Web analytical competitor analysis

Web analytical competitor analysis
Web analytical competitor analysis

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Web analytical competitor analysis

In this paper, web analytics tools are utilized to carry out a competitor analysis of the competitors of Solstice Sunglass Company. A few competitors of Solstice Sunglass Company are identified and a justification is provided as to why these are the company’s main competitors. On the whole, this essay is a web analytical comparison of the chosen firm with the identified competitors.

Although web analytical tools are crucial in providing intelligence into the company’s digital marketing as well as the performance of the company’s website, there is also the need of understanding the digital marketing presence of the competitors (Perry 2014). It is important to understand web traffic of the competitors as this would provide more ideas for the chosen company’s own digital marketing campaigns (Kent et al. 2011).

It will also show the senior executives the channels which the company might or might not be using properly and allow the company’s managers to see where might be a better location to draw new visitors (Marek 2011; Balogh & Sran 2014).

Even if the company is currently at the top in its industry, remaining on top could be a challenge and therefore keeping an eye on the efforts of the competitors could help the company in staying ahead of the curve (Birmingham 2015). The web analytic tool www.alexa.com is utilized in this web analytical comparison of the websites of the three online stores. Alexa is utilized primarily because it offers the right insights for making smarter decisions (Guckin, Crowley & Couns 2012; Gašević, Dawson & Siemens 2015). Alexa also provides accurate site metrics and tools for comparing the website of Solstice against its competitors (Alexa 2016).

Web analytical competitor analysis

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Chosen company: Solstice Sunglass Boutique

The selected company is Solstice Sunglass Boutique, which is a high-end sunglass specialty chain. It has an extensive range of designer and fashion sunglasses in an upscale and innovative environment (Farney & McHale 2013). The main brands sold at Solstice’s online store www.solsticesunglasses.com include Persol, Ray-Ban, Maui Jim, Versace, Tom Ford, Persol, Burberry, Michael Kors, Dior, Dolce & Gabbana, Kate Spade and Tory Burch (Solstice Sunglasses 2016).

Solstice offers in excess of 26 brand names and 1,010 pairs to pick from, buyers could try on as many sunglasses as they would like. The main competitors of Solstice include Frames Direct and Sunglass Hut. They are considered Solstice’s main competitors since they offer the same products as Solstice and their marketing and promotion efforts could negatively impact the sales of Solstice’s products.

Relative to other sites as shown in alexa, the website of Solstice is ranked globally at 297,631 and 86,054 in the United States. The table below shows the percentage of visitors by country – that is, audience geography:

CountryPercentage of visitorsRank in country
United States57.8 percent86,054
Canada1.6 percent137,030
Britain2.9 percent121,491

Regarding how visitors to this website are actually engaged, the bounce rate is 34.2 percent, daily page views per visitor is 3.7 and daily time on this site is 3:05 (Alexa 2016). A total of 17.1 percent of visits to www.solstice.com come from a search engine.

The main keywords from search engines are: solstice 25.36 percent; carrera sunglasses 14.16 percent; Roberto cavalli sunglasses 5.23 percent; sunglass stores 3.71 percent; and sunglasses brands 3.06 percent (Alexa 2016). The upstream websites, or the websites which people visited just prior to visiting this website are as follows: google.com 39.1 percent; amazon.com 4.6 percent; and ray-ban.com 2.8 percent. In total 251 sites are linking in to the site of Solstice (Alexa 2016).

Competitor 1: Frames Direct

At www.framesdirect.com online store, Frames Direct offers a wide selection of sunglasses, designer glasses, prescription sunglasses, and eyeglass frames for both women and men. It offers free shipping. In its promotions, the company offers huge discounts of up to 50 percent off on lenses including free shipping on selected eyeglasses such as Tag Heuer (Shein 2015).

Frames Direct offers many different brands such as Dolce & Gabbana sunglasses, Ray Ban, Prada, Maui Jim, Oakley, Gucci, Burberry, Costa, Silhouette among many others (Frames Direct 2016). Frames Direct has its main offices in Austin, Texas.

Web analytical competitor analysis

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In comparison to other websites as shown in the web analytical tool www.alexa.com, the site of Frames Direct is ranked globally at 21,952 and ranked 5,456 in the United States. The following table shows audience geography

CountryPercentage of visitorsRank in country
India8.2 percent32,276
Saudi Arabia2.7 percent8,256
United States61.9 percent5,456
Canada3.7 percent7,030
Britain3.8 percent13,491

With regard to how visitors to www.framesdirect.com are engaged, the bounce rate is 36.6 percent, daily page views per visitor is 4.8 and daily time on the website is 4:60 (Alexa 2016). A total of 29.3 percent of visits to www.framesdirect.com come from a search engine. The top keywords from search engines are glasses frames 3.41 percent; prescription sunglasses 2.37 percent; eyeglass frames 2.18 percent; eyeglasses 2.13 percent; and prescription safety glasses 1.96 percent (Alexa 2016).

The upstream websites are google.com 43.3 percent; amazon.com 2.6 percent; yahoo.com 1.9 percent; facebook.com 1.8 percent; and lenscrafters.com 1.5 percent. A total of 687 websites are linking in to the site of Frames Direct. On average, the website framesdirect.com loads in 1.837 seconds, although 58 percent of websites load faster (Alexa 2016).

Competitor 2: Sunglasses Hut International

Sunglass Hut is a global retailer of sunglasses and sunglass accessories. The firm was established in the year 1971 in Miami, Florida but is currently based in Milan, Italy. It is part of the Luxottica Group, the biggest eyewear firm globally (Sunglass Hut, 2016). This company is renowned as a leader in specialty sun retailing (Jackson 2012). Its online store is www.sunglasshut.com. Compared to other websites as depicted in the web analytical tool alexa, the site of Sunglasshut is ranked worldwide at 16,785 and 8,381 in America. The following table shows the percentage of visitors by country – audience geography

Web analytical competitor analysis

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CountryPercentage of visitorsRank in country
Brazil6.0 percent7,753
Saudi Arabia6.2 percent2,979
United States38.3 percent8,381
South Korea6.2 percent3,739
Australia8.8 percent2,367

With regard to how visitors to www.sunglasshut.com are engaged, the bounce rate is 25.40 percent, daily page views per visitor is 6.70 and daily time on the website is 5:34 (Alexa 2016). A total of 17.5 percent of visits to www.sunglasshut.com come from a search engine. The top keywords from search engines are: sunglasses 18.87 percent; maui jim 6.84 percent; sunglass hut 5.05 percent; ray ban 4.95 percent; and rayban 4.87 percent (Alexa 2016).

The upstream websites are as follows: google.com 33.8 percent; amazon.com 4.9 percent; yahoo.com 2.0 percent; facebook.com 1.7 percent; and ray-ban.com 1.8 percent. A total of 2,319 websites are linking in to the site of Frames Direct. On average, the website sunglasshut.com loads very slowly in 4.025 seconds, and 90 percent of websites load faster (Alexa, 2016).

Conclusion

In conclusion, this paper has provided a web analytical comparison of three companies: Solstice Sunglasses which is the chosen firm, and two of its competitors, Sunglass Hut and Frames Direct. Their online stores have been the focus of this essay. The web analytics tool used was Alexa. The findings demonstrate that the online stores of Frames Direct and Sunglass Hut have more traffic, are more popular, and generally have more visitors and conversions than the online store of Solstice Sunglasses.

