ХАРКІВСЬКИЙ НАЦІОНАЛЬНИЙ ЕКОНОМІЧНИЙ УНІВЕРСИТЕТ імені

СЕМЕНА КУЗНЕЦЯ

Кафедра іноземних мов

ВИКОРИСТАННЯ ІНТЕРНЕТ РЕСУРСІВ У КОМЕРЦІЙНИХ ЦІЛЯХ

Виконавець:

Георгадзе Р.Т.

факультет

«Экономічної Інформатика» (51-02)

Керівник:

Мішина О.М.

Харків – 2014

SIMON KUZNETS KHARKIV NATIONAL UNIVERSITY OF ECONOMICS

Department of foreign languages

USING ONLINE RESOURCES IN COMERCIAL AIMS

Georhadse Rezo,

“Informatics economy”

Faculty (51-02)

Supervisor:

Mishina O.М.

Kharkiv - 2014

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Contents

1. Introduction……………………………………………………………...……....4

2. Part-1 E-banking banking and Online Actions ………..………………………...5

2.1 E-banking banking………………………………………….…………...5

2.1.1 Why Is E-banking Important?......................................................5

2.1.2 Impact of E-banking on traditional services…..……………..…5

2.1.3 Security………...…………………………………………….…7

2.2 Online Auctions……………………………………………………..….8

2.2.1 Benefits of online auctions……………………………….…….8

2.2.2 Risks associated with online auctions………………..…....…....9

2.2.3 Organisational Considerations………………………………….9

3. Part-2 Online shops ……………………………………………………………10

3.1 Drive Growth…………………………………………..….…….10

3.2 Business Structure…………………………………….…...….…10

3.3 Integrated Web Portals…………………………………...……...11

3.4 Single Language & Currency Shopping Carts…………….....….12

3. 2 Recommender System Examples.…………………..……...…...13

3.2.1 Amazon.com…………………………………..….…….13

3.2.2 CDNOW………………………………………………...15

3.2.3 Drugstore.com……………………....…………………..16

3.2.4 eBay……………………………………………..……....16

4. Conclusion……………………………………………………………………...17

5. Анотація………………………………………………………………………..18

6. Reference……………………………………………………………………....19

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1.Introduction

The aim of this research paper is to get acquainted with the substance of using

online resources in comercial aims, to examine parts that include this topic. Main

parts: 1.1 Internet Banking, 2.2 Online Auctions, 3.3 Online shops.

Nowadays if you want to achieve your goals fast and with low rate of loses

you gotta use Internet in your business.

The objectives of this paper are:

1. To explain role of internet in nowadays business.

2. To represent benefits and shortcomings of internet banking.

3. To show how business depend on the internet(For example of Online Actions)

4. To skim examples of successful organizations where е-commerceis used.

The novelty and topicality of this paper are to study what factors can help

organizations choose what kind of e-commerce fits more and how to use internet to

get benefits of their work with the help of Internet Banking or Online Auctions,

or Online shops.

The work consists of the introduction, the first part called "E-banking banking

and Online Actions",the second part called "Online shops", conclusion and

references.

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Part 1: E-banking banking and Online Actions

2.1 E-banking banking

2.1.1 Why Is E-banking Important?

Understanding E-banking is important for several stakeholders, not least of

which is management of banking related organizations, since it helps them to derive

benefits from it. The Internet as a channel for services delivery is fundamentally

different from other channels such as branch networks, telephone banking or

Automated Teller Machines (ATMs). Therefore, it brings up unique types of

challenges and requires innovative solutions.

Many banks and other organizations have already implemented or are

planning to implement E-banking because of the numerous potential benefits

associated with it.

