Presented to the Interdisciplinary Studies Program: Applied Information Management and the Graduate School of the University of Oregon

in partial fulfillment of the requirement for the degree of Master of Science

E-commerce Website Design Best Practices for Executive Education Providers

CAPSTONE REPORT

Wilfred M. Curtis The University of Michigan

University of Oregon Applied Information Management Program

June 2004

722 SW Second Avenue Suite 230 Portland, OR 97204 (800) 824-2714

Curtis - ii

Approved by

Dr. Linda F. Ettinger Academic Director, AIM Program

Curtis - iii

ABSTRACT For

E-commerce Website Design Best Practices for Executive Education Providers

Executive education providers rely on the Internet to attract students. This study identifies best practices for use by these providers in the design of e-commerce websites to attract registrations for open enrollment programs. Selected literature (1999 - 2004) was analyzed to identify website communication elements and design best practices. Ecommerce communication elements and best practices are aligned with Sharps (2001) six positive response action categories, supplemented with two emergent categories: strategic planning and performance metrics.

Curtis - iv

E-commerce website design best practices for executive education providers

TABLE OF CONTENTS

CHAPTER 1: Purpose of the Study ........................................................................ 6 Brief Purpose .................................................................................................... 6 Full Purpose...................................................................................................... 9 Limitations ...................................................................................................... 12 Problem Area .................................................................................................. 15 CHAPTER II: Method .......................................................................................... 19 Data Collection ................................................................................................ 19 Data Analysis ................................................................................................... 23 Data Presentation............................................................................................. 26 CHAPTER III: Review of References ................................................................... 28 CHAPTER IV: Analysis of Data........................................................................... 39 CHAPTER V: Conclusions .................................................................................. 44 DEFINITIONS..................................................................................................... 61 TABLE 1: A list of emergent e-commerce communication elements Alpha order ..................................................................................................... 66 TABLE 2: A list of emergent e-commerce communication elements Frequency order............................................................................................... 69

Curtis - v TABLE 3: Index of emergent e-commerce communication elements.................... 71 TABLE 4: A list of emergent e-commerce communication elements aligned with Sharps six positive response categories ........................................................... 82 TABLE 5: Index of emergent e-commerce communication elements by category. 86 TABLE 6: Index of emergent e-commerce communication elements applicable to executive education ........................................................................................ 91 APPENDIX A: Sources for Data Analysis............................................................ 94 APPENDIX B: Reference Summaries................................................................... 99 APPENDIX C: E-commerce website design best practices applicable to executive education open-enrollment program registrations........................................... 125 BIBLIOGRAPHY .............................................................................................. 136

Curtis - 6 CHAPTER 1 Brief Purpose According to Kirp (2003), nearly all colleges and universities rely on the Internet to attract students. Administrators share the belief that building interactive, e-commerce enabled websites fosters participation and community building (Sharp, 2001; Tchokogue, 2001; Ind & Riondino, 2001) in ways that attract and retain students (Breland, 2002). The purpose of this study is to develop a set of best practices (Camp, 1989; Pryor, 1989) for use by executive education providers in the design of e-commerce websites. According to Whyte, e-commerce is a general term for any type of business, or commercial transaction, that involves the transfer of information across the Internet (http://ecommerce.about.com/cs/faqstutorials/a/aa021502_p.htm). The specific context for the study, executive education, consists of non-degree short courses (Reyes, 2004) of two types: open enrollment (open to qualifying individuals in educational management) (Bradshaw, 2002) and custom programs (designed for a specific company) (Merritt, 2003). Executive education programs are delivered by business schools and several private and nonprofit companies (UNICON; Reingold, 1999), typically to mid-career managers (Schneider, 2001). The overarching method of study is literature review (Leedy, 2001). Literature is collected in the following three areas: e-commerce website communications; website user behaviors; and best practices (in particular, e-commerce best practices). There are three primary stages to data analysis in this study. While executive education providers are currently developing websites to attract participants to their openenrollment programs (Bendersky, 2001; Reyes, 2004; Bradshaw, 2002; UNICON;

Curtis - 7 Reingold, 1999; Schneider, 2001), to date there is no available research that correlates ecommerce website best practices to the design of these websites. In the first stage of data analysis, through use of the constant comparative method (Dye, 2000; Glaser & Strauss, 1967; Hong, 2002; Merriam, 1988) selected literature in the area of e-commerce website communications (Rosenfeld & Morville, 2002; Ind & Riondino, 2001) is examined in order to identify emergent e-commerce website communication elements (Ind & Riondino, 2001). Elements are presented in Table 1: A list of emergent e-commerce communication elementsAlpha order, Table 2: A list of emergent e-commerce communication elementsFrequency order, and Table 3: Index of emergent e-commerce communication elements. Sharp (2001) identifies desired behavioral response to websites in general, unique to the website mode of communication. She defines these behaviors in terms of six positive response actions by a website user, including: time on the website, downloading content, forwarding content to another user, requesting information, purchasing an item and returning to the website (Sharp, 2001). In the second stage, this list of website positive response actions from Sharp is used as an apriori set of categories, aligned with the emergent list of e-commerce communication elements identified in stage one. The alignment is presented in Table 4: A list of emergent e-commerce communication elements aligned with Sharps six positive response categories, and Table 5: Index of emergent e-commerce communication elements aligned by category. In the third stage of data analysis, the information in Table 4 is further analyzed in order to frame the final outcome of the study, i.e., a set of best e-commerce practices for use by website designers in the field of executive education. Best practices are defined

Curtis - 8 here as those documented strategies and tactics that lead to superior performance (Best Practices, LLC; Camp, 1989; Pryor, 1989). The Stage 3 outcomes appear as Table 6: Index of emergent e-commerce communication elements applicable to executive education by category and Appendix B: E-commerce website design best practices applicable to executive education open-enrollment program registrations.

Curtis - 9

Full Purpose The environment within which executive education providers today are developing websites to attract participants to their open-enrollment programs is worth reviewing (Bendersky 2001; Reyes, 2004; Bradshaw, 2002; UNICON; Reingold, 1999; Schneider, 2001). In its 1999 bi-annual report on executive education, Business Week noted that 1998-99 revenues at the 63 [executive education] providers surveyed by Business Week averaged $11.9 million, up 97% from 1994 (Reingold, 1999, p. 2). Two years later, Business Week reported that as a result of a business downturn and the September 11 terrorist attacks in New York and Washington, executive education enrollments were down and that Michigans revenues had fallen 15% in fiscal year 20002001 (Schneider, 2001). The Financial Times reported that Michigans losses were about average, calling the downturn devastating (Bradshaw, 2002, p. i). By 2003, openenrollment courses began to fill up. However, 42% of Business Weeks 2003 bi-annual study respondents reported that they were sending fewer employees to open-enrollment programs than they did five years earlier (Merritt, 2003). Website development to attract students is not a new phenomenon in academia. Kirk notes the proliferation of college websites and the easily modifiable code of Web pages [that] enables institutions to have interactive relationships with prospective students (p. 19). Trends in College Admission 2000 reported that the most utilized recruitment technology in 2000 is of web-based sites and services (Breland, p. 5). Coincidently, the University of Michigan Business School Executive Education Center

Curtis - 10 launched the first executive education e-commerce enabled website in May 2000, two months after the Trends report was published (Bendersky 2001). To date, there has been no research published that correlates e-commerce website best practices to the design of executive education websites. The purpose of this study is to identify a set of best practices for use by executive education providers in the design of an e-commerce website. The goal is to provide a resource for these website designers that focuses on effective communication of the providers brand message (Ind & Riondino, 2001) by exploiting the webs unique e-commerce communication capabilities as defined by Sharp (2001). Within the larger rubric of literature review as a method (Leedy, 2001), the study is conducted in three stages. Stage one employs constant comparative method (Dye, 2000; Glaser & Strauss, 1967; Hong, 2002; Merriam, 1988), to identify emergent ecommerce website communication elements (Ind & Riondino, 2001). Literature reviewed includes books, articles, studies and reports published from 1999 through 2004 in the fields of business, education and information technology. Occasionally, an earlier work is used to provide historical context. Academic, association, and business websites (company, association and not-for profit) are also reviewed. The areas of focus include: executive education, website users, web strategy, web branding, e-commerce, and website best practices. Whenever possible, preference is given to sources that focus on strategic stakeholder communication (Sharp, 2001). According to Sharp, a website based upon at least one conscious measurable objective, applicable to its very existence (2001, p. 5) is a website created for the purpose of strategic communication with stakeholders (2001). The resulting list of e-commerce website communication elements

Curtis - 11 are presented in Table 1: A list of emergent e-commerce communication elementsAlpha order, Table 2: A list of emergent e-commerce communication elementsFrequency order, and Table 3: Index of emergent e-commerce communication elements. Stage 2 two of the data analysis process aligns the list of e-commerce website communication elements that emerged through analysis in Stage one, with a list of six desired behavioral responses to websites (or positive response actions), defined by Sharp (2001). In particular, Sharps list of six positive response actions is used as an apriori set of categories within which to frame the e-commerce website communication elements, that emerged in stage one. The alignment is presented in Table 4: A list of emergent ecommerce communication elements aligned with Sharps six positive response categories, and Table 5: Index of emergent e-commerce communication elements aligned by category. The goal of this alignment is to demonstrate a correlation of e-commerce website communications elements with the theoretical approach to desired response actions unique to web communications proposed by Sharpi.e., those that Sharp defines as strategic stakeholder communication elements (2001). In Stage three of data analysis, the data is furthered analyzed to identify a set of best e-commerce practices for use by website designers in the field of executive education. The Stage 3 outcomes appear as Table 6: Index of emergent e-commerce communication elements applicable to executive education by category and Appendix B: E-commerce website design best practices applicable to executive education openenrollment program registrations. Best practices are framed from the perspective of primary and secondary research such as benchmarking studies and best practices cited in

Curtis - 12 expert sources. By incorporating these best practices in their website designs, this researcher intends that executive education providers will be able to more effectively exploit the webs unique communication capabilities, resulting in increased registrations for open program enrollments and thus, superior performance.

Limitations The resources provided in this study with few exceptions were published between 1999 and 2004. This period covers the rapid changes in Internet technology and usage that shape todays website design practices. This time frame excludes most older research and practices that over time have been replaced by more current design practices. Material was selected from academic, professional, and association literature and websites. Academic material provided practical and theoretical context for the study. In particular, it provided focused areas of study relevant to the topic. Because academic material incorporates use of a rigorous research design, this material may have validity and credibility that may not be found in other sources. Professional and association literature and websites were reviewed to provide the practitioners view of website branding and e-commerce. Some academic sites, such as the Center for eBusiness @ MIT, and commercial sites, such as Best Practices, LLC, conduct research on behalf of companies and make these studies available to other researchers and practitioners. This combination of sources was essential for gleaning best practices. These sources were supplemented with business news magazines and newspaper annual and bi-annual special reports providing coverage of executive education. Research focused on several areas related to the web: strategy, branding, e-commerce, and best practices, in particular, e-

Curtis - 13 commerce best practices. Databases searched for this study included: About.com, All Things Web, Center for eBusiness @ MIT, BestPracticeDatabase.com, the Direct Marketing Associations the-dma.org, MarketingProfs.com, Marketingsherpa.com, Project 2000 (ecommerce.vanderbilt.edu), LexisNexis Academic, The E-Business Research Center (www.cio.com), EBSCO Host Research Database, Boxes and Arrows, ProQuest, and Wilsonweb.com. There is no available research that correlates e-commerce website best practices to the design of executive education websites. However, Sharps six positive response actions (2001) were chosen as the focus for the second stage of this study because they incorporate behavioral theories and models associated with communication management while attempting to create a generic, theoretical approach to desired response actions unique to web communications. Best practices analyzed in this study were limited to strategies and tactics based on primary or secondary research such as benchmarking studies (Best Practices, LLC. http://www3.best-in-class.com/). Best practices cited in expert sources were also included. Expert sources include industry practitioners such as Verisign.com and Best Practices, LLC. Although this study results in a set of best practices for use by website designers in the field of executive education, it does not differentiate on the basis of website experience, available resources, and need. The International Quality Study conducted by Ernst and Young and the American Quality Foundation in 1992 noted that organizations advance in stages along a learning curve (Otis, 1992, p. 3) and concluded that trying to implement best practices depends on the current level of performance of the organization

Curtis - 14 (Otis, 1992; Evans & Lindsay, 1996). According to the study, implementing all the best practices can actually hurt, wasting time and money on the wrong things (Evans & Lindsay, 1996, p. 534). The data was gathered and examined using the constant comparative method of analysis developed by Glaser and Strauss (1967) as a procedure for continually comparing newly gathered data with previously collected data in order to develop categories. Constant comparative method is best suited for this inductive, conceptbuilding process of qualitative research (Dye, 2000; Glaser & Strauss, 1967; Hong, 2002; Merriam, 1988). E-commerce website best practices were screened to eliminate non-strategic stakeholder communication practices; those practices that do not have measurable objectives (Sharp, 2001). Sharp identifies three categories of websites based on the websites purpose: individual communication; strategic stakeholder communication (at least one conscious measurable objective); and non-strategic stakeholder communication (no measurable objectives defined) (2001). The strategic stakeholder concept is useful in screening for e-commerce website practices that can be measured and eliminating nonstrategic practices; those practices that do not have measurable objectives. Several areas were not explored but could be logical extensions of this study. Chief among these is the area of integrated marketing strategy, including the concept of branding. Most authors agree that the website is an integral part of the marketing mix and closely associated with email marketing (DMA, 2000). Privacy issues, although an integral part of any website and related marketing activity, were also not specifically included. Use of web gathered intelligence such as in product development (Urban &

Curtis - 15 Hauser, 2003) was also excluded. Online payment best practices were excluded since most payment transactions for executive education programs are handled through billing the registrants organization. Finally, the abundant research on website promotion was not included in the study. These topics were excluded because they do not directly affect a positive response action by an executive education website user. Technological changes on the World Wide Web are evolving. Some of the research reviewed for this study as well as some of the conclusions and recommendations in the study may soon become obsolete. Interactivity and collaborative relationships over the web in particular are fast-evolving phenomena (London, 2002). Anyone implementing an executive education website would be well served to listen to their customers in the design, implementation, and evaluation of their website (Bitran, 2004; Urban & Hauser, 2003) in addition to attending to the best practices presented in this study.

Problem Area This study was conducted based upon the assumption that executive education web designers can identify and apply best practices to help their organizations identify and meet website communication objectives that result in open enrollment program registrations. Executive education providers are operating in an increasingly competitive environment (Schofield, 2002) at a time when the growth of open enrollment program revenue is slow relative to the growth in revenue from custom programs (Emerging Trends, 2002; Merritt, 2003; Mittelstaedt & Peirce, 2002). Executive education programs in 2002-2003 generated $662 million in revenue (Merritt, 2003). About 57% of this

Curtis - 16 revenue came from open enrollment programs (Brickers, 2002). In recent years, the percentage of revenue generated from open enrollment programs has declined while the percent of revenue attributed to custom programs has increased (Bradshaw, 2002). This trend is expected to continue (Merritt, 2003). Faced with this reality, executive education providers are developing websites to attract participants to their open enrollment programs (Bendersky, 2001; Reyes, 2004; Bradshaw, 2002; UNICON; Reingold, 1999; Schneider, 2001) and with good reason. Registrations for open-enrollment programs through websites are increasing (Bendersky, 2001). At the University of Michigan Business School Executive Education Center, online registrations grew from less then 7% of total registrations in 1999 to over 30% by late 2001 (Bendersky, 2001) and climbed to over 40% in early 2003. A growing reliance on the Internet to attract open enrollment participants is consistent with the overall trend in higher education of reliance on the Internet to attract students (Breland, 2002; Kirp, 2003). The increasing use of the web by prospective executive education participants and their organizations as a means of identifying programs helps drive the need for effective executive education websites (Bendersky, 2001; Creative Strategies. 2003; Emerging Trends, 2002). According to Sharp, a website based upon at least one conscious measurable objective, applicable to its very existence (2001, p. 5) is a website created for the purpose of strategic communication with stakeholders (2001). Because these executive education websites attract open enrollment participants (a measurable objective), strategic stakeholder communication is central to an executive education website.

Curtis - 17 A website is an important part of brand management (Ind & Riondino, 2001). In executive education, the brand may be defined as the promise to deliver functional and management programs that help executives address the issues they face every day in creating value for their organizations (Brickers, 2002; Darden; Harvard; Stanford). A website has unique capabilities to deliver this brand message. It is both a distribution and a communications channel (Cuneo, 1996; Ind & Riondino, 2001). These capabilities allow relationship building and collaboration between the organization and the customer (Ind & Riondino, 2001). Prahalad goes as far as to say that close, collaborative relationships with customers now possible because of the Internet will be the next core competence (London, 2002). The importance of a users web experience cannot be overemphasized. The users experience either enhances a brands reputation or diminishes it (McGovern, 2003; Zyska, 2000). No matter how beautiful your web site, if customers cant find what they need, your brand loses value in their eyes (Rosenfeld & Morville, 2002, p. 12). In a recent UNICON study, the executive education providers reputation for delivering on the brand promise is cited as the most critical factor in [the participants] choice of a school or program (Sloan, p. 8). For executive education providers, websites provide an opportunity to communicate with prospects and customers, build relationships, and generate online enrollments for open enrollment programs (Bendersky, 2001). However, to date there is no available research that correlates e-commerce website best practices to the design of executive education websites. The intent of this study is to create a resource which would extend the knowledge of web designers of e-commerce website communication practices. Specifically, this study provides web designers with a set of best practices in building an

Curtis - 18 e-commerce website that will effectively exploit the webs unique communication capabilities in measurable ways, resulting in increased open enrollment program registrations.

Curtis - 19 CHAPTER II Method This study applied qualitative research methods through a systematic review of the literature in the following three areas: e-commerce website communications; website user behaviors; and website design best practices (in particular, e-commerce best practices). Use of the constant comparative method as described by Dye (2000), Glaser & Strauss (1967), Hong (2002), and Merriam (1988), was employed to identify emergent ecommerce website communication elements that helped guide the research. The constant comparative method was developed by Glaser and Strauss (1967) as a procedure for continually comparing newly gathered data with previously collected data in order to develop categories (http://www.bath.as.uk/dacs/gold/glossory.htm/#N1810) as the means of developing grounded theory (Merriam, 1998 as cited in Hong, 2002). And while this research falls short of developing new theory, constant comparative method is best suited for the first stage of data analysis in this inductive, concept-building process of qualitative research (Creswell, 1994; Merriam, 1998 as cited in Hong, 2002). Data Collection The overall literature review search strategy employed was designed to generate a set of e-commerce website design best practices for communication elements that exploit the unique interactive communication characteristics of websiteselements as defined by Sharp (2001), that offer strategic interactions with stakeholders. The intent is that this set of best practices can then be used to frame an overall brand management strategy of an executive education provider (Ind & Riondino, 2001; Rosenfeld & Morville, 2002; Reyes, 2004).

Curtis - 20 Specific focus was on literature describing the design, function, and metrics associated with e-commerce websites, and, in particular, e-commerce website communications elements. The literature search was conducted using both library and Internet sources focusing on identifying and reviewing current academic and practitioner research on e-commerce websites. This search was limited to those sources that included a discussion of website elements that add value and the relationship between an organizations brand and its website. The literature search focused on identification of materials providing three views of the topic: 1. The relationship between an organizations brand strategy and its website. 2. The elements of a website that add value with an emphasis on interactive communication elements. 3. E-commerce website best practices. The initial search for literature yielded two important studies that provided the theoretical underpinnings for this study. The first source, Ind & Riondino (2001), provides an understanding of the impact of the web on e-commerce, arguing that companies need to make the most of the mediums potential as a distribution and a communications channel that facilitates interaction, community building, openness and comparability (p. 18). This information provides the general understanding used to guide the search for emergent elements related to e-commerce communications (see Table 1). In the second work, Sharp (2001) identifies six desired behavioral responses to website communication elements (see the Data Analysis section of this Method description for a full listing of the six responses). Sharps six desired behaviors are used

Curtis - 21 as an apriori set of categories within which a list of emergent e-commerce communication elements is aligned (see Table 2). Several individuals and organizations provide already compiled resources that were useful in this study. Harrington (1999), although somewhat dated, provides a list of websites, discussion lists and news groups, government and industry organizations, news and statistics/trends, and technology sites, many of which are still functioning. Fichter (2002) provides an up-to-date, if limited, list of websites that feature usability checklists including checklists for e-commerce sites. The Best Practices database provides reports, report summaries and examples of best practices for e-commerce websites. The resources located in this initial search were used to identify search terms for additional searching. Using these terms, resources were identified that were more narrowly focused and relevant to the study. Most of the material for this study was obtained via the Internet through search of online sources and library databases. Research was conducted at the University of Michigans Kresge Business Administration and Harlan Hatcher Graduate Libraries, and the University of Oregons online library. Indexes accessed through the University of Michigan and University of Oregon libraries included: Academic Index/LexisNexis Academic Academic Search Premiere EBSCOhost ProQuest

Databases searched through the Internet included: About.com

Curtis - 22 All Things Web Boxes and Arrows Center for eBusiness @ MIT BestPracticeDatabase.com Direct Marketing Association MarketingProfs.com Marketingsherpa.com Project 2000 (ecommerce.vanderbilt.edu) Small Business Pipeline TechWeb: The Business Technology Network. The E-Business Research Center (www.cio.com) Wilsonweb.com

Articles, books, databases, reports, and white papers were identified through this search process. Each of the resources was reviewed for relevance to the study. The following criteria were used to select or reject material: 1. The material provided a framework for the topic and sub-topics of the study: the relationship between an organizations brand strategy and its website, the elements of an e-commerce website that add value with an emphasis on interactive and strategic stakeholder communication elements, and/or ecommerce best practices. 2. The resource was cited in other sources as being relevant to the study. 3. The resource directly related to the topic and sub-topics of the study.

