1. Describe the multistage model for e-commerce.
2. Explain the difference between privacy and confidentiality.
3. Explain some of the security issues around electronic payments.
4. Identify and briefly discuss several challenges that an organization faces in creating a successful e-commerce operation.
5. Visit the NameCheap.com website. If you were to have a business, what domain name would you choose? What would your business be? Search for a domain name that you like that isn't already taken, and include it here.

In MindTap, answer the questions in the Module 9 "You make the Decision" activity.

Answer the Critical Thinking Questions at the end of the Peleton case below:

Pelotons Success Story

In 2011, John Foley was in charge of Barnes & Nobles e-commerce effort in New York City. With a demanding job, a wife and two children, Foley was having trouble finding time for the studio fitness classes that he liked. And he was not always happy with the classes that he could attend often the instructor and music were not motivating, and the per-class charge always seemed expensive. Foleys question was: Now that we have the internet, why must fitness buffs trek to a gym for a workout class? His idea: mount a screen onto an exercise bicycle, stream the class over the internet from the studio to the home. Working with four other founders, Foley turned his inspiration into the Peloton company, now the leader in the connected fitness industry. Peloton has sold more than 400,000 exercise bikes, and they have a half million fee-paying members. Revenue is reportedly approaching a billion dollars a year and Foley says the company is now profitable.

Before Foley and his team acted, there was not a connected fitness industry. They had to create everything from the ground up: the Peloton Bike, the high-def touchscreen console, the software, the instructor team, their studio, studio classes, the manufacturing and delivery supply chains.

Peloton now streams a dozen live classes a day from its New York City studio. On average 450 members participate in each class. By now, a large library of classes is available on demand, if a member cannot catch up with a live class. Peloton has two dozen instructors on staff, all highly paid. Some instructors have become internet celebrities one of them has over 200,000 followers on Instagram.

The software captures data on the riders performance and sends it to the Peloton cloud-based site. The data is combined with the data of all the other riders in the class, and so a rider can see how competitive they are versus others in the class. The console has a rider-facing camera and a microphone. They let the rider communicate with the instructor or with others in the class. The combination of connectivity, competition, music, and instructor personality leads to an exercise experience that is different from what you get in an in-person studio class, and Peloton thinks is better than what you get in an in-person studio class.

Peloton has introduced yoga classes, and a treadmill product and associated running classes. They have opened walk-in studios in Canada, the UK, and Germany. There are reports that the company plans to go public in the fall of 2019.

Motley Fool analysts say they have no doubt that Peloton is an excellent privately-owned company, but they are not sure that they can succeed as a publicly owned company. To achieve that will require quarter-after-quarter growth, and its not clear that is possible.

There seems to be room for growth. Fast Company magazine reports that the connected fitness industry might do $27 billion in yearly revenue by 2022. Fast Company reports that there are 160 million people in the world who have gym memberships, and who might want to work out at home instead.

But there will be competition -- already, there are companies offering connected fitness products that compete with the Peloton bike. The Peloton monthly membership fee is only $39 the cost of a single studio session can be that much. But the bike costs over $2,000 and the treadmill is double that. The high initial cost will limit the size of Pelotons market.

Critical Thinking Questions:

1. Peloton gathers performance data on each persons session. Over time the amount of data gathered will be enormous. Can you think of ways this kind of data could be used to improve individual workout sessions?
2. This module makes these claims about companies in E-commerce:
   • They squeeze cost and inefficiencies out of the supply chain by eliminating the middle-man.
   • They charge less for products than what brick-and-mortar stores charge.
   • They let shoppers customize and personalize what they buy.
   • They stimulate people to shop at companion brick-and-mortar stores.
   • They can reach more customers than brick-and-mortar stores.
   • They improve the customers experience.
   • They lack human contact with their customers.

   Which of these claims are true about Peloton as an E-commerce company?