2.2.2 Impact of E-banking on traditional services

One of the issues currently being addressed is the impact of E-banking on

traditional banking players. After all, if there are risks inherent in going into E-

banking there are other risks in not doing so. It is too early to have a firm view on

this yet. Even to practitioners the future of E-banking and its implications are

unclear. It might be convenient nevertheless to outline briefly two views that are

prevalent in the market. The view that the Internet is a revolution that will sweep

away the old order holds much sway. Arguments in favor are as follows:

E-banking transactions are much cheaper than branch or even phone

transactions. This could turn yesterday’s competitive advantage - a large branch

network, into a comparative disadvantage, allowing e-banks to undercut bricks-and-

mortar banks. This is commonly known as the "beached dinosaur" theory.

E-banks are easy to set up so lots of new entrants will arrive. ‘Old-world’

systems, cultures and structures will not encumber these new entrants. Instead, they

will be adaptable and responsive. E-banking gives consumers much more choice.

Consumers will be less inclined to remain loyal.

E-banking will lead to an erosion of the ‘endowment effect’ currently enjoyed

by the major UK banks. Deposits will go elsewhere with the consequence that these

banks will have to fight to regain and retain their customer base. This will increase

their cost of funds, possibly making their business less viable. Lost revenue may

even result in these banks taking more risks to breach the gap.

Portal providers are likely to attract the most significant share of banking

profits. Indeed banks could become glorified marriage brokers. They would simply

bring two parties together – e.g. buyer and seller, payer and payee.

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The products will be provided by monoclines, experts in their field.

Traditional banks may simply be left with payment and settlement business – even

this could be cast into doubt.

Traditional banks will find it difficult to evolve. Not only will they be unable

to make acquisitions for cash as opposed to being able to offer shares, they will be

unable to obtain additional capital from the stock market. This is in contrast to the

situation for Internet firms for whom it seems relatively easy to attract investment.

There is of course another view which sees E-banking more as an evolution

than a revolution.E-banking is just banking offered via a new delivery channel. It

simply gives consumers another service (just as ATMs did).Like ATMs, E-banking

will impact on the nature of branches but will not remove their value.

Traditional banks are starting to fight back.

The start-up costs of an e-bank are high. Establishing a trusted brand is very

costly as it requires significant advertising expenditure in addition to the purchase

of expensive technology (as security and privacy are key to gaining customer

approval).

E-banks have already found that retail banking only becomes profitable once

a large critical mass is achieved. Consequently many e-banks are limiting

themselves to providing a tailored service to the better off.

Nobody really knows which of these versions will triumph. This is something

that the market will determine. However, supervisors will need to pay close attention

to the impact of E-banks on the traditional banks, for example by surveillance of:

Strategy

Customer levels

Earnings and costs

Advertising spending

Margins

Funding costs

Merger opportunities and threats.

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2.1.3 Security

Security is one of the most discussed issues around E-banking.

E-banking increases security risks, potentially exposing hitherto isolated

systems to open and risky environments.

Security breaches essentially fall into three categories; breaches with serious

criminal intent (fraud, theft of commercially sensitive or financial information),

breaches by ‘casual hackers’ (defacement of web sites or ‘denial of service’ - causing

web sites to crash), and flaws in systems design and/or set up leading to security

breaches (genuine users seeing / being able to transact on other users’ accounts). All

of these threats have potentially serious financial, legal and reputational

implications.

Many banks are finding that their systems are being probed for weaknesses

hundreds of times a day but damage/losses arising from security breaches have so

far tended to be minor. However some banks could develop more sensitive "burglar

alarms", so that they are better aware of the nature and frequency of unsuccessful

attempts to break into their system.

The most sensitive computer systems, such as those used for high value

payments or those storing highly confidential information, tend to be the most

comprehensively secured. One could therefore imply that the greater the potential

loss to a bank the less likely it is to occur, and in general this is the case. However,

while banks tend to have reasonable perimeter security, there is sometimes

insufficient segregation between internal systems and poor internal security. It may

be that someone could breach the lighter security around a low value system.

It is easy to overemphasize the security risks in E-banking. It must be

remembered that the Internet could remove some errors introduced by manual

processing (by increasing the degree of straight through processing from the

customer through banks’ systems). This reduces risks to the integrity of transaction

data (although the risk of customer’s incorrectly inputting data remains). As E-

banking advances, focusing general attention on security risks, there could be large

security gains.

