text:
Strategic Positioning of E-Commerce Business Models in the Portfolio of Corporate Banking
- August Alexander
- 2 years ago
- Views:
1 No. 33 Strategic Positioning of E-Commerce Business Models in the Portfolio of Corporate Banking Frank Stehling / Juergen Moormann October 2001 ISSN Authors: Frank Stehling Prof. Dr. Juergen Moormann Strategic Development Hochschule fuer Bankwirtschaft HVB Group University of Applied Sciences in Bayerische Hypo- und Vereinsbank AG Banking and Finance Munich Frankfurt/M. Germany Germany Publisher: Hochschule fuer Bankwirtschaft Sonnemannstraße 9-11 D Frankfurt/M. Germany Phone: ++49/69/ Fax: ++49/69/
2 Strategic Positioning of E-Commerce Business Models in the Portfolio of Corporate Banking Contents: Abstract Introduction Foundations of B2B e-commerce Strategic roles in B2B e-commerce networks Areas of business processes in B2B e-commerce networks Identification of relevant business models Methodological approach for evaluating B2B e-commerce business models Development of the portfolio matrix Value analysis Application of the evaluation system First level evaluation of B2B e-commerce business models Second level evaluation of B2B e-commerce business models Discussion of the results Conclusion...20 References...22 Appendix...26 Keywords: e-commerce, business model, business-to-business (B2B), corporate banking, strategic evaluation This paper has been accepted for the Hawaii International Conference on System Sciences, January 7-10, 2002, Big Island, Hawaii. It will be published in a shorter version in the Proceedings of the conference. Copyright 2002 IEEE. 2
3 Abstract The emergence of e-commerce leads to a fundamental change for the financial industry. The transition into a digital economy produces numerous new opportunities as well as great risks. B2B e-commerce in particular is considered a promising field for the future. As B2B is very closely related to corporate banking, emerging B2B e-commerce business models should constantly be evaluated to see how they fit into the portfolio of current corporate banking activities. This paper provides a framework for a systematic examination of B2B e- commerce business models and their position in the portfolio of corporate banking. The framework is based on recent work on roles and tasks in business networks. The evaluation of 17 selected business models has been performed by a two-stepapproach which includes interviews with experts and a specific scoring model. The paper indicates that certain business models, like e-marketplaces, seem to be less attractive despite of huge investments of German banks in this field. However, models combining a bank s core competence with new technology offer a high potential in e-commerce activities. 1. Introduction The world of banking and financial services is in the midst of a dramatic change, moving away from traditional brick and mortar banking and focusing on new promising opportunities. The emergence of electronic (e-) commerce leads to a fundamental re-thinking of banking. New market structures and new business models must be analyzed and evaluated from a strategic point of view. Businessto-Business (B2B) e-commerce is especially considered a fast-growing area for the future, e.g., information brokerage services, e-procurement services, portal provider, e-marketplace services. In the context of banking, B2B is very closely related to corporate banking. Therefore, a bank must constantly assess which business models would be appropriate and may fit into the strategic portfolio of its corporate banking activities. Although this problem is highly relevant for banks, we find a substantial lack of methodological concepts. Up to now, the process of strategic positioning happened in a rather intuitive manner. A systematic approach not only needs to incorporate well-known instruments of strategic planning but also new tools which lay an emphasis on e- commerce structures. The latter comprises models of business networking, roles and tasks within these networks, customer processes, etc. This paper will show how B2B e-commerce business models can systematically be investigated and positioned in the context of corporate banking. For this 3
4 purpose, we will discuss three areas of interest: (I) The general structures of B2B e-commerce as well as a range of business models. (II) A methodological approach of a bank-related procedure for evaluating and positioning B2B e- commerce models. (III) We will deliver and discuss results of a recent evaluation of e-commerce business models for enhancing the portfolio of corporate banking. The evaluation focuses on the German banking industry. 2. Foundations of B2B e-commerce B2B e-commerce is the part of the economy which deals with Internet-based or Internet-supported commercial activities between two or more different companies or parts of companies [25]. Commercial activities are processes like procurement, sales, and transaction services which include the needed communication (e.g., inquiries, service requests) respectively. The Internet not only enables supply and sale of products and services but also allows the emergence of much more complex business structures. Thus, a systematic approach must not only comprise the classification of products and services and the related business models but also the quite different dimension of virtual organizations and dynamic networks [9, 44]. Virtual organizations are networked, locally distributed, or even mobile organizational units which participate in a coordinated process of value creation [32]. The total of these structures is called a dynamic or strategic network [41]. Participating companies achieve a higher level of resources, competencies, and capacities within the network. They are expected to react much faster and more flexible on changing customer demands. From the banks perspective, virtuality and networks will change their business processes completely. Therefore, we have to analyze the general structure and the strategic roles of virtualized value chains Strategic roles in B2B e-commerce networks The discussion of network structures in theory primarily includes commercial networks and virtual organizational structures [e.g., 1, 37, 46 ]. One of the most important objectives of such networks is seen in the efficient connection of processes beyond company boundaries. Rayport and Svoilka emphasize the shift of physical processes of an existing world market place into the market space of the Internet [9, 36]. The literature offers a range of concepts on B2B e- commerce networks which mainly differ by the accentuation of different tasks and roles. 4
5 Oesterle focuses on inter-organizational processes and develop the roles and functions needed in a B2B e-commerce environment [29, 30]. The basic structure of this concept consists of three components. The backbone of the network is a Business Bus which is a standardized interface to receive services from and to deliver services to the network. Within the network we find integrators and aggregators, so-called Intermediaries. They are responsible for the bundling of supply and demand and the mediation of services. The third component comprises Service Suppliers and Product Suppliers. The approach of Wise and Morrison primarily concentrates on the identification of roles and trends to describe a B2B e-commerce network [47]. In the center of their model we find huge aggregators (Mega-exchanges) which function as... central hubs for the execution of most transactions... [47, p. 93] and which represent the medium for the communication between the buyer and the sales organization. The authors also predict the emergence of Specialist Originators for satisfying complex customer needs. E-speculators perform arbitrage and speculative transactions. Finally, Solution Providers will emerge. They will generate added value by further processing and bundling of information and other services. A clear distinction between strategic roles and business models has been delivered by Cameron et al. [4]. Their concept consists of four roles which refer to Porter s model of generic strategies [33]. With this approach, companies will specialize on certain parts of the value chain. The major task of Attracters is customer management, i.e. identification and satisfaction of specific customers needs. The next step in the value chain will be performed by Transformers. These are pure transaction companies which transform...diverse inputs into goods and services more valuable than the sum of their parts [4, p. 7]. Cameron et al. assume that the supply of a technical infrastructure and related services will be of great importance. This job will be done by Enablers. A Niche master is a [s]pecialized attracter, transformer, or enabler company with a narrowly focused business mission like industry-specific Internet services [4, p. 7]. Each of the models contribute valuable insights into certain aspects of e- commerce network architectures. However, the combination of intra-organizational processes and the exact specification of strategic roles and business models is still missing. In order to develop a framework which can serve as a basis for evaluating B2B e-commerce business models, a modification of the roles suggested by the literature may be necessary. In accordance with the development of virtual organizational structures, four basic roles can be defined. With the rise of inter-organizationally linked supply chain systems and the strongly increased networking of companies through Internet technology, the need for the Web has been recognized in most companies. 5
6 Enablers build their business on enabling Internet activity for enterprises and thereby giving them the opportunity to participate in Internet-based networks. This role corresponds in general terms to the role of the enabler defined by Cameron et al. The next phase showed the emergence of new electronic services and led to the development of Internet-based Aggregators whose major tasks consist of bundling supply and demand in fragmented or non-transparent markets. In addition, they serve as digital platforms for the management of existing business relations, e.g. contractual agreements. The emergence of Product & Service Providers is a result of a global disintegration. Tasks of this strategic role are e.g. the carrying-out of outsourced processes. Another emphasis lies on the development and supply of new products and services. Oesterle, Wise and Morrison, and Cameron et al. agree on the necessity of this role. A fourth role emerges in the process of further disintegration and specialization. It will drastically affect existing business structures. Internet-based Distributors specialize in providing the company s customer interface of a value chain. Their core competencies are marketing, sales, and customer services Areas of business processes in B2B e-commerce networks The integration of core competence aspects into the B2B e-commerce evaluation framework needs to include an intra-organizational process view as well. Thus, strategic roles and B2B e-commerce business models can be placed in relation to the most important areas of business processes. The starting-point is the value chain suggested by Porter [34]. Based on this model four areas inside or outside of a company can be identified: Business Network, Business Support, Supply chain, and Management Support. These areas of business processes are characterized by different procedures, inputs, and outputs. They are the reason for any advantages or disadvantages of a company s ability to compete [3, 11, 20]. Processes of the Business Network area deal with the needs of the fast-growing networking of companies. Business Support processes (e.g., human resources) will continuously be investigated regarding their outsourcing potential or their partial substitution. The process areas Supply Chain (i.e., intra-organizational value chain) and Management Support are assumed to belong to the core competencies of the respective company. Based on the characteristics of open B2B e-commerce networks and the understanding of intra-organizational processes a classification grid for the strategic positioning of B2B e-commerce business models has been developed. The matrix consists of one dimension showing certain strategic roles (i.e., representing the aspect of core competencies) and a second dimension showing the defined areas of business processes. 6
7 3. Identification of relevant business models Which new business opportunities are offered to a bank in the context of B2B e- commerce in order to position itself in the perspective of ever-changing value chains? The goal of this section is to systematically represent business models of B2B e-commerce and arrange them in the above described classification grid. There is plenty of literature available on the discussion of new B2B e-commerce models. A broad definition of business models has been delivered by Gloor. Under the term business model, I understand first what a company does and second how it makes money from doing it [10, p. 40]. Although this definition seems to be plausible, it can not serve as a systematic explanation.. Oesterle demands answers concerning the future business areas, market services, customer needs, core competencies, alliances, but also concerning the organization and the application of information and communication technology [29]. Timmers defines a business model as... an architecture for the product, service, and information flows, including a description of the various business actors and their roles; and a description of the potential benefits for the various business actors; and a description of the sources of revenues [42, p. 4]. As a basis for our study, we follow Heinrich and Leist who differentiate between external and internal aspects [13]. The external issue determines the market appearance (e.g., potential customers, core products and services [6], customer process orientation, sales channels) whereas the internal issue describes the company s competencies and strengths, its generic strategy [33], its strategic role within the B2B e-commerce network, its organizational structure and its alliances. These internal aspects are necessary for the realization of the external goals. Using this concept, B2B e-commerce business models can be systematically described and in a further step matched with the strategic roles of a B2B e- commerce network. Three criteria have been used for the selection of a diversified pool of business models ranging from bank-specific to rather general undertakings relevant for the German banking industry at the time of the evaluation: - The respective business model should be used and discussed worldwide at the point of time of our study. - The model must show a certain degree of relevance. - The business model must apply to the Internet very strongly. In this context we differentiate business models which can only be implemented through the Web or with Internet technology, and others whose emergence is supported by the Internet. For our purpose, it is required for a significant portion of the business to get transacted via the Web. 7
