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As we look at capital expenditures in technology vs income we see that many vehicles are implementing apps. On star was thriving at one point and available in many American made cars however due to the sudden fall off, other replacements have come up. Ford has now emerged to put in place amazon Alexa in over 700,000 of their vehicles. this will offer an Alexa skill that coincides with the vehicles smarts features and offer a much easier use of car adjustments and car controls for many ford owners.

Over the years, some businesses have controlled almost all factors of production and distribution (Ford in its early days) whereas others have outsourced almost everything (Dell). In the early days of industry, large enterprises controlled and owned most factors of production and businesses like Ford Motor Company in the USA had their own foundries, railroad, forestry and electricity generating plants, In the UK, Cadbury's and Lever Brothers went so far as to build villages and amenities for their workers. The motivation for this vertical integration was varied but included cost and quality control, worker loyalty and protection of proprietary processes. As well as control of production, resources and employees, businesses like Ford also controlled the retail sales and service network.

The virtual value chain, created by John Sviokla and Jeffrey Rayport, is a business model describing the dissemination of value-generating information services throughout an Extended Enterprise . This value chain begins with the content supplied by the provider, which is then distributed and supported by the information infrastructure; thereupon the context provider supplies actual customer interaction. It supports the physical value chain of procurement, manufacturing, distribution and sales of traditional companies. To illustrate the distinction between the two value chains consider the following: "when consumers use answering machines to leave a message, they are using an object that is both made and sold in the physical world, however when they buy electronic answering services from the phone company they are using the marketspace-a virtual realm where products and services are digital information and are delivered through information-based channels." (Rayport et al. 1996) Many businesses employ both value chains, including banks, which provide services to customers in the physical world at their branch offices and virtually online. The value chain is separated into two chains because the marketplace (physical) and the marketspace (virtual) need to be managed in different ways to be effective and efficient (Samuelson 1981). Nonetheless, the linkage between the two is critical for effective supply chain management.

This article expounds how Google is contributing to the future green advancements of the world by implementing them in their every day operations. Although developing next-generation consumer electronics is an extremely lucrative sector of technology, Google has shifted their thinking away from the immediate consumer electronics field, moving towards the development of green technology. The article further mentions Google's wide-range of environmentally-friendly initiatives which includes the development of an application plug-in that would help automobiles determine where the driver is going that in turn reduces energy use, incorporates renewable energy, and offsets carbon emissions. Also, despite the large amount of Google data centers, Google has managed to cut their energy use in half through practical thinking that included purchasing a wind farm in Iowa with plans of running entirely on renewable energy in the near future. The company also made it a point to cut down on greenhouse gases by having goats roam their Google campus to eliminate the need for fertilizer and lawn movers. In conclusion, by adopting unconventional techniques for effectively lowering its environmental impact, the company has become a model example for more companies to think outside of the box and focus on implementing green technology in an efficient and innovative manner.

One of the greatest challenges a hotel faces is ensuring that all of its booking channels are updated on a real-time basis. With this tool, a Revenue Manager can quickly manage all inventory from a single place. With instant 2-way integration, On the property side, changes can be made easily and efficiently and applied to all sites. The reservations will also be dropped directly into the PMS or CRS so there is no more manual input necessary. On the consumer side, every booking will reduce inventory across all sites so that there is no chance of overbooking. This is a very valuable tool.