PRACTICAL FILE

ON

E-COMMERCE M-COMMERCE LAB

(ETIT-458)

Submitted in partial fulfillment of the requirements

For the award of the degree of

BACHELOR OF TECHNOLOGY
IN
INFORMATION TECHNOLOGY

Submitted By
NAME : MUSKAN SONI
ROLL NO : (35715603119)

Under the guidance of

Dr. Anil Kumar, Project Coordinator, IT Department

Department of Information Technology

Dr. Akhilesh Das Gupta Institute of Technology & Management
(Guru Gobind Singh Indraprastha University, Dwarka, Delhi)
New Delhi -110053

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 INDEX

Sr. No. Name of Experiment Date Signature

Introduction to E-Commerce and 01/03/23

1.
Technology Infrastructure
An analysis of E-commerce Websites 08/03/23
(Example dell, Nokia, eBay, Amazon,
2.
Wal-Mart, Tesco, and government
websites, etc.)
15/3/23
3. An analysis of Future bazaar website.

22/03/23
4. Introduction to SCM and CRM.

29/03/23
5. Case Study: Lonely Planet

05/04/23
6. Case studies: Dell Online

Case study of e-business design in 19/04/23

7.
Action.
Introduction to ASP scripting. 26//04/23
8. (Syntax, variables, procedures, forms,
cookies and sessions.)
03/05/23
9. To study ASP objects.

To study and implement the 10/05/23

10. procedure of session handling in
ASP scripting.
To study and implement shopping 24/05/23
11. cart management using ASP
scripting.
To study and implement payment 31/06/23
12.
gateway using ASP scripting.

Muskan Soni 35715603119 F-10

 PROGRAM NO. 1

AIM: Introduction to E Commerce and Technology Infrastructure

Electronic commerce, commonly known as e-commerce or e-Commerce, or e-

business consists of the buying and selling of products or services over electronic
systems such as the Internet and other computer networks. The amount of trade
conducted electronically has grown extraordinarily with widespread Internet
usage. The use of commerce is conducted in this way, spurring and drawing on
innovations in electronic funds transfer, supply chain management, Internet
marketing, online transaction processing, electronic data interchange (EDI),
inventory management systems, and automated data collection systems. Modern
electronic commerce typically uses the World Wide Web at least at some point in
the transaction's lifecycle, although it can encompass a wider range of
technologies such as e-mail as well.

A large percentage of electronic commerce is conducted entirely electronically

for virtual items such as access to premium content on a website, but most
electronic commerce involves the transportation of physical items in some way.
Online retailers are sometimes known as e-tailers and online retail is sometimes
known as e-tail. Almost all big retailers have electronic commerce presence on
the World Wide Web.

Electronic commerce that is conducted between businesses is referred to as

business-to-business or B2B. B2B can be open to all interested parties (e.g.
commodity exchange) or limited to specific, pre-qualified participants (private
electronic market). Electronic commerce that is conducted between businesses
and consumers, on the other hand, is referred to as business-to-consumer or
B2C. This is the type of electronic commerce conducted by companies such as
Amazon.com. Online shopping is a form of electronic commerce where the buyer
is directly online to the seller's computer usually via the internet. There is no
intermediary service. The sale and purchase transaction is completed
electronically and interactively in real-time such as Amazon.com for new books. If
an intermediary is present, then the sale and purchase transaction is called
electronic commerce such as eBay.com.

Electronic commerce is generally considered to be the sales aspect of e-business.

It also consists of the exchange of data to facilitate the financing and payment
aspects of the business transactions.

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History

Early development

The meaning of electronic commerce has changed over the last 30 years.
Originally, electronic commerce meant the facilitation of commercial transactions
electronically, using technology such as Electronic Data Interchange (EDI) and
Electronic Funds Transfer (EFT). These were both introduced in the late 1970s,
allowing businesses to send commercial documents like purchase orders or
invoices electronically. The growth and acceptance of credit cards, automated
teller machines (ATM) and telephone banking in the 1980s were also forms of
electronic commerce. Another form of e-commerce was the airline reservation
system typified by Sabre in the USA and Travicom in the UK.

From the 1990s onwards, electronic commerce would additionally include

enterprise resource planning systems (ERP), data mining and data warehousing.

An early example of many-to-many electronic commerce in physical goods was

the Boston Computer Exchange, a marketplace for used computers launched in
1982. An early online information marketplace, including online consulting, was
the American Information Exchange, another pre Internet online system
introduced in 1991.

In 1990, Tim Berners-Lee invented the Worldwide Web browser and transformed
an academic telecommunication network into a worldwide everyman everyday
communication system called internet/www. Commercial enterprise on the
Internet was strictly prohibited until 1991. Although the Internet became popular
worldwide around 1994 when the first internet online shopping started, it took
about five years to introduce security protocols and DSL allowing continual
connection to the Internet. By the end of 2000, many European and American
business companies offered their services through the World Wide Web. Since
then, people began to associate a word "ecommerce" with the ability of
purchasing various goods through the Internet using secure protocols and
electronic payment services.

Business applications

Some common applications related to electronic commerce are the following:

 Email
 Enterprise content management

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  Instant messaging
 Newsgroups
 Online shopping and order tracking
 Online banking
 Online office suites
 Domestic and international payment systems
 Shopping cart software
 Teleconferencing
 Electronic tickets

Government regulations

In the United States, some electronic commerce activities are regulated by the
Federal Trade Commission (FTC). These activities include the use of commercial
e-mails, online advertising and consumer privacy. The CAN-SPAM Act of 2003
establishes national standards for direct marketing over e-mail. The Federal Trade
Commission Act regulates all forms of advertising, including online advertising,
and states that advertising must be truthful and non-deceptive. Using its
authority under Section 5 of the FTC Act, which prohibits unfair or deceptive
practices, the FTC has brought a number of cases to enforce the promises in
corporate privacy statements, including promises about the security of
consumers’ personal information. As result, any corporate privacy policy related
to e-commerce activity may be subject to enforcement by the FTC.

The Ryan Haight Online Pharmacy Consumer Protection Act of 2008, which came
into law in 2008, amends the Controlled Substances Act to address online
pharmacies.

Forms

Contemporary electronic commerce involves everything from ordering "digital"

content for immediate online consumption, to ordering conventional goods and
services, to "meta" services to facilitate other types of electronic commerce.

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On the consumer level, electronic commerce is mostly conducted on the World
Wide Web. An individual can go online to purchase anything from books or
groceries, to expensive items like real estate. Another example would be online
banking, i.e., online bill payments, buying stocks, transferring funds from one
account to another, and initiating wire payment to another country. All of these
activities can be done with a few strokes of the keyboard.

On the institutional level, big corporations and financial institutions use the
internet to exchange financial data to facilitate domestic and international
business. Data integrity and security are very hot and pressing issues for
electronic commerce today.

Impact on markets and retailers

Economists have theorized that e-commerce ought to lead to intensified price

competition, as it increases consumers' ability to gather information about
products and prices. Research by four economists at the University of Chicago
has found that the growth of online shopping has also affected industry structure
in two areas that have seen significant growth in e-commerce, bookshops and
travel agencies. Generally, larger firms have grown at the expense of smaller
ones, as they are able to use economies of scale and offer lower prices. The lone
exception to this pattern has been the very smallest category of bookseller, shops
with between one and four employees, which appear to have withstood the
trend.

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Electronic commerce or in short e-commerce, refers to business activities like
selling and purchasing of products and services carried out over electronic
systems like the Internet and computer networks. The history of e-commerce
dates back to 1970, when for the first time, electronic data interchange (EDI) and
electronic fund transfer were introduced. Since then, a rapid growth of e-
commerce has pervaded almost every other aspects of business such as supply
chain management, transaction processing, marketing and inventory
management.

Advantages and Disadvantages of Electronic Commerce

Like any conventional business, electronic commerce is also characterized by

some advantages and inherent drawbacks. Let's have a look at some of these
important advantages and disadvantages of electronic commerce.

Advantages of Electronic Commerce

The greatest and the most important advantage of e-commerce, is that it enables
a business concern or individual to reach the global market. It caters to the
demands of both the national and the international market, as your business
activities are no longer restricted by geographical boundaries. With the help of
electronic commerce, even small enterprises can access the global market for
selling and purchasing products and services. Even time restrictions are
nonexistent while conducting businesses, as e-commerce empowers one to
execute business transactions 24 hours a day and even on holidays and
weekends. This in turn significantly increases sales and profit.

Electronic commerce gives the customers the opportunity to look for cheaper
and quality products. With the help of e-commerce, consumers can easily
research on a specific product and sometimes even find out the original
manufacturer to purchase a product at a much cheaper price than that charged
by the wholesaler. Shopping online is usually more convenient and time saving
than conventional shopping. Besides these, people also come across reviews
posted by other customers, about the products purchased from a particular e-
commerce site, which can help make purchasing decisions.

For business concerns, e-commerce significantly cuts down the cost associated

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with marketing, customer care, processing, information storage and inventory
management. It reduces the time period involved with business process re-
engineering, customization of products to meet the demand of particular
customers, increasing productivity and customer care services. Electronic
commerce reduces the burden of infrastructure to conduct businesses and
thereby raises the amount of funds available for profitable investment. It also
enables efficient customer care services. On the other hand, it collects and
manages information related to customer behavior, which in turn helps develop
and adopt an efficient marketing and promotional strategy.

Disadvantages of Electronic Commerce

Electronic commerce is also characterized by some technological and inherent

limitations which has restricted the number of people using this revolutionary
system. One important disadvantage of e-commerce is that the Internet has still
not touched the lives of a great number of people, either due to the lack of
knowledge or trust. A large number of people do not use the Internet for any
kind of financial transaction. Some people simply refuse to trust the authenticity
of completely impersonal business transactions, as in the case of e-commerce.
Many people have reservations regarding the requirement to disclose personal
and private information for security concerns. Many times, the legitimacy and
authenticity of different e-commerce sites have also been questioned.

Another limitation of e-commerce is that it is not suitable for perishable

commodities like food items. People prefer to shop in the conventional way than
to use e-commerce for purchasing food products. So, e-commerce is not suitable
for such business sectors. The time period required for delivering physical
products can also be quite significant in case of e-commerce. A lot of phone calls
and e-mails may be required till you get your desired products. However,
returning the product and getting a refund can be even more troublesome and
time consuming than purchasing, in case if you are not satisfied with a particular
product.

Thus, on evaluating the various pros and cons of electronic commerce, we can
say that the advantages of e-commerce have the potential to outweigh the
disadvantages. A proper strategy to address the technical issues and to build up
customers trust in the system, can change the present scenario and help e-
commerce adapt to the changing needs of the world.