8 The choice of models based on these criteria has certainly been influenced by our own insights and understanding. On the other hand, the selection process has been supported by a wide range of literature. Thus, our selection reflects the mainstream opinions on this topic. Table 1. Overview on seventeen business models used in the investigation Business model Core products and services Exemplary companies Sell-Side Provider Personnel Management Back Office Services [28, 30] Risk Management & Controlling Services [30] Financial Services 1 Application Hosting & Service Provider [24, 44] Information Brokerage Services [30, 42] - Selling and application of third party products via company-owned portals by others - Creation and operation of customer process portals [29] - Personnel administration - Internet-based personnel legal advice - Internet-supported personnel recruiting - Transfer of bookkeeping - Administration of foreign business [26] - Internet-based document archiving - Electronic bill presentment - Credit and rating information - Debitor management [26] - Innovations in finance - Demand-portfolio control for trade or financial services companies - Cash management, escrow services - Insurances - Online credit granting, factoring - Investment advice - Supply of host capacities for the administration of software applications - Management and administration of software applications - Business directories - Specific and highly current market information (usually originating from large market places) - Information collection and edition db-business-direct.com (Deutsche Bank AG); AvnetMarshall Administaff.com; Emploease.com; Automatic Data Processing Inc.; Ceridian PriceWaterhouseCoopers; Microsoft Office eservices; PAGO (50% participation of Deutsche Bank); PayNet Moody s; Hermes; OnExchange Deutsche Bank AG; Gerling AG with Trusted Trade; TransPoint Made2Manage.com; SAP AG; Deutsche Post electronic services Dun & Bradstreet; One Source; Boni Trust AG (subsidiary of DCI AG) ctd. 1 See the offers from DB Marketplaces (www.db.com), Tradesafe.com (http://www.tradesafe.com). 8
9 Collaborative Platform [42] E-Procurement Services [25, 42] E-Business Broker E-Marketplaces [2] Infrastructure Provider [44] Network Access Provider Portal Provider E-Commerce Integrator [38] Security Provider Trust Provider [31] - Special software, e.g. for interorganizational design or engineering projects - Project support - Workflow management - Application service providing (ASP) - Centrally hosted catalogue solutions - Execution and handling of Internet auctions - Participant selection of participants - Analysis of auctions - Middle man function for purchase and sales between large market places - Support of buying and selling through product catalogue systems, auctions, information and special services (e.g., logistics) - PC services - Server services - Data storage - Internet access - Telecommunication services - Data transfer and protection - Creation and maintenance of portals resp. sell side solutions for companies - Selling of pure portal technology - Strategy development - Marketing - Web design - Technology integration - Business processes design - Data encryption technologies - Network safety systems (e.g., firewalls) - Authenticity certificates - Electronic notaries - Trust consulting GEN; ICS Works.com; Portum AG; emaro AG Chemconnect.com; Farmpartner.com; Commerce One Sun Microsystems; IBM; Hewlett Packard; Cisco Mobilcom; British Telecom Commerce netbusiness AG; abaxx Sapient; Accenture; Viant Secaron GmbH (HypoVereinsbank AG) Identrus Inc.; TC Trust; HypoVereinsbank AG As a result of our research, 17 business models have been identified (see Table 1). A standardized form was used for the detailed description of each of these models. Appendix A shows such a description with the example of e-procurement services (business model # 9). The information on the strategic role and the area(s) of business processes of each model can be derived from the detailed descriptions. Both criteria allow for the positioning of the business models in the B2B e-commerce classification grid developed in section 2 (Fig. 1). This matrix will be the basis for the following steps of our evaluation. 9
10 Figure 1. Positioning of 17 business models in the B2B e-commerce classification grid Strategic roles Distributor Product & Service Provider Aggregator Collaborative Platform Personnel Management Application Hosting & Service Provider E-Procurement Services (e-auction) Marketplace Sell-Side Provider Back Office Services E-Business Broker Risk Management & Controlling Services Information Brokerage Services Financial Services Enabler Infrastructure Network Access Provider Provider Trust Provider Security Provider Portal Provider E-Commerce Integrator Business Network Business Support Supply Chain Areas of business processes Management Support 4. Methodological approach for evaluating B2B e-commerce business models Two assumptions will be used for the evaluation procedure: (1) Choosing B2B e- commerce business models by focusing on core competencies and resources helps to identify the most attractive ones. 2 (2) Certain non-core competencies and resources of banks can get transformed into core competencies and primary market resources to enter B2B e-commerce markets. To assess these business opportunities by an evaluation system, one faces several barriers such as a large number of business models, interdependencies between new and existing businesses, limited information, research costs as well as the limited availability of market and company analysis [7] (see also the Baker-Criterion in [39]). 2 Despite other approaches (e.g., market or opportunity driven) the resource-based view appeares to us as best supporting the idea of identifying and ranking new but bank-affiliated business models. 10
11 When following opinions of Laakmann and Kreilkamp, one can overcome those obstacles. By analyzing the relevant steps of different evaluation processes, Laakmann identified a rough evaluation, a detailed evaluation, and a controlling phase [23]. Kreilkamp listed a preliminary and an advanced selection [21]. A combination of both experts approaches treats the costs of research and output economically by filtering out irrelevant business models. Therefore, the structure of the evaluation system should contain a rough evaluation as the first level evaluation delivering business models relevant for a bank out of a portfolio of available business models without the input of detailed information, time, and costs. The detailed evaluation as the second level evaluation helps to analyze and define how attractive a business model is for a bank. Qualitative methods turn to quantitative methods with an increase of information in every phase of strategic decision-making to quantify the economic impacts of corporate activities [16, 27]. While the first level evaluation needs qualitative methods, the advanced level needs quantitative ones to score the chosen pool of models. Using Wilde s evaluation methods classification [45], the first evaluation level will be processed by using a portfolio matrix. Such models help to concentrate on few relevant key criteria and thus save time as well as costs of an extensive research. The second evaluation level will be performed by a value analysis. This analysis aggregates the values of critical factors and weighs them to generate a total score showing the total value of each alternative business model [15, 19, 45, 48]. It simplifies by dividing up the comprehensive system of economic factors into evaluation dimensions (e.g., market attractiveness, competitive situation). The value analysis boosts decision-making transparency and makes it easier to control decisions, their results and assumptions [8, 15]. Both evaluation models also allow to flexibly integrate the resource-based view and banking industry-specific aspects into the evaluation system considering the conditions and limits of this particular selection problem. The resource-based view builds upon the understanding that resources and the connected core competencies are the center of the creation of new strategic approaches [12] Development of the portfolio matrix In order to identify business models relevant for a bank, we use a two-dimensional portfolio matrix differentiating company-external and -internal criteria [23]. The first dimension of the portfolio matrix will be the degree of core competencies and resources available for the operation of a business model. This dimension covers all necessary internal criteria, such as special know-how, personnel resources, information systems, and financial resources [22, 43]. The second dimension should be the market attractiveness which includes external factors 11
12 [14]. Unfortunately, this dimension would take a lot of research and there is little information existing about the markets of the business models. To save time and costs at this step of the evaluation, it is favorable to switch to a related dimension like market maturity which can indicate the market attractiveness as well. This dimension determines the maturity of products and services, existing competition, and the market size. Together with core competencies and resources of banks, such criteria provide a sufficient understanding of whether it makes sense for a bank to enter a market with a certain business model [3]. Because this is just the first level evaluation, we will scale both dimensions by only differentiating between a high, medium/average, and low degree. The portfolio matrix will be separated into nine fields in which the available business models can be positioned according to their scores. Furthermore, the portfolio can now be divided into two sections by a diagonal line across. The top right section contains the business models which should be examined further at the second evaluation level. The bottom left section holds business models that are not relevant for banks at the time of the evaluation. Business models positioned on the diagonal line have to be examined before taking them into the second evaluation. The portfolio matrix contains the following assumptions: - Business models on the top right side of the diagonal line are more relevant for a bank because they carry a more desirable relation between the core competencies and the market maturity. - The higher the degree of core competencies in banks and the lower the market maturity the more favorable a market entry would be. The chances to gain a significant market share and to develop high quality products are high. - It will not be profitable for a bank to enter a mature market without having the necessary core competencies. Independent of how strong the competencies and resources are, competitors would start retaliatory actions against a new rival, forcing it to withdraw [16]. - Business models on the diagonal line are positioned in a transitional zone. Low/high core competencies and resources and low/high market maturity could be attractive for a bank. Such combinations could lead to synergies or diversification effects that would encourage a bank to adopt new core competencies and resources or use the existing ones to operate in the new market. 12
13 4.2. Value analysis This analysis is based on a scoring system calculating how attractive a certain business model is. Because of the diverse B2B e-commerce markets and the rare experience in these fields, experts have been interviewed (ei l ). The value analysis should explicitly cover the market attractiveness as one of three economic dimensions (d l ) which may affect a company s success. A second dimension should be the relative competitive situation of banks assuming they would enter the market served by the business model. The third dimension provides the analysis of synergies and diversification effects which would be caused by interdependencies of the existing and the new businesses. The criteria (c mn ) defining each of these dimensions are aspects which decide on the success or failure of the operation of a business or a product idea. The selection of appropriate criteria is... the beginning of the evaluation and determines extensively the expressiveness of scoring-models. [21, p. 53] The criteria has to fulfill the following three requirements [21, 40]: - The criteria should be independent of each other. - The criteria should have a qualitative rather than a quantitative nature [21]. - The number of criteria should cover the complexity of the underlying problem [21]. The specific importance of each criterion and dimension will be considered in the total score by weighing the criterion and dimensional scores (cw nmx /dw tx ) per business model (bm x ) [21]. The weights have also been defined together with the experts during the interviews. Table 2 shows the results of this step. Table 2. Evaluation criteria and dimension weights of the value analysis Evaluation criteria (c mn ) and evaluation dimensions (d l ) Weights (criteria: w mn / dimensions: w dt ) Market Attractiveness 0,36 Attractiveness of the expected market volume in Germany within the next three years [18] 0,24 Market entry barriers (e.g., strong customer loyalty, rivalry) [43] 0,21 Timing of market entry [3, 5] 0,19 Volatility of changes to market conditions (technological changes, legal changes, shifts in customer demands) [14, 17] 0,19 Investment level [16] 0,17 Competitive Situation of Banks 0,27 Expected relative ability to manage the business success factors per business model [43] 0,26 Relative know-how in banks (existence or fast development of important core competencies) [16] 0,26 13
