Information System Alsmeer Flower Auction Essay Example

Information System Alsmeer Flower Auction Essay Information Systems Aalsmeer Flower Auction Management Consultancy Report Introduction This assessment work will consider how the use of modern information systems and technology might ensure the continued success of the Aalsmeer Flower Auction. The report will look at the type of business, information requirements, information strategy which can help Alsmeer Flower Auction to cope with changing environment. Also will take into consideration the impact and effectiveness of a new system for the organisation, management and employees. Business Analysis Aalsmeer Flower Auction (Bloemenveiling Aalsmeer) is a flower auction, located in Aalsmeer, the Netherlands. The Netherlands is the heart of the international floriculture sector. It has an intricate and high-quality network of companies, ranging from breeders and growers to sales experts and export firms, representing every aspect of the business. The Netherlands is the place where supply and demand come together. From Europe and beyond (source: About FloraHolland http://www. flora. nl/en/AboutFloraHolland/Pages/default. aspx). On January 1, 2008 the Aalsmeer Flower Auction merged with their biggest competitor FloraHolland. FloraHolland flower auction plays a key role in the Netherlands, land of Floriculture where its position as marketplace fulfils the role of matchmaker, intermediary and knowledge center. Figure 1. FloraHolland key facts Number of centers6 (Aalsmeer, Naaldwijk, Rijnsburg, Bleiswijk, Venlo and Eelde). Number of clocks40 Number of members5,000 Number of supplyers9,000 Number of customers3,500 Number of employees4,400 Most important import countriesKenya, Israel, Ethiopia, Ecuador and Germany Most important export countriesGermany, United Kingdom, France, Italy and Belgium source:http://www. flora. nl/en/AboutFloraHolland/Cooperative/Pages/Factsandfigures. aspx) One of the most important part of FloraHolland Company is Aalsmeer Flower Auction which offers globally-producing growers and globally active wholesalers and exporters a total concept: a central marketplace for the buying and selling of floricultural products with a range of marketing channels, facilities for growers and buyers a nd logistics. This makes the Aalsmeer Flower Auction a prominent link in the international chain of flower and plant sales. We will write a custom essay sample on Information System Alsmeer Flower Auction specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Information System Alsmeer Flower Auction specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Information System Alsmeer Flower Auction specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Structure of Aalsmeer Flower Auction cleary showing Figure 2. The AFA uses two main channels to play its role as a mediator among growers and buyers: †¢ auction: by using the auction clock, most of the supply from growers is divided into smaller units to be sold by exporters and wholesalers. †¢ direct mediation: teams of mediators combine specific supply and demand to generate transactions for day trade and futures. In this process, they often follow the auction prices (sources: Bringing e-Business to the World’s Largest Flower Auction: The Case of Aalsmeer’ 2005 www. dea-group. com). As a part of FloraHolland they transform and collect several information (see figure1) about their customers, suppliers, transport, mambers, employees, products (flowers, plants), transactions, etc. In 21st century in this type of business to be competitive advantage in the industry key role play new technology application named electronic business. It may be defined as the appli cation of information and communication technologies in support of all the activities of business. E-business involves business processes spanning the entire value chain: electronic purchasing and supply chain management, processing orders electronically, handling customer service, and cooperating with business partners. Special technical standards for e-business facilitate the exchange of data between companies. E-business is any process that a business organization conducts over an information technology (IT) or computer-mediated network, such as the Internet. E-business software solutions allow the integration of intra and inter firm business processes. E-business can be conducted using the Web, the Internet, intranets, extranets, or some combination of these (source: http://en. wikipedia. org/wiki/Electronic_business). Currently AFA (as a part of FloraHolland) concentrated on computer system innovation named E-services. They using internet and electronic channels to support its business process and to connect buyers and suppliers what helped AFA to redefine the value chain, to reduce transaction costs, to strengthen the link with wholesalers and retailers and to increase market share. Currently AFA offer for their customers on line access to: Account on-line Clients and auction can settle customer’s accounts through daily and weekly statements. The Internet application Account Online makes these invoices available electronically. If customer have auctioned products or used mediation, then they may download the daily statement after 8 p. m. The weekly settlement is available beginning Friday at around 10 p. m. Account Online is a free service. Clockviewer Easy-access and cost-effective way