Web analytical competitor analysis

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References

Alexa 2016, Competitive Intelligence. Retrieved from http://www.alexa.com/siteinfo/www.framesdirect.com

Balogh, L, & Sran, B 2014, ‘Exploring Models for Teaching the Use of Web Analytics Tools in an Undergraduate Course’, Proceedings For The Northeast Region Decision Sciences Institute (NEDSI), p. 595, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Birmingham, A 2015, ‘Chapter 4: Web analytics – More than Google Analytics’, B&T Magazine, 64, 2812, pp. 012-016, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Farney, T, & McHale, N 2013, ‘Introducing Google Analytics for Libraries’, Library Technology Reports, 49, 4, pp. 5-8, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Frames Direct 2016, 40% off lenses. Retrieved from http://www.framesdirect.com/

Gašević, D, Dawson, S, & Siemens, G 2015, ‘Let’s not forget: Learning analytics are about learning’, Techtrends: Linking Research & Practice To Improve Learning, 59, 1, pp. 64-71, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Guckin, C, Crowley, N, & Couns, D 2012, ‘Using Google Analytics to Evaluate the Impact of the CyberTraining Project’, Cyberpsychology, Behavior & Social Networking, 15, 11, pp. 625-629, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Jackson, S 2012, Cult Of Analytics : Driving Online Marketing Strategies Using Web Analytics, Amsterdam: Routledge, eBook Collection (EBSCOhost), EBSCOhost, viewed 24 January 2016.

Kent, M, Carr, B, Husted, R, & Pop, R 2011, ‘Learning web analytics: A tool for strategic communication’, Public Relations Review, 37, 5, pp. 536-543, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Marek, K 2011, ‘Chapter 2: Getting to Know Web Analytics’, Library Technology Reports, 47, 5, pp. 11-16, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Nakatani, K, & Chuang, T 2011, ‘A web analytics tool selection method: an analytical hierarchy process approach’, Internet Research, 21, 2, pp. 171-186, Library, Information Science & Technology Abstracts, EBSCOhost, viewed 24 January 2016.

Perry, PM 2014, ‘Is your web site pulling its load. (cover story)’, Labtalk, 42, 23F, pp. 20-25, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Shein, E 2015, ‘Web analytics in action’, University Business, 18, 6, pp. 41-44, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Solstice Sunglasses. (2016). Brands. Retrieved from http://www.solsticesunglasses.com/sunglasses/brands?splash=true 

Sunglass Hut 2016, Hottest at Sunglass Hut. Retrieved from http://www.sunglasshut.com/

Web analytical competitor analysis

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Web Competitor Analysis Essay

Web Competitor Analysis
Web Competitor Analysis

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Web Competitor Analysis Essay

In this paper, web analytics tools are utilized to carry out a competitor analysis of the competitors of Solstice Sunglass Company. A few competitors of Solstice Sunglass Company are identified and a justification is provided as to why these are the company’s main competitors. On the whole, this essay is a web analytical comparison of the chosen firm with the identified competitors.

Although web analytical tools are crucial in providing intelligence into the company’s digital marketing as well as the performance of the company’s website, there is also the need of understanding the digital marketing presence of the competitors (Perry 2014). It is important to understand web traffic of the competitors as this would provide more ideas for the chosen company’s own digital marketing campaigns (Kent et al. 2011).

It will also show the senior executives the channels which the company might or might not be using properly and allow the company’s managers to see where might be a better location to draw new visitors (Marek 2011; Balogh & Sran 2014).

Even if the company is currently at the top in its industry, remaining on top could be a challenge and therefore keeping an eye on the efforts of the competitors could help the company in staying ahead of the curve (Birmingham 2015). The web analytic tool www.alexa.com is utilized in this web analytical comparison of the websites of the three online stores. Alexa is utilized primarily because it offers the right insights for making smarter decisions (Guckin, Crowley & Couns 2012; Gašević, Dawson & Siemens 2015). Alexa also provides accurate site metrics and tools for comparing the website of Solstice against its competitors (Alexa 2016).

Web analytical competitor analysis

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Chosen company: Solstice Sunglass Boutique

The selected company is Solstice Sunglass Boutique, which is a high-end sunglass specialty chain. It has an extensive range of designer and fashion sunglasses in an upscale and innovative environment (Farney & McHale 2013). The main brands sold at Solstice’s online store www.solsticesunglasses.com include Persol, Ray-Ban, Maui Jim, Versace, Tom Ford, Persol, Burberry, Michael Kors, Dior, Dolce & Gabbana, Kate Spade and Tory Burch (Solstice Sunglasses 2016).

Solstice offers in excess of 26 brand names and 1,010 pairs to pick from, buyers could try on as many sunglasses as they would like. The main competitors of Solstice include Frames Direct and Sunglass Hut. They are considered Solstice’s main competitors since they offer the same products as Solstice and their marketing and promotion efforts could negatively impact the sales of Solstice’s products.

Relative to other sites as shown in alexa, the website of Solstice is ranked globally at 297,631 and 86,054 in the United States. The table below shows the percentage of visitors by country – that is, audience geography:

CountryPercentage of visitorsRank in country
United States57.8 percent86,054
Canada1.6 percent137,030
Britain2.9 percent121,491

Regarding how visitors to this website are actually engaged, the bounce rate is 34.2 percent, daily page views per visitor is 3.7 and daily time on this site is 3:05 (Alexa 2016). A total of 17.1 percent of visits to www.solstice.com come from a search engine.

The main keywords from search engines are: solstice 25.36 percent; carrera sunglasses 14.16 percent; Roberto cavalli sunglasses 5.23 percent; sunglass stores 3.71 percent; and sunglasses brands 3.06 percent (Alexa 2016). The upstream websites, or the websites which people visited just prior to visiting this website are as follows: google.com 39.1 percent; amazon.com 4.6 percent; and ray-ban.com 2.8 percent. In total 251 sites are linking in to the site of Solstice (Alexa 2016).

Competitor 1: Frames Direct

At www.framesdirect.com online store, Frames Direct offers a wide selection of sunglasses, designer glasses, prescription sunglasses, and eyeglass frames for both women and men. It offers free shipping. In its promotions, the company offers huge discounts of up to 50 percent off on lenses including free shipping on selected eyeglasses such as Tag Heuer (Shein 2015).

Frames Direct offers many different brands such as Dolce & Gabbana sunglasses, Ray Ban, Prada, Maui Jim, Oakley, Gucci, Burberry, Costa, Silhouette among many others (Frames Direct 2016). Frames Direct has its main offices in Austin, Texas.

Web analytical competitor analysis

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In comparison to other websites as shown in the web analytical tool www.alexa.com, the site of Frames Direct is ranked globally at 21,952 and ranked 5,456 in the United States. The following table shows audience geography

CountryPercentage of visitorsRank in country
India8.2 percent32,276
Saudi Arabia2.7 percent8,256
United States61.9 percent5,456
Canada3.7 percent7,030
Britain3.8 percent13,491

With regard to how visitors to www.framesdirect.com are engaged, the bounce rate is 36.6 percent, daily page views per visitor is 4.8 and daily time on the website is 4:60 (Alexa 2016). A total of 29.3 percent of visits to www.framesdirect.com come from a search engine. The top keywords from search engines are glasses frames 3.41 percent; prescription sunglasses 2.37 percent; eyeglass frames 2.18 percent; eyeglasses 2.13 percent; and prescription safety glasses 1.96 percent (Alexa 2016).

The upstream websites are google.com 43.3 percent; amazon.com 2.6 percent; yahoo.com 1.9 percent; facebook.com 1.8 percent; and lenscrafters.com 1.5 percent. A total of 687 websites are linking in to the site of Frames Direct. On average, the website framesdirect.com loads in 1.837 seconds, although 58 percent of websites load faster (Alexa 2016).

Competitor 2: Sunglasses Hut International

Sunglass Hut is a global retailer of sunglasses and sunglass accessories. The firm was established in the year 1971 in Miami, Florida but is currently based in Milan, Italy. It is part of the Luxottica Group, the biggest eyewear firm globally (Sunglass Hut, 2016). This company is renowned as a leader in specialty sun retailing (Jackson 2012). Its online store is www.sunglasshut.com. Compared to other websites as depicted in the web analytical tool alexa, the site of Sunglasshut is ranked worldwide at 16,785 and 8,381 in America. The following table shows the percentage of visitors by country – audience geography

Web analytical competitor analysis

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CountryPercentage of visitorsRank in country
Brazil6.0 percent7,753
Saudi Arabia6.2 percent2,979
United States38.3 percent8,381
South Korea6.2 percent3,739
Australia8.8 percent2,367

With regard to how visitors to www.sunglasshut.com are engaged, the bounce rate is 25.40 percent, daily page views per visitor is 6.70 and daily time on the website is 5:34 (Alexa 2016). A total of 17.5 percent of visits to www.sunglasshut.com come from a search engine. The top keywords from search engines are: sunglasses 18.87 percent; maui jim 6.84 percent; sunglass hut 5.05 percent; ray ban 4.95 percent; and rayban 4.87 percent (Alexa 2016).