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Ecommerce Technology Infrastructure

Types of E-Commerce Technology

The global economy may have faltered in 2002, but advances in e-commerce
technology continue to transform personal communication and global business
at an astounding pace. Although these advances promise to bring a substantial
percentage of the world’s population online in the next five years, they also
present significant challenges to industry and policymakers alike.
According to NUA Internet Surveys (http://www.nua.ie/surveys/), over 620
million people worldwide are linked to the Internet. Experts predict that global
Internet usage will nearly triple between 2003 and 2006, making e-commerce an
ever more significant factor in the global economy. Estimates suggest that by
2009, some 47 percent of all business-to-business (B2B) commerce will be
conducted online.

E-Commerce Technology

With the preceding in mind, the dynamic nature of the new economy, and
particularly the Internet, calls for decision makers to develop policies that
stimulate growth and advance consumer interests. But, in order to create the
foundation for the rapid growth of e-commerce, enterprises must adopt the
effective e-commerce technology policies that embrace the following four crucial
principles:
Strong intellectual property protection: Innovation drives e-commerce
technology, and rewarding creativity fosters innovation. Thus, strong copyright,
patent, and other forms of intellectual property protection are key to invigorating
the information economy.

Online trust: security and privacy: Without consumer confidence in the safety,
security, and privacy of information in cyberspace, there will be no e-commerce
and no growth. Protecting information and communications on the Internet is an
absolute prerequisite to the continued success of the Internet and the
information economy.
Free and open international trade: Closed markets and discriminatory treatment
will stifle e-business. The Internet is a global medium, and the rules of the
information economy must reflect that fact. Only in an open, free market will the
Internet’s potential be realized. Investing in an e-commerce technology
infrastructure: Supporting the physical infrastructure necessary to deliver digital

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content (primarily through telecommunications deregulation and government
efforts to reduce the digital divide) is vital to spurring technological growth.

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 PROGRAM NO. 2

AIM:
An analysis of Ecommerce websites by students.

WWW.DELL.COM

NAME: www.dell.com

TLD or STLD: In this web site ‘.com’ assigns that this web site only for
commercial base. As well as ‘.in’,’.uk’, ’.us’ etc… Are assigns for particular
countries?
E.g.: www.dell.com, www.dell.co.in, www.dell.co.us...

CATEGORY: www.dell.com is a commercial base web site for business purpose.

In which consumers, customers, retailers &etc are comfortable for their business.

MENU: About dell, Site terms & condition, Unresolved Issues, Privacy, and Site
map, Dell Recycling, Feedback.

SUB MENU:
Laptops & Notebooks: Featured Laptops, Intel Core processor Family, Studio &
Studio XPS, Inspiron, Alienware, Ade Moby dell, Inspiron mini.
Desktops & all in one: Featured Desktops, Intel core processor family, All-in-one
desktop, Inspiron, Studio& Studio XPS, Alien ware, Compare all desktops.
Electronics & Accessories: Carrying case, Desktops Accessories, Laptop
Accessories, Monitors, Projectors, Software’s, and Storage & Media.
Monitor: Ultra Sharp Monitors, 17’’-19’’ Monitors, 20’’ Monitor, 22’’-24’’ Monitor.
Projectors:
Solution Station: System services & warranty.
Retail:
DESCRIPTION:
Customers are at the core of everything we do. We listen carefully to their needs
and desires, and collaborate to find new ways to make technology work harder
for them.
In all we do, we’re focused on delivering solutions to enable smarter decisions
and more effective outcomes so our customers can overcome obstacles, achieve
their ideas and pursue their dreams. Above all, we are committed to the superior
long-term value they need to grow and thrive.

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CATEGORIES : Shop , Support , Communities, Sign UP for news & offers, My
order Status , My Account, Feedback, Cart.

PAYMENT GATEWAY: Pay pal gate way is used by dell.

EXTRA FACILITIES : They provides that how to order online ,Payment Option,
follow dell on Facebook, Follow Dell on twitter for latest offer, Maximum
protection from McAfee security, Special offers directed by E-Auspicial Art Edition
Laptops, Go Green(Recycle your PC),Buying Safely at Dell, Convenient Shopping,
Shipped to your door, Award-winning technology, Flexible payment options,
Service support.

Muskan Soni 35715603119 F-10

Muskan Soni 35715603119 F-10
 PROGRAM NO. 3

AIM:
An analysis of Future bazaar website.

WWW.FUTUREBAZAAR.COM

URL:
www.futurebazaar.com

TLD
.com

ABOUT US
FutureBazaar.com is the e-commerce arm of the Future Group. Future Bazaar
provides an integrated shopping site where consumers are able to buy products
from our flagship stores including eZone, Pantaloons and Big Bazaar online and
get home delivery of products.
Future Bazaar delivers across more than 1500 cities and towns in India covering
16,000 pin codes. Future Bazaar carries genuine products and offers
manufacturer's warranty (as opposed to Seller's warranty) which most other sites
offer. Future Bazaar offers products where the complete supply chain is
managed by Future Group entities unlike other sites that are marketplaces.
By the virtue of being a part of Future Group, Future Bazaar is able to offer a wide
range of genuine products at very competitive prices, confidence of buying from
a trusted source and the convenience of returning in our physical stores.

DIFFERENT WEBSITE GATEWAYS

1) EZone: - http://ezone.futurebazaar.com/homeEzone.jsp
2) Pentaloon: - http://pantaloon.futurebazaar.com/indexPantaloon.jsp
3) Big bazaar: - http://bigbazaar.futurebazaar.com/indexBigBazaar.jsp

DIFFERENT CATEGORIES OF PRODUCTS ON THESE WEBSITE

EZone Pantaloon Big bazaar
Camera Menswear Kitchenware
Mobile Shirts Home Linen
Computers Trousers Toys & Games

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Mp3 & mp4 players T-shirts Electronics
DVD players Women wear Cameras
Televisions Ethnics
Home appliances Kids wear
Kitchen appliances

FACILITIES PROVIDED BY THE WEBSITE

 Genuine products with warranty: FutureBazaar.com are the online
retail store of the Future Group. We leverage the same relationships with
manufacturers as our physical stores to source genuine products. The
products come along with Manufacturer's Warranty and all requisite
guarantees.

 Free Shipping: We offer FREE SHIPPING on most products and the same
will be specified on the Product Description Page. For Category of
products where Shipping Cost, the total shipping charge for your Order
will be displayed once you proceed to check out. Octroi charges wherever
applicable is prepaid and not to be borne by the customer.

 Convenient Payment Options

 Pay by Credit/ Debit* Card
 EMI through ICICI Bank Credit Card
 Pay by Cash through Easy Bill and Suvidhaa.
 Pay by Net-Banking
 Pay by Mobile through M-Check
 Pay by Cheque/DD

 7 Days Delivery Guarantee: We offer a '7 Days Delivery' guarantee

on most products bought on the site. The products ordered will be at
your doorstep within 7 business days (Monday to Friday), of your
payment having been cleared.

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  Returns Policy: We are committed to ensuring your satisfaction with
any product you have ordered from us. If you are not satisfied with any
product, we will accept returns within 15 days.

 Deals & Promotions: On particular product we have an offer and we

can buy that product on discount price.

 Lucky price: Spin the wheel and try your luck! You can get an
additional discount. Add any of these listed products to your shopping
cart and spin the wheel to get an additional discount. Go, explore this
feature and make use of the additional discount.

 Hot deals: We have discounts on many products

EXTRA FACILITIES
 Face book
 Twitter
 You tube

MENUS
 About Us
 Sitemap
 Contact Us
 Return Policy
 Shipping Details
 Cancellation Policy
 Terms & Conditions
 Store Locator

PAYMENT GATEWAYS
 avenue

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 PROGRAM NO. 4

AIM:
Introduction to SCM and CRM

SCM

Supply Chain Management (SCM) is the management of a network of

interconnected businesses involved in the ultimate provision of product and
service packages required by end customers (Harland, 1996).Supply Chain
Management spans all movement and storage of raw materials, work-in-process
inventory, and finished goods from point of origin to point of consumption
(supply chain).

Another definition is provided by the APICS Dictionary when it defines SCM as

the "design, planning, execution, control, and monitoring of supply chain
activities with the objective of creating net value, building a competitive
infrastructure, leveraging worldwide logistics, synchronizing supply with demand
and measuring performance globally."

Historical developments in Supply Chain Management

Six major movements can be observed in the evolution of supply chain

management studies: Creation, Integration, and Globalization, Specialization
Phases One and Two, and SCM 2.0.

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1. Creation Era

The term supply chain management was first coined by a U.S. industry consultant
in the early 1980s. However, the concept of a supply chain in management was of
great importance long before, in the early 20th century, especially with the
creation of the assembly line. The characteristics of this era of supply chain
management include the need for large-scale changes, re-engineering,
downsizing driven by cost reduction programs, and widespread attention to the
Japanese practice of management.

2. Integration Era

This era of supply chain management studies was highlighted with the
development of Electronic Data Interchange (EDI) systems in the 1960s and
developed through the 1990s by the introduction of Enterprise Resource
Planning (ERP) systems. This era has continued to develop into the 21st century
with the expansion of internet-based collaborative systems. This era of supply
chain evolution is characterized by both increasing value-adding and cost
reductions through integration.

3. Globalization Era

The third movement of supply chain management development, the

globalization era, can be characterized by the attention given to global systems
of supplier relationships and the expansion of supply chains over national
boundaries and into other continents. Although the use of global sources in the
supply chain of organizations can be traced back several decades (e.g., in the oil
industry), it was not until the late 1980s that a considerable number of
organizations started to integrate global sources into their core business. This era
is characterized by the globalization of supply chain management in
organizations with the goal of increasing their competitive advantage, value-
adding, and reducing costs through global sourcing.

4. Specialization Era—Phase One: Outsourced Manufacturing and

Distribution

In the 1990s industries began to focus on “core competencies” and adopted a

specialization model. Companies abandoned vertical integration, sold off non-
core operations, and outsourced those functions to other companies. This
changed management requirements by extending the supply chain well beyond

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company walls and distributing management across specialized supply chain
partnerships.

This transition also re-focused the fundamental perspectives of each respective

organization. OEMs became brand owners that needed deep visibility into their
supply base. They had to control the entire supply chain from above instead of
from within. Contract manufacturers had to manage bills of material with
different part numbering schemes from multiple OEMs and support customer
requests for work -in-process visibility and vendor-managed inventory (VMI).

The specialization model creates manufacturing and distribution networks

composed of multiple, individual supply chains specific to products, suppliers,
and customers, who work together to design, manufacture, distribute, market,
sell, and service a product. The set of partners may change according to a given
market, region, or channel, resulting in a proliferation of trading partner
environments, each with its own unique characteristics and demands.