to gain insight into what is happening on the clock. With a subscription to â€Å"Clockviewer† customers may follow online exactly what is happening at the same minute on the clock in the stands in Aalsmeer. Clock Supply Online provides information on clock supply every auction day beginning at 3:15 pm. The information includes data on suppliers, products and amounts. Information is updated every five minutes until the â€Å"closing bell†. The system gives an advance look at the daily clock supply available. It supports the buyer in his purchasing and administrative procedures. EAB Besides the paper delivery form (PAB) the floriculture industry also uses a digital version: the e-delivery form (EAB). Each supplier may use the EAB to provide direct supply information to all floricultural auctions in the Netherlands. EABel If customers are unable to utilize the e-delivery form (EAB), you may transmit supply information by phone using EABel. EABel is accessible seven days a week between 8 a. m. and 10 p. m. Electronic direct batch accountability The VEPT (temporary electronic batch feedback system) contains clock transactions from the current auction day. The major advantage of this service is that you can receive transaction information already during the auction process. Electronic batch accountability Electronic batch accountability (EPV) contains clock transactions on the current auction day from the mediation organization. This information is sent to client â€Å"after auctioning†. In addition, Electronic Batch Accountability includes clock transactions from the current auction day. The major advantage of this service is that the transaction information is sent to customer already during the auction process. Floranet is to compare sales figures from the past three years, products prices checker, account history and transaction services. FlorEcom order system FlorEcom-notices (order confirmations and order responses for example) are part of the FlorEcom-order system. FlorEcom-notices are designed according to a certain structure (electronic data interchange (EDI). Image Centre Electronic photo supply. The photos are used for Remote Buying, image auctioning and projection auctioning. Internet weekly and daily statementThis daily statement, which has the exact same content as the standard paper daily statement, is sent each afternoon by internet to your (electronic) inbox. Kiss it Current information on logistical processes. MyFloraHolland This Internet portal allows both buyers and suppliers online access to a wealth of information (special code needed to access). TeleVBA With TeleVBA customers may consult information and statistics concerning products they have supplied. Thay may access packaging data and statistical figures on all products traded through the auction. Customers may also call up their personal Buyer Top 25. All this information is only available for them to consult and print out. Saving and editing the information (as with electronic daily statements) is not possible. Tracking and Tracing If supplier have the products for sell through their delivered using their logistical services, they may use the Tracking Tracing option to see exactly which logistical phase customers products are in at the moment. (Source: http://www. lora. nl/en/Supplying/Eservices/Pages/default. aspx ). Information requirements and strategy Board of Aalsmeer Flower Auction needs still a lots of information to be competitive in the industry and to achieve their business objectives (entering a new market, maximize sales, minimize costs, market dominance, new technologies). To be competitive and the best in the market they should know their: Services Quality, Infor mation Quality, System Quality, User Satisfaction, Information Use, Individual Impact, Organizational Impact. That information can give them knowledge about: Main competitors and their solutions, -How and where they can find new and original products? , -How sell products fresh as possible? -New technologies (better conectivity with suppliers and customers). -World’s prices in Industry, -How to keep information and data safety? -How minimize costs, etc. The best information system strategy for AFA is a continue ‘Business Inteligence’- ‘Business Inteligence’ refers to computer-based techniques used in spotting, digging-out, and analyzing hard business data, such as sales revenue by products or departments or associated costs and incomes. Business Inteligence uses technologies, processes, and applications to analyze mostly internal, structured data and business processes while competitive intelligence, is done by gathering, analyzing and disseminating information with or without support from technology and applications, and focuses on all-source information and data (unstructured or structured), mostly external to, but also internal to a company, to support decision making. As a main point of their startegy (‘business inteligence and e-services’) Aalsmeer Flower Auction needs to: 1. Extend their IT department to better identify and develop their information system and be more competitive with a changing enviroment. 