Financial institutions need as a minimum to have:

A strategic approach to information security, building best practice security

controls into systems and networks as they are developed.

A proactive approach to information security, involving active testing of

system security controls (e.g. penetration testing), rapid response to new

threats and vulnerabilities and regular review of market place developments.

sufficient staff with information security expertise.

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Active use of system based security management and monitoring tools.

Strong business information security controls.

These are the issues line supervisors will be raising with their banks as part of

their on-going supervision.

2.2 Online Auctions

2.2.1 Benefits of online auctions

The use of the online auction process provides benefits to both buyers and

suppliers:

Supplier benefits – once trained in online auctions, suppliers find them easy to participate in and they give exposure to a business opportunity without the usual

lengthy sales process. Suppliers have more information on market pricing and the evaluation process than they would get from a traditional sealed bid tender. An

anonymous online event creates a “level playing field”, i.e. a fair and competitive market. Suppliers are also given more than one opportunity to bid, thus taking away

some of the risk and guesswork inherent in sealed bids. The award process is transparent and suppliers generally receive a fast decision after the event. Suppliers

can, of course, use online auctions to arrive at market prices for their own purchases of raw materials and components, thus potentially driving down costs throughout the supply chain.

Buyer benefits – by increasing the competition between suppliers, buyers arrive at true market pricing, which will typically lead to significant savings. They

also increase their ability to test new suppliers, reducing operational risk. The advanced RFQ technology in online auction software enables buyers to achieve best total cost (costs and risks) as opposed to “cheapest” – a range of factors can be

considered and weighted e.g. quality, delivery and specification. As part of a comprehensive global supply management strategy, online auctions offer significant

potential for internal learning and skills development, and potential reduction in the elapsed time of the overall sourcing cycle.

Benefits to both buyer and supplier – buyer-supplier relationships are no

longer one way; buyers and suppliers can see the bids of other suppliers in real time, creating a true market and enabling suppliers to benchmark themselves against their

peers. The greater transparency of this process therefore highlights the integrity of the buyers’ sourcing decisions. Supplier relationships are thereby enhanced. Online

auctions also Online Auctions alsofacilitate true globalisation: suppliers can be encouraged to participate and bid regardless of location. The better standards of

specification (through the RFQ process) can lead to a much better understanding by both the buyer and the supplier of what is being bought and what is being supplied.

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2.2.2 Risks associated with online auctions

With any process, there are risks associated with its use. It is important that buyers and suppliers understand these risks so that their effects can be minimised.

For example, suppliers may feel that they are not able to demonstrate the overall value of their product or service in an auction that is focused on lowest price bid.

Conversely, suppliers that make the lowest bid but are then not awarded the business may feel cheated. This risk can be overcome by being clear about the weight of the

no-price or so-called “transformation factors” during the pre-bid.

Without effective change management and training of both buyers and suppliers expectations may never be reached and inexperienced suppliers may bid

below a sustainable price.

A negotiation strategy (and/or event strategy) is therefore essential to deliver the best result in an online auction. Again, it is necessary to stress that online

auctions are only a tool in the buyer’s toolbox, and in the wrong hands a tool can do more harm than good. Strong programme management is imperative to ensure

effective choice and prioritisation of commodities, and the full realisation of the benefits identified.These issues are discussed in the next section, “Organisational

considerations”.

2.2.3 Organisational Considerations

While many organisations have experimented with online auctions on a “just

do it” basis, often experiencing positive results, the full benefits will not be realised unless online auctions are integrated within a new organisational framework. As we

will see, online auctions can generate significant return on investment and help drive best practice within the procurement function – but they must be used correctly.

Think of online auctions as a tremendously powerful tool – like a chainsaw –

that can deliver fantastic benefits in the hands of a skilled and experienced workman, but can also do irreparable damage in the wrong hands!