5. Specialization Era—Phase Two: Supply Chain Management as a Service

Specialization within the supply chain began in the 1980s with the inception of
transportation brokerages, warehouse management, and non-asset-based
carriers and has matured beyond transportation and logistics into aspects of
supply planning, collaboration, execution and performance management.

At any given moment, market forces could demand changes from suppliers,
logistics providers, locations and customers, and from any number of these
specialized participants as components of supply chain networks. This variability
has significant effects on the supply chain infrastructure, from the foundation
layers of establishing and managing the electronic communication between the
trading partners to more complex requirements including the configuration of
the processes and work flows that are essential to the management of the
network itself.

Supply chain specialization enables companies to improve their overall

competencies in the same way that outsourced manufacturing and distribution
has done; it allows them to focus on their core competencies and assemble
networks of specific, best-in-class partners to contribute to the overall value
chain itself, thereby increasing overall performance and efficiency. The ability to
quickly obtain and deploy this domain-specific supply chain expertise without
developing and maintaining an entirely unique and complex competency in
house is the leading reason why supply chain specialization is gaining popularity.

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Outsourced technology hosting for supply chain solutions debuted in the late
1990s and has taken root primarily in transportation and collaboration categories.
This has progressed from the Application Service Provider (ASP) model from
approximately 1998 through 2003 to the On-Demand model from approximately
2003-2006 to the Software as a Service (SaaS) model currently in focus today.

6. Supply Chain Management 2.0 (SCM 2.0)

Building on globalization and specialization, the term SCM 2.0 has been coined to
describe both the changes within the supply chain itself as well as the evolution
of the processes, methods and tools that manage it in this new "era".

Web 2.0 is defined as a trend in the use of the World Wide Web that is meant to
increase creativity, information sharing, and collaboration among users. At its
core, the common attribute that Web 2.0 brings is to help navigate the vast
amount of information available on the Web in order to find what is being
sought. It is the notion of a usable pathway. SCM 2.0 follows this notion into
supply chain operations. It is the pathway to SCM results, a combination of the
processes, methodologies, tools and delivery options to guide companies to their
results quickly as the complexity and speed of the supply chain increase due to
the effects of global competition, rapid price fluctuations, surging oil prices, short
product life cycles, expanded specialization, near-/far- and off-shoring, and talent
scarcity.

Components of supply chain management integration

The management components of SCM

The SCM components are the third element of the four-square circulation
framework. The level of integration and management of a business process link is
a function of the number and level, ranging from low to high, of components
added to the link (Ellram and Cooper, 1990; Houlihan, 1985). Consequently,
adding more management components or increasing the level of each
component can increase the level of integration of the business process link. The
literature on business process re-engineering, buyer-supplier relationships, and
SC suggests various possible components that must receive managerial attention
when managing supply relationships. Lambert and Cooper (2000) identified the
following components:

 Planning and control

 Work structure

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  Organization structure
 Product flow facility structure
 Information flow facility structure
 Management methods
 Power and leadership structure
 Risk and reward structure
 Culture and attitude

However, a more careful examination of the existing literature , leads to a more

comprehensive understanding of what should be the key critical supply chain
components, the "branches" of the previous identified supply chain business
processes, that is, what kind of relationship the components may have that are
related to suppliers and customers. Bowersox and Closs states that the emphasis
on cooperation represents the synergism leading to the highest level of joint
achievement (Bowersox and Closs, 1996). A primary level channel participant is a
business that is willing to participate in the inventory ownership responsibility or
assume other aspects of financial risk, thus including primary level components
(Bowersox and Closs, 1996). A secondary level participant (specialized) is a
business that participates in channel relationships by performing essential
services for primary participants, including secondary level components, which
support primary participants. Third level channel participants and components
that support the primary level channel participants and are the fundamental
branches of the secondary level components may also be included.

Consequently, Lambert and Cooper's framework of supply chain components

does not lead to any conclusion about what are the primary or secondary
(specialized) level supply chain components (see Bowersox and Closs, 1996,
p. 93). That is, what supply chain components should be viewed as primary or
secondary, how should these components be structured in order to have a more
comprehensive supply chain structure, and how to examine the supply chain as
an integrative one (See above sections 2.1 and 3.1).

Reverse Supply Chain Reverse is the process of managing the return of goods.
Reverse logistics is also referred to as "Aftermarket Customer Services". In other
words, any time money is taken from a company's warranty reserve or service
logistics budget one can speak of a reverse logistics operation.

Supply chain systems and value

Supply chain systems configure value for those that organize the networks. Value
is the additional revenue over and above the costs of building the network. Co-

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creating value and sharing the benefits appropriately to encourage effective
participation is a key challenge for any supply system. Tony Hines defines value
as follows: “Ultimately it is the customer who pays the price for service delivered
that confirms value and not the producer who simply adds cost until that point”

Global supply chain management

Global supply chains pose challenges regarding both quantity and value:

Supply and Value Chain Trends

 Globalization
 Increased cross border sourcing
 Collaboration for parts of value chain with low-cost providers
 Shared service centers for logistical and administrative functions
 Increasingly global operations, which require increasingly global
coordination and planning to achieve global optimums
 Complex problems involve also midsized companies to an increasing
degree,

CRM

Customer relationship management (CRM) is a widely-implemented strategy

for managing a company’s interactions with customers, clients and sales
prospects. It involves using technology to organize, automate, and synchronize
business processes—principally sales activities, but also those for marketing,
customer service, and technical support. The overall goals are to find, attract, and
win new clients, nurture and retain those the company already has, entice former
clients back into the fold, and reduce the costs of marketing and client service.
Customer relationship management describes a company-wide business strategy
including customer-interface departments as well as other departments.

Phases

The three phases in which CRM support the relationship between a business and
its customers are to:

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  Acquire: CRM can help a business acquire new customers through contact
management, selling, and fulfillment.
 Enhance: web-enabled CRM combined with customer service tools offers
customers service from a team of sales and service specialists, which offers
customers the convenience of one-stop shopping.
 Retain: CRM software and databases enable a business to identify and
reward its loyal customers and further develop its targeted marketing and
relationship marketing initiatives.

Types/variations

Sales force automation

Sales force automation (SFA) involves using software to streamline all phases of
the sales process, minimizing the time that sales representatives need to spend
on each phase. This allows sales representatives to pursue more clients in a
shorter amount of time than would otherwise be possible. At the heart of SFA is a
contact management system for tracking and recording every stage in the sales
process for each prospective client, from initial contact to final disposition. Many
SFA applications also include insights into opportunities, territories, sales
forecasts and workflow automation, quote generation, and product knowledge.
Modules for Web 2.0 e-commerce and pricing are new, emerging interests in
SFA.

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Marketing

CRM systems for marketing help the enterprise identify and target potential
clients and generate leads for the sales team. A key marketing capability is
tracking and measuring multichannel campaigns, including email, search, social
media, telephone and direct mail. Metrics monitored include clicks, responses,
leads, deals, and revenue. This has been superseded by marketing automation
and Prospect Relationship Management (PRM) solutions which track customer
behavior and nurture them from first contact to sale, often cutting out the active
sales process altogether.

Customer service and support

Recognizing that service is an important factor in attracting and retaining

customers, organizations are increasingly turning to technology to help them
improve their clients’ experience while aiming to increase efficiency and minimize
costs. Even so, a 2009 study revealed that only 39% of corporate executives
believe their employees have the right tools and authority to solve client
problems.“. The core for these applications has been and still is comprehensive
call center solutions, including such features as intelligent call routing, computer
telephone integration (CTI), and escalation capabilities.

Analytics

Relevant analytics capabilities are often interwoven into applications for sales,
marketing, and service. These features can be complemented and augmented
with links to separate, purpose-built applications for analytics and business
intelligence. Sales analytics let companies monitor and understand client actions
and preferences, through sales forecasting and data quality.

Marketing applications generally come with predictive analytics to improve

segmentation and targeting, and features for measuring the effectiveness of
online, offline, and search marketing campaign. Web analytics have evolved
significantly from their starting point of merely tracking mouse clicks on Web
sites. By evaluating “buy signals,” marketers can see which prospects are most
likely to transact and also identify those who are bogged down in a sales process
and need assistance. Marketing and finance personnel also use analytics to assess
the value of multi-faceted programs as a whole.

These types of analytics are increasing in popularity as companies demand

greater visibility into the performance of call centers and other service and

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support channels, in order to correct problems before they affect satisfaction
levels. Support-focused applications typically include dashboards similar to those
for sales, plus capabilities to measure and analyze response times, service quality,
agent performance, and the frequency of various issues.

Integrated/Collaborative

Departments within enterprises — especially large enterprises — tend to function

with little collaboration. More recently, the development and adoption of these
tools and services have fostered greater fluidity and cooperation among sales,
service, and marketing. This finds expression in the concept of collaborative
systems which uses technology to build bridges between departments. For
example, feedback from a technical support center can enlighten marketers
about specific services and product features clients are asking for. Reps, in their
turn, want to be able to pursue these opportunities without the burden of re-
entering records and contact data into a separate SFA system. Owing to these
factors, many of the top-rated and most popular products come as integrated
suites.

Small business

For small business, basic client service can be accomplished by a contact

manager system: an integrated solution that lets organizations and individuals
efficiently track and record interactions, including emails, documents, jobs, faxes,
scheduling, and more. These tools usually focus on accounts rather than on
individual contacts. They also generally include opportunity insight for tracking
sales pipelines plus added functionality for marketing and service. As with larger
enterprises, small businesses are finding value in online solutions, especially for
mobile and telecommuting workers.

Social media

Social media sites like Twitter, Linked In and Facebook are amplifying the voice of
people in the marketplace and are having profound and far-reaching effects on
the ways in which people buy. Customers can now research companies online
and then ask for recommendations through social media channels, making their
buying decision without contacting the company.

People also use social media to share opinions and experiences on companies,
products and services. As social media is not as widely moderated or censored as

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mainstream media, individuals can say anything they want about a company or
brand, positive or negative.

Increasingly, companies are looking to gain access to these conversations and

take part in the dialogue. More than a few systems are now integrating to social
networking sites. Social media promoters cite a number of business advantages,
such as using online communities as a source of high-quality leads and a vehicle
for crowd sourcing solutions to client-support problems. Companies can also
leverage client stated habits and preferences to personalize and even "hyper-
target" their sales and marketing communications.

Some analysts take the view that business-to-business marketers should proceed
cautiously when weaving social media into their business processes. These
observers recommend careful market research to determine if and where the
phenomenon can provide measurable benefits for client interactions, sales and
support. It is stated that people feel their interactions are peer-to-peer between
them and their contacts, and resent company involvement, sometimes
responding with negatives about that company.

Non-profit and membership-based

Systems for non-profit and membership-based organizations help track

constituents and their involvement in the organization. Capabilities typically
include tracking the following: fund-raising, demographics, membership levels,
membership directories, volunteering and communications with individuals.

