The world’s 3 billion-plus smartphones emit the kind of data that health authorities covet during outbreaks. They show where individuals are, where they’ve been and who they might have talked to or even touched — potentially offering maps to find infected people and clues to stopping new ones.
But gaining access to this data, even amid a global pandemic, is made complex by the legal and ethical issues surrounding government access to information that can reveal intimate details about citizens’ lives. That includes clues to their social networks, their sexual relationships, their political activity, their religious convictions and their physical movements over previous months and even years.
This is a central dilemma as officials in the United States and other nations seek troves of data that might help fight the devastating coronavirus outbreak but also could raise fears that their government is spying on them or gaining access to information that could be used against them later, after the health emergency has waned.
Public-health experts argue that the location-tracking capabilities as practiced in such countries as Taiwan, South Korea and Singapore proved remarkably effective at helping officials control the spread of coronavirus — and that the U.S. needs all the help it can get amid projections that millions of Americans may get infected and hundreds of thousands may die.
“We are at war and we are fighting for our survival, for our lives, our health, our economy,” said Chunhuei Chi, director of the Center for Global Health at Oregon State University. “We are stretched very thin in most states, so this kind of technology can help every state to prioritize, given their limited resources, which communities, which areas, need more aggressive tracking and testing.”
Many privacy advocates see value in potentially giving public health authorities access to information created by smartphone use. That’s especially true if the data is voluntarily shared, as is already happening in several nations, where apps give users the option of uploading their location histories to health authorities.
“There’s no reason to have to throw out our principles like privacy and consent to do this,” said Peter Eckersley, an artificial intelligence researcher who organized an open letter on ways the tech industry could help combat the outbreak.
There is far more concern, however, about the program underway in Israel, which is using location data the government collected for fighting terrorism, to identify people potentially exposed to the novel coronavirus and ordering them to immediately isolate themselves “to protect your relatives and the public.” Hundreds of such texts started being sent by health authorities there on Wednesday. Late Thursday, the Israeli supreme court issued a temporary injunction, allowing only those who test positive to be tracked, and ruled that a parliamentary committee would have to endorse the initiative by Tuesday or it must be shut down.
In the United States, the White House has been in negotiations with major technology companies, including Google and Facebook, about potentially using aggregated and anonymized location data created by smartphone use, The Washington Post reported on Tuesday, but those efforts have been kept largely from the public Based on The Post’s reporting, Sen. Edward J. Markey (D-Mass.) sent a letter Thursday seeking answers about potential partnerships between the federal government and private companies.
“Although I agree that we must use technological innovations and collaboration with the private sector to combat the coronavirus, we cannot embrace action that represents a wholesale privacy invasion, particularly when it involves highly sensitive and personal location information,” Markey wrote to Michael Kratsios, the government’s chief technology officer. “I urge you to balance privacy with any data-driven solutions to the current public health crisis.”
Telecommunications giants in Austria, Germany and Italy also said this week that they would provide anonymized data on customers’ locations to government agencies hoping to analyze people’s movements.
O2, a telecom giant in the U.K., said Thursday that it was one of a group of mobile operators in the country asked by government officials to share aggregate location data on mass movements. The discussions are in an early stage, said a spokesman, who added that the company has “the potential to build models that help to predict broadly how the virus might move.”
Privacy experts repeatedly have shown that supposedly anonymous data can still be used to identify individual people, based on their known movements and other markers. Data that’s both anonymous and aggregated is far more private but also less useful in identifying people at particular risk for contracting coronavirus and spreading it to others.
The U.S. government has broad authority to request personal data in the case of a national emergency but does not have the legal authority, except in criminal investigations, to insist that companies turn it over, said Al Gidari, director of privacy at Stanford Law School’s Center for Internet and Society.
With appropriate safeguards, Gidari said the potential use of location data to combat coronavirus is “a real opportunity to do something positive with the technology and still protect people’s privacy.”
But currently there are no legal controls on how the federal government might use data once it has been collected, so location information collected for a health emergency could later be acquired by the FBI or the IRS.
Such complexities put companies in the uncomfortable position of balancing public safety and their customers’ privacy in deciding what data to share.
Many public-health experts say however that there are examples overseas of how such technology blunted the fast-spreading outbreak. In South Korea, the government directed tens of thousands of quarantined people to install a “Self-Quarantine Safety Protection” app that would monitor their phone’s location and alert health authorities if they left home. People also could use the app to report daily symptom check-ins and speak with the local government official overseeing their case.
On the app's website, the country's Ministry of the Interior and Safety said users would be protecting the “health and safety of your neighbors through strict self-isolation and observing the rules of life.” But because the app is voluntary, some critics have suggested its value is limited; people who wanted to skip quarantine could simply not turn it on.
Korean officials also routinely send text messages to people’s phones with public-health tips and alerts on newly confirmed infections in their neighborhood — in some cases, alongside details of where the unnamed person had traveled before entering quarantine.