The upstream websites are as follows: google.com 33.8 percent; amazon.com 4.9 percent; yahoo.com 2.0 percent; facebook.com 1.7 percent; and ray-ban.com 1.8 percent. A total of 2,319 websites are linking in to the site of Frames Direct. On average, the website sunglasshut.com loads very slowly in 4.025 seconds, and 90 percent of websites load faster (Alexa, 2016).

Conclusion

In conclusion, this paper has provided a web analytical comparison of three companies: Solstice Sunglasses which is the chosen firm, and two of its competitors, Sunglass Hut and Frames Direct. Their online stores have been the focus of this essay. The web analytics tool used was Alexa. The findings demonstrate that the online stores of Frames Direct and Sunglass Hut have more traffic, are more popular, and generally have more visitors and conversions than the online store of Solstice Sunglasses.

Web analytical competitor analysis

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References

Alexa 2016, Competitive Intelligence. Retrieved from http://www.alexa.com/siteinfo/www.framesdirect.com

Balogh, L, & Sran, B 2014, ‘Exploring Models for Teaching the Use of Web Analytics Tools in an Undergraduate Course’, Proceedings For The Northeast Region Decision Sciences Institute (NEDSI), p. 595, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Birmingham, A 2015, ‘Chapter 4: Web analytics – More than Google Analytics’, B&T Magazine, 64, 2812, pp. 012-016, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Farney, T, & McHale, N 2013, ‘Introducing Google Analytics for Libraries’, Library Technology Reports, 49, 4, pp. 5-8, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Frames Direct 2016, 40% off lenses. Retrieved from http://www.framesdirect.com/

Gašević, D, Dawson, S, & Siemens, G 2015, ‘Let’s not forget: Learning analytics are about learning’, Techtrends: Linking Research & Practice To Improve Learning, 59, 1, pp. 64-71, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Guckin, C, Crowley, N, & Couns, D 2012, ‘Using Google Analytics to Evaluate the Impact of the CyberTraining Project’, Cyberpsychology, Behavior & Social Networking, 15, 11, pp. 625-629, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Jackson, S 2012, Cult Of Analytics : Driving Online Marketing Strategies Using Web Analytics, Amsterdam: Routledge, eBook Collection (EBSCOhost), EBSCOhost, viewed 24 January 2016.

Kent, M, Carr, B, Husted, R, & Pop, R 2011, ‘Learning web analytics: A tool for strategic communication’, Public Relations Review, 37, 5, pp. 536-543, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Marek, K 2011, ‘Chapter 2: Getting to Know Web Analytics’, Library Technology Reports, 47, 5, pp. 11-16, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Nakatani, K, & Chuang, T 2011, ‘A web analytics tool selection method: an analytical hierarchy process approach’, Internet Research, 21, 2, pp. 171-186, Library, Information Science & Technology Abstracts, EBSCOhost, viewed 24 January 2016.

Perry, PM 2014, ‘Is your web site pulling its load. (cover story)’, Labtalk, 42, 23F, pp. 20-25, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Shein, E 2015, ‘Web analytics in action’, University Business, 18, 6, pp. 41-44, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Solstice Sunglasses. (2016). Brands. Retrieved from http://www.solsticesunglasses.com/sunglasses/brands?splash=true 

Sunglass Hut 2016, Hottest at Sunglass Hut. Retrieved from http://www.sunglasshut.com/

Web analytical competitor analysis

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Web analytics: Analyzing Competitors

Web analytics: Analyzing Competitors
Web analytics: Analyzing Competitors

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Web analytics: Analyzing Competitors

In this paper, web analytics tools are utilized to carry out a competitor analysis of the competitors of Solstice Sunglass Company. A few competitors of Solstice Sunglass Company are identified and a justification is provided as to why these are the company’s main competitors. On the whole, this essay is a web analytical comparison of the chosen firm with the identified competitors.

Although web analytical tools are crucial in providing intelligence into the company’s digital marketing as well as the performance of the company’s website, there is also the need of understanding the digital marketing presence of the competitors (Perry 2014). It is important to understand web traffic of the competitors as this would provide more ideas for the chosen company’s own digital marketing campaigns (Kent et al. 2011).

It will also show the senior executives the channels which the company might or might not be using properly and allow the company’s managers to see where might be a better location to draw new visitors (Marek 2011; Balogh & Sran 2014).

Even if the company is currently at the top in its industry, remaining on top could be a challenge and therefore keeping an eye on the efforts of the competitors could help the company in staying ahead of the curve (Birmingham 2015). The web analytic tool www.alexa.com is utilized in this web analytical comparison of the websites of the three online stores. Alexa is utilized primarily because it offers the right insights for making smarter decisions (Guckin, Crowley & Couns 2012; Gašević, Dawson & Siemens 2015). Alexa also provides accurate site metrics and tools for comparing the website of Solstice against its competitors (Alexa 2016).

Web analytical competitor analysis

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Chosen company: Solstice Sunglass Boutique

The selected company is Solstice Sunglass Boutique, which is a high-end sunglass specialty chain. It has an extensive range of designer and fashion sunglasses in an upscale and innovative environment (Farney & McHale 2013). The main brands sold at Solstice’s online store www.solsticesunglasses.com include Persol, Ray-Ban, Maui Jim, Versace, Tom Ford, Persol, Burberry, Michael Kors, Dior, Dolce & Gabbana, Kate Spade and Tory Burch (Solstice Sunglasses 2016).

Solstice offers in excess of 26 brand names and 1,010 pairs to pick from, buyers could try on as many sunglasses as they would like. The main competitors of Solstice include Frames Direct and Sunglass Hut. They are considered Solstice’s main competitors since they offer the same products as Solstice and their marketing and promotion efforts could negatively impact the sales of Solstice’s products.

Relative to other sites as shown in alexa, the website of Solstice is ranked globally at 297,631 and 86,054 in the United States. The table below shows the percentage of visitors by country – that is, audience geography:

CountryPercentage of visitorsRank in country
United States57.8 percent86,054
Canada1.6 percent137,030
Britain2.9 percent121,491

Regarding how visitors to this website are actually engaged, the bounce rate is 34.2 percent, daily page views per visitor is 3.7 and daily time on this site is 3:05 (Alexa 2016). A total of 17.1 percent of visits to www.solstice.com come from a search engine.

The main keywords from search engines are: solstice 25.36 percent; carrera sunglasses 14.16 percent; Roberto cavalli sunglasses 5.23 percent; sunglass stores 3.71 percent; and sunglasses brands 3.06 percent (Alexa 2016). The upstream websites, or the websites which people visited just prior to visiting this website are as follows: google.com 39.1 percent; amazon.com 4.6 percent; and ray-ban.com 2.8 percent. In total 251 sites are linking in to the site of Solstice (Alexa 2016).

Competitor 1: Frames Direct

At www.framesdirect.com online store, Frames Direct offers a wide selection of sunglasses, designer glasses, prescription sunglasses, and eyeglass frames for both women and men. It offers free shipping. In its promotions, the company offers huge discounts of up to 50 percent off on lenses including free shipping on selected eyeglasses such as Tag Heuer (Shein 2015).

Frames Direct offers many different brands such as Dolce & Gabbana sunglasses, Ray Ban, Prada, Maui Jim, Oakley, Gucci, Burberry, Costa, Silhouette among many others (Frames Direct 2016). Frames Direct has its main offices in Austin, Texas.