Many include tools for identifying potential donors based on previous donations
and participation. In light of the growth of social networking tools, there may be
some overlap between social/community driven tools and non-
profit/membership tools.

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 PROGRAM NO. 5

AIM:
CASE STUDY: LONELY PLANET

In 1972,tony and Maureen wheeler were newly-wedding who decided to have

one last adventure travel experience before settling down. Their trip was an
overland trek from London to Australia through Asia. so many other travelers
asked them about experiences that they sat down at their kitchen table and
wrote a book titled ACROSS ASIA on the cheap. They published book themselves
and were surprised by how many copies they sold .Three decades and 60 million
books later, their publishing enterprise has turned put successfully in history.

The wheeler's publishing company, lonely planet, has grown rapidly, with typical
annual sales increases of 20 percent or more. The company is privately held and
does not release sales figures, but industry analysts estimate current annual
revenues to be $50 million. Lonely planet publishes more than 650 titles in 17
languages and holds the 13 percent of travel guide market. The company has
more than 400 employees in its U.K,U.S,French and Australian offices who
perform editorial,production,graphical design and marketing tasks. Travel guide
content is written by a network of more than 150 contract authors in 20
countries. These authors are knowledgeable about everything from visa
regulations to hotel prices to the names of the hottest new entertainment spots.
The combined expertise of the inhouse staff and the in-country authors has kept
Lonely planet ahead of its competitors for many years.

In the recent years, lonely planet has expanded its business beyond the
publication of travel guides. The company offers travel services that include a
phonecard,hotel and hostel room-booking, airplanes tickets, European rail travel
reservations and tickets, package tours, and travel insurance. These services are
offered by telephone and on the Lonely Planet website.

The website has won numerous awards, including the society of American travel
writers 2003 Silver award and spot on the Time magazine’s 2003 “Fifty Best web
Sites 'list. It has also won the best travel site Webby three times, most recently in
2004.The site was launched in 1994 and includes an online store in which Lonely
Planet publications are sold .However, the site's main draws are its
comprehensive collection of information about travel destinations and its online
bulletin board, the Thorn Tree, which has more than 220,000 registered users and

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more than 400,000 message posts each year and other section of the website,
Lonely Planet images, includes 250,000 digital photos and other graphics and is
used by more than 25,000 registered users.

Lonely Planet is always looking for ways to expand its market and brand image
through new technologies. For example, it has formed a joint venture with nokia
to provide city guides on mobile- telephones in more than 40 cities worldwide.
The company has also sold its content for use on portal sites such as Yahoo! and
has created a B2B division that provides customized content to large corporate
customers for their internal use.

Despite its excellent website and its use of new technologies, most of Lonely
Planet's revenues are still generated by book sales. The typical production cycle
of a Travel guide is about eight months long. This is the time it takes to
commission authors, conduct research, work through several drafts of writing and
editing, select photos, create the physical book, and print it. This production cycle
causes new books to be almost a year out of date by the time they are published.
Only the most popular titles are revised annually. other titles are on the two-,
three- or four-year revision cycles. the time delay in publication means that many
details in the guides are outdated or wrong; restaurants and hotels closed (or
move),exchange rates and visa regulations change, and once hot night spots are
abandoned by fickle clientele.

Lonely Planet publications are well researched and of high quality, but the writers
do not work continually because the books are not published continually. The
website often has information that is more current than the published travel
guides. Lonely Planet has adopted new technologies, but has not used them to
revise its revenue model or to make basic changes in the production of its main
product, the travel guides.

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 PROGRAM NO.6

AIM:
CASE STUDY: DELL ONLINE

Dell is a computer corporation recognized for manufacturing computer systems

through parts assemble. In 1983, Michael Dell saw an opportunity in using IBM
compatible computers for a new assembly line that can be sold to local
businesses. The idea as explained by Michael Dell, in an interview with Joan
Maggette[1], is that in the early days of computers' manufacturing, companies
had to be able to produce every part of the system. As the industry matured,
companies started to focus on single parts and to become specialized in creating
items that can be assembled with other parts to prepare a computer. As a result,
Dell understood that to have a competitive edge in the market, they needed to
focus on activities that drive sales instead of putting capital in producing items
that other manufactures are already creating.

In the 1990's, the computer market revolved around desktops, notebooks, and
network servers. Dell competed with high-end machines from IBM, HP, and
Compaq with a product line that provided value-priced systems for consumers
and highly reliable networked systems for business. In the late 90's, around 40%
of households owned a pc in the US. On the contrary, from the business side,
around 80% of the companies still had old server and desktop machines.
Management had to approve purchasing orders, which resulted in only 2.2% of
servers' sale in comparison to the total purchases for desktop PCs in 1996.

In order for Dell to achieve $7.8 billion from sales in the late 90's, it had to skip
over the traditional channels of using retail or value-added resellers (VARs) to sell
directly to the consumers . The "direct-model "or as Michael Dell comments on
how his new employees call it "The model" is not that all powerful system. It is
simply a way for Dell to cut on the standard supply chain cycle and deliver goods
directly from the manufacturer to the customer. They created partnerships with
several suppliers such as Sony, Intel, and others to deliver goods effectively at the
time of the order to Dell's plant where the assembly took place. The delivery and
shipment were outsourced through a dedicated service that also insured
delivering the monitors directly from the supplier at the same time. Mr. Dell talks
about how suppliers are benefiting from the fact that Dell buys more items from
the suppliers keeping no inventory and only requesting faster delivery upon
orders.

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In 1996, Dell capitalized on the growing number of customers who are using the
Internet and launched its online store at dell.com. The online venture then proved
to be the most appropriate sales channel that matched the supply chain direct
model implemented by Dell.

In its path to compete in the market, Dell had to provide additional services such
as Dell Plus that enabled Dell to install commercial software packages, Dell Ware
which provided hardware and software from other vendors, and after sales and
on-site support services. These actions, as described by Michael Dell, required
establishing more partnerships, which Mr. Dell describes as a process of "trial and
error". The integration with partners was changing as the technology is evolving
and many venders go volatile while others remain sold. Furthermore, looking for
an IT company to build the online store brought in very few players, which made
Dell accept the overhead of developing the portal in-house.

Enterprise Architecture Issues

 Supply Chain Management: The purchase and number of transactions that
Dell took in required a properly configured and concise business process.
 In-sourcing: To meet the demand of the market some parts of the process
required the services of other companies that can be in partner with Dell.
 Quality Assurance: The computer industry is a very dynamic one, which
makes quality products stand out when faced with technology-oriented
consumers.
 Business Automation: As Dell advanced into online markets, its sales staff
feared from losing their jobs in favor of automated sales transactions.
 Dynamic Industry: The technology industry requires closely monitoring
consumers' trend to maintain a low gap between the point of demand and
the point of supply.

Analysis

Supply Chain Management

Supply Chain Management (SCM) aims at integrating all corporate activities to

improve relationships at all levels (internal operations, supplier networks, and
distribution channel) to meet the competitive edge and satisfy the customer (Al-

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Mashari and Zairi 2000)[2]. In order to build an effective and complete business
process that supports SCM, information among all business partners need to be
shared. Information sharing through the Internet reduce the gap for business-to-
business (B2B) commerce by enabling seamless integration with enterprise
processes among partner corporations (Archer 2006)[3].

Dell developed its internal business process by creating production cells that start
assembly at the point of order. It also established an internal information system
to make the details of the products under production electronically available to
all parties within the chain. To manage the supply of computer parts, Dell
maintained close relationships with their suppliers and logistics providers to
make their vendors manage the inventory system while Dell focused on product
assembly (Kumar and Craig 2007)[4]. In addition, Dell used enterprise technology
to make their database and methodologies available to the supplier to
understand how Dell works. On the consumer side, orders made through the
phone or online through dell.com produced a tracking code that the consumer
can use to track the status of his or her order at any time through the phone or
on Dell's website.

In sourcing

Organizations worldwide are benefiting from the specialized services offered by

various companies. In the shipping and transport arena, companies Like UPS
(United Parcel Service) and DHL stand out as masters in their industry. UPS and
DHL have established offices and transportation vehicles all across the world.
They provide business services through in-sourcing which enables them to be
part of the internal business process of companies (Marcum 2007)[5]. To a
company like Toshiba for example, after-sales support service would require
shipping the damaged computer to and from the consumer's side. For that, UPS
would say, "Look, instead of us picking up the machine from your customers,
bringing it to our hub, then flying it from our hub to your repair facility and then
flying it back to our hub and then from our hub to your customer's house, let's
cut out all the middle steps. We, UPS, will pick it up, repair it, and send it right to
your customer" (Friedman 2006)[6].

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Dell understands that it need not compete unless it would get the advantage in
the market. Michael Dell says that one should evaluate the competition field and
pick the best one. In that context, after-sales services were contracted with firms
who are specialized in that field and can be contacted directly through the
integrated supply system to fulfill the requests of the consumers. Furthermore,
shipping is handled through multiple shippers to deliver systems to consumers or
to resellers across the world. In addition, Dell has saved the overhead cost of
monitors' delivery by requesting shippers to deliver from the monitor's supplier
directly to the consumer at the same time.

Quality Assurance

In a competitive arena, companies seek to have an advantage through means

that are not necessarily related to price. Constraints against outsourcing due to
excessive decentralization within organizations can have a negative impact on the
value chain process. Combing various options and being open to diversification
would support in increasing the speed-to-market and enhancing the quality of
products (Ernst 2000)[7].

Dell has an operational facility in Penang Malaysia, which places Dell at a central
position near to where most suppliers actually have their factories. Orders for
goods come directly to Penang center through the integrated suppliers' logistic
centers (SLCs) chain[8]. The Penang center sends emails to suppliers requesting
the parts that will be assembled based on the customer's order. The entire model
was efficient enough to require no more than 36 hours from order to shipping. In
terms of quality of service, Dell has won numerous awards for highest quality. In
spite of that, it continues to find means to increase the efficiency of its products.
Michael Dell suggested that reducing the human interaction with hard drives
during assembly would decrease its failure rate. As a result, the reduction of the
number of "touches" dropped the failure rate to 20%.

Business Automation

The general attitude from individuals and employees within organizations is that
automation through information systems complicate their internal processes, and
might result in cutting down the number of staff (Khatibi, V.Thyagarajan and

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Seetharaman 2003)[9]. There are several psychological and behavioral problems
associated with reluctance to change, which appear to impede the growth of E-
commerce. On the other hand, retailers no longer think their web sites are simply
an added benefit for their customers since the ROI (Return on Investment)
percentages from online websites have far outweighed their bricks-and-mortar
counterparts (Casey 2004)[10]. For that reason,the staff involved in the traditional
sales process requires training to embrace new technologies and to learn how
they can benefit from it

For Dell online store the response from the consumers was huge, however, at first
the sales representatives feared that the online website would reduce the number
of sale deals they closed. To overcome this, Dell introduced the cost saving
model showing how the online store would support sales representative close
more deals and at the same time would produce cost effective results that would
have a positive ROI on the business.

