Abstract The paper states that one strategic mistake AOL made was to simply react to the "numbers" of potential users in the Economic Union and negated the rigid and carefully controlled infrastructure of the Economic Union. The author points out that the European cultures, which make up the EU, are an ever-changing patchwork of influences, ethnic backgrounds, religions and trends that blend chaotically with local traditions. therefore, the local ISPs, typically aware of these idiosyncrasies, are better able to market to the young net surfers. The paper describes the technological structure in Europe and concludes that AOL needs to rethink some of its technology.
From the Paper "A second Polish company, ATOM S.A. is the leading private Polish ISP specializing in business and government customers. The company was established in 1997 as a wholly owned subsidiary of ATM S.A., a leading systems integrator on the Polish IT market. Until AOL restructures some of its software so that it can handle Polish, and the cyrilic alphabet with greater dispatch, neither of these ISPs has agreed to do business with them."
Abstract The writing analyzes the ways in which AOL has expanded into the foreign market, first with Canada and Europe and now stretching into Asia. The paper also looks at the mergers of AOL with Time-Warner and its partnership with Sun Microsystems. Finally, the paper concludes with strategic planning concepts for the future growth of AOL in the competitive market of internet and computer technology.
From the Paper "Direct Marketing (1998) has noted that in 1996 and 1997, AOL shifted from a fee scale based on hourly use to a flat one-price connectivity fee to acquire new customers. This was in response to the emergence of ISPs serving local markets and the recognition on the part of AOL executives that the industry was rapidly adjusting to consumer demands for simplified and cost-effective billing. AOL had tended to capitalize in its early days on its proprietary services. As the Internet itself has expanded, AOL has refocused on partnerships with organizations such as Sun Microsystems to integrate enterprise-oriented programming like Netscape into its operating systems. By building a sophisticated and technologically sound infrastructure, AOL has become more responsive to local pressures and has repositioned itself as a gateway to the Web rather than as a final destination for its subscribers. AOL has defined its mission as serving tens of millions of diverse consumers through Internet access and consumer-focused media and delivering products and services to its subscribers (Internetweek, 2000)."
Abstract Analysis of the success of AOL. A discussion of how competitive advantage in the industry is determined. AOL's delivery of high-speed internet is given as a reason for its success as well as product innovation, technology patents, PC market share, low cost and appeal to both novice and experienced users.
From the Paper "AOL has achieved competitive advantage in several key areas, including quality, innovation and customer responsiveness; in terms of efficiency, AOL has struggled to achieve and maintain a competitive advantage. In 1996, for example, the firm experienced difficulties in retaining its general audience of subscribers because of the threat posed by the burgeoning Internet service provider (ISP) industry. This was due to the emergence of national (or major) players offering services and amenities similar to those of AOL and local and regional services offering limited amenities in the form of e-mail and Internet access. Though often without the "bells and whistles" of AOL and other national providers, local ISPs represented major threats by providing lower-cost access and more timely dial-up (Semilof, 1996). Over time, AOL elected to employ a blitz marketing strategy to enhance customer responsiveness, while also offering a "one-price" monthly access fee (Direct Marketing, 1998). Innovation, in the form of new services and amenities, as well as enhanced access and dial-up speed, have been key elements in the firm's strategy for maximizing competitive advantage for the past three years this also speaks to issues related to efficiency as AOL has worked to respond to customer complaints regarding slow access and online waits. Recently, as Electronic Advertising and Marketplace (1999) reported, AOL has elected to pursue innovation and customer responsiveness by engaging in co-marketing strategies with partners such as eBay, an online auction service; other partnering agreements that have been beneficial to AOL include more than 60 Internet sites including HotBot, InfoSeek, WebTV and Netscape. Finally, innovation is clearly an AOL priority in that the firm is moving to get inside every possible "information appliance," including pocket organizers, Plan computers, the PCS smart phone, TV, and mini-Web terminals via its partnership with Gateway Computer Systems (Yang, 1999). Via innovation, AOL hopes to increase customer responsiveness and realize efficiencies through multiple selling - turning an existing customer base into a more diversified base.
Competitive advantage in the industry is determined via two measures: 1) customer responsiveness, measured in terms of subscribers; and 2) innovation, determined by product and service differentiation and the speed with which innovative technologies and new devices/uses are brought to market. The industry is the center of rivalry between giant Microsoft and its advantage obtained via its Windows monopoly in PC operating systems on the one hand, and AOL on the other. AOL made its $4.7 billion in revenues in 1998 on dial-up Internet access services, advertising sales, and e-commerce; Microsoft, conversely, banked its $19 billion in cash reserves because it created first-to-market software and operating platforms that have become ubiquitous (assuming the shape and influence of a virtual monopoly (Yang, 1999). AOL has elected to focus its efforts to date on the consumer access market, leaving the field open to Microsoft and others in the business applications sector (News Bytes News Network, 2000). This suggests that for AOL, competitive advantage is very much linked to such variables or building blocks as customer responsiveness and innovation; AOL accounts for 40 percent of consumer access subscribers. Overall, each of the building blocks of competitive advantage have played and are expected to continue playing roles of some significance in shaping the industry as a whole. Innovation will most probably drive competition in the future (Vickers, 2000); information appliances will be initially a niche market, and as costs for products come down, a more expansive market segment."
