, Amazon. com’s CFN and warehouse distribution system is among the first of its kind (another is Webvan). As such, it confers competitive first mover and learning curve advantage. ONLINE PRODUCT ASSORTMENT Amazon. com’s business model consists of two different but complementary revenue, pricing, and profit models. In the case of auctions and Zshops, relatively small topline revenues (at least as of t he end of 1999) contribute high gross and operating margins.In contrast, for the traditional e-tailing model, lower gross and operating margins offset high topline revenues. 11 The company wants to utilize both models: cross-sell the high margin Zshops/auctions offering to its registered e-tailing customers (immediately enhancing both revenue and profits per customer), and cut the cost of sales and operating expenses through efficient customer fulfillment. High Simple Third, its strategy of providing hassle-free, same or next day fulfillment on most items will enhance customer satisfaction and loyalty, driving repeat business, referrals, and increased market share.CUSTOMER FULFILLMENT AS CORE-COMPETENCE High * Complexity of product assortment implies both high breadth and depth of product lines offered. Figure 1. Amazon. com’s strategic shift: from book e-tailer to landlord of Web super mall. 12 Value proposition Amazon. com’s value proposition is â€Å"earth’s largest selection—24/7, at a competitive price. † The world’s most â€Å"customer-centric company† gives its customers what they want (universal selection), how they want it (in one consolidated package), and when they want it (same or next-day by the year 2000), by orchestrating an enjoyable buying experience at the front end and einforcing it with seamless fulfillment at the back end. Bezos, who describes his team members as â€Å"customer obsessed†¦genetic pioneers,†15 can take credit for numerous innovations, including customer recognition and one-click shopping, free book reviews, recommendations (suggestive selling), Purchase Circles (best seller list by region, country, company, and industry), All Product Search (shop the Web), free e-greetings, Auctions, Zshops, and seamless customer fulfillment. Each of these has been a first on the Web, and competitors have copied most of them. Recent innovations include a system that lets shoppers u t together a big order and then send each item, tagged with an individual message, to a different individual and address (September 1999); a â€Å"wish list†Ã¢â‚¬â€much like a wedding registry—that lets people tell the world what gifts they want to receive; and an â€Å"Amazon. com anywhere† initiative with Sprint (announced December 8, 1999) that facilitates wireless shopping through Sprint PCS Internet-enabled smart cellular phones. 16 1. 3 Customer Fulfillment in the Digital Economy Amazon. com 1 Customer places order; credit card processed for payment 4 E-Customer All items picked, packed and assembled at nearest warehouse & shipped ia UPS or US Postal Service 5 Order delivered from the nearest warehouse via UPS/USPS AMAZON. COM WAREHOUSE WWW Electronics OEM Amazon. com’s servers in Seattle Demand forecasting visibility and optimization through i2’s Supply Chain OptimizationSoftware 2 Customer order parsed out to appropriate suppliers (if not stocked in Amazon. com warehouse). Books sourced from Ingram or other book publisher Music company LEGEND Inventory Information 3 Producers dispatch goods to Amazon. com warehouse. Figure 2. Amazon. com’s customer fulfillment network (CFN)—circa 2000. CFN strategy Amazon. com is a CFN pioneer. Its innovative CFN trategy enables true dynamic commerce that provides a customized experience to not only fulfill, but also create demand—profitably, and in real-time. This is a virtuous cycle realized through integration of the customer relationship management applications with the order fulfillment applications and its b-web, as well as intelligent and dynamic demand-supply synchronization. It is rendered possible by the following CFN value drivers: †¢ †¢ †¢ †¢ Business processes and applications Sourcing multiple line items from disparate suppliers and assembling them to a customer’s order and specifications for same/next day fulfillment invo lves ramatically greater logistics and supply chain complexity than delivering huge pallets from warehouses to shelf spaces (brick-and-mortar retail). Dynamic and intelligent personalization that ensures dynamic content insertion and cross-selling (enhancing revenues and profits per customer) while matching the customer’s demands with Amazon. com’s fulfillment abilities Virtual integration across the b-web (from customer to supplier and warehouses) that ensures synchronicity across business processes, delivering intelligent and profitable order fulfillment Dynamic demand and supply planning and ptimization to minimize inventory carrying and transportation costs and reduce cycle times, Three factors—selling an expanded selection of products online (Amazon. com offers 18 million items), the need to move a large volume of small parcels, and rising customer expectations—combine to put new pressures on order fulfillment systems. According to Toby Link, CEO of e-Toys, â€Å"Inventory management is the great ecommerce business process that no one seems to know much about. It is the true barrier to entry. †17 Amazon. com, which has depended largely on a drop shipping and just-in-time arrangement for books with  © 1. 