Dynamic Industry

Customer relations management (CRM) is a very vital competency that was

born from the amount of transactional sales deals through call centers. The
process of understanding customers goes through the initial phase of
collecting data then analyzing trends and eventually building a knowledge
base that will drive the profitable relationship (Liew 2008)[11]. Organizations'
use of CRM models is an attempt to get firsthand knowledge that would
improve marketing effectiveness, bring more personalization, and build brands
among other objectives based on the nature of the business (Anderson, Jolly
and Fairhurst 2007)[12].

Michael Dell model is based on keeping no inventory, in order for Dell to

maintain that they focused on segmenting their customers into scalable
businesses that can be analyzed for their level of demand. Sales executives at
Dell used communication skills to elicit information from customers that would
further support the demand forecast initiatives at the company. In addition,
Dell sent surveys to customers to further understand the satisfaction level with

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 the services provided by Dell and modify its product line and services
accordingly. Furthermore, Michael Dell discussed how regional meetings in
various countries invited potential customers to further enrich the relationship
and give room for comments and feedback about Dell's services. On top of all
that, Dell strived to provide information for its customers to help them make
proper choices for their IT requirements and gain privileged information about
new and upcoming technologies. Dell invested in developing a web portal in
the form of "Premier Pages" for high-end customers and another for small to
medium businesses at Dellmarketplace.com[13]. Both sites aim at providing
information to customers and establishing a single point of access for
customers' IT service requirements.

Conclusions

Dell is simply a success story; it shows how one can gain market advantage by
simply understanding what brings value to customers. No one, even Michael
Dell himself when he started, thought that people would enjoy customizing
their PC orders and wait patiently as the order makes its way back to their
homes. Some studies talk about how people challenged the initial delivery
estimates provided by Dell to see if they were met.

The level of expansion Dell strived to achieve brought in problems as with any
growing business. However, by adapting techniques such as In-sourcing and
mutual benefit partnerships it reduced its potential staff from 80,000 to only
15,000. Dell alsowas aware of factors that would hinder its supply chain. For
example, they maintained a multiple list of shippers as not to be affected by
unexpected delays and organizational issues. In addition, they understood the
importance of developing their own enterprise systems in-house to control all
the variables and maintain their business processes.

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 PROGRAM NO. 7
AIM:
Case Study: E-Business in Action.

What is E-Business?
The very idea of a public communications network as a global market is
commercially appealing. Indeed, even from a security point of view, it makes
more sense that we do our transactions on the same communications network
than we drive on the same roads.

The goal of this chapter is to describe and characterize the domain that is the
main focus of this thesis, i.e. e-business and its security requirements.

E-business organisations

The ways in which business is conducted are going through very significant
changes. Some companies are already organized in new ways, whereas others are
still thinking about it; however, there is a growing general awareness of a new
and different way of running a business, namely the e-business approach. In this
section we describe the main characteristics of an e-business and provide a
definition of the term.

Basic concepts and terms

In order to provide a basis for a discussion of e-business security, and also to

provide a working definition of an e-business organization, a series of definitions
from the business world are first given. A progression from basic terms towards
the final definition that forms the conclusion of this section is necessary in order
to provide a methodical explanation of the subject under discussion. Because we
address a topic spanning business and technology, the definition we adopt needs
to address both business and technological perspectives.

We start by providing a definition of `business' as a concept, followed by other

key business-related basic terms, including business functions, business
environment, supply chain and value chain. We start with the most basic concept,
i.e. that of a business. A variety of definitions have been given for this term. The

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various definitions have been reviewed by Pateli and Giaglis . Previous work on
this topic has focussed on purpose and scope, as well as relationships with other
business concepts (such as strategy and business processes). Some previous
studies make use of the term `business model', which is variously used to mean a
`system combined of component pieces', a specification of primary elements and
relationships, or a specific architecture to provide value to customers
Loudon and Laudon provide a series of consistent definitions for terms
associated with a business organization, three of which are presented below.

 A business organization is `a complex, formal organization whose goal is

to produce a product or service'.

 A business environment is the [set of] external conditions in which a

business organization operates; the general environment includes
government regulations, economic and political conditions, and
technological developments, while the task environment includes
customers, suppliers and competitors'.

 Business functions are the specialized tasks performed in a business

organization (for example, manufacturing and production, sales and
marketing, finance and accounting, and human resources activities)'.

Using these definitions, we say that a business is a formal organizational unit of

any size, having a goal (production of a product/service), characterized by specific
business functions, performing specialized tasks in order to achieve its goals, and
surrounded by an environment. Any organization that is consistent with the
above definition is deemed to be a business.

Traditional businesses usually operate by physical means; business resources and

assets (employees, equipment, raw materials, documents, goods, products, etc.)
are located in a specific geographic region, occupying specific buildings, using
physical means of production, shipping goods, using specific physical links for
transmitting documents, and acting within a known and well-defined boundary.

A business, by definition, performs a sequence of actions and operations in order

to be able to provide the results of its production to the final consumer. Such a
series of actions is known as a supply chain. In this paper we will use the
following definition of this term.

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A supply chain is a combination of the core business activities that allows a
company to `create and deliver a product or service from concept through
development and manufacture or conversion into a market for consumption'.

The supply chain encompasses activities that need to be performed in order to

make possible the execution of business functions. These business
functions/activities are carried out by processes [135]. The supply chain starts
from an initial stage of developing the product concept, through product
development and manufacturing, to the final stages of the business process, in
which a consumer purchases the product and/or service. A typical supply chain
involves the raw materials suppliers, equipment and parts suppliers,
manufacturers/producers which convert the incoming supplies into finished
goods, distributors and consumers, which may be either individuals or other
businesses. A business customer could be another manufacturer in an extended
supply chain, which involves several steps before reaching the final point of
business consumption ([187]). A business supply chain is made up of a chain of
integrated and coordinated industrial processes [169]. A business organization not
only runs its own supply chains, but is typically also a part of the supply chains of
the organizations with which it interacts.

Business activities can be classified into internal (those performed within the
organization) and external (those involving interactions with environmental
forces1). A well-recognized tool for analyzing internal business processes and
functions, with the goal of improving (adding value to) these activities by
introducing information systems, is the Porter Value Chain model. A value chain is
defined by Porter as a set of discrete, but interconnected, activities (classified as
either Primary or Support activities) through which a product or service is created
and delivered to customers; these activities have points of connection with the
activities of suppliers, channels, and customers.

An organization’s value chain incorporates inbound logistics, manufacturing,

outbound logistics, sales and marketing, and service (as primary activities), and
human resource management, accounting, administration and infrastructure,
product technology and development, and procurement (as support activities).
The value chain model makes it possible to view a business as a series of activities
that add value to the firm's products or services.

Part of the following discussion and analysis is based on this model. Immediately
below we provide an explanation of the meaning of each of the activities
involved in the model:

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  Inbound logistics: raw materials, parts, resource handling (receiving,
storing, shipping); 1 See the Porter Five Forces model.

 Manufacturing: producing the product/service of the organization

(transformation of raw materials using specific knowledge and/or
equipment, following specific procedures);

 Outbound logistics: storing the finished goods and/or distributing them to

the customer (the final product could also be a service);

 Marketing and sales: activities related to promotion, marketing,

distribution channels, customer definition, selling and delivering the
product/service of the company;

 Service: activities performed after the sale has taken place (such as
repairing, maintaining and supporting use of the product);

 Corporate Infrastructure: support given to the entire value chain, involving

finance, administration, and general management;

 Human resource management: hiring, training, promoting and

compensating employees;

 Product and technology development: research and development activities

for the product, and the processes and technology needed for its
production;

 Procurement: the processes (along the value chain) of acquiring raw

materials, equipment and information technology.

Porter's value chain model is a widely known and well used tool for identifying
the areas that might provide an organization with additional business and
operational capabilities-a value chain analysis makes it possible to separate a
business's basic activities into primary and support activities. Performing such an
analysis gives managers the opportunity to identify the importance and
contribution to the business goals of each activity, and to focus on the specific
areas that add most value to a business (and, therefore, to the business goals). In
general, the value chain is a part of the business supply chain; indeed in some
business modes these two terms refer to the same sequence of activities.

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Apart from having its own specific value chain, a company is typically also a
component of the value chain for other organizations. So, acting together in the
market, each in its own environment, companies affect each other through
interactions, co-operation and collaboration. However, at least for a traditional
organization, there are still clear boundaries that separate organizations.

A business needs to monitor its own business actions and also its connections
and interactions with the external partners of its supply chain. By doing so, a
business can analyze not only its internal processes and functions, but also its
business environment. Such a supply chain analysis enables a company to
improve its operations and also its competitive position in the relevant market.
Thus, the supply chain is a key tool for describing, analyzing and improving
business activities (i.e., business processes).

The adoption of advanced IT is vitally important for any business in the modern
environment. The introduction of IT into business processes is made through and
between the various elements of the organizational supply chain. IT provides a
business with an opportunity to improve its cost/benefit ratio, although there is
currently a debate in the academic community with respect to how and to what
extent the application of IT within businesses leads to improved organizational
performance. Although business investment in these technologies is very high,
there is also a debate about the effectiveness of such huge investments, referred
as the `productivity paradox'. We next discuss the role of IT in the business
environment.

Information technology in business activities

In practice, business activities involve transforming documents between stations

involved in a specific series of actions in order to complete a specific mission.
Documents contain data necessary to perform each of the stages of a specific
process. In other words, we use documents as a convenient way of carrying data.
Traditionally, documents were paper-based, but advances in information
technology enable the business world to use electronic means to transfer
business data. These electronic means are increasingly replacing paper for
carrying data.

In practice, any kind of interaction between two organizations requires

information to be exchanged between them. Obviously, these exchanges (and
any associated transformations of data) are performed by means of IT. Such

Muskan Soni 35715603119 F-10

technology is rapidly changing, especially the technology involved in data
transformation.

The business world has adopted IT since the very early stages of computer
history. Computing and communications technologies, such as mainframes,
minicomputers, PCs, LANs and WANs, provide a company with means to support
its internal operations. Until relatively recently, companies exchanged data by
physical delivery of reports, files, papers, books, etc. The introduction of
computer technology has led to the use of computer networks (initially WANs
and more recently the Internet), and associated application layer protocols (e.g.
EDI and email), in order to communicate data between businesses. Although the
Internet was seen from its very early stages as a potential tool for social
interactions, widespread use of the Internet by the business world only took off in
the 1990s.