14 Relative image advantage of banks [14, 35] 0,16 Durability of bank-specific competitive advantages [14, 19] 0,16 Relative financial strength of banks [14] 0,16 Diversification and Synergy Attractiveness [14, 18] 0,37 Potential value of already existing bank resources (e.g., IT, administration resources) [14, 18, 35] 0,25 Expected cash-flow [14] 0,23 Potential value for bank clients because of the integration of the business model into the existing product/service portfolio 0,20 Potential value of new information about markets and/or customers for the existing business [31] 0,20 Similarity between the organization of a business model and the organization of a bank [18] 0,12 Further conditions such as the specific business success factors, know-how relevant for the operation of each business and the potential competitors of banks per market were defined for the experts common understanding of the system. In order for the experts to interpret the questionnaire in the same way, the criteria needs to be specified [21, 40]. First, each of the five levels of every criterion ranging from very low, low, average, high to very high needs to be defined. For example, a very low grade for the market volume in the market attractiveness dimension means the market has very little sales potential which does not promise enough profit for any bank to enter. A very high grade refers to a very high sales and profit potential for several banks. The second step is to scale the five levels of the criteria by using grades (from 1 [very low] to 5 [very high]) [40]. However, the criterion timing of market entry 3 rd quarter 2001 has to be treated differently: - Too late (1): already established competition. - Too early (3): first mover advantage but the burning money effect. - Right timing (5): exponential increase of market growth, being able to establish a market leader position. Another exception is the use of alternative grades for the criteria market entry barriers, volatility of changes to market conditions and investment intensity. For example, high market entry barriers stand for a low attractiveness (graded by 2) considering a possible market entry by a bank. To reckon the total scores, the first step is to calculate the value grade per criterion and business model. All the grades assigned by the experts for each criterion have been summed up and divided by the total number of experts (ei L {l N (1 l 8)}): (1) csmnx = csmnx L L eb=1 14
Working Paper Strategic positioning of e-commerce business models in the portfolio of corporate banking
econstor www.econstor.eu Der Open-Access-Publikationsserver der ZBW Leibniz-Informationszentrum Wirtschaft The Open Access Publication Server of the ZBW Leibniz Information Centre for Economics Stehling,More information
No. 41. Modeling Default Dependence with Threshold Models. Ludger Overbeck, Wolfgang Schmidt. March 2003 ISSN 1436-9761
No. 41 Modeling Default Dependence with Threshold Models Ludger Overbeck, Wolfgang Schmidt March 23 ISSN 1436-9761 Authors: Dr. Ludger Overbeck Prof. Dr. Wolfgang Schmidt Deutsche Bank AG Hochschule fürMore information
Cross currency swap valuation
Centre for Practical Quantitative Finance No. 2 Cross currency swap valuation Wolfram Boenkost Wolfgang M. Schmidt November 2004 Author: Dr. Wolfram Boenkost Prof. Dr. Wolfgang M. Schmidt Lucht Probst.More information
A case for money in the ECB monetary policy strategy
HfB Working Paper Series No. 61 A case for money in the ECB monetary policy strategy by Horst Löchel and Thorsten Polleit January 2005 Sonnemannstr. 9 11 60314 Frankfurt an Main, Germany Phone: +49 (0)More information
TYPES OF B2B E-BUSINESS MODEL COMMONLY USED: AN EMPIRICAL STUDY ON AUSTRALIAN AGRIBUSINESS FIRMS Dr Eric Ng Faculty of Business University of Southern Queensland Toowoomba Queensland 4350 Australia Phone:More information
E-Commerce: From Converging 'B2B versus B2C' Segments to Solutions for Different Product Groups
E-Commerce: From Converging 'B2B versus B2C' Segments to Solutions for Different Product Groups Prof. Dr. Claudia Loebbecke, M.B.A. Chaired Professor of Media Management University of Cologne Pohligstr.More information
Internet business models: A contemporary reference framework
Internet business models: A contemporary reference framework Working paper Ralf Wagner August 11, 2013 Abstract The Internet is becoming more and more important for businesses. A practical reference frameworkMore information
Interest Rate Convexity and the Volatility Smile
Centre for Practical Quantitative Finance No. 4 Interest Rate Convexity and the Volatility Smile Wolfram Boenkost Wolfgang M. Schmidt May 2006 Author: Dr. Wolfram Boenkost Prof. Dr. Wolfgang M. SchmidtMore information
Productions Management II
Productions Management II - Lecture 6 - Supply Chain Management I Lecture Supervisor: M.Tech. Amit Garg email@example.com Pontdriesch 14/16 Tel.: 47705-439 Objectives of Lecture on SCM Overview onMore information
PUSH CONCEPTS AN APPROACH TO ACTIVE CUSTOMER ORIENTED STRATEGIES IN E-COMMERCE Dr. Susanne Robra-Bissantz, University of Erlangen-Nuremberg, email@example.com ABSTRACT As a supplementary strategyMore information
On the cost of delayed currency fixing announcements
econstor www.econstor.eu Der Open-Access-Publikationsserver der ZBW Leibniz-Informationszentrum Wirtschaft The Open Access Publication Server of the ZBW Leibniz Information Centre for Economics Becker,More information
Unified Charging and Billing Solution. Unified Next Generation of Charging Systems in Mobile Networks
Unified Charging and Solution. Unified Next Generation of Charging Systems in Mobile Networks Daniel Donhefner Nokia Siemens Networks Business Support Systems Research and Development 1 Motivation andMore information
A Framework for Competitive Advantage in etourism
A Framework for Competitive Advantage in etourism Markus Gratzer a, Werner Winiwarter b a E-Commerce Competence Center EC3 Donau City Straße 1, 1220 Vienna, Austria firstname.lastname@example.com b Institute forMore information
Industry Overview SAP FOR TELECOMMUNICATIONS DESIGNED FOR YOUR INDUSTRY. SCALED TO YOUR BUSINESS. READY FOR YOUR FUTURE. You don t run a generic business. So why use generic solutions? SAP for TelecommunicationsMore information
B2B E-Commerce. The Future of Business Transactions & Relationships. by: Birger Gröblinghoff (Matr.-Nr.: 158241) WS 2001/2002
B2B E-Commerce The Future of Business Transactions & Relationships by: Birger Gröblinghoff (Matr.-Nr.: 158241) WS 2001/2002 - 2 - B2B E-Commerce The Future of Business Transactions & Relationships by BirgerMore information
Miracle Integrating Knowledge Management and Business Intelligence
ALLGEMEINE FORST UND JAGDZEITUNG (ISSN: 0002-5852) Available online www.sauerlander-verlag.com/ Miracle Integrating Knowledge Management and Business Intelligence Nursel van der Haas Technical UniversityMore information
Supplier Relationships Lecture 7. Briony Boydell Managing Business Relationships
Supplier Relationships Lecture 7 Briony Boydell Managing Business Relationships Objectives of lecture Identify the types of relationships within the supply chain Discuss the benefits of improved relationsMore information
Organization of data warehousing in large service companies - A matrix approach based on data ownership and competence centers
Organization of data warehousing in large service companies - A matrix approach based on data ownership and competence centers Robert Winter and Markus Meyer Institute of Information Management, UniversityMore information
Product Suite LCM. Integrated and standardized Enterprise Information Management. The Quality Group
Product Suite LCM Integrated and standardized Enterprise Information Management The Quality Group Product Suite LCM Product Suite LCM The Product Suite LCM is a company-wide solution for the optimizationMore information
Matching Customer Processes with Business Processes of Banks: The Example of Small and Medium-Sized Enterprises as Bank Customers
Matching Customer Processes with Business Processes of Banks: The Example of Small and Medium-Sized Enterprises as Bank Customers Jürgen Moormann Diana Heckl September 25th, 2007 F r a n k f u r t S cMore information
B2B E-COMMERCE: A PRIMER Bruno Floriani email@example.com Lapointe Rosenstein Montreal, Quebec Most of us have heard or read headlines about the explosive growth potential of the B2BMore information
Fujitsu Dynamic Cloud Bridging today and tomorrow
Fujitsu Dynamic Cloud Bridging today and tomorrow Contents Cloud Computing with Fujitsu 3 Fujitsu Dynamic Cloud: Higher Dynamics for Enterprises 4 Fujitsu Dynamic Cloud: Our Offering 6 High Security StandardsMore information
Assessment of outsourcing criteria
Assessment of outsourcing criteria Vorlesungsvortrag ITTM, Outsourcing, WS 2003 1 INTRODUCTION 2 2 FINDING OF CRITERIA 3 2.1 People involved 3 2.2 Methods 3 3 OUTSOURCING BARRIERS 4 3.1 Technical criteriaMore information
eprocurement for Industrial Maintenance Services
eprocurement for Industrial Maintenance Services Maik Herfurth 1, Axel Meinhardt 1, Jörg Schumacher 1, Peter Weiß 1 1 FZI Research Center for Information Technology, Haid-und-Neu-Straße 10-14, D-76131More information
CUSTOMER RELATIONSHIP MANAGEMENT IN THE KINGDOM OF BAHRAIN Dr. Adel I. Al-Alawi, University of Bahrain, firstname.lastname@example.com
CUSTOMER RELATIONSHIP MANAGEMENT IN THE KINGDOM OF BAHRAIN Dr. Adel I. Al-Alawi, University of Bahrain, firstname.lastname@example.com ABSTRACT Customer Relationship Management (CRM) is a new weapon to satisfy customersMore information
'LJL7D/ 0(',$ 0JPW Digital Strategies tisdag den 29 september 2009
Digital Strategies The beginning of the end Today - Internet & Strategy Tuesday 29th - Management and ethics Wednesday (30th) - Seminar presentations Next Wednesday (7th)- Seminar presentations ThursdayMore information
KPIs to Manage Innovation Processes in VEEs Initial Thoughts and Results
KPIs to Manage Innovation Processes in VEEs Initial Thoughts and Results Benjamin Knoke, Jens Eschenbaecher BIBA - Bremer Institut für Produktion und Logistik GmbH, Bremen, Germany {kno, email@example.com information
Deckblatt. Zugriff von: www.processlab.info. Copyright Frankfurt School, 2007
Deckblatt Heckl, D./Moormann, J. (2007): How to design customer-centric business processes in the banking industry, in: Journal of Financial Transformation, Vol. 21, S. 67-76. Zugriff von: www.processlab.infoMore information
GLOSSARY OF STRATEGIC MANAGEMENT TERMS Acquisition: When one company, the acquirer, purchases and absorbs the operations of another, the acquired. Barriers to Entry/Exit: Economic or other characteristicsMore information
Which B2B E-Business Model: The Case of Australian Agribusiness Organisations. Eric Ng University of Southern Queensland
Which B2B E-Business Model: The Case of Australian Agribusiness Organisations Eric Ng University of Southern Queensland Meredith Lawley University of the Sunshine Coast Jane Summers University of SouthernMore information
GLOBALIZATION IN MANUFACTURING INDUSTRIES ISSUE 3 ENHANCING THE GLOBAL SALES SYSTEM At first glance, machinery and industrial equipment manufacturers appear to have already grown past the issue of globalizationMore information
Differences in Characteristics of the ERP System Selection Process between Small or Medium and Large Organizations
Proc. of the Sixth Americas Conference on Information Systems (AMCIS 2000), pp. 1022-1028, Long Beach, CA, 2000. Differences in Characteristics of the ERP System Selection Process between Small or MediumMore information
Opportunities for Action in Financial Services. The Business-to-Business Race Is On
Opportunities for Action in Financial Services The Business-to-Business Race Is On The Business-to-Business Race Is On Financial institutions have the chance to play leading and profitable roles in shapingMore information
One Manufacturer : Harmonization Strategies for Global Companies
Manufacturing the way we see it One Manufacturer : Harmonization Strategies for Global Companies How to Align Enterprise Architecture with Corporate Strategy Recently we have seen many global manufacturersMore information
Company-level Problems in the Introduction of CRM Systems at Hungarian SMES
Proceedings of FIKUSZ 15 Symposium for Young Researchers, 2015, 143-152 pp The Author(s). Conference Proceedings compilation Obuda University Keleti Faculty of Business and Management 2015. Published byMore information
RECOMMENDATIONS ON BUSINESS PLAN PREPARATION 1. General provisions Business plan must contain: name of the investment project, as well description of its essence and feasibility; substantiation of theMore information
B2B ecommerce implementation market, 2000-2005. Ongoing services $8,510m 30% US 20% $8,750m Software 10%
BUSINESS INSIGHTS B2B ecommerce From EDI to emarketplaces Read this report today and ensure you turn your B2B investment into profit... B2B ecommerce implementation market, 2000-2005 40% RoW $2,640m OngoingMore information
Lecture-2-The Strategic Role of Information Systems
Lecture-2-The Strategic Role of Information Systems Thepul Ginige 1 LEARNING OBJECTIVES Analyze roles of 6 types of information systems Describe types of information systems Analyze relationships betweenMore information
An Analysis of the future of B2B E-Commerce
An Analysis of the future of B2B E-Commerce By Dale Boeth Vice President of Strategic Development PurchasePro.com PurchasePro.com, Inc. 3291 Buffalo Drive Las Vegas, NV 89129 (702) 316-7000 www.purchasepro.comMore information
Availability of substitute products places limits on the prices market leaders can charge High prices induce buyers to switch to the substitute
Strategic Elements of Competitive Advantage Industry Analysis: Forces Influencing Competition Power of Suppliers Global Marketing Chapter 15 Power of Buyers Substitute Products Barriers to Entry IndustryMore information
Please quote as: Leimeister, J. M.; Winter, R.; Brenner, W. & Jung, R. (2014): Research Program Digital Business & Transformation HSG.
Please quote as: Leimeister, J. M.; Winter, R.; Brenner, W. & Jung, R. (2014): Research Program Digital Business & Transformation HSG. In: Working Paper Services of University of St.Gallen s InstituteMore information
e- Finance in México
e- Finance in México The purpose o f this paper is to describe the current state of e- finance in México, its origins, its challenges, and the opportunities for the development of e- business that lieMore information
E-Commerce Opportunities for a Commercial Vehicle Industry System Supplier. Bachelorarbeit
E-Commerce Opportunities for a Commercial Vehicle Industry System Supplier Bachelorarbeit zur Erlangung des akademischen Grades Bachelor of Science (B.Sc.) im Studiengang Wirtschaftswissenschaft der WirtschaftswissenschaftlichenMore information
Benefits Realization from IS & IT, and Change Management of roles and the working practices of individuals and teams.
: Delivering Value from IS & IT Investments John Ward and Elizabeth Daniel John Wiley & Son Ltd ISBN: 9780470094631, 399 pages Theme of the Book This book explores a process and practical tools and frameworksMore information
Business Process Outsourcing. Finding the Right Business Process Outsourcing Opportunities to Achieve High Performance
Business Process Outsourcing Finding the Right Business Process Outsourcing Opportunities to Achieve High Performance Between 2011 and 2013 the global Business Process Outsourcing (BPO) market is projectedMore information
Matilda Alexandrova Liliana Ivanova University of National and World Economy,Sofia, Bulgaria CRITICAL SUCCESS FACTORS OF PROJECT MANAGEMENT: EMPIRICAL EVIDENCE FROM PROJECTS SUPPORTED BY EU PROGRAMMESMore information
Shared Services Generating Value for Business
Shared Services Generating Value for Business Interview with RALF P. THOMAS Siemens AG, Sector Industry This interview explores the customer point of view on Shared Services Organizations (SSOs) and wasMore information
Pathways out of Insolvency
Going Concern and Turnaround Process of Insolvent Small and Medium Sized Enterprises Dr. Markus Imgrund Horváth & Partners Management Consultants Bibergasse 15 1010 Vienna Austria Phone: +43-(0)699-14More information