Curtis - 23 4. The publication date was between 1999 and 2004, unless it provided historical context or contained standard definitions of practices and terms in current use. Keywords used in this search included: Benchmarking, best practices, brand, business education, e-business, e-commerce, e-commerce website, e-marketing, executive education, interactive e-commerce, interactive registration, Internet branding, Internet communications, Internet marketing, online communications, online communities, online feedback, online marketing, website benchmarking, website best practices, web branding, website design, web measurement, website metrics, web personalization. Data Analysis The literature gathered for Stage one of the data analysis focused on literature describing the design, function, and metrics associated with e-commerce websites and, in particular, e-commerce website communications elements (Ind & Riondino, 2001). Ecommerce website communication elements used to guide the reading and identification of emergent elements are generally defined as strategic stakeholder communications (Sharp, 2001, p. 5). An open coding procedure (Glaser, 1967) is employed to identify specific terms and phrases that emerged in relation to the general concepts of ecommerce website communications. E-commerce website communication elements used to guide the reading and identification of emergent elements are generally articulated as website concepts and designs that facilitate conveyance of messages, interaction, community building, openness and comparability (Ind & Riondino, 2001; Sharp 2001). The outcome in presented in Table 1: A list of emergent e-commerce communication elementsAlpha order, Table 2: A list of emergent e-commerce communication

Curtis - 24 elementsFrequency order, and Table 3: Index of emergent e-commerce communication elements. In Stage two of the data analysis, Sharps (2001) six positive response actions are used as a framework within which the emergent list of communications elements is aligned. The goal of this alignment is to provide a way of organizing the data so that the researcher can see how these elements relate to or result in the positive response action. In addition, based on the definition provided by Sharp (2001), elements that align positively with one or more of these six desired behavioral responses may also be described as strategic. Sharp (2001) defines six desired behavioral responses (positive response action) to websites in general, and that are unique to the website mode of communication (2001). Sharp defines positive response action as one or more of six website visitor positive outputs: 1. Remain at the website for more than a defined, minimum optimum period of time. The definition of minimum time will vary according to the nature of the website and the objectives upon which it was created 2. Download one or more units of content from the website. In this instance, the visitor was satisfied enough to want to secure and/or retain . . . units of content, for personal or organizational reasons and/satisfaction and future usage (including offline). A unit of content may include one or more of: text, graphic, photographic, animation, video clip, sound bite. The unit of content may be static or interactive

Curtis - 25 3. Forward/transmit one or more units of content to another person(s). The process of transmission could be electronic, verbal or via print mode 4. Subscribe to/from an ongoing association with the website. This may include a request for further information, a one-off transaction, or subscription to an ongoing unit of content 5. Purchase an item on offer at the website. An item may be an idea, a unit of content, or a product or service 6. Return to the website at a later stage in time. The definition of regular would need to be refined per individual website, according to respective organizational objectives (2001, p. 3). The alignment is presented in Table 4: A list of emergent e-commerce communication elements aligned with Sharps six positive response categories, and Table 5: Index of emergent e-commerce communication elements aligned by category. In Stage three of the data analysis, the data presented in Table 4 is further analyzed to identify a set of best e-commerce practices for use by website designers in the field of executive education. Best practices are defined here as those documented interactive and strategic strategies and tactics that lead to superior performance (Best Practices, LLC; Camp, 1989; Pryor, 1989). Designation of a best practice focuses on strategies and tactics that result in observable and measurable positive response actions (Jackson, 2004; Sharp, 2001; Saunders, 2004). The Stage three data analysis focuses on those best practices that result in observable and measurable positive response actions specific to executive education; those outcomes likely to result in open enrollment program registration and customer retention. The Stage 3 outcomes appear as Table 6:

Curtis - 26 Index of emergent e-commerce communication elements applicable to executive education by category and Appendix B: E-commerce website design best practices applicable to executive education open-enrollment program registrations. Data Presentation The outcomes of the study are presented in Chapter IV Analysis of Data. The Stage one data analysis results are presented in Table 1: A list of emergent ecommerce communication elementsAlpha order, Table 2: A list of emergent ecommerce communication elementsFrequency order, and Table 3: Index of emergent e-commerce communication elements. Table 4: A list of emergent e-commerce communication elements aligned with Sharps six positive response categories, and Table 5: Index of emergent e-commerce communication elements aligned by category present the alignment of the e-commerce communication elements, framed within the categories of desired behavior response identified by Sharp (2001). Finally, there are two Stage three outcomes: Table 6: Index of emergent e-commerce communication elements applicable to executive education by category and Appendix B: E-commerce website design best practices applicable to executive education open-enrollment program registrations. By incorporating these best practices in their website designs, this researcher intends that executive education providers will be able to more effectively exploit the webs unique interactive and strategic communication capabilities, resulting in increased open program enrollments and thus, superior performance. The resulting set of best practices would be used in establishing website communication goals, as criteria in creating a base case for an existing website, benchmarking a competitors site, and/or

Curtis - 27 before-and-after benchmarking. The array of the best practices into categories lends itself to all four uses. By focusing on best practices, the designer will have standards against which possible web features can be measured. In competitor benchmarking, use of the best practices minimizes the risk of incorporating bad ideas found on a competitors web site (Rosenfeld & Morville, 2002). In addition, the annotated list of key references provided in Chapter IV Review of References, Appendix B: Reference Summaries and the extensive bibliography that supports this paper can be viewed as additional outcomes that may also be useful to web designers in locating resources to support their web design activities.

Curtis - 28

CHAPTER III Review of References The Review of References provides an annotated description of the key resources used in this study. The references are presented as an alphabetized listing of the key references used to provide context for the study, its content, and the methodology employed. The references presented in each of these sections appear in alphabetical order by authors last name. Each reference presents (1) the relevance of the reference to this study, (2) the sections of the study where the reference was used, and (3) the criteria used to select the reference.

Bendersky, R., Barnett, M., Curtis, W. Website strategy. (2001, December). Presented at the 2001 UNICON Fall Conference, Boston University School of Management, Boston, MA. This presentation at the 2001 UNICON Fall Conference described the strategic process, implementation issues, and key lessons learned in making the transition from an old website to a new e-commerce website at the University of Michigan Business School Executive Education Center. This researcher was the executive sponsor of the Executive Education Centers website transition project. The presentation was used to help frame the Purpose of this paper and was particularly useful in framing the Problem Area, describing the environmental and historical context for the study and the use of an ecommerce website in attracting participants to executive education open-enrollment programs. At the time of this presentation, each of the presenters was in a senior

Curtis - 29 management position. Each has many years experience in the field of executive education. Bendersky is recognized as one of the most knowledgeable practitioners in the field. He is one of the founders of UNICON and served as the organizations chair in 2003-2004.

Best Practices, LLC. http://www3.best-in-class.com/. The Best Practices database provided a useful definition of best practice (as integrated in this paper) and an important source of e-commerce best practices benchmarking studies. The site was used to help delimit inclusion of material for analysis as well as provide content for analysis in the area of e-marketing. The material available on this site resulted from research conducted on behalf of companies and conclusions are supported by mini-cases.

Bradshaw, D. (2002, May 28). US finds the going tough as Europe thrives. [Financial Times survey: Business education]. Financial Times, iviii. Bradshaw is one of several sources that focus on the executive education industry. Bradshaw was useful in providing an historical context for executive education, trending information, and in defining open enrollment programs. The material was of particular help in developing the Problem Area. Throughout this researchers association with the Michigan Business School, Bradshaw has been the primary author of the Financial Times annual survey of business education. She is recognized as an industry expert.

Breland, H. et al (2002, March). Summary report: Trends in college admission 2000, sponsored by ACT, Inc., the Association for Institutional Research, the College Board, the Educational Testing Service, and the National Association of College

Curtis - 30 Admission Counseling, [On-line]. Retrieved April 14, 2004, from http://www.airweb.org/images/trendsummary.pdf. The Breland report presents the results of admissions surveys conducted by the College Board and other major education associations between 1979 and 2000, identifying current recruitment practices and trends in institutions of higher learning. The report documents the increased use of web-based sites and services in recruitment, a trend cited in Kirp (2003) and elsewhere as a significant trend throughout higher education including executive education. Brelands report helped provide the broader higher education web use context for the study. In particular, Brelands trend information and observations on the increased use of the web for recruitment supported development of the Purpose and Problem areas.

Brickers International Directory, 2002 (33rd ed.). Lawrenceville: Peterson Publishing. The Brickers Directory provides an annual snapshot of the executive education industry. Brickers reports information provided by executive education providers including program offerings, pricing, number of participants, revenues and other data. Brickers reports market share summaries and various comparisons such as program offering types. Brickers is used by executive education providers for competitive analyses, trending information, and benchmarking. In this paper, Brickers data supports the description of the scope of the executive education industry including revenues derived from open-enrollment programs, used in defining the Problem Area.

Dye, J., et al (2000, January). Constant comparison method: A kaleidoscope of data. The Qualitative Report , 4. [On-line serial]. Retrieved April 21, 2004 from: http://www.nova.edu/ssss/QR/QR4-1/dye.html.

Curtis - 31

Jane Dye and her colleagues utilize a kaleidoscope metaphor to make a connection between reading about a qualitative research and the hands-on application of qualitative research (Introduction). The authors describe and use the constant comparison method in their data analysis and use the metaphor of a kaleidoscope to guide them through the analysis. When this researcher applies the kaleidoscope metaphor to this project, the loose bits of colored glass represent the data bits, the two plain mirrors represent the categories, and the two flat plates represent the overarching category that informed their analysis (p. 3). The most useful part of the article is the concrete description of the constant comparison method, especially the section dealing with inductive analysis. The authors cite Pattens (1990) meaning of inductive analysis, that patterns, themes, and categories of analysis emerge out of the data rather than being imposed on them prior to data collection and analysis (as cited in Dye, p. 3). In determining research methods, the kaleidoscope metaphor aided this researcher in conceptualizing a way to look beyond the apriori categories (Sharp, 2001) used in Stage 2 of this study. Dye and her colleagues created this paper while completing their doctoral studies at Nova Southeastern University.

Evans, J., & Lindsay, W. (1996). The Management and Control of Quality (3rd ed.). Minneapolis/St. Paul: West Publishing Company. Evans & Lindsay provide a useful definition of benchmarking and discussion of the benchmarking process that are central to the stage three data analysis of the study. Camp (1989) and Pryor (1989) are both cited in Evans & Lindsay. James Evans is a

Curtis - 32 faculty at the University of Cincinnati and William Lindsay is at Northern Kentucky University. This book is used as a core text in quality courses.

Glaser, B. & Strauss, A. (1967). The discovery of grounded theory: Strategies for qualitative research. Chicago: Aldine Publishing Company. [On-line summary]. Retrieved April 21, 2004 from http://faculty.babson.edu/krollag/org_site/craft_articles/glaser_strauss.html. This summary of Glaser & Strauss was provided by faculty members at Babson College. (Coincidently, Babsons School of Executive Education is a highly regarded executive education provider.) Glaser and Strauss coined the term grounded theory arguing that inductive analysis from the experimental data should guide the development of theory. This summary provides a description of the constant comparative method of qualitative analysis that was used in the Methods section of this study.

Harrington, D. (1999, October). Electronic commerce: the technological transformation of business. College & Research Libraries News. [On-line]. Retrieved March 16, 2002 from http://www.ala.org/acrl/resorct99.html. Harrington provides a dated but useful annotated listing of online electronic commerce websites. The citations are listed under several categories including: getting started, academic research centers, newsgroups, government and industry organizations, news, statistics/trends, and technology. Several of these websites such as Project 2000 (http://ecommerce.vanderbilt.edu) and W3C World Wide Web Consortium (http://www.w3.org) were used in data gathering for use in the content analysis. Harrington is a business reference librarian at West Campus Library, Texas A&M University.

Curtis - 33 Ind, N. & Riondino, M. (2001, September). Branding on the web: a real revolution? Journal of Brand Management 9, (1), 8-19. Ind & Riondino write one of the two core documents employed in this study, the other being by Sharp (2001). The authors present a thorough case for an updated model of brand management based on their study of the effects of the Internet on branding practices. From their analysis, they draw conclusions as to the way in which branding practice and theory are affected by the Internet. They go on to suggest an updated model of brand management. The authors conclude that companies need to make the most of the mediums potential as a distribution and a communications channel that facilitates interaction, community building, openness and comparability (p. 18). This concept from Ind & Riondino was used in developing the Purpose and provides the general understanding used to guide the search for emergent elements related to e-commerce communications. Ind, head of the consultancy team at FutureBrands office in Stockholm and author of six books on branding, teamed with Riondino, a consultant for Accentures Italian office to conduct a series of qualitative interviews with companies in Italy and the UK to determine differences in corporate attitudes to the Web.

International University Consortium for Executive Education (UNICON). http://www.uniconexed.org. Founded in 1972 as an association of executive education program directors, UNICON has evolved from an informal common-interest group to an incorporated nonprofit organization committed to advance the field of university-sponsored executive education. Various material resulting from UNICON activities inform this study

Curtis - 34 including conference proceedings, such as Bendersky (2201), Creative strategies in marketing executive education programs (2003), and UNICON sponsored studies such as The Contribution of University-based Executive to Corporate Talent Management Results (Sloan, 2001). This material was used in describing the executive education industry in the Purpose and identifying trends and issues relative to the industry and in particular executive education websites in the Problem section. UNICON material was used in developing the Purpose and Problem Area. Leedy, P. D., & Ormrod, J. E. (2001). Practical research: Planning and design (7th ed.). Upper Saddle River NJ: Merrill Prentice Hall. This book presented a broader perspective of research methodologies, including both qualitative and quantitative research methods. Leedys concrete examples of research processes were helpful. In particular, this researcher found Chapter 4, Review of the Related Literature, useful in conducting and recording the results of a literature review.

MarketingProfs Today. http://marketingprofs.com. Founded in June 2000, MarketingProfs.com is an online publishing company specializing in providing both strategic and tactical marketing know-how to Internet and offline marketing professionals through a combination of articles and commentary. Started in January 2001, the MarketingProfs newsletter (MarketingProfs Today) provides readers with updates on new articles, tutorials, perspectives, features, and tools that become available on their web site. MarketingProfs Today draws content from analysts, marketing professionals, and professors. Articles retrieved from MarketingProfs Today

Curtis - 35 for use in this paper include: Hampton (2004), Jackson (2004), four articles by McGovern, two by Reynolds, and Sterne (2004). This material was an important source of best practices. MarketingProfs Today is endorsed by the Harvard Business School Working Knowledge Site and Entrepreneur's Start-Ups Magazine. MarketingSherpa. http://www.marketingsherpa.net. MarketingSherpa, Inc. is a media company publishing case studies, results data, and best practices for marketing, advertising, and public relations professionals. Staff reporters and editors interview marketing professionals and then share their tactics, advice, and results data in their newsletters and special reports. All of the articles are written exclusively for MarketingSherpa. Articles and reports used in this study from MarketingSherpa include: Interactive registration form gets 300% more completions than regular sales lead forms (2004), Landing page redesign helps search marketing campaign convert 139% more consumers into sales leads (2004), and Latzman (2004). This material was an important source of best practices. MarketingSherpa is endorsed by the Harvard Business School Working Knowledge Site. Merritt, J. (2003, October 20). The education edge. Business Week Online [On-line]. Retrieved April 4, 2004. http://www.businessweek.com/magazine/content/03_42/b3854701.htm. Merritt is one of several sources that focus on the executive education industry. Merritt was useful in providing an historical context for executive education, industry data and trending information, in defining custom programs, and of particular help in developing the Problem Area. Merritt has been the primary author of the Business Week

Curtis - 36 bi-annual survey of executive education since 2001. She is recognized as an industry expert.

E-commerce user experience: 207 guidelines for e-commerce sites (2004). Nielsen Norman Group Report Series, [On-line]. Retrieved May 5, 2004, from http://www.nngroup.com/reports/ecommerce. Nielson, J. (2000). Designing Web Usability. Indianapolis: New Riders Publishing. Nielson, J. (2002). Homepage Usability: 50 Websites Deconstructed. Indianapolis: New Riders Publishing. Useit.com: Jakob Nielsens Website. www.useit.com. The following biography of Nielsen appears on his website, useit.com: Jakob Nielsen, Ph.D., is a User Advocate and principal of the Nielsen Norman Group which he co-founded with Dr. Donald A. Norman (former VP of research at Apple Computer). Until 1998 he was a Sun Microsystems Distinguished Engineer. Nielsen founded the "discount usability engineering" movement for fast and cheap improvements of user interfaces and has invented several usability methods, including heuristic evaluation. He holds 73 United States patents, mainly on ways of making the Internet easier to use. Nielsen is cited by many authorities for his work in web design. Several of his works are used in identifying e-commerce website best practices in this paper.

Reyes, N. (2004, March 31). Special report: Executive education and MBA schools (industry report). Business World. 33ff. Reyes provides a succinct and readable overview of the purpose of, audience for, and definition of executive education. Reyes article is based on interviews with Philippine executives and educators. This article is the best description of executive

Curtis - 37 education this researcher has come across. As such, it is used to provide the definition of executive education used in this paper. It is also used to support the Problem area in terms of framing the competitive environment for executive education.

Rosenfeld, L., Morville, P. (2002). Information architecture for the world wide web. Sebastopol: OReilly & Associates. This book, the core text of the AIM Information Architecture course (AIM607SUM03), was useful in several areas of the study. The authors discussion of information architecture as it relates to costs, value, and brand strategy was helpful in framing the Purpose. The section on benchmarkingin particular before-and-after benchmarkingwas particularly useful in applying benchmarking principles to information architecture in the Problem Area of this study, and as a discussion important in framing the Data Presentation.

Schneider, M., Hindo, B. (2001, October 15). A mid-career boost. Business Week. Retrieved November 11, 2002, from http://0proquest.umi.com.lib.bus.umich.edu/pqdweb?Did=0000000084169515&Fmt=3& De. Schneider & Hindo provide another of the several sources that focus on the executive education industry. The Schneider & Hindo article was useful in providing an historical context for executive education, industry data and trending information, and of particular help in developing the Problem Area. Schneider was Merritts (2003) predecessor at Business Week responsible for the bi-annual survey of executive education. She is recognized as an industry expert.

Curtis - 38 Sharp, L. (2001, September). Positive response action: The ultimate goal of website communication. Journal of Communication Management, 6, 1, 41-52. Sharp provides one of the two core documents employed in this study, the other being Ind & Riondino (2001). In this article, Sharp defines six positive response actions that a website should elicit from a website visitor that exploit the webs unique ecommerce communication capabilities. In this study, Sharps list is used as an apriori set of categories to align the emergent list of e-commerce communication elements. Sharps definition of a strategic stakeholder communications provided an important delimiter to the review of interactive communication elements. At the time this article was written, Sharp was a lecturer in public relations at Deakin University, Australia. She had been in public relations for over 15 years including positions as senior consultant for HOLT Public Relations (now Turnbull Porter Novelli, Melbourne). The Journal of Communication Management is a peer reviewed journal.

