1. UNIT-5
LEGAL ISSUES:
In addition to the legal issues that any business must face, Internet companies must also deal with a
unique set of challenges that arise from transacting business online. Even businesses in traditional sectors,
such as retail or service, must adapt their legal strategy when they decide to launch an Internet presence.
Business Structure:
For any business, choosing a legal structure to adopt can have far-reaching consequences. Business
owners must decide whether to protect themselves from personal liability by forming a corporation or LLC,
whether to choose a pass-through entity for tax purposes and in which state to file incorporation or
organizational documents. Unlike local businesses, which may concern themselves primarily with local laws,
Internet businesses are essentially present throughout the world and must anticipate potential conflicts in
many jurisdictions. For example, an Internet business may choose to incorporate in Delaware for its
established body of business law, while a local business may find it easier to incorporate in its home state.
Taxes
Internet businesses face tax issues that sometimes differ from those faced by traditional businesses of
a similar size. For example, while a local retail store typically needs to collect sales taxes for all purchases
that take place face-to-face, an online store needs to collect sales taxes only from customers where the
business has a presence. Furthermore, an Internet business may find itself working frequently with remote
contractors, and must provide 1099-MISC returns for those individuals; a local business would typically hire
employees, who receive W-2s.
Intellectual Property
Internet businesses must prepare to deal with intellectual property issues. For online stores selling
software or copyrighted materials, carefully crafted legal documents protecting against illegal copying and
piracy are essential. Even for Internet businesses operating in traditional areas, such as sporting goods retail,
intellectual property issues are important. Domain name trademark clearances, comprehensive website terms
and conditions, and properly licensed stock imagery are all part of doing business on the Internet.
Business Contracts
While traditional businesses often need to draft and negotiate contracts with suppliers, employees
and even customers, Internet businesses have these needs in addition to other contractual relationships
specific to the online realm. Web design contracts can be extraordinarily complicated, as business needs
change mid-project and disagreements over the scope of a web design contract can leave plans in
disarray. Credit card merchant account agreements can also be difficult to negotiate, as Internet
businesses must process riskier web-based transactions rather than using credit card terminals
GLOBAL CONTRACTS:
General Definition:
Global business means getting your people where they need to be. SkyTeam
Global Corporate Agreements go beyond a standard loyalty program in meeting your

2. company’s travel requirements, providing cost savings and a vast network that is focused
on your travel needs.
BENEFITS OF GLOBAL CONTRACTS:
 Point of Contact
A designated SkyTeam representative, simplifying communications and negotiations.
 Customized Agreement
A custom-made agreement that would include all the SkyTeam carriers that meet your
needs.
 SkyTeam Discount Program
Discounts based on your company’s travel requirements.
 Network Scope and Coverage
You’ll have access to over 1,000 destinations in SkyTeam’s expansive worldwide network.
Our network is continually expanding to meet your needs.
 Joint Review Meetings
Get performance metrics and updates during quarterly and annual meetings with
your SkyTeam contract team.
Find out if a SkyTeam Global Contract is right for your company.
For more information, please contact your SkyTeam member airline representative
about SkyTeam alliance corporate agreements
MANAGING GLOBAL CONTRACTS:
The challenges in managing contracts on a global scale
If a typical software implementation is “one small step” toward improving a company’s efficiency,
then a global implementation is “one giant leap.”
Rolling out a contract lifecycle management (CLM) solution globally introduces a series of unique challenges.
Contracts need to conform to both corporate standards and local requirements. Organizations need to maintain
visibility to key contract data required to effectively comply with internal mandates and governmental
regulations while still optimizing revenues and minimizing costs. How does an organization even begin to roll
out software on such a large scale?
Previously, when it came to contract management, vendors attempted to meet the challenges of the global
environment by simply implementing multiple, isolated instances of the software on separate hardware stacks
at multiple data centers. While certainly a straightforward solution for the vendor, this approach does not
address the challenges of a global CLM environment. Isolated instances of applications cannot, for example,
enable enterprise controls to be easily disseminated across all sites. Nor do they facilitate enterprise wide
visibility. This type of approach to rolling out CLM ultimately complicates the process even more.