IT has had a very significant influence on the value chain . Computing and
networking technologies have contributed to improving parts of the corporate
supply chain (i.e., the value chain). Technologies such as WANs and EDI initiated
improvements in external operations by allowing communications with the
business environment (e.g. with suppliers); that is, they improved part of the
supply chain. Today, tools such as ERP (Enterprise Resource Planning, a collective
name for software that provides integration of major business functions such as
production, distribution, sales, finance, and human resource management), CRM
(Customer Relationship Management, an approach to building and sustaining
long-term business with customers), and SCM (Supply Chain Management, that
enables coordination of all supply activities of an organization from its suppliers
and partners to its customers) are widely used. In a modern business
environment, the entire organizational supply chain is considered as a value
system.

The value chain serves as `the basic tool for understanding the influence of
information technology on companies' . Porter describes the evolution of the use
of IT in business in terms of the following five overlapping stages:

1. the first step: automation of discrete transactions (e.g., order entry and
accounting);

2. greater automation and functional enhancement of individual activities

(e.g., human resource management, sales force operations, and product
design);

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3. cross-activity integration accelerated by the Internet (e.g., linking sales
activities with order processing), linking together multiple activities
through CRM, SCM, and ERP;

4. integration of the value chain with the entire value system (the state of the
art);

5. in the future: optimization of the value system in real time.

We are currently seeing the integration of the value chain with the entire value
system, that is the various company value chains are being integrated across entire
industry sectors, with tiers of suppliers, channels, and customers. This integration
involves merging tools (e.g., CRM and SCM), and linking the end-to-end
applications of various value chain activities and participants.

Hence, in today's technology intensive reality, a major opportunity for adding

value to a company's supply chain is to further computerize its business functions
and activities, i.e. the business processes. This means increasingly introducing IS
and IT into and between business activities, i.e. using computer networks to
interconnect business functions both inside the organization and between the
organization and its environment. The business activities that an organization
performs through its supply/value chain combine the organization’s business
processes (discussed in chapter 5). Hence, the modern interorganisational supply
chain involves computerizing the participants' business processes.

This was first achieved using computer networks to enable the use of EDI. EDI
typically did not offer public access, but was a relatively expensive and
proprietary technology, supported by private networks. These private networks
were typically controlled by one large organization (e.g. a manufacturer or
supplier), and supported back end activities, such as exchanging invoices or order
documents. This kind of business interaction is now achieved in e-business by
using the Internet, and is strongly integrated into the value chain at both the
front and back ends.

Hence, there are significant differences between the use of EDI and e-business.
We have seen a transition from proprietary networks to IP-based intranets (as an
infrastructure for internal organizational activities) and the Internet (as an
infrastructure for interactions with suppliers and/or customers). The Internet also
makes it possible for organizations to perform all their business connections

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electronically, including interactions with suppliers and customers. It also
provides a channel for advertising, and enables interactions with financial
institutions, governmental bodies, potential suppliers, potential customers,
partners, competitors, etc.

Businesses now use the Internet to support operations across the entire supply
chain, and for interactions with other company's supply chains. The old supply
chains can be viewed as information-based value chains that link suppliers,
customers and system integrators. By computerizing the entire supply chain, the
traditional supply chain becomes a supply network.

In terms of structure, supply chains can be seen as systems of links and nodes.
Moreover, by introducing advanced IT into the supply chain, the supply chain
becomes, according to Porter's model, a value chain, i.e. a value network or
electronic value network.

As a result of changes in the global business environment and technological

advances, partly caused by the Internet, flexible collaboration between businesses
occurs on a global scale involving the alignment of their business processes [1].
The new borderless enterprises collaborate with other organizations to produce
goods and services, across national boundaries. The importance of opening
organization borders has been widely recognized [1].

Using Internet-based technologies typically involves using web sites as a means

of enabling electronic business. Business webs, or `b-webs', are partner networks
of producers, service providers, suppliers, infrastructure companies, and
customers, linked via digital channels. While e-commerce (buying and selling
over the Internet) involves using the Internet via web sites, e-business involves
these web sites evolving into portals (web sites that are also entry points to other
web sites).

E-business involves the computerization of the entire enterprise to automate its

business processes across its entire supply chain. By doing so, the organization
creates a Portal Value Network (PVN) connecting all the participants in the e-
business.

When two businesses establish a partnership, say Leymann et al., i.e. when the
corresponding service partners are interconnected, cooperation begins, and
messages can be exchanged through the established links. However, linked
operations have to be executed in a particular order, which needs to be specified.

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This is achieved by defining a flow model. According to Leymann et al. since flows
often represent business processes, a flow model is sometimes referred to as a
business process model, or simply a process model.

From a business perspective, e-business involves the integration of activities,

organisations and systems, while from the technological point of view; e-business
and e-commerce make use of a vast range of IT concepts and tools. Open
Internet standards are used to integrate and automate the value chain by
providing a common language for processes to intercommunicate and exchange
data .

It follows that the following definition of the e-business can be formulated:

E-business is a way of performing supply chain activities over Portal Value

Networks by means of Internet-based Information Technologies.

We use a slightly more detailed version of the above definition in the remainder
of this thesis:

An e-business is one that performs its supply chain activities by means of electronic
processes only, using Internet-based Information Technology for integration of, and
cooperation and interaction with, its participants' PVNs and business processes.

Note that the term `Virtual Business' (v-business) has recently been used. There is
no widely accepted definition of this term-some authors use v-business to mean
any e-business, whereas others define it as `a temporary network of independent
companies, . . . linked by information technology to share skills, costs, and access
to one another’s' markets. It will have neither central office nor organisation
chart. It will have no hierarchy and no vertical integration' [40].

The definition of e-business given above is quite broad, and encompasses all
types of electronic business, as well as the existing definitions of v-business. As a
result we do not use the latter term here.

It is important to note that in this thesis we distinguish between 'e-business' and

'e-commerce'. The term e-commerce refers only to the activities of buying and
selling products electronically. That is, e-commerce is just one part of e-business.
This thesis is concerned with e-business.

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Guided by our adopted definition of e-business, we now identify the main
characteristics of this type of business, and describe various types of e-business
organisations.

E-business characteristics

The main characteristics of e-business organisations are their business models

and the fact that they operate using the Internet and IT. All e-business
functionality related properties are derived from these two main characteristics,
discussed in sections 3.2.1 and 3.2.2 immediately below.

E-business models

In order to analyse e-business, it is important to identify models of its

functionality. We need a structured approach for describing e-business
functionality, so that we can identify e-business characteristics relevant to
information security.

To be able to operate as an e-business, an organisation must change its business

model, usually in a very radical way. Based on the working definition of e-
business given in section 4.1, it follows that, both practically and theoretically, e-
business is a new business model. Unlike a traditional (physical) business, e-
business is not focused on static, internally managed and operated chains, but on
dynamic business processes, performed through external webs of relationships,
that take advantage of the digital arena's power and flexibility. The traditional
supply chain has changed into a value network of portals (Portal Value Networks).
Portals provide both the employees and the customers of an organisation with a
new way of working and/or buying.

Two types of portals are possible: horizontal and vertical. A portal that provides
functions meeting common user requirements, such as search functions, email,
chat, etc. via the Internet, is a horizontal portal. Google and Amazon provide
examples of horizontal portals. The objective of a horizontal portal is to provide
solutions to a broad range of Internet users. A portal that includes the same
functions as a horizontal portal, but that focuses on a specific community and
industry, is a vertical portal [86]. Thus the portals of companies such as Blackwells
(books) and Dell (computers) are good examples of vertical portals (also known
as vortals). They address a very broad audience, but also offer clear and focused
functionality aimed at a specific audience. Microsoft's portal is a further example

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of a vortal, whose target audience includes users with specific requirements.
When a company's vortal is directed at business customers, it involves
interactions with value chains (i.e. at PVNs, as defined above).

It follows then that one aspect of the business model must be deciding on the
type of portal to be provided, i.e. whether it should be horizontal or vertical.
Some authors suggest that businesses should build a vortal, not only because
vortals improve distribution networks as compared to traditional distribution, but
also because a vortal provides production capabilities, and so will enable the
exploitation of the Internet as a business tool. An e-business operating via portals
(either horizontal or vertical), has to decide upon its business model, which, as
stated above, is a different model to that applying to a traditional business.

Applegate argues that e-business models can be divided into two categories,
depending on the type of company involved:

1. Digital businesses, i.e. organisations that are built on the Internet;

2. Businesses that provide the platform upon which digital businesses are
managed and operated.

Gloorprovides a more detailed classification of e-business models, based on four

fundamentally different types of organisation, as suggested by Malone :

1. Creators-producers of goods (physical or information), such as General

Electric, Cisco, Dell, Microsoft, and on-line versions of newspapers;

2. Distributors-companies that distribute and/or supply goods, such as

electronic shops for books or music (e.g. Amazon);

3. Brokers-companies that act as intermediaries, such as on-line auctioneers

or travel agencies (eBay, Netaction, Thelastminute, and the90minute are
examples);

4. Extractors-companies that exist only on the Internet, that operate as

portals, and whose business model is based on advertising revenue.
Examples include Yahoo, MSN, and Google.

This classification appears to be sufficiently detailed for our purposes.

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Today's e-business environment involves e-businesses, which use more than one
of the above models. For example, an e-business organisation might be classified
as a creator, but also operate as a broker, and/or might also operate a web site to
provide services (e.g., special offers) available only via the Internet (i.e. in the
extractor role). Airline companies are typical examples of such organisations.
There are also companies that do business exclusively via the Internet (defined by
Applegate as digital companies) to provide an e-business platform for other
(usually creator) organisations, which fall into Applegate's second category.
Hence, we propose here an additional two-category classification:
1. type I-a generic e-business organisation (either creator, distributor, broker,
extractor, or any combination of these roles);

2. type II-an infrastructure-supportive e-business organisation.

This classification is also consistent with the definition of e-business given in

section 3.1. The two case study companies described later in this thesis have been
chosen to represent these two types of e-business.

E-business organisations can also be classified according to how they collaborate

with other organisations. The main current business model types in such a
classification are as follows [9]:

 the old-economy `one-to-one' EDI model (providing direct point-to-point

trans-actions between participants);

 the `one-to-many' model (providing a supplier with access to a group of

buyers);

 the `many-to-one' model (providing a buy-side solution for one buyer

facing many suppliers);

 the `many-to-many', or net markets, model (involving the aggregation of

large groups of buyers and sellers around a central hub offering a wide
range of services).

We draw the following conclusions from the above discussions:

 an e-business can operate via either a horizontal portal or a vortal;

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  an e-business organisation can perform all its activities in an e-business
mode or operate in an e-business mode only to support its main activities;

 an e-business organisation can collaborate with other parties in various

ways.

All the types of e-business organisations described above can only operate by
deploying Internet-based technologies. The ability to operate using IT only is one
of the most important characteristics of an e-business.

