R^o^ S E

วันจันทร์ที่ 13 กุมภาพันธ์ พ.ศ. 2555

Chapter 13 The copyright

"Copyright piracy," meaning the digital copying of music and movies and, sooner or later, books, is a legal problem that hasn't gone away. The implications are huge. The music industry loses large amounts of money on music shared across the internet. It consequently pushes the adoption of totalitarian controls, which are the only kind that could work. In fact companies that lose money on digitized copying are proposing remote controls over everyone's computer that the FBI would not dare suggest.Much more is involved that teenagers stealing ghastly noise.
Regarding all of which, a few thoughts.
People argue that piracy deprives authors of their legitimate royalties. Maybe. A case can be made that copyright hurts writers by reducing sales of books. Consider:
Books cost too much. A hardback today costs twenty or twenty-five dollars. I will not pay twenty-five bucks for a book I will read once and put on a shelf. If books cost a dollar per each, I would buy without thought any that appeared interesting. If it disappointed me, I wouldn't care.
Now, about current prices of books: It is important to distinguish between money that goes to the author, and money that goes to the publishing industry. Authors typically get royalties of roughly five percent-that is, a dollar on a twenty-dollar book. (This may be slightly off. I haven't fought with New York for a while.) The rest goes to the industry. Some of it covers costs of production and distribution, yes, but it doesn't go to the author.
Certainly we ought to pay authors. They create something of value. Writing a book can easily take a year of full-time work. The publishing industry serves only as a middle man. It is no more necessary, nor deserving of protection, than a slide-rule factory. At best it serves as an inefficient means of distributing books. At worst, it abuses writers. For example, a beginning writer has no choice but to agree to restrictive contracts that make him a virtual slave to the publisher. Either he signs, or he doesn't get published.
So the question becomes how to get the author his dollar without paying an additional nineteen to hucksters in New York.
Suppose that, instead of paying twenty dollars for a hardback, I could download the same book from a website, pay a dollar by credit card, and know that the author would receive it. I would buy a lot more books. The author of each would earn as much as if I had bought his hardback. I would be happier with more books, the authors would be happy with more sales-and New York would be out of the loop.
For example, I like P.J. O'Rourke. Yet I have read only two of his books. Why? Well, I don't much like libraries because going to them is a nuisance and I always forget to return books on time. When I'm in a library, P.J. slips my mind. I won't pay New York sixty bucks to read three books. Now I'm in Mexico. English libraries are scarce.
But I'd download all of P.J. right now if I could pay a buck or two each, and burn them onto a CD for later rereading.
For this to work, we would have to have electronic book-readers that were pleasant to use and didn't cost too much. They exist, but do cost too much. They aren't much good because copyright keeps most books from being available for download. When a new book is downloadable the distributors sometimes try to charge the same twenty bucks you would pay for a hardback. It's nuts.
The technical challenge of making a reader with a clear screen and the size and feel of a book is not great.
But there is a problem with digital downloads: Once a book were loose on the web in digital form, people could get it without paying. A friend could simply email it to you, for example. The question arises: Would people pay a dollar for a book they could get free?
I think they might.
Suppose I wanted a particular book and could find it easily on a central download site. Suppose further that the page describing the book had a button that said, "Contribute to the author," which would let me simply and easily pay to the authoran amount which would be charged to my credit card. I would pop for a dollar without hesitation. If I liked the book, I might well come back and tag on another few bucks. A dollar isn't worth stealing.
Now, some people would not pay. However, many people, who would not have paid $20, would buy it for a dollar.
And of course distribution on the web makes a book globally available to the entire earth. I suspect that the inconvenience of buying books, of having to go to a bookstore, substantially lowers sales. If books were available for a buck, from home, I for one would do more impulse buying.
Some arithmetic: If ten times as many downloaded the book as would have bought a hardcopy, and only twenty percent of them paid the dollar, the author would make twice as much as he would have made by selling in hardback.
The advantages of allowing unrestricted copying would be large. The intellectual heritage of mankind would be at the disposal of anyone with a computer. The internet would become a vast public library. Any book, any music, or any movie would be instantly available to anyone anywhere. The world's cultural wealth would become a public utility, like tap water.
And it is technically within grasp. All the pieces are there. We just need to assemble them, and find some way of remunerating artists without letting publishers and record companies milk us.
The alternative may be, and looks very much as if it is going to be, an elaborate system of chips and software built into all computers to allow remote authorities to monitor your files, and erase automatically ones they don't think you should have. Sounds like paranoid delusions? Read this. (Slightly techy.)
The crucial fact is the interests of government, which always wants more surveillance of citizens, and of the entertainment industry, which wants to stop piracy at any cost, are converging. Finding a way around the copyright question would eliminate the support of business for spying.
A lot more is involved than the theft of Santayana.