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Part 2 Online shops

With the integrated tools for supporting diverse business structures and the

Ecommerce solutions offered through Tradepoint, Ecommerce solutions just became a multi-dimensional experience for companies looking to expand into Ecommerce or for companies with existing Ecommerce solutions to expand their Ecommerce

capabilities.

3.1.1 Drive Growth:

Change is something that business can count on. Change in an economic climate, specific changes in different industries, human resources, product costs,

resources, supply chains, technology and change resulting from growth define how business conducts business. With that given in mind, Tradepoint's flexible structure

comes with built in options for businesses to support growth and inevitable changes.

As any business grows strategic decisions have to be made to foster growth and

continued success. Tradepoint comes with dozens of features providing some of those options to benefit growing businesses.

1. Dynamic reports for quick access to sales and business activity.

2. Support for different types of product and services.

3. Integrated Web portal for customers and contacts for interaction through a website.

4. Support for single or multiple websites in one or more currencies and/or languages.

5. Support for cross channel sales including direct sales, retail, and ecommerce.

Tradepoint Enterprise is the best option for growing small to mid-sized businesses available on the market. With Tradepoint Enterprise business with an eye

on growth can now count on a software solution with options for profitable growth as business changes.

3.1.2 Business Structure:

Often underestimated when considering one or more websites, Tradepoint

supports having multiple divisions within one company or multiple companies within the same license of Tradepoint. With this capability, growth can happen

organically without expensive and complicated changes in a software structure. Companies with multiple websites can have their own business structure, either as a

division or a separate company complete with the Accounting structure necessary to track all related expenses, and sales activity relevant to a specific web site.

1. Support for multiple Divisions within a single company.

2. Support for Multiple companies with a single division or multiple divisions

within each company.

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3. Role based security settings defining access to each division or company.

4. One click options for viewing cross divisional data throughout Tradepoint.

Tradepoint is sold through our Resellers. To find a Reseller in your area click here. To request a 30 day demonstration version of Tradepoint Enterprise, click here. To register for a live weekly demonstration click here.

A website often becomes its own channel for customer contact, sales and revenue with multiple options for monetization. Further, a well developed website

provides venues for lead generation, sales, customer support and self service resources for customers and partners alike.

With the Tradepoint World Ecommerce solutions providing a springboard for international web sales and expansion of an existing customer base through the

Internet to take existing Ecommerce one step further to develop a presence for multiple markets with support for multiple currencies and languages.

3.1.3 Integrated Web Portals

A web portal will allow contacts including customers, suppliers, resellers and

other contact types to log into a web site to access information specific to a user. Security settings ensure that only specific types of information can be accessed through a web portal. Different types of contacts can also have access to different

types of information.

For example, a Lead in Tradepoint may have access to their own contact

information and any Appointments or Tasks setup within Tradepoint but may not yet be able to access Project or Invoice information just yet because they are still a

Lead. Since different contact types can have different information available, once they become a Customer more information pertaining to sales and sales activity will

be accessible once they login to a web site.

Some types of information which can be made available through the web portal to

different contacts include:

1. Basic contact information with an option to allow editing through the web

portal

2. Appointments

3. Tasks

4. Projects, including time lines and scheduled milestones

5. Documents

6. Order History

7. Invoice history

8. Option to purchase products

9. Request a Quotation

10. Manage publications (newsletters, white papers, etc)

11. Knowledge Base or on line library

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Industries and Companies which can benefit from using a web portal as part of

an Ecommerce solution include but are not limited to:

1. Any Ecommerce based company already selling products through a website looking to provide more account information and resources for customers.

2. Companies needing collaborative tools or who use a Quoting process with sign off for jobs.

3. Engineering firms for Project Management and Quoting process for sign off on job approval.

4. Service based consulting firms. This can extend to a Quoting process, Appointment, Task and Project Sharing as well as Invoicing to pay Invoices

on line

5. Law firms to share documents, Appointments, Tasks and Projects as well as

Billing capabilities.