2. Merge Mediation and Auctioning and departments in one. Between the auctioning and mediation departments, there is a cultural difference. Employees of both departments see each other as competitors. In the past, the emphasis was clearly on auctioning, while mediation was mainly a by-product. Now, business is gradually moving to mediation, but the mediation process is following the price setting at the auction. As a result, both channels are strongly interrelated. Just the cooperation of the two channels gains advantage for growers and buyers. They can choose which percentage of selling or buying they want to do via each channel and therefore they are almostalways assured of selling or buying what they want. 3. Concentrate and extend E business strategy. E-services (Online auction) is a parts of a large segment of internet software engineering e-commerce software solution development. Online marketplace, if powered by quality auction software, is an effective means of connecting buyers and sellers online while optimizing trade processes such as negotiation, payment and shipment. This services can give AFA easier entrance to new market and new customers. Extended E-services and IT department can give a possibility to offer better and quicker services (flower can be fresher and faster delivered to buyer), more varieties, cut cost, etc. For the Aalsmeer Flower Auction best solution to keep and transffer important information and data (finance, sales, customers, employees, suppliers, logistic, etc. ) is connected and integrated computer system with all their departments. This strategy can help Aalsmeer Flower Auction extend customer and supplier base, compare effectivnes of other uctions and their problems. Also it can be more attractive and easy for employees and for existing and potential clients. Easy connection and communication between staff, suppliers and customers, knowledge about competitors and other parts of Company (FloraHolland) is a key to success. Methodology needed to identify and develop a new information system An Information System consists of four parts which include: procedures, software, hardware, and information or data, which are essentially the same. There are various types of information systems, for example: transaction processing systems, office systems, decision support systems, knowledge management systems, database management systems, and office information systems. It is very important to know how data collection is important to theoretical development, and how different traditional research methodologies used to collect data have strengths and weaknesses that can cause some research to be dilemmatic when investigating certain topics. The wide availability of Internet technology give possibility for new five approaches include two new data collection techniques ( data-collecting agents and Web log files) and three new research approaches that extend existing methodologies (online experiments, online judgment tasks, and online surveys) (source: Kauffman, Robert J. (Editor); Tallon, Paul P. (Editor). Economics, Information Systems, and Electronic Commerce : Empirical Research). Information System effectivenes in Company is dependent to Services Quality, Information Quality, System Quality, User Satisfaction, Information Use, Individual Impact, Organizational Impact. To check and messures all this facts they can use analysis (like SWOT, PEST, ets) or one of the software development methodolgy and their models. SWOT and PEST analysis is a valuable step in assessing your companys and competitors’ strengths, weaknesses, opportunities, and threats. It offers powerful insight into the critical issues affecting a business. Softwere Development Methodology refers to the framework that is used to structure, plan, and control the process of developing an information system. A wide variety of such frameworks have evolved over the years, each with its own recognized strengths and weaknesses. One system development methodology is not necessarily suitable for use by all projects. Each of the available methodologies is best suited to specific kinds of projects, based on various technical, organizational, project and team considerations (http://en. wikipedia. org/wiki/Software_development_methodology). The three basic patterns in software development methodologies. Figure 3. (sources: Software development methodologies http://en. wikipedia. org/wiki/Software_development_methodology). For AFA one of best methodology can be V-model. They all ready started business inteligence strategy so they have a lots important information to choose more complexed methodology than Watrfall, Prototyping or Spiral. The V-model is a software development process which can be presumed to be the extension of the waterfall model. Instead of moving down in a linear way, the process steps are bent upwards after the coding phase, to form the typical V shape. The V-Model demonstrates the relationships between each phase of the development life cycle and its associated phase of testing. The V-model deploys a well-structured method in which each phase can be implemented by the detailed documentation of the previous phase. Testing activities like test designing start at the beginning of the project well before coding and therefore potentially saves a huge amount of the project time. Figure 4. V-model The V-model consists of a number of phases. The Verification Phases are on the Left hand side of the V, the Coding Phase is at the bottom of the V and the Validation Phases are on the Right hand side of the V. V-model includes two phases: Verification Phases:Validation Phases: Requirements analysis In the Requirements analysis phase, the requirements of the proposed