But more so than the technology, the country’s vigorous health-screening infrastructure — more than 300‚000 people have been tested there in the last two months, compared to roughly 80,000 in the U.S. — has been credited by researchers with helping the country slow the virus’ spread.
Singapore, too, has asked people to use a voluntary location-tracking system based around QR codes — the square bar codes with information readable by smartphones — installed in cabs, offices and public spaces, which people have been instructed to scan upon passing. Health officials there have said the digital breadcrumb trail can help with infection “contact tracing,” but the data is far from complete, likely limiting its widespread use.
For an even more aggressive and seemingly effective example, some public-health experts have pointed to Taiwan, an island nation of 24 million people that has recorded only 100 infections, though it sits just 80 miles off the Chinese coast.
The country uses mandatory phone-location tracking to enforce quarantines, sending texts to people who stray beyond their lockdown range, directing them to call the police immediately or face a $33,000 fine. People who don’t have a GPS-enabled phone are issued a governmentprovided phone for the full length of the quarantine.
Devastated by a SARS outbreak in 2003, the country has spent years investing and preparing for viral outbreaks and, in some cases, disinformation campaigns from neighboring China. It also has established a government agency, the Central Epidemic Command Center, with special crisis-era powers to gather data and track people's movements.
When the outbreak spread, the government combined citizens’ health records — from its universal heath-care system — with customs and immigration records, helping piece together the travel histories of people suspected of infection. Those histories were made instantly available to medical providers, who tested for covid-19 and ordered quarantines for both confirmed cases and those who had traveled recently from widely infected countries.
For everyone else, the government offers an app that provides daily updates on reported cases, travel restrictions and details on community spread. Officials also make reams of real-time data publicly available, including online maps of where people can buy surgical masks.
The level of data gathering and surveillance is deeply intimate. But Chi, the Center for Global Health director, said it has also given Taiwanese people peace of mind about the unprecedented spread of a virus they can’t see.
“When the public doesn’t get adequate information, you give room for fake information to spread, and also panic,” Chi said. “When you do something like Taiwan did, you feel safe: You don’t have to worry about who’s infected. That’s not the case in the U.S.”
In the United States, wireless carriers such as AT&T and Verizon have extensive records on their customer’s movements based on what cellular towers their smartphones use to connect to broader networks. AT&T said it has not had talks with any government agencies about sharing this data for purposes of combating coronavirus. Verizon did not respond to requests for comment.
The information collected by some technology companies is significantly more precise, by tracking locations through GPS and the proximity of individual users to wireless data sources. Google, which operates navigation apps Google Maps and Waze and also produces the Android mobile operating system, the world’s most popular, has a particularly extensive trove of data.
Google said on Tuesday that it had not yet shared any data with the U.S. government to help combat the outbreak but it was considering doing so.
“We’re exploring ways that aggregated anonymized location information could help in the fight against covid-19. One example could be helping health authorities determine the impact of social distancing, similar to the way we show popular restaurant times and traffic patterns in Google Maps,” spokesman Johnny Luu said in a statement, stressing any such partnership “would not involve sharing data about any individual’s location, movement, or contacts.”
Government officials also could simply buy location data from companies that already collect and market such information, typically from apps that gather the locations of their users. Such data is readily accessible but regarded by technology experts as less comprehensive and reliable than data from other sources.
There are technical limits as well. Even the most granular cellphone data can be imprecise, potentially complicating its use as a logbook for establishing close interpersonal contact. Most GPS-enabled smartphones are accurate only within a roughly 15-foot radius and can be obstructed by trees and roofs.
Many privacy advocates recall a previous national tragedy, the Sept. 11, 2001 terrorist attacks, not only for the human toll in deaths and dislocation but the U.S. government’s subsequent moves to aggressively gain access to sensitive data through technical means and expanded legal authorities.
The full sweep of that data grab only became clear years later, perhaps most powerfully when former National Security Agency contractor Edward Snowden shared a huge trove of classified information with The Washington Post and other news organizations in 2013.
That history looms over the current debate.
“It would be very unfortunate if the government’s failure to conduct testing when it had the opportunity now became the reason for expanded surveillance authority,” said Marc Rotenberg, president of the Electronic Privacy Information Center, a research and advocacy group based in Washington.
The source of location data and how it was acquired could affect how useful it is to government health experts. Ryan Calo, an associate law professor at the University of Washington, said location-sharing partnerships between government and industry, like phone location data or GPS-sharing apps, could serve as critical tools for officials wanting to know, for instance, where crowds are violating social-distance rules or which hospitals are dangerously strained.
But other ideas now being pursued in the U.S., including consumer apps where people are mapped based on their self-submitted health status, threaten to promote a false sense of security that could leave more people at risk.
“The immediate and obvious trouble is where you purport to convert that information that’s crowdsourced, that’s imperfect, that can be gamed, into some kind of broader knowledge that people can deploy to avoid getting infected,” Calo said