Curtis - 39 CHAPTER IV Analysis of Data This chapter describes the results of the review of literature, using content analysisin particular, constant comparative method as described by Dye (2000), Glaser & Strauss (1967), Hong (2002), and Merriam (1988). As described in Chapter II, Method, of this study, an open coding procedure was employed to identify specific terms and phrases that emerged in relation to the general concepts of e-commerce website communications. Each of the references chosen for coding presented specific terms and phrases related to e-commerce website communications. The 47 references are listed in alphabetical order in Appendix A: Sources for Data Analysis. In Stage One of the data analysis, an open coding procedure (Glaser, 1967) was employed to identify specific terms and phrases that emerged in relation to the general concepts of e-commerce website communications. Personal Knowbase software was used in this process in the following manner. A summary of each reference was created and added to a Personal Knowbase database. The summaries are presented in Appendix A: Reference Summaries. Next, specific terms and phrases derived from the references were associated with each summary. The Personal Knowbase database software provided linkage between terms and phrases and appropriate reference summaries. The initial list of 107 terms and phrases or e-commerce communication elements (elements) was reviewed and redundant terms consolidated into a list of 99 elements. Each of the elements identified as candidates for consolidation were checked against the

Curtis - 40 reference summaries to avoid eliminating unique terms. The outcome is presented in Table 1: A list of emergent e-commerce communication elementsAlpha order. Elements in Table 1 are arranged in descending alphabetic order. This Table also displays the number of references in which a term or phrase occurs. Table 2: A list of emergent ecommerce communication elementsFrequency order, displays the number of references with which each element is associated, in descending frequency order. Table 3: Index of emergent e-commerce communication elements, provides an alphabetized index of the e-commerce communication elements, and (when possible) identifies the reference summary with which each element is associated. In Stage two of the data analysis, Sharps (2001) six positive response actions were used as a framework within which the emergent list of communications elements were aligned. The goal of this alignment was to provide a way of organizing the data so that the researcher can see how these elements relate to positive response actions. Sharp (2001) defined six desired behavioral responses (positive response action) to websites in general, and that are unique to the website mode of communication (2001). Sharp defined positive response action as one or more of six website visitor positive outputs: 1. Remain at the website for more than a defined, minimum optimum period of time. The definition of minimum time will vary according to the nature of the website and the objectives upon which it was created 2. Download one or more units of content from the website. In this instance, the visitor was satisfied enough to want to secure and/or retain . . . units of content, for personal or organizational reasons and/satisfaction and future

Curtis - 41 usage (including offline). A unit of content may include one or more of: text, graphic, photographic, animation, video clip, sound bite. The unit of content may be static or interactive 3. Forward/transmit one or more units of content to another person(s). The process of transmission could be electronic, verbal or via print mode 4. Subscribe to/from an ongoing association with the website. This may include a request for further information, a one-off transaction, or subscription to an ongoing unit of content 5. Purchase an item on offer at the website. An item may be an idea, a unit of content, or a product or service 6. Return to the website at a later stage in time. The definition of regular would need to be refined per individual website, according to respective organizational objectives (2001, p. 3). To implement the alignment of the emergent list of communications elements with the six desired behavior responses, each element assigned to each reference summary was again reviewed and associated with one of the six positive response actions. Through this second review, elements underwent a second consolidation using the same process described in the Stage one analysis above. As a result of this refinement, 59 terms and phrases were associated with reference summaries. The outcome is presented in Table 4: A list of emergent e-commerce communication elements aligned with Sharps six positive response categories. As an additional and unexpected outcome of the Stage two analysis, two related topics emerged: strategic planning and metrics & performance measures. Several

Curtis - 42 strategic planning best practices emerged from the literature that related to planning for the e-commerce communication elements that relate to one of the six desired behavior responses. The topic of metrics & performance measures is included to assist the reader in determining the effectiveness of the suggested best practices. Sharp emphasizes the importance of measurability. As stated by Sharp, the goal of PRA [positive response action] may be seen as quantitative in measurability. Facilitating measurement of website response across all six criteria, every component of the PRA model may be measured with accuracy (p. 3). References related to these two additional topics are included in Table 5, Emergent e-commerce communication elements by category. Both topics are discussed more fully in Chapter V. Conclusions. Table 5: Index of emergent e-commerce communication elements by category presents a list of references arranged by category, and includes the six Sharp categories plus the two additional categories, strategic planning, and metrics and performance measures. In Stage three of the data analysis, the data presented in Tables 4 and 5 was further analyzed to identify a set of best e-commerce practices for use by website designers in the field of executive education. Best practices are defined here as those documented interactive and strategic strategies and tactics that lead to superior performance (Best Practices, LLC; Camp, 1989; Pryor, 1989). Designation of a best practice focuses on strategies and tactics that result in observable and measurable positive response actions (Jackson, 2004; Sharp, 2001; Saunders, 2004). The Stage three data analysis focused on those best practices that result in observable and measurable positive response actions specific to executive education; i.e., those outcomes most likely (according to the selected literature) to result in open enrollment program registration and

Curtis - 43 customer retention. The analysis was conducted by a review of each reference summary. There are two outcomes from the Stage three analysis. The first outcome is a list of references that yielded elements appropriate to executive education. This list is presented in Table 6: Index of emergent e-commerce communication elements applicable to executive education by category. The second outcome of the Stage three analysis is presented in Appendix C: E-commerce website design best practices applicable to executive education open-enrollment program registrations.

Curtis - 44 CHAPTER V Conclusions The purpose of this study was to develop a set of best practices (Camp, 1989; Pryor, 1989) for use by executive education providers in the design of e-commerce websites that result in open enrollment program registrations. The study identified website communication elements and design best practices. The communication elements and best practices that emerged from Stage three of the study are organized by eight categories, Sharps six categories plus the categories that emerged from the Stage two data analysis: strategic planning and metrics & performance measures. The alignment of communication elements with Sharps categories as augmented by this study appears in Table 6: Index of emergent e-commerce communication elements. References were selected for inclusion in this index that in the judgement of this researcher have direct application to executive education; i.e., those outcomes most likely (according to the selected literature) to result in open enrollment program registration and customer retention. A review of these references demonstrates that selection and implementation of any best practice should occur as part of a process that includes: identifying the target audience (Sharp, 2001), understanding the needs of the audience (Ind & Riondino, 2001), alignment of website communication goals with the organizations objectives (Best practices e-sales), and implementation of communication elements whose success is measurable (Sterne, 2004). The references identified in Table 6 were the source of the best practices that emerged as the second outcome of this study. The best practices selected from these references are discussed below and summarized in Appendix B: E-commerce website

Curtis - 45 design best practices applicable to executive education open-enrollment program registrations. The reader will note in Table 4: A list of emergent e-commerce communication elements aligned with Sharps six positive response categories, a considerable overlap in communication elements and to a lesser extent related best practices identified below associated with the four categories: 1. remain on the website, 4. subscribe to/from an ongoing association with the website, 5. purchase an item on offer at the website, and 6. return to the website at a later stage in time. The individual categories provide a means for web designers to focus on the attributes of a communication element that result in the desired response action. The utility of this approach is in measurement of response action. According to Sharp, the goal of PRA [positive response action] may be seen as quantitative in measurability. Facilitating measurement of website response across all six criteria, every component of the PRA model may be measured with accuracy (p. 3). This researcher found few sources that focused on content downloading best practices, the second of Sharps six positive response actions. Similarly, relatively few sources were found that provided best practices related to Sharps third positive response action, forward/transmit one or more units of content of another person(s). The lack of identified resources in both of these areas may suggest a need for additional study. It may also reflect a bias on the part of researchers and practitioners to focus on the results of downloading and transmittal rather than the process and product of these strategic communication activities. In her 2001 paper, Positive response action: The ultimate goal of website communication, Sharp concludes that her study reinforces the universally accepted

Curtis - 46 requirement of accurate audience definition in order to achieve communication success and behavioral response (p. 2). Sharp states that every model, theory and conclusion presented in [the] paper, revolves around this essential requirement of accurate audience definition (p. 2). It is with this starting point in mind that this researcher assembled the following best practices for use by executive education providers for use in designing websites to attract participants to open enrollment programs.

E-commerce website design best practices applicable to executive education openenrollment program registrations 1.0 Remain on the website. In 2003, the tuition for a one-week executive education open-enrollment program ranged from $4,580 to $7,860 (Brickers). For big ticket purchases such as these there is likely extensive research done, often involving multiple online research sessions. . . . The path to conversion is long and the likelihood of conversion taking place offline is high (Hotchkiss, 2003-2004, p. 9). Engaging a visitor to remain on an executive education website to the point of registering is a challenge that may be ameliorated through implementation of the best practices identified in this category. A challenge to academic executive education providers is best practice 1.4 cited by Bowman & Willis (2002), presenting a brand image that distinguishes a provider from its competitors. This is a practice that business schools have demonstrated difficulty in achieving (Creative strategies in marketing executive education programs, 2003). Mass customization (1.8) and personalization (1.9) are employed by some

Curtis - 47 executive education providers. For example, Michigans website has a brochure bag for program shoppers and a sign-in for return visitors who have created a profile in the my executive education area (hfttp://www.execed.bus.umich.edu). Michigan and others have created forms of virtual communities that are accessible to current and past program participants. However, not all sources agreed that personalization is effective. While several sources such Marketing analytics and cross-selling: Personalize your marketing (2001, February 7) and Ricci (2004) encourage personalization, Matthew Berk, a research director at Jupiter Research states that the ROI of personalization is dramatically unproven everywhere weve looked (cited in Surmacz, 2003). Berks study showed that while personalization enhanced the customer experience for 8 percent of respondents, 54% said faster loading pages and 52% said improved navigation would enhance customer experience (cited in Surmacz, 2003). 1.1 Design pages so that page download speed is about 3 seconds but no more than 5 seconds (Bowman & Willis, 2002). 1.2 Keep a consistent look throughout the website (Bowman & Willis, 2002). Standardize templates to present product information in a consistent way (Fostering customer loyalty). 1.3 Make the website easy to use. It should be familiar, organized in a logical way (rational organization), be clear and simple (Bowman & Willis, 2002). 1.4 Create a personality for the website. Smart approaches to branding result in designs that are appropriate and responsible to the original intent of the

Curtis - 48 brand; consistent and coherent identity . . . that distinguishes the company from its competitors (Bowman & Willis, 2002, p. 42). 1.5 Place a message from the leaders of the unit to demonstrate their commitment to using the Internet as a key communication channel (Building corporate branding through the Internet). 1.6 Provide easily searchable product information to allow customer selfsegmentation (drill down options) (E-marketingIncrease per-customer value: Providing greater website customization). Include geographic and use options when appropriate (Fostering customer loyalty). 1.7 Create virtual communities as a way to retain customers on the site longer and encourage return visits (E-marketingIncrease per-customer value: Integrating multiple channels to build brand awareness and drive website traffic). For chat or other discussion features, list actual discussion topics and provide any schedules on the homepage (Nielsen & Tahir, 2002). 1.8 To keep customers on the site, segment customers and personalize messages (through mass customization techniques) to deliver information and marketing messages directly relevant to the customers needs and interests (E-marketingIncrease per-customer value: Providing greater website customization). 1.9 Make personalization (customization) meaningful (Nielsen & Tahir, 2002). Bowman and Willis (2002) define personalization as the functionality that allows your customer to tailor or modify their experience on your Web site (p. 36).

Curtis - 49 1.10 Create interactivity and dialog to personalize executive education:

complete a questionnaire and get personalized feedback (Fostering customer loyalty; Johnson) 2.0 Download one or more units of content from the website. Absent in the literature reviewed for this study was any discussion on the format of downloadable content. Many executive education websites provide brochures and catalogs in PDF format. Not all PDFs are easily viewed on a personal computer screen or printed in usable format at the visitors site. From this researchers personal experience working with executive education websites, content available for download or printing by the visitor should be formatted both for easy viewing and for printing. Software based personal advisors (2.3) aid visitors in the selection process. Urban (2003) provides several examples of software based personal advisors in use at organizations of different sizes as part of a customer advocacy approach to e-commerce. Significant for executive education providers is Urbans conclusion that this form of customer advocacy is appropriate in industries characterized by the following attributes: 1) the products are complex, 2) the products require high customer involvement, 3) customers face a risk of loss if they do not select the right product, 4) many alternative products exist, and 5) larger amounts of information are available (p. 18). 2.1 Map content to topic or focus. Qualify and quantify the search/browse process using keywords, descriptive labeling, and reusable mapping (Procopio, n.d.).

Curtis - 50 2.2 Design navigation improvements to build trust and increase downloads (Urban, 2003). 2.3 Use software based personal advisors (web-based tools also known as online trusted advisors) to improve customers success rates for downloads (Urban, 2003). 3.0 Forward/transmit one or more units of content to another person(s) Procopio (n.d.) identifies networking and community exposure as reasons why a website visitor will join an online community. Central to these interests is the ability to share information. Each of the best practices in this category also fosters community and viral growth. 3.1 Create a viral community of customers who submit, read, and exchange stories. Viral communities retain customers and get return visits (Emarketingfocus e-marketing strategy: Creating user-friendly interfaces). 3.2 Foster community on the site by creating chat or other discussion features (Nielsen & Tahir, 2002). 3.3 Include these elements in a website to encourage viral growth (Procopio, n.d.): 3.3.1 3.3.2 3.3.3 3.3.4 3.3.5 General and preferred content Feedback (critique) capability for discussions One-click email to reach an associate Registration Reusable communication: any communication to members should be written so that it can be forwarded to someone who

Curtis - 51 has never visited the site with no additional information or explanation required. 4.0 Subscribe to/from an ongoing association with the website (Create an environment of trust to encourage ongoing association with the website.) Trust is an element that is shared across each of Sharps six categories and is cited by several sources as critical for e-commerce website success (Dussart, 2001; Ind& Riondino, 2001; Urban, 2003; Urban & Hauser, 2003). For a website visitor to share personal information and return to the website, trust is a prerequisite (Urban, 2003). The following list of best practices highlight several ways to create an environment that generates trust and encourages ongoing association with the website. 4.1 Publicize privacy policies to encourage customers to provide personal information and request marketing materials (encourages trust and also return visits) (E-marketingIncrease per-customer value: Providing permission marketing programs to increase customer response and acquisition). 4.2 Create incentives that encourage customers to share personal information such as additional services or information (E-marketingIncrease percustomer value: Providing permission marketing programs to increase customer response and acquisition). 4.3 Design feedback mechanisms to drive continuous web improvements (EmarketingIncrease per-customer value: Providing permission marketing programs to increase customer response and acquisition).

Curtis - 52 4.4 Use interactive forms to generate registrations and leads. Interactive forms have a three-times higher completion rate than traditional registration forms (Interactive registration form gets 300% more completions than regular sales leads forms; Johnson). 4.5 In gathering customer data: dont provide plain links to registration on the homepageinstead explain or link to the customer benefits of registration (Nielsen & Tahir, 2002). 4.6 Record visitors Internet paths to optimize acquisition methods and keep acquisition costs lower than average lifetime customer value (EmarketingIncrease per-customer value: Capturing website visitor information). 5.0 Purchase an item on offer at the website. Executive education providers are experiencing slow growth of open enrollment program revenue relative to the growth in revenue from custom programs (Emerging Trends, 2002; Merritt, 2003; Mittelstaedt & Peirce, 2002). Although open enrollment revenue lags behind custom programs, registrations for open enrollment programs via executive education providers websites are increasing (Bendersky, 2001). The best practices identified in this section describe activities associated with identifying the target audiences, web interactions, and follow-up to convert prospects to online registrations. Best practices 5.4 and 5.5 are of particular interest to executive education managers. Because websites are an important (and growing) source of program registrations (Bendersky, 2001), they need to be

Curtis - 53 coordinated with other sales and marketing activities (5.4). Sales resources should shift to the higher growth area of custom programs as open enrollment program registrations continue to shift to the providers website (5.5). 5.1 Identify the most important prospects (adopted from Sterne, 2004) as those who: 5.1.1 5.1.2 5.1.3 5.1.4 5.1.5 5.1.6 Most frequently visit the website Stay the longest Look at the most pages Have registered for a course in the past Have registered for more than one course Spend the most money

5.2 Classify customer behavior using data mining methods from click data. Document this groups behavior to identify the potential buyer cluster. Experiment with different pages to identify the one(s) that effect the probability of buying (Bertsimas, 2004). 5.3 Use CRM techniques to personalize marketing by focusing on customer preferences rather than demographics to create one-to-one customer interactions. Customer intelligence produces a good prediction of customers future behavior based on their history (Marketing analytics and cross-selling: Personalize your marketing). 5.4 Coordinate web sales initiatives with traditional sales channels to leverage brand recognition and established assets (Best practices in e-sales). Measure the value of each marketing channel to prioritize marketing

Curtis - 54 expenditures (E-marketingIncrease per-customer value: Capturing website visitor information). 5.5 Move open-enrollment customers to the website to focus sales resources on high-potential custom business (adapted from E-salesSegment service and information offerings: Provide incentives for repeat customers to establish customer loyalty). 5.6 Develop a pathway strategy to attract and capture online leads that consists of the following actions: 5.6.1 5.6.2 5.6.3 5.6.4 5.6.5 evaluate content of each driver and its placement determine the optimal qualification parameters implement a segmentation engine to route online visitors identify segmentation rules based on visitor entries customize messaging with appropriate calls to action (next steps) 5.6.6 convert the qualified online visitor to a buyer

Customer-initiated leads produce the highest conversion rate of over 40% over customer triggered (20%) and intrusive leads (3%) (Neasham & Sterne, 2004, p. 12). 5.7 Reduce the number of transaction steps to minimize order-processing errors (Best practices in e-sales). 5.8 Create landing pages for a specific campaign design best practices (Landing page redesign helps search marketing campaign convert 139% more consumers into sales leads):

Curtis - 55 5.8.1 5.8.2 5.8.3 5.8.4 5.8.5 5.8.6 Do not include hotlinks other than the submission button Create benefit copy in readable type Place the lead generation form above the fold Create a quick loading page Include a privacy policy on the page Prominently place a phone number

5.9 Follow-up with prospects that did not buy to convert to purchase (Bersimas, 2004). Integrate e-tools with traditional sales channels (e.g., telesales, field sales, etc.) to accelerate responses to customers (Best practices in e-sales). 6.0 Return to the website at a later stage in time. The best practices in this category focus on the needs of prospective customers of high involvement products (Urban, 2003). Executive education open enrollment programs fall into this category. For executive education providers, best practice 6.5 is a noteworthy retention practice: the ability to link website visitor information with customer information to identify past program participants to promote the appropriate next or related course(s). 6.1 Integrate the Internet into service strategies and business operations to increase customer retention (Best practices in e-services). Integrate with traditional customer service (call centers, help desks, Internet delivery platforms) to take advantage of this highly efficient service delivery channel (Best practices in e-service, p. 3).

Curtis - 56 6.2 Use mass customization techniques, CRM techniques to personalize marketing to promote retention (Driving business through the Internet: Web-based sales, marketing and service; Marketing analytics and crossselling: Personalizing your marketing; Ricci, 2004). 6.3 Create user-friendly interfaces that address customer needs, create loyalty and encourage return visits, e.g., product information, newsletter (register for), other high value content (E-marketingfocus e-marketing strategy: Creating user-friendly interfaces). 6.4 Build open communication and interactivity to provide customer service and build loyalty (Johnson): 6.4.1 Visibility: easy access to contact information and feedback forms 6.4.2 E-mail lists: opt-in lists for communication use in providing information. Ask for feedback and response by providing links 6.4.3 Autoresponders: customers appreciate instant responses with appropriate information 6.5 Use customer information as a sales tool to encourage repeat sales, predicting when the customer will need the next course in a sequence, or a related course (adapted from: Customer delight: Developing customercentric strategies).

Curtis - 57 7.0 Strategic planning. 7.1 Among Internet masters, Internet strategic planning is deeply rooted in and aligned with traditional business value analysis (Best practices in esales, p. 3). 7.2 For a website to have the greatest likelihood of success, everyone involved should understand the strategic nature of the Internet presence (Define your Internet presence rationale & objectives). 7.3 In Site planning: 7.3.1 Identify clear marketing goals so you can measure success, e.g.: 7.3.1.1 generating leads 7.3.1.2 building a prospect database 7.3.1.3 putting a catalog online 7.3.1.4 quantifying goals for sales, clicks, or inquiries 7.4 Sterne (2004) recommends the following 10 planning steps to measuring web site success: 7.4.1 7.4.2 7.4.3 Identify stakeholders Identify stakeholders primary goals Identify the most important site visitors: 7.4.3.1 Most frequent visitor 7.4.3.2 Stays the longest 7.4.3.3 Looks at the most pages 7.4.3.4 Buys the most

Curtis - 58 7.4.3.5 Buys the most frequently 7.4.3.6 Spends the most money 7.4.4 7.4.5 7.4.6 7.4.7 7.4.8 7.4.9 Identify the most important visitors primary goals Prioritize everyones goals (stakeholders and visitors) Determine critical metrics Identify the necessary technology Check references of potential vendors Distribute only the data that drives the business

7.4.10 Demonstrate accountability, responsibility, and visibility 8.0 Metrics & performance measures.

Jackson (2004) observes that by measuring how people use your Website, you can continuously improve it and therefore improve the conversion rate. The best practices in this category tie closely to 7.4 Sternes (2004) 10 planning steps to measuring web site success. 8.1 Put into place clear and consistent performance measurement systems. Absence results in confusion. Performance measurement systems help organizational structure to productively guide people and teams, to evaluate technology and strategic deployment, to shrink improvement cycles and to shorten the path to e-business profitability (Best practices in e-sales, p. 4). 8.2 Employ metrics to track the use and effectiveness of websites, pages, and offerings (Driving and measuring online presence and performance). 8.3 Alternatives to straight ROI measurement:

Curtis - 59 8.3.1 Determine the organizations to which the website visitor belongs and monitor for trends 8.3.2 8.3.3 8.3.4 Identify traffic patterns and other relevant statistics Link web metrics and benefits to other marketing measures Conduct periodic reviews: analyze key lessons learned to drive improvement (Driving and measuring online presence and performance). 8.4 Capture website visitor information to measure web-based initiatives success and strengthen future targeting efforts. Identify successful initiatives and eliminate ineffective ones by monitoring metrics such as website visitor information. Techniques to employ in measuring ROI effectiveness include: 8.4.1 8.4.2 8.4.3 8.4.4 8.4.5 8.4.6 8.4.7 8.4.8 Focus groups Online surveys Direct mail Usability studies/Web monitoring activities Advisory boards Feedback forums In-person customer interviews Chat groups (E-marketingIncrease per customer value: Integrating channels to build brand awareness and drive website traffic).

Curtis - 60 8.5 Customer-initiated leads produce the highest conversion rate of over 40% over customer triggered (20%) and intrusive leads (3%) (Neasham & Sterne, 2004, p. 12). 8.6 Use web logs such as Web Trends to gather user behavior data (Procopio (n.d.)). 8.7 To solve problems associated with Web analysis and reporting: 8.7.1 Use cookies or unique-user logins: cookies help recognize true repeat visitors and provide an accurate view of the users path, how many pages the user viewed in a session. (Unique user logins are not always feasible). 8.7.2 Focus on what matters to you: email newsletter sign-ups, etc. and analyze that data only. 8.7.3 Audit log file data with custom solutions. Have a tool created to aggregate an important statistic for auditing purposes. This is helpful in ensuring that the data you have is accurate and the methodologies used to get that data are sound and able to be replicated (Reynolds, 2002). 8.8 Distribute only the data that drives the business (Sterne, 2004).