system are collected by analyzing the needs of the user(s). Unit Testing In the V-model of software development, unit testing implies the first stage of dynamic testing process. It involves analysis of the written code with the intention of eliminating errors. It also verifies that the codes are efficient and adheres to the adopted coding standards. Testing is usually white box. It is done using the Unit test design prepared during the module design phase. This may be carried out by software developers. System Design Systems design is the phase where system engineers analyze and understand the business of the proposed system by studying the user requirements document. The software specification document contains the general system organization, menu structures, data structures etc. Integration Testing In integration testing the separate modules will be tested together to expose faults in the interfaces and in the interaction between integrated components. Testing is usually black box as the code is not directly checked for errors. Architecture Design The phase of the design of computer architecture and software architecture can also be referred to as high-level design. System Testing System testing will compare the system specifications against the actual system. After the integration test is completed, the next test level is the system test. System testing checks if the integrated product meets the specified requirements. Module Design The module design phase can also be referred to as low-level design. The designed system is broken up into smaller units or modules and each of them is explained so that the programmer can start coding directly. User Acceptance Testing Acceptance testing is the phase of testing used to determine whether a system satisfies the requirements specified in the requirements analysis phase. (sources: Software development methodologies www. wikipedia. org/wiki/sytems_development). Also popular and effective softwere development methodology can be for AFA Rapid Application Development (RAD). RAD that involves techniques like iterative development and software prototyping. In Rapid Application Development, structured techniques and prototyping are especially used to define users requirements and to design the final system. The development process starts with the development of preliminary data models and business process models using structured techniques. In the next stage, requirements are verified using prototyping, eventually to refine the data and process models. These stages are repeated iteratively; further development results in a combined business requirements and technical design statement to be used for constructing new systems (source: http://en. ikipedia. org/wiki/Rapid_application_development). The impact and effectiveness of a new system for the organisation, management and employees. The New Information System will have important impact for AFA’s ‘knowledge’ about Company, their strengths and weaknesses. New system can: -transform unstructured processes into routinized transactions, -transfer information with rapidity and ease across large distances, making processes independent of geography, -replace or reduce human labour in a process, -bring complex analytical methods to bear on a process, bring vast amounts of detailed information into process, -enable changes in the sequence of task in a process, often allowing multiple tasks to be worked on simultaneoulsly, -allows the capture and dissemination of knowledge and expertise to improve the process, -allows the detailed tracking of task status, inputs and outputs, -can be used to connect two parties whitin process that would otherwise communicate through intermediary (internal or external). New developments in Information System and Technology have led to an increasingly mobile workforce. AFA are no longer tied to their desk in order to stay in the information loop. They customers can buying or selling wherever they are. Ultra-mobile PCs permit to access e-mail and other data products at a wide range of locations. A wide range of new technologies can give businesses access to faster communication, increase efficiencies, and the ability to work away from the office, get new customer from all world, better control and manegement, etc (source: ‘What is the impact of new technology in the workplace? ’ www. helium. com ). New information technology can open a door of opportunities for AFA and their mployees willing to explore non-traditional work arrangements. This technology also allows a new kind of team to emerge. Virtual teams can be formed, bringing together the best people regardless of location and time. E-mail, teleconferencing, video conferencing, and new emerging technologies are enabling people around the world to communicate and collaborate rapidly and efficiently. References Books 1. Kauffman, Robert J. (Editor); Tallon, Paul P. (Editor). Economics, Information Systems, and Electronic Commerce : Empirical Research. Websites 1. Aalsmeer Flower Auction www. wikipedia. org/wiki/Aalsmeer_Flower_Auction 2. Information systems discipline www. wikipedia. org/wiki/information_systems_discilpline 3. FloraHolland E-servives http://www. flora. nl/en/Supplying/Eservices/Pages/default. aspx 4. Methodologies www. ncycles. com/e_whi_methodologies. html 5. Software development methodologies http://en.wikipedia. org/wiki/Software_development_methodology 6. Systems development www. wikipedia. org/wiki/sytems_development 7. IS Effectiveness for business www. business. clemson. edu/ISE/html/is_effectivenes. tml 8. RAD development http://en. wikipedia. org/wiki/Rapid_application_development 9. About FloraHolland http://www. flora. nl/en/AboutFloraHolland/Pages/default. aspx 10. Facts and Figures http://www. flora. nl/en/AboutFloraHolland/Cooperative/Pages/Factsandfigures. aspx 11. Electronic Business http://en. wikipedia. org/wiki/Electronic_business Articles 1. ‘What is the impact of new technology in the workplace? ’ www. helium. com 2. ‘Bringing e-Business to the World’s Largest Flower Auction: The Case of Aalsmeer’ 2005 www. idea-group. com