4 aximizing profit and service levels Maximum visibility and responsiveness to supply and demand variability and anomalies through dynamic exception notification (e. g. an electronic alert signal if something goes wrong) 2000 Digital 4Sight Corp. Reproduction by any means, or disclosure to parties who are not employees of Digital 4Sight member organizations is prohibited. Thank you for your cooperation. Customer Fulfillment in the Digital Economy Amazon. com Order Management System (OMS) Credit card data verification, e-ordering (if needed), reconcilliation of shipping and customer charges Inventory Management System (IMS)Which items and categories to stock, where and in what quantities? What is available and what needs to be ordered? I2’s Demand Optimizer Inventory turnover data by product, category, country, region, state, industry, etc. I2’s Available to Promise (ATP) Can we fulfill these orders profitably? Oracle database of products and consumer profiles All Product Search What are customers looking for? Customer Orders What are they buying? Warehouse & Transportation Management System (WMS & TMS) Pick, pack and ship orders most efficiently & profitably Purchase Circles (Best seller listing by country, region, industry or company)WWW E-Customer New Customer Profile Who are the e-customers (demographics, etc. )? What are their preferences? Suggested Selling (Cross-sell and Net Perceptions up-sell profitable, Collaborative Filtering: in-stock items that What items and categories of customers want) products are customers likely to buy based on affinity? a nagement (CRM) Decision Support, S upply Chain Planning & Execution Customer Relationship M Figure 3. Amazon. com’s suite of CFN applications. 20 Ingram and Baker & Taylor, has now primarily moved to a from-stock hybrid model (that also includes the other options) with its seven US warehouses. In ddition to enlarging its Seattle and Delaware warehouses in 1999, the company has invested over $200 million to lease five distribution and warehousing facilities in Fernley, Nevada; Coffeyville, Kansas; Campbellsville and Louisville, Kentucky; and McDonough, Georgia. of Digital Equipment Alpha Servers and Netscape Commerce Servers built around an Oracle database server and Oracle Financials Enterprise Resource Planning (ERP) system. 21 According to Jeff Bezos, 80% of the company’s investment in software development since its founding in 1994 has not gone into its famously user-friendly screens, but to back-office logistics. 2 In 1998, two-thirds of Amazon. com’s 2,100 employees worked on customer fulfillment. 22 These seven warehouses, comprising 3. 5 million square feet of total space, will en sure fulfillment in 24–48 hours in most cases in the US. 18 The CFN comprising Amazon. com’s warehouses, b-web of suppliers and drop shippers, and end-to-end integration is specifically designed for online retailing from the ground up (i. e. , shipping merchandise item by item to individual customers). 19 It is one of only a handful of such networks. Amazon. com developed most of its own front end e-commerce applications, including page design and rder management systems (OMS). The acquisition and incorporation of Junglee, a highly sophisticated XML-based shopping bot, forms the basis of Amazon. com’s New Product Search application. It sourced its highly acclaimed suggested selling collaborative filtering software from Net Perceptions and recently acquired a Supply Chain Planning and Optimization package from i2 Technologies. 24 All other software—including middleware and the much-praised and patented one-click shopping application—is customized fo r Amazon. com or proprietary, and zealously guarded for competitive advantage. Amazon. com’s CFN, including its network of istribution centers, is illustrated in figure 2; figure 3 shows CFN applications deployed. Amazon. com’s initial hardware and software consisted  © 2000 Digital 4Sight Corp. Reproduction by any means, or disclosure to parties who are not employees of Digital 4Sight member organizations is prohibited. Thank you for your cooperation. 1. 