Curtis - 61

DEFINITIONS Base case A base case is a description of what the current operation (in this case, website) can achieve, not what it is achieving. The base case is used to justify changes (Adapted from Krajewski & Ritzman, 1996). Best Practice/Benchmarking To us, "best practices" are documented strategies and tactics employed by highly admired companies. These companies are not "best-in-class" in every area - such a company does not exist. But due to the nature of competition and their drive for excellence, the profiled practices have been implemented and honed to help place their practitioners as the most admired, the most profitable, and the keenest competitors in business. We gather this information from a variety of sources. For the most part, this information is based on interviews, surveys, and other mechanisms of "primary" research-- information that is simply not available in the public sector. Other sources include secondary research -- books, magazines, libraries, Internet, and other public-domain resources. Unlike other resources that simply rehash or republish releases and articles, we analyze and synthesize our primary and secondary research into world-class insights and practices yielding much greater value than the sum of the research parts (Best Practices, LLC). http://www.bestpracticedatabase.com/bestp/domrep.nsf/bb282ab5b9f8fa6d85256dd6006 b3e81/a37cd574aaa03a3185256e150069354b!OpenDocument Benchmarking is defined as measuring your performance against that of best-in-class companies, determining how the best-in-class achieve those performance levels, and using the information as a basis for your own companys targets, strategies, and implementation (Pryor, 1989, as quoted in Evans & Lindsay, 1996, p. 340). [Benchmarking is] the search of industry best practices that lead to superior performance (Camp, 1989, as quoted in Evans & Lindsay, 1996, pp. 339-340). Benchmarking involves the systematic identification, evaluation, and comparison of information architecture features of web sites and intranets. These comparisons can be quantitative or qualitative . . . Comparisons can be made between different web sites (competitive benchmarking) or between different versions of the same web site (beforeand-after benchmarking) (Rosenfeld & Morville, 2002, p. 225).

Curtis - 62 Brand The sum of all the characteristics, tangible and intangible, that makes the offer unique (London, 2002). A name, term, sign, symbol, or design, or a combination of them, intended to identify the gods or services of one seller or group of sellers and to differentiate them from those of competitors (American Marketing Association cited in Kotler, 2003). A brand is essentially a marketers promise to deliver a specific set of features, benefits, and services consistently to the buyers (Kotler, 2003). Business Process A Business Process is best defined as any function within an organization that enables the organization to successfully deliver its products and services. A simple analogy would be to look at an organization as a wheel and the individual Business Processes are the spokes to the wheel. http://www.benchnet.com/datproc.htm. Community Community is a website design feature that enables user-to-user communication. (Rayport & Jaworski, 2001). Community-building The closer a visitor is to an organization, and the deeper they are allowed to travel within its online presence, the more useful the website is to the visitor and, more importantly, the more useful the visitor is to the website (Procopio (n.d.)). An online community is an outgrowth of email lists, online registrations, site memberships and benefits (Procopio (n.d.)). Constant comparative method The constant comparative method is considered a procedure . . . whereby newly gathered data are continually compared with previously collected data in order to develop categories (http://www.bath.ac.uk/dacs/gold/glossary/html#N1810 cited in Hong,2002). Glaser and Strauss advocate combining coding [the data] with analysis to help locate and build grounded theory. In this method the data is coded only enough to generate categories and hypotheses. The authors describe four main stages: 1. Comparing incidents applicable to each category 2. Integrating categories and their properties 3. Delimiting the theory 4. Writing theory (Glaser, 1967). E-commerce E-commerce is a general term for any type of business, or commercial transaction, that involves the transfer of information across the Internet http://ecommerce.about.com/cs/faqstutorials/a/aa021502_p.htm.

Curtis - 63 Often referred to as simply e-commerce, business that is conducted over the Internet using any of the applications that rely on the Internet, such as e-mail, instant messaging, shopping carts, Web services, UDDI, FTP, and EDI, among others. Electronic commerce can be between two businesses transmitting funds, goods, services and/or data or between a business and a customer. http://www.webopedia.com/TERM/E/electronic_commerce.html Electric commerce: the conducting of business communication and transactions over networks and through computers. Specifically, ecommerce is the buying and selling of goods and services, and the transfer of funds, through digital communications. http://www.absolutebusiness.net/help/glossary.htm E-commerce website communication elements E-commerce website communication elements are defined as website concepts and designs that facilitate interaction, community building, openness and comparability (Ind & Riondino, 2001). Executive education Executive education consists of non-degree short courses (Reyes 2004) of two types: open enrollment and custom programs usually from three days to three months in duration (Bradshaw, 2002) and delivered by business schools but also several private and nonprofit companies (UNICON, Reingold, 1999) to executives, usually mid-career managers (Schneider, 2001). Executive education providers reported revenue of $662 million in 2002-2003. Our Executive Education programs provide research-based, globally relevant frameworks for addressing the issues senior executives face every day. http://www.gsb.stanford.edu/exed/about.html Harvard Business School Executive Education programs strengthen the leadership capacity of individuals and their organizations. The School's learning model immerses the world's most promising managers in a transformational experience that fosters professional, intellectual, and personal development. Every program challenges executives to think and manage more effectively in a changing business world. http://www.exed.hbs.edu/ Executive programs, open enrollment Open enrollment executive programs are non-degree, short courses (Reyes, 2004) usually from three days to three months in duration (Bradshaw, 2002) delivered by business schools but also several private and nonprofit companies (UNICON, Reingold, 1999) and open to all executives (Bradshaw, 2002), usually mid-career managers (Schneider, 2001). Open enrollment programs focus on a particular functional skill such as marketing communications, management skills such as leadership, management development programs (programs less than 4 weeks) such as the University of North Carolinas Executive Development Institute (Kenan-Flagler), and general management (programs 4 weeks or longer) such as Harvards Advanced Management Program (Harvard). The

Curtis - 64 annual Brickers directory lists 1,111 open-enrollment executive programs available from 111 institutions (Brickers, 2002). Executive programs, custom Custom programmes are tailor-made for companies that wish to put their executives through specific training or development (Bradshaw, 2002). Unlike open-enrollment programs, custom programs are designed specifically for a company and delivered only to that companys employees. Custom programs are typically focused on a companys particular problem. (Merritt, 2003). Our open-enrollment programs address the most up-to-date challenges and issues facing businesses and are carefully designed to enable participants to gain the tools and perspectives needed to create additional value for their organizations. http://www.darden.virginia.edu/exed/whydarden.htm Interactive An interactive site would be one in which some action of the user generates a response either from another human being at the other end of the connection or with a program residing on a computer (Lewis, 1999). Internet marketing (see e-commerce) Performance benchmarking Performance benchmarking involves pricing, technical quality, features, and other quality or performance characteristics of products and services (Evans & Lindsay, 1996). Positive response action Positive response action is defined by [Sharp (2001)] as one or more of the following six website visitor positive outputs: -remain at the website for more than a defined, minimum optimum period of time. The definition of minimum time will vary according to the nature of the website and the objectives upon which it was created -download one or more units of content from the website -forward/transmit one or more units of content . . . to another person(s) -subscribe to/from an ongoing association with the website. This may include a request for further information, a one-off transaction, or subscription to an ongoing unit of content -purchase an item on offer at the website -return to the website at a later stage I time.

Curtis - 65

Strategic stakeholder communication website A website which fits into this category is one created for the purpose of strategic communication with stakeholders. It is based upon at least one conscious measurable objective, applicable to its very existence. That objective may be to act as a resource for those in a specific field, to communicate with all stakeholders . . . and so on (Sharp, 2001, p. 5). Value We can define value as a ratio between what the customer gets and what he gives. The customer gets benefits and assumes costs. The benefits include functional benefits and emotional benefits. The costs include monetary costs, time costs, energy costs, and psychic costs (Kotler, 2003, p. 11). Website communications elements A website serves as an intermediary that translates messages in content form from the sites owners and authors to users and back again (Rosenfeld & Morville, 2002, p. 77). Website communication elements facilitate interaction, community building, openness and comparability. The best Web brands optimise all these facets (Ind and Riondino, 2001, Summary section, para. 3). Website design A multidisciplinary pursuit pertaining to the planning and production of Web sites, including but not limited to, technical development, information structure, visual design, and networking delivery (Powell, 2002).

Curtis - 66 TABLE 1 A list of emergent e-commerce communication elementsAlpha order (Includes the number of references in which a term or phrase occurs)

-Aadvertising, banner 1 advisor, virtual 1 alignment 2 audience profile3 audience segment 1 authentication 1 automated sales services 2 automated support svces 7 -Cchannels 9 collaborative environments 1 communication 11 community 3 consistency 4 contact information 4 content 3 cookies 4 coordinating online and offline messages 3 CRM 9 culture development 1 customer acquisition 5 customer advocacy 3 -Ddata mining 8 demographics 3 design 4 -Ffads, avoid 2 feedback systems 5 -Iincentives 5 information monitoring 4 integrated services 4 intelligent contact model 1

-Bbenchmarking 1 branding 11

customer behavior 4 customer data 2 customer feedback 8 customer information 5 customer interaction 7 customer needs & preferences 8 customer power 2 customer service 7 customers at multiple levels 1 customization 8 customer feedback 4 customer dialogues 1

-Eease of use 2 email 9

-Hhomepage 5 hub 1

interaction 6 interactive forms 1 interactive technology 6

Curtis - 67 TABLE 1 (continued) A list of emergent e-commerce communication elementsAlpha order Includes the number of references in which a term or phrase occurs

-Llanding page 5 lead generation & conversion 9 lead qualifying 7 links 2 loyalty 2 -Nnavigate, speed 2 network 1 newsletter 4

-Mmetrics & performance measures 10

-Oonline communities 7 online database 1 online links1 online registration forms 1 online requests 1 online teaching 1 -Qquantify goals 1

-Ppathway strategy 4 permission marketing 4 personalization 11 positive response action 1 privacy 3 promotions 2 -Rregistration programs 9 relationships 1 return visits & retention 10 revenue 2 ROI 2

-Ssales 4 search engines 1 segmentation & targeting 9 service tools 2 services 1 speed 2 standardized templates 3 strategic planning 3 strategic stakeholder 2 -UURL 1 usability study 1 user profiles 1

-Tthird party website 1 time on website 1 traffic 1 trust 13

Curtis - 68

TABLE 1 (continued) A list of emergent e-commerce communication elementsAlpha order Includes the number of references in which a term or phrase occurs

-Vviral growth 7 visitor response 1 Web address 1 Web analysis 1

-W-

Curtis - 69

TABLE 2 A list of emergent e-commerce communication elementsFrequency order

- 13 trust branding communication personalization

- 11 -

- 10 metrics & performance measures return visits & retention

-9channels CRM email lead generation & conversion registration programs segmentation & targeting -7automated support services customer interaction customer service lead qualifying online communities viral growth -5customer acquisition customer information feedback systems homepage incentives landing page

-8customer feedback customer needs & preferences customization data mining

-6interaction interactive technology

-4consistency contact information cookies customer behavior customer feedback design information monitoring integrated services newsletter pathway strategy permission marketing sales

Curtis - 70 TABLE 2 (continued) A list of emergent e-commerce communication elementsFrequency order

-3audience profile community content coordinating online and offline messages customer advocacy demographics privacy standardized templates strategic planning

-2alignment automated sales services customer power ease of use fads, avoid links loyalty navigate, speed promotions revenue ROI service tools speed strategic stakeholder

-1advertising, banner advisor, virtual audience segment authentication benchmarking collaborative environments culture development customers at multiple levels customer dialogues hub intelligent contact model interactive forms network online database online links online registration forms

online requests online teaching positive response action quantify goals relationships search engines services third party website time on website traffic URL usability study user profiles visitor response Web address Web analysis

Curtis - 71

TABLE 3 Index of emergent e-commerce communication elements

Communication Element advertising, banner advisor, virtual alignment audience profile

Reference E-marketing -- Targeting niche markets: Driving interest in products Urban & Hauser (2003, January) Best practices in e-sales Best practices in e-service Ricci (2004) Sharp (2001) Sterne (2004) Ricci (2004) How to create an e-commerce web site Best practices in e-sales

audience segment authentication automated sales services automated support services benchmarking branding

Best practices in e-service Customer delight: Developing customer-centric strategies Johnson E-marketing -- Increase per-customer value: Capturing website visitor information Bowman & Willis (2002) Building corporate branding through the Internet Dellacross (2003)E-marketing -- Increase per-customer value: Integrating multiple channels to build brand awareness and drive website traffic E-marketing -- Targeting niche markets: Coordinating online marketing messages with core product messages to maintain a unified brand identify E-marketing--focus e-marketing strategy: Creating user-friendly interfaces

Curtis - 72 TABLE 3 (continued) Index of emergent e-commerce communication elements

channels

collaborative environments communication

E-marketing -- Increase per-customer value: Capturing website visitor information E-marketing -- Increase per-customer value: Integrating multiple channels to build brand awareness and drive website traffic Varon (2003)

Building corporate branding through the Internet Customer delight: Developing customer-centric strategies Dellacross (2003) E-marketing--focus e-marketing strategy: Creating userfriendly interfaces Johnson Procopio (n.d.) E-marketing -- Increase per-customer value: Integrating multiple channels to build brand awareness and drive website traffic Nielsen & Tahir (2002) Procopio (n.d.) Bowman & Willis (2002) E-marketing -- Increase per-customer value: Providing greater website customization Metrics: Paid content soars Procopio (n.d.) Reynolds (2003, August 5) E-marketing -- Targeting niche markets: Coordinating online marketing messages with core product messages to maintain a unified brand identify

community

consistency contact information

content cookies coordinating online and offline messages

Curtis - 73

TABLE 3 (continued) Index of emergent e-commerce communication elements

CRM

culture development customer acquisition customer advocacy customer behavior customer data customer dialogues customer feedback

Colyer (2002) Driving business through the Internet: Web-based sales, marketing and service Dussart (2001) Ind & Riondino (2001) Marketing analytics and cross-selling: Personalizing your Marketing Procopio (n.d.)

Dellacross (2003)

Urban (2003, October)

Bertsimas (2004) McGovern (2004, May 5) Nielsen & Tahir (2002) E-marketing -- Increase per-customer value: Providing greater website customization Customer delight: Developing customer-centric strategies E-marketing -- Increase per-customer value: Providing greater website customization Johnson McGovern (2004, May 5) E-marketing -- Increase per-customer value: Capturing website visitor information E-marketing -- Increase per-customer value: Providing permission marketing programs to increase customer response and acquisition E-marketing -- Targeting niche markets: Driving interest in products Fostering customer loyalty

customer information

customer interaction

Curtis - 74

TABLE 3 (continued) Index of Emergent e-commerce communication elements customer needs & preferences E-marketing--focus e-marketing strategy: Creating userfriendly interfaces Johnson Marketing analytics and cross-selling: Personalizing your marketing McGovern (2004, May 5) Bitran (2004) Urban (2003, October) Best practices in e-service Customer delight: Developing customer-centric strategies E-marketing -- Increase per-customer value: Providing greater website customization Johnson E-marketing -- Increase per-customer value: Penetrating multiple levels in prospect companies E-marketing -- Increase per-customer value: Providing greater website customization Marketing analytics and cross-selling: Personalizing your marketing Neasham & Sterne (2004) Nielsen & Tahir (2002) Bertsimas (2004) Colyer (2002) Customer delight: Developing customer-centric strategies Marketing analytics and cross-selling: Personalizing your marketing E-marketing -- Increase per-customer value: Providing greater website customization Procopio (n.d.) Bowman & Willis (2002) E-marketing--focus e-marketing strategy: Creating userfriendly interfaces

customer power customer service

customers at multiple levels customization

data mining

demographics

design

Curtis - 75

TABLE 3 (continued) Index of Emergent e-commerce communication elements ease of use email Bowman & Willis (2002) E-marketing -- Increase per-customer value: Providing greater website customization E-marketing -- Increase per-customer value: Providing permission marketing programs to increase customer response and acquisition Metrics: Consumers will trade e-mail addresses for valued content Procopio (n.d.) Rodgers (2002) Bowman & Willis (2002) Dellacross (2003) E-marketing -- Increase per-customer value: Providing greater website customization Fostering customer loyalty Nielsen & Tahir (2002) E-marketing--focus e-marketing strategy: Promoting the corporate website E-marketing -- Increase per-customer value: Providing permission marketing programs to increase customer response and acquisition E-sales -- Segment service and information offerings: Providing incentives for repeat customers to establish customer loyalty E-marketing -- Increase per-customer value: Capturing website visitor information Best practices in e-sales Best practices in e-service

fads, avoid feedback systems

homepage hub incentives

information monitoring integrated services

Curtis - 76

TABLE 3 (continued) Index of Emergent e-commerce communication elements intelligent contact model interaction E-marketing -- Increase per-customer value: Providing greater website customization Customer delight: Developing customer-centric strategies Fostering customer loyalty Ind & Riondino (2001) Interactive registration form gets 300% more completions than regular sales lead forms Johnson McGovern (2004, May 5) Interactive registration form gets 300% more completions than regular sales lead forms Fostering customer loyalty

interactive forms interactive technology landing page

lead generation & conversion

Hotchkiss (2003-2004) Jackson (2004) Landing page redesign helps search marketing campaign convert 139% more consumers into sales leads Bertsimas (2004) E-marketing -- Increase per-customer value: Providing greater website customization E-sales -- Segment service and information offerings: Providing incentives for repeat customers to establish customer loyalty Jackson (2004) Landing page redesign helps search marketing campaign convert 139% more consumers into sales leads Neasham & Sterne (2004) E-marketing -- Increase per-customer value: Providing greater website customization Landing page redesign helps search marketing campaign convert 139% more consumers into sales leads Neasham & Sterne (2004)

lead qualifying

Curtis - 77

TABLE 3 (continued) Index of Emergent e-commerce communication elements links E-marketing -- Increase per-customer value: Providing greater website customization Fostering customer loyalty Rodgers (2002) Best practices in e-service Driving and measuring online presence and performance E-marketing -- Increase per-customer value: Capturing website visitor information How to create an e-commerce web site Interactive registration form gets 300% more completions than regular sales lead forms Jackson (2004) Procopio (n.d.) Reynolds (2003, August 5) Ricci (2004) Sterne (2004) E-marketing -- Increase per-customer value: Providing greater website customization Procopio (n.d.) Procopio (n.d.) Procopio (n.d.) E-marketing -- Increase per-customer value: Providing greater website customization E-marketing -- Increase per-customer value: Providing greater website customization Interactive registration form gets 300% more completions than regular sales lead forms E-marketing -- Increase per-customer value: Providing greater website customization

loyalty metrics & performance measures

navigate, speed network newsletter online communities online database online links online registration forms online requests

Curtis - 78

TABLE 3 (continued) Index of Emergent e-commerce communication elements online requests online teaching pathway strategy permission marketing E-marketing -- Increase per-customer value: Providing greater website customization E-marketing -- Targeting niche markets: Driving interest in products Neasham & Sterne (2004) E-marketing -- Increase per-customer value: Integrating multiple channels to build brand awareness and drive website traffic E-marketing -- Increase per-customer value: Providing permission marketing programs to increase customer response and acquisition Bowman & Willis (2002) Colyer (2002) E-marketing -- Increase per-customer value: Integrating multiple channels to build brand awareness and drive website traffic Marketing analytics and cross-selling: Personalizing your marketing Nielsen & Tahir (2002) Ricci (2004) Surmacz (2003) Sharp (2001)

personalization

positive response action privacy

E-marketing -- Increase per-customer value: Integrating multiple channels to build brand awareness and drive website traffic Dussart (2001) How to create an e-commerce web site E-marketing -- Increase per-customer value: Capturing website visitor information E-marketing -- Increase per-customer value: Providing greater website customization Metrics: Consumers will trade e-mail addresses for valued content Nielsen & Tahir (2002) Procopio (n.d.)

promotions quantify goals registration programs

Curtis - 79 TABLE 3 (continued) Index of Emergent e-commerce communication elements relationships return visits & retention Fostering customer loyalty Bertsimas (2004) Best practices in e-service Customer delight: Developing customer-centric strategies Dellacross (2003) Driving business through the Internet: Web-based sales, marketing and service E-marketing -- Increase per-customer value: Providing greater website customization E-marketing -- Increase per-customer value: Providing permission marketing programs to increase customer response and acquisition E-marketing--focus e-marketing strategy: Creating user-friendly interfaces Marketing analytics and cross-selling: Personalizing your marketing Ricci (2004) Procopio (n.d.) E-marketing -- Increase per-customer value: Capturing website visitor information Driving business through the Internet: Web-based sales, marketing and service E-sales -- Segment service and information offerings: Providing incentives for repeat customers to establish customer loyalty Hotchkiss (2003-2004) E-marketing -- Increase per-customer value: Providing greater website customization Fostering customer loyalty Marketing analytics and cross-selling: Personalizing your marketing Neasham & Sterne (2004)

revenue ROI sales

search engines segmentation

Curtis - 80 TABLE 3 (continued) Index of Emergent e-commerce communication elements

service tools services speed standardized templates strategic planning strategic stakeholder teaching, online third party website time on website traffic trust

Customer delight: Developing customer-centric strategies Procopio (n.d.) Bowman & Willis (2002) Fostering customer loyalty