6. IT Development and Programming firms can benefit from the collaborative

tools available through a web portal with project management for sign off on Quotes, sharing project time lines, and billing in cases where on line payments

have been enabled

3.1.4 Single Language & Currency Shopping Carts

For Ecommerce to be successful two sides of an overall Ecommerce solution

have to be accounted for. The first side is the web site itself through which a customer interacts with a company. Diverse functions, easy to find information and

enough choices for payment and shipping methods are critical in a web site shopping cart to capturing the interest and ultimately gaining the loyalty of Ecommerce

shoppers.

The second side of Ecommerce solution supports the customers' experience

on the website but defines how an Ecommerce based company handles customer interaction through a website. Tradepoint Enterprise is the software linked into a

website structure defining the internal responses and processing of information resulting from customer interactions through the web. Tradepoint has built in tools to accommodate a web store through automated actions, notifications, triggers for

automated communications at critical points in Ecommerce work flows. Tradepoint provides tools for a comprehensive internal experience for a company to process

web orders, follow up and respond to communications and maintain account information for customers, resellers and other types of contacts through the web.

Tradepoint One brings these elements together for a complete Ecommerce solution. Provide an in-depth, captivating experience for people to interact with on

the web and a well defined back end experience for staff to handle face paced Ecommerce activity.

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Ideal for organizations who need to enable web sites with purchasing capabilities over the web, Tradepoint One Ecommerce solution is an ideal single

language and currency solution for companies with a web presence in one market. Tradepoint One comes with external tools for an interactive experience for customers through your website and internal tools for staff for easy processing of

orders, follow up on communications and alerts for numerous actions as they happen through a web site.

3.2 Recommender System Examples

In the following section we present six E-commerce businesses that use one or more variations of recommender system technology in their web sites. For each

site, and each variation, we give a brief description of the features of the system. In later sections we refer to these examples as we explain the types of recommendations

provided, the type of technology used, and the types of information gathered. For organizational purposes these sites have been alphabetized. The descriptions of these sites are accurate as of this writing, though E-commerce applications of

recommender systems are changing rapidly.

3.2.1 Amazon.com

We will focus here on recommender systems in the book section of

Amazon.com.

Customers Who Bought: Like many E-commerce sites, Amazon.com™

(www.amazon.com) is structured with an information page for each book, giving

details of the text and purchase information. The Customers Who Bought feature is found on the information page for each book in their catalog. It is in fact two separate

recommendation lists. The first recommends books frequently purchased by customers who purchased the selected book. The second recommends authors whose

books are frequently purchased by customers who purchased works by the author of the selected book.

Your Recommendations: Amazon also encourages direct feedback from

customers about books they have read. Customers rate books they have read on a 5-point scale from “hated it” to “loved it.” After rating a sample of books, customers

may request recommendations for books that they might like. At that point, a half dozen non-rated texts are presented that correlate with the user’s indicated tastes. Figure 1 shows a sample screen from Your Recommendations.E-Commerce

Recommender Applications Page 6 of 24

Eyes: The Eyes feature allows customers to be notified via email of new items

that have been added to the Amazon.com catalog. Customers enter requests based upon author, title, subject, ISBN, or publication date information. Customers can use both simple and more complex Boolean-based criteria (AND/OR) for notification

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queries. One of the interesting variations of the Eyes system allows requests to be directly entered from any search results screen, creating a persistent request based

on the search.

Amazon.com Delivers: Amazon.com Delivers is a variation on the Eyes

feature. Customers select checkboxes to choose from a list of specific

categories/genres (Oprah books, biographies, cooking). Periodically the editors at Amazon.com send their latest recommendations by email to subscribers in each

category.

Bookstore Gift Ideas: The Gift Ideas feature allows customers to receive

recommendations from editors. Customers pick a category of books for which they

would like some suggestions. By navigating to that section of the “Gift Department,” they can view a general list of recommendations created by the editors of

Amazon.com. They also can select to view recommendations in one of a predefined list of categories including Globetrotter, Entrepreneur, and Teens. In many ways this serves as an online version of the Amazon.com Delivers feature discussed earlier.

