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Advances in computers and data networks inspire visions of a future "information economy" in which everyone will have (1) to gigabytes of all kinds of information anywhere and anytime. (2) information has always been a (3) difficult commodity to deal with, and, in some ways, computers and high-speed networks make the problems of buying, (4) , and distributing information goods worse (5) better. The evolution of the Internet itself (6) serious problems. (7) the Internet has been privatized, several companies are (8) to provide the backbones that will carry traffic (9) local networks, but (10) business models for interconnection—who pays how much for each packet (11) , for example—have (12) to be developed. (13) interconnection standards are developed that make (14) cheap and easy to transmit information across independent networks, competition will (15) . If technical or economic (16) make interconnection difficult, (17) transmitting data across multiple networks is expensive or too slow, the (18) suppliers can offer a significant performance (19) ; they may be able to use this edge to drive out competitors and (20) the market. 14（）
For years Internet merchants have poured millions of dollars into new technologies to make their sites easier to use. So why aren’t online customers happier Customer satisfaction levels have remained almost fiat through the last several years. The problem, according to Larry Freed, chief executive of a consulting and research firm called ForeSee Results, is not so much that consumers have ignored the many improvements made in recent years. Rather, be said, they still expect more from Internet shopping than it has delivered. "If we walk into a local store, we don’t expect that experience to be better than it was a couple years ago," Mr. Freed said. "But we expect sites to be better. The bar goes up every year." In ForeSee’s latest survey, released last month, just five e-commerce sites registered scores higher than 80 out of 100, and no site scored higher than 85. It was much the same story a year ago, when just five scored higher than 80, with no site surpassing 85. "Scores have inched up over time for the best e-commerce companies, but the overall numbers haven’t moved drastically," Mr. Freed said. "At the same time though, if you don’t do anything you see your scores drop steadily." That dynamic has been a challenge for online merchants and investors, who a decade ago envisioned. Internet stores as relatively inexpensive (and therefore extremely profitable) operations. Now some observers predict a future where online retailers will essentially adopt something like the QVC model, with sales staff pitching the site’s merchandise with polished video presentations, produced in a high-tech television studio. QVC.com is evolving in that direction. The Web site, which sold more than $1 billion in merchandise in 2006, has for the last five years let visitors watch a live feed of the network’s broadcast. But in recent months, QVC.com has also given visitors the chance to watch archives of entire shows, and in the coming months visitors will be able to find more video segments from recent shows, featuring individual products that remain in stock. Bob Myers, senior vice president of QVC.com, said the Web site’s video salesmanship is especially effective when combined with detailed product information, customer reviews and multiple photographs. About eight months ago, for instance, a customer said that she could not determine the size of a handbag from the photographs on the site because she could not tell the height of the model who was holding it. Within two weeks the site tested and introduced a new system, showing the bags with women of three different heights. The results were immediate: women who saw the new photographs bought the bags at least 10 percent more frequently than those who had not. Still, Mr. Myers said, video is a critically important element to sales. "E-commerce started with television commerce," he said. "The sites who engage and entertain customers will be winning here in the near future." Such a prospect is not necessarily daunting to other e-commerce executives. Gordon Magee, head of Internet marketing for Drs. Foster & Smith, based in a Rhinelander, Wis., said a transition to video "will be seamless for us." The company, Mr. Magee said, has in recent weeks discussed putting some of its product on video "so customers could see a 360-degree view they don’t have to manipulate themselves.\ Mr. Magee’s attitude towards using videos in E-commerce seems to be
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(46) A long-held view of the history of the English colonies that became the United States has been that England’ s policy toward these colonies before 1763 was dictated by commercial interests and that a change to a more imperial policy, dominated by expansionist militarist objectives, generated the tensions that ultimately led to the American Revolution. In a recent study, Stephen Saunders Webb has resented a formidable challenge to this view. According to Webb, England already had a military imperial policy for more than a century before the American Revolution. He sees Charles Ⅱ, the English monarch between 1660 and 1685, as the proper successor of the Tudor monarchs of the sixteenth century and of Oliver Cromwell, all of whom were bent on extending centralized executive power over England’ s possessions through the use of what Webb calls "garrison government." Garrison government allowed the colonists a legislative assembly, but real authority, in Webb’ s view, belonged to the colonial governor, who was appointed by the king and supported by the "garrison," that is. by the local contingent of English troops under the colonial governor’ s command.According to Webb, the purpose of garrison government was to provide military support for a royal policy designed to limit the power of the upper classes in the American colonies. (47) Webb argues that the colonial legislative assemblies represented the interests not of the common people but of the colonial upper classes, a coalition of merchants and nobility who favored self-rule and sought to elevate legislative authority at the expense of the executive. It was, according to Webb, the colonial governors who favored the small farmer, opposed the plantation system, and tried through taxation to break up large holdings of land. Backed by the military presence of the garrison, these governors tried to prevent the gentry and merchants, allied in the colonial assemblies, from transforming colonial America into a capitalistic oligarchy.(48) Webb’ s study illuminates the political alignments that existed in the colonies in the century prior to the American Revolution, but his view of the crown’ s use of the military as an instrument of colonial policy is not entirely convincing. England during the seventeenth century was not noted for its military achievements. Cromwell did mount England’s most ambitious overseas military expedition in more than a century, but it proved to be an utter failure. Under Charles Ⅱ, the English army was too small to be a major instrument of government. (49) Not until the war in France in 1697 did William Ⅲ persuade Parliament to create a professional standing army, and Parliament’ s price for doing so was to keep the army under tight legislative control. (50) While it may be true that the crown attempted to diminish the power of the colonial upper classes, it is hard to imagine how the English army during the seventeenth century could have provided significant military support for such a policy. 46
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