Abstract The writer cites the many factors that have led to AOL's successes and difficulties. The paper identifies strategies used by the company to stay on top, such as growth and diversification internationally. Finally, the writer acknowledges the challenges in staying ahead in a market that is reliant upon unforeseeable technological advances.
From the Paper "Overall, the industry in which AOL functions is being changed by demands for upscale product differentiation and diversification at best-cost price levels. Electronic Advertising & Marketplace Report (1999) recently reported that AOL is moving to expand its presence in a wide range and variety of online activities while also exploring (as noted above) new product development that will move the company into "information appliances." The online market for Internet access is reaching maturity, while technology innovations are driving competition into new areas. The negative impact of a mature market is balanced against market/product diversification (Yang, 1999). As early as 1997, AOL and other Internet access providers were faced with the necessity of responding to several additional market factors: 1) the dichotomy between business and personal Internet users, fostering the need to develop products meeting two sets of service needs and interests; 2) the advent of WebTV and cable-based Internet services; 3) intensified competition for the 70 million U.S. homes that are not online (along with the 84 million homes that are online but do not subscribe to AOL) (Mermigas, 1999)."
Abstract This paper looks at the company AOL and its business strategy. The company brands are examined as well as its future operational plans. This paper addresses all the issues of an appropriate business report. Graphs and charts are used to discuss this company's performance and position in today's market place.
Abstract Analysis of the company's strengths and weaknesses. Management strategies. Problems faced by AOL and possible solutions. Describes makeup of company and its interactive services, etc.) SWOT analysis (internal and external environment). Porter's Five Forces analysis. Contends AOL's P/E ratios are out of whack in relation to its value. Three charts.
From the Paper "AOL Business Analysis
1. Overview
This analysis of America Online (AOL) will detail some of the strengths and weaknesses of that company, and consider some of the strategies that its management has undertaken. The analysis will also consider some of the problems that the company faces, and suggest possible solutions for those problems. AOL is a complex company, and it is essential to describe some parts of the business in detail.
AOL is a division of AOL Time-Warner, which is a media conglomerate. AOL is headquartered in Dulles Virginia, and as its primary business is an Internet Service Provider with more than 30 million online customers, who pay a monthly fee of $24 for the service.
America Online..."
Abstract This paper takes the position of a professional investor recommending the stock "AOL Time Warner" to a potential customer. The customer has many concerns about the stock, including the performance values and whether or not this stock is accurately rated in the marketplace. This paper addresses the argument that this stock is overvalued in the current marketplace and that over the next few years the stock price of AOL Time Warner shall decrease according to its prospective performance in the market.
Abstract This paper explains that, in January 2001, the merger between AOL and Time-Warner was the largest in media history. It was called a mega-merger and was worth $165 billion, but the merger itself was plagued by dissent and rancor, as chronicled in a number of books. The author points out that, in 1996, NBC hooked up with Microsoft to create the cable and Internet news operation, MSNBC, because Microsoft needed content for MSN, and NBC wanted to go head-to-head with CNN. The paper relates that, in 2000, GTE merged with Bell Atlantic to become Verizon Communications, the largest local phone company and wireless operation in the United States, with 88 million customers.
Table of Contents
AOL /Time-Warner
Microsoft/NBC
GTE/Bell Atlantic
From the Paper "Although there were some interim permutations and combinations of technology and content by the two companies, in the CNBC/Microsoft deal, NBC believed it could become an "entity" like AOL, even if on a slightly smaller scale. ?No money or stock changed hands in the transaction, and the two companies plan to divide future revenues from ads and subscription services.? Microsoft was to bear most operating costs while getting a bigger share of the profits. And, the people factor worked out better for Microsoft, too. ?A significant chunk of the CNBC.com staff in Fort Lee, N.J., will be laid off, sources said. No layoffs are expected at Microsoft.?"
From the Paper "In a broken-down office (in a broken-down office building) in lower Manhattan, Leon Greenberg answers his own phone and signs for his own Fed-Ex envelopes. But that may change, as Leon is leading the charge of the "Volunteers" vs. AOL. Leon is suing AOL on behalf of thousands of former and current AOL volunteers. His argument is simple and compelling: the existing labor laws (some more than 70 years old) apply to the New Economy companies ? and that the AOL volunteers were actually company employees that were not properly reimbursed for their services. "
The influence of such companies as AOL, Microsoft, IBM, and Dell. Detailed account of how these pioneer tech companies led the way for the rest of the market.