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If you are selling tickets they promise that you will receive prompt payment from Seatwave for all orders that are confirmed and fulfilled. 3. Seatwave E-Business Models Seatwave have adopted a combination of two E-business models, a Transaction fee revenue model and an E-Auction model. (Schneider. G 2009) explains that in the fee for transactional revenue model, businesses offer services for which they charge a fee that is based on the number or sized of transactions they process And Seatwave has successfully adopted this model whereby they are paid a commission for every ticket sold. Ttickets can be sold at any price selected by the seller, including below and above the face value printed on the ticket and Seatwave charges buyers a 15% service charge and sellers a 10% success fee. Seatwave has additionally adopted an E- Auction model or as they put it a fan to fan to online ticket exchange system. The online auction business model is one in which participants bid for products and services over the internet. When one thinks of online auctions they typically think of E-Bay, the largest online auction site. Like most auction companies, eBay does not actually sell goods that it owns itself. It merely facilitates the process of listing and displaying goods, bidding on items, and paying for them. It acts as a marketplace for individuals and businesses that use the site to auction off goods and services. Several types of online auctions are possible. In an English auction the initial price starts low and is bid up by successive bidders. In a Dutch auction the price starts high and is reduced until someone buys the item. EBay also offers fixed price listings. 4. Seatwave Financial Performance In January 2009 Seatwave was on 35% market share, GetMeIn (a UK startup founded by US guy James Gray and acquired by Ticketmaster is on 25%, and Viagogo is on 14 The principle industry area to which Seatwave belongs is events ticketing . Unfortunately Seatwave does not publish its financial statement but do provide growth margins which make it easier to measure the success and profitability of the company. Europes Leading Ticket exchange increases lead on the field London: 05 May 2009 Seatwave, Europes leading fan-to-fan ticket exchange, today announced explosive growth LONDON: 05 May 2009 Seatwave, Europes leading fan-to-fan ticket exchange, today announced explosive growth for Q1, supported by ComScores latest report confirming that Seatwave is Europes largest ticket exchange by a factor of more than 2 to 1 versus its nearest competitor. March sales alone grew by 287% year on year, one of the many indicators of the companys increasing success. Insert Courtesy Of Seatwave.com Seatwaves success can be attributed to two main factors superior customer service and an excellent online customer experience. Couple with a great business model The Companys site demonstrates how importantly it takes the customers online experience. Burgess believes that the specific online experience they offer customers is an essential ingredient to the success of the company because the site is streamlined and easy to navigate, and its smartly designed to maintain its efficiency and functionality. The smart design is evident in the ability to quickly buy or sell tickets and business model is adopted is excellent because there is no time and geographical constraints, hence tickets and be sold and bought at any time, 24 / 7 and Sellers and bidders can participate from anywhere that has internet access. This makes them more accessible and reduces the cost of attending an auction. 5. Seatwave Strategy Seatwaves biggest market is the UK and its long term strategy for growth is based on three key parts. Growth by global Expansion Offering Marketing Leading Consumer Protection Partnerships and Affiliations 1. The Seatwave business is growing rapidly and is the market leader in all the markets they operate within. Seatwave operates in nine countries outside the UK. Including Germany, the Netherlands, Italy, Spain, France, Austria, Belgium, Switzerland and Ireland Over 700,000 tickets on sale at any one time Customer base of over 1.9 million unique active users. 1.7 Millions tickets for events in over 38 countries Europe secondary ticket market worth $ 6.8 9.7 billion. Bi- model approach e.g. Transactional Revenue model E-auctioning model Seatwave Cooperate sales which is a dedicated service for corporate entertainment needs. 