E-business technology infrastructure

It has become common for businesses large and small to make some of their
services available on the Web. Using such services typically requires use of a web
browser.E-business operates using the Internet and involves providing broad
connectivity between the organisation's front end (namely, sales and customer
service) and back end (namely, coordination and procurement). The Internet
makes it possible to exchange real-time information between an e-business
organisation and other participants, such as customers and suppliers. The open
standard nature of the Internet means that e-business has a number of unique
characteristics. E-business use is decentralised, and is often driven by a variety of
technological, structural and environmental factors. Hence, e-business is affected
both by the technological competence of the organisations, and by
organizational and environmental factors, such as international scope, legal
protection issues for online transactions, and web functionality.

A typical web-application architecture involves three tiers: web browsers (to

provide a ubiquitous user interface), application servers (to manage business
activities), and back-end databases (to store the persistent data) . Although this
architecture does not appear to be very complex, implementing it requires a
good understanding of both the applications hosted on the application server,
and of the appropriate network configuration for a specific e-business
organisation.

Some organisations make the change to an e-business mode by also shifting

towards a service-oriented architecture (SOA),which provides organisations with
certain operational benefits. Leymann et al. argue that web services based on a
service-oriented architecture provide a suitable technical foundation for making
business processes accessible within and across enterprises. The emerging

Muskan Soni 35715603119 F-10

semantic web looks set to provide significant advantages to e-businesses, not
least because of its potential to host new e-business applications.
Also, conducting business on a platform conforming to open standards facilitates
information sharing along the value chain. Doing business by means of networks
creates one of the most characteristic features of modern organisations, i.e.
transparency . Employees from different organisations share information,
business plans, strategic issues and challenges. `In a real-time global supply
chain, companies and their business partners by necessity share competitive and
operational secrets. ... some opacity remains necessary, and transparency isn't
always easy. Trade secrets and personal data, for example, should be
confidential'.

There are also significant differences in management issues in two major areas,
namely strategic planning and personal privacy and security. These differences
result from the fact that e-business is an Internet/Web system, i.e. clients,
suppliers; partners can interact with e-business organizations via Internet
connections, usually with Web interfaces. Such systems differ significantly from
traditional systems in information content, development practices, the developers
themselves, and the users.

Muskan Soni 35715603119 F-10

 PROGRAM NO.8

AIM:
Introduction to ASP scripting. (Syntax, variables, procedures,
forms)

1.Syntax:-

An ASP file normally contains HTML tags, just like an HTML file. However, an ASP
file can also contain server scripts, surrounded by the delimiters <% and %>.

Server scripts are executed on the server,and can contain any expressions,
statements, procedures, or operators valid for the scripting language you prefer
to use.

The response.write Command

The response.write command is used to write output to a browser. The following

example sends the text "Hello World" to the browser:

<html>
<body>
<%
response.write("Hello World!")
%>
</body>
</html>

Output:-

Hello World!

There is also a shorthand method for the response, write command. The
following example also sends the text "Hello World" to the browser:

<html>
<body>
<%
="Hello World!"
%>

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</body>
</html>

Output:-

Hello World!

2. Variables:-

A variable declared outside a procedure can be accessed and changed by any

script in the ASP file.

A variable declared inside a procedure is created and destroyed every time the
procedure is executed. No scripts outside the procedure can access or change the
variable.

To declare variables accessible to more than one ASP file, declare them as session
variables or application variables.

Session Variables

Session variables are used to store information about ONE single user, and are
available to all pages in one application. Typically information stored in session
variables is name, id, and preferences.

Application Variables

Application variables are also available to all pages in one application.

Application variables are used to store information about ALL users in one
specific application.

<html>
<body>

<%
dim name
name="Donald Duck"
response.write("My name is: " & name)
%>

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</body>
</html>

Output: -

My name is: Donald Duck

Declaring an Array: -

Arrays are used to store a series of related data items. This example demonstrates
how to declare an array that stores names.

<html>
<body>

<%
Dim famname(5),i
famname(0) = "Jan Egil"
famname(1) = "Tove"
famname(2) = "Hege"
famname(3) = "Stale"
famname(4) = "Kai Jim"
famname(5) = "Borge"

For i = 0 to 5
response.write(famname(i) & "<br />")
Next
%>

</body>
</html>

Output:-

Jan Egil
Tove
Hege
Stale

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Kai Jim
Borge

How to loop through the six headings in HTML?

<html>
<body>

<%
dim i
for i=1 to 6
response.write("<h" &i& ">Heading " &i& "</h" &i& ">")
next
%>

</body>
</html>

Output:-

Heading 1

Heading 2

Heading 3

Heading 4

Heading 5

Heading 6

3. Procedures:-

<html>
<head>

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<%
sub vbproc(num1,num2)
response.write(num1*num2)
end sub
%>
</head>

<body>
<p>You can call a procedure like this:</p>
<p>Result: <%call vbproc(3,4)%></p>
<p>Or, like this:</p>
<p>Result: <%vbproc 3,4%></p>
</body>
</html>

Output:-

You can call a procedure like this:

Result: 12

Or, like this:

Result: 12

4. Forms: -

Form with Get

<html>
<body>
<form action="demo_reqquery.asp" method="get">
Your name: <input type="text" name="fname" size="20" />
<input type="submit" value="Submit" />
</form>
<%
dim fname
fname=Request.QueryString("fname")
If fname<>"" Then

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 Response.Write("Hello " &fname& "!<br />")
Response.Write("How are you today?")
End If
%>
</body>
</html>

Output: -

Form with Post

<html>
<body>
<form action="demo_simpleform.asp" method="post">
Your name: <input type="text" name="fname" size="20" />
<input type="submit" value="Submit" />
</form>
<%
dim fname
fname=Request.Form("fname")
If fname<>"" Then
Response.Write("Hello " &fname& "!<br />")
Response.Write("How are you today?")
End If
%>
</body>
</html>

Output: -

Muskan Soni 35715603119 F-10

 PROGRAM NO. 9

AIM:
To study ASP objects (Cookies).

A cookie is often used to identify a user. A cookie is a small file that the server
embeds on the user's computer. Each time the same computer requests a page
with a browser; it will send the cookie too. With ASP, you can both create and
retrieve cookie values.

How to Create a Cookie?

The "Response.Cookies" command is used to create cookies.

Note: The Response.Cookies command must appear BEFORE the <html> tag.

In the example below, we will create a cookie named "firstname" and assign the
value "Alex" to it:

<%
Response.Cookies("firstname")="Alex"
%>

It is also possible to assign properties to a cookie, like setting a date when the
cookie should expire:

<%
Response.Cookies("firstname")="Alex"
Response.Cookies("firstname").Expires=#May 10,2012#
%>

How to Retrieve a Cookie Value?

The "Request.Cookies" command is used to retrieve a cookie value.

In the example below, we retrieve the value of the cookie named "firstname" and
display it on a page:

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<%
fname=Request.Cookies("firstname")
response.write("Firstname=" &fname)
%>

Output:Firstname=Alex

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 PROGRAM NO.10

AIM:
To study and implement the procedure of session handling in
ASP scripting.

Wel.asp

<html>

<head>

</head>

<body>

<p>

There are <%response.write(Application("visitors"))%>

online now!

</p>

</body>

</html>

Global.asa

<script language="vbscript" runat="server">

Sub Application_OnEnd()

Application("totvisitors")=Application("visitors")

End Sub

Sub Application_OnStart

Application("visitors")=0

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End Sub

Sub Session_OnStart

Application.Lock

Application("visitors")=Application("visitors")+1

Application.UnLock

End Sub

Sub Session_OnEnd

Application.Lock

Application("visitors")=Application("visitors")-1

Application.UnLock

End Sub

</script>

Output:
There are 2 online now!

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 PROGRAM NO.11

AIM:
To study and implement shopping cart management using ASP
scripting.

CODING:

<% ' ***** Begin the functions to be called by the runtime script *****
' To find the actual runtime code scroll WAY DOWN....

' This function is written to enable the adding of multiples of an item

' but this sample always just adds one. If you wish to add different
' quantities simply replace the value of the Querystring parameter count.
' We didn't do this because we wanted to keep the whole thing simple and
' not get into using forms so it stayed relatively readable.
Sub AddItemToCart(iItemID, iItemCount)
If dictCart.Exists(iItemID) Then
dictCart(iItemID) = dictCart(iItemID) + iItemCount
Else
dictCart.AddiItemID, iItemCount
End If
Response.Write "<p>" &iItemCount& " of item # " &iItemID& " have been
added to your cart.</p>" &vbCrLf
End Sub

Sub RemoveItemFromCart(iItemID, iItemCount)

If dictCart.Exists(iItemID) Then
If dictCart(iItemID) <= iItemCount Then
dictCart.RemoveiItemID
Else
dictCart(iItemID) = dictCart(iItemID) - iItemCount
End If
Response.Write "<p>" &iItemCount& " of item # " &iItemID& "
have been removed from your cart.</p>" &vbCrLf
Else
Response.Write "<p>Couldn't find any of that item your cart.</p>"
&vbCrLf
End If

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End Sub

Sub ShowItemsInCart()
Dim objKey
Dim aParameters ' as Variant (Array)
Dim sTotal, sShipping

%>
<table border="1" cellpadding="3" cellspacing="1">
<tr>
<td>Item #</td>
<td>Description</td>
<td>Quantity</td>
<td>Remove Item From Cart</td>
<td>Price</td>
<td>Totals</td>
</tr>
<%
sTotal = 0
For Each objKey in dictCart
aParameters = GetItemParameters(objKey)
%>
<tr>
<tdalign="center"><%= objKey %></td>
<td align="left"><%= aParameters(1) %></td>
<tdalign="center"><%= dictCart(objKey) %></td>
<td align="left"><a
href="shopping.asp?action=del&item=<%= objKey %>&count=1">Remove
One</a>&nbsp;&nbsp;<a href="shopping.asp?action=del&item=<%= objKey
%>&count=<%= dictCart(objKey) %>">Remove All</a></td>
<td align="right">$<%= aParameters(2) %></td>
<td align="right">$<%= FormatNumber(dictCart(objKey) *
CSng(aParameters(2)), 2) %></td>
</tr>
<%
sTotal = sTotal + (dictCart(objKey) * CSng(aParameters(2)))
Next

' Calculate shipping

sShipping = CalculateShippingCost(sTotal)

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 ' Add shipping to total
sTotal = sTotal + sShipping
%>
<tr><td colspan="5" align="right"><b>S+H:</b></td><td
align="right">$<%= FormatNumber(sShipping, 2) %></td></tr>
<tr><td colspan="5" align="right"><b>Total:</b></td><td
align="right">$<%= FormatNumber(sTotal, 2) %></td></tr>
</table>
<%
End Sub