Web analytical competitor analysis

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In comparison to other websites as shown in the web analytical tool www.alexa.com, the site of Frames Direct is ranked globally at 21,952 and ranked 5,456 in the United States. The following table shows audience geography

CountryPercentage of visitorsRank in country
India8.2 percent32,276
Saudi Arabia2.7 percent8,256
United States61.9 percent5,456
Canada3.7 percent7,030
Britain3.8 percent13,491

With regard to how visitors to www.framesdirect.com are engaged, the bounce rate is 36.6 percent, daily page views per visitor is 4.8 and daily time on the website is 4:60 (Alexa 2016). A total of 29.3 percent of visits to www.framesdirect.com come from a search engine. The top keywords from search engines are glasses frames 3.41 percent; prescription sunglasses 2.37 percent; eyeglass frames 2.18 percent; eyeglasses 2.13 percent; and prescription safety glasses 1.96 percent (Alexa 2016).

The upstream websites are google.com 43.3 percent; amazon.com 2.6 percent; yahoo.com 1.9 percent; facebook.com 1.8 percent; and lenscrafters.com 1.5 percent. A total of 687 websites are linking in to the site of Frames Direct. On average, the website framesdirect.com loads in 1.837 seconds, although 58 percent of websites load faster (Alexa 2016).

Competitor 2: Sunglasses Hut International

Sunglass Hut is a global retailer of sunglasses and sunglass accessories. The firm was established in the year 1971 in Miami, Florida but is currently based in Milan, Italy. It is part of the Luxottica Group, the biggest eyewear firm globally (Sunglass Hut, 2016). This company is renowned as a leader in specialty sun retailing (Jackson 2012). Its online store is www.sunglasshut.com. Compared to other websites as depicted in the web analytical tool alexa, the site of Sunglasshut is ranked worldwide at 16,785 and 8,381 in America. The following table shows the percentage of visitors by country – audience geography

Web analytical competitor analysis

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CountryPercentage of visitorsRank in country
Brazil6.0 percent7,753
Saudi Arabia6.2 percent2,979
United States38.3 percent8,381
South Korea6.2 percent3,739
Australia8.8 percent2,367

With regard to how visitors to www.sunglasshut.com are engaged, the bounce rate is 25.40 percent, daily page views per visitor is 6.70 and daily time on the website is 5:34 (Alexa 2016). A total of 17.5 percent of visits to www.sunglasshut.com come from a search engine. The top keywords from search engines are: sunglasses 18.87 percent; maui jim 6.84 percent; sunglass hut 5.05 percent; ray ban 4.95 percent; and rayban 4.87 percent (Alexa 2016).

The upstream websites are as follows: google.com 33.8 percent; amazon.com 4.9 percent; yahoo.com 2.0 percent; facebook.com 1.7 percent; and ray-ban.com 1.8 percent. A total of 2,319 websites are linking in to the site of Frames Direct. On average, the website sunglasshut.com loads very slowly in 4.025 seconds, and 90 percent of websites load faster (Alexa, 2016).

Conclusion

In conclusion, this paper has provided a web analytical comparison of three companies: Solstice Sunglasses which is the chosen firm, and two of its competitors, Sunglass Hut and Frames Direct. Their online stores have been the focus of this essay. The web analytics tool used was Alexa. The findings demonstrate that the online stores of Frames Direct and Sunglass Hut have more traffic, are more popular, and generally have more visitors and conversions than the online store of Solstice Sunglasses.

Web analytical competitor analysis

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References

Alexa 2016, Competitive Intelligence. Retrieved from http://www.alexa.com/siteinfo/www.framesdirect.com

Balogh, L, & Sran, B 2014, ‘Exploring Models for Teaching the Use of Web Analytics Tools in an Undergraduate Course’, Proceedings For The Northeast Region Decision Sciences Institute (NEDSI), p. 595, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Birmingham, A 2015, ‘Chapter 4: Web analytics – More than Google Analytics’, B&T Magazine, 64, 2812, pp. 012-016, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Farney, T, & McHale, N 2013, ‘Introducing Google Analytics for Libraries’, Library Technology Reports, 49, 4, pp. 5-8, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Frames Direct 2016, 40% off lenses. Retrieved from http://www.framesdirect.com/

Gašević, D, Dawson, S, & Siemens, G 2015, ‘Let’s not forget: Learning analytics are about learning’, Techtrends: Linking Research & Practice To Improve Learning, 59, 1, pp. 64-71, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Guckin, C, Crowley, N, & Couns, D 2012, ‘Using Google Analytics to Evaluate the Impact of the CyberTraining Project’, Cyberpsychology, Behavior & Social Networking, 15, 11, pp. 625-629, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Jackson, S 2012, Cult Of Analytics : Driving Online Marketing Strategies Using Web Analytics, Amsterdam: Routledge, eBook Collection (EBSCOhost), EBSCOhost, viewed 24 January 2016.

Kent, M, Carr, B, Husted, R, & Pop, R 2011, ‘Learning web analytics: A tool for strategic communication’, Public Relations Review, 37, 5, pp. 536-543, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Marek, K 2011, ‘Chapter 2: Getting to Know Web Analytics’, Library Technology Reports, 47, 5, pp. 11-16, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Nakatani, K, & Chuang, T 2011, ‘A web analytics tool selection method: an analytical hierarchy process approach’, Internet Research, 21, 2, pp. 171-186, Library, Information Science & Technology Abstracts, EBSCOhost, viewed 24 January 2016.

Perry, PM 2014, ‘Is your web site pulling its load. (cover story)’, Labtalk, 42, 23F, pp. 20-25, Business Source Complete, EBSCOhost, viewed 24 January 2016.

Shein, E 2015, ‘Web analytics in action’, University Business, 18, 6, pp. 41-44, Academic Search Premier, EBSCOhost, viewed 24 January 2016.

Solstice Sunglasses. (2016). Brands. Retrieved from http://www.solsticesunglasses.com/sunglasses/brands?splash=true 

Sunglass Hut 2016, Hottest at Sunglass Hut. Retrieved from http://www.sunglasshut.com/

Web analytical competitor analysis

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Introduction to Networks

Introduction to Networks
Introduction to Networks

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Introduction to Networks (Client/Server, Peer-to-Peer, and Home/Small Office)

Summary Description of the Website’s Structure

The professional support website named Network Computing.com that was retrieved in November 7 is basically built upon a structural theme that informs and reinforces the users mental models on how they can get access to the contents provided.  These elements therefore govern the manner in which the navigational systems of the web site mold its user’s mental models on the manner in which information is organized (Kini, 2002).

This therefore points out to the essentials that are required in the development of a site which includes hierarchies and sequences as depicted in the website. The information in the website is organized in a sequential manner an element that is chronologically done with topics aligned in series from the general to the specific subjects. Since this website can be considered as an educational site, there is an incorporation of straight sequences.

Discussion on What I Have Learnt From This Website

It is essential to point out that one of the subjects that interest me in the website is that which is related to the manner in which Cloud systems are used to cure M&A IT integration challenges. As determined through the website, the integration of IT systems and the transfer of data remains a challenging task. However, companies have the opportunity and the capacity to incorporate the use of cloud systems in the integration of their functions with the aim of streamlining there functions (Kini, 2002).

According to the site, it has been established that data transfer systems and the way in which they are integrated remains an afterthought in M&A negotiations. However, this may represent one of the biggest challenges through the divestment process.

Introduction to Networks

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Some other lines of business owners have faced challenges in the making of more complex systems. Through the use of IT, these business lines have the capacity to strictly timeline there systems through the combination of the cloud systems, a factor that impacts the functions of their organizations (Stephanie, 2016). Large data transfers, data centre approaches to consolidation and the application of level standardization approaches have been also found to be a challenging task for entities, and still becomes more complex across multiple organizations.

The site therefore depicts the answer to the challenges that have been faced in the integration of M&A systems that come from different unexpected sources. Through the utilization of public cloud, organizations are bound to find relief in the issues and the challenges that have been faced in their IT experiences (Stephanie, 2016).

This therefore requires that a divesting approach to a company’s functions is moved to the cloud which creates a neutralizing environment that clarifies data ownership and provides clear projections across the accessed controls.

An instance is given of the Hess Corporation which shares details of the manner in which divestment in the retail and energy marketing industry can be leveraged through the use of other web services such as Amazon. This approach treats the marketing business of an organization as an element that needs to be incorporated in a neutral zone during the process of transition (Stephanie, 2016). Hess Corporation in this case made use of the automation approach in building several servers a day that made use of the AWS tools in the creation of backup systems that would monitor and set up networks.