Facilitators and Inhibitors for Deploying Businessto-Business E-Commerce Applications: A Multi- Method, Cross-Cultural Study
Association for Information Systems AIS Electronic Library (AISeL) ICIS 2001 Proceedings International Conference on Information Systems (ICIS) 12-31-2001 Facilitators and Inhibitors for Deploying Businessto-BusinessMore information
Introduction to E-Commerce
Introduction to E-Commerce 1/12/2016 What is E-commerce? Buying and selling of products or services over electronic systems such as the Internet and other computer networks Online purchase of goods orMore information
An Analysis of the B2B E-Contracting Domain - Paradigms and Required Technology 1
An Analysis of the B2B E-Contracting Domain - Paradigms and Required Technology 1 Samuil Angelov and Paul Grefen Department of Technology Management, Eindhoven University of Technology, P.O. Box 513, 5600More information
P&SM: eprocurement. CIPS Position on Practice
CIPS Position on Practice P&SM: eprocurement 'The combined use of electronic information and communications technology (ICT) in order to enhance the links between customer and supplier, and with otherMore information
How mobility improves the insurance sales process
How mobility improves the insurance sales process White Paper Stephanie Wolf Business consultant, IBM Business Consulting Services Page 2 Page 3 Contents 3 Executive summary 3 Becoming an on demand businessMore information
The New Data Integration Model. The Next Real B2B Integration Opportunity for System Integrators & VARs
The New Data Integration Model The Next Real B2B Integration Opportunity for System Integrators & VARs 2 In this E-book This E-book highlights a new framework called the New Integration Model created toMore information
Methodology Framework for Analysis and Design of Business Intelligence Systems
Applied Mathematical Sciences, Vol. 7, 2013, no. 31, 1523-1528 HIKARI Ltd, www.m-hikari.com Methodology Framework for Analysis and Design of Business Intelligence Systems Martin Závodný Department of InformationMore information
E-Mall as solution for marketing the Federated ERP Components on basis of Web Services
E-Mall as solution for marketing the Federated ERP Components on basis of Web Services Evan Asfoura, Naoum Jamous and Gamal Kassam The exchanging of the ERP system's components which are distributed onMore information
Customer-oriented products and services Classification, discussion of traditional concepts and suggestion of an internet-based business model
Customer-oriented products and services Classification, discussion of traditional concepts and suggestion of an internet-based business model Dipl.-Betriebswirt (FH) Christian Scheer Chemnitz UniversityMore information
E-Business Experiences with Online Auctions
E-Business Experiences with Online Auctions 103 Chapter IX E-Business Experiences with Online Auctions Bernhard Rumpe Munich University of Technology, Germany ABSTRACT Online auctions are among the mostMore information
Experience with external active fixed income managers - NBIM
Page 1 of 5 Experience with external active fixed income managers This article summarises nearly five years experience with external fixed income managers. During this period, net excess return in relationMore information
Total Quality Management in the food industry Current situation and potential in Germany
Applied Studies in Agribusiness and Commerce APSTRACT Agroinform Publishing House, Budapest SCIENTIFIC PAPERS Total Quality Management in the food industry Current situation and potential in Germany UniversityMore information
1. Which segment do ebay, Amazon.com, and LandsEnd.com belong? 2. Which segment focuses on consumers dealing with each other?
1. Which segment do ebay, Amazon.com, and LandsEnd.com belong? A) B2Bs B) B2Cs C) C2Bs D) C2Cs 2. Which segment focuses on consumers dealing with each other? A) B2B B) B2C C) C2B D) C2C 3. Which segmentMore information
M2M for Telecommunications Companies. Strategy Dimensions for Entering the M2M Market
M2M for Telecommunications Companies Strategy Dimensions for Entering the M2M Market 62 Detecon Management Report blue 1 / 2015 Telecommunications companies find themselves facing the threat of stagnatingMore information
Managing Large Imagery Databases via the Web
'Photogrammetric Week 01' D. Fritsch & R. Spiller, Eds. Wichmann Verlag, Heidelberg 2001. Meyer 309 Managing Large Imagery Databases via the Web UWE MEYER, Dortmund ABSTRACT The terramapserver system isMore information
Informatized Work and its Socio-Cultural Implications Caroline Roth-Ebner
Informatized Work and its Socio-Cultural Implications Caroline Roth-Ebner Alpen-Adria Universität Klagenfurt Wien Graz, Department of Media and Communication Studies Universitätsstrasse 65-67, 9020 Klagenfurt,More information
Adaptive demand planning in a volatile business environment
2012 International Conference on Economics, Business and Marketing Management IPEDR vol.29 (2012) (2012) IACSIT Press, Singapore Adaptive demand planning in a volatile business environment Romana TraxlerMore information
Chapter 5. B2B E-Commerce: Selling and Buying in Private E-Markets
Chapter 5 B2B E-Commerce: Selling and Buying in Private E-Markets Learning Objectives 1. Describe the B2B field. 2. Describe the major types of B2B models. 3. Discuss the characteristics of the sell-sideMore information
SWOT Analysis of E-Commerce
Advance in Electronic and Electric Engineering. ISSN 2231-1297, Volume 4, Number 6 (2014), pp. 663-668 Research India Publications http://www.ripublication.com/aeee.htm SWOT Analysis of E-Commerce Ms KiranMore information
Internet and Supply Chain Management
Internet and Supply Chain Management E-commerce from an industrial buyer perspective Morten Rask firstname.lastname@example.com September 2002, Aalborg University www.morten-rask.dk/09-2002.htm Agenda The role of literatureMore information
B2B Cloud Services. Transforming the B2B Integration Landscape. 2011 IBM Corporation
B2B Cloud Services Transforming the B2B Integration Landscape Agenda Business Trends and Your Dynamic Business Network B2B and the Cloud A Vision for B2B Cloud Services 2 Disclaimer IBM s statements regardingMore information
IT governance and business organization: some trends about the management of application portfolio
IT governance and business organization: some trends about the management of application portfolio Roberto Candiotto, Silvia Gandini 1 1 Dipartimento di Studi per l Economia e l Impresa (Università delMore information
Module 6. e-business and e- Commerce
Module 6 e-business and e- Commerce 6.1 e-business systems 6.2 e-commerce systems 6.3 Essential e- commerce processes 6.4 Electronic payment processes 6.5 e-commerce application trends 6.6 Web store requirementsMore information
EVALUATING E-BUSINESS ADOPTION: OPPORTUNITIES AND THREATS Mutlaq Bader Al-Otaibi Dr. Rasheed Al-Zahrani Information Systems Department College of Computer and Information Sciences King Saud UniversityMore information
Information Systems, Organizations, and Strategy
Information Systems, Organizations, and Strategy VIDEO CASES Chapter 3 Case 1: National Basketball Association: Competing on Global Delivery with Akamai OS Streaming Case 2: IT and Geo-Mapping Help a SmallMore information
Maciej Urbaniak University of Łódź, Poland BUILDING A RELATIONSHIP BETWEEN PARTNERS IN THE SUPPLY CHAIN USING ONLINE COMMUNICATION Introduction The modern logistics emphasis the planning and movement ofMore information
ERP / IT Strategy Guidelines
ERP / IT Strategy Guidelines Procedure Model for Development of an ERP / IT Strategy Johannes Schwab, MBA Copyright, Design and Reproduction: Schwab Consult GmbH & Co KG Josefstädter Straße 43-45/1 1080More information
Using systems thinking to better understand the implications of ebusiness strategies. Mark Rowland Principal Consultant, Business Dynamics Group, PricewaterhouseCoopers email: firstname.lastname@example.com information
Real Options for the Future Energy Mix
August 08 Real Options for the Future Energy Mix A fair valuation of future investments In the coming years, both the demand for climate-friendly energy generation and the replacement of aging conventionalMore information
Existing Analytical Market Assessment Tools - Definitions
Existing Analytical Market Assessment Tools - Definitions November, 2003 This list of market assessment tools was prepared by Development Alternatives Inc. (DAI) as an internal working document to supportMore information
Combining enterprise and consumer credit bureau data to provide lean loans for small businesses
Combining enterprise and consumer credit bureau data to provide lean loans for small businesses Dr. Frank Broeker SCHUFA Holding AG Like in many other countries small & medium-sized enterprises are GermanyMore information
E-COMMERCE METHODS UTILIZED BY SMALL AND MEDIUM SIZED ENTERPRISES DURING THEIR EXPANSION INTO EXTERNAL MARKETS Dilan Özcan Yıldırım Beyazıt University School of Management, Department of Management InformationMore information
www.morten-rask.dk 1 The role of literature Internet and Supply Chain Management Markets Scanmarket Background Scanmarket Customers
Internet and Supply Chain Management E-commerce from an industrial buyer perspective Morten Rask email@example.com October 2003, Aalborg University The role of literature Backgrounders / Project DoersMore information
EFFORT ESTIMATION IN QUOTATION PHASE OF COMPLEX PROJECTS DEVELOPMENT Daniel TIUC 1,2, George DRAGHICI 1 1 Polytechnic University Timisoara, Integrated Engineering Research Center, email@example.com information
B2B Business Models Business Information Systems > B2B Business Models
RESEARCH STARTERS ACADEMIC TOPIC OVERVIEWS B2B Business Models Business Information Systems > B2B Business Models Table of Contents Abstract Keywords Overview Applications Conclusion Terms & Concepts BibliographyMore information
Online Auctions. (lessons learned from strategic E-business consulting)
Online Auctions 1 Online Auctions (lessons learned from strategic E-business consulting) Bernhard Rumpe Software and Systems Engineering Munich University of Technology 80333 Munich, Germany Tel. +49/89More information
Supply Chain Management
CAMELOT management Consultants Study Business Transformation & Organisation Chemicals & Petrochemicals Pharmaceuticals & Life Sciences Consumer Goods Strategy & Business Model Innovation Business TransformationMore information
Innovative Analysis of a CRM Database using Online Analytical Processing (OLAP) Technique in Value Chain Management Approach
Innovative Analysis of a CRM Database using Online Analytical Processing (OLAP) Technique in Value Chain Management Approach ADRIAN MICU, ANGELA-ELIZA MICU, ALEXANDRU CAPATINA Faculty of Economics, DunăreaMore information
Finance 1 Coursework. Oracle Corporation: Credit Rating Report. Client: Steve Thomas (Lecturer) Analyst: Arif Harbott
Finance 1 Coursework Oracle Corporation: Credit Rating Report Client: Steve Thomas (Lecturer) Analyst: Arif Harbott EMBA September 2010 Date: 9th December 2010 Word Count: 1189 (excluding footnotes, tablesMore information
A study of application of information technology using e-crm in bank in rural area with special reference to SBI Bank, Sangamner
Feb., 2012 Marketing management A study of application of information technology using e-crm in bank in rural area with special reference to SBI Bank, Sangamner Dr. Kirti Gulati (Ass Prof) Institute ofMore information
Evaluation of performance and efficiency of the CRM
(Volume 5, Issue 1/ 2013 ), pp. 144 Evaluation of performance and efficiency of the CRM Renáta Miklenčičová 1, Bronislava Čapkovičová 2 1, 2 University of Cyril and Methodius in Trnava, Faculty of MassMore information
Riding the Electronic Commerce Wave to Profit with Compaq. Sharon Fortmeyer-Selan North America Marketing Internet and E-Commerce Solutions
Riding the Electronic Commerce Wave to Profit with Compaq Sharon Fortmeyer-Selan North America Marketing Internet and E-Commerce Solutions Business is Changing %XVLQHVV#&\FOHV 1960 1980 1990 2000 BusinessMore information
e-business Management the particular form of management
MPRA Munich Personal RePEc Archive e-business Management the particular form of management Marinela Lazarica University Constantin Brâncoveanu, Braila, Romania April 2008 Online at http://mpra.ub.uni-muenchen.de/15557/More information
August-Wilhelm Scheer and Frank Habermann. Using business process models to achieve positive results.
August-Wilhelm Scheer and Frank Habermann MAKING ERP A SUCCESS Using business process models to achieve positive results. Business information systems can be either designed as custom applications or purchasedMore information
Itella Information survey: Invoicing in 16 European countries
Itella Information survey: Invoicing in 16 European countries A quantitative study based on comparative surveys of 9 037 consumers and 4 765 invoice decision-makers from enterprises in 16 countries regardingMore information
Becoming partners in law firms: The interplay between transparency and strategic considerations
Jo Beatrix Aschenbrenner, LL.M., Ph.D. Becoming partners in law firms: The interplay between transparency and strategic considerations Summary of main results First who, then what! 1 What kind of supportMore information
APPLICABILITY OF SELECTED E-COMMERCE MODELS TO AN E-COMMERCE PLANNING PROCESS MODEL Diana Kao, Ph.D., Odette School of Business, University of Windsor, email@example.com Judith Decou, B.Sc., Odette SchoolMore information
Non-Government-Guaranteed Bonds in the Petroleum Fund - NBIM
Page 1 of 7 Non-Government-Guaranteed Bonds in the Petroleum Fund From 2002, the Government Petroleum Fund will be investing a large portion of the portfolio in non-government bonds. The benchmark indexMore information
Internet and competitive advantages
Internet and competitive advantages INTERNATIONAL BUSINESS STRATEGIES II December 10/12/2003 Morten Rask www.morten-rask.dk Agenda: Porter and the case Main message Five forces (can be very wrong) TheMore information
Claims 2.0: Rethinking High Performance in Claims. White Paper. Changing Channels. Accenture Multi-Channel Distribution Insurance Consumer Survey
Claims 2.0: Rethinking High Performance in Claims White Paper Changing Channels Accenture Multi-Channel Distribution Insurance Consumer Survey Effective multi-channel distribution: the solution to an ever-changingMore information
DIANA MIRUNA HANCU STRATEGIES FOR ADAPTING AND REMODELING ACTIVITIES IN ROMANIAN INSURANCE COMPANIES Ph.D. Thesis - SUMMARY - Ph.D. Coordinators: Prof. Dan CÂNDEA, Ph.D. Prof. Dumitru MATIŞ, Ph.D. 2009More information
Measuring Service Supply Chain Management Processes: The Application of the Q-Sort Technique
International Journal of Innovation, and Technology, Vol. 2, No. 3, June 2011 Measuring Service Supply Chain Processes: The Application of the Q-Sort Technique Sakun Boon-itt and Chanida Pongpanarat AbstractMore information


