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Technology Stocks : Amazon.com, Inc. (AMZN) -- Ignore unavailable to you. Want to Upgrade?

To: Mark Fowler who wrote (36380)	1/24/1999 7:00:00 PM
From: Jose Matos	Read Replies (2) \| Respond to of 164684

So simply because AMZN has "rarely" violated its' 200 day EMA than that should be reassuring? Watch the action upto and including earnings day. I think the rarity will occur imho. Regards. Jose.

To: Mark Fowler who wrote (36380)	1/24/1999 7:53:00 PM
From: Glenn D. Rudolph	Respond to of 164684

The Internet Capitalist SG Cowen Internet Research 20 order to compete more effectively and the Internet is allowing them to do just that. Generally, companies are being driven to re-evaluate their core business processes by an intense (and global) competitive environment, with particular focus on speed, cost, and quality. Though past efforts to re-engineer or re-structure core business processes seemed to be effective (with business process reengineering, or BPR), further restructuring and optimization are close to reaching the point of diminishing returns for many organizations, primarily because past BPR efforts largely focused on internal processes. Though, again, the concept is not new, we believe that companies are now devoting considerable energy to controlling and optimizing external processes, both with customers and suppliers, within the front office and the back-office. To put it another way, we believe a marked shift is underway from the control and optimization of intra-organizational processes (that system of intra-company dependent activities through which a firm produces a good or a service and distributes it to its final consumer) to inter-organizational processes (that system of inter-company dependent activities through which a firm produces a good or a service and distributes it to its final consumer). Thanks to the relatively inexpensive and increasingly ubiquitous infrastructure of the Internet and the availability of increasingly robust Internet-centric applications, the potential for the expansion of inter- and intra-business coordination has never been greater. The questions for investors to ponder are manifold: where does it make sense for companies to greatly increase business-to-business coordination? What happens to existing business relationships? Where should businesses expand their relationships with customers? What will be the characteristics of the new relationships that will be created? What are the economic and business drivers of this trend? Though much of the Internet's potential to change the business landscape remains in the future, we believe that B2B e-commerce could exceed in scope and importance other critical business process improvements like just-in-time inventory, cycle time reduction principles, EDI, and others. Having said that, we are fully cognizant that business process changes, even when driven by attractive economics and a highly competitive environment, often take time to fully manifest themselves (e.g. EDI has been around for 40 years but is in use at only 300,000 businesses worldwide). Nevertheless, we think the impact that e-commerce could have on all manner of businesses remains a questions of when and not if. Which brings us to the question of timing; though many of the above statements have been duly digested by various consulting groups, the actual implementation of these technologies and processes has suffered because they are potentially so wrenching to implement. Who can blame a CTO who, in addition to an ongoing ERP implementation, and in the heat of battle with his (SEC-mandated) Y2K projects, doesn't want to effectively re-define the way his company operates? When will this CTO/MIS manager contemplate such aggressive B2B e-commerce spending? When one of these other massive projects come to completion. So when Y2K spending starts to ebb late this year, we suspect a renewed and quite vigorous effort (given the implications for competitive advantage) on the B2B e-commerce front, with spending on security, Internet applications,