However, customers can be provided with recommendations anonymously since there is no need to register with the site as there is with Delivers.

Customer Comments: The Customer Comments feature allows customers to

receive text recommendations based on the opinions of other customers. Located on the information page for each book is a list of 1-5 star ratings and written comments

provided by customers who have read the book in question and submitted a review. Customers have the option of incorporating these recommendations into their

purchase decision. Furthermore, customers can “rate the comments.” With each comment is the question “Did this comment help you.” Customers may indicate yes

or no. Results are tabulated and reported such as “5 of 7 people found the following review helpful.”

Purchase Circles: The Purchase Circles feature allows customers to view the

"top 10" list for a given geographic region, company, educational institution, government or other organization. For example, a customer could request to see what

books are the best sellers for customers at Oracle, MIT, or residents of New York City. Purchase Circles provide another “fellow customer” form of recommendations

by allowing customers not only to see what others are reading but also to personalize the recommendations by allowing them to select a “domain” with which they

associate themselves. Customers can view Purchase Circles by navigating to the Circle that interests them.

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3.2.2 CDNOW

Album Advisor: The Album Advisor feature of CDNOW™ (www.cdnow.com) works in three different modes. The first two are similar to the

Customers Who Bought feature of Amazon.com. Customers locate the information page for a given album or artist. The system then recommends ten other albums

related to the album or artist in question. Results are presented as “Customers who bought X also bought set S” or “Customers who bought items by Y also bought set

T.” The third mode works as a “gift advisor.” Customers type in the names of up to three artists, and the system returns a list of ten albums CDNOW considers similar to the artists in question.

Related Artists: The Related Artists feature of CDNOW works on the assumption that if a customer likes a certain performer, there is a group of artists

with similar styles that she will also like. Customers locate an artist and select the Related Artists link. Upon doing so, they are provided with a list of these artists who are considered to be "similar artists" and a list of artists who are considered to be

among the "roots and influences" for the selected artist. Buyer’s Guides: The Buyer’s Guide feature at CDNOW allows customers to receive recommendations

based on a particular genre of music. Customers browse a list of genres provided by the site, including categories such as British Invasion, Big Chilling, and Parent Pop.

Selecting one of the links from this list takes customers to a new list of albums the editors consider the essential part of this genre.

Artist Picks: In the Similar Artist feature at CDNOW one of the categories of

recommendations is “roots and influences.” Presumably editors create this list. The Artist Picks feature provides similar recommendations, directly from the artists.

Each week a different artist is featured, who lists the albums that shaped his or her taste as well as what is currently in their CD player. Top 100: Traditionally, hype

and “bestseller” status have been used by commerce sites to make recommendations to their customers. After all, if an album is on the Billboard Top 10, then it must be

a good album. The Top 100 feature allows customers of CDNOW to receive this type of recommendation, but the 100 are drawn from the sales figures of the site and

can theoretically be continuously upgraded to reflect actual sales.

My CDNOW: My CDNOW enables customers to set up their own music store, based on albums and artists they like. Customers indicate which albums they own,

and which artists are their favorites. Purchases from CDNOW are entered automatically into the “own it” list. Although “own it” ratings are initially treated as

an indication of positive likes, customers can go back and distinguish between “own it and like it” and “own it but dislike it.” When customers request recommendations, the system predicts six albums the customer might like based on what is already

owned. Feedback is provided by customers selecting “own it,” “move to wish list” or “not for me” for any of the albums in this prediction list. The albums

recommended change based on the feedback.

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3.2.3 Drugstore.com

Advisor: The Advisor feature at Drugstore.com allows customers to indicate their preferences when purchasing a product from a category such as “suncare” or

“cold and flu remedies.” For example, in the latter, customers indicate the symptoms they wish to relieve (runny nose and sneezing), the form in which they want the

relief (caplets) and the "age” of patient to whom they want to administer the product (adult). Upon being provided with this information the Advisor returns a list of

products recommended to meet the conditions.