Best practices in e-sales Best practices in e-service Define your Internet presence rationale & objectives Sharp (2001) Sterne (2004) E-marketing -- Targeting niche markets: Driving interest in products E-marketing -- Increase per-customer value: Providing permission marketing programs to increase customer response and acquisition Sharp (2001) E-marketing--focus e-marketing strategy: Promoting the corporate website E-marketing -- Increase per-customer value: Providing permission marketing programs to increase customer response and acquisition How to create an e-commerce web site Ind & Riondino (2001) Urban & Hauser (2003, January) Urban (2003, October) E-marketing--focus e-marketing strategy: Promoting the corporate website McGovern (2004, May 5) E-marketing -- Increase per-customer value: Providing greater website customization

URL usability study user profiles

Curtis - 81 TABLE 3 (continued) Index of Emergent e-commerce communication elements viral growth visitor response Web address Web analysis Procopio (n.d.) Ricci (2004)

E-marketing--focus e-marketing strategy: Promoting the corporate website Reynolds (2003, August 5)

Curtis - 82

TABLE 4 A list of emergent e-commerce communication elements aligned with Sharps six positive response categories
1. remain on the website 2. download one or more units of content from the website 3. forward or transmit one or more units of content to another person(s) communication 4. subscribe to/from an ongoing association with the website automated support services branding 5. purchase an item on offer at the website 6. return to the website at a later stage in time

automated support services branding

communication

automated sales services

automated support services branding

customer advocacy

community & viral marketing

automated support services branding

communication

interaction & interactive technology newsletter

content

channels communication

channels

community & viral marketing consistency

homepage

contact information CRM

channels

communication

privacy

trust

communication

community & viral marketing contact information

cookies

trust

customer acquisition

contact information

CRM

customer feedback

coordinating online and offline messages CRM

cookies

customer behavior

customer information

coordinating online and offline messages CRM

customer feedback

customer interaction

customer acquisition

Curtis - 83

TABLE 4 (continued) A list of emergent e-commerce communication elements aligned with Sharps six positive response categories
1. remain on the website 2. download one or more units of content from the website 3. forward or transmit one or more units of content to another person(s) 4. subscribe to/from an ongoing association with the website Customer needs & preferences customer service 5. purchase an item on offer at the website 6. return to the website at a later stage in time

customer interaction customer needs & preferences

Customer acquisition customer advocacy

customer acquisition customer feedback

customization

customization

customer behavior customer data

customer interaction customer needs & preferences

data mining

data mining

design

email

customer feedback

customer service

ease of use fads, avoid

homepage incentives

customer informn customer interaction customer needs & preferences customer service

customization data mining

homepage

information monitoring interaction & interactive technology lead generation & conversion lead qualifying

design, email

interaction & interactive technology landing page

feedback systems incentives

customization

lead qualifying

data mining

information monitoring

Curtis - 84

TABLE 4 (continued) A list of emergent e-commerce communication elements aligned with Sharps six positive response categories
1. remain on the website 2. download one or more units of content from the website 3. forward or transmit one or more units of content to another person(s 4. subscribe to/from an ongoing association with the website newsletter 5. purchase an item on offer at the website 6. return to the website at a later stage in time

navigate

demographics

integrated services interaction loyalty

speed pathway strategy

personalization registration programs

email feedback systems

personalization segmentation & targeting speed

segmentation & targeting service tools

homepage incentives

newsletter online promotions

standardized

information monitoring integrated services interaction & interactive technology landing page

permission marketing
personalization

standardized templates trust

templates

trust

privacy

registration programs segmentation & targeting

lead generation & conversion

Curtis - 85 TABLE 4 (continued) A list of emergent e-commerce communication elements aligned with Sharps six positive response categories
1. remain on the website 2. download one or more units of content from the website 3. forward or transmit one or more units of content to another person(s 4. subscribe to/from an ongoing association with the website 5. purchase an item on offer at the website 6. return to the website at a later stage in time

lead qualifying online promotions pathway strategy permission marketing personalization promotions registration programs revenue sales segmentation & targeting trust

Curtis - 86

TABLE 5 Index of emergent e-commerce communication elements by category

1. remain on the website

Bowman & Willis (2002) Building corporate branding through the Internet Colyer (2002) E-marketing -- Increase per-customer value: Integrating multiple channels to build brand awareness and drive website traffic E-marketing -- Increase per-customer value: Providing greater website custimization E-marketing--focus e-marketing strategy: Creating user-friendly interfaces Fostering customer loyalty Hotchkiss (2003-2004) How to create an e-commerce web site Ind & Riondino (2001) Jackson (2004) Johnson Neasham & Sterne (2004) Nielsen & Tahir (2002) Procopio (n.d.) Ricci (2004) Sharp (2001) Surmacz (2003) Urban & Hauser (2003, January)

2. download one or more units of content from the website

E-marketing -- Increase per-customer value: Providing permission marketing E-marketing--focus e-marketing strategy: Creating user-friendly interfaces Interactive registration form gets 300% more completions than regular sales lead Procopio (n.d.) Sharp (2001) Urban (2003, October)

Curtis - 87 TABLE 5 (continued) Index of emergent e-commerce communication elements by category

3. forward/transmit one or more units of content to another person(s)

E-marketing--focus e-marketing strategy: Creating user-friendly interfaces Metrics: Consumers will trade e-mail addresses for valued content Nielsen & Tahir (2002) Procopio (n.d.) Sharp (2001) Varon (2003)

4. subscribe to/from an ongoing association with the website

Customer delight: Developing customer-centric strategies Dellacross (2003) Driving business through the Internet: Web-based sales, marketing and service E-marketing -- Increase per-customer value: Capturing website visitor E-marketing -- Increase per-customer value: Integrating multiple channels to E-marketing -- Increase per-customer value: Providing greater website E-marketing -- Increase per-customer value: Providing permission marketing E-marketing--focus e-marketing strategy: Creating user-friendly interfaces Fostering customer loyalty Interactive registration form gets 300% more completions than regular sales lead Johnson Neasham & Sterne (2004) Nielsen & Tahir (2002) Procopio (n.d.) Reynolds (2003, August 5) Sharp (2001)

Curtis - 88

TABLE 5 (continued) Index of emergent e-commerce communication elements by category 5. purchase an item on offer at the website Bertsimas (2004) Best practices in e-sales Best practices in e-service Colyer (2002) Customer delight: Developing customer-centric strategies Dellacross (2003) Driving business through the Internet: Web-based sales, marketing and service Dussart (2001) E-marketing -- Increase per-customer value: Capturing website visitor E-marketing -- Increase per-customer value: Integrating multiple channels to E-marketing -- Increase per-customer value: Penetrating multiple levels in E-marketing -- Increase per-customer value: Providing greater website E-marketing -- Increase per-customer value: Providing permission marketing E-marketing -- Targeting niche markets: Coordinating online marketing messages E-marketing -- Targeting niche markets: Driving interest in products E-sales -- Segment service and information offerings: Providing incentives for Fostering customer loyalty Hotchkiss (2003-2004) Interactive registration form gets 300% more completions than regular sales lead Jackson (2004) Landing page redesign helps search marketing campaign convert 139% more Marketing analytics and cross-selling: Personalizing your marketing Neasham & Sterne (2004) Procopio (n.d.) Sharp (2001) Sterne (2004) Surmacz (2003) Urban (2003, October)

Curtis - 89 TABLE 5 (continued) Index of emergent e-commerce communication elements by category 6. return to the website at a later stage in time Best practices in e-service Colyer (2002) Customer delight: Developing customer-centric strategies Dellacross (2003) Driving business through the Internet: Web-based sales, marketing and service Dussart (2001) E-marketing -- Increase per-customer value: Integrating multiple channels to E-marketing -- Increase per-customer value: Providing greater website E-marketing -- Increase per-customer value: Providing permission marketing E-marketing--focus e-marketing strategy: Creating user-friendly interfaces E-sales -- Segment service and information offerings: Providing incentives for Fostering customer loyalty Johnson Marketing analytics and cross-selling: Personalizing your marketing Nielsen & Tahir (2002) Procopio (n.d.) Reynolds (2003, August 5) Ricci (2004) Rodgers (2002) Sharp (2001) Surmacz (2003) Best practices in e-sales Best practices in e-service Define your Internet presence rationale & objectives Driving business through the Internet: Web-based sales, marketing and service How to create an e-commerce web site

7. strategic planning

Curtis - 90 TABLE 5 (continued) Index of emergent e-commerce communication elements by category 8. metrics & performance measures Best practices in e-sales Best practices in e-service Driving and measuring online presence and performance E-marketing -- Increase per-customer value: Capturing website visitor Fostering customer loyalty How to create an e-commerce web site Interactive registration form gets 300% more completions than regular sales lead Jackson (2004) Metrics: Consumers will trade e-mail addresses for valued content Metrics: Paid content soars Procopio (n.d.) Reynolds (2003, August 5) Ricci (2004) Sterne (2004)

Curtis - 91

TABLE 6 Index of emergent e-commerce communication elements applicable to executive education by category

1. remain on the website

Bowman & Willis (2002) Building corporate branding through the Internet E-marketing -- Increase per-customer value: Integrating multiple channels to build brand awareness and drive website traffic E-marketing -- Increase per-customer value: Providing greater website customization Fostering customer loyalty Johnson Nielsen & Tahir (2002) Procopio (n.d.) Surmacz (2003)

2. download one or more units of content from the website

Procopio (n.d.) Urban (2003, October)

3. forward/trans mit one or more units of content to another person(s)

E-marketing--focus e-marketing strategy: Creating user-friendly interfaces Nielsen & Tahir (2002) Procopio (n.d.)

Curtis - 92

TABLE 6 (continued) Index of emergent e-commerce communication elements applicable to executive education by category

4. subscribe to/from an ongoing association with the website

Customer delight: Developing customer-centric strategies Dellacross (2003) Driving business through the Internet: Web-based sales, marketing and service E-marketing -- Increase per-customer value: Capturing website visitor E-marketing -- Increase per-customer value: Providing permission marketing programs to increase customer response and acquisition Fostering customer loyalty Interactive registration form gets 300% more completions than regular sales lead Johnson Neasham & Sterne (2004) Nielsen & Tahir (2002) Procopio (n.d.) Bertsimas (2004) Best practices in e-sales Best practices in e-service Dussart (2001) E-sales -- Segment service and information offerings: Providing incentives for repeat customers to establish customer loyalty Landing page redesign helps search marketing campaign convert 139% more consumers into sales leads Marketing analytics and cross-selling: Personalizing your marketing Neasham & Sterne (2004) Sterne (2004)

5. purchase an item on offer at the website

Curtis - 93

TABLE 6 (continued) Index of emergent e-commerce communication elements applicable to executive education by category 6. return to the website at a later stage in time Best practices in e-service Customer delight: Developing customer-centric strategies Driving business through the Internet: Web-based sales, marketing and service Dussart (2001) E-sales -- Segment service and information offerings: Providing incentives for repeat customers to establish customer loyalty Johnson Marketing analytics and cross-selling: Personalizing your marketing Nielsen & Tahir (2002) Ricci (2004) Rodgers (2002) Best practices in e-sales Best practices in e-service Define your Internet presence rationale & objectives Driving business through the Internet: Web-based sales, marketing and service How to create an e-commerce web site Best practices in e-sales Best practices in e-service E-marketing -- Increase per-customer value: Capturing website visitor Interactive registration form gets 300% more completions than regular sales lead Jackson (2004) Metrics: Consumers will trade e-mail addresses for valued content Metrics: Paid content soars Procopio (n.d.) Reynolds (2003, August 5) Ricci (2004) Sterne (2004)

7. strategic planning

8. metrics & performance measures

Curtis - 94

APPENDIX A Sources for Data Analysis Bertsimas, D. (2004). Customer retention at Dell using data mining (Summary). Boston: Massachusetts Institute of Technology, Center for e Business @ MIT. Retrieved April 12, 2004 from http://ebusiness.mit.edu/research/focused.html#3. Best practices for forms. (No date). Retrieved April 12, 2004 from http://www.utah.edu/uewbresources/9-2602%20conference/e_commerce/sld)36.htm. Best practices in e-sales (Online report summary). (No date). Best Practices, LLC. [Online]. Retrieved April 19, 2004 from http://www3.best-inclass.com/bestp/domrep.nsf/Content/F4D08F21AED1537185256DDA0056B4CC !OpenDocument. Best practices in e-service (Online report summary). (No date). Best Practices, LLC. [Online]. Retrieved April 19, 2004 from http://www3.best-inclass.com/bestp/domrep.nsf/Content/4720651C2C07110985256DDA0056B4CE! OpenDocument. Bowman, S. & Willis, C. (2002), Design Whys: Designing Web Sites That Sell. Gloucester: Rockport Publishers. Building corporate branding through the Internet. (2000, March 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/669603 107F7E7124. Colyer, E. (2002, April 3). A key technology for online profitability. FT.com. Retrieved April 5, 2002 from http://specials.fr.com/ftit/ft38f5u0hzc.HTML. Cuneo, A.Z. (1996, October). Cyberbrand study: Web branding opens links to customers. Advertising Ages Business Marketing 81, (8). Customer delight: Developing customer-centric strategies. (2001, February 7). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/3C3C6 9EE8A0F89D. Defining your Internet presence rationale & objectives. (2000, March1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/42FF08 7E434A8D5.

Curtis - 95

Dellacross, C. (2003, October). The digitization of word-of-mouth: Promise and challenges of online feedback mechanisms. Management Science, 49, 10, 14071424. Driving and measuring online presence and performance. (2000, March 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/a13b79 4775ba96d852568ba0049. Driving business through the Internet: Web-based sales, marketing and service. (no date). Retrieved April 19, 2004 from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/42FF08 7E434A8D5. Dussart, C. (2001, December). Transformative power of e-business over consumer brands. European Management Journal, 10, (6), 629-637. E-commerce user experience: 207 guidelines for e-commerce sites (2004). Nielsen Norman Group Report Series, [On-line]. Retrieved May 5, 2004, from http://www.nngroup.com/reports/ecommerce. E-marketingFocus e-marketing strategy: Promoting the corporate website. (2001, April 2). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/6bdd25 3eb0170662. E-marketingIncrease per-customer value: Capturing website visitor information. (2001, April 2). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/BE07849 0C2569E11. E-marketingIncrease per-customer value: Integrating multiple channels to build brand awareness and drive website traffic. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/E7979F 25177735EE. E-marketingIncrease per-customer value: Penetrating multiple levels in prospect companies. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/6764230 EA4712299. E-marketingIncrease per-customer value: Providing greater website customization. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/ED056 70B4C5B914.

Curtis - 96

E-marketingIncrease per-customer value: Providing permission marketing programs to increase customer response and acquisition. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/F418CF 9F2C340D1. E-marketingTargeting niche markets: Coordinating online marketing messages with core product messages to maintain a unified brand identity. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/B0C24 BD30F28. E-marketingTargeting niche markets: Driving interest in products. (2001, April 1). Retrieved May 3, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/ED64D5 D3AE9E1A. E-salesSegment service and information offerings: Providing incentives for repeat customers to establish loyalty. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/F3C1C 251E88E1E8. Fostering customer loyalty. (2001, April 22). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/90861C CA50589A2. Hotchkiss, G. (2003-2004). Into the mind of the searcher. Enquiro Search Solutions. [Online]. Retrieved April 16, 2004 from http://www.enquiro.com/Downloads/Downloads.aspx. How to create an e-commerce web site. (No date). [On-line]. Retrieved April 21, 2004 from http://www.verisign.com/resources/gd/ecommerceSite/ecommerceSite.html. Ind, N. & Riondino, M. (2001, September). Branding on the web: a real revolution? Journal of Brand Management 9, (1), 8-19. Interactive registration form gets 300% more completions than regular sales lead forms. (2004, March 31). [On-line case study]. Marketingsherpa. Retrieved April 7, 2004 from http://www.marketingsherpa.com/sample.cfm?contentID=2653. Jackson, S. (2004). Web measurement: What you dont know would make a great book. MarketingProfs.com. Retrieved April 7, 2004 from http://www.marketingprofs.com/print.asp?source=%2F4%2Fjackson3%2Easp.

Curtis - 97 Johnson, A. (No date). Communication & interactivity: Two key elements of e-business customer service. Retrieved April 12, 2004 from http://www.ajconsulting.com/articles/article6.html. Landing page redesign helps search marketing campaign convert 139% more consumers into sales leads. (2004, March 30). Marketingsherpa. [On-line]. Retrieved April 7, 2004 from http://www.marketingsherpa.com/print.cfm?contentid=2651. Marketing analytics and cross-selling: Personalizing your marketing. (2001, February 7). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/A19819 142C320A9D5. Metrics: Consumers will trade e-mail addresses for valued content. (2003, October 10). [On-line]. CIO. Retrieved April 12, 2004 from http://www2.cio.com/metrics/2003/metric616.html. Metrics: Paid content soars. (2003, October 3). [On-line]. CIO. Retrieved April 12, 2003 from http://www2.cio.com/metrics/2003/metric614.html. Neasham, S., Sterne, J. (2004). Best practices attracting and capturing online leads fro the financial industry. [On-line]. Retrieved May 1, 2004 from http://www.financenter.com/pdf/BestPracticesVol1.pdf. Procopio (n.d.), J. (No date). Online community elements: Using community methodology as the foundation for an organizations web presence. Intrepid Media. [On-line]. Retrieved April 6, 2004 from http://www.intrepidmedia.net/docs/Intrepid%20Media%20Online%20Community %20Elements.pdf. Reynolds, W. (2003, August 5). Your web metrics can be all wrong (part 2). MarketingProfs.com. [On-line]. Retrieved April 7, 2004 from http://www.marketingprofs.com/print.asp?source=%2F3%Freynolds4%2Easp. Ricci, C. (2004, January 12). Personalization is not technology: Using web personalization to promote your business goal. Retrieved January 13, 2004, from http://www.boxesandarrows.com/archives/print/003751.php. Rodgers, A. (2002, April). Memo to brands: Surrender. Fast Company. [On-line]. Retrieved April 10, 2004 from http://www.fastcompany.com/feature/02/coots.html. Sharp, L. (2001, September). Positive response action: The ultimate goal of website communication. Journal of Communication Management, 6, 1, 41-52.

Curtis - 98 Sterne, J. (2004, February). 10 steps to measuring web site success. MarketingProfs.com. [On-line]. Retrieved April 7, 2004 from http://www.marketingprofs.com/print.asp?source=%2F4%Fsterne13%2Easp. Surmacz, J. (2003, October 22). Metrics: The personalization myth. CIO. [On-line]. Retrieved April 12, 2004 from http://www2.cio.com/metrics/2003/metric621.html. Urban, G. (2003, October). Customer advocacy: Is it for you? Focused sponsor research project. Center for eBusiness A MIT. Retrieved April 14, 2004 from http://ebusiness.mit.edu/research/papers/175_Urban_Trust.pdf. Urban, G., Hauser, J. (2003, January 3). Listening in to find unmet customer needs and solutions. [Draft]. Focused sponsor research project. Center for eBusiness A MIT. Retrieved April 14, 2004 from http://ebusiness.mit.edu/research/papers/156_Urban_ListeningInv3.pdf. Usability Resources. Information & Design. [On-line]. Retrieved May 18, 2004 from http://www.infodesign.com.au/usabilityresources/evaluation/webevaluation.asp. Varon, E. (2003, March 15). The new lords of e-biz. CIO Magazine. [On-line]. Retrieved March 21, 2003 from http://www.cio.com/archive/031503/lords_content.html.

Curtis - 99

APPENDIX B Reference Summaries Bertsimas (2004) Date: 5/19/2004 Keywords: 5. purchasing, customer behavior, data mining, lead generation & conversion Customer retention at Dell using data mining retention rates are low but significant corporate revenues come from web sales. 1. classify customer behavior using data mining methods from click data. Understand customer behavior from the history of their website visit: id the potential buyer cluster 2. experiment to identify screens that effect the probability of buying 3. follow-up with prospects that did not buy to convert to purchase Best practices in e-sales Date: 5/19/2004 Keywords: 5. purchasing, 7. strategic planning, 8. metrics & performance measures, automated sales services, customer acquisition, customer information, customer interaction, integrated services, sales , sales, self-directed (see Best practices in e-service. This is essentially the same format and recommendations) Findings: 1. "E-business initiatives and improvements contribute quickly to corporate performance when they align with highest value points along customer paths and supply chains. Among Internet users, Internet strategic planning is deeply rooted in and aligned with traditional business value analysis" (p. 3). 2. Integrate e-tools with traditional sales channels to accelerate response to customers., ex. email, webpages for the sales rep (refine sales team structures and sales compensation systems to emphasize total revenue). "web-enabled sales systems also create new

Curtis - 100 opportunities for customer interaction. Greater customer autonomy and self-directed sales reduce costs while giving customers the flexibility to do business on their own schedules" (p. 3). 3. Put into place clear and consistent performance measurement systems. Absence results in confusion. "Performance measurement systems help provide organizational structure to productively guide people and teams, to evaluate technology and strategy deployment, to shrink improvement cycles and to shorten the path to e-business profitability" (p. 4). Emphasis on performance measurement. Sample practices: coordinate web sales initiatives with traditional sales channels to leverage brand recognition and established assets (Eddie Bauer) 3 models to implement e-sales transformation: 1. dedicated team, 2. wholesale shift, 3. viral change (Eli Lilly, Bell Canada) Best practices in e-service Date: 5/19/2004 Keywords: 5. purchasing, 6. returning, 7. strategic planning, 8. metrics & performance measures, automated support services, customer service, integrated services Study of integrated service centers, web-based service tools, service levels. The benefits of integrating the Internet into service strategies and business operations: reduced cycle times increased customer satisfaction increased customer retention reduced costs Findings: 1. "E-business initiatives and improvements contribute quickly to corporate performance when they align with highest value points along customer paths and supply chains. Among Internet users, Internet strategic planning is deeply rooted in and aligned with traditional business value analysis" (p. 3). 2. Customer service is a critical success factor for every company in competitive marketplaces. Integrate e-tools with traditional customer service (call centers, help desks, Internet delivery platforms), taking advantage of this "highly efficient service delivery channel" (p. 3).