Sub ShowFullCatalog()
Dim aParameters ' as Variant (Array)
Dim I
Dim iItemCount ' Number of items we sell

' If you are really going to use this sample this should probably be pulled
from a DB
iItemCount = 3
%>
<table border="1" cellpadding="3" cellspacing="1">
<tr>
<td>Image</td>
<td>Description</td>
<td>Price</td>
<td>Add Item To Cart</td>
</tr>
<%
For I = 1 to iItemCount
aParameters = GetItemParameters(I)
%>
<tr>
<td><imgsrc="<%= aParameters(0) %>" /></td>
<td><%= aParameters(1) %></td>
<td>$<%= aParameters(2) %></td>
<td><a href="shopping.asp?action=add&item=<%= I
%>&count=1">Add this to my cart!</a></td>
</tr>
<%

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 Next 'I
%>
</table>
<%
End Sub

Sub PlaceOrder()
Dim objKey
Dim aParameters ' as Variant (Array)
Dim sTotal, sShipping

%>
<table border="1" cellpadding="3" cellspacing="1">
<tr>
<td>Item #</td>
<td>Description</td>
<td>Quantity</td>
<td>Price</td>
<td>Totals</td>
</tr>
<%
sTotal = 0
For Each objKey in dictCart
aParameters = GetItemParameters(objKey)
%>
<tr>
<tdalign="center"><%= objKey %></td>
<td align="left"><%= aParameters(1) %></td>
<tdalign="center"><%= dictCart(objKey) %></td>
<td align="right">$<%= aParameters(2) %></td>
<td align="right">$<%= FormatNumber(dictCart(objKey) *
CSng(aParameters(2)), 2) %></td>
</tr>
<%
sTotal = sTotal + (dictCart(objKey) * CSng(aParameters(2)))
Next

' Calculate shipping

sShipping = CalculateShippingCost(sTotal)

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 ' Add shipping to total
sTotal = sTotal + sShipping
%>
<tr><td colspan="4" align="right"><b>S+H:</b></td><td
align="right">$<%= FormatNumber(sShipping, 2) %></td></tr>
<tr><td colspan="4" align="right"><b>Total:</b></td><td
align="right">$<%= FormatNumber(sTotal, 2) %></td></tr>
</table>
<%

' You could also do whatever other processing you would need to here.
' For example, send credit card info to processor or send order details
' to your warehouse for shipping. I'm just gonna send an email with
' the product details so you can see how you'd access them. Please
' be aware that email is NOT SECURE! So please don't transfer users'
' personal or credit card information this way.
Dim objMessage, strMessageBody

strMessageBody = "Quantity Item# Description Unit Price Total"

&vbCrLf&vbCrLf
For Each objKey in dictCart
aParameters = GetItemParameters(objKey)
strMessageBody = strMessageBody& " " &dictCart(objKey)
strMessageBody = strMessageBody& " " &objKey
strMessageBody = strMessageBody& " " &aParameters(1)
strMessageBody = strMessageBody&String(25 -
Len(aParameters(1)), " ") &aParameters(2)
strMessageBody = strMessageBody& " "
&FormatNumber(dictCart(objKey) * CSng(aParameters(2)), 2) &vbCrLf
Next
strMessageBody = strMessageBody&vbCrLf
strMessageBody = strMessageBody&String(41, " ") & "Shipping: "
&FormatNumber(sShipping, 2) &vbCrLf
strMessageBody = strMessageBody&vbCrLf
strMessageBody = strMessageBody&String(37, " ") & "Order Total: "
&FormatNumber(sTotal, 2) &vbCrLf

'Response.Write "<pre>" &strMessageBody& "</pre>"

Set objMessage = Server.CreateObject("CDO.Message")

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 With objMessage
' Set message attributes
.To = "Full Name <user name@some domain.com>"
.From = "Full Name <user name@some domain.com>"
.Subject = "Shopping Cart Contents"
.TextBody = strMessageBody
' Send message - uncomment the following line only
' AFTER you've entered appropriate To and From
' addresses above. Then the script will actually
' send the messages.
'.Send
End With
Set objMessage = Nothing

End Sub

' We implemented this this way so if you attach it to a database you'd only need
one call per item
Function GetItemParameters(iItemID)
Dim aParameters ' Will contain 3 string values : image path, description,
price
' However we need to keep price so it can be converted to a
' single for computation hence no currency symbol. This array
' can also be expanded to contain any other information about the
' product that you might want to pull from the DB.
Select Case iItemID
Case 1
aParameters = Array("images/shop_shirt.gif", "ASP 101 T-
Shirt", "15.00")
Case 2
aParameters = Array("images/shop_kite.gif", "ASP 101 Kite",
"17.50")
Case 3
aParameters = Array("images/shop_watch.gif", "ASP 101
Watch", "35.00")
Case 4 ' Not in use because we couldn't draw a pen in a few
seconds!
aParameters = Array("images/shop_pen.gif", "ASP 101 Pen",
"5.00")
End Select

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 ' Return array containing product info.
GetItemParameters = aParameters
End Function

' Free shipping if there's nothing to ship or the merchandise

' subtotal is over $100. Otherwise, small orders are $5 and
' larger orders are $7.50.
Function CalculateShippingCost(sngOrderTotal)
Dim sngShipping

If sngOrderTotal<= 0 Or sngOrderTotal> 100 Then

sngShipping = 0
ElseIfsngOrderTotal< 50 Then
sngShipping = 5
Else
sngShipping = 7.50
End If

CalculateShippingCost = sngShipping
End Function
%>
<% ' ***** Begin the infamous runtime script *****
' Declare our Vars
Dim dictCart ' as dictionary
Dim sAction ' as string
Dim iItemID ' as integer
Dim iItemCount ' as integer
' Get a reference to the cart if it exists otherwise create it
If IsObject(Session("cart")) Then
Set dictCart = Session("cart")
Else
' We use a dictionary so we can name our keys to correspond to our
' item numbers and then use their value to hold the quantity. An
' array would also work, but would be a little more complex and
' probably not as easy for readers to follow.
Set dictCart = Server.CreateObject("Scripting.Dictionary")
End If
' Get all the parameters passed to the script
sAction = CStr(Request.QueryString("action"))

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iItemID = CInt(Request.QueryString("item"))
iItemCount = CInt(Request.QueryString("count"))
%>
<table border="0" cellspacing="0" cellpadding="0">
<tr><td>
<%
' Select action based on user input
Select Case sAction
Case "add"
AddItemToCartiItemID, iItemCount
ShowItemsInCart
%>
</td></tr>
<tr><tdalign="right">
<a href="shopping.asp?action="><imgsrc="images/shop_look.gif"
border="0" width="46" height="46" alt="Continue Looking" /></a>
<a
href="shopping.asp?action=checkout"><imgsrc="images/shop_checkout.gif"
border="0" width="46" height="46" alt="Checkout" /></a>
<%
Case "del"
RemoveItemFromCartiItemID, iItemCount
ShowItemsInCart
%>
</td></tr>
<tr><tdalign="right">
<a href="shopping.asp?action="><imgsrc="images/shop_look.gif"
border="0" width="46" height="46" alt="Continue Looking" /></a>
<a
href="shopping.asp?action=checkout"><imgsrc="images/shop_checkout.gif"
border="0" width="46" height="46" alt="Checkout" /></a>
<%
Case "viewcart"
ShowItemsInCart
%>
</td></tr>
<tr><tdalign="right">
<a href="shopping.asp?action="><imgsrc="images/shop_look.gif"
border="0" width="46" height="46" alt="Continue Looking" /></a>

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 <a
href="shopping.asp?action=checkout"><imgsrc="images/shop_checkout.gif"
border="0" width="46" height="46" alt="Checkout" /></a>
<%
Case "checkout"
PlaceOrder
%>
</td></tr>
<tr><tdalign="left">
<br /><br />
<h3>Thank you for your order!</h3>
<p>
If this had been an actual shopping cart, this is where you would
have had them enter
their personal information and payment method and then taken
care of any backend
processing before finalizing their order. However as this is a
shopping cart sample
and this is where security becomes a problem, we'll leave it for a
future sample.
</p>
<%
Case Else ' Shop
ShowFullCatalog
%>
</td></tr>
<tr><tdalign="right">
<a
href="shopping.asp?action=viewcart"><imgsrc="images/shop_cart.gif"
border="0" width="46" height="46" alt="View Cart Contents" /></a>
<%
End Select

' Return cart to Session for storage

Set Session("cart") = dictCart
%>
</td></tr>
</table>

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Output:

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 PROGRAM NO.12

AIM:
To study and implement payment gateway using ASP scripting.

Payment Gateway Integration

Payment Gateway refers to an e-commerce service that authorizes payments for

e-businesses & online retailers. In a way, it represents a physical POS (Point-of-
sale) terminal located at most retail outlets. Payment gateways encrypt sensitive
information, such as credit card numbers, to ensure that information passes
securely between the customer and the merchant.

Types of Payment Gateways

The Payment Gateway is needed to be acquired by the owner of the site and the
integration of the same in to the website is performed by us. There exists various
types of Payment Gateways, some of which are mentioned below & since it
requires varying amount of effort in integrating; so cost for integration of each
Payment Gateway varies accordingly, starting from the minimum amount of Rs
5000/-

Payment Gateway Process

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Working of Payment Gateway

Though it may sound simple but actually the entire working of a payment
gateway comprises of multiple complex steps; a brief of which is given below: -

Visitor places the order on the website and it is sent to the merchant's web server
in encrypted format. This is usually done via SSL (Secure Socket Layer) encryption.

 The transactions details are then forwarded to the concerned Payment

Gateway.
 The transaction information is then passed on to the merchants acquiring
bank by the Payment Gateway.
 Merchants acquiring bank then forwards the transaction information to
the issuing bank (one that issued the credit card to the customer).
 Then the card-issuing bank sends a response back to the Payment
Gateway. The response includes information that whether the payment has
been approved or declined. In case of declination the reason is also sent in
the response.
 The response is then forwarded by the Payment Gateway to the
merchant's server.
 At merchants server the response is encrypted again and is relayed back to
the customer. This allows the customer to know that whether the order
has been placed successfully or not.
 The entire process typically takes less than 5 seconds. At the end of the
bank day or settlement period), the acquiring bank (or card-issuing bank)
deposits the total of the approved funds in to the merchant's nominated
account.

Why is Payment Gateway needed?

Payment Gateway holds the essence of any e-commerce site. One cannot think of
making or receiving on-line payments without a Payment Gateway. Payment
Gateway basically refers to an e-commerce service that authorizes payments for
e-businesses & online retailers. It, in a way, represents a physical POS (Point-of-
sale) terminal located in most retail outlets. Payment gateways encrypt sensitive
information, such as credit card numbers to ensure that information passes
securely between the customer and the merchant.

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