SmartNode 5531 E-SBC, 8 BRI, 16 VoIP Calls, 4 SIP-SIP Calls (SIP b2b UA) upgradeable (max. 192), 4 Transc. Calls, SIP-TLS, SRTP, HP 5ppm Clock, 3x Gbit, external UI power NA/EU (SN5531/8BIS16VHP/EUI)
(Egnlish version)There are six companies that will change the world as we know it! You can be part of their success and be a investor. Try to become rich by making the right decisions!Only the one biggest investor can get money out of each company. You must try to read the next steps of your rivals and use your capital and your three hidden cards to win against them and become the biggest shareholder!You have to be lucky in this game but you must also think about your moves and analyze your rivals! You can play this card game with only a few players but also with many!Distribution in Switzerland: Board Game Box AG Contact: https://www.boardgamebox.ch/de/boardgamebox/b2b/ (link is external)
(Deutsche Version)Sechs verschiedene neue Unternehmen werden die Welt verändern. Du kannst an ihrer Entwicklung und an ihrem Erfolg teilhaben und vielleicht sogar der größte Teilhaber eins dieser Unternehmen werden. Alles, was nötig ist, um reich zu werden, sind die richtigen Entscheidungen!Nur der jeweils größte Investor wird am Ende Kapital aus den einzelnen Firmen schlagen können. Daher musst du versuchen deinen Rivalen immer einen Schritt voraus zu sein und dein Kapital und deine drei geheimen Karten so einzusetzen, dass nur du dieser größte Investor wirst!Natürlich spielt auch Glück eine Rolle in diesem Spiel, aber wichtig sind vor allem auch die richtige Taktik und die Analyse deiner Gegner. Spielen kann man mit wenigen, aber auch mit vielen Mitspielern!Vertrieb in der Schweiz durch: Board Game Box AG Kontakt: https://www.boardgamebox.ch/de/boardgamebox/b2b/ (link is external)
In B2B-collaboration, original equipmentmanufacturers are confronted with spendingconsiderable time and effort on coordinatingsuppliers across multiple tiers of their supplychain. In tightly integrated supply chains, thefailure of providing services and goods on time leadsto interruptions of the overall production andresults in customer dissatisfaction. Collaboratingparties must be able to set up aninter-organizational business process by disclosingto each other only as much as necessary. At the sametime, checking the correctness of aninter-organizational business process must not forcethe collaborating parties into revealing theirprocess internals to each other. However, in B2Bcollaborations, the ability of keeping internalbusiness activities secret is important for retaininga competitive advantage. Hence, this book proposesthe eSourcing concept for improving the coordinationof service provision across several tiers of a supplychain. eSourcing allows the external harmonization ofbusiness processes and the internal integration ofheterogeneous system environments without requiringcollaborating parties to disclose internal businessdetails to the counterparts.
The hearing aid sectors in emerging markets are mostly unregulated and highly competitive markets. This growing industry presents a unique set of business development and marketing challenges where hearing aid specialists rely on intimacy with otolaryngologists for patient referrals. This book focuses on a hearing-aid retailer in Morocco experiencing slow growth and high operational costs in this B2C sector. To overcome this challenge, Issam Skalli explores the internal and external factors of this market and makes actionable and strategic recommendations. Flowing Stream Strategy tools and principles are applied for this purpose to assess the feasibility of a B2B strategy and to propose a balanced strategic change with continuity of existing B2C operations.
For decades Germany and France have been forming the core of the European Union. They generate about 40 per cent of total economic output in the Euro Zone. Nowhere else, there does exist such an intense relationship between neighbouring economies like between these two countries. Those links go far beyond external trade relations and are targeted towards mutual business cooperation. In the light of globalisation, a rising number of competitors, increasing customer demands and short product life cycles, cross-national commerce are of great importance for German Small and Medium-sized Enterprises (SMEs) - particularly in the B2B sector. Sales is often tagged as an enterprise's figurehead. It is responsible for determining whether a manufacturer effectively conveys its capabilities to the B2B customer.To date, there exists no single reference book covering all four topics of this paper's headline: B2B, SMEs, sales and Franco-German business relationships. The ongoing literature is mainly focussed on large firms. The subject of international sales has hardly been investigated, yet. Apart from the sales excellence approach, there are few selling models for corporate practice. The lack of sales expertise both in theory and practise is thus not the ideal prerequisite for succeeding on a cross-border scale.This study addresses sales challenges of German SMEs with its trading partner France in the B2B sector. It should be stressed that the focus is on SMEs from Germany only. The company size of French business partners does not play a role in this context. The acquisition-related part of sales (selling) is highlighted while the physical component (distribution) is secondary within the framework of this assignment. In consequence, the central question is to figure out what kind of challenges German SMEs must face when exerting B2B sales activities in France.A related sub-issue is defined as follows: "Which type of challenge has the greatest impact on cross-border sales operations in France?"The declared purpose of this study is to answer the above-mentioned queries. Following the acquired basic knowledge this is done through an empirical survey. Furthermore, it is targeted to provide recommendations in order to enhance sales efficiency and effectiveness of German SMEs.