3. A truly effective global solution is designed to empower end-users to easily and quickly access any content,
analytical tools, and enterprise reports in the language of their choice, with the appropriate currency, and with
the time/date formats required.
GLOBAL CONTRACTS LIFE CYCLE:
 A global CLM solution should be feature-rich
Global contract management should enable contract optimization, contract compliance, and effective risk
management across multiple languages, multiple countries, and multiple regulatory and business
environments. Additionally, a global solution should allow any authorized user throughout the enterprise
to get a full view of repository data (and metadata) in any language, at any time, and from any location—
without the need for any source code modifications.
As a baseline, a solution that can handle global contract management challenges should include:
Full support for legacy globalization, IT infrastructures, and replication solutions
Global visibility and reporting across all contract metadata in all languages and currencies
Controls for business practices, regulatory compliance, and maverick spending
Presentation of repository metadata in any language
Language-specific, end-user interfaces
Full support for all currencies and time/date formats
Fast and easy configuration of fields
Seamless replication of data across multiple application instances and multiple databases
Department-level administration
 A global CLM solution should ensure that corporate standards are upheld
In a global company, customer relationships transcend borders, boundaries, and languages—and so do
business practices and controls. Corporate standards can be more easily upheld in a number of areas in the
contract process including in:
Contract Authoring
Automated contract management on a global level should ensure that required fields are included in all
contracts, regardless of where they are authored, while also giving authors the flexibility to adapt terms

4. and conditions to local needs. At the same time, the solution should ensure that locally authored contracts
reflect terms and conditions that exist in master contracts.
Currency Reports
Rolling up data from multiple local sites, in multiple currencies, into consolidated, single currency reports
is an absolute requirement for any company working to minimize contract risks, ensure enterprise-wide
compliance with internal controls and external regulations, and optimize management of global revenue
and spend. Global organizations looking for automated contract management need a solution that can do
this without introducing needless margin for error.
Database Replication
To ensure that timely and accurate information can flow bi-directionally across all data centers in the
global enterprise, an efficient global CLM solution should support standardized database replication
solutions such as those from Oracle or IBM. This strategy is key to enabling disparate local contract
practices that meet a unified global vision.
“Tight/Loose” Controls
In global environments, ―tight/loose‖ controls are essential, meaning that local offices need to adhere
strictly to corporate mandates, while also respecting regional prerogatives. Employment contracts for all
regional executives, for example, may include performance bonuses, but the levels may vary with local
employment law. A global CLM solution will be able to handle the complexity of these conditional
variations from one system.
 A global CLM solution should meet performance expectations
Software that is intended to handle global contract complexity ideally meets a number of performance
expectations.
Facilitating tech communication
During a work session, some CLM products require constant communication links between the desktop
and the server. The most efficient contract management systems, however, will eliminate the keystroke

5. latency that can result with this approach and rely on check-in/check-out architecture that enables end-
users to establish local copies of contracts they are working on.
Structuring data
An efficient global solution will ensure optimized performance by mapping unstructured information into
structured data, and leveraging industry standard databases for repository functionality. As a result, no
significant modifications are required in legacy IT infrastructures.
Customizing contracts
With an agile global solution, no source code modifications are required when changing contract
structures. In fact, in just minutes, non-technical end-users can create the tailored fields they need for
easily customizing contracts to the specific and complex requirements of global businesses.
 A global CLM solution should benefit the entire enterprise
A globally deployed CLM solution can deliver a wide range of benefits to an even wider range of end-
users throughout the enterprise.
Financial Departments
With the ability to roll-up data across multiple global data centers, for example, a global CLM solution
offers financial managers snapshot views of all contracts in negotiation. This information delivers an
unprecedented ability to assess overall risks, and to drill down to the specific contracts that may be
modified to adjust this risk profile. Financial departments can also rely on CLM for more accurate
revenue forecasting than is possible with traditional tools, such as sales force automation systems.
Procurement Departments
Procurement departments benefit through global visibility to master procurement agreements. Global
companies using contract lifecycle management can ensure that all local contracts conform to the terms
and specifications in these agreements. As a result, the true value of master contracts can be unlocked and
costs controlled.
Sales Departments

