There's no shortage of research topics on which I could write. But rather than make the decision unilaterally, I thought it would be more productive -- and fun -- to shake up the a bit.
I'd like you to tell me what research would be most useful for you. Our job as Forrester analysts is to help make you more successful everyday, but you know your needs best.
So here's the deal. The topics are all around my coverage space - travel eBusiness, distribution, and marketing (sorry, no voting on who looked best on a red carpet somewhere). You can vote here. We'll leave the poll open through 5 PM US Eastern Daylight Time next Wednesday, August 5. We'll tally the results and announce the winning topic by next Friday. I expect the report will be published sometime in August. And don't be surprised if we use this blog (or my Twitter feed) to get your thoughts on some aspects of the report, as well.
Wow, once you get into this blogging thing, it's hard to stop...
I am a fan of Travel Weekly, a truly comprehensive travel industry publication. I've been reading Travel Weekly for the million or so years I've been in the travel industry and am sincerely impressed with how its editor, Arnie Weissman, continues to take the publication in new and exciting directions.
The July 30 issue of TravelWeekly.com has an article by Jeri Clausing regarding hotel industry performance for the first-half of 2009 from Smith Travel Research (STR), a leading hotel industry research firm. STR's data clarifies the enormous financial impact the recession is taking on hotels::
The average hotel occupancy rate declined 10.9% compared to the first half of 2008, to 54.6%
The average daily rate (ADR) paid by a guest fell 8.7% from the first-half of 2008, to $98.66
On average, hotels' revenue per available room (revPAR), a key profitability metric, declined 18.7% compared to the first-half of 2008. Bobby Bowers, senior vice president of operations at STR, describes the decline as "by far the largest first-half decline ever recorded by Smith Travel Research."
There's more, but it's pretty bleak. I don't want to lose you, so for all the gory details, read the Travel Weekly article and the STR announcement.
Anyway, this got me thinking (always risky): How could eBusiness have helped? True, nothing could have protected hotels from the massive economic mess we're all in. I do, however, believe that hotels made their own challenges worse. How? As an industry, hotels failed to use eBusiness as effectively as they could have -- and should have.
Show me a hotel Web site that lets you shop based by a price point (e.g., ($100/night), price range ($100-$149/night), or total budget ($200 for 2 nights). If you don't think this is important, you're wrong -- terribly wrong. Our North American Technographics(R) Travel Online Study, Q1 2009, shows that 46% of US online leisure travelers say they allow their budgets to dictate where they go on a trip. If you call any major hotel' chains toll-free number, a property directly, or a travel agency, they could help you with any of these three requests. eBusiness channels and experiences must emulate, and ideally beat, their offline counterparts.
Hotels don't do a good job of creating any emotional engagement. Not every trip can be a getaway to a glorious exotic destination for a relaxing vacation -- but just because a guest is going to a not-so-thrilling destination doesn't mean your Web site's planning and booking process has to be not-so-thrilling as well.
Two years ago, we wrote about how travel companies need to humanize their digital travel experiences by making them useful, usable, and desirable. Hotel Web sites may be useful, but they struggle with usable. Desirable is nowhere to be found -- maybe it's drowning its sorrows in the lobby lounge. By creating a sense of desire -- tapping into consumers emotions, for example -- you can attempt to separate the heart from the brain. The brain says "buy the lowest rate available." Desire gets the traveler to consider trading up -- something our research shows 34% of US online leisure hotel guests, and 41% of US online business guests, will consider if they view the premium as affordable.And don't forget, we live in a world of Bookers. Seventy-seven percent of US leisure hotels guests research and book at least some portion of their trips online, as do 68% of business guests.
Few hotel Web sites provide the necessary context required to help travelers make well-informed decisions. Many lack useful content as well. I worked in luxury hotel marketing. To this day, I can't tell you which is better, a superior room or a deluxe room. Sadly, most hotel Web sites can't help you, either (some of the online agencies, like Expedia, actually do a better job of this). Pan Pacific Hotels does an excellent job with how it presents room information within an availability search. Unfortunately, most major chains' Web sites, including Accor, IHG, Hilton, Hyatt, Marriott, and Starwood, do not. Room descriptions lack critical details that allow a guest to make a well-informed decision, like room dimensions, details about the furnishings, and relevant, good-quality visual content.
Poor post-purchase and on-property electronic communications. Yes, reservation confirmation emails arrive almost instantly. And, giving credit where due, many chains' confirmation emails (including Hilton, Hyatt, and Marriott) include links to both complimentary and fee-based hotel services. Too often, though, that's the only electronic communication the guest sees. Hotel execs tell us they often can't send any other email to guests if the reservation is made within a week of arrival, because properties lack the ability to operationally respond. As for guest communications during the stay, well, as they say in Brooklyn, fuhggedaboutit. Few, if any, major hotels take advantage of email or mobile communications to reach guests -- and their wallets -- while they're on property. Lots of great revenue-generating opportunities are missed as a result.
So how could eBusiness have helped hotels? Here are just a few:
Web sites with useful tools, like budget-based shopping
Better content and written descriptions
Creating timelines from time-of-booking to check-out, and determining the most effective digital channels and marketing or promotional messages that would work to coax much-needed revenue from guests' tightly-guarded wallets.
Against the loss of business from key segments like meetings/conventions and corporate travel, nothing could have totally insulated the industry from all the turmoil. But by failing to push themselves to do more with eBusiness, to invest when times were better, to re-think property operations against the increasingly "wired" guest that hotels serve, hotels may have allowed their financial troubles to be worse than they should have been.
If you're a hotel executive, or if you work for a company that supports hotels through technology, please weigh in. I'd enjoy hearing from you.
This past week, we published our Global Online Population Forecast,
2008-2013. The study looks at growth in the Internet population in every region
of the world and calls out figures for key markets around the globe. A few
highlights from the report:
>> Despite the global economic downturn, the Internet population in every country will increase over the next five years.
>> In 2013, 43% of the global online population will live in Asia. Some 17% of all Internet users will live in China.
>> Countries with the most online users in 2008 (in descending
order): US, China, Japan, Brazil,
Germany
>> Countries with the most online users in 2013 (in descending
order): China, US, India, Japan,
Brazil
>> Over the next 5 years, the percentage of global online
users living in North America will decrease
from 17% to 13%.
Delta Air Lines (DL) has announced a slate of upgrades to its SkyMiles loyalty program for 2010. The changes are being made as part of DL's merger with Northwest Airlines (NW). Delta tells Forrester that its remains on track to fully combine SkyMiles and the Northwest WorldPerks programs by October 2009.
As a result of the merger, it's believed that the Delta SkyMiles program may have more than 70 million members (net of duplications Between SkyMiles and WorldPerks), eclipsing the perennial category leader, American Airlines' AAdvantage, which has more than 60 million members.
Some of the best benefits of the new SkyMiles program will include:
A 500-mile minimum on all flights
and for all customers.
Forrester's take: This continues a current Delta benefit. However, it's still great news for frequent fliers in that Delta isn't taking this away. In early 2009, some airlines, including American Airlines (AA), Continental Airlines (CO) and United Airlines (UA), eliminated the 500-mile minimum mileage credit in favor of awarding the actual miles flown. Most of the airlines, including AA and UA, later reinstated the 500-mile credit, but only for elite-level members. I expect we will see most of Delta's key competitors reinstate their 500-mile minimum.
1 full "EQM" (Elite Qualifying Mile) and base mile on all
fares regardless of booking channel
Forrester's take: This is very consumer-friendly. It also shows the impact of the recession. Delta could have decided that in 2010 it would move to restrict this benefit to bookings made through preferred channels, potentially excluding channels like online travel agencies (OTAs). Forrester's online leisure travel channel forecast shows that airline sites are estimated to capture about 70% of all leisure bookings, increasing to 77% by year-end 2013. But Delta isn't Southwest Airlines (WN) or JetBlue Airways (B6).Those carriers generate about 75% or more of their bookings through their own Web sites. Delta, in contrast, generates about half that volume via Delta.com. Plus, given some of the past squabbles that periodically erupted between NW and online agencies, and occasional spats between Delta and the OTAs as well, it's smart for Delta to offer this.
A 50% EQM and base mile bonus on fares booked in Delta's the three highest (most expensive) economy-class inventory classes: Y, B, and M fares
Forrester's take: This, too, continues an existing SkyMiles benefit. Again, it's smart for DL to maintain this, especially in this recession. A) Fewer people are buying business/first class tickets (IATA's most recent premium travel report, covering May 2009, shows a 23.6% year/year decline in international premium cabin passengers), making it more important to keep this benefit. B), Delta needs to give its passengers a reason to "trade up." While I don't think anyone in his or her right mind would buy these fares just to earn more SkyMiles points, this is one way Delta says "pay more, get more." It's nice, and it's smart - though for what you shell out at these price points, Delta should also toss in vouchers for its buy-on-board meal/snack offering as well.
Premium security access, priority
seats, priority boarding and waived baggage charges for everyone in the elite
itinerary.
Forrester's take. Ding, ding, ding, we have a winner. If an elite SkyMiles member travels with family members or friends, all booked together in the same passenger name record (PNR) - airline-speak for reservations record - his/her companions all get the same courtesies. The preferred seating access and waived checked baggage fees will, no doubt, be among the most appreciated and useful benefits.
Rollover MQM (Medallion Qualifying Miles). Delta will become the first
airline to allow customers to permanently roll over any Medallion Qualification
Miles (MQM) earned above a Medallion threshold at the end of the year, which
will supplement their ability to earn status the following year. This is a
permanent feature and not a promotion and will take effect this year.
Forrester's take: Keep ringing that bell, we have another winner here. This one is fantastic.To start, we have the recession and the lack of any definitive time-frame for recovery. Business and leisure travel is down, as illustrated by the $257 million net loss Delta reported in its June 2009 quarter.Delta also faces growing competition from "low cost" carriers like AirTran Airways (FL), WN and B6, which are expanding their reach across more of DL's North American route network (WN, for example, recently entered New York LaGuardia, and will soon enter Boston Logan). Delta also faces an expanding Star Alliance - current SkyTeam partner CO leaves SkyTeam for Star October 24 How might this roll over program work? It's not unlike the "roll over minutes" program some mobile phone providers offer. Let's say a SkyMiles member earns 62,000 miles in a given calendar year. 50,000 miles qualifies the member for Gold SkyMiles status. The member can thus roll over his or her "extra" 12,000 miles (62,000-50,000 for Gold) towards the following year's Medallion status qualification. That's smart, because it (again, theoretically) keeps the member flying DL and its SkyTeam alliance partners once they hit a threshold.
A new fourth Medallion elite tier,.Diamond. A fourth Medallion level for flyers who earn 125,000 MQMs or fly 140 segments
per calendar year that will offer the richest benefits of any airline elite
tier.
Forrester's take. Another smart move. Several years ago, Delta reduced its Platinum-level qualification from 100,000 miles/year to the current 75,000 miles/year. It could have simply gone back to the "old" tiers, and moved Platinum back to 100,000 miles. That would create a bigger ruckus than Sherman's entry into Atlanta during, um, "that" war. Current Platinum's would have howled and insisted - rightly - that they be grandfathered through 2010. This gives Delta an out. The Diamond tier will recognize and reward Delta's "road warrior-est" of road warriors -- and, again in theory, keep some of members flying Delta and its SkyTeam partners for an extra 50,000 miles/year. Delta's tossing in a bunch of benefits, including complimentary access to Delta's network of SkyClub airport lounges. It also makes public a "whispered" program nicknamed "white envelope." Until now, Delat's fourth tier was not publicly communicated. Members only knew they qualified when they received their special "super elite" card in (allegedly) a white envelope. The Diamond-level program is potentially worth millions of incremental revenue dollars for Delta, so Wall Street should cheer this news as well.
Fee-free ticketing. The three top Medallion tiers of the new SkyMiles program (Diamond, Platinum, and Gold) members will have ticketing fees waived for
all bookings, regardless of channel, including phone and in-person.
Forrester's take: This is, again, smart. Think about the amount of traveling Delta's top-tier members do -- these people fly 50,000 or more miles a year on Delta and its SkyMiles partners alone. . While Wi-Fi makes it increasingly likely that a road warrior will have the potential to get online to book a trip, there are going to be times when that's not practical. And though DL has a mobile-optimized version of Delta.com, its user experience isn't comparable to the "traditional" Delta.com. Plus, in this business environment, why make life more difficult for your best customers? It's unlikely that Delta will see skyrocketing call volume because of this, meaning the airline will also likely not see a significant increase in its costs. Plus, with the online travel agencies still offering fee-free airline tickets, Delta retains a channel advantage for its best customers. It will be interesting to see how other airlines respond.