Curtis - 101

3. Put into place clear and consistent performance measurement systems. Absence results in confusion. "Performance measurement systems help provide organizational structure to productively guide people and teams, to evaluate technology and strategy deployment, to shrink improvement cycles and to shorten the path to e-business profitability" (p. 4). Sample practices: automate support services through the Internet to encourage flexible customer self-service (Oracle) reduce the number of transaction steps to minimize order-processing errors (Bell Canada) Bitran (2004) Date: 5/19/2004 Keywords: Using the Internet for B2B and B2C ecommerce. Bowman & Willis (2002) Date: 5/19/2004 Keywords: 1. remaining, branding, consistency, design, ease of use, fads, avoid, personalization, speed Design Whys: Designing web sties that sell Six principles of good commerce design: 1. speed is the first priority (target 4-5 seconds per page) 2. make it easy to use be familiar organize in a logical way (rational organization) be clear, stay simple 3. keep it consistent 4. have a personality (many EE sites look alike) "Smart approaches to branding result in designs that are appropriate and responsible to the original intent of the brand; consistent and coherent identify; and a memorable experience that distinguishes the company from its

Curtis - 102 competition" (p. 36). 5. Enable meaningful personalization "We define personalization as the functionality that allows your customer to tailor or modify their experience on your Web site" (p. 42). Is it necessary? what should be customizable? how should personalization be accomplished? needs to be meaningful to the customer's purchasing goals and the sites selling goals 6. avoid fads see ch. 7 for real work examples Building corporate branding through the Internet Date: 5/19/2004 Keywords: 1. remaining, branding present the company as a global entity (Pfizer, Eli Lilly) build a communication channel over the Internet to conduct important dialogues with concerned citizens (Bayer) place a message from leaders of the company to demonstrate their commitment to using the Internet as a key communication channel (Pfizer) provide national educational programs to disseminate knowledge (on science) (Genentech) Colyer (2002) Date: 5/19/2004 Keywords: 1. remaining, 5. purchasing, 6. returning, CRM, data mining, personalization A key technology for online profitability Personalization is a CRM & marketing tool eCRM - electronic customer relationship management "At the moment, it is still largely limited to the analysis of existing online behavior. The concentration is on 'clickstream' and personal purchase history analysis, but there needs to be deep integration with other sources of data on the customer. The future of

Curtis - 103 personalization is in the data mining" (Dan Benetan, Giga analyst, as quoted in Colyer, 2002, p. 3). Customer delight: Developing customer-centric strategies Date: 5/19/2004 Keywords: 4. subscribing, 5. purchasing, 6. returning, automated support services, communication, customer feedback, customer service, data mining, interaction & interactive technology, service tools "'E-care,' the practice of catering to customer service and support through electronic channels." "Customers are communicating with companies more frequently, and they are increasingly depending on electronic resources such as the Internet and e-mail to communicate their concerns." Promote e-customer care to optimize client service Develop a self-help technical infrastructure (Schwab, e-Bay) Cendant Netmarket: study the flow of interaction to create standards for responding to cusotmers Jiffy Lube: "uses customer information as a sales tool to encourage repeat sales. Jiffy Lube's databases predict when the customer's car will need another scheduled service. That information is personalized and the customer is contacted through direct mailings and telemarketers." Employ MRM (electronic mail response management) Develop customer-centric strategies to serve individual customer needs customer retention strategy Intel: customer site integration--focuses on providing customers with the information they need - when, how, and where they need it. FedEx: web-based package tracking "A company that is first to establish a new customer-centric CRM system . . . will gain a first-mover competitive advantage and be on the right track toward retaining its customer base." Define your Internet presence rationale & objectives Date: 5/14/2004 Keywords: 7. strategic planning "For a website to have the greatest likelihood of success, all

Curtis - 104 personnel . . . should understand the strategic nature of the Internet presence." Dellacross (2003) Date: 5/19/2004 Keywords: 4. subscribing, 5. purchasing, 6. returning, branding, communication, customer acquisition, feedback systems The digitization of word-of-mouth: Promise and challenges of online feedback mechanisms, Paper 173 online feedback systems, aka reputation systems bidirectional communication: customers sharing opinions with others build trust and foster cooperation in online marketplaces brand building, customer acquisition, retention eBay's feedback mechanism is the best studied to-date: "The impact of feedback profiles on prices and profitability on sales is relatively higher for riskier transactions and more expensive products" (p. 1411). Driving and measuring online presence and performance Date: 5/19/2004 Keywords: 8. metrics & performance measures, ROI & ROI measures employ metrics to track the use and effectiveness of websites, pages, and offerings. Alternatives to straight ROI measurement: determine the organizations to which the website visitor belongs and monitor for trends identify traffic patterns and other relevant statistics link web metrics and benefits to other marketing measures conduct periodic reviews: analyze key lessons learned to drive improvement Driving business through the Internet: Web-based sales, marketing and service Date: 5/19/2004 Keywords: 4. subscribing, 5. purchasing, 6. returning, 7. strategic

Curtis - 105 planning, CRM, email, sales Employ e-marketing to gather information and to segment and target customers with mass-customized communication. (CRM) Promotes retention Set e-sales transformation strategy based on corporate needs and culture. (See the 3 types) Dussart (2001) Date: 5/19/2004 Keywords: 5. purchasing, 6. returning, CRM, interaction & interactive technology, online promotions, promotions, trust Transformative power of e-business over consumer brands e-business "entails the strategic use of communication technology including but not limited to the Internet to interact with customers and partners through multiple communcation and distribution channels" (p. 629). Online relationship marketing (e-CRM) is important in building trust (p. 634). "They must be considered as a complementary distribution channel in order to be porperly intergrated ito the classical distribution channel network" (p. 634). Online promotions. "Even a high degree of customer involvement in e-Business will not automaticaly be transferred into long-term brand involvement. Online promotion is a tactic, not a strategy. Worse still, customers may eventually become loyal to online promotions only, and not to the brand itself" (p. 636). "The degree of perceived commoditization of products and services by consumers plays a ctitical role as a moderator on the transformative power of e-Business over consumer brands" (p. 637). E-marketing -- Increase per-customer value: Capturing website visitor information Date: 5/19/2004 Keywords: 4. subscribing, 5. purchasing, 8. metrics & performance

Curtis - 106 measures, channels, customer information, information monitoring, registration programs, ROI & ROI measures, segmentation & targeting capture website vsitor information to measure web-based initiatives' success and strengthen future targeting efforts. Identify successful initiative and eliminate ineffecive ones by monitoring metrics, such as website visitor information. benchmark partners employ different ROI measures to evaluate the effectiveness of their e-business efforts: focus groups online surveys direct mail usability studies/Web monitoring activities advisory boards feedback forums in-person customer interviews chat groups GlxoSmithKline and Aventis info monitoring (e.g., # of visits - hits on banner ads) Cisco registration programs centralize customer and website information to facilitate access Record visitors' Internet paths to optimize acquisition methods and keep acquisition costs lower than average lifetime customer value. Measure each marketing channel's value to prioritize marketing expenditures (see channel impact chart, p. 4). E-marketing -- Increase per-customer value: Integrating multiple channels to build brand awareness and drive website traffic Date: 5/19/2004 Keywords: 1. remaining, 4. subscribing, 5. purchasing, 6. returning, branding, channels, community & viral marketing, permission marketing, personalization, privacy, trust Personalized marketing possible from learning about customer needs and preferences thanks to Internet capabilities. Build customer trust, blur the line between marketing and customer service. Permission marketing: publicize privacy policies

Curtis - 107

Integrate multiple channels to build brand awareness and drive website traffic. Metrics: website activity total economic impact increased value of non-Internet channels multiple channel marketing builds brand awareness and increases the quantity and quality of customer interaction strengthen traditional marketing tools with electronic capabilities to capture broader markets (Eli Lilly examples): brand awareness and preference (new products, treatment breakthroughs) personalization tools community features: virtual community retain customers on the site longer and encourage return visits. E-marketing -- Increase per-customer value: Penetrating multiple levels in prospect companies Date: 5/19/2004 Keywords: 5. purchasing, channels, customers at multiple levels penetrate multiple levels in prospect companies to thoroughly promote products and close sales thru support advertising promoting the web, direct mail to different levels in the organization E-marketing -- Increase per-customer value: Providing greater website customization Date: 5/19/2004 Keywords: 1. remaining, 4. subscribing, 5. purchasing, 6. returning, channels, contact information, customer dialogues, customer feedback, customer service, customization, demographics, email, feedback systems , intelligent contact model, lead generation & conversion, lead qualifying, links, navigate, speed, online database, online links, online requests, registration programs, segmentation & targeting, user profiles Mass customization delivers information and marketing messages directly relevant to customers' needs and interests. Since Internet customers may leave a site quickly, top companies find it important to rapidly deliver desired information. Segmenting online customers enables companies to quickly deliver the right information to the

Curtis - 108 right customers. Xerox: segments customers by site experience to help speed navigation and provide targeted content and promotions. Ad directed customers to a separate website dealing only with the product; Xeroz.com/Inkjet. provide easily searchable product information online to allow customer self-segmentation (drill down options) employ an intelligent contact model to position marketing and segment customers Cisco gets demographics from website registration programs, then customer feedback (usability studies, advisory boards, feedback forms) Xerox generates leads through: online requests for sales contact online link to request more info from a telerep registration segmented according to categorized needs collect contact information during traditional sales promotions to launch email campaigns directly to interested customers deliver high-quality information and service to attract return visitors: building on online database a significant challenge utilize e-marketing capabilities to conduct dialogues with customers Cisco sends emails based on user profiles and sends email with info of interest to the customer; customer response via email creates a dialogue; high customer service level E-marketing -- Increase per-customer value: Providing permission marketing programs to increase customer response and acquisition Date: 5/19/2004 Keywords: 2. downloading, 4. subscribing, 5. purchasing, 6. returning, customer information, email, incentives, permission marketing, third party website, trust Providing information to customers through: email, special entries on website homepages, 3rd party websites displaying information publicize privacy policies to encourage customers to provide personal information and request marketing materials

Curtis - 109 encourages trust and return visits create incentives that encourage customers to share personal information: customer receives additional services or information informative emails, newsletters, subscription services, product notification, targeted information, email reminders, personalization tools Info used to: understand customers and their needs better refine website content refine marketing strategies E-marketing -- Targeting niche markets: Coordinating online marketing messages with core product messages to maintain a unified brand identify Date: 5/19/2004 Keywords: 5. purchasing, branding, channels, coordinating online and offline messages E-marketing -- Targeting niche markets: Driving interest in products Date: 5/19/2004 Keywords: 5. purchasing, advertising, banner, customer interaction, online teaching, teaching, online Use marketing campaigns that generate immediate customer interaction to increase website traffic and brand awareness Incorporate audio and visual media into banner advertising to increase consumer click through rates Conduct online teaching seminars to drive consumer interest in products (convenience, speed, cost) Reflect customers' e-business savvy to optimize marketing effectiveness E-marketing--focus e-marketing strategy: Creating user-friendly interfaces Date: 5/19/2004 Keywords: 1. remaining, 2. downloading, 3. forwarding, 4. subscribing,

Curtis - 110 6. returning, branding, communication, community & viral marketing, customer needs & preferences, design Addressing customer retention issues through web-based communications create user-friendly interfaces that address consumer needs to create loyalty and encourage return visits. Eli Lilly designed website components to directly target specific consumer groups' needs (could be used to target HR managers, for ex.): product information newsletter (register for) patient checklist educational resources Promotes brand image, product knowledge, provides valuable service HoustonStreet.com: attention to details of website design to appeal to a particular target audience Interactive support services makes the Internet the perfect tool for addressing specific marketing gaps Customer retention tools (Eli Lilly): self-assessment test email reminders community-patients can submit and read stories of other patients--viral community, retains customers onsite longer and gets return visits E-marketing--focus e-marketing strategy: Promoting the corporate website Date: 5/17/2004 Keywords: hub, traffic, URL, Web address To take full advantage of the Web's capabilities, must first drive customers to the website Secure a simple web address to increase website awareness and traffic. Utilize a single URL to drive Web traffic and maintain control over Internet content. Cites Cisco, www.cisco.com as a hub for all online content and applications. E-sales -- Segment service and information offerings: Providing incentives for repeat customers to establish customer loyalty

Curtis - 111

Date: 5/19/2004 Keywords: 5. purchasing, 6. returning, incentives, lead generation & conversion, sales Help companies transition to online buying. provide incentives for repeat customers to establish customer loyalty process orders over electronic channels to maximize return on resources move low-end customers to an Internet store to focus sales resources on high-potential leads (EE) Fostering customer loyalty Date: 5/19/2004 Keywords: 1. remaining, 4. subscribing, 5. purchasing, 6. returning, 8. metrics & performance measures, channels, consistency, customer interaction, feedback systems, interaction & interactive technology, links, relationships, segmentation & targeting, standardized templates provide educational guidance to build relationships with future customers interactive profiles of doctors who are exemplary in their dealings with patients (for EE could be profs and past participants) Target key decision makers to provide value added programs (newsletters targeted to that group, e.g., HR directors) Create well-organized links to external resources that complement your own website Segment product information by country and use design feedback mechanisms to drive continuous web improvement standardize templates to present product information in a consistent way Create interactive technology to personalize health education: complete Q and get personalized and confidential feedback; creates dialog

Curtis - 112 introduce alternative communication channels: provides flexibility and address issues that cannot be handled over the Internet, e.g., customer service issues, credit department, reimbursement, etc. Hotchkiss (2003-2004) Date: 5/19/2004 Keywords: 1. remaining, 5. purchasing, landing page, search engines Into the mind of the searcher In big ticket purchases, there is likely extensive research done, often involving multiple online research sessions and repeated use of search engines. The path to conversion is long and the likelihood of conversion taking place offline is high. "In looking at most search marketing strategies; the emphasis is put on encouraging the purchase, while most people using search engines are more interested in anonymously gathering information" (p. 30). A major disconnect. What purchasers are looking for in a landing page: query keywords product picture offers (value added such as free shipping) prices features clean professional layout clear conversion path (ease in getting additional info or to buy) selection comparison (between models) clear navigation reviews How to create an e-commerce web site Date: 5/19/2004 Keywords: 1. remaining, 7. strategic planning, 8. metrics & performance measures, authentication, quantify goals, trust Site planning identify clear marketing goals: e.g., generating leads, building a prospect database, putting a catalog online quantify goals for sales, clicks, or inquiries to measure success

Curtis - 113

Trust: authenticated SSL certificates Ind & Riondino (2001) Date: 5/19/2004 Keywords: 1. remaining, branding, consistency, CRM, interaction & interactive technology, trust Branding on the Web: A real revolution? Engaging the publics in dialog: the potential for criticism can spur the delivery of better customer service CRM systems allow feedback to be filtered and acted on quickly puts employees in direct contact with customers the ability to listen, understand and act is made seamless and immediate thanks to the Internet Focus on the brand idea helps achieve consistency throughout all forms of communication including the Website the Internet is not about transactions; it's about communications and relationships: trust Interactive registration form gets 300% more completions than regular sales lead forms Date: 5/19/2004 Keywords: 2. downloading, 4. subscribing, 5. purchasing, 8. metrics & performance measures, interaction & interactive technology, lead generation & conversion, lead qualifying, registration programs Goals: raise registrations form completion rates to get more leads pre-qualify leads educate leads with useful materials that were right for them Interactive form has a three-times higher completion rate than traditional online registration forms (form design explained in text) Lessons: start with a useful offer, not a product pitch tell them up front there will be a dialog

Curtis - 114 measure where they drop out don't ask irrelevant questions Jackson (2004) Date: 5/19/2004 Keywords: 1. remaining, 5. purchasing, 8. metrics & performance measures, landing page, lead generation & conversion the objective of the landing page is to get the reader to move to another page by measuring how people use your Website, you can continuously improve it and therefore improve the conversion rate Johnson Date: 5/19/2004 Keywords: 1. remaining, 4. subscribing, 6. returning, automated support services, communication, customer feedback, customer needs & preferences, customer service, interaction & interactive technology Communication & interactivity: Two key elements of e-business customer service open communication, "transparent availability": 1. visibility: easy access to contact information, feedback forms 2. e-mail lists: opt-in lists for communication use in providing information. Ask for feedback and response by providing links 3. autoresponders: customers appreciate instant responses with appropriate information interactivity: increasing ease of interactiity you increase the liklihood of an exchange of information 1. forms 2. surveys: provides information & demonstrates willingness to listen to customers 3. incentives: rewards build loyalty listen and respond

Curtis - 115 Landing page redesign helps search marketing camparign convert 139% more consumers into sales leads Date: 5/19/2004 Keywords: 5. purchasing, landing page, lead generation & conversion, lead qualifying campaign (forms) landing page best practices to convert visitors into sales leads no hotlinks besides the submission button compelling benefit copy in readable type lead genertion form above the fold "light page" (quick loading) narrow page privacy policy on page promonent phone number Invest in a landing page for each main search term you advertise under Marketing analytics and cross-selling: Personalizing your marketing Date: 5/19/2004 Keywords: 5. purchasing, 6. returning, CRM, customer needs & preferences, customization, data mining, personalization, segmentation & targeting utilize CRM techniques to personalize marketing and improve customer retention replace face-to-face customer behavior techniques with targeting through segmentation and analyzing customers. Increases loyalty and retention. CRM benefits: improve customer retention provide analytical engines for understanding customer preferences and buying patterns personalize customer service fill value gaps to provide integrated customer experiences and obtain repeat customers paying attention to the customer activity cycle: the pre-experience decision stage the experience stage the maintenance stage focus on customers' preferences rather than demographics to create one-to-one customer interactions individualized marketing: front-office applications and

Curtis - 116 information-mining software creates customer intelligence. Customer preferences, behaviors, and direct customer interactions fuel CRM-based, personalized marketing. Addresses real needs rather then mythical avg customer. Customer intelligence produces a good prediction of customers' future behavior based on their history. McGovern (2004, May 5) Date: 5/18/2004 Keywords: customer behavior, customer feedback, customer needs & preferences, interaction & interactive technology, usability study How to understand website customer needs. How they behave Metrics: Consumers will trade e-mail addresses for valued content Date: 5/19/2004 Keywords: 3. forwarding, 8. metrics & performance measures, email, registration programs Factors that motivate U.S. consumers to sign up for e-mail programs sweepstakes, 41% already a customer, 40% e-mail address required to access content, 38% find site randomly (search engine), 37% friend recommendation, 24% Metrics: Paid content soars Date: 5/19/2004 Keywords: 8. metrics & performance measures, content 2001, $264m 2002, $609m 2003, $748m Neasham & Sterne (2004) Date: 5/19/2004 Keywords: 1. remaining, 4. subscribing, 5. purchasing, customization, lead generation & conversion, lead qualifying, pathway strategy,

Curtis - 117 segmentation & targeting Best practices: Attracting and capturing online leads for the financial industry Summary of best practices (p. 12) A pathway strategy to attract and capture online leads should consist of the following actions: evaluate content of each driver and its placement determine the optimal qualification parameters implement a segmentation engine to route online visitors identify segmentation rules based on visitor entries customize messaging with appropriate calls to action (next steps) convert the qualified online visitor to a buyer "Customer-initiated leads produce the highest conversion rate of over 40% over customer triggered (20%) and intrusive leads (3%)" (p. 12). Nielsen & Tahir (2002) Date: 5/19/2004 Keywords: 1. remaining, 3. forwarding, 4. subscribing, 6. returning, community & viral marketing, customer data, customization, homepage, personalization, registration programs Homepage usability Customization: can work if it gives users value without requiring much or any setup effort from them. Design based on user's past behavior or geo location. If your homepage has areas that will provide customized information once you know something about the user, don't provide a generic version of the content to first-time users--craft different content for that space focus on meaningful customization Gathering customer data don't provide plain links to registration on the homepage; instead explain or link to the customer benefits of registration explain the benefits and frequency of publication to users before asking them for their email addresses, see: http://www.nngroup.com/reports/newsletters.