Test Drives: In the Test Drives feature, a team of volunteers, made up of customers from the site, is sent a new product. These “fellow customers” provide

reviews of the product including a star rating and text comments.

3.2.4 eBay

Feedback Profile: The Feedback Profile feature at eBay.com™ (www.ebay.com) allows both buyers and sellers to contribute to feedback profiles

of other customers with whom they have done business. The feedback consists of a satisfaction rating (satisfied/neutral/dissatisfied) as well as a specific comment about

the other customer. Feedback is used to provide a recommender system for purchasers, who are able to view the profile of sellers. This profile consists of a table

of the number of each rating in the past 7 days, past month, and past 6 months, as well as an overall summary (e.g., 867 positives from 776 unique customers). Upon

further request, customers can browse the individual ratings and comments for the sellers.

Personal Shopper: The personal shopper feature of eBay allows customers to

indicate items they are interested in purchasing. Customers input a “short term” (30/60/90 days) and search on a set of keywords of their choosing, including their

price limit. On a periodic basis (one or three day intervals) the site performs the customer’s search over all auctions at the site and sends the customer an email with

the results of this search.

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4. Conclusion

The internet plays a major role in every aspect of our modern life. Internet

technologies play a major role in business. As a business owner, knowing the role

of internet in business will help you take advantage of the powerful opportunities it

offers to grow you business and make operations more effective.

E-banking transactions are much cheaper than branch or even phone

transactions. This could turn yesterday’s competitive advantage - a large branch

network, into a comparative disadvantage, allowing e-banks to undercut bricks-and-

mortar banks.

Small businesses that have little or no e-commerce capabilities on their

websites will learn about taking the next step in converting their marketing sites into

selling locations that extend their customer bases, images and sales in entirely new

ways. Those entrepreneurs not yet online will discover how the Internet is likely to

transform their businesses and introduce them to markets far beyond those which

are currently in reach.

There are a lot of types of e-commerce aka business oriented internet like:

-Internet banking

-Online Actions

-Online shop

So to work effectively any company should handle all these components and

even more and do it well.

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5. Анотація

В роботі було проаналізовано 3 види використання інформаційних

систем в комерційних цілях і з'ясовано, які переваги має кожен з них (на

прикладі найуспішніших організацій та їх чіткого уявлення про налагоджену

роботу всередині підприємства). Також було виявлено, що в даний час існує

багато компаній, які вважають за краще розширювати інформаційні системи

своїх підприємств та їх роль у економічній складовій компанії, задля

підвищення своїх прибутків.

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6. Reference

1) Abasinejad.H and Mehrnoush.M. (2006). “Electronic Banking”. Samt

Publication.

Tehran. pp. 30.2. Asgharizadeh, E. Ajalligeshlajoughi, M, and Safari Mirmohalleh,

S, R. (2009).“Identification of the electronic city application obstacles in Iran”.

International Journal of Human and Social science. 4;3, 2009. pp. 158-163

3 Baten.M.A, (2010). ”E-banking of economical prospects in Bangladesh”. Journal

of Internet banking and commerce.

2) Electronic resource: [www.arraydev.com/commerce/JIBC/2010-08/Baten.pdf]

Electronic resource: [http://www.academia.edu/1933826/Role_of_Internet_

banking_in_promotion_of_electronic_city]

Electronic resource: [http://www.entrepreneur.com/encyclopedia/online-auctions

http://www.academia.edu/324780/EBANKING_MANAGEMENT_IMPACT_RIS

KS_SECURITY]

Electronic resource: [http://www.tradepoint360.com/industries/ecommerce.aspx]

[E-Commerce Recommendation Applications]

J. Ben Schafer, Joseph A. Konstan, John RiedlGroupLens Research Project

Department of Computer Science and Engineering University of Minnesota

Minneapolis, MN 554551-612-625-4002,{schafer, konstan, riedl}@cs.umn.edu