Unlimited complimentary upgrades on Award-travel tickets.
Forrester's take: Surely you don't expect us to object? This is a great member benefit. The concern I have, as an analyst, is that it may inhibit some SkyMiles members from requesting premium-cabin awards in hopes of getting a free upgrade. Airlines carry their frequent flier mileage balances as liabilities on their books, so the more miles that are burned, the better for the airline. However, since the upgrades are based on available seats, I suspect those who really want to sit in the pointy end of the plane will redeem the miles to do so.
No co-pay on any upgrade award
Forrester's take: More smartness. AA, CO, and UA either charge, or have said they will charge, their loyalty program members fees to redeem miles to upgrade to the next class-of-service on all but their most expensive Economy-class fares (the airlines may exempt some of their elites from these fees). Hellloooo, these are supposedly "loyalty programs." How does an airline create and sustain loyalty when it charges a fee along with miles for an upgrade? Those type of fees are classic examples of traditional (read: bad) airline management thinking (I can say that, having worked for several major airlines earlier in my career). Forrester has researched the free-fall of traveler's brand loyalty. As airlines examine how to improve their business performance, they need to strike the right balance between generating revenue and creating programs that generate positive responses from travelers - rather than the usual venom.
There are other benefits to the new SkyMiles program, but we think these are the most important. We think Delta did more right than wrong with its changes, and believe it will serve the airline well as it navigates its way not only through the merger with Northwest, but this miserable recession as well.
By the way, if you're a SkyMiles member, Delta tells us you'll see these benefits phased in over the next 4-6 months. According to Delta, details about the program changes should be available online at www.delta.com/newskymiles.
What do you think - is Delta on the right track? How are you seeing customer loyalty change, and what initiatives have you seen -- or done -- to improve customer loyalty?
One job of an analyst is the separate the hype from the facts. We here at Forrester are fortunate enough to have access to customer survey information that allows us to do just that.
For the last 18 months, the hottest thing on the planet has been mobile banking. Forrester has fielded dozens and dozens of questions from clients wondering about mobile banking strategy to the point that you'd think every consumer on the planet was clamoring to bank on their mobile device.
But our surveys continue to tell us something different (at least for now). In our most recent survey from Q1 2009, 10% of US consumers with a mobile phone have signed up for moblie banking. And among those who have not banked using a mobile phone, the number interested remains low.
In my view, two things are going to change that. 1) the day consumers can do something banking wise on their mobile phone that they cannot do (or do easily) on their PC 2) the day when it is just frankly easier to bank on the phone itself.
I am here to say, both days are coming.
1) USAA just announced that they will be the second financial services firm to offer the ability to make a deposit by mobile device. Very soon, USAA members will be able to take a picture of the front and back of their checks and deposit them instantly. This is truly a breakthrough for mobile banking because it allows consumers to do something via their phone they cannot easily do on their PC. Secondly, it will eliminate (read cost savings) the need to deposit checks by mail, in a branch, or by ATM in many cases so banks will want to push the service.
2) CNet reported in May that the Apple iPhone doubled in market share in the last year from 5.3% the smart phone market to 10.8%. What is significantabout that is that Bank of America reported in June that the iPhone and iPod touch make up 40% of the 2.7 million devices used by bank customers. Bottom line, deviceslike the iPhone, iPod touch, and similar smart phone devices are a key link in getting more consumers to bank by mobile phone. As the market for those devices grow, so will the mobile banking market.
Now I will openly admit to this point I have been a mobile pessimist primarily because there was not customer data to support the hype or reason to believe usage would dramatically change, but I am here to say today that I am now moderately optimistic. Stay tuned.
As we reported back in May, online retailers should prepare to charge sales tax in certain markets, even if they do not plan to do so across the country. Cash-strapped states are looking to tap any potential source of revenue (California, for example, has been working through an onerous $26 billion budget gap) and have in recent months been proposing legislation to require online retailers to submit tax in states in which they deliver.
Since the report’s publication, however, the governors of Hawaii and California have struck down the requirement for retailers to collect online sales tax with strokes of the veto pen. As a result, Overstock.com, which had dropped its online affiliates in California and Hawaii when the legislation still had a shot, reestablished its ties with its Californian and Hawaiian affiliates.