6. Sales organizations in global environments can benefit from the ability to calculate the aggregate
optimized value of any given contract. A clear understanding of both the extrinsic and intrinsic values and
risks associated with a specific contract can provide essential clues for how to tweak sales efforts and
refine financial projections.
WEBSITE ISSUES:
Design Issues:
Website Management:
Web Browser Issue:
Security:
Trust:
Dynamic sites(interact).
5 Most Obvious Website Usability Issues:
There are a lot of ways one can make their website into a conversion driving machine. Site design
tweaks, endless A/B and multivariate testing, exit surveys (gasp!) are some of the hardest to pull off.
However, some of the most obvious usability issues often get ignored. There have been countless
roundups of these issues, and a lot of them are really technical in nature.
Usability Issue #1: Browser Size and Your Call to Action
Just because you (or your web designer) has a 40 inch wrap-around monitor does not mean that your users
do. Making sure that your primary call to action is included at the very top of the page. If you have a
variable width website, great. If not, make sure that button/request/link/etc. is close to the top left hand
corner. Everyone sees that corner. Additionally, frontload your keywords in your content. The sooner they
see the words on the page that likely brought them there, the better.
Usability Issue #2: Where’s the form? You mean I have to do all that?
One of the most important types of conversion for most websites is data gathering. Therefore, one of the
most popular soft conversion goals is to have the user fill out an information request form. Whether its
demographic information that you’re after or email addresses for your newsletter, you want people to fill
out this form.

7. To encourage users to fill out this form, webmasters are usually willing to jump through some hoops.
Maybe they require a form to be filled out to access parts of the site or tantalize users with premium
membership perks. However, everyone knows that requiring users to fill out forms is just another barrier
surrounding the sale. Added to that, Most of the time, the form is buried more than three pages in the site
and is hard to find, and a lot of the time, the form is lengthy and takes lots of time to fill out completely.
This is the point in time when priorities need to be set. What is the the MOST important piece of
information that the website it supposed to garner through the form. If it’s the email address (and it
usually is) put a simple, three line form on every page of the site. First Name. Last Name. Email Address.
That’s it. It’s visible and it’s so brief that filling it out won’t interrupt the user’s experience enough to
prohibit them from doing it. If you want age, street address, phone number etc. by all means create that
form and bury it wherever you want. But make an abridged version available as many places on the site as
possible.
Usability Issue #3: Information Overload
Deciding how to present necessary information in a user-friendly way is a challenge for every website in
every industry. It’s usually really hard for webmasters to decide what the most important information is
and where to place it. Figuring out the overall purpose of the webpage in question is a good first step.
If the home page is supposed to introduce the company in question and showcase a specific product, limit
the information to these two tasks. Keep in mind that your navigation bar will take up space and attention.
Keep the copy as sparse and concise as possible and get to the point right away.
Avoid overloading every page with extraneous elements like rotating testimonials, banners and the like.
There are specific places for such things, where they won’t detract from your focal elemetns.
Usability Issue #4: Sense of “Place”
Many times, especially with large, multilayer, thousand page sites, the user looses track of where they are
and how to get back to something else they were looking at. This problem is not limited to huge sites
though, it occurs on the smallest of blogs as well. There are many ways to create a sense of ―place‖ for
your user. In my opinion, the most overlooked tool is breadcrumbs.
Breadcrumbs (horizontal navigation links) are a great, noninvasive way to give customers a sense of place
when they’re 8 levels deep on a specific product page or feature list. Breadcrumbs don’t clutter a page up,
they don’t eat up a lot of real estate and they provide the added bonus of more anchor text rich links to
other pages on your site (if you use them the right way.)