5 Customer Fulfillment in the Digital Economy Amazon. com Amazon. com is in the process of integrating its b-web (suppliers, distributors, and customers) with its supply chain planning (SCP) and ERP, as well as management systems for orders (OMS), inventory (IMS), warehouse WMS), and transportation (TMS) (figures 2 and 3). This strategy will lead to intelligent demand forecasting, optimization, and profitable distribution execution. The customer relationship management (CRM) suite at the front end, which consists of one-to-one personalization and collaborative filtering from Net Perceptions and Amazon. com’s own order management system (OMS), works in sync with i2’s Supply Chain Planning, Optimization (SCPO) and Decision Support Systems (DSS) at the back end. These form a virtuous cycle that creates profitable demand while delivering a customized buying experience in real-time, as well as ntelligent, profitable fulfillment that ensures customer satisfaction and referrals. Figure 3 presents a hypothesis of how the applications work to deliver intelligent end-to-end order fulfillment: †¢ †¢ †¢ †¢ †¢ This is a true â€Å"sense and respond† CFN based on Amazon. com’s move towards a â€Å"real-time inventory solution† (if the customer can order it, it is available, and can be shipped) to drive customer loyalty, revenues, referrals, and profitability. Data is gathered initially from the customer to form a customer profile in the Oracle data base. Information on items customers are looking for, and ctually buy, is gathered through the All Product Search function and customer orders, respectively. Data from All Product Search drives the categories and product lines that Amazon. com keeps adding to its colossal assortment. The buying data is queried to yield inventory turnover (for every item) by zip code, state, country, business, company, and industry. The inventory turnover data is used to stratify Amazon. com’s inventory on an A, B, C basis (e. g. ‘A’ items could be best sellers, ‘B’ items have medium turnover, and ‘C’ items are one-off orders). The inventory turnover data (XML tagged by zip ode) is fed back to the customer by way of Purchase Circles (best-seller listing) to seduce the customer into buying the item. As well, data from the customer profile and previous buying patterns are mined (using collaborative filtering from Net Perceptions) to predict affinities betwe en customers and products. This enables real-time suggestive selling recommendations (the right suggestions to the right buyer at the right time—right now) relevant to each customer’s buying objectives. These recommendations convert browsers into buyers, increase revenue and profits per customer, and stimulate repeat buying. 25 2’s demand planner uses the inventory turnover and buying data to dynamically anticipate customer needs by accurately predicting customer demand on an ongoing basis. By integrating these with i2’s available-to-promise (ATP) inventory management and distribution systems, Amazon. com ensures that B-web organization Amazon. com’s b-web is an Aggregation (e-tail) and Agora (auctions and Zshops) hybrid model powered by its CFN. Win-win b-web relationships and electronic integration with suppliers, distributors, publishers, producers, and software and hardware providers account for Amazon. com’s winning experience and fulfi llment.These partners contribute significantly to, and derive benefits from, its success. In addition to large and assured revenue streams, learning from this e-tailing and CFN pioneer assures competitive advantage in the high velocity arena of e-commerce. In book e-tailing, for instance, Amazon. com ties Ingram’s inventory data to its customer interface. This gives Amazon. com available-to-promise (ATP) capabilities that lets customers know when they can expect to receive their merchandise. As soon as an order comes in, Amazon. com sends it to Ingram electronically (if it doesn’t carry the ordered item); Ingram then ships the rder, usually the same or next day, to Amazon. com’s customer fulfillment center for cross-docking and shipping via UPS/USPS. Key lessons Four factors explain Amazon. com’s in success e-tailing: †¢  © 1. 6 it maintains an optimum inventory of its most ordered books, CDs, videos, toys, and electronics in its warehouses for in- stock fulfillment. Continuous reconciliation of order and inventory data via the ATP function enables Amazon. com to commit to lead times on its Web site that it can profitably fulfill. Distributors like Ingram will drop ship one-off items (‘C’), or Amazon. com will order them (through theOMS) on a just-in-time basis from other suppliers for cross docking at its warehouse closest to the customer (figure 2). Intelligent distribution, warehousing (WMS), and transportation (TMS) optimization ensures that Amazon. com picks, packs, and transports orders for delivery, via US Postal Service (60% of orders) or UPS (40% of orders), â€Å"from buy button to customer doorstep† 24–48 hours for in-stock items, and within seven days for others, in the US. 26 First, it translated its customer-centric understanding of market need into an easy-to-use, intuitive buying experience that pleases customers and drives evenues and referrals 2000 Digital 4Sight Corp. Reproduction by any means, or disclosure to parties who are not employees of Digital 4Sight member organizations is prohibited. Thank you for your cooperation. Customer Fulfillment in the Digital Economy Amazon. com †¢ Second, Amazon. com invested tens of millions of dollars in building the most valuable brand on the Web Third, Amazon. com built loyalty and barriers to entry by investing in innovative technology solutions such as suggested selling from Net Perceptions, Supply Chain Optimization (i2), Purchase Circles, and All Product Search, and integrating them into a irtuous cycle for dynamic commerce Fourth, and arguably most important, Amazon. com’s commitment to fulfillment has translated into deep and effective b-web relationships with distributors and suppliers like Ingram and a core competence in one-to-one inventory management and distribution †¢ †¢ Thanks to these four factors, Amazon. com forecasts a customer base of 22. 