Curtis - 118 Fostering community: if appropriate for your site, reveal what resources the site has to bring people together for chat or other discussion features, list actual discussion topics and provide any schedules on the homepage Procopio (n.d.) Date: 5/19/2004 Keywords: 1. remaining, 2. downloading, 3. forwarding, 4. subscribing, 5. purchasing, 6. returning, 8. metrics & performance measures, communication, community & viral marketing, content, culture development, demographics, email, network, newsletter, online communities, registration programs, revenue, services Online community elements Reasons why a visitor will join the online community (relevant to EE): personal network exposure broad community exposure opportunity to be featured on the site networking education Elements of a successful online community viral growth: "The strongest foundation of an online community is that which has grown by viral means . It is important to provide means of interaction for each of these groups of members, and assign particular parts of the site that they can understand and navigate easily through those tasks which they alone will find most useful" (p. 6). Elements: quality and features: make a distinction between general content and preferred content (p. 6) feedback discussion critique recommendation: 'one-click' an email to a associate registration ads: remind the visitor to register once the output is viewed reusable communication: any communication to members should be written so that it can be forwarded to someone who has never visited the site with no additional information or explanation required communication (top down/bottom up) (p. 8) email newsletter: frequency determined by the member. The higher the

Curtis - 119 frequency, the shorter and more targeted the email; the lower the frequencey, the longer and more inclusive the email ease of communication outlets. Include email link to tech support and comunity leadership/mgt on the top-level menu. community leaders should emerge from within the community, as editors, moderators, advisors, etc. response to email should be immediate locating content (p. 8) There will eventually be a large library of work that will need to be mapped to topic, focus, etc. Qualify and quantify the search/browse process keywords and meta descriptive labeling reusable mapping general ease of use - understanding and navigation (p. 9) culture development: must grow by itself, impossible to manage abuse account blocking account validation: ensure that each account contains a unique email address - no duplication metrics web logs (e.g., WebTrends) proactive metrics ease of registration vs. profile quality: need to weigh the importance of demographic info vs. flight from site demographics revenue (p. 10-11) membership fees: this usually fails, but you can add services until the balance shifts, wt which point fees may be charged additional service fees: may be added a la carte or as part of a subscription advertising revenue: the most viable form of straight revenue collection Reynolds (2003, August 5) Date: 5/19/2004 Keywords: 4. subscribing, 6. returning, 8. metrics & performance

Curtis - 120 measures, cookies, pathway strategy, Web analysis Ways to solve problems you face with your Web analysis and reporting use cookies or unique-user logins: cookies help recognize true repeat visitors and an accurate view of the user's path, how many pages the user viewed in a session, etc. Unique user logins not always feasible focus on what matters to you: email newsletter sign-ups, etc. and analyze that only. Create and work on a list of priorities audit log file data with custom solutions: have a tool created to aggregate an important statistic for auditing purposes is helpful in ensuring that the data you have is accurate and the methodologies used to get that data are sound and able to be replicated Ricci (2004) Date: 5/19/2004 Keywords: 1. remaining, 6. returning, 8. metrics & performance measures, audience profile, audience segment, cookies, personalization , visitor response Web personalization is a strategy, a marketing tool, and an art. Personalization requires implicitly or explicitly collecting visitor information and leveraging that knowledge in your content delivery framework to manipulate what information you present to your users and how you present it. It drives desired business results such as increasing visitor response or promoting customer retention. Process: develop business goals, define use cases, profile audience, segment audience, implement and measure Visitor profile: implicit profile attributes from cookies, browsing patterns, etc. explicit profile from customer responses including watching or interpreting behavior, Qs, etc. segment matched profiles Rodgers (2002) Date: 5/19/2004 Keywords: 6. returning, email, loyalty

Curtis - 121 Memo to brands: Surrender "Email will drop as an acquisition tool, but it will become an important loyalty tool--a way to keep customer relationships groweing deeper." Sharp (2001) Date: 5/19/2004 Keywords: 1. remaining, 2. downloading, 3. forwarding, 4. subscribing, 5. purchasing, 6. returning, audience profile, positive response action, strategic stakeholder Positive Response Actions: six website visitor positive outputs: 1. Remain on the website 2. Download content 3. Forward/transmit content to another person 4. Subscribe to an ongoing association with the website (info request, transaction, subscription) 5. Purchase an item offered at the website. For EE this would be register 6. Return to the website at a later stage in time "The need to thoroughly analyze their audience(s), in every context of this new realm of information delivery and potential motivation, is critical. Every model, theory and conclusion presented in this paper, revolves around this essential requirement of accurate audience definition for communication success" (p. 2). Sterne (2004) Date: 5/19/2004 Keywords: 5. purchasing, 8. metrics & performance measures, audience profile, strategic stakeholder 10 steps to measuring web site success 1. identify stakeholders 2. identify stakeholders' primary goals 3. identify the most important site visitors: shows up the most often stays the longest looks at the most pages buys the most stuff

Curtis - 122 buys the most frequently spends the most money 4. identify the most important visitors' primary goals 5. prioritize everybody's goals 6. determine critical metrics 7. identify the necessary technology 8. check references 9. distribute only the data that drives the business 10. accountability, responsibility, visibility Surmacz (2003) Date: 5/19/2004 Keywords: 1. remaining, 5. purchasing, 6. returning, personalization Metrics: The personalization myth "The ROI of personalization is dramatically unproven everywhere we've looked" 14% of consumers say that personalized offers or recommendations on shopping websites lead them to buy more often at online retailers, and only 8% say that personalization increases their repeat visits to content, news or entertainment websites. However, 54% say faster loading pages and 52% say improved navigation would enhance experience. Urban & Hauser (2003, January) Date: 5/19/2004 Keywords: 1. remaining, advisor, virtual, trust "Listening in" to find unmet customer needs and solutions many websites, e.g., Kelley's Blue Book provide virtual advisors to help customers narrow their searches. Customer preference data from these virtual advisors are a source of new product ideas Urban (2003, October) Date: 5/19/2004 Keywords: 2. downloading, 5. purchasing, customer advocacy, customer power, trust

Curtis - 123

Customer advocacy: Is it for you? "Customer power is growing, and you need to decide what to do about it. I propose that you advocate for your customers and earn their trust." Trends: 1. increasing access to information (for EE, the increased number of online registrations) 2. access to more alternatives 3. more simplified transactions 4. increasing communication between customers 5. customer distrust and resentment (sites stats, spam, CEO scandals, pop up ads, no call protection Responses push harder strengthen relationships Advocating for your customers: finding the best product for them even if it isn't your own Cases Intel improve navigation to improve trust, increased download by a factor of 5% points saving the co. $10m in telephone support calls and mailing Intel software based personal advisor "Rosa" improved satisfaction, trust, success rates for downloading by 15% for visitors credit unions: online trusted advisors, web-based tools that help customers select mortgages, loan programs, etc. (why not do this for EE program selection) saved time of loan officers GM w/ J.D. Powers sponsors AutoChoiceAdvisor, 3rd party site. Builds trust and increased GM sales. E-bay Developing high levels of trust by advocacy can pay-off for industries with the following characteristics (EE fits this criteria) the products are complex the products require high customer involvement customers face a risk if they do not select the right product many alternative products exist large amounts of information are available Measuring trust (p. 20 questionnaire)

Curtis - 124 Theory A (p. 24) customer decision-making is natural customers are active and want to control the buying process customers prefer to learn and make an informed decision Customers have imagination, ingenuity & creativity Varon (2003) Date: 5/19/2004 Keywords: 3. forwarding, collaborative environments The new lords of e-biz collaborative environments: online meeting rooms employees use to work with each other as well as with customers and suppliers

Curtis - 125 APPENDIX C E-commerce website design best practices applicable to executive education openenrollment program registrations 1.0 Remain on the website. 1.1 Design pages so that page download speed is about 3 seconds but no more than 5 seconds (Bowman & Willis, 2002). 1.2 Keep a consistent look throughout the website (Bowman & Willis, 2002). Standardize templates to present product information in a consistent way (Fostering customer loyalty). 1.3 Make the website easy to use. It should be familiar, organized in a logical way (rational organization), be clear and simple (Bowman & Willis, 2002). 1.4 The website should have a personality. Smart approaches to branding result in designs that are appropriate and responsible to the original intent of the brand; consistent and coherent identity . . . that distinguishes the company from its competitors (Bowman & Willis, 2002, p. 42). 1.5 Place a message from the leaders of the unit to demonstrate their commitment to using the Internet as a key communication channel (Building corporate branding through the Internet). 1.6 Provide easily searchable product information to allow customer selfsegmentation (drill down options) (E-marketingIncrease per-customer value: Providing greater website customization). Include geographic and use options when appropriate (Fostering customer loyalty).

Curtis - 126 1.7 Creating virtual communities retain customers on the site longer and encourage return visits (E-marketingIncrease per-customer value: Integrating multiple channels to build brand awareness and drive website traffic). For chat or other discussion features, list actual discussion topics and provide any schedules on the homepage (Nielsen & Tahir, 2002). 1.8 To keep customers on the site, segment customers and delivering personalized messages (through mass customization techniques) to deliver information and marketing messages directly relevant to the customers needs and interests (E-marketingIncrease per-customer value: Providing greater website customization). 1.9 Personalization (customization) should be meaningful (Nielsen & Tahir, 2002). Bowman and Willis (2002) define personalization as the functionality that allows your customer to tailor or modify their experience on your Web site (p. 36). 1.10 Create interactivity and dialog to personalize executive education:

complete a questionnaire and get personalized feedback (Fostering customer loyalty; Johnson) 2.0 Download one or more units of content from the website. 2.1 Map content to topic or focus. Qualify and quantify the search/browse process using keywords, descriptive labeling, and reusable mapping (Procopio (n.d.)). 2.2 Navigation improvements build trust and increase downloads (Urban, 2003).

Curtis - 127 2.3 Software based personal advisors (web-based tools also known as online trusted advisors) improve customers success rates for downloads (Urban, 2003). 3.0 Forward/transmit one or more units of content to another person(s) 3.1 Create a viral community of customers who submit, read, and exchange stories. Viral communities retain customers onsite and get return visits (Emarketingfocus e-marketing strategy: Creating user-friendly interfaces). 3.2 Fostering community on the site by creating chat or other discussion features (Nielsen & Tahir, 2002). 3.3 Elements to include in a website to encourage viral growth (Procopio (n.d.)): 3.3.1 3.3.2 3.3.3 3.3.4 3.3.5 General and preferred content Feedback (critique) capability for discussions one-click email to reach an associate Registration Reusable communication: any communication to members should be written so that it can be forwarded to someone who has never visited the site with no additional information or explanation required. 4.0 Subscribe to/from an ongoing association with the website. 4.1 Publicize privacy policies to encourage customers to provide personal information and request marketing materials (encourages trust and also return visits) (E-marketingIncrease per-customer value: Providing

Curtis - 128 permission marketing programs to increase customer response and acquisition). 4.2 Create incentives that encourage customers to share personal information such as additional services or information (E-marketingIncrease percustomer value: Providing permission marketing programs to increase customer response and acquisition). 4.3 Design feedback mechanisms to drive continuous web improvements (EmarketingIncrease per-customer value: Providing permission marketing programs to increase customer response and acquisition). 4.4 Use interactive forms to generate registrations and leads. Interactive forms have a three-times higher completion rate than traditional registration forms (Interactive registration form gets 300% more completions than regular sales leads forms; Johnson). 4.5 In gathering customer data: dont provide plain links to registration on the homepage; instead explain or link to the customer benefits of registration (Nielsen & Tahir, 2002). 4.6 Record visitors Internet paths to optimize acquisition methods and keep acquisition costs lower than average lifetime customer value (EmarketingIncrease per-customer value: Capturing website visitor information). 5.0 Purchase an item on offer at the website. 5.1 Identify the most important prospects (adopted from Sterne, 2004): 5.1.1 Most frequently visit the website

Curtis - 129 5.1.2 5.1.3 5.1.4 5.1.5 5.1.6 Stay the longest Look at the most pages Have registered for a course in the past Have registered for more than one course Spend the most money

5.2 Classify customer behavior using data mining methods from click data. Document this groups behavior to identify the potential buyer cluster. Experiment with different pages to identify the one(s) that effect the probability of buying (Bertsimas, 2004). 5.3 Use CRM techniques to personalize marketing by focusing on customer preferences rather than demographics to create one-to-one customer interactions. Customer intelligence produces a good prediction of customers future behavior based on their history (Marketing analytics and cross-selling: Personalize your marketing). 5.4 Coordinate web sales initiatives with traditional sales channels to leverage brand recognition and established assets (Best practices in e-sales). Measure each marketing channels value to prioritize marketing expenditures (E-marketingIncrease per-customer value: Capturing website visitor information). 5.5 Move open-enrollment customers to the website to focus sales resources on high-potential custom business (adapted from E-salesSegment service and information offerings: Providing incentives for repeat customers to establish customer loyalty).

Curtis - 130 5.6 A pathway strategy to attract and capture online leads should consist of the following actions: evaluate content of each driver and its placement 5.6.1 5.6.2 5.6.3 5.6.4 determine the optimal qualification parameters implement a segmentation engine to route online visitors identify segmentation rules based on visitor entries customize messaging with appropriate calls to action (next steps) 5.6.5 convert the qualified online visitor to a buyer

Customer-initiated leads produce the highest conversion rate of over 40% over customer triggered (20%) and intrusive leads (3%) (Neasham & Sterne, 2004, p. 12). 5.7 Reduce the number of transaction steps to minimize order-processing errors (Best practices in e-sales). 5.8 Landing pages created for a specific campaign design best practices (Landing page redesign helps search marketing campaign convert 139% more consumers into sales leads): 5.8.1 5.8.2 5.8.3 5.8.4 5.8.5 5.8.6 Do not include hotlinks other than the submission button Create benefit copy in readable type Place the lead generation form above the fold Create a quick loading page Include a privacy policy on the page Prominently place a phone number

Curtis - 131 5.9 Follow-up with prospects that did not buy to convert to purchase (Bersimas, 2004). Integrate e-tools with traditional sales channels (e.g., telesales, field sales, etc.) to accelerate responses to customers (Best practices in e-sales). 6.0 Return to the website at a later stage in time. 6.1 Integrate the Internet into service strategies and business operations to increase customer retention (Best practices in e-services). Integrate with traditional customer service (call centers, help desks, Internet delivery platforms) to take advantage of this highly efficient service delivery channel (Best practices in e-service, p. 3). 6.2 Use mass customization techniques, CRM techniques to personalize marketing to promote retention (Driving business through the Internet: Web-based sales, marketing and service; Marketing analytics and crossselling: Personalizing your marketing; Ricci, 2004). 6.3 Create user-friendly interfaces that address customer needs create loyalty and encourage return visits, e.g., product information, newsletter (register for), other high value content (E-marketingfocus e-marketing strategy: Creating user-friendly interfaces). 6.4 Build open communication and interactivity to provide customer service and build loyalty (Johnson): 6.4.1 Visibility: easy access to contact information and feedback forms

Curtis - 132 6.4.2 E-mail lists: opt-in lists for communication use in providing information. Ask for feedback and response by providing links 6.4.3 Autoresponders: customers appreciate instant responses with appropriate information 6.5 Use customer information as a sales tool to encourage repeat sales, predicting when the customer will need the next course in a sequence, or a related course (adapted from: Customer delight: Developing customercentric strategies). 7.0 Strategic planning. 7.1 Among Internet masters, Internet strategic planning is deeply rooted in and aligned with traditional business value analysis (Best practices in esales, p. 3). 7.2 For a website to have the greatest likelihood of success, everyone involved should understand the strategic nature of the Internet presence (Define your Internet presence rationale & objectives). 7.3 In Site planning: 7.3.1 Identify clear marketing goals so you can measure success, e.g.: 7.3.1.1 generating leads 7.3.1.2 building a prospect database 7.3.1.3 putting a catalog online 7.3.1.4 quantify goals for sales, clicks, or inquiries

Curtis - 133 7.4 Sterne (2004) recommends the following 10 planning steps to measuring web site success: 7.4.1 7.4.2 7.4.3 Identify stakeholders Identify stakeholders primary goals Identify the most important site visitors: 7.4.3.1 Most frequent visitor 7.4.3.2 Stays the longest 7.4.3.3 Looks at the most pages 7.4.3.4 Buys the most 7.4.3.5 Buys the most frequently 7.4.3.6 Spends the most money 7.4.4 7.4.5 7.4.6 7.4.7 7.4.8 7.4.9 Identify the most important visitors primary goals Prioritize everyones goals (stakeholders and visitors) Determine critical metrics Identify the necessary technology Check references of potential vendors Distribute only the data that drives the business

7.4.10 Demonstrate accountability, responsibility, and visibility 8.0 Metrics & performance measures. 8.1 Put into place clear and consistent performance measurement systems. Absence results in confusion. Performance measurement systems help organizational structure to productively guide people and teams, to evaluate technology and strategic deployment, to shrink improvement

Curtis - 134 cycles and to shorten the path to e-business profitability (Best practices in e-sales, p. 4). 8.2 Employ metrics to track the use and effectiveness of websites, pages, and offerings (Driving and measuring online presence and performance). 8.3 Alternatives to straight ROI measurement: 8.3.1 Determine the organizations to which the website visitor belongs and monitor for trends 8.3.2 8.3.3 8.3.4 Identify traffic patterns and other relevant statistics Link web metrics and benefits to other marketing measures Conduct periodic reviews: analyze key lessons learned to drive improvement (Driving and measuring online presence and performance). 8.4 Capture website visitor information to measure web-based initiatives success and strengthen future targeting efforts. Identify successful initiatives and eliminate ineffective ones by monitoring metrics such as website visitor information. Techniques to employ in measuring ROI effectiveness include: 8.4.1 8.4.2 8.4.3 8.4.4 8.4.5 8.4.6 Focus groups Online surveys Direct mail Usability studies/Web monitoring activities Advisory boards Feedback forums

Curtis - 135 8.4.7 8.4.8 In-person customer interviews Chat groups (E-marketingIncrease per customer value: Integrating channels to build brand awareness and drive website traffic). 8.5 Customer-initiated leads produce the highest conversion rate of over 40% over customer triggered (20%) and intrusive leads (3%) (Neasham & Sterne, 2004, p. 12). 8.6 Use web logs such as Web Trends to gather user behavior data (Procopio (n.d.)). 8.7 To solve problems associated with Web analysis and reporting: 8.7.1 Use cookies or unique-user logins: cookies help recognize true repeat visitors and an accurate view of the users path, how many pages the user viewed in a session. (Unique user logins are not always feasible). 8.7.2 Focus on what matters to you: email newsletter sign-ups, etc. and analyze that data only. 8.7.3 Audit log file data with custom solutions. Have a tool created to aggregate an important statistic for auditing purposes. This is helpful in ensuring that the data you have is accurate and the methodologies used to get that data are sound and able to be replicated (Reynolds, 2002). 8.8 Distribute only the data that drives the business (Sterne, 2004).

Curtis - 136

BIBLIOGRAPHY About.com. http://www.ecommerce.about.com. AJ Consulting. http://www.ajconsulting.com. American Productivity & Quality Center. http://www.apqc.org/portal/apqc/site?path=root. APower Solutions. http://www.apower.com/. Bastek, N. (2003, August 3). Welcome! [E-mail]. Begin, L., & Boisvert, H. (2001, December/2002, January). Making e-commerce profitable. CMA Management, 75, (9), 28 31. Bendersky, R., Barnett, M., Curtis, W. Website strategy. (2001, December). Presented at the 2001 UNICON Fall Conference, Boston University School of Management, Boston, MA. Bertsimas, D. (2004). Customer retention at Dell using data mining (Summary). Boston: Massachusetts Institute of Technology, Center for e Business @ MIT. Retrieved April 12, 2004 from http://ebusiness.mit.edu/research/focused.html#3. Best practices for forms. (No date). Retrieved April 12, 2004 from http://www.utah.edu/uewbresources/9-2602%20conference/e_commerce/sld)36.htm. Best Practices, LLC. http://www3.best-in-class.com/. Best practices in e-sales (Online report summary). (No date). Best Practices, LLC. [Online]. Retrieved April 19, 2004 from http://www3.best-inclass.com/bestp/domrep.nsf/Content/F4D08F21AED1537185256DDA0056B4CC !OpenDocument. Best practices in e-service (Online report summary). (No date). Best Practices, LLC. [Online]. Retrieved April 19, 2004 from http://www3.best-inclass.com/bestp/domrep.nsf/Content/4720651C2C07110985256DDA0056B4CE! OpenDocument. Bitran, G. (2004). Using the Internet for B2B and B2C ecommerce (Summary). Boston: Massachusetts Institute of Technology, Center for e Business @ MIT. Retrieved April 12, 2004 from http://ebusiness.mit.edu/research/focused.html#3. Bowman, S. & Willis, C. (2002), Design Whys: Designing Web Sites That Sell. Gloucester: Rockport Publishers.

Curtis - 137

Bradshaw, D. (2002, May 28). US finds the going tough as Europe thrives. [Financial Times survey: Business education]. Financial Times, iviii. Breland, H. et al (2002, March). Summary report: Trends in college admission 2000, sponsored by ACT, Inc., the Association for Institutional Research, the College Board, the Educational Testing Service, and the National Association of College Admission Counseling, [On-line]. Retrieved April 14, 2004, from http://www.airweb.org/images/trendsummary.pdf. Bressler, M. (2001, October 22). Internet CRM must have human touch. Marketing News 35, (22), p. 42. Brickers International Directory, 2002 (33rd ed.). Lawrenceville: Peterson Publishing. Brink, T., Gergle, D., Wood, S. (2002). Designing Web Sites That Work: Usability for the Web. San Francisco: Morgan Kaufman Publishers. Building corporate branding through the Internet. (2000, March 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/669603 107F7E7124. Building your Internet presence and internal web capabilities. (2000, March 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/C0C7C 9FD1E30199. Camp, R. (1989). Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance. Milwaukee: ASQC Quality Press and UNIPUB/Quality Resources (as quoted in Evans & Lindsay, 1996, pp. 339-340). Center for eBusiness @ MIT. http://ebusiness.mit.edu. Communication & interactivity: Two key elements of e-business customer service [Online]. Retrieved April 12, 2004 from http://www.ajconsulting.com/articles/article6.html. Colyer, E. (2002, April 3). A key technology for online profitability. FT.com. Retrieved April 5, 2002 from http://specials.fr.com/ftit/ft38f5u0hzc.HTML. Companies Net image at risk due to lack of dedicated staff. (2001, December 6). Marketing Week, p. 15.