8. NewEgg.com uses breadcrumbs incredibly effectively, allowing me to navigate from a very specific
product page to a more general category page quickly instead of having to find the category all over again
in the side nav bar.
Usability Issue #5: Cross Browser Compatibility
If I had a dollar for every site I work on that has elements that work in Internet Explorer but not Firefox or
Safari, I’d buy myself some over the knee Prada Boots. If I had a dollar for every site I come across
(searching for boots?) that works in Internet Explorer but not Firefox or Chrome, I’d probably be wealthy
enough to start my own fashion footware company.
It’s a sad fact that browsers interpret code differently,but that doesn’t change things. Just because you see
your site one way doesn’t mean everyone does, and if your navigation is broken or your CSS has text all
over the place in one browser or another, you’re limiting your audience drastically and creating a bad
name for yourself. Take the time to test the look and functionality of your site across all browsers.
CRISIS MANAGEMENT:
 The process of responding to an event that might threaten operations, staffs, customers, reputation
or the legal and financial status of an organization.
 The aim is to minimize the damage
 Spreading of crisis through media, 24*7 news channels, Internet easily.
 Dr. Rory Knight and Dr. Deborah pretty from Oxford University have stated that
a. If an Organization recovers from crisis 5% is added to their original stock value.
b. If an Organization doesn’t recovers for a minimum 5 to maximum of 50 days they met a
loss of 15% on stock value.
WHEN CRISES ARISES:
 Build a Dark website: (i.e.) It is a Information hup that remains unpublished until a crisis hits.
Updated information will be stored and published and once if the crisis occurs website is made
to offline mode and changed.
 Create response and seeding plan: When a crisis hit occurs communicators should be ready
to explain 5ws (i.e.) Who, What, Where, When, Why etc. and the steps to resolve the issue
should be carried out.
 Be ready to launch paid search: Paid search is an effective tactic to drive traffic to your
darksite when an issue emerges.

9.  Resource for real time engagement and authorization: Online engagement demonstrates
openness, honesty and transparency. Clearly define who is an authorized one to comment on
behalf of the organization.
(OR)
CRISIS MANAGEMENT:
DEFINITION:
Crisis management is the process by which an organization deals with a major event that threatens
to harm the organization, its stakeholders, or the general public. The study of crisis management
originated with the large scale industrial and environmental disasters in the 1980s. Three elements are
common to most definitions of crisis: (a) a threat to the organization, (b) the element of surprise, and (c) a
short decision time.
"crisis is a process of transformation where the old system can no longer be maintained."
The fourth defining quality is the need for change. If change is not needed, the event could more
accurately be described as a failure or incident.
crisis management involves dealing with threats before, during, and after they have occurred. It is a
discipline within the broader context of management consisting of skills and techniques required to
identify, assess, understand, and cope with a serious situation, especially from the moment it first occurs
to the point that recovery procedures start.
Crisis management consists of:
Methods used to respond to both the reality and perception of crises.
Establishing metrics to define what scenarios constitute a crisis and should consequently trigger the
necessary response mechanisms.
Communication that occurs within the response phase of emergency management scenarios.
Crisis Management Plan:
Crisis management methods of a business or an organization
crisis mindset :
the ability to think of the worst-case scenario while simultaneously suggesting numerous
solutions.
TYPES OF CRISIS:
Eight types of crises are
Natural crises:

10. Natural crises, typically natural disasters considered as 'acts of God,' are such environmental
phenomena as earthquakes, volcanic eruptions, tornadoes and hurricanes, floods,landslides, tsunamis,
storms, and droughts that threaten life, property, and the environment itself.
Example: 2004 Indian Ocean earthquake (Tsunami)
Technological crises:
Technological crises are caused by human application of science and technology. Technological
accidents inevitably occur when technology becomes complex and coupled and something goes wrong in
the system as a whole (Technological breakdowns). Some technological crises occur when human error
causes disruptions (Human breakdowns. People tend to assign blame for a technological disaster because
technology is subject to human manipulation whereas they do not hold anyone responsible for natural
disaster. When an accident creates significant environmental damage, the crisis is categorized as mega
damage. Samples include software failures, industrial accidents, and oil spills.
Examples: Chernobyl disaster, Exxon Valdez oil spill.
Confrontation crisis:
Confrontation crisis occur when discontented individuals and/or groups fight businesses,
government, and various interest groups to win acceptance of their demands and expectations. The
common type of confrontation crisis is boycotts, and other types are picketing, sit-ins, ultimatums to those
in authority, blockade or occupation of buildings, and resisting or disobeying police.
Example: Rainbow/PUSH’s (People United to Serve Humanity) boycott of Nike
Crisis of malevolence:
An organization faces a crisis of malevolence when opponents or miscreant individuals use
criminal means or other extreme tactics for the purpose of expressing hostility or anger toward, or seeking
gain from, a company, country, or economic system, perhaps with the aim of destabilizing or destroying
it. Sample crisis include product tampering, kidnapping, malicious rumors, terrorism, and espionage.
Example: 1982 Chicago Tylenol murders
Crises of organizational misdeeds:
Crises occur when management takes actions it knows will harm or place stakeholders at risk for
harm without adequate precautions. Lerbinger specified three different types of crises of organizational
misdeeds: crises of skewed management values, crises of deception, and crises of management
misconduct.
Crises of skewed management values:

11. Crises of skewed management values are caused when managers favor short-term economic gain
and neglect broader social values and stakeholders other than investors. This state of lopsided values is
rooted in the classical business creed that focuses on the interests of stockholders and tends to disregard
the interests of its other stakeholders such as customers, employees, and the community
Example: Sears sacrifices customer trust[
It has 4 stage[-precrisis -acute -chronic and -conflict resolution
Crisis of deception:
Crisis of deception occur when management conceals or misrepresents information about itself and
its products in its dealing with consumers and others.
Example: Dow Corning’s silicone-gel breast implant
Crises of management misconduct:
Some crises are caused not only by skewed values and deception but deliberate amorality and
illegality.
Workplace violence:
Crises occur when an employee or former employee commits violence against other employees on
organizational grounds.
Example: DuPont’s Lycra
Rumors:
False information about an organization or its products creates crises hurting the organization’s
reputation. Sample is linking the organization to radical groups or stories that their products are
contaminated.
Example: Procter & Gamble's Logo controversy.
CRISIS MANAGEMENT:
Crisis Management Model:
Successfully defusing a crisis requires an understanding of how to handle a crisis – before they
occur. Gonzalez-Herrero and Pratt found the different phases of Crisis Management.
There are 3 phases in any Crisis Management are as below
a. The diagnosis of the impending trouble or the danger signals.
b. Choosing appropriate Turnaround Strategy.
c. Implementation of the change process and its monitoring.
Management Crisis Planning:

12. No corporation looks forward to facing a situation that causes a significant disruption to their business,
especially one that stimulates extensive media coverage. Public scrutiny can result in a negative financial,
political, legal and government impact. Crisis management planning deals with providing the best
response to a crisis.
Contingency planning:
Preparing contingency plans in advance, as part of a crisis management plan, is the first step to ensuring
an organization is appropriately prepared for a crisis. Crisis management teams can rehearse a crisis plan
by developing a simulated scenario to use as a drill. The plan should clearly stipulate that the only people
to speak publicly about the crisis are the designated persons, such as the company spokesperson or crisis
team members. The first hours after a crisis breaks are the most crucial, so working with speed and
efficiency is important, and the plan should indicate how quickly each function should be performed.
When preparing to offer a statement externally as well as internally, information should be accurate.
Providing incorrect or manipulated information has a tendency to backfire and will greatly exacerbate the
situation. The contingency plan should contain information and guidance that will help decision makers to
consider not only the short-term consequences, but the long-term effects of every decision.
Business continuity planning
When a crisis will undoubtedly cause a significant disruption to an organization, a business continuity
plan can help minimize the disruption. First, one must identify the critical functions and processes that are
necessary to keep the organization running. Then each critical function and or/process must have its own
contingency plan in the event that one of the functions/processes ceases or fails. Testing these
contingency plans by rehearsing the required actions in a simulation will allow for all involved to become
more sensitive and aware of the possibility of a crisis. As a result, in the event of an actual crisis, the team
members will act more quickly and effectively.
Structural-functional systems theory
Providing information to an organization in a time of crisis is critical to effective crisis management.
Structural-functional systems theory addresses the intricacies of information networks and levels of
command making up organizational communication. The structural-functional theory identifies
information flow in organizations as "networks" made up of members and "links". Information in
organizations flow in patterns called networks.[12]
Diffusion of innovation theory
Another theory that can be applied to the sharing of information is Diffusion of Innovation Theory.
Developed by Everett Rogers, the theory describes how innovation is disseminated and communicated
through certain channels over a period of time. Diffusion of innovation in communication occurs when an

