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With the vigorous development of the e-commerce delivery service industry, delivery service has become an important factor for e-tailers to obtain the market competitive advantage. However, how to choose the best delivery service strategy is a difficult problem for e-tailers in practice. The purpose of this paper is to investigate the effect of delivery service on e-tailers and online platforms.

Based on the Stackelberg game, the research study establishes and solves three models, namely dual self-supporting delivery service model, dual third-party delivery service model and differential delivery service model.

The results show that when the self-supporting and third-party delivery cost coefficients are all small, no matter which delivery service providers the competitor selects, the e-tailer selects delivery with a lower service fee. When the self-supporting and third-party delivery service fee are all low, no matter which delivery service providers the competitor selects, the e-tailer selects delivery with a smaller service cost. Both service fee and service cost determine the choice of e-tailers' delivery strategy. When the commission rate is moderate, both e-tailers are willing to choose the self-supporting delivery strategy, but the platform only prefers to provide self-supporting delivery to them with a lower delivery service sensitivity coefficient.

This paper analyzes the optimal delivery service strategies for e-tailers to compete with competitors, and explores the impacts of parameters for e-tailers and online platforms in their decision-making. The findings provide valuable implications for relevant practices.

This case is about “Red”, a cross-border e-commerce platform developed from a community which was built to share overseas shopping experience. With sharp insights into the consumption behavior of urban white-collar women and riding on its community e-commerce advantage, “Red”, a cross-border e-commerce startup, pulled in three rounds of financing within just 16 months regardless of increasingly competitive market. On the other hand, well-established platforms such as T-mall International and Joybuy also stepped in, and their involvement will also speed up the industry integration and usher in a reshuffling period. Confronted with the “price war” started by those e-commerce giants, in what ways can “Red” adjust its shopping experience and after-sales services to enhance the brand value and sharpen its edge?

The deciding factor for operating a governmental project either as an independent, self-supporting municipal enterprise insulated from political influence or as a special revenue fund financed by tax levies is whether the amount of revenue generated covers the operating costs of the project. Cost allocation issues play an important role in this decision since the development of an acceptable user charge requires calculations of the full-cost per unit of service. If not properly understood and applied, these issues can produce unfair rates, which in turn may lead to wars between the city government and the communities it serves.

To understand the role of cost allocation in developing fair rates for a municipal enterprise's services, this article selects the most common public unity, the municipal water and sewer services, in particular, the Detroit Water and Sewer Department (DWSD). DWSD is one of the largest municipal enterprises in the United States and many of its pricing practices are typical of those followed by many cities in the United States. After presenting and illustrating the current DWSD's cost allocation and pricing procedures to highlight the unfair pricing incidents, the article proposes a modification to the current system that avoids these unfair pricing issues.

Founded in 1980, Michigan Information Transfer Source primarily provides information services to corporations and industries for a fee. Requests requiring in excess of 15 minutes help are candidates for this service. This program complements and does not compete with other library programs and services. It is totally self‐supporting, although all staff are subject to University policies and benefits.

Merchants and manufacturers have it in their power to minimise in some degree the extent to which we are becoming indebted to foreign countries in respect of the large excess of imports over exports, by obtaining, as far as possible, their imported supplies of food products and raw materials for industries from countries within the Empire. Take, for example, meat and cheese. The prevailing high prices are no doubt encouraging the home production of these commodities. Nevertheless a large quantity must necessarily be imported. In 1914 meat to the value of 62 million pounds was imported, and cheese to the value of 8 million pounds. Of the imports of meat 26 per cent. came from within the Empire, and of cheese 82 per cent. Clearly it is better under existing circumstances that we should buy meat from Australia and New Zealand than from Argentina, and cheese from Canada and New Zealand rather than from Holland and the United States. Many other examples may be mentioned of products which can equally as well be obtained within the Empire as from foreign countries, such as maize from South Africa, where a large increase of production is expected this year; oats from Canada rather than from Argentina and the United States; barley from Canada; peas from New Zealand; butter from Australia and New Zealand; canned salmon, of which 2½ million pounds' worth was imported in 1914, from Canada rather than from the United States; apples from Canada and Australia; wine from Australia; tea from India and Ceylon rather than from China and Java; cocoa from the Gold Coast and the West Indies; copra from Malaya, India and Australia; rubber from Malaya and Ceylon; fibres from New Zealand, Mauritius, Ceylon, etc.; wood pulp from Canada and Newfoundland; wool from Australia, New Zealand, South Africa and the Falkland Islands rather than from Argentina, Chile and other foreign sources; tanning materials from India, Natal, Australia and British East Africa; dyewoods from the West Indies; timber from Canada; hardwoods from India, West Africa, the West Indies and Australia; copper and copper ore from Australia and South Africa; tin and tin ore from Malaya, Nigeria, South Africa and Australia; manganese from India; plumbago from Ceylon; hides from India, Africa and Australia, and so forth. It has been stated that the result of the war may ultimately depend largely on financial strength. In that case the country which is to the greatest extent self‐supporting as regards supplies of the necessaries of life and materials for the manufacture of munitions of war will be in a position to carry on the longest. Undoubtedly the British Empire contains within itself the power to produce all such materials, and the Dominions, Colonies and Dependencies are in fact already supplying a large proportion of the food products and raw materials for industries, which are imported into the United Kingdom. There are a few notable exceptions, e.g., for our supplies of cotton and sugar we have always been largely dependent on foreign countries, but Uganda and the Soudan are capable of producing in the future very large quantities of cotton of the quality required by Lancashire spinners, and sugar production in our Colonies could, with proper encouragement, be expanded so as to meet the whole of the requirements of the Mother Country. If the British capital and energy which have in the past gone every year to the development of enterprises in foreign countries had been devoted for a tew years exclusively to exploiting the resources of the Dominions and Colonies, the British Empire would, by this time, have become practically self‐supporting, and the bulk of our imported foodstuffs and raw products required for our manufacturing industries would now be obtained from within the Empire and paid for by increased quantities of our own manufactures. It may be hoped that one of the lessons which we shall learn from the war will be definitely to encourage the development of the vast resources of our overseas Empire. — The Chamber of Commerce Journal.