3 million and revenues of $3. 15 billion b y 2002. The company’s strategic investments in its warehouses, technology, and b-web integration (CFN) to enable reliable and accurate same or next day customer fulfillment are a key part of its first mover dvantage and a significant barrier to entry. Amazon. com can strategically leverage this â€Å"killer app† CFN in a number of ways:26 †¢ †¢ †¢ First, Amazon. com can offer excess capacity in its warehouses to Zshops’ merchants on a â€Å"fee for fulfillment† basis. This would accrue considerable marginal revenues for a significantly lower marginal cost incurred. Second, by installing Web-enabled buying kiosks (as well as interactive television sets and wireless Webenabled devices like PDAs) at high traffic areas in malls, office buildings, and other locations, it can move its Web buying experience to the real world for ess Web-savvy customers. Third, and perhaps most radical and innovative, Amazon. com can build free customer buying port als for each of its registered, loyal customers. For an incremental cost, Amazon. com can create customized buying pages (similar to Dell’s Premier Pages for its business-to-business customers) that will allow customers to go online and enter their buying requirements as needed. Amazon. com can then deliver the items it carries, and turn over remaining orders to its Amazon. com associates, Zshops, or other b-web affiliates for fulfillment. —Arindam (Andy) De  © 2000 Digital 4Sight Corp.Reproduction by any means, or disclosure to parties who are not employees of Digital 4Sight member organizations is prohibited. Thank you for your cooperation. 1. 7 Customer Fulfillment in the Digital Economy Amazon. com Amazon. com: Key Performance Indicators (see Table 1 and figures 4a to 4f) Table 1. Comparison of 1998 performance: Amazon. com, Barnes & Noble, and Borders. 28 †¢ †¢ †¢ 117. 8 million US adults, or 60% of the adult population, recognize the Amazon. com brand name, making it the most recognized brand name on the Web, followed by Priceline and e-Bay. 29 Amazon. com, with a low customer acquisition cost of around $2930 compared with $109 for a new e-tailer) and a customer retention rate of over 72%31 enjoys huge competitive advantage in terms of repeat revenue streams and significant growth in its customer base. Analysts estimate that Amazon. com’s customer base will be about 22. 3 million users by 2002 (figure 4a). 32 With an average revenue per user of $141. 25 (figure 4b), this would translate into $3. 15 billion in revenues. Gross margins over the same period would increase from 22% in 1999 to about 25% in 2002. †¢  © 1. 8 Amazon. com, with $610 million in sales in 1998 and revenue growth of 230% (June 1998–June 1999), had ero days of receivables, 23 days of inventory, 87 days of payables (figure 4c) and a positive â€Å"gap in finance cycle†(figure 4d) of 64 days. 33 This implies that Amazon. com, unl ike its competitors, is actually financing working capital with cash flow from suppliers. Amazon. com’s revenue per employee (1998) was $290,476 (figure 4e) and revenue per dollar of fixed assets (figure 4f) was $20. 47 (appreciably higher than the competition). Figures 4e and 4f show an interesting correlation between Amazon. com’s market capitalization of $31. 40 billion and its revenue per employee and revenue per dollar of fixed ssets, against the competition. This may help explain the significant upward disparity in market capitalization enjoyed by the company vis-a-vis its clicks-and-mortar competitors. 2000 Digital 4Sight Corp. Reproduction by any means, or disclosure to parties who are not employees of Digital 4Sight member organizations is prohibited. Thank you for your cooperation. Customer Fulfillment in the Digital Economy Amazon. com REVENUES ($ MILLIONS) 19,500 22,300 $3,150 20 $2,700 2500 16,500 2000 13,300 15 $2,100 1500 10 $1,403 1000 6,200 Total reven ue per user Annual net income per user $127. 27 Gross margins $138. 6 25% 25 $105. 49 90 $98. 39 22% 22% 21% 21% 20 60 15 30 10 0 ($8. 08) 5 500 30 $141. 25 120 $ PER USER 3000 $150 NUMBER OF REGISTERED USERS (MILLIONS) Revenues ($millions) Number of registered users (millions) GROSS MARGINS (%) 25 $3500 $610 -30 ($19. 57) ($20. 09) 5 ($36. 73) ($45. 37) 0 1998 1999 2000E 2001E -60 2002E Figure 4a. Amazon. com: Revenues & number of registered users (1998–2000). 34 0 1998 1999 2000E 2001E 2002E Figure 4b. Amazon. com: Revenues & net income per user, registered users and gross margins (1998–2002). 