13. individual communicates a new idea to one or several others. At its most elementary form, the process
involves: (1) an innovation, (2) an individual or other unit of adoption that has knowledge of or
experience with using the innovation, (3) another individual or other unit that does not yet have
knowledge of the innovation, and (4) a communication channel connecting the two units. A
communication channel is the means by which messages get from one individual to another.
Role of apologies in crisis management
There has been debate about the role of apologies in crisis management, and some argue that apology
opens an organization up for possible legal consequences. "However some evidence indicates that
compensation and sympathy, two less expensive strategies, are as effective as an apology in shaping
people’s perceptions of the organization taking responsibility for the crisis because these strategies focus
on the victims’ needs. The sympathy response expresses concern for victims while compensation offers
victims something to offset the suffering."
Crisis leadership
James identifies five leadership competencies which facilitate organizational restructuring during and
after a crisis.
a. Building an environment of trust
b. Reforming the organization’s mindset
c. Identifying obvious and obscure vulnerabilities of the organization
d. Making wise and rapid decisions as well as taking courageous action
e. Learning from crisis to effect change.
Crisis leadership research concludes that leadership action in crisis reflects the competency of an
organization, because the test of crisis demonstrates how well the institution’s leadership structure serves
the organization’s goals and withstands crisis. Developing effective human resources is vital when
building organizational capabilities through crisis management executive leadership.
Unequal human capital theory
James postulates that organizational crisis can result from discrimination lawsuits. James’s theory of
unequal human capital and social position derives from economic theories of human and social capital
concluding that minority employees receive fewer organizational rewards than those with access to
executive management. In a recent study of managers in a Fortune 500 company, race was found to be a
predictor of promotion opportunity or lack thereof. Thus, discrimination lawsuits can invite negative
stakeholder reaction, damage the company's reputation, and threaten corporate survival.
Social media and crisis management

14. Social media has accelerated the speed that information about a crisis can spread. The viral affect of
social networks such as Twitter means that stakeholders can break news faster than traditional media -
making managing a crisis harder. This can be mitigated by having the right training and policy in place as
well as the right social media monitoring tools to detect signs of a crisis breaking. Social media also gives
crisis management teams access to real-time information about how a crisis is impacting stakeholder
sentiment and the issues that are of most concern to them.
The crisis management mantra of Lanny Davis, former counsellor to Bill Clinton is to ―Tell it Early, Tell
it All, Tell it Yourself‖. A strategy employed at the Clinton White House 1996 – 1998, to any breaking
Organisations should have a planned approach to releasing information to the media in the event of a
crisis. A media reaction plan should include a company media representative as part of the Crisis
Management Team (CMT). Since there is always a degree of unpredictability during a crisis, it is best that
all CMT members understand how to deal with the media and be prepared to do so, should they be thrust
into such a situation.
In 2010 Procter & Gamble Co called reports that its new Pampers with Dry Max caused rashes and other
skin irritations "completely false" as it aimed to contain a public relations threat to its biggest diaper
innovation in 25 years. A Facebook group called "Pampers bring back the OLD
CRUISERS/SWADDLERS" rose to over 4,500 members. Pampers denied the allegation and stated that
only two complaints had been received for every one million diapers sold, Pampers quickly reached out
to people expressing their concerns via social media, Pampers even held a summit with four influential
―mommy bloggers,‖ to help dispel the rumour. Pampers acted quickly and decisively to an emerging
crisis, before competitors and critics alike could fuel the fire further.
There is no truth. There is only perception.
EXAMPLE OF SUCCESSFUL CRISIS MANAGEMENT:
Pepsi
The Pepsi Corporation faced a crisis in 1993 which started with claims of syringes being found in
cans of diet Pepsi. Pepsi urged stores not to remove the product from shelves while it had the cans and the
situation investigated. This led to an arrest, which Pepsi made public and then followed with their first
video news release, showing the production process to demonstrate that such tampering was impossible
within their factories. A second video news release displayed the man arrested. A third video news release
showed surveillance from a convenience store where a woman was caught replicating the tampering
incident. The company simultaneously publicly worked with the FDA during the crisis. The corporation
was completely open with the public throughout, and every employee of Pepsi was kept aware of the
details. This made public communications effective throughout the crisis. After the crisis had been
resolved, the corporation ran a series of special campaigns designed to thank the public for standing by
the corporation, along with coupons for further compensation. This case served as a design for how to
handle other crisis situations.

15. EXAMPLE OF UNSUCCESSFUL CRISIS MANAGEMENT:
Ford and Firestone Tire and Rubber Company
The Ford-Firestone Tire and Rubber Company dispute transpired in August 2000. In response to
claims that their 15-inch Wilderness AT, radial ATX and ATX II tire treads were separating from the tire
core—leading to grisly, spectacular crashes—Bridgestone/Firestone recalled 6.5 million tires. These tