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[Chaffey, Dave] Digital business and E-commerce 2nd book

Screenshots

Screenshot 1.1 from Google circa 1998 Source: Wayback machine archive: http://w6eb.archive.org/

web/19981111183552/google.stanford.edu. Google; Screenshot 1.6 from https://www.yammer.com/

about/case_studies., Microsoft Office Division, Microsoft product screenshots reprinted with permis-

sion from Microsoft Corporation; Screenshot 1.9 from www.tatucouture.com, Tatu Couture; Screenshot 

2.2 from www.Blackcircles.com, Black Circles Ltd.; Screenshot 2.3 from FT.com/ Business School, www.

ft.com, Financial Times, © The Financial Times Limited. All Rights Reserved; Screenshot 2.13 from 

www.firebox.com, Copyright Firebox; Screenshot 3.1 from www.magiq.com, MAGIC (part of the  Speed- 

 Trap Group of companies); Screenshot 3.2 adapted from South Korea subway virtual store, http://www.

tescoplc.com/index.asp?pageid=69&mediacategory=27, Tesco PLC; Screenshot 3.8 from www.salesforce.

com, Salesforce.com UK; Screenshot 5.3 from www.britishairways.com, British Airways; Screenshot 5.13 

Acknowledgements

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xxxi

from www.arenaflowers.com, Arena Online Ltd; Screenshot 6.1 from www.kickstarter.com, Kickstarter, 

Inc.; Screenshot 6.4 from www.bluescopesteelconnect.com, BlueScope Steel Ltd; Screenshot 6.6 from 

www.elemica.com, Elemica, London. UK; Screenshot 6.11 from www.e2open.com, E2open, Inc.; Screen-

shot 6.13 from www.3suisses.fr/, Otto Group; Screenshot 7.6 from FT.com/View from the Top, http://

www.ft.com/cms/8a38c684-2a26-11 dc-  920, Financial Times, © The Financial Times Limited. All Rights 

Reserved; Screenshot 7.6 from FT.com, reprinted with permission; Screenshot 8.3 from www.spinebreak-

ers.co.uk, Penguin Books Ltd; Screenshot 8.4 from www.Kampyle.com, Kampyle Ltd; Screenshot 8.13 

from www.easyjet.com, easyJet plc, copyright permission of easyJet Airline Company Limited.; Screen-

shot 9.10 from google.com, reprinted by permission of Google, Inc. Google Analytics™ search engine is a 

trademark of Google, Inc.; Screenshot 9.15 from www.toptable.co.uk, OpenTable International Limited, 

Inc; Screenshot 9.20 from www.zappos.com, Zappos IP, Inc.; Screenshot 11.11 from Let’s Colour Inter-

active Magazine, http://www.dulux.co.uk/, AkzoNobel Ltd; Screenshot 11.13 from www.rswww.com, 

Screenshot of RS Components homepage supplied courtesy of RS Components (http://rswww.com); 

Screenshot 11.22 from www.app.ft.com Financial Times, © The Financial Times Limited. All Rights 

Reserved; Screenshot 11.26 from The geographic spread of the ‘Slammer’ worm, http://www.caida.

org/research/security/ code-  red/coderedv2_analysis.xml, Copyright 2003 The Regents of the University 

of California; Screenshot 12.11 from uberVU via HootSuite, app.ubervu.com, HootSuite Media Inc.; 

Screenshot 12.15 from www.nationalexpress.com, National Express Group PLC.

Tables

Table 2.3 adapted from The New Marketing: Transforming the Corporate Future,   Butterworth-  Heinemann, 

Oxford. (McDonald, M. and Wilson, H 2002) Copyright Elsevier, and adapted from Electronic com-

merce: three emerging strategies. McKinsey Quarterly, 1 ed., pp. 152–9 (Berryman, K., Harrington, L., 

 Layton-  Rodin, D. and Rerolle, V. 1998), McKinsey and Co. ; Table 7.7 adapted from  E-  hubs: the new 

B2B marketplaces, Harvard Business Review,  May-  June, 2000, p.99 (Kaplan, S. and Sawhney, M.,), Har-

vard Business School Publishing Corporation; Table 9.1 from Efficient Frontier, www.efficientfrontier.

com, reprinted with permission; Table 9.2 adapted from Interactive Advertising Bureau XMOS is a reg-

istered trademark of the IAB, www.iab.net Interactive Advertising Bureau; Table 9.4 adapted from Your 

secret weapon on the web, Harvard Business Review,  July-  August (Reichheld, F. and Schefter, P., 2000), 

Harvard Business; Table 10.6 adapted from How risky is your company?, Harvard Business Review,   May- 

 June, p. 87 (Simon, R. 1999), Harvard Business; Table 11.6 adapted from Internet Marketing, Wiley, 

New York (Hofacker, C. 2001) Wiley, USA; Table 12.3 adapted from Software Testing: A Craftsman’s 

Approach. CRC Press, Boca Raton, FL (Jorgensen, P. 1995) Taylor and Francis Group; Table 12.5 from 

ABC Electronics, www.abce.org.uk.



Text

Box 3.7 adapted from Member Briefing Paper, August, 2008 Published by the Intranet Benchmarking 

Forum www.ibforum.com, Digital Workplace Group; Box 3.8 from The International Communications 

Market 2007. Report published December  2007., www.ofcom.org.uk/research/cm/icmr07/overview/

landscape/., Ofcom copyright 2006–11.; Case Study 6.1 from Did IT work? Service was paramount when 

enhancing supply chain. Financial Times, 30/01/2008 (Pritchard, S.), Financial Times, © The Financial 

Times Limited. All Rights Reserved; Case Study 6.3 from Keeping track starts its move to a faster track 

The Financial Times, 20/04/2005 (Nairn,G.), reprinted with permission; Case Study 9.2 from Blog posting,  

9  September  2008,  www.arenaflowers.com/blog/2008÷09/09/ wiser-  about-  web-  from-  a-  flowers-  website- 

 to-  academic-  text/# comment-  4361. Arena Online Ltd; Extract on page 493 from ‘Scalability’: the paradox 

of human resources in  e-  commerce. International Journal of Service Industry Management, 12(1), 34–43 

(Hallowell, R. 2001), Emerald Group Publishing Limited; Case Study 10.1 from Process Management: 

Making complex business a lot simpler? The Financial Times, 14/05/2008 (Cane A.), FT, © The Finan-

cial Times Limited. All Rights Reserved; Case Study 10.2 from  e-  gineer.com blog by Nathan  Wallace, 

 Associate Director  – Information Technology (i.e. CIO) for  Janssen-  Cilag Australia, www. e-  gineer.

com/v2/blog/2007÷08/ our-  intranet-  wiki-  case-  study-  of-  wiki.htm.,   Janssen-  Cilag  Australia;  Extract  on 

page 574 from Information Security Breaches Survey 2013, managed by  Pricewaterhouse-  Cooper for UK 

Department of Business, Enterprise and Regulatory Reform (BERR).

In some instances we have been unable to trace the owners of copyright material, and we would appreci-

ate any information that would enable us to do so.

 Acknowledgements

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