Curtis - 138 Creative strategies in marketing executive education programs. (2003, July 10). Summary of sessions at the UNICON Fourth Annual Burst. University of Michigan, Ann Arbor, MI. Creswell, J.W. (1994). Research design: Qualitative and quantitative approaches. Thousand Oaks, CA: Sage Publications. Cuneo, A.Z. (1996, October). Cyberbrand study: Web branding opens links to customers. Advertising Ages Business Marketing 81, (8). Curtis, W.M. (1994). Commercialization of the Internet. Unpublished course paper, Case Western Reserve University, Cleveland. Curtis, W.M. (2002, February). A coherent framework for understanding the importance of information strategy to business strategy and to organizational performance. Unpublished course paper, University of Oregon, Eugene. Customer delight: Developing customer-centric strategies. (2001, February 7). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/3C3C6 9EE8A0F89D. Customer delight: Integrating Internet technologies for greater CRM quality. (2001, February 7). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/9BD01 52BCC11318. DAlessandro, D. (2001). Brand warfare: 10 rules for building the killer brand. New York: McGraw-Hill. Define roles and responsibilities to ensure integration. (1999, April 20). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/a139b7 94775ba96d852568ba0049. Defining your Internet presence rationale & objectives. (2000, March1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/42FF08 7E434A8D5. Dellacross, C. (2003, October). The digitization of word-of-mouth: Promise and challenges of online feedback mechanisms. Management Science, 49, 10, 14071424.

Curtis - 139 Direct Marketing Association. (2000). DMAs state of the interactive e-commerce marketing industry report: Emerging trends and business practices. New York: Author. Driving and measuring online presence and performance. (2000, March 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/a13b79 4775ba96d852568ba0049. Driving business through the Internet: Web-based sales, marketing and service. (no date). Retrieved April 19, 2004 from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/42FF08 7E434A8D5. Dussart, C. (2001, December). Transformative power of e-business over consumer brands. European Management Journal, 10, (6), 629-637. Dye, J., et al (2000, January). Constant comparison method: A kaleidoscope of data. The Qualitative Report , 4. [On-line serial]. Retrieved April 21, 2004 from: http://www.nova.edu/ssss/QR/QR4-1/dye.html. E-commerce user experience: 207 guidelines for e-commerce sites (2004). Nielsen Norman Group Report Series, [On-line]. Retrieved May 5, 2004, from http://www.nngroup.com/reports/ecommerce. E-marketingFocus e-marketing strategy: Creating user-friendly interfaces. (2001, March 2). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/52CCA AC332B04F. E-marketingFocus e-marketing strategy: Promoting the corporate website. (2001, April 2). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestpsub/domrep2.nsf/ItemLookup/6bdd25 3eb0170662. E-marketingIncrease per-customer value: Capturing website visitor information. (2001, April 2). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/BE07849 0C2569E11. E-marketingIncrease per-customer value: Integrating multiple channels to build brand awareness and drive website traffic. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/E7979F 25177735EE.

Curtis - 140 E-marketingIncrease per-customer value: Investing in future distribution channels to expand customers access to products. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/3CE1A B1EDB0F0D. E-marketingIncrease per-customer value: Penetrating multiple levels in prospect companies. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/6764230 EA4712299. E-marketingIncrease per-customer value: Providing greater website customization. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/ED056 70B4C5B914. E-marketingIncrease per-customer value: Providing permission marketing programs to increase customer response and acquisition. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/F418CF 9F2C340D1. E-marketing: Pushing a global brand into the marketplaceAn introduction. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/124D3 DA7BCAA32. E-marketingTargeting niche markets: Coordinating online marketing messages with core product messages to maintain a unified brand identity. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/B0C24 BD30F28. E-marketingTargeting niche markets: Driving interest in products. (2001, April 1). Retrieved May 3, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/ED64D5 D3AE9E1A. E-marketingTargeting niche markets: Launching e-business spin-offs to establish an autonomous Internet channel. (2001, April 2). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/BD695 714D9E3BE1. Emerging trends in executive education: 1-day workshop. (2002, July 11). Summary of sessions at the UNICON Third Annual Burst, University of Minnesota, Minneapolis/St. Paul, MN.

Curtis - 141

Employing innovative features on the Web to enhance your presence. (2000, March 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/387965 80CE47F87F. E-salesSegment service and information offerings: Providing incentives for repeat customers to establish loyalty. (2001, April 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/F3C1C 251E88E1E8. Evans, J., & Lindsay, W. (1996). The Management and Control of Quality (3rd ed.). Minneapolis/St. Paul: West Publishing Company. Fichter, D. (2002, September/October). Checklists lay the foundation for web site quality. Online 26, (5), 79 81. Fostering customer loyalty. (2001, April 22). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/90861C CA50589A2. Galliers, R.D., Leidner, D.E., Baker, B.S.H. (Eds.). (1999). Strategic information management: Challenges and strategies in managing information systems (2nd ed.). Oxford: Butterworth-Heinemann. Gillespie, B. (2003). Top ten ways to improve your website. [On-line]. Retrieved April 19, 2004 from http://www.globalknowledge.com/training/whitepaperlist.asp?pageid=502&count ry=United+States&translation=English. Glaser, B. & Strauss, A. (1967). The discovery of grounded theory: Strategies for qualitative research. Chicago: Aldine Publishing Company. [On-line summary]. Retrieved April 21, 2004 from http://faculty.babson.edu/krollag/org_site/craft_articles/glaser_strauss.html. Grenci, R., & Todd, P. (2002, March). Solutions-driven marketing. Association for Computing Machinery. Communications of the ACM, 45, (3), 64 71. Hackos, J.T. (2002). Content management for dynamic web delivery. New York: John Wiley & Sons. Hampton, F. (2004, March 23). How to manage your corporate reputation online. Marketingprofs.com. [On-line]. Retrieved April 4, 2004 from http:/www.marketingprofs.com/print.asp?source=%2F4%Fhampton1%2Easp. Harvard Business School Executive Education. http://www.hbs.edu/executive/index.html.

Curtis - 142

Harrington, D. (1999, October). Electronic commerce: the technological transformation of business. College & Research Libraries News. [On-line]. Retrieved March 16, 2002 from http://www.ala.org/acrl/resorct99.html. Hong, S. (2002, October 1). Use the constant comparative method of analysis. [On-line]. Retrieved April 21, 2004 from http://www.arches.uga.edu/~sjhong/edit8350/index.html. Hotchkiss, G. (2003-2004). Into the mind of the searcher. Enquiro Search Solutions. [Online]. Retrieved April 16, 2004 from http://www.enquiro.com/Downloads/Downloads.aspx. How to create an e-commerce web site. (No date). [On-line]. Retrieved April 21, 2004 from http://www.verisign.com/resources/gd/ecommerceSite/ecommerceSite.html. Ind, N. & Riondino, M. (2001, September). Branding on the web: a real revolution? Journal of Brand Management 9, (1), 8-19. Interactive registration form gets 300% more completions than regular sales lead forms. (2004, March 31). [On-line case study]. Marketingsherpa. Retrieved April 7, 2004 from http://www.marketingsherpa.com/sample.cfm?contentID=2653. International University Consortium for Executive Education (UNICON). http://www.uniconexed.org. IT strategy deployment: Driving market demand by enticing customers. (2001, February 13). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/9DC78 6E118898E818. IT strategy deployment: Maintaining a consistent brand with Internet presence. (2001, February 13). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/D7F815 333402D278. Jackson, S. (2004). Web measurement: What you dont know would make a great book. MarketingProfs.com. Retrieved April 7, 2004 from http://www.marketingprofs.com/print.asp?source=%2F4%2Fjackson3%2Easp. Jacobson, R. (Ed.), Information design. Cambridge: The MIT Press. Johnson, A. (No date). Communication & interactivity: Two key elements of e-business customer service. Retrieved April 12, 2004 from http://www.ajconsulting.com/articles/article6.html.

Curtis - 143 Joyner, M. (No date). Branding the net. [On-line]. Available: http://brandingthenet.com/ [2002, February 17]. Kirp, D.L. (2003). Shakespeare, Einstein, and the bottom line: The marketing of higher education. Cambridge: Harvard University Press. Kotler, P. (2003). Marketing management (11th ed.). Upper Saddle River, NJ: Merrill Prentice Hall. Kowtha, N., & Choon, T. (2001, December 20). Determinants of website development: A study of electronic commerce in Singapore. Information & Management, 39, 3, 227 242. Krajewski, L., & Ritzman, L. Operations Management: Strategy and Analysis (4th ed.). Reading: Addison-Wesley Publishing Company. Kyrnin, J. (n.d.). Make your site valuable to your readers. [On-line]. Retrieved April 29, 2004 from: http://webdesign.about.com/cs/communityonline/a/aa112496_p.htm. Kyrnin, J. (n.d.). Web community is not always the right choice. [On-line]. Retrieved April 29, 2004 from: http://webdesign.about.com/cs/communityonline/a/aawhencommunity.htm. Kyrnin, J. (n.d.). What is community and why do you want it for your site? [On-line]. Retrieved April 29, 2004 from: http://webdesign.about.com/cs/communityonline/a/aa112398.htm. Landing page redesign helps search marketing campaign convert 139% more consumers into sales leads. (2004, March 30). Marketingsherpa. [On-line]. Retrieved April 7, 2004 from http://www.marketingsherpa.com/print.cfm?contentid=2651. Landor. (2002, March 9). What is branding? [On-line]. Retrieved March 9, 2002 from http://www.landor.com/branding/index.cfm?action=showLexicon&storyid=158. Latzman, A. (2004, May). Executive summary: Five key learnings that may affect your marketing. IT Marketing Metrics Guide: 2004 Data for Software, Hardware, & Services Marketers. [On-line]. Retrieved May 6, 2004 from http://www.marketingsherpa.com/store/downloads/ITexecsumm.pdf. Leedy, P.D. & Ormrod, J.E. (2001). Practical research: Planning and design (7th ed.). Upper Saddle River: Merril Prentice Hall. London, S. (2002, December 13). The next core competence is getting personal. Financial Times, p. 14.

Curtis - 144 Lewis, M. (1999, September 23). Netism: Definition of interactivity. [On-line]. Karolinska Institute Website, Stockholm, Sweden. Retrieved May 29, 2004 from http://netsim.kib.ki.se/interactivity.cfm. London, S. (2002, December 13). The next core competence is getting personal. Financial Times, p. 14. Marketing analytics and cross-selling: Personalizing your marketing. (2001, February 7). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/A19819 142C320A9D5. Marketing analytics and cross-selling: Using CRM tools to understand your customers. (2001, February 6). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/6D04E 22930B8CFB. MarketingProfs Today. http://marketingprofs.com. MarketingSherpa. http://www.marketingsherpa.net. . McGovern, G. (2003, February 26). Building successful brands on the web. Retrieved March 5, 2003, from http://www.clickz.com/design/site_design/print.php/1598661. McGovern, G. (2004, March 9). Metadata: Seven tips for writing better keywords. MarketingProfs.com. [On-line]. Retrieved March 10, 2004 from http://www.marketingprofs.com/4/mcgovern24.asp. McGovern, G. (2004, March 30). How to make links work for your web site. MarketingProfs.com. [On-line]. Retrieved March 10, 2004 from http://www.marketingprofs.com/print.asp?source=%2F4%2Fmcgovern2%2Easp. McGovern, G. (2004, May 4). The secret of managing a successful web site. MarketingProfs.com. [On-line]. Retrieved May 4, 2004 from http://www.marketingprofs.com/4/mcgovern26.asp. Meadows-Klue, D. (2001, August 2). New web ad sizes prove that bigger is certainly better. Marketing, 12. Merriam, S. (1998). Qualitative research and case study applications in education. San Francisco: Jossey-Bass Publishers (as cited in Hong, 2002). Merritt, J. (2003, October 20). The education edge. Business Week Online [On-line]. Retrieved April 4, 2004. http://www.businessweek.com/magazine/content/03_42/b3854701.htm.

Curtis - 145

Metrics: Consumers will trade e-mail addresses for valued content. (2003, October 10). [On-line]. CIO. Retrieved April 12, 2004 from http://www2.cio.com/metrics/2003/metric616.html. Metrics: Nearly 14 percent of Internet users pay for content. (2003, November 21). [On-line]. CIO. Retrieved April 12, 2003 from http://www2.cio.com/metrics/2003/metric634.html. Metrics: Paid content soars. (2003, October 3). [On-line]. CIO. Retrieved April 12, 2003 from http://www2.cio.com/metrics/2003/metric614.html. Mittelstaedt, B., Peirce, A. (2000, October). Innovations in executive education: Management development aerobatics & distance learning loops. Paper presented at The International Consortium for Executive Development Research (ICEDR), Durham, NC. Mullaney, T., Little, D. (2002, April 22). Online finance hits its stride. Business Week, 86-88. Murphey, J., Hofacker, C., Bennett, M. (2001, February). Website-generated marketresearch data: Tracing the tracks left behind by visitors. Cornell Hotel & Restaurant Administration Quarterly, 42 (3), 82-91. Murray, S. (2003, October 20). Aiming firmly at expansion. [Financial Times report: Business education]. Financial Times, p. 4. Neasham, S., Sterne, J. (2004). Best practices attracting and capturing online leads fro the financial industry. [On-line]. Retrieved May 1, 2004 from http://www.financenter.com/pdf/BestPracticesVol1.pdf. Niederst, J. (2001). Web Design in a Nutshell. Cambridge: OReilly & Associates. Nielson, J. (2000). Designing Web Usability. Indianapolis: New Riders Publishing. Nielson, J. (2002). Homepage Usability: 50 Websites Deconstructed. Indianapolis: New Riders Publishing. Oberg, R., Probasco, L., Ericsson, M. (n.d.). Applying requirements management with use cases. Retrieved May 16, 2002, from http://www.rational.co/products/whitepapers/413.jsp. Palmquist, M. (2001). Content Analysis. [On-line]. Retrieved April 25, 2004 from Colorado State University, Writing Center Web Site: http://writing.colostate.edu/references/research/content/

Curtis - 146 Parker, R.C. (1998). Looking good in print (4th ed.). Scottsdale: The Coriolis Group. Port, O., Carey, J., Kelly, K., & Anderson, S. (1992, November 30). Special Report: Quality. Business Week, 66ff. Porter, M. (2001, March). Strategy and the internet. Harvard Business Review, 62 78. Powell, T. (2002). Web Design: The Complete Reference. Berkeley: Osborne/McGrawHill. Prahalad, C.K. & Ramaswamy, V. (2000, January-February). Co-opting customer competence. Harvard Business Review, 79-87. Prahalad, C.K. (2002, December). The technology/consumer disconnect. Optimize. Prahalad, C.K. & Ramaswamy, V. (2000). Co-creating the future. Boston: Harvard Business School Press. Procopio (n.d.), J. (No date). Online community elements: Using community methodology as the foundation for an organizations web presence. Intrepid Media. [On-line]. Retrieved April 6, 2004 from http://www.intrepidmedia.net/docs/Intrepid%20Media%20Online%20Community %20Elements.pdf. Pryor, L., (1989, November-December). Benchmarking: A self-improvement strategy, The Journal of Business Strategy, 28-32 (as quoted in Evans & Lindsay, 1996, p. 340). Rayport, J., & Jaworski, B. (2001). E-commerce. New York: McGraw-Hill, p. 116 (as quoted in Kotler (2003), p. 48). Research based web-design and usability guidelines. http://www.usability.gov/guidelines/index.html. Reingold, J., Schneider, M. (1999, October 18). Learning to lead. [Special report: Executive education]. Business Week. Retrieved March 29, 2001, from LEXISNEXIS Academic Universe. Reynolds, W. (2003, July 29). Your web metrics can be all wrong (part 1). MarketingProfs.com. [On-line]. Retrieved April 4, 2004 from http://www.marketingprofs.com/print.asp?source=%2F3%Freynolds3%2Easp. Reynolds, W. (2003, August 5). Your web metrics can be all wrong (part 2). MarketingProfs.com. [On-line]. Retrieved April 7, 2004 from http://www.marketingprofs.com/print.asp?source=%2F3%Freynolds4%2Easp.

Curtis - 147 Reyes, N. (2004, March 31). Special report: Executive education and MBA schools (industry report). Business World. 33ff. Ricci, C. (2004, January 12). Personalization is not technology: Using web personalization to promote your business goal. Retrieved January 13, 2004, from http://www.boxesandarrows.com/archives/print/003751.php. Rodgers, A. (2002, April). Memo to brands: Surrender. Fast Company. [On-line]. Retrieved April 10, 2004 from http://www.fastcompany.com/feature/02/coots.html. Rosenfeld, L., Morville, P. (2002). Information architecture for the world wide web. Sebastopol: OReilly & Associates. Rumizen, M.C. (2002). The complete idiots guide to knowledge management. Madison: Alpha Books. Saunders, C. (2004, April 6). WebTrends dives into search engine marketing. Ecommerce News, [On-line]. Retrieved April 12, 2004 from http://ecommerce.internet.com/news/news/print/0,,10375_3336671,00.html. Schneider, M., Hindo, B. (2001, October 15). A mid-career boost. Business Week. Retrieved November 11, 2002, from http://0proquest.umi.com.lib.bus.umich.edu/pqdweb?Did=0000000084169515&Fmt=3& De. Schofield, P., (2002). Open courses: cost-effective credibility and diversity. Executive Education Casebook 2002. London: Hobsons. Shamdasani, P., Stanaland, A., Tan, J. (2001, July/August). Location, location, location: Insights for advertising placement on the web. Journal of Advertising Research, 41, (4), 7-21. Sharp, L. (2001, September). Positive response action: The ultimate goal of website communication. Journal of Communication Management, 6, 1, 41-52. Sloan, E. (2001). The contribution of university-based executive education to corporate talent management results. A research study jointly sponsored by: Personnel Decisions International and the International University Consortium for Executive Education. Minneapolis: Personnel Decisions International. Stanford University Graduate School of Business, Executive Education. http://www.gsb.stanford.edu/exed/about.html.

Curtis - 148 Sterne, J. (2004, February). 10 steps to measuring web site success. MarketingProfs.com. [On-line]. Retrieved April 7, 2004 from http://www.marketingprofs.com/print.asp?source=%2F4%Fsterne13%2Easp. Surmacz, J. (2003, October 22). Metrics: The personalization myth. CIO. [On-line]. Retrieved April 12, 2004 from http://www2.cio.com/metrics/2003/metric621.html. Tchokogue, A., & Boisvert H. (2001, December/2002, January). Maximizing your web sites value. CMA Management, 75, 9. 24-27. TechWeb: The Business Technology Network. http://techweb.bitpipe.com/detail/RES/1080237116_650.html&src=FEATURE _SPOTLIGHT. UNICON. See, International University Consortium for Executive Education. http://www.uniconexed.org. Unified code and content management for e-business: An overview of Rational Suite ContentStudio. (2002, June 3). Retrieved June 3, 2002 from http://www.rational.com/products/whitepapers/417.jsp. University of Michigan Business School Executive Education Center. http://www.execed.bus.umich.edu. University of North Carolina, Kenan-Flagler Business School, Executive education. http://www.kenan-flagler.unc.edu/Programs/execEd/. University of Virginia, Darden Graduate School of Business Administration, Executive Education. http://www.darden.virginia.edu/exed/whydarden.htm. Urban, G. (2003, October). Customer advocacy: Is it for you? Focused sponsor research project. Center for eBusiness A MIT. Retrieved April 14, 2004 from http://ebusiness.mit.edu/research/papers/175_Urban_Trust.pdf. Urban, G., Hauser, J. (2003, January 3). Listening in to find unmet customer needs and solutions. [Draft]. Focused sponsor research project. Center for eBusiness A MIT. Retrieved April 14, 2004 from http://ebusiness.mit.edu/research/papers/156_Urban_ListeningInv3.pdf. Usability Resources. Information & Design. [On-line]. Retrieved May 18, 2004 from http://www.infodesign.com.au/usabilityresources/evaluation/webevaluation.asp. Useit.com: Jakob Nielsens Website. www.useit.com. User testing techniques: a reader-friendliness checklist [On-line].

Curtis - 149 Retrieved April 5, 2004 from http://pantos.org/atw/35317.html. Varon, E. (2001, August 20). The ABCs of B2B. CIO Magazine. [On-line]. Retrieved April 12, 2004 from http://www.cio.com/research/ec/edit/b2babc.html. Varon, E. (2003, March 15). The new lords of e-biz. CIO Magazine. [On-line]. Retrieved March 21, 2003 from http://www.cio.com/archive/031503/lords_content.html. Vigoroso, M. (2002, February 22). Are search engines an e-commerce anachronism? ECommerce Times. Retrieved April 5, 2002 from, http://www.ecommercetimes.com/perl/printer/16440. Web branding case studies. (n.d.). Retrieved April 11, 2002, from http://www.nealmay.com/aboutus/casestudies/web.asp. Web design roles & responsibilities (Pharmaceutical). (2000, March 1). Retrieved May 1, 2002, from http://bestpracticedatabase.eapps.com/bestsub/domrep2.nsf/ItemLookup/a139b7 94775ba96d852568ba0049. Whyte, G. Electronic commerce: What exactly is e-commerce?. [On-line]. Retrieved April 14, 2004 from http://ecommerce.about.com/cs/faqstutorials/a/aa021502_p.htm. Wilson, S., & Abel, I. (2002, February). So you want to get involved in e-commerce. Industrial Marketing, 31, (2), 85 94. Zyska, P. (2000, August 18). Why branding is harder online. Computer Dealer News 16, (17), 29.