What all this boils down to is that the precedent that New York established by requiring the collection of use taxes on goods purchased by online shoppers within a state doesn’t appear to be gaining real traction —at least, not at present. Forrester will continue to monitor these debates, inarguably intensified by the current recession, and their potential impacts on eBusiness & Channel Strategy Professionals in the months to come.
Open source eCommerce solutions are increasingly on the radar of eBusiness professionals interested in, and in need of, eCommerce platform technology. There are many drivers behind this interest — from the obvious ones of lower costs, to the desire for independence from vendors and increased resource flexibility. While in the past open source eCommerce solutions were often seen as appropriate for very small businesses, I know many industry observers will agree that in the last year, the buzz around open source eCommerce solutions like those from Magento, Apache OFBiz, and OXID eShop has really picked up steam.
We here at Forrester have looked into the realities of implementing these solutions in the context of a larger small-to-medium (SMB) or lower mid-market range eCommerce business to see how well open source eCommerce platforms are living up to their billing. We identified five core views on open source solutions that are commonly held by eBusiness professionals (which we have dubbed “promises”): Promise No. 1: Open source software is less costly. Promise No. 2: The same important core eCommerce features that I need are there. Promise No. 3: I have more flexibility with open source. Promise No. 4: I can leverage a community to drive innovation. Promise No. 5: It will be easier to access resources and do so at a lower cost.
So what did we find after talking with many retailers, developers, and solution vendors? Here are two of those ‘promises’ explored:
Promise No. 1: Open source software is less costly
One of the fundamental attractions of open source software (OSS) is the presumed avoidance of expensive licensing, maintenance, or revenue share deals with vendors. Typically, this upfront and recurring capital expense is the focus when comparing open source and commercial applications. Often the professional services and maintenance costs are secondary. Truth: You will avoid recurring and scaling software licensing and maintenance fees. Once the product is up and running and the base requirements are met, the costs will be in incremental professional services on an as-needed basis. Licensing, maintenance, or revenue share fees found in commercial products are eliminated. This is particularly compelling for the less mature business expecting to grow into its solution over time.
"The license cost is free. The software stack is a traditional AMP stack — so that was free. The box that it's running on is $5,000. It's not a beefy box, and it supports it just fine." (Project manager, small online retailer)
Myth: I can expect a lower total cost of ownership (TCO). The costs of open source projects are going to be compared with those of commercial applications, where the licensing and maintenance costs are identified upfront and there are predictable professional services costs to launch and integrate. The costs of the open source solution will of course lie in professional services fees or in the allocation of internal resources. Many find that the integration and custom development costs exceed expectations.
"The biggest component is capitalized cost of development. We wish we could get a quicker ramp-up than we did. Two good people took four weeks longer to really ramp up on it, and we've since done refactoring twice in 10 months." (Chief technology officer, small online retailer) "From a return on investment (ROI) and TCO perspective, I honestly think it is a wash by the time you pay for the custom development needed to get you where you need to be. And you have the downside of the custom development. [The product] is too young. This may change in the future." (Project manager, Web design and development agency) "The real downside is that it is expensive to host. I thought my cost would come down — it was, in fact, pretty comparable or even more than we would have spent on [a commercial product]. It's such a resource-intensive package; I would love to spend less on hosting costs." (eCommerce manager, small online retailer)
Promise No. 2: The same important core eCommerce features that I need are there.
A quick scan of sites using open source eCommerce platforms and a review of the available online information can lead one to expect that the features present in the leading open source solutions are the same as those found in many commercial applications. Truth: Open source can provide an effective foundation, enabling focus on differentiation. Although open source eCommerce applications are immature, compared with many commercial applications, OSS can enable businesses to focus on differentiating features over time by providing them with core and commodity needs — such as basic promotions, site templates, as well as basic search, browse, and cart features. This differentiation has led to business results and to great customer experiences, even though this flexibility and extendibility can come at a cost (as can be seen in the aforementioned higher TCO).