1,761 words (approx. 7 pages), 3 sources, 2001, $ 56.95
Abstract This paper discusses several hi-tech stocks: Microsoft, Dell, IBM, and AOL (America Online). The author gives a brief background on each company, focusing on stock movements from the inception of each company to the present. Included are charts which are used to compare company performances.
From the Paper "In today's ever-growing economy, businesses are making incredible financial gains, especially businesses that produce high technology goods and services. By following the stock market, one can easily see how these high-technology companies are performing. Within this project I will be evaluating the performance of four businesses that have achieved astronomical gains in the stock market. These four companies are Microsoft, Dell, IBM, and AOL. As well as evaluating these companies, I will show how the common person can invest in the stock market to secure his/her future."
Abstract This paper briefly looks at the economic and corporate background to the merger and discusses the detail of how these two companies joined. It looks at the new roles given to upper management and how the merger also affected the majority of the workforce. The writer also examines prior expectations of the merger and how these are working out in today's market reality.
From the Paper "In the 1990's, in an effort to increase their size and scope, several companies merged. Mergers were created by-combining strengths with, or acquiring establishments that manufactured similar merchandise. Occasionally, acquisitions of companies from different sectors occurred in the interests of diversification. Corporate mergers increased in the nineties due to the booming stock market riding on the technology wave. Various sectors of industry went through phases of deregulation and market-globalization. With markets getting smaller and more interlinked, many companies chose to acquire companies that they felt would help them expand and/or help gain capital for future expansion."
Tags: shareholders, stock, entertainment, public, company, attack, wall, street
An examination of the difficulties of AOL's expansion in Europe and the United Kingdom including finances, business model, competition, strategy and technology.
900 words (approx. 3.6 pages), 2 sources, 2000, $ 31.95
From the Paper "AOL in Europe
AOL Europe, the subsidiary of AOL America is facing a relatively difficult expansion time in Europe and the UK. According to the NUA International, the competition is coming from many sources, the most prominent one being Freeserve, a company that has offered "no fee internet services in the U.K.
Although AOL Europe ignored the competition, claiming that free service is not a valid business model, Freeserve signed up more than 50,000 subscribers in two months, forcing AOL to introduce a
stripped-down version of AOL called Netscape Online (Koranteng, 1999).
In fact, the only American "export" has been well received is Yahoo which produced localized versions in eight languages. However, AOL's 1998 record of 2.7 million subscribers across Europe and more than $375 ..."
Abstract Using the example of AOL Time-Warner, this paper discusses how the media monopolies affect modern society. It argues that the increasing control of the media by a handful of corporations means that, more and more, it is they who control what the average American reads, sees, and hears. The paper argues that there is a huge conflict of interest between what is in the best interest of media corporations and what is in the best interest of society.
From the Paper "In 1983, fifty corporations controlled the vast majority of all news media in the United States. According to the book The Media Monopoly written by Ben Bagdikian and published in 1992, "in the U.S., fewer than two dozen of these companies own and operate ninety percent of the mass media" -- controlling almost all of America's newspapers, magazines, television and radio stations, books, records, movies, videos, wire services and photo agencies. When a new edition of The Media Monopoly was published in 2000, the number had fallen to six. Since 2000, there have been more mergers and Internet media has increased in importance. But, the Internet hasn?t made the problem go away. In fact, more than one in five of all Internet users in the United Sates log in through America Online, a service of AOL Time-Warner, the world's largest media corporation. Monopolization of the media has dangerous consequences for American society and culture."
Tags: time, warner, aol, internet, society, corporation
This paper is a feasibility study for Clinical Study Applications, Inc. regarding the need and benefits of real-time, instant messaging communications for use between CSA's offices in Arizona and Wisconsin.
Abstract This paper explains that instant messaging (IM) is an Internet protocol (IP) based application that provides convenient communication between people using a variety of different device types. The author points out that the most familiar IM today is computer-to-computer instant text messaging; but IM also can work with mobile devices, such as digital cellular phones, and can incorporate voice or video. The paper recommends that Clinical Study Applications, Inc., incorporate AOL Instant Messenger into its suite of software so that its two offices can communicate freely and frequently, reducing business expenses such as phone bills and travel costs.
Table of Contents
Introduction
The Technology
Potential Security and Abuse Issues
Recommendation
Conclusion
Instant Messaging Companies
From the Paper "Instant messaging can greatly facilitate the ease and speed of communication between employees, whether they are sitting next to each other, or if their offices are half a world apart. Small questions can be answered in real time, without tying up phone lines, writing extensive emails or arranging and conducting meetings. For people who travel frequently, instant messaging allows for almost constant and up to date contact between offices. The practical functionality of IM allows a person to view whether a person is even at his desk and available. Making good use of IM programs allows others to know where you are, what you might be doing or when you will be back, simply by glancing at a computer screen."