Answer the following questions from the article above.

Question 1- QR codes are proposed as a potential location-tracking solution in the article. Identify three other emerging technologies that could be relevant and describe how they might be useful.

Question 2- . Identify three potential applications of intelligent information systems suggested by the article.

Question 3-  Identify three potential applications of management support systems suggested by the article.

Course- Management information system

How much of a child's brain is developed by age 5?

At what age is a child's brain fully developed?

How can a teacher improve a child's brain activity?

CASE STUDY:

About Hewlett Packard Enterprise (HPE)… Technology innovation that fosters business transformation

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High-Performance Computing Solves Complex Problems Public-private collaboration and R&D investments are critical to leap to the next level of exascale computing and to maintain U.S. economic competitiveness through leadership in High-Performance Computing
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Tax Policies Foster Competitiveness Tax policies drive economic growth and job creation. U.S. tax reform should focus on achieving global competitiveness and encouraging R&D
Market Access Helps Us Reach Our Customers Improved market access enables our technologies to reach global customers. Trade agreements must reduce barriers and reflect the digital economy Sustainability Guides Our Approach Sustainability is part of Hewlett Packard Enterprise's DNA and guides our operations, innovation strategy, and employee engagement. Our sustainable technologies benefit our company, our customers, and our world. We encourage organisations to consider sustainability as an integral factor in technology decisions to meeting the data needs of the future Edge-centric, Cloud-enabled and Data-driven We live in a world where everything computes. Where technology, apps and data are driving digital transformation, reshaping markets and disrupting every industry. In this world, success favours enterprises that can invent, reinvent and deliver new outcomes at warp speed. Join us to explore the hottest technology trends and realise a vision for the future enterprise that will advance the way we live and work. You’ll find it all at Hewlett Packard Enterprise Discover 2018 Madrid

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1. Insight Accelerate your digital transformation. Explore new trends, strategies and opportunities at the General Session, breakouts and one-on-one meetings. 2. Connection Achieve lasting success through shared talent and strong collaboration. Build career boosting relationships with peers, sponsors, partners and Hewlett Packard Enterprise experts.