2. Utilizing Technology Offering Consumer Protection services TicketIntegrityâ„ ¢ guarantees that buyers will receive the tickets they ordered in good time for the event, or offers a full refund. TicketCoverâ„ ¢ which provides a full refund if an event is cancelled. This refund includes the full price of the tickets purchased. TicketCoverâ„ ¢premium which covers buyers for a range of other circumstances that may prevent them from attending their performance, such as transport failure or severe illness. TickFinder is a search application use on the msn portal to help users find secondhand tickets. 3. Partnerships and Affiliations Official Ticket exchange partner of 9 different sport clubs Affiliations with 4 separate music groups e.g. MTV.co.uk, MOBO Awards and Live Nation In partnership with major media organizations e.g. MSN, Virgin Media and a new partnership with HMV Seatwave donates a portion of every sporting ticket sold online to Sparks and is also a member of the Action for Brazils Children Trust. Seatwave are in partnership with UPS to help facilitate and ensure a reliable ticket exchange transaction between buyers and sellers. Part II 6. Suggested Evaluation Criteria The methodologies used for the evaluation of Seatwave.com is based on Webqual which is an instrument for assessing the usability, information, and service interaction quality of Internet web-sites, particularly those offering e-commerce facilities (Webqual.co.uk homepage 2009). WebQual (www.webqual.co.uk) is based on quality function deployment (QFD) a structured and Disciplined process that provides a means to identify and carry the voice of the customer through each stage of product and or service development and implementation (Slabey, 1990). In the context of WebQual for traditional Web sites, users are asked to rate target sites against each of a range of qualities using a 7-point scale. The users are also asked to rate each of the qualities for importance (again, using a 7-point scale), which helps gain understanding about which qualities are considered by the user to be most important in any given situation. In order to build a profile for Seatwave.com, the data was summarized around the questionnaire subcategories, and then the total score for each subcategory was indexed against the maximum score (based on the important rating for questions multiplied by three. The results suggested that the information quality and Usability aspect of the website rated extremely well at 100% respectively. Seatwave has facilitated this by providing tools that help the seller choose an appropriate selling price by comparing the average sale price for tickets being sold for the particular event and having a simple but structured approach to the design of the website and the way it presents information to its customers. Additionally the service interaction weighted score was slightly lower than the other categories at 92.8% but still suggested a high sense of community, personalization and security in terms of processing transactions, however the lack of confidence within the website due to the ethical issues within the resale ticketing industry and the slim line of communication to the organization has robbed the site of a maximum score. It must be noted though that WebQual was not particularly useful for evaluating the technical aspects of the site despite providing a valuable profile of users perception of e-commerce quality, therefore an independent evaluation of its technical viability as an ecommerce site was carried out. And one problem noticed when evaluating the site from a technical point of view is that it failed W3C markup validation, this means that there is no guarantee that the site will look the same in different browsers or even that it will work correctly. Also this means that non-graphical browsers and html translators such as those used by blind people may not be able to communicate the site to a properly. The site has an XHTML transitional DOCTYPE header, this standard should be strictly adhered to in order to avoid the problems outlined above, by doing this the company can be sure that they are reaching the widest possible audience as their site would then work with the vast majority of viewing technologies. Part III Proposed future strategy for Seatwave Future Strategy Seatwave can enhance its future ecommerce business by aligning its current strategy with the primary ticket selling industry which will build up its reputation and strengthen its brand image. According to Katie Allen of the Guardian, Seatwave and rivals such as Viagogo have been accused of encouraging the growth of bedroom touts, who snap up tickets with the sole purpose of making a profit by selling them on, in addition Seatwave, as a secondary market ticket supplier, has no way of verifying if tickets are valid, counterfeit, or genuine. By becoming the leader in the Primary and secondary online ticketing market Seatwave will be able to increase its image as a reputable brand, penetrate new markets and hence increase its profit margins. New Business Strategy Key Factors New Potential Packages As the two entities further combine their operations, they could begin to offer more packages to consumers such as discounted bundles of tickets and recorded music, and could offer corporate sponsors more attractive terms, too. At the same time, a vertically integrated behemoth could have the power to dictate higher prices. Power to dictate Price ( Due To Economy of Scale ) Because it would be so vertically integrated, the new company would also be able to muscle out competing concert promoters and have more power to dictate ticket prices to consumers. The