"Having worked with a lot of platforms, I believe that it's not going to be right for everybody. You expect to pay for advanced functionality, and [it] has been able to get that base functionality out there for developers to work with. I'm very results-oriented — it's all that I really need. Our next challenges are driving more traffic and raising conversion rates." (eCommerce manager, small online retailer) "We have been playing with it. Lately we have been splicing [it] with Flash, as an example of the flexibility, and we are finding that there are no limits." (Project manager, Web design and development agency)
Myth: Open source products contain all the basics. The products are evolving rapidly: Apache OFBiz, though currently geared toward enterprise resource planning (ERP), is ramping up the eCommerce capability, and Magento is little older than a year. Many commercial products have been maturing for years. Many of the core business tooling and site features — such as content management, search, and customer relationship management (CRM) — that midsize and enterprise online retailers and businesses expect may not be there (yet).
"I do not think [it] is the best eCommerce product, but it is a good development platform. In terms of elements that we were told were on the road map, our team went ahead and did them." (Vice president, eCommerce midsize multichannel retailer) "The framework and the architecture are exactly what we need. There is flexibility to meet unique client requirements, while maintaining the core. But realistically the finished product is not quite to the scale of the midmarket. Some of it is there, but not at the level necessary. So we have had to build workarounds to meet the client needs." (Project manager, Web design and development agency.)
For our clients, I encourage you to read the full report here. In the report we have a set of criteria you should use to determine whether or not an open source solution is right for you — and, of course, also explore the other ‘promises’ as well in depth. And, as always, I also invite clients to contact us with further questions through inquiry.
While the open source eCommerce platforms may not be quite there yet, Forrester anticipates growing interest in eCommerce open source solutions in both North America and Europe based on discussions with retail and wholesale businesses exploring eCommerce platform solutions. This increasing trend is one that Forrester will continue to watch and evaluate.
We can only expect that the trend will intensify, based on further maturation in the products; evolution of enterprise services and support packages; as well as proven implementations at increased scale. Increased numbers of skilled and experienced resources and training programs will also help businesses take advantage of these open source applications. Commercial eCommerce applications, especially those focused on mid-market firms, will come under increasing pressure to provide value above and beyond that offered by open source solutions.
One clear trend in eBusiness these days is the increasing importance of interactive help tools including online chat and click-to-call. Hardly a day goes by where I do not get asked about how to best use this evolving technology. The problem is that often firms put the cart before the horse when approaching this important technology. Firms are quick to head down interactive help path without first solving common Web site problems. The result can be chat and call sessions resulting from sub-optimal site design; essentially interactive help is used because the site visitor cannot get their question answered on the site.
Consider this.
Royal Bank of Canada recently redesigned portions of their Web site and won accolades in Forrester's annual ranking of Canadian Web sites. While results of this redesign are still coming in, one interesting finding came to light related to RBC's usage of LivePerson online chat. Reactive chat sessions (i.e. chat sessions initiated by a user) actually deceased by 30% in the two months post-launch.
WHAT IT MEANS: Don't assume if you high online chat usage you are a success. In fact, the truth could be quite the opposite. The best interactive help implementations start with a strong eCommerce site. On the bright side, Royal Bank of Canada did find that the reduction in chat sessions due to the redesign allowed them to offer chat in other high-value areas of the site that couldn't be done in the past due to existing chat volumes.
Fortune just published its Global 500 2009 list which
outlines the largest 500 corporations in the world.
A few observations on how the list is evolving, with a particular focus on the
top 15 countries (those with eight or more Fortune 500 companies listed this year):
The list of countries
represented is growing. In 2007, there were 33 countries on the list, in
2008 there were 35. This year there were 37: new additions included Hungary, Israel
and Venezuela (Fortis, a Belgian/Dutch financial services company, dropped off the list).
Of the top 15
countries represented, four saw a decline in the number of companies
listed. While there are still twice as many Fortune 500 companies based in
the US as in the next
country on the list (Japan),
the number of US companies declined from 162 in 2007 to 140 in 2009. The number
of Fortune 500 companies in Britain, Canada and the Netherlands also fell. By contrast,
all other countries in the top 15 saw their numbers grow or remain flat. Out of
the top 15, Russia, China and Spain showed the highest percentage
growth in the number of companies listed.
However, the list of
top countries remains relatively constant. The top 15
countries on the Fortune 500 list has included the same countries for the past
two years, with countries rarely shifting more than one or two places on the
list. The one exception remains Russia
which vaulted from #20 on the list two years ago to #15 in 2009.
While mergers and acquisitions certainly affect the number of companies listed by country each year, the new numbers
reflect the increasingly diverse face of global business.
by Patti Freeman Evans