3. Knowledge Learn the best of what's been accomplished before. Grow organizational strength through training, workshops and Hands-on Labs. 4. Enjoyment Focus on our rich agenda and networking opportunities by day, and enjoy a reward by night at the HPE Discover 2018 Celebration, with superb food and beverages.(www.google.com)

QUESTION

HPE focuses on planning. Debate this assertion by making reference to the case study. In your answer pay attention to the strengths and weaknesses of planning.   

Discuss the similarities and difference between Level Shifts and Additive Outliers including how you would go about identifying them and then dealing with them in a forecasting scenario

Algol contracts to purchase an antique merry-go-round carousel from a collector living in Railton Tasmania. Algol’s business Beacon Tours has expanded into adventure tours and is wanting to further expand into the provision of amusement rides. She has been unable to locate any other merry-go-round carousels for sale anywhere else in Australia and so to find one in Tasmania has made her very happy. She negotiates what she thinks is a fair price of $28, 000. On the day arranged for payment and collection the owner of the merry-go-round informs Algol that he had ‘changed his mind’ and ‘would not part with the merry-go-round’. Algol wants an order for specific performance.

Required: Advice Algol and Beacon Tours.

*Please identify the Parties, Issues, Legal Rules, Analysis and Conclusion

In your mind is AMEX still a premium card? Perceptions of different levels, such as the standard green card, gold, or platinum cards? Why do we think card companies offer these different levels and are they still relevant in today's social and economic culture? Why do you think these companies are starting to issue metal cards for their premium members? One last thought, aside from Chase, what strides have other card offers could be a threat to AMEX? And does this matter to the younger generations?

What can happen to a business if ethical standards are not taken seriously?

Unit IV
Corporate Governance- concepts ,issues &; Theories of corporate governance: property rights
and social institution Theories, contractual theory, stakeholder theoryneed of corporate
governance code, Code of Corporate Practices, Social Responsibility of Corporates, Corporate
Social Reporting.

NOTES FOR CORPORATE GOVERNANCE

Which targeting strategy is Dove following? Explain briefly. Word count limit is (max.) 300.