text:
There are essentially two key points about the LE40B651's 'Internet' access. First, it's actually not Internet access at all, but rather access to a special Samsung online portal from which you can access online content from a series of service 'partners'. But second, the amount of content you can access is much more diverse than it was on last year's Samsung 'online' TVs or, so far as we can tell, the majority of its rival brands.
Particularly notable are the addition of YouTube, the Flickr photostorage/viewing/vague networking site, and Yahoo Widgets. This Widgets compatibility is exclusive to Samsung until September, and is a genuinely big deal. For the Widgets platform (a JavaScript runtime engine) is designed to allow all manner of little tools and applications to be developed by more or less anyone who knows what they're doing.
As you'd expect, the TV ships with the Widget Gallery 'browser' installed as standard, so that you have a means of tracking down any Widgets you fancy using. But the catch is that for now, at least, the only Widgets I could track down were the ones already installed on the TV. The thousands of others available to PC users just didn't show up, reminding me again that for better or for worse, Samsung is trying to craft a controlled, ring-fenced TV experience more like an ultra-sophisticated teletext service rather than a free-form Internet experience.
But even with this in mind, the extent of what's on offer with the LE40B651 really is a far - and welcome - cry from the simple news, finance and local weather reports that marked the sum total of what was possible with Samsung's previous Internet TV generation. And it's nice to know, too, that the architecture now in place with the LE40B651 opens the door to more service providers and features being added over time.
On the downside, I experienced a few connection hiccups with some of the content - YouTube, in particular. And there's a part of me that still yearns for full Internet access, despite all the numerous navigation and presentation issues that this inevitably presents for a TV as opposed to a PC. But in the end, the draw represented by the online system's slick presentation and user experience keeps you coming back for more.
Another Samsung innovation making a return after debuting last year is the Content Library concept, whereby the TV ships with a wealth of pre-loaded interactive content, including photo screensavers, recipes, children's stories and songs, and even a very basic game.
This has been improved this time round thanks to a slicker interface and the provision of 189MB of built-in memory, into which you can add extra content (via USB) promised to be made available on Samsung's website in the future. You can also delete content from the Content Library if you don't want it to free up extra memory for things that you do.
But to be honest, aside perhaps from the artistic screensaver gallery, I still have my doubts about how much you'll really tend to go back to this feature after your first inquisitive exploration of it.
This review was too wordy and long. Ten words where one would do. The review will test the most patient of readers. It would be nice if Trusted Reviewers could focus and issue sharp and concise reviews once in while.
@Val Isi - we get requests for our reviews to be longer as well. In our experience between 2 and 4 pages in general tends to be right for most.
I found the length fine. I think if TR did shorter reviews, you'd just get people complaining that the reviews weren't long, and in-depth, enough - you can't win :)
On the subject of TV's - any chance of a set from the new Sony w5500 series being reviewed? I notice TR is light on Sony TV reviews - is there a reason for this?
In my opinion the review was a bit short, and a lot of interesting details were actually missing: You mentioned the good looking menus - how nice it could be to see a couple of pictures of them; how does the USB video stream work: or if You play BluRay rips/MKVs from USB do they produce the same quality as an original BluRay movie does? How is the free view? Most of the informations given in the article can be more or less obvious from the tech-specs and feature list. I understand that many of us would read shorter reviews, but this Site seems to have the proper backround to go into details...
@Chris - This page may sate your curiosity about the Samsung's menu's. Hope I'm allowed to link to it:
@Pbryanw - OH! That is very kinf of You. Thank You for the the link... :)
(...And thanks for the moderator leting it to be 'linked'...)
Is the model number Samsung LE40B650 or LE40B651. I have not been able to locate LE40B651 on sale anywhere in the UK. 650 is widely available.
The 650 is edged with grey or silver. The 651 is edged with dark red. Same insides, slightly different outsides. It may be that the 651 is only available in certain stores like Currys?
I am interested in the 32" version of this set. Would you expect the comment made for the 40" to apply to other sizes as well.
Hi there I've ordered the LE40B651T 3 from Dixons. Is this the same model as what is featured? Just curious as im getting confused with the model code "T" & "3" afterwards and I can only find support for the LE40B651T3W model on the Samsung Website.
So are they all the same model if they are LE40B651?
I must sound like a newbie sorry.
@ Michael Sherratt, no the review is wrong. The TV that has been reviewed isn't the B651, it was the B653! There are 4 variations: The B650 a Grey 'U' shape, the B651 a Red 'U' Shape, a B652 a Grey 'V' Shape and the B653 a Red 'V' as pictured in this review. This can be verified by looking at the Samsung France website. The B651 is exclusive to Dixons and the B652 is exclusive to Comet.
This is the B651 on Samsung's site http://www.samsung.com/fr/c...
T3 refers to the case varation. B650 = T2, B651 = T3, B652 = T4, B653 = T5. Even if it's omitted, all B651's are T3.
Seb Thanks for your help.
Google doesnt let me translate the page but do you know any differences between the B653 featured in this review and the B651? Any major differences?
I believe the differences are purely cosmetic. There aren't actually any UK retailers who sell the B653. Apart from Dixons and Comet they all seem to be selling the B650. Also the photos on here give the impression the controls on the front light up, they don't. This is a high res photo of the B651 you've just ordered http://support-sena.samsung...
The've also got the same issue in the video review. This time it's the B652 reviewed, not the B651.
Again Seb thanks for your advice its helped a lot to clarify.
You're quite right, after further investigation it would seem the TV featured in the video is in fact the B652, which has no touch of colour. The TV in the written review, meanwhile, is the B653. All are essentially cosmetic variations on the same TV, though.
Just bought the T3 variant from Dixons for 809 GBP delivered... use coupon code 25OFF at checkout.
Any views on game lag.....this seems to never get a mention although most hd usage would incorporate this (few hd channels and few blu ray cataolgues held by most)
Also is there a 37inch on this model
hi...question to John Archer as a reviewer of samsung le40b651 and panasonic th46pz81:after maratonic search to buy tv(plasma or lcd not decided yet )which of this two tv is better value for money and specialy if we consider picture quality (le40b650 £789...th46pz81 £899(prc direct))?
Hi, i just wanted to play an MKV movie on this tv and didn`t work. So be aware of this if you want to play something like this on your tv. Any ideas ?
I like these video reviews, please make more of them.
Hi, Well after weeks of stressful research (Im very fussy) I decided to Opt for this Tv.
I paid just under a grand for the 40" with a samsung Blu ray player and a rather gorgeous stand.
It blows my mind everytime i turn it on. Even your standard freeview pictures are head and shoulders above my previous Tv.
I am legend running at 1080p with 24hz enabled looks like im watching everything unfold through a window. I am so, so impressed with this Tv.
My mate bought last years series 8 and without a doubt im getting a much sharper, smoother picture. The sound is a bit of a letdown so i read, But i cant tell as i havent had a Tv with amazing sound. And its spot on for the environment im in. But im hopefully im gonna get surround sound anyway to get a bit more bass out of it.
All in all im proper impressed
Having just sold my older 32" Samsung I'm looking to upgrade to either this set or perhaps pay the extra and get the UE40B8000. Perhaps I'll wait for a while, can anyone suggest which?
More information -
Trusted Reviews is part of the Time Inc. (UK) Ltd Technology Network
Get TrustedReviews' award-winning reviews and advice delivered to your inbox for free!