Introduction to Networks

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Companies that look for opportunities to acquire divested systems may therefore incorporate the proponents of cloud services in its operations and ensure its staff is acquainted with the cloud skills in a move to make the organization appealing to the buyers. This therefore points out organizations in the use and integration of public cloud services as an option to the challenges that have been faced in the IT world (Stephanie, 2016).

However, there are some other factors that need to be considered such as the strategic alignment approaches, financial synergies and the cultural fit, an approach that clearly depicts the need to incorporate infrastructural systems that enable the smooth transition of these systems in the right approach. Some of the helpful links that have broadened my knowledge on this subject therefore include: http://www.cloudsystems.com/

In my view, I find this information essential as my professional resource since it provides insights into several elements that enhance my knowledge on the approaches of integrating the cloud systems to the functions of an organization. With this information, I am in a capacity to decisively adopt the cloud systems within the functions of an entity in as a means of making the functions of such an organization appealing to the clients (Rimac, Borst, & Walid, 2008).

I therefore find this information very essential to many organizations that are struggling to make a transition into the IT world to develop infrastructures that fit into the current culture.

Introduction to Networks

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Evaluation of the Program

The website known as Network Computing.com is an educational site that moulds and informs the minds of its users on several elements as noted in the site. The site provides to its users more informative information on the use of different IT systems in the enhancement of their business functions (Loo, 2003).

The manner in which the site is developed therefore makes it appealing to the users to find the right information required. The information in the website is organized in a sequential manner an element that is chronologically done with topics aligned in series from the general to the specific subjects.

References

Kini, R. B. (2002). Peer-To-Peer Technology: A Technology Reborn. Information Systems Management,19(3), 74.

Loo, A. W. (2003). The Future of Peer-To-Peer Computing. Communications of the ACM46(9), 57-61.

Rimac, I., Borst, S., & Walid, A. (2008). Peer-assisted content distribution networks: performance gains and server capacity savings. Bell Labs Technical Journal (John Wiley & Sons, Inc.)13(3), 59-69. doi:10.1002/bltj.20323

Stephanie Tayengco (2016). The Cloud Cures M&A IT Integration Headaches. Retrived  From: http://www.networkcomputing.com/cloud-infrastructure/cloud-cures-ma-it-integration-headaches/2097909404

Introduction to Networks

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Legal, ethical and social point of IT Security

Legal, ethical and social point of IT Security
Legal, ethical and social point of IT Security

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Legal, ethical and social point of IT Security

Summary

            Given that private and professional internet users have rapidly become concerned with privacy and data protection the privacy that is accorded famous synchronization services of cloud files for instance Google drive, Drop box and one drive, this matter has gained lots of scrutiny by the press. Some of these services have been reported in the recent past to be sharing their information with government intelligence agencies without warrants.

BitTorrent has been observed to be an alternative by numerous people and by 2014 it already had 3 million users.  This service is totally decentralized and provides most of the same functionality and synchronization that is a replica of cloud computing services. It employs encryption in the transmission of data and alternatively for storage remotely. (Chung, 2015)

The significance of comprehending BitTorrent Sync and its consequent digital investigative implications to law enforcers and forensic investigators is critical to future evaluations.  Given the rise in developments in professional technologies the volumes that are being created by computer machines are now increasing.  For users of mobile machines accessing this data has been a tall order.

With rapid connectivity and increased availability and internet access the notion of resilient storage, high availability and off site back up has been moved from the domain that was mainly a preserve of large corporations and has become rapidly popular with users of computers as well as daily data consumers (Cohen, 2003).

Legal, ethical and social point of IT Security

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Applications like Drop Box and Ever note control the reducing cost of hard disk storage witnessed in Storage as a Service (SaaS) providers for instance Amazon S 3. The key advantage stemming from services like Apple iCloud, DropBox, Microsoft OneDrive, and Google Drive is the fact that their data tends to be a center model that is totally out of the financial reach of the ordinary consumer.

This data can be accessed on various devices without necessarily reformatting partitions or wasting space through a creation of multiple copies of one file for all devices. DropBox and a number of other services have offline applications that permeate the synchronization of data to local folders to be accessed offline.  Each of these services and most of this data can be freely accessed by government intelligence without a warrant.  Consequently, BitTorrent Sync offers this functionality without cloud storage and is thus believed to be the best option (Quick, 2013).

Given its advantages BTSync application is now popular with those who want to replicate and synchronize their files. By the end of 2013 it had attracted 2 million users. This work’s contribution entails a forensic evaluation of BTSync applications for clients left remnants upon installation, its behavior, and artifacts.  An evaluation of the network traffic sequence and file interactions employed as part of the process of interaction are also included.

This information can be of use to digital forensic investigators if BTSync is installed on machines that have been subjected to investigation. It can be employed in the recovery of lost data, modifying this data or locating where it has been synchronized to (Chung, 2015).

Legal, ethical and social point of IT Security

 By knowing the operational nature of BTSync this could assist to get the right direction during digital investigations to extra remote machines where more relevant data could be replicated. This technology is applicable in several crime investigations including, industrial espionage, malicious software distribution and sharing of child exploitation material. The crime that is being investigated is what determines if the remote machines could be owned and put under operation by one suspect or by a cohort that has a mutual goal. 

The protocol is powerful because of the nature of file parts usage where each file is capable of being manipulated and controlled separately. Given that BTSync at times tends to use a DHT in data transfers there is no leading authority that can be used to manage data authentication. Suspect files located on a system could be downloaded from several sources and uploaded to several recipients (Cohen, 2003).

Legal, ethical and social point of IT Security

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Analysis

There are three unique settings that establish the resources employed in peer discovery as well as the available path for transmission of traffic. BTSync employs such peer discovery techniques to ordinary BitTorrentprotocol.  The localized peer discovery packet contains a BSYNC and a ping message type which includes the 20 byte mutual ID of the advertised share, IP address of the sender host as well as the port.

The LAN hosts that receive the packet will drop it if they have no interest in the shared ID.  Hosts that show some interest show it through a UDP packet response to the advertised port.  This response lacks a BSYNC header and the field of data has only the responding peer’s ID (Quick, 2013).

The three IP addresses are hosted on the EC2 cloud service of Amazon. A get peers request is send to the tracker server by the client. Upon reception of this request the IP address of the client is added onto a list of available peers that are active for the specific tracker shared ID. Given that the client requests this list because of the secret possessed by it, the server’s response always has one active peer which is employed in requesting the client’s information.

Peer discovery can be done by clients through the use of a Distributed Hash Table (DHT). In this alternative peers can register their details by use of the secret word and the port. By employing this alternative users could avoid using any kind of tracking server but they could find peer discovery as being slow in nature (Chung, 2015).

Legal, ethical and social point of IT Security

The option of using predefined hosts is the last and undetectable technique of peer discovery.  The user is capable of adding a list of IP addresses and port combinations to shared preferences.  This peer’s list is likely to be directly contacted without necessarily having to look into a BSYNC packet that has a ping type of message.  Just like peer discovery methods BTSync permeates the user to put together several alternatives that impact the manner in which data can be transferred between peers.  If no options are set the seeding host makes attempts to directly communicate with the replicating target (Cohen, 2003).

The forensic analyses of these utilities are problematic in nature. Unless there is a complete up to date local synchronization the data’s entire picture could reside in temporary files. Multiple data centers and volatile storage for instance the RAM of the system. Any forensic evaluation done digitally on these systems should have particular attention on the access method. This is mainly the internet browser that connects to the access page of the service provider.  This temporary access highlights the significance of real forensic methods while carrying out investigations on a suspected machine (Quick, 2013). 

Legal, ethical and social point of IT Security

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If power is disconnected from the suspect’s machine investigators will lose more than access to the clients open documents and this includes authentication documents stored in the RAM such as passwords. There is an extra approach to forensics during cloud storage investigations. This entails access by use of complete client application regardless of whether it has been interfered with by the user. 