Company case Dove: Building Customer Relationships Everywhere, One Gender at a Time This question left Unilever managers conflicted. Success with men would provide the much-needed expansion for the brand, However, attempting to get men to perceive Dove as a manly brand risked damaging the brand's successful image among women. Additionally, Unilever already had a wildly successful men's personal care brand in Axe. However, with Dove, Unilever would be targeting men not interested in Axe's edgy-at times even risqué-and youthful image. Positioning Dove for men would require great care. When it comes to consumer packaged goods, Unilever is about as big as they come. The company is a world-leading supplier of food, home, and personal care products. Its products can be found in a whopping seven out of ten homes globally, are avail able in over 190 countries, and are used by more than 2 billion people on a daily basis. This kind of global scope is rare, and with revenues of more than $66 billion per year, you'd think that Unilever would be content to slow down a bit and tend to the businesses at hand. Instead, Unilever plans to have revenues in excess of $100 billion by 2020, How does Unilever do it? By continually creating and develop ing brands that form strong relationships with consumers in mul- tiple consumer product-market segments. If Unilever's portfolio of brands overlooks certain types of customers, then the com- pany creates or acquires a new brand. This "house of brands" approach has made Uniriever the proud owner of powerhouse brands such as Noxzema, Ragu, Axe, Ben & Jerry's, Slim-Fast, Hellmann's, Q-tips, Vaseline, and Dove, to name just a few. Dove: Made for Women? Take Dove, for example. Dove is the number one brand of per sonal cleansing products in the United States, with a product portfolio that includes body bars and washes, face care treat- ments, antiperspirants and deodorants, and hair care products. By itself, the Dove brand pulls in nearly $4 billion a year for Uni- lever, prompting one expert to call it "the most impressive brand builder in the last 15 years." But coming off its very success ful long-term "Campaign for Real Beauty, Dove was starting to experience the stagnation that many mature brands face. Dove found that it was reaching the limits of expansion and the types of extensions it could support. After stumbling with the brand's attempts to penetrate the hair care market, Unilever managers knew that Dove needed a new way to grow. Dove had always been an undeniably feminine brand. Every thing about Dove's brand image--its name, logo, color palette, and communications-was created with women in mind. Al- though this laser-focused targeting had been a primary factor in the brand's decades-long success, ironically, it had become the brand's greatest limiting factor, especially given the rapid growth in the men's personal care products category. Could Dove sell its products to men? Breaking Out of the Box Dove supported its decision to enter the men's care market with a comprehensive strategy and genuine consumer insight. Rather than simply releasing products designed for men under the standard Dove brand, Unilever created a brand within the brand-Dove Men+Care. This sub-brand provides a masculine foundation and much-needed separation from the core Dove brand. But just as important, Men+Care was extendable into virtually any type of men's personal care product. Dove also ap- pealed to men through packaging design. With a base color of dark grey and a masculine palette of accent colors, the very ap pearance of Dove Men+Care products left no question as to the intended target customer. Unilever's highly successful Axe personal care line targets sin- gle men age 24 and under who have an active interest in social- izing and dating. So, by contrast, Dove Men+Care took aim at men age 25 to 54. Research revealed that men in this distinctive demographic were evolving. Typically married, they were taking on more household duties such as cleaning and shopping than similarly aged men in prior decades. More than half of men in this category were buying their own personal care products, and most of the rest wore influencing those purchases. The first products in the Dove Men+Care portfolio were skin care items. The line included three body washes, two bar soaps, and a shower scrub, products strategically designed to comple ment each other. The idea was to appeal to "men who are com fortable in their own skin," but who were receptive to the proven moisturizing power of Dove products. Dove is one of the few per sonal care brands that most men had in their homes growing up. So there was an established level of brand recognition and brano knowledge. Shortly after introducing the initial products, Dave adde an antiperspirant to the Men+Care line. More recently, Don Men+Care has become a more full spectrum brand that include facial care and hair care products. With its line of facial care prod ucts, Dove urges men to "Take better care of your face," wherea: its hair care products promise, 3X stronger hair." These nev product lines extend Dove's heritage in cleansing, moisturizing and providing the ultimate care. The Dove Mon+Care facial care products are designed to complement each other by helping men care for their skin in three casy steps: facial cleansing (cleanser that fights dryness), shaving (shaving gel that prevents irritation, and face care (post shave balm soothes skin and a moisturizer that hydrates and protects). Dove's rosearch revealed that 48 percent of men in the United States never use face wash and 46 percent never use a face moisturizer, even though most men admit they know they should. Rob Candelino, vice president of Unilever Skincare, explains the insight behind the facial care products and their positioning: "Men today have a great deal to care about from their families to their careers, but they don't always give their personal care the same level of attention. Neglecting to properly cleanse and mois- turize their skin, or doing so but using harsh products like regular soep, al contribute to a man's face looking tired and feeling wom. New Dove Men+Care Face products seek to help men eliminate needless torture from their grooming routine and help put their best face forward when it matters most." "Men today have a great deal to care about from their families to their careers, but they don't always give their personal care the same level of attention. Neglecting to properly cleanse and mois- turize their skin, or doing so but using harsh products like regular scep, al contribute to a man's face looking tired and feeling wom. New Dove Men+Care Face products seek to help men eliminate needless torture from their grooming routine and help put their best face forward when it matters most." Unilever has taken great care to craft promotional message consistent with the brand image of Dove Men+Care. The launci of its facial care products was accompanied by an ad showing the abuse a man's face takes. Snowballs, motor oil, pokes fron a child, windburn from a roller coaster, and "deserved" slaps pro vided illustration for the tagline, "End the face torture." A series a follow-up ads showed real men describing their typical face care routine (soep, no moisturizer, stinging after shavel followed by the results they experience ("It feels tight." "It doesn't feel good at all and Definitely stings"). Dove Men+Care facial products are distributed alongside other Men+Care products through grocery store chains and mass merchandisers and are priced competitively with simila products from Neutrogena and Noxema. The products have per formed well, prompting Unilever to up the ante. Less than a yea after the introduction of Dove's line of men's facial care products. Unilever added the three-step five-product Expert Shave line to Men+Care. With prices starting at $21.99 for each item, Dove is eyeing the market for men's products from department store brands like Clinique, Sephora, Tom Ford, and Kieni's. Most recently, Dove has taken its advertising for Men+Care to a new level. According to Candelino, "We hear from 73 percent of men that they're falsely or inaccurately depicted in advertis- Ing. Specifically, says Candelino, the common depictions of mer nacivertising can be boiled down to three categories: guys ob- Sessed with winning the affections of women, he-men who are into stereotypical manly activities such as body building or fast cars, and dads who are seen more as buffoons than respected parents. So Dove Men+Care launched a campaign to combat these caricatures as much as build its own brand. Called "Real Moments, the campaign promotes real-life fatherhood tales from father figures like Miami Heat star Dwyane Wade. Having just written a book entitled, A Father First: How My Life Became Bigger than Basketball, Wade was the perfect celebrity to give an endorsement. "When fans learn that playing 'Defense" for Dwyane Wade means teaching his sons how to guard a mini- hoop in his living room, instead of a fellow player during a profes- sional game," says Candelino, it hits home where men today place priority-caring for their family comes first." An Instant Success In a short period of time, Dove has accomplished a great deal. It successfully stepped outside the established boundaries of a brand created to target a specific market segment-women. In breaking beyond that segment, the brand has become an au- thority on mon's personal grooming. And Dove has done this without alienating its core segment of women. Unilever's investment in Dove as a men's care brand seems to have paid off. Shortly after the new Dove Men+Care line debuted, Symphonyirl put the new brand on its list of top 10 new products. In an annual study of most desirable brands, Dove ranked fourth among both women and men. Best of all for Unilever, Dove's previously flat overall sales rose 9.8 percent in Men+Care's first year and have continued to climb since. It seems that Dove's stated objective for Dove Men+Care, to "al- low men to better care for themselves so they can care for what matters most to them," is right on target.