Chapter 12 Knowledge Management

 

Knowledge management



eGain KnowledgeAgent™ guarantees high-quality customer service by infusing your customer service agents with knowledge, making them as productive and educated as your best agents. It ensures fast, consistent and accurate answers to increase customer satisfaction by providing agents and other users a range of ways to get to information in the common knowledge base.

Use a proven contact center solution, implemented by 300 leading enterprises
In an environment where customer retention is a key business imperative, companies should look for proven solutions when it comes to implementing knowledge management in their contact centers. eGain has delivered innovative knowledge-powered customer service solutions to enterprises for well over a decade. eGain was the first company to provide a guided knowledge solution. eGain KnowledgeAgent benefits from all the best practices we have learned in the course of successful knowledge management implementations in over 300 enterprises across the globe.


Support agents of all levels with multiple access modes and roles 



eGain KnowledgeAgent enables both novice and expert agents to find the answers they need, easily and efficiently. Based on the agent's role (Level 1, Level 2, etcetera.), the agent can view appropriate levels of information and use different access methods. For example, a novice agent could be forced to go through an interactive Q&A session with the application through a guided-help interface to resolve a customer issue. An expert, on the other hand, would use browse-and-search access mode to complement the guided help interface to be more efficient. Equally important, the business administrator can set up roles for agents that determine their ability to create and document new knowledge into the system.
http://www.egain.com/products/knowledge_management.asp