Anti-forensic attempts could be applied through a deletion of synchronized folders and uninstallation of the application.  If Dropbox is employed with the application of the client it creates a localized folder which synchronizes contents that are stored in it through an online duplication of the folder. Dropbox usually provides a storage space of 2GB for free but one has the alternative of buying more space (Chung, 2015).

OneDrive is meant to be an absolute online storage facility with the alternative of synchronizing copies of files to the folder of a client.  Most cloud storage facilities offer a method of synchronization that involve a kind of periodic checking to establish if there are changes made to versions that are viewed at a local level. They can also be used to make a comparison of online and offline copies upon re-establishing communication (Cohen, 2003).

Legal, ethical and social point of IT Security

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Just like peer discovery methods, BTSync enables users to configure several options that impact the manner in which data gets transferred from one peer to another. The seeding host makes attempts of directly communicating with the replication target. The traffic tends to be encrypted through default in case it travels out of the local LAN. There is an alternative in application preferences to enhance LAN encryption if it is preferred by the user (Quick, 2013).

If there is a blocked communication between hosts in case they are on different networks safeguarded by firewalls or in LAN segments which are locked by inbound access managed links. When a seeder creates a share it leads to the generation of a master key. It is essentially the all access key that permeates the share owner to modify, add or remove the share contents. The only case in which the key can be distributed to another one is when it becomes a trusted collaborator.  The read only key permeates the receiving user to read the synchronized data but not to modify the source contents whatsoever (Chung, 2015).

When trying to recover lost data it is possible to find that BTSync has been installed on a machine. As a result of anti-forensic measures a number of files may not be recovered from the localized hard disk. If the secret is recovered for some share it is likely that the suspect’s secret synchronization will help forensic investigators to recover the information that is lost from all nodes in the share that are still active. Ordinary forensic analysis of file systems tends to identify synchronized artifacts that are left behind from a certain share combined with successive data synchronization. 

The collected data should be stored in a digital evidence bag. Given the metadata BTSync value that is employed in recovering files that are remotely stored a good P2P based bag should be used. There are no intentions to replace BTSync with BitTorrent to make it a file dissemination utility though it still serves this purpose. This is now being enhanced by websites that offer shared secrets (Cohen, 2003).

Legal, ethical and social point of IT Security

Reference

Chung H, Park J, Lee S, Kang C. (2015) Digital forensic investigation of cloud storage services. Digit Investig;9(2):81–95.

Cohen B. (2003), Incentives build robustness in bittorrent. In Proceedings of the Workshop on Economics of Peer-to-Peer systems, Vol. 6. pp. 68–72.

Quick D, Choo KKR. (2013) Forensic collection of cloud storage data: does the act of collection result in changes to the data or its metadata? Digital Investigation;10(3):266–77.

Legal, ethical and social point of IT Security

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Electronic Health Records Essay Paper

Electronic Health Records
Electronic Health Records

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Electronic Health Records

Introduction

As a nurse, one comes into contact continually with issues of electronic health records. The Health Insurance Portability and Accountability Act is one of the Acts of the Federal Government that attempt to speak to the question of electronic health records. In this case, it is required that in the provision of cover for Americans, there is need to have a catalog of information kept by the health care providers which can be used in the offer of health covers (Hiller et al, 2011).

The HIPPA provides for mechanisms of protection of such information by the privacy rule which demands that Personally Identifiable information ought not to be disclosed unless within the framework provided for under the Act (Bates, 2005).

Background

It is the case that such information may be used in the carrying out of research. However, there is no clear methodology of addressing intellectual property concerns in the information that is stored therein. Most certainly, the IP in the coming up with software that can store such information is squarely an entitlement of the software developer.

Where does this leave the information and the collector of information? This is a question that must be determined to inform agreements that organizations which offer IT services to the health care providers may have to craft in their Service Level Agreements. (Garde, 2007)

It cannot be avoided that this is an issue that deserves adequate attention because often, the patient will not know whether they have any rights regarding the information they give herein. This actually gives them impetus to lie about the information they give.

Even if they do not lie about the information they give, they may end up being a bit economical about the truth in the information they give. The growing need for enhancement and embrace technology in every area and the growing relevance of cloud storage means that the traditional ways of record keeping by health care providers is an idea of a bygone age. (Garde, 2007).

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It is a mundane principle of IP law that information gathering cannot amount to a situation where the gatherer is granted IP rights. This is because IP rights involve the exertion of mental capacities and the sweat of the brow cannot suffice for the abrogation of such rights by one such person. Ultimately, there is then a question that arises. Who then is entitled to such rights?

These information rights will inform how we handle such information and the procedures to be followed in the use or transfer of such information. The seriousness of the question of confidentiality and security of information is at the centre of electronic health records. In the event that this is not properly addressed, there is a real possibility that the policy on the creation of such records crumbles and the efficiency envisioned in such an instance fails in the main.

Findings

A priority, I perceive need to have a brief legislation on the IP rights regarding such scenarios. In such a case, there is need to properly brainstorm and see whether a law can be crafted to even sanction properly the actions of such persons who may handle such information, for instance nurses as they go about with their ordinary dealings.

It may then appear as though there shall be an overlap with the question of Confidentiality as already provided for in other pieces of legislation including HIPAA. However, this will be more specific and will spell out clearly the IP rights and offer a more comfortable pillow for the patient and users of such information will be under a more elaborate set of duties. (Zittrain, 2000)

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Procedure

There is an elaborate procedure for the making of laws. In this my case, I have already encountered the need by observation and from experience that there is no clear policy directive on such. There is also an alarming dearth of scholarly attention to such an area which has far reaching implications for research. A focus group discussion with members of the profession reveals that information may be abused without the knowledge of the proper owners of the said property which is actually a virtual violation of the fundamental right to dignity.

It is the case that information that is de-identified may be used for research with few qualms. However, this does not completely take away the need to have the proper owners of the information at the centre of such a procedure.

This procedure is made easier by the fact that a citizen like me may institute the procedure without being found to have lacked the requisite locus. As the law progresses, the question of locus is slowly being found to be merely procedural and cannot be allowed to supersede substantive societal needs and justice. As a matter of conjecture, this will need a bit of education of the stakeholders on the issues to which this law will speak to.

Only then will a critical mass be achieved because this is a fairly technical area that may not be fully appreciated by many. However, IP Law is an issue of concern to all policy makers because the traditional forms of property are slowly being phased out.

The presentation of such laws to both houses of congress, both of whom must ruminate over the proposals and determine whether or not they deserve parliamentary attention. (Mason, 2015) It is hoped that the idea shall not die at the committee stage, but shall sail through to help protect the rights of patients.

References

Bates, D., 2005. Physicians and ambulatory electronic health records.”. Health Affairs, 24(5), pp. 1180-1189..

Garde, S., 2007. “Towards Semantic Interoperability for Electronic Health Records–Domain Knowledge Governance for open EHR Archetypes.”. Methods of information in medicine, 36(3), pp. 332-343..

Hiller, J., McMullen, M. S., Chumney, W. M., & Baumer, D. L. (2011). Privacy and security in the implementation of health information technology (electronic health records): US and EU compared. BUJ Sci. & Tech. L.17, 1.

Mason, A. T. a. G. S., 2015. . American constitutional law: introductory essays and selected cases.. 1 ed. New York: Routledge.

Zittrain, J., 2000. “What the publisher can teach the patient: intellectual property and privacy in an era of trusted privication.. Stanford Law Review, pp. 1201-1250.

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System Downtime

System Downtime
System Downtime

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System Downtime

According to LaTour & Maki (2010) downtime is a period of time when there is a failure of the system to perform or provide its primary function. Downtime may either be planned or unplanned during which the proper functioning of the system is compromised or it is unavailable to user, and this is often caused by either environmental factors, computer system failure, network failure, software failure, interface failure,  and/or routine scheduled upgrades or maintenance.

According to the staff working at the hospital i.e. KKUH, downtime occurrence with regards to HIMS does not take place often at the hospital. For example, the last time a downtime was experienced at the hospital was two months ago and it only lasted for about a half an hour at the emergency department only. The eSIHI was implemented recently meaning it is still new for all staff at KKUH.