subset: commoncrawl


text:
Ask a question about the product
The emblem is sterling silver 925 plated. Perfect for creating your very own DIY favour. Add this item to your basket in the desired quantity then follow these links to add coordinating items in the same quantities.
Click here for our selection of confetti
Click here for our selection of gift bags
Don't forget to add gift cards to your favours. Click here for our selection of gift cards
We will place these inside your favours for your convenience.
Ciuffo in marmo di resina con applicazione Mitria in argento
5 /
1 feedback


text:
A very friendly B&B with great character. Views across fields, lovely rooms, excellent breakfasts with home made bread, truly excellent. Would not hesitate to stay again. Sharon and Graham are excellent hosts. Highly recommended.
Getting you more information on this room
Getting you more information on this room
"2 rooms only, one with only a bath, the other a bath and separate shower"


text:
Roskop-Schreibvogel engagement
March 22, 2013
Steve and Kris Schreibvogel of Keenesburg announce the engagement of their son, Trevor Ray Schreibvogel, to Lacie Nicole Roskop. Roskop is the daughter of Stan and Judy Roskop of Keenesburg.
A June 22 wedding is planned.
Roskop is a 2003 graduate of Weld Central High School. She graduated from Colorado Nothwestern in 2006 with a degree in applied science of dental hygiene. She is a dental hygienist at Reunion Dental and North Washington Dental.
Schreibvogel graduated from Weld Central High School in 2005, and from Colby Community College in 2008 with an Associate of Science degree. He graduated from Colorado State University in 2012, with a bachelor's of agricultural education. He is currently in farming practices with his family.
Recommended Stories For You
Trending In: Announcements
Trending Sitewide
- Snake in Johnstown equipment knocks out power for 6,500 people late Monday night
- Police say employee stole from substation during annual Greeley Stampede
- Former teacher's aide accused of having sex with student works to negotiate plea deal
- Four people injured in major traffic crash on U.S. 34 in west Greeley
- Grilling and grinning: Greeley man cooks to make a living and forget about the pain in his body