35 80 64 INVENTORY TURNOVER OR CASH-TO-CASH CYCLE 60 Inventory turnover (1998) Gap† in finance cycle (1998) Revenue growth (1998-99) 400% 40 20 16. 14 0 -20 300 2. 4 AMAZON. COM 1. 83 B&N BORDERS 230. 1% 200 -40 -60 -80 100 (80) 6. 3% -100 Figure 4c. Book retail: Age of receivables, payables, and inventory (1998). 36  © 2000 Digital 4Sight Corp. Reproduction by any mean s, or disclosure to parties who are not employees of Digital 4Sight member organizations is prohibited. Thank you for your cooperation. REVENUE GROWTH (%) 0 (90) 14. 5% 0 Figure 4d. Book retail: Revenue growth (June 1998–1999) vs. inventory turnover & gap in finance cycle (1998). 37 1. 9 Customer Fulfillment in the Digital EconomyAmazon. com $350,000 300,000 $35 Revenue per employee (1998) Market capitalization ($ billions) $30 Revenue per $ of fixed assets (1998) $35 Market capitalization ($ billions) $31. 41 25 $30 $31. 41 $30 $20 200,000 $15 150,000 100,000 $103,641 $10 $95,404 50,000 0 $20 15 $15 10 $10 $5. 89 $1. 21 $0 $25 $20. 47 5 $5 $1. 64 20 $1. 64 0 $5. 26 MARKET CAPITALIZATION ($ BILLIONS) $25 REVENUE PER $ OF FIXED ASSETS ($) 250,000 MARKET CAPITALIZATION ($ BILLIONS) REVENUE PER EMPLOYEE $290,476 $5 $1. 21 $0 AMAZON. COM B&N BORDERS Figure 4e. Book retail: Revenue per employee (1998) and market cap (November 1999). 38Figure 4f. Book retail: Revenue per $ of fixed assets (1998) and market cap (November 1999). 39 1. Anthony Bianco, â€Å"Virtual Bookstores Start to Get Real,† Business Week, 27 October 1998. 2. Saul Hansell, â€Å"Amazon’s Risky Christmas,† The New York Times, 28 November 1999. 3. Ibid. 4. Jeff Bezos quoted by Stefani Eads, â€Å"Is Amazon Shopping for Profits in its Zshops? † Business Week, 12 October 1999. 5. According to Opinion Research Corp. , 117. 8 million Americans, or 60% of the US adult population, recognizes the Amazon brand name, making it the most valuable brand name on the Web. 6. Anthony Bianco, op. cit. 7.Saul Hansell, op. cit. 8. As quoted in SS Investor Equity Research Report on Amazon, December 1999. 9. Analysis and estimates by Lauren Cook Levitan, analyst, Banc Boston Robertson Stevens, August 1999. 10. Jeanne Lee. â€Å"i2 Learns What Not to Say When Talking to Analysts,† Fortune, 29 March 1999. 11. Jeff Bezos, quoted in an interview with Robert D. Hof, Business Week, 31 May 1999. 12. Strategy map based on Digital 4Sight analysis of Amazon’s etailing strategy. 13. Saul Hansell, op. cit. 14. Media Metrix numbers quoted in â€Å"Amazon, e-Bay Get Most Holiday Visitors,† Los Angeles Times (Home Edition), 4 January 2000. 5. Jeff Bezos quoted by Chip Bayersin â€Å"The Inner Bezos,† Wired, (March 1999). 16. Amazon press release from its Web site, URL http://www. hoovers. com/cgi-bin/offsite? url= http://www. amazon. com/exec/obidos/subst/misc/investorrelations/investor-faq. html/002-5319771-2477605. 17. John Evan Frook, â€Å"Missing Link Emerges: Inventory Management,† Internetweek, 9 March 1998. 18. Bob Tedeschi, â€Å"Many Internet Companies Have Focused on Attracting Customers. The Bigger challenge Is Fulfilling Orders,† The New York Times, 27 September 1999. 19. Katrina Booker, â€Å"Amazon vs. Everybody,† Fortune, 8 November 1999: 120. 20.Digital 4Sight hypothesis based on secondary research. 21. Customer case study on Oracle’s Web site, URL: http://www. oracle. com/customers/ss/amazon_ss. html. 22. Anthony Bianco. op. cit. 23. Mary Beth Grover, â€Å"Lost in Cyberspace,† Forbes, 8 March 1999. 24. Jeanne Lee, op. cit. 25. Product data from Net Perceptions Web site. URL:http://www. netperceptions. com/product/home/0,,1091, 00. html. 26. Michael Krantz, â€Å"Cruising Inside Amazon,† Time, (December 1999). 27. Digital 4Sight analysis of Amazon. com’s e-tailing strategy. 28. Digital 4Sight Financial Ratio Analysis based on P&L and balance sheet data sourced from www. oovers. com.  © 1. 10 2000 Digital 4Sight Corp. Reproduction by any means, or disclosure to parties who are not employees of Digital 4Sight member organizations is prohibited. Thank you for your cooperation. Customer Fulfillment in the Digital Economy Amazon. com 29. Opinion Research Corp. survey quoted in â€Å"Equity Research Report on Amazon,† SS Investor, December 1999. 30. McKinsey & Company Data quoted in â€Å"Online Customer Acquisition Costs† Business 2. 0, (November 1999): 16-17. 31. As quoted in â€Å"Equity Research Report on Amazon. com,†SS Investor, December 1999. 32.Analysis and estimates by Lauren Cook Levitan, op. cit. 33. Gap in Finance Cycle = Days of Payables – (Days of Receivables + Days in Inventory). 34. Analysis and estimates by Lauren Cook Levitan, op. cit. 35. Digital 4Sight Financial Ratio Analysis, op. cit. 36. Ibid. 37. Ibid. 38. Ibid. 39. Ibid. 360 Adelaide Street W, 4th Floor Toronto, Ontario. Canada M5V 1R7 Tel 416. 979. 7899. Fax 416. 979-7616 www. digital4sight. com  © 2000 Digital 4Sight Corp. Reproduction by any means, or disclosure to parties who are not employees of Digital 4Sight member organizations is prohibited. Thank you for your cooperation. 1. 11

Bond Enthalpy Definition in Chemistry