On the other hand, apart from unplanned downtime it is possible for a downtime to be planned or scheduled, that is, a period during which through a deliberate or intentional alterations or modifications the health information system is unavailable to users or is not able to function properly. During planned downtime, the system may not be affected as a whole or in totality, meaning some functions may still perform properly or the system may still be available to some users. The purpose of planned or scheduled downtime is mainly scheduled maintenance, system upgrades and updates.

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During a down-time whether unplanned or planned, the admission procedures at the Emergency Department changes to ensure health care services continue. At the Ambulatory and Emergency Department, during a period of downtime the officer responsible for all kinds of documentation is the physician in-charge and ensures instant scanning of the documents.

Unit clerk/nurse is responsible of providing all necessary forms during downtime, and ensures that the scanned instantly and uploading of the documents is done when the system recovers. Down Time Support Team has the responsibility of uploading documents that were scanned during a downtime and entering of orders in eSIHI upon the recovery of the system, usually before that day ends.

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Admission officers at the Emergency Department should be aware of the appropriate procedures during a downtime because the office of Admission is responsible of registration of all patients for admission (Moore & Fisher, 2012). The standard admission procedures are as follows:

  • For new admissions, during a down-time a manual ADMISSION face sheet is completed by admission officers for each admitted patient.
  • The patient is then sent to the appropriate unit for further emergency care because Emergency Department cannot offer such care for long especially when it is intensive.
  • The patient is accompanied by the following documents: 1) the manual ADMISSION face sheet; 2) patient labels as well as armbands; 3) patient admission orders (when they are available).                  
  • In the absence of the patient admitting orders, the Nurse or any other designated person who is appropriate calls the Admitting orders from the admitting physician.
  • If the Admission orders arise from the nursing unit, especially in case of a newborn the Admission desk is called by the nursing unit for their notification about the new admission.
  • The Admission unit clerks/officers/designee uses a downtime packet to establish a patient’s chart, and each page must be labeled with the name of the patient, FIN NUMBERS or medical record number, room and bed of the admitted patient as well as the name of the admitting physician.
  • Discharges should be limited as much as possible during downtime due to the increased potential for errors, but when necessary to discharge the Admission desk is called by the discharging unit for their notification about the discharge. The manual discharging documents during downtime are added to the chart of the patient and maintained on the nursing unit where the patient was admitted until the system recovers when the documents are uploaded.

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Documentation by Admission officers during a downtime should ensure that: 1) all forms filled during downtime are labeled accordingly using two identifiers for the patient (at minimum the date of birth and name); 2) the downtime forms are always required to have a date, time, and signature; 3) on top of each medication order, the nurse must indicate “Allergy”; 4) the filling of all paper forms is done as part of the medical record for the patient.

References

LaTour, K. M., & Maki, S. E. (2010). Health information management concepts, principles, and practice. Chicago, Illinois: American Health Information Management Association.

Moore, A., & Fisher, K. (2012). Healthcare Information Technology and Medical-Surgical Nurse: The Emergence of a New Care Partnership. CIN: Computers, Informatics, Nursing, 30(3), 157-163.

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Website Development Portal Site (1S)

Website Development
Website Development

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Website Development Portal Site (1S)

This paper gives an outline of the development of a design document for a website that is meant to assist students at Trident University International with the ITM program as they transition through this from their first courses to the last through the utilization of the Information Architecture (IA) design method from the Webmonkey site.

Goal Definition

The short and long term goals for this site will include

The primary short term goal in this case will be in easing the usability of the site, a factor that will make the site navigable thus enabling the students to utilize the contents of the site through their current course workloads (Balloni, 2010). This will be achieved through the development of a navigational system that clearly states the objectives of the course and a flow of communication, a factor that will make accessibility simpler for the students.

On the other hand, the long-term goals on this site will be pegged on assisting the students through their entire courses as Trident University. This will therefore determine the inclusion of a communicational flow, a single sign-on, grading systems, an auto-enroll policy and a transitioned approach upon graduation.

Questions To Structure the Goals of the Website

Some of the essential questions that will be used in structuring the goals of the site include:

Question 1: Who are the sites intended audience

Answer: The site will focus on the current students, the Trident Universities Faculty members, the student’s family members and the Alumnae’s who will be included for the purposes of keeping records.

Question 2: Why will the students come to my website?

Answer: The rationale for students visiting my site will be based on the complete support that the site offers the learners, a factor that will aid them in getting information about the systems of the university for the future students and parents. This will be achieved through the inclusion of a fully supported program for the students in ITM.

Considering that these questions are straightforward, they will be blended with the aim of developing the conceptual framework that will be utilized in building the website that will support the ITM students through their learning period in this institution (Scacchi, 2003). Having summarized and determined the questions in this first part, the design of this document will additionally focus on a short discussion of the goals that I would want to achieve in the development of this site.

It is in this case important to indentify that the overall goal I have developed for this site is in the fact that the site will be a source of support to the students in their ITM program. The site will be in a position of helping the student’s in making transitions from their first course through to the last. My short term focus will be based on the concentration that will be initiated to provide the most essential and immediate programs that meet the learning needs of the students in their current course schedules.

In this case, the website will be developed in a manner that enables the students to easily access their course contents with the aim of acquiring their current course needs in this portal. This therefore means that the website will provide background information of the sources as well as the objectives that will be incorporated through an open line of communication that allows the students to interact with other peers who are undertaking the same course (Scacchi, 2003).

Additionally, the support provided in the site will also take the form of developing interactive segments with the professors, thus aimed at helping the students receive answers to their questions during the course duration. Considering that the institution has a large populace, the site will be developed to allow multiple usability including its accessibility in different locations.

Taking a closer consideration of the long-term goals of this site, there is a need of developing an achieve that will enable the returning students on the site to acquire information on the courses that they had undertaken and the remaining courses required to fulfill the institutions courses required in graduating to the degree level (Sommerville, 2010). This record will also grant the graduating students the ability to review their performances. Additionally, the site will also have a single sign-in interface that will ensure the students do not make multiple logins to access the site.

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A public access section will also be included in the site that will give the usurers of this site the capacity to conduct overviews of the Universities structures and systems and the manner in which the ITM course relates to the core functions of the University. It is important to mention that this faced will be disintegrated during the process of design documentation (Sommerville, 2010).

However, my main objective is directed towards the development of a site that will enable the students and other prospective students including the graduates to access relevant content on their course including offering the assistance through their entire courses as Trident University

In order to develop an effective site, I conducted a survey on some of the students to determine what they would prefer having on the site. I was in a position to learn that the students wanted an inclusion of the institutions curriculum activities in the site. This would make the site interesting and attractive. Additionally, the students wanted some section of the site include the levies that would be paid in every semester in order to allow them access such information through the site.

References

Balloni, A. (2010). Challenges and Reflections on Knowledge Society and Sociotechnical Systems, The International Journal of Managing Information Technology (IJMIT) 2, 1, February 2010. Retrieved on July 26, 2010, from http://airccse.org/journal/ijmit/papers/0210ijmit3.pdf

Scacchi, W. (2003). Socio-Technical-Design. Institute for Software Research, Univ. of Wisconsin. Retrieved July 26, 2010 from http://www.ics.uci.edu/~wscacchi/Papers/SE-Encyc/Socio-Technical-Design.pdf

Sommerville, I. (2010). Socio-technical Systems Retrieved on July 26, 2010, from http://archive.cs.st-andrews.ac.uk/STSE-Handbook/Papers/SociotechnicalsystemsFromdesignmethodstosystemsengineering-BaxterSommerville.pdf

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Information technology Business Alignment

Information technology Business Alignment
Information technology Business Alignment

Information technology Business Alignment

Introduction

Business process and information technology business alignment is paramount for organizations such as Capgemini as it determines the company’s flexibility as well as agility to transform and satisfy the emerging business needs. Therefore, it is important that Capgemini have reliable enterprise architecture that helps to unify the business and information technology concepts within the company.