text:
Under the organization of Knightsbridge International (www.kbi.org), a non-governmental organization conducting humanitarian relief, Playtech and the online casinos listed below will sponsor a fully loaded 747, one of many such airborne missions which have been delivering desperately needed medical supplies, food and medical specialists to tsunami victims.
In the five weeks since the disaster, over 150,000 have died in Sri-Lanka alone, and tens of thousands of others need long-term medical care and counseling. One way or another, the tsunami distressed five million people in Sri-Lanka. The 747 mission of Playtech and its licensees will provide medical supplies for over 10,000 Sri-Lankans for a year.
Aid distribution will be handled by a network of local centers, enabled by volunteers, which have included heavyweight boxing champion Evander Holyfield and Carl Linder, owner of the Cincinnati Reds.
A spokesperson for Playtech said: 'We and our licensees felt that the most effective way to helping out in this tragedy was to team up with the best. Knightsbridge has run missions in places no other aid organizations
dared to venture. We know that they'll get the aid to where it has to get to.'
Playtech.com's co-sponsors are: New York Casino (newyorkcasino.com); USA Casino
(usacasino.com); Carnival Casino (carnivalcasino.com); Club Dice Casino (clubdicecasino.com); Monaco Gold Casino (monacogoldcasino.com); Baraka Casino (barakacasino.com); Baraka Bingo (barakabingo.com); Prestige Casino (prestigecasino.com); Prestige Poker (prestige-poker.com); Prestige Bingo (prestige-bingo.com); Diamond Club Casino (diamondclubcasino.com); Diamond Club Poker (diamondclubpoker.com); Playgate Casino (playgatecasino.com); and Playgate Poker (playgatepoker.com).


text:
Can I show commercial DVDs/videos or play CDs in my Blackboard unit?
For Music CDs:
Yes provided:
- copy/ies of music are within the repertoire of the University's Music licence (please check with the Copyright Officer)
- copy/ies are labelled with the following details:
- the title of each musical work
- the name of each composer, lyricist and arranger of the musical work; and
- if the recording contains an ARIA sound recording, the artist/group name and the record company label.
- copy/ies are from legitimate sources (i.e. legally purchased CDs but do not include legally downloaded music)
- the music is streamed (contact ACUonline project officers for technical assistance), and a Copyright warning notice displayed/included: "This recording has been made by Australian Catholic University under the express terms of an educational licence between it, ARIA, AMCOS, APRA and PPCA and only be used as authorised by Australian Catholic University pursuant to the terms of that licence".
For commercial DVDs/videos:
- While there are no restrictions to playing commercial videos/DVDs in class, they cannot be streamed to students via BlackBoard unless you have permission from the copyright owner.
- The streaming of commercial DVDs (without permission of the copyright owner) during a live videoconference class is allowed. If the live videoconference is recorded, the portion that contains the streamed DVD must be removed prior to placing the recording online in BlackBoard.


text:
Call 800-522-2025M-F 8:30am - 7pm EST
Shopping Cart($0.00)
FREE SHIPPING No Minimum Order!
SHOP MARKERTEK EVERYDAY for all of your needs. Free shipping on almost every order placed on our website.
Special order & oversized freight intensive items ship at an additional cost. Continental US orders only.Ask about our new Economy International Shipping Options.
Secure LoginClose X
Returning Markertek Customers
New Markertek Customers
Why Create an Account?
Creating a Markertek account now will save you time on future orders. You'll have full access to your order history and a personalized shopping experience.
Home > Product Categories > Batteries and Power > Batteries & Chargers > Battery Pack Replacements > LA522SBP-2
Item #: LA522SBP-2 MFG #: LA522SBP-2
List Price:$24.99Our Price:$19.99Quantity Pricing
+ Add to Wishlist + Add to Quote
Power-up your high-tech gadgets and take your world along for the ride.
Photos. Tunes. Gaming. You love your tech. But they drain energy like a criminal. Try Energizer Advanced Lithium - its lithium battery technology maximizes your gear's performance and keeps you going non-stop.
Add Accessories for your LA522SBP-2:
Recently Viewed Items:
Newsletter Sign Up
Weekly email with exclusive deals, unique new products, how-to videos and so much more!
Download the Newest Catalog!
© 2017 Markertek, Division of Tower Products Incorporated • Legal Notice & Code of Ethics


text:
About the Book
Portland: a story written from a 3 year old's point of view about a trip to see his cousins.
The photographs that accompany the story were taken by his mom, a professional photographer who can't seem to get enough photographs of her own family.
Features & Details
- Category Arts & Photography
Small Square, 7×7 in, 18×18 cm
32 Pages
- Publish Date Jan 21, 2009
- Tags a child's trip to portland, portland, snow, kids, cousins, family
About the Creator
After receiving my BFA in fine art photography, I embarked on intermittent travel and mountaineering expeditions through Africa, Europe, Mexico and the United States. In 1997 I met my husband and soon after we set out on a life changing adventure together. We sailed from San Diego, CA to the South Pacific and then north to Hawaii. The first leg of our two year trip was 3200 nautical miles at sea with no sight of land for 27 days. The passage was lonely, exhausting and hallucinatory yet it aroused my passion for the sea. No communication with the outside world forced me to acquire a deep sense of faith and secured my penchant for freedom. I began to understand what life was about, how fragile yet how capable we are. Then on the passage from Nuku Hiva to Oahu, I read House of the Spirits by Isabel Allende and came to the realization that my next accomplishment was to become a mother. I still live in a California surf town and work as a commercial and fine art photographer.
Log in or create an account to post a comment.


text:
Save on all Euroflex products
Return to TopLearn more about Euroflex
Lowe's Canada is the best place to shop for Euroflex products
Euroflex is a young and dynamic company with a fast track approach to research based innovation and product development. The company has grown by innovation and becomes one of Canada's fastest growing and most innovative manufacturer of steam cleaning and steam ironing products.
Related Products


text:
Tom Waits on a Take Away Show
Your membership in this group is pending until moderator approval
Tom Waits on a Take Away Show
Created by La Blogotheque PRO
For months, La Blogothque has been asking for a Tom Waits Take Away Show. Still didn't got it, so we decided to go strongly on this. In this group, we want you to ask Tom Waits, on a video, to do this Take Away Show with us.
Cover him, talk to him, supply him, whatever you want, and post your video here. Once we get enough, we'll send that to his manager !
Thank you !
Browse This Group
Related RSS Feeds
This is a Vimeo Group. Groups allow you to create mini communities around the things you like. Check out other interesting groups.


text:
Disclosure & Barring Service: Enhanced DBS Check
The Disclosure & Barring Service was introduced to help protect children and vulnerable adults by providing a first-class service to support organisations recruiting people into positions of trust.
You Need Us If:
~ You have staff working with children or vulnerable adults.
~ You have staff who go into people's homes
~ Your staff have unsupervised access to children or vulnerable adults.
MRC Community Action is an Umbrella Body for the Disclosure & Barring Service (formally known as the CRB) and provides advice and support to organisations seeking to obtain a Disclosure. An umbrella body is a registered body that gives other non-registered organisations access to DBS checks
Providing a dedicated service to your organisation is important to us.
"Can I say in all the years I have been using a registered body, or indeed been one myself, I have never had such an efficient service"
What do we offer?
- Assistance with an enhanced DBS check as well as a Standard check
- Dedicated staff to deal with your application and any enquiries you may have.
- Monitoring progress
- Checking and countersigning forms prior to submission to the DBS.
- Advising outcomes
- Cost effective and efficient service
The current charges for submitting an ENHANCED DBS CHECK are £18.00 (including VAT) per volunteer and £62.00 (including VAT) for a paid member of staff or private individual. Standard DBS checks cost £18 (inc VAT) per volunteer and £44 for a paid member of staff or private individual.
For more information contact us on 01530 510515 or email by clicking here or click here for a copy of our leaflet.
Useful Information:
Proving Your Identity (revised for the new guidelines):
DBS Continuation Sheet
DBS Eligibility Guidance
DBS Application Form - Applicant Guidance
DBS Detailed Guidance
The Update Service
ID Checking Guidelines
Barring Referral Guidance
DBS Guidance For Employers
• Upon completion of a DBS Check, only one certificate will be produced by the DBS. This will go directly to the applicant, no certificate will be issued to the employer.
• Organisations will be reliant on applicants to show them their DBS Certificate.
• Organisations will still be able to track applications through the DBS website providing they have the form reference number and date of birth of the applicant.
X61 is extended - what you need to do now
Due to a change in legislation, you will need to complete field X61 on the application form differently. Changing the way you complete this field, for all DBS application forms, will ensure that any DBS certificates issued after the Update Service commences can be used by the individual in the new service, and to take it with them from role to role within the relevant workforce(s). This is because the Police will now use this broader definition of 'workforce' to assess the relevance of any information that they may consider for release, in place of 'position applied for'.
Action Required
Organisations should now include one of the following phrases in field X61, line 1:
- 'Child Workforce'. Use this for any position that involves working/volunteering with children.
- 'Adult Workforce'. Use this for any position that involves working/volunteering with adults.
- 'Child & Adult Workforce'. Use this for any position that involves working/volunteering with both children and adults.
- 'Other Workforce'. Use this when the person is not working with children or adults e.g. Security Guard
For an example, please click here
Marlene Reid Enterprises Limited becomes MRC Community Action
As well as the recent changes to the Disclosure & Barring Service, Marlene Reid Enterprises Ltd (formally a trading arm of MRC Community Action) has now merged back and will now be under the name of MRC Community Action.
The means that all former DBS application forms showing Marlene Reid Enterprises Ltd will no longer be accepted to process and only forms showing the correct name can be sent to the DBS.
Any existing organisations who need to update their stock of DBS forms please contact Hannah on the email or telephone number above to order as batch, specifying the amount you would like sent out.
The Update Service - Status Checks
What is the Update Service - click here to find out more
The Update Service: Applicant Guide
The Update Service: Employer Guide