Bond enthalpy is the enthalpy change when one mole of bonds are broken in a substance at 298 K. Bond enthalpy is also known as bond-dissociation enthalpy, bond strength, or average bond energy. The higher its value, the stronger the bond and the more energy required to break it. Typical units of bond enthalpy are kilocalories per mole (kcal/moll) and kilojoules per mole (kJ/mol). Example values in 410 kJ/mol for the C-H bond and 945 kJ/mol for the N≠¡N bond. From this, its easy to see triple bonds are much stronger than single bonds. Bond enthalpy refers to the enthalpy change of one particular bond in a molecule.

The Fifth Amendment Of The United States - 1816 Words

The Sixth Amendment of the United States states â€Å"In all criminal prosecutions, the accused shall enjoy the right to a speedy and public trial, by an impartial jury of the State and district wherein the crime shall have been committed, which district shall have been previously ascertained by law, and to be informed of the nature and cause of the accusation; to be confronted with the witnesses against him; to have compulsory process for obtaining witnesses in his favor, and to have the Assistance of Counsel for his defense (CRS Annotated Constitution, n.d.).† The Sixth Amendment offers seven rights to everyone; (1) a speedy trial; (2) a public trial; (3) an unbiased jury; (4) told the charges against him/her; (5) able to confront those against him/her; (6) able to provide a witness in his/her favor; (7) right to lawful guidance. The Sixth Amendment is extremely important because it protects the rights of those being accused with criminal charges. It ensures that the proces s of conviction is done fairly and no one is deprived of their rights and unfairly charged. An individual’s right to a speedy trail is only activated when they have been officially charged. The initial creation of the amendment was to stop the individual from rotting away in jail for an extended period of time before their trial. This has many positive aspects to it, one being it reduces the amount of interference in the defendants normal every day life. With a speedy trial, if proven innocent, theShow MoreRelatedThe Fifth Amendment And The United States Constitution Essay1163 Words   |  5 PagesThe Fifth Amendment to the United States Constitution reads: â€Å"No person shall be held to answer for a capital, or other wise infamous crime, unless on a presentment or indictment of a Grand Jury, execpt in cases arising in the land or naval forces, or in the Militia, when in actual service time of War or public danger; nor shall any person be subject for the same offense to be twice put in jeopardy of life or limb; nor shall be compelled in any criminal case to be a witness against himselfRead MoreThe Fifth Amendment and The Bill of Rights654 Words   |  3 Pagesclause in the Fifth Amendment. The Fifth Amendment upholds the rights of United States citizens against government prosecution. Introduced to the Bill of Rights in 1789, the Fifth Amendment is a noteworthy amendment both during the past and in today’s world. 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Although agreements such as the Three-Fifths Compromise in 1787, and the Thirteenth Amendment in 1865 were adapted to reduce and outlaw slavery, it took many years for slavery to be completely abolished and allow blacks the freedom they had been longing for. The Three-Fifths Compromise was a agreement

Veterans With Post Traumatic Stress Disorder - 2330 Words

To the millions of veterans that have served this country by leaving behind their world as they once knew it, thank you. Entering the world of a soldier comes with a culture of warriors who are taught and trained to be ready to kill, but also ready to save, heal, and comfort (Hansen). Sergeant Hansen served in the United States Marine Corps for nine years and was deployed three times, once to Iraq and twice to Afghanistan. He was honorably discharged in April of 2014, however like many other veterans, his military experience has impacted his new civilian life due to Post-Traumatic Stress Disorder, or PTSD. It is paramount that a proper system concerning military veterans of the United States is established for the process of re-acclimating soldiers back to a civilian lifestyle. Within the current system and process that is being used, veterans with Post Traumatic Stress Disorder are discharged without the support and guidance they need to efficiently return to the civilian world. Sin ce 2001, 2.7 million troops have been deployed to the war zone in Iraq and Afghanistan (â€Å"US Veterans and Military†). Iraq veterans are known as OIF, Operation Iraqi Freedom veterans, while Afghanistan Veterans are known as OEF, Operation Enduring Freedom veterans. The wars in Iraq and Afghanistan are the longest combat operations since Vietnam (â€Å"Mental Health Effects†). Many veterans who have served in either Iraq or Afghanistan suffer from mental health problems. Out of 103,788 veteransShow MoreRelated Post-Traumatic Stress Disorder and Veterans Essay2315 Words   |  10 PagesHundreds of thousands of United States veterans are not able to leave the horrors of war on the battlefield (â€Å"Forever at War: Veterans Everyday Battles with PTSD† 1). Post-traumatic stress disorder (PTSD) is the reason why these courageous military service members cannot live a normal life when they are discharged. 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Soul Surfer Movie Review free essay sample