Recent developments in the USA have favoured decentralized networks rather than centralized resource libraries. US libraries have virtually no central planning or funding and the main drive towards progress is the initiative of individual libraries. This has created in the last ten years three major computer utilities — OCLC, RLG, WLN — and some twenty regional networks. OCLC is now in effect a commercial enterprise. Its shared cataloguing system can serve as an on‐line union catalogue; this has led to the development of an interlibrary loan subsystem which has increased the volume and changed the pattern of interlending. RLG and WLN have highly developed computer systems, but it is too early to assess their impact on inter/ending. These computer networks would be complemented, not duplicated by central resource libraries; with the National Periodicals Center effectively shelved, the Center for Research Libraries could take on a more dynamic role. Commercial vendors are often overlooked, but are an important element in document delivery systems. They are completely outside conventional library systems and might cream off the profitable end of the document supply market.

The demand for heavily used materials has led to Universities creating short loan collections and course readers — both have their problems, possibly soluble through digitisation. But the eLib On Demand/Electronic Reserve impact study made it clear that the economics of rights clearance and digitisation necessitated a cooperative approach. Addressing this the eLib project HERON, Higher Education Resources ON demand, is developing software and procedures to streamline rights clearance and digitisation and make it easier to check if texts have already been digitised. The operation of the software from pack building to copyright clearance, purchasing and fulfilment is described. HERON will be a self supporting commercial service by 2001.

The Dominion of New Zealand is not, at present, an exporter of canned fruits. The canned fruits which are made are made for home consumption. So far as the export trade of fruit is concerned the New Zealand growers have mainly concerned themselves with raw apples and to a smaller extent with pears. Everyone knows that the Dominion extends over a small range of low southern latitude; that it has a sunny and equable climate; a rainfall well distributed over the year; a variety of excellent soils. It will, in a word, grow almost anything, a fact that has not altogether proved to be an unmixed blessing. Up to 1876 its hundred thousand square miles of area was divided into nine provinces; after that date by the Provinces Act, 1876, the country was divided for administrative purposes into counties with powers of local self‐government. The central government, at Wellington, is responsible for the Acts referred to in this article, these Acts being applicable to the whole of the Dominion. Such legislative measures as have been passed in relation to the fruit industry have for their main object the development of fruit orchards, chiefly those of apples at present. In the year 1930–1, 3,539 tons of fruit were used in the making of jams, jellies, canned or bottled fruits and “other products.” The value of the fruit canned or bottled was £45,763, as against £165,655 for jams and jellies, and £119,104 for “other products” in the same period. This works out roughly to about 14 per cent. The Orchard Tax Act† (No. 25, 1927) provides for special taxation for the development of the fruit‐growing industry and the protection of orchards from fireblight.‡ Under Section 3 of the Act any fruit grower with 120 or more trees in his orchard shall pay one shilling for every acre or part of an acre. The minimum yearly tax under this section shall be five shillings. The term “fruit” includes apples, pears, quinces, oranges, lemons, peaches, nectarines, apricots, plums and cherries, and any other kind of fruit which may subsequently be declared by the Governor‐General in the Gazette. This is a good list of fruits and illustrates as well as anything of the kind can the great possibilities of New Zealand as a fruit‐growing country. Lemons are an important crop in North Island. Much of the lemons consumed in New Zealand are home grown, but it is desired to make the Dominion self‐supporting in this respect. The Poorman Orange, according to the New Zealand Journal of Agriculture, is becoming popular as a substitute for imported grape fruit. Oranges it seems have been cultivated with success since about 1875, as well as citron, lime and lemon in the neighbourhood of Auckland. Thompson (Naturalisation of Animals and Plants in New Zealand, 1922) quotes a remark by an officer of the brig “Hawes” in December, 1928, that he saw a few orange trees that had been introduced with success. The same author remarks that apples, pears, and, according to Major Cruise (1820), peaches had been introduced by the missionaries. It was about this time that missionary enterprise, which would appear to have been somewhat badly needed, made its appearance.