Seminar paper from the year 2004 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,3 (A), Anglia Ruskin University (Ashcroft International Business School), language: English, abstract: This work identifies, analyses and evaluates major differences along the supply chain between business-to-business (B2B) marketing and consumer marketing (B2C) in terms of companies involved in the production and trade of fast moving consumer goods (FMCG). This work focuses on the marketing-mix concept, external aspects of marketing and examines aspects concerning the competitive environment. This work mainly focuses on marketing activities along the supply chain of the brand SCHWARTAU. SCHWARTAU is a brand of food products (marmalade) by the company SCHWARTAUER WERKE GmbH. The company is located in Bad Schwartau, Germany and sells its products all over Europe with focus on Germany and mainly other Western European countries.
Zwischen 1993 und 1997 ist die Zahl der Internetnutzer von 3 Millionen auf über 100 Millionen angestiegen. Dieser Internetboom hat dazu geführt, dass die Verbraucher ihr Kaufverhalten neu definiert haben und die Unternehmen sich in der nächsten Generation der Informationstechnologie wiederfanden. Dieses Buch erläutert, wie ein Unternehmen durch den E-Commerce neue Beziehungen zu Kunden, Händlern, Wiederverkäufer-/Einzelhändler-Lieferanten, Logistikanbietern und Geschäftspartnern entwickeln kann. Der 'Executive's Guide to E-Commerce' zeigt Ihnen, welchen Einfluss der E-Commerce auf ein Unternehmen hat, wie die Unternehmensleistung verbessert wird und welche Faktoren den E-Commerce eher behindern. Dieses Buch hält massgeschneiderte E-Commerce Strategien bereit für die Bereiche Konsumgüter, Unterhaltung, Medienkommuniktion, Finanzdienste, staatlicher Sektor und Versorgungsbetriebe. Is E-Business Helping You--Or Your Competitors? E-business is transforming the commercial landscape and completely redefining traditional business assumptions. In an e-nabled world: - Customers demand personalized, intimate relationships resulting in new levels of transaction simplicity and service value. Companies use the Internet to expand into new markets and grow. - Products and services are designed for e-sales and customer segmentation. Companies package their most strategic asset--institutional knowledge--and bundle information with products and services to create new value for customers. - Business processes seamlessly integrate with customers and business partners as companies build value networks, focus on their core competencies, and outsource non-core business components. - Organizational structures are aligned to clarify internal governance for e-business. Process-oriented measures maximize the worth of information velocity in the value network. - Systems and technologies utilize the Internet for most interactions between customers and business partners. Rapidly developing and maturing e-business applications make the Internet the place to do business. - People and culture are transformed as work forces embrace the value of partnering and external relationships and employee knowledge equates to service value. In Executive s Guide to E-Business: From Tactics to Strategy, PricewaterhouseCoopers professionals present a new model that all executives and managers involved in an e-business undertaking can use to prepare for the challenges of disruptive change, to foster communication and understanding throughout their organizations, and to achieve sustained competitive advantage. In doing so, they reveal the B2B e-business tactics and strategies used by successful companies worldwide to significantly boost performance and substantially improve market share. With information applicable to a wide range of industries, Executive s Guide to E-Business will help any company take its rightful place in the e-nabled world and reap the tremendous benefits of the e-business revolution.
Covers software architecture, use cases, requirements, and much more. Modeling Java servlets, JavaServer Pages, and session, entity, and message Beans. Includes a start-to-finish case study. J2EE is especially well suited for building large-scale, robust enterprise applications; UML has rapidly become the industry standard for expressing the design of enterprise software applications. Increasingly, enterprise developers wish to use J2EE and UML together. For the first time, there's an expert guide to doing so: Developing Enterprise Java Applications with J2EE and UML. This book focuses on the key success factors associated with successful J2EE enterprise development: effectively communicating requirements, making proper analysis and design decisions, and identifying optimal implementation choices. Two leading consultants on UML and enterprise Java development cover every stage of the process, and every key issue analysts, architects, and developers will face. Coverage includes: mapping the Java language to UML; understanding the fundamentals of software architecture; using UML use cases to clarify customer requirements; translating requirements into initial designs; and using J2EE technologies to translate designs into working systems. To illuminate key concepts, a detailed case study is presented throughout the book. For anyone building enterprise software with Java and J2EE, including application developers, systems analysts, programmers, and Project/IT managers. Khawar Ahmed is on the Rational Rose e-Business Products Team at Rational Software Corporation, where he assists internal and external customers with the use of the UML and Rational Rose in Enterprise Java, XML, web, and B2B modeling applications. Cary Umrysh is Product Manager for Rational Rose Java/J2EE. Before joining Rational in 1997, he spent ten years working for IBM as a database specialist; he is the recipient of several awards for excellence from both IBM and Rational. Both authors are based in Redmond, WA.