By Anthony Sluggett Inspirational People: In our modern day, there are many people that have experienced tough or difficult times although through their strength, persistence and strong faith in God they have been able to get back up and continue living and loving life. Many of these people are admired by others throughout the world. These inspirational people do many things for humanity and they make a positive impact on society and to other people’s lives. Bethany Hamilton: One of these people that will be discussed today is Bethany Meilani Hamilton. Bethany Hamilton is a professional surfer who lives in the United States, Hawaii. She was born into a family of surfers on the 8th of February 1990 on the island of Kauai, Hawaii. Bethany began surfing at the age of 8 and also won her first surfing competition, the ‘Rell Sun Menehune event’ on Oahu. This sparked a true love in Bethany’s heart for this sport. However on the 31st of October 2003, when Bethany was 13, she was attacked by a 14 foot tiger shark while surfing off Kauai’s North Shore. The shark bit off Bethany’s left arm and as a result, she lost over 60% of her body’s blood. She was rushed to hospital and experienced several operations. After this difficult time, Bethany was finally on her way to recovery with an incredible positive attitude. Lifeguards and doctors believe her strong water sense and faith in God helped get her through this hard time. Just after one month after the attack, Bethany was back in the water surfing trying to still fulfil her goal; to become a professional surfer. A few years later in 2007, Bethany Hamilton finally became a professional surfer. Movie Review: Many people looked up to Bethany as a true inspiration and in 2011 a movie called ‘Soul Surfer’ was made based on Bethany’s struggle through life and her incredible, positive attitude as she made her comeback to surfing. Throughout the movie, Bethany Hamilton played by AnnaSophia Robb, always looked up to God and was a very strong Christian believer. At only 13 years of age, Bethany was attacked by a tiger shark which took off one of her arms. She made a very positive comeback and was ready to surf as soon as she had recovered. She began to surf but after a not so good performance at her Hawaiian Regional Surfing Championships, Bethany was having second thoughts and was looking to God for answers as to why He had let this happen to her. But she trusted her spiritual teacher and the biblical quote she shared to her class; Jeremiah 29:11: â€Å"11 For I know the plans I have for you,† declares the Lord, â€Å"plans to prosper you and not to harm you, plans to give you hope and a future. † Bethany lived by this biblical teaching and trusted in God that all would come out like God had planned. This movie is very much an inspiration. Bethany’s life was much like surfing with many ups and downs but after crossing over the biggest wave, it was much easier on the other side. Bethany possesses many Christian values that include; strong faith and belief in God, always being positive and having great strength. As a result of this, Bethany Hamilton is a true inspiration for all. Bethany overcame her tough problems by speaking to different people and receiving great encouragement and thus being able to trust in God and continue living and loving life. Bethany is also still making an impact on our world by teaching other under privileged children how to surf. Finally, this movie has been watched by millions of people and has inspired them to do the same as Bethany; overcome tough problems and situations and to trust in God and continue living and loving life. Film Techniques: There were some good film techniques used throughout this movie to make it interesting, attention catching and inspirational. Some of these film techniques include; sad music played in the background when Bethany was going through hard times. This expresses how hard life was for her during these times. Flash backs were also used in the movie, especially of Bethany’s near death experience with a shark. This shows how terrifying this experience would have been for her and that she was very strong and faithful to God to put all of that behind her and look towards the future. Finally towards the end of the movie when Bethany taught herself to surf with one arm, she was portrayed as a very good surfer which indicated that she was very dedicated and striving to fulfil her goal of becoming a professional surfer even though she had one arm less. This was very inspirational and uplifting. Reflection: This was a great inspirational movie as it has motivated me to always look on the positive side of life even when the times are tough. Bethany Hamilton has gone through some very tough times, but