text:
UMKC edges Broncs, 5-3
CONWAY, SC – Freshman catcher Shelby Miller (Roseville, CA/Whitney) drove in two runs and four Broncs had two hits apiece, but the Rider University softball team was edged by the University of Missouri-Kansas City, 5-3, Sunday morning to wrap up the Battle at the Beach. With the loss, the Broncs slip to 0-5, while the Kangaroos are now 3-6.
The Broncs battled back from down 3-0 with a run in the second and two more in the fourth. Miller plated Monica Clark (Bryn Mawr, PA/Archbishop Carroll) with a sacrifice fly in the second, before singling home Maddy Chain (Gloucester, NJ/Gloucester City) in the fourth. Later in the inning, Amanda Crimarco's (Levittown, NY/Kellenberg) bases-loaded walk plated Josettee Spencer (Hillsborough, NJ/Hillsborough) with the tying run.
But UMKC would add the go-ahead run in the top of the fifth on a bases-loaded walk of their own and add an unearned insurance run in the top of the seventh to secure the victory.
"Execution, we finished this weekend by getting better each game. We executed at the plate, we moved runs into scoring position. We made the plays on the field. All the pieces fell into place. Most of the time, when you outhit the opposite team, you come out with a W. We will keep building on this game and take it North Carolina in 2 weeks."
"Delany DeMello, awesome game on the mound and on the plate."
"Amanda Jordan coming up with big plays in the OF."
"Shelby Miller with the sac field to get us on the board."
"Very happy with how this team is coming together." - Rider Head Coach Jaclyn Timko
• Toni Nino (Adelanto, CA/Silverado), Crimarco, Chain and Delany DeMello (Roseville, CA/Roseville) had two hits apiece.
• DeMello took the loss in the circle, allowing four earned runs in 4.0 innings.
• Emily Oltman (Collegeville, PA/Perkiomen Valley) and Kaitlyn Kallert (Woodland Valley, NJ/Passaic Valley) combined for 3.0 innings pitched without allowing an earned run.
• The Broncs had a hit in five of seven innings and put the leadoff batter on four times.
• Rider had a season-high 12 hits. In the first four games of the year combined, the Broncs had nine hits.
• With 12 hits and four walks on 28 at bats, the Broncs posted a .500 on-base percentage.
• DeMello is now hitting a team-best .625 (5-for-8) with an on-base percentage of .667.
The Broncs return to action Friday, Mar. 3, when they take part in the Campbell Tournament. First pitch against Norfolk State is set for 12:30 p.m. prior to a meeting with the host Camels at 5 p.m.
SB: Sights/Sounds vs. Marist 4/24/16
SB: Sights/Sounds vs. Siena 4/23/16
SB: 2016 Outlook
SB: Senior Day 2015 - 5/3/15
SB: Postgame-DeMello-5/2/15
SB: Postgame-Carroll-5/2/15
SB: Postgame-McCool-5/2/15
SB: Postgame-Sensi-5/2/15
SB: Postgame - Carroll - 4/21/15
SB: Postgame - Sensi - 4/21/15
SB: Postgame - Carroll - 4/18/15
SB Postgame vs. Iona - DeMello 4/4/15
SB Postgame vs. Iona - McCool 4/4/15
SB Postgame vs. Iona - Carroll 4/4/15
SB Postgame vs. Iona - Sensi 4/4/15
SB Postgame Carroll 3/31/15
SB 2015 Schedule Preview
SB: Postgame vs. Saint Peter's 4/21/14 - Carroll


text:
Nedmin - details and analysis
What means Nedmin?
The meaning of Nedmin is unknown.
What is the origin of name Nedmin? N/A
Nedmin spelled backwards is Nimden
This name has 6 letters: 2 vowels (33.33%) and 4 consonants (66.67%).
Anagrams: Nendim Ndinme Emnind Dminne Nenmid Nnidem Mneidn Imnend Nenimd
Misspells: Nedmyn Nedmina Ndemin Nedmni Nedimn
Image search has found the following for name Nedmin:
If you have any problem with an image, check the IMG remover.
Do you know more details about this name?
Leave a comment...
|Nedmin Puric
|Nedmin Sljivic


text:
There are no vehicles that match your search. Please widen your search and try again.
This section profiles some of our most striking design concepts and showcases.
Lexus Hybrid Drive: Intelligently combining a petrol engine with an electric motor.
Lexus provide an unrivalled level of comprehensive servicing plans to their drivers.
Lexus thinking: a unique insight into our innovative approach to design.
Before you embark on any summer excursion, we'll ensure your Lexus is at the peak of its powers. Our highly trained technicians inspect every key function – from brakes, tyres and lights to suspension, steering and bodywork. Then they'll provide a detailed report, highlighting any maintenance needed. You can continue to enjoy your Lexus this summer in continued safety and with complete peace of mind.
One of the few guarantees of summer weather is that it will be reasonably warm and humid. So our Lexus selected summer tyres provide exceptional traction in both dry and wet conditions above 7°C. You stay glued to the road, wherever it might lead.
Specifically designed for Lexus cars, this exclusive summer holiday pack includes everything you need for a summer getaway. Locking securely onto the roof racks, the waterproof roof box is made of strong, lightweight aluminium.
It's designed to protect your car's flawless paintwork whilst minimising wind noise.
Includes: Roof box, Roof racks with storage bag and Coolbox..
Sometimes exploring the great outdoors requires additional pedal power. Designed specifically for Lexus cars, this essential pack includes a key to secure bicycles to a purpose-built rear holder.
It's also covered by a 3-year warranty. Includes: Foldable rear bicycle holder, Bicycle holder storage bag and Towing Hitch
You can't keep dirt away from your pristine Lexus car. But you can maintain its residual value by protecting it as much as possible. Lexus trunkliners have been specifically designed to prevent wear to the luggage compartment and to fit each of our models. Our anti-slip floormats will protect carpets from scuffing.
And mud flaps will help defend your car's bodywork from flying dirt and debris wherever you may roam. Includes: Trunkliner, Anti-slip floormats and Mud flaps
Imagine if your beautiful Lexus car could repel dirt – not to mention all other kinds of grime and even UV rays. That's exactly what ProTect does for your car. Originally developed by NASA, this high-tech protective shield creates a long-lasting, ceramic hard finish over your beloved paintwork and alloy wheels. It's essential for maintaining the stunning appearance, as well as the residual value of your car.
You don't want a dint, dent or scrape on your immaculate Lexus. Insufficient care over parking is the main cause of these. So our expert technicians will fit rear parking sensors that sound a warning whenever you are nearing an obstacle or another car. They make parking painless in the tightest of spots.
From summer showers to monsoon conditions, you need to be able to rely on your wiper blades. Specially designed Lexus blades take one second less per sweep to remove rainwater compared to other brands and are virtually silent in operation. They're highly resistant to chemicals, last longer and include a wear indicator to warn when a blade needs replacing. Perfect for even the wettest summer.
Summer is the time when you particularly rely on your superbly efficient Lexus air conditioning. As well as being warmer outside, there are also added pollutants, pollen and particles in the air. To alleviate these problems, we offer a full air conditioning service, together with an enhanced cabin filter. This premium filter removes 25% more airborne pollutants, allergens and exhaust fumes than a standard filter. You'll breathe easy, whatever the conditions.
To give you the best online Lexus experience, we and selected partners use cookies on our site. If you continue without changing your settings, we will assume you are happy to receive all cookies on the Lexus website.FIND OUT MORE


text:
The Sphinx is a giant creature with the body of a lioness and the head of a woman. She is an immortal servant of the gods of Djarat and is often used as gatekeeper, with the duty of asking a number of questions before giving way or killing the daring trespasser that can't answer. She has also the power of understanding when a mortal is telling a lie. Normal, earthly weapons have no power against her.[1]
See AlsoEdit
- ↑ Curse of the Mummy - 13, 29, 175, 262


text:
Home > Sweepstakes > Goodreads Giveaway: The Dragon Reborn by Robert Jordan
Goodreads Giveaway: The Dragon Reborn by Robert Jordan
July 11, 2012 Leave a comment Go to comments
Enter for a chance to win a copy on Goodreads!
About The Dragon Reborn: The Dragon Reborn is book three of The Wheel of Time®, Robert Jordan's internationally bestselling fantasy series. This edition features cover art by Donato Giancola. The art, which originally debuted on the e-book, will grace bookstores for the first time on this handsome trade paperback edition.
Enter for a chance to win here!
(Ends July 27)
Also, don't forget to check out our other sweepstakes!
Categories: Sweepstakes Robert Jordan, The Dragon Reborn, Wheel of Time, Wot


text:
Hi i have a Gygabyte Z77-D3H motherboard pc with intel i5 processor. I run Mavericks 10.9.5 successfully and fully working. I have two separate Hard Disks one with Mavericks and one with Windows 8.1 both are SATA. My windows disk is not always connected to motherboard. Today i connected both disks to the motherboard and booted to windows hard disk using Chameleon bootloader. While working on windows i had to install some wifi driver that asked me to reboot during the install process. But i made a mistake, while rebooting i accidentally pressed power off button and after that i switched it on again and after that i cannot boot into Mavericks any more. i get only the "/" slash sign, and it sits there not moving as usual. So i cant get even to the chameleon bootloader. My chameleon boot loader is on the disk outside of EFI partition that i can see that exist from windows explorer. I have these files: boot ,boot, boot2, boot3, boot4, boot5, boot6. Please help me to reinstall bootloader or repair this, so i can continue my work! Thank you so much!
- 0
Cant boot to Chameleon. Stuck an "/" sign
Asked by
Stojanovic Miljan,
0 answers to this question
Create an account or sign in to comment
You need to be a member in order to leave a comment
Create an account
Sign up for a new account in our community. It's easy!
Register a new account
Sign in
Already have an account? Sign in here.
Sign In Now