This implies that enterprise architecture is vital for enhancing the company’s capabilities for innovation and information management in the present business environment that is highly demanding as well as complex by nature (Dijkman, Vanderfeesten, & Reijers, 2014).

As a result, enterprise architecture can be described as clearly defined application that determines analysis, planning, design and implementation of activities within the company through persistent holistic approach to develop and execute the specified strategy successfully. In light of this, it is necessary to recognize and appreciate the role of information technology business alignment and enterprise architecture and hence the preparation of this article.

Value of Information Technology Business Alignment

In response to the above requirement, it is important to recognize and understand significance of information technology business alignment in the enterprise architecture as Capgemini strives to accomplish the set goals. To start with information technology business alignment model is necessary as it ensures that the company objectives are in line with the requirement of information technology (Chiang & Nunez, 2012).

This is vital at Capgemini whereby the major goal is to help company clients realize the role of technology in enhancing the value of each business venture. Through proper information technology business alignment Capgemini as a company is able to develop technology based solutions that help its clients meet individual business objectives that fit into the technological requirements.

Secondly, another goal of Capgemini is to enhance client’s ability to transform their organizations through improved performance. This can be achieved through proper information technology business alignment because Capgemini is able to empower its clients react swiftly and instinctively to the constantly transforming market dynamics (White, 2015).

The company is focused at helping its clients harness the correct technology suitable for making its clients highly competitive and agile on the market. In other words, information technology business alignment strategy has enabled Capgemini to empower its clients to become change initiators on the market for proper performance.

Most importantly is the fact that proper information technology business alignment architecture facilitates high level of collaboration between the organization and other external parties. This means that Capgemini is able to undertake its operations in a reasonable manner by considering law enforcement authorities and its areas of jurisdiction (White, 2015). Through collaboration the company has been able to meet the expectations of its clients and hence referring to the approach as collaborative business experience.

Strategy for Aligning IT Portfolio

Research has revealed that there are so many enterprise architecture frameworks that any company might subscribe to depending on company concerns and guiding approaches to information technology within an organization. Tambouris, Zotou, Kalampokis, & Tarabanis, (2012) notes that there are three major enterprise architectures namely the Capgemini integrated architecture framework, the zachman framework and the Microsoft enterprise architecture.

This section examines the Capgemini integrated architecture framework (IAF) designed for analysis and development of project and enterprise level architectures. The starting point of implementing this strategy involves breaking down the general problem into various categories so that it is easier to resolve issue in each section independently.

In this case, Capgemini has categorized its system into business which entails people and processes, information that incorporates knowledge, technology infrastructure and information systems (Tambouris, Zotou, Kalampokis, & Tarabanis, 2012). These categories have facilitated easier governance and security structured into four major stages of abstraction namely conceptual, contextual, logical and physical.

The contextual level is designed to offer justification for the organization to undertake the suggested alignment models basing on the related environment. The conceptual stage helps in describing the requirements and the vision of the solution. The role of the logical view is to state how the solution and vision interact as well as their meeting point. The purpose of physical stage is to describe the artifacts of the solution so that other parties are able to recognize the role of the adopted alignment architecture (Steenkamp et al., 2013).

Through these stages it is easier to identify and recognize the reasons for implementing the suggested changes as well as anticipate the potential outcomes basing on the manner in which the vision and the solution coincide. It is evident that the integrated architecture framework developed and adopted by Capgemini helps to bring all business components with information technology requirements customized to suit the needs of specific organizations.

Value of Enterprise Architecture

Enterprise architecture is very important for any organization due to a number of advantages that comes with properly aligned business information technology system. Through enterprise architecture, the company is able to develop high value end to end models with full life cycle for software and system engineering, unified business and information technology systems as well as real time and embedded development.

Effective enterprise architecture is reliable for model design, analysis, test, implementation and maintenance (Seigerroth, 2011). This is supplemented by the fact that effective enterprise architecture increases systems speed, performance and stability. This implies that enterprise architecture is necessary for business simulation whereby suggested models can be transformed into functional units to understand the working of business systems.

This is achievable because enterprise architecture provides a platform for easy traceability, verification, impact analysis and validation of activities across the entire life cycle of models.

Enterprise architecture is vital for managing complexities through integration and interconnection of various structural as well as behavioral information systems. Through this alignment it enhances the company’s ability to produce reliable documents for effective information sharing within the company. Appropriate information sharing facilitates generation and reverse engineering within the company which are necessary for process reengineering such that the organization is able to satisfy market demands (Mezghani & Mezghani, 2014).

With dynamic transformations on the market, it is necessary that the company is able to visualize its applications an aspect that can be easily achieved through enterprise architecture. In case this if achieved it makes it easier for Capgemini to advance its model driven architecture for easier and customized operation within the company. In other words enterprise architecture is necessary for automation, database modeling, system simulation and effective project management.

Benefits of Enterprise Architecture

Business enterprise architecture has been pivotal at Capgemini as it has made it possible to identify and define business strategies, functions and process needs so that adequate application can be developed and linked with each of them. Through this, it is now easier to comprehend the requirements of information systems that can help in supporting each business activity hence facilitating adoption of goal achievement process through coordinated approach (Kurti, Barolli, & Sevrani, 2016).

On the other hand, information enterprise architecture has been essential in describing the manner in which the company has to undertake its operations and processes. Through this it is easier to coordinate the technological requirements with other types of information for proper governance and management.

Broadly, enterprise architecture has been helpful for resource allocation, process integration and wastage reduction in the company. This implies that the company is able to offer diversified services to diversified clients for satisfaction without being hindered by diversification aspects. In general terms, the integrated architecture framework adopted by Capgemini covers wider areas of application not only within the company but as required by its clients (Dijkman, Vanderfeesten, & Reijers, 2014).

The framework has proved to be powerful bearing in mind that it was established in 1990s based on experience acquired by practicing architects as they interacted with company clients. Since it is based on experience by Capgemini’s professionals, the architecture has undergone a series of evolutions to fit the real world experience as it encourages focusing on comprehension of business drivers and requirements.

Areas of Enterprise Architecture Improvement

It is high time that Capgemini reviewed its enterprise architecture system to enhance agility and efficiency. This is a necessity as the company will empower its clients with the ability to stay alert as well competent in the market despite the strong wave of technological transformations. This is necessary so that the company empowers its clients with the ability to counterattack the security attacks that might arise due to rapidly transforming technological aspects (Comuzzi, 2016).

This implies that the company needs to develop an e-governance system so that it is able to readily identify and rectify possible threats that its clients might fall victims. Through such improvements, it follows that the company has to expound in its architecture profession. This implies that the company should reshuffle its architecture such that they are able to consider the talent and individualized capabilities of its employees as well as the clients.

Most importantly is for the company to review its alignment and delivery system so as to cushion against the negative impacts of increasing complexities within company the systems. This must be supplemented by enhanced understanding and comprehension of the architectural structure not only to its employees but to the clients as well (Chiang & Nunez, 2012). In simple terms the architecture should be able to market itself by providing market leading solutions through adaption to specific company needs and expanding from individualized to organizational transformations.

Conclusion

In summary, it is evident that enterprise architecture is important for developing an effective and efficient information technology business alignment system within an organization. This is paramount for the company’s ability to accomplish the set goals especially in the current world whereby technology is taking over every aspect of company operations.

However, it is important that companies adopt specific informational technology strategy portfolios that coincide with the requirement of the system so that it is possible to satisfy company needs as well as the demands on the market. Having realized this, companies like Capgemini and Microsoft have developed customized enterprise architectural frameworks.

Through this custom framework it is easier for Capgemini to help its clients fit into the market by withstanding the current market waves as change initiators rather than becoming followers. The benefits of adopting this approach cannot be denied as they have unbearable benefits as highlighted above. However, it is vital that companies undertake constant assessment of their architecture so that appropriate improvements can be performed from time to time depending on the market situation.

References

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Kurti, I., Barolli, E., & Sevrani, K. (2016). CRITICAL SUCCESS FACTORS FOR BUSINESS – ITS ALIGNMENT: A REVIEW OF CURRENT RESEARCH. Romanian Economic and Business Review, 8(3).

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