she is a strong believer in God and trusts Him that all will turn out and make sense in the end. Overall, I would recommend this movie to everyone, young or old, because you’re never too old or young to be inspired to action. Finally I would rate this movie a 9/10 because of its passion and inspiration. Christian values: Add picture, (maybe quote), be in magazine article format *At the end, add reflection of yourself *Talk about the movie *Talk about Bethany’s strong faith in God. *Bethany’s Christian values- and relate to a bible scripture. *What problems has this person or people faced, and how did they overcome them? * What are the Christian values that mould our idea of what a good person is in general, including in ourselves. * How this person has made an impact in building a better future for our society? (What have they done for the society, what have they contributed? )

Silent Spring Book Review Essays - Counterculture Of The 1960s

Silent Spring Book Review Rachel Louise Carson (1907-64), was an American marine biologist, and author of widely read books on ecological themes. Carson was born in Springdale, Pennsylvania, and educated at the former Pennsylvania College for Women and Johns Hopkins University. Rachel Carson taught Zoology at the University of Maryland from 1931 to 1936. She was an aquatic biologist at the U.S. Bureau of Fisheries and its successor, the Fish and Wildlife Service, from 1936 to 1952. Rachel Carson wrote 4 books including The Sea Around Us for which she was awarded the 1952 National Book Award for nonfiction. At the end of Rachel Carson's career she wrote Silent Spring, which questioned the use of Chemical Pesticides and was responsible for arousing world wide concern for the preservation of the environment. Silent Spring takes a hard look at the effects of the insecticides, weed killers and other common products as well as the use of sprays in agriculture. By introducing these deadly substances, we have poisoned or lakes and streams, or wild and domestic animals, and even ourselves. The book focuses on the importance of balance within the environment. Rachel Carson wrote... Where spraying destroys not only the insects but also their principle enemy, the birds. When later there is a resurgence in the insect population, as almost always happens, the birds are not there to keep their numbers in check. Carson examines the way dangerous chemicals have been used without sufficient research or regard for their potential harm to wildlife, water, soil, and humans, creating an evil chain of poisoning and death. The over use of DDT, dieldrin and other pesticides eventually poisoned an entire world of living things. Silent Spring not only recognizes the severity of the chemicals usage but recognizes the effect of substance use on a community. It helped people to look at the whole picture, to look into the future instead of the now. Carson helps to change this way of thinking by offering solutions to the existing problems. She helps to show that nature will take care of nature. Many times the best solutions are the introduction of other plants or animals. For many thousands of years man has been battling nature, when if he took a step back, he would see that if he just worked with it his problems could be solved. Rachel Carson helped many people to see this ideal and is partly responsible for starting the environmental movement that has become so apparent in today's society. There are many people that do not support Rachel Carson's findings about DDT. These people challenge her experiments and say that the results would have been worse had the controls not been manipulated. The direct effect of DDT may be different on all types of animals. What the people fail to notice that challenge her statements are the chemical bonds that are produced with DDT and other chemical substances. The significance of Rachel Carson's book was not the scientific accuracy but instead the position it took on DDT. Why this book is so recognized has nothing to do with the actual data, it has to do with awareness and the beginning of global consciousness. Suddenly we are not just a species we are a planet. Carson helped us to realize that everything you do has a greater effect on something else. The arguments of human death due to the banning of DDT are serious ones, and need to be addressed. Many critics say that in many ways Silent Spring has caused more death than it has prevented. In no way do i feel that, that was Rachel Carson's intention. This book is merely a tool for awareness and offers solutions to specific agricultural problems. The critics of Carson are looking to this book, as an answer to all environmental questions instead of looking to it as a guide. I don't feel that in any way Rachel Carson wrote this book for that reason. There are two issues in which i do not feel have been addressed properly. The first is the relationship with government and big business and the second the issue of human survival from insect born diseases. There has been little mention about how the legislation would