Unit III
Corporate Social Responsibility- meaning, nature and relevance; Ethics and social
responsibility; Profit Maximization; Forms of social responsibility- social obligation, social
reaction, social responsiveness; Importance of Values in Management;

NOTES FOR CORPORATE GOVERNANCE

What are the challenges of a steadily growing elderly inmate population?

I have always felt like any business that pursues an opportunity solely for the sake of money will have a hard time succeeding. I strongly believe that you need to have a more complete "Why" around why you are doing something.

Personally I think the examples in the NFL case bear this out. The MLB and the NBA could say something like: "Yes we want to make more money, but we really want to expand the profile of our game where there are already people playing the sport, and this will help us keep our position as the best league for this sport in the world." The NFL didn't have that, and only went after money (not including the recent past). I think their struggles to expand show that your businesses expansion decisions should be driven by a "Why" that has nothing to do with profits, and AFTER you have answered that question you can worry about profits.

What are other's thoughts?

Unit-IV
Marketing Channels, their Structure ; Channel Intermediaries-Role and Types; Wholesaling and
Retailing; Logistics of Distribution; Channel Planning, Organizational Patterns in Marketing Channels:
Assessing Performance of Marketing Channels; International Marketing Channels.

NOTES FOR SALES AND DISTRIBUTION MANAGEMENT