วันจันทร์ที่ 6 กุมภาพันธ์ พ.ศ. 2555

Chapter 11 Information Systems

Hilton's Customer-information System, Called OnQ, 
Rolling Out Across 8 Hotel Brands; Seeking Guest
Loyalty and Competitive Advantage
with Proprietary Technology
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BEVERLY HILLS, Calif. - Aug. 31, 2004 -- Hilton Hotels Corporation (NYSE:HLT) announced today that having completed deployment of its proprietary technology platform called OnQ(TM) across all of its more than 2,200 Hilton Family Hotels, including Hilton(R), Conrad(R), Doubletree(R), Embassy Suites Hotels(R), Hampton Inn(R), Hampton Inn & Suites(R), Hilton Garden Inn(R), Hilton Grand Vacations Club(R) and Homewood Suites by Hilton(R), the company continues to utilize technology to enhance guest recognition and efficiency, rolling out or expanding the following cutting-edge programs:
  • Remote, Web-based check-in 24 hours prior to arrival enables guests with password-protected online account to select their room type and features based on preferences and history and print their confirmation document;
  • Electronic folio access enables individual business travelers to review online and print their hotel folios (hotel receipts) following their stays at any of the 2,200+ Hilton Family of Hotels; for all guests with password-protected online preferences, a first for a multi-brand hotel company;
  • Expansion of automated check-in kiosks to 100 kiosks within 45 Hilton Family hotels by year-end with an emphasis on metro and airport markets, enabling self-service check-in, room selection, check-out and a variety of other automated services; and
  • High-Speed Internet Access now is available to guests at more than 1,995 of its 2,200 hotels, bringing the Hilton Family closer to 100 percent completion than its top competitors.
"We are passionate about taking care of our guests, providing them with more choices and flexibility through effective use of technology. Being the only hospitality company utilizing a single, common technology platform across all brands and sharing real-time information across every guest touch point -- the hotel front desk, reservations, the HHonors Service Center and our brand websites -- enables us to take better care of guests at every single point of contact while ensuring their privacy," said Tom Keltner, president - brand performance and franchise development group. "Through better inventory management and enhanced recognition of returning guests at all points of interaction, we've achieved a rare feat in our industry of dramatically increasing guest recognition and loyalty scores within the past year across all brands."
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"The name, OnQ (pronounced "On Cue"), supports the Hilton Hotels Corporation 'Customer Really Matters' (CRM) strategy and represents information that is available to team members on demand, prompting them to act on guest 'cues' -- preferences and service-recovery alerts -- that will delight customers and create a bond of loyalty to the Hilton Family of Hotels," said Tim Harvey, chief information officer for Hilton Hotels Corporation. "OnQ also represents an integrated suite of tools that 'cue' hotel operators to respond decisively to current market conditions and make informed business decisions based on historical trends and competitive data."
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Web-Based Check-In Provides Greater ConvenienceAvailable within the fourth quarter 2004 at selected hotels across all brands, Web-based check-in will enable Gold and Diamond Hilton HHonors(R) members with password-protected online accounts to check into their hotel rooms in advance of arrival, regardless of how they made their reservation. Guests simply access their reservation via one of the brand websites, select a room with features that best meet their needs, and print the confirmation. Since guest information is stored within the online personal account, the hotel does not need to collect the same information at check-in.
Once the guest checks in remotely via the Web, the hotel is notified electronically of the pending arrival. The hotel front desk then completes all pre-arrival and check-in processes so that the guest's key card and registration packet are ready and waiting for the guest's arrival. Upon arrival at the hotel, guests exchange the check-in receipt for their prepared room key and welcome packet, which will be waiting for them at the hotel front desk.
"OnQ takes customer loyalty to a new level within the hospitality industry, most significantly because it enables us to continue to launch new, innovative technology that caters specifically to our guests' needs and aspirations," said Tim Harvey, chief information officer for Hilton Hotels Corporation. "Demonstrating our passion for taking care of our customers, our most recent and ongoing technological innovations are putting our guests more in control of their hotel experience, from pre-reservations to post-stay."
Guests easily can create a personal profile by visiting any of the Hilton Family brand sites and click on "Create an Account."
Electronic Folio Service Eases Travel Management & Expense Reporting
By September 1, 2004, guests who create a password-protected online account with the Hilton Family will be able to access, view and print hotel folios (itemized descriptions of hotel charges) for an unlimited number of stays at the past five hotels across all brands, through an online feature made possible by the company's OnQ technology. At program launch, guests will be able to access three months of folio history, which will be expanded to a longer period of time in early 2005.
"While we have provided electronic folios in the past to groups and corporate clients with negotiated rates, the Hilton Family is the first multi-brand company within the hotel industry to make E-Folio available to individual business travelers, across all of our brands," said Harvey. "Further easing the travel ordeal, saving time for frequent travelers, providing the convenience to facilitate expense report back-up, E-Folio is just one of the many ways we can provide peace-of-mind to our guests through their password-enabled online personal profile."
Kiosk Check-In/Check-Out Saves Time
Utilizing the OnQ technology as an enabler, Hilton developed, tested and deployed pilot kiosks in only three short months and is accelerating installations in more hotels in additional cities. Thirty kiosks now are deployed within seven hotels in Boston, Chicago, New York and San Francisco. The company is planning to install check-in kiosks in a total of 45 hotels and 100 kiosks across all brands by year-end. Deployment will focus on its company owned and managed metropolitan-area and airport hotels.
Kiosks are designed to provide guests with more choices, convenience and control. Self-service kiosks currently are being used by 10-12 percent of guests on average within the hotels that offer the service. In some hotels, as much as 35 percent of the eligible guests are utilizing the convenient technology, far exceeding company expectations. Guest services staff assigned to the kiosk area are available to assist guests who have questions.
Current enhanced-service applications for the kiosks include room check-in (ability to select the room, disbursement of room keys, and printing of registration information), check-out (printing of folio), personalized messaging to guests, and coupons for hotel services in selected locations. Upcoming enhancements include expanded ability to: offer visual room selection, hotel services such as bundled high-speed Internet access and phone services; up-sell to executive floors; and review resort package options.
Hilton Family Nears Complete Installation of High-Speed Internet Access in All Hotels
In one of the most aggressive efforts within the hotel industry to complete installation of simple, fast and reliable high-speed Internet access within all hotels across all brands, the Hilton Family is targeting the end of the fourth quarter to install HSIA in all of its 2,200+ hotels. Leading the industry in deployment progress, the company has achieved installation in more than 1,995 hotels, or roughly 90 percent installation throughout all of its hotels, including wireless in most public spaces.
OnQ Technology Resonates with Guests
OnQ improves guest recognition at check-in and provides more enhanced levels of service based on real-time access to guest preferences, information about Hilton HHonors guest reward program membership status, and past and future guest stays across all brands.
"With the award-winning OnQ system, everyone benefits," said Keltner. "Because of increased guest recognition and enhanced service levels across all guest touch points, the Hilton Family is ensuring guest loyalty, which is increasing each brand's market share among its competitive set."
Once a guest creates a password-protected account, front desk team members can recognize him or her at check-in and provide more personalized, enhanced service, including:
  • Welcoming a guest back when he or she typically stays at another of our hotels in the Hilton Family and is staying for the first-time at one of the sister brands;
  • Delivering a guest's top four guest preferences, including smoking or non-smoking room; type of bed (king or double/double); floor level; and room location relative to the elevator, among other preferences;
  • Accessing real-time information about an HHonors member's reward status;
  • Making requested adjustments to a guest's personal profile; and
  • Changing a future reservation from the hotel in which a guest currently is staying.
Since the launch of OnQ, the Hilton Family has been recognized among Computer World's 100 Best Places to Work in IT; within the Information Week Top 5 and 1st place within the Hospitality and Travel Category; and has received the Chain Leadership Award in the Category of Technology from Lodging Hospitality and as a result of being nominated by one of our technology partners, has received the Black Business Association award for Support of Minority Businesses.About the Hilton Family of Hotels
Hilton Hotels Corporation is recognized internationally as a preeminent hospitality company. The company develops, owns, manages or franchises more than 2,200 hotels, resorts and vacation ownership properties. Its portfolio includes many of the world's best known and most highly regarded hotel brands, including Hilton(R), Conrad(R), Doubletree(R), Embassy Suites Hotels(R), Hampton Inn(R), Hampton Inn & Suites(R), Hilton Garden Inn(R), Hilton Grand Vacations Club(R) and Homewood Suites by Hilton(R).
http://www.hotel-online.com