The Report of the Food Investigation Board (the Department of Scientific and Industrial Research) for the year 1934 is, as were its predecessors, a document of first‐rate interest and importance. The Board was established in 1917, and under its terms of reference it has “ to submit an annual programme of research and an annual report.” The revised terms of reference clearly indicate the wide interests, both scientific and industrial, with which the Board is concerned. Its duties are “ to advise generally on the conduct of research on the properties and behaviour of foodstuffs on the scientific problems, including physical and engineering problems, involved in their storage and transport.” The duties of the Board are obviously as far reaching as they could well be. By no means the least interesting feature of these reports taken as a whole is the close connection they show to exist between the laboratory and the market place. This fact alone—which emerges quite naturally as the work which has been done, or is being done, or that which it is proposed to do, is described — gives to these reports a claim on public interest which is almost unique in the annals of Government publications. The people of this country are, whether they generally realise it or not, more affected in their daily life by problems connected with the transport and preservation of foodstuffs than those of any other country. We are far from being self‐supporting. Half the meat we eat comes from overseas. Argentina supplies us with a very large proportion of our chilled beef. Australia and New Zealand have plenty of cattle that would furnish us with good beef, but the difficulty has been to ship it in a chilled as distinct from a frozen state to these shores, On the 18th July, 1933, a first consignment of chilled beef from New Zealand reached the London market. This beef had been stowed on board in an atmosphere containing 10 per cent. of carbon dioxide. It arrived in good condition. This preliminary consignment of chilled beef from the antipodes is very rightly referred to by the Board as “ an event which may well prove historic.” In 1934 four thousand four hundred tons of meat in gas (CO2) storage were sent from Australia and from New Zealand to this country. Thus a new and important chapter in Imperial economic relations has been opened, not inferior in importance to the original introduction of cold transport and of cold storage some fifty years ago. “ Given careful handling the use of gas storage eliminates mould and bacterial slime.” Slime is a thick growth of organisms of the Achromobacter group. It appears more quickly on meat which has a high initial bacterial count at the time of shipment, and the truth of this statement is borne out by the figures given in the Report. Achromobacter growth is inhibited at 0° C in the presence of carbon dioxide ; while Proteus and aerobacter are not thus inhibited, but their optima is 37° C. So that a low temperature and at atmosphere containing 10 per cent. of carbon dioxide suffices to eliminate these troublesome groups of micro organisms from meat during transport. The term “ careful handling ” may perhaps be extended to include good sanitary conditions in the slaughter houses. The Report for 1932 dwells on the need for a plentiful supply of hot water. The older method somewhat neglected this essential, and one bucket of water sufficed for several carcases. A bacterial count of the bacterial content of water which had been used for this purpose showed that with an insufficient supply of water the number of organisms per cubic centimetre varied from two to twenty‐five millions, with five thousand B. coli per ten cubic centimetres. With an abundant supply of water the corresponding figures were fifteen thousand and five ! As the life of meat in store depends on its freedom from bacteria the need for extreme cleanliness in the treatment of meat before it leaves the slaughter house need not be insisted on. The matter has of course received adequate attention in Australia and in New Zealand where beef is being prepared for shipment under the new conditions. Other problems still remain to be considered such as the best methods of stowage to prevent chafing ; degree of humidity in the hold during transport ; air circulation to ensure uniformity in the atmosphere of the hold ; and the maintenance of the correct temperature. If these conditions are complied with the “ bloom,” that is, the natural appearance of the meat, is retained. Otherwise the oxidation of hæmoglobin to methæmoglobin ensues and the “ bloom ” of the meat is lost. “ Bloom,” it is stated, does not affect the nutritive value of the meat, but the absence of “ bloom ” would presumably affect the price of the meat on the wholesale market as it ceases to be a factor when the meat has been cut up into joints. The successful transport of a cargo of chilled beef from Australia and New Zealand therefore depends on its being landed not only in a wholesome condition, but also in a condition that will enable it to compete on at least equal terms with its foreign competitors. This evidently implies the close and effective co‐operation of everybody concerned from the stockbreeder in Australia or in New Zealand to the retailer in London.