new company would have close ties to an array of artists and boast affiliation and new partnerships right across the entertainment spectrum Expansions into the Americas To new business strategy will allow Seatwave to venture out in to the Americas which is tightly regulated against ticket reselling. Because of the new strategy the business can segment its services geographically. Alliances with other companies The new strategy would merge Europes Largest ticketing exchange facilitator with a dominant ticketing and artist-management company. The resulting firm would be able to manage everything from recorded music to ticket sales and tour sponsorship. It could package artists in new ways, for example, allowing corporations such as a mobile phone provider to sponsor a concert tour and to sell an exclusive download of a song. Conclusion In conclusion Seatwave has dominated the European market and have attracted investment whilst protecting its customer; however the ticketing resale markets remains shrouded with suspicion, unfair practices and dodgy dealings. It and its two main rivals in the UK operate in a controversial area. Ticket touts have a bad reputation and Seatwave and its peers are, according to their critics, merely electronic equivalents of the spivs who hang around the doors of music and sporting venues offering dubiously acquired products. Mr. Cohen points out that his venture offers those who are genuinely unable to obtain the tickets they want through a risk free channels, however a sales Account Manager for Seatwave, Lee Lake, was caught purchasing tickets for various concerts and gigs using 4 different addresses and 4 different credit cards and selling the same tickets through Seatwave at significantly higher prices than face value and not declaring that he is an employee of Seatwave in the transaction. In response, Chief Executive Joe Cohen allegedly stated the tickets were purchased as backstop tickets in case fans selling on Seatwave let people down. This proves that Seatwaves strategy is in need of a revamp to attract a better reputation and removed the stigma that has dogged the industry for so long, the integration of its already strong ecommerce offering with an improved business strategy will be the pied piper that draws large audience to the site and puts its critics to rest. Bibliography Peter, M. (2001). Business Studies p.63-64 UK Hodder Stoughton Ltd Farmers Weekly. (2006). Citing Online Source. Tesco Club card Reward Program ( Accessed 3/27/2008) Mike, M and Malcolm, M (2002) Marketing in Managing Bites p.86 GB Macmillan Press Ltd Peter, M. (2001). Business Studies p.61 UK Hodder Stoughton Ltd Kotler, P. (1998). Principles Of Marketing p. 33 UK Prentice Hall College Bill, W. (2008). Citing Online Source. Will Protest Hurt Tesco Brand ( Accessed 3/27/08) Sir Terry, L. (2008). Citing Online Source. Consumers Changing Lifestyles ( Accessed 3/27/08) Peter, M. (2001). Business Studies p.61 UK Hodder Stoughton Ltd

Glass Structures :: Buildings Building Essays

Glass Structures The name of the structure doesn’t matter as much as the pleasure received; some may call them glass rooms or greenhouses. The uses of these glass structures vary as the weather they see. The structures all contain glass allowing people a place to view the natural environment inside. These structures are mediums in which outside and inside environments are connected. For many people myself included, there is a fantasy of being in an environment that is exotic and surreal. Conservatories started around the nineteenth century, a time of the Golden Age. English architecture, allowed designers to show off a different side, one that was open and enjoyable, in contrast to being useful or industrial. Conservatories were built for the wealth class. Wealth alone would not have brought about conservatories if it were not for the development of technology in heating, ventilation, iron, and glass . In addition, to the development of technology the interest in growing edible fruits, vegetables and exotic species also inspired the development. Palms were the desired tree of type, representing happiness and a symbol of wealth. To grow a palm tree in a cold climate involves having wealth no matter what. Conservatories didn’t develop without having some problems. The most obvious problem being glass, which makes up most of the structure. In the 16 Th. Century bull eyes glass was very expensive. The economics of having a conservatory did not become more realistic until Louis Lucas de Nehou invented sheet glass in 1688. The problem of glass was in the winter when the water would expand between the layers of windows and break. The other issue with glass is sealing it to keep water out and moisture in. Sealing the glass also affects the heating and ventilation. Stoves were most commonly used for heating the building. The cost of heating can differ in cost depending on warm of the green house. The glass house could be kept as warm as the rest of the house, costing a lot of money, or just warm enough to keep it from freezing, costing less. Ventilation can be solved by opening and closing the windows along with elaborate piping systems is desired. Other ways to reduce the air temperature is by having shading. This can be natural such as shade by deciduous trees, or vines. The other option is to have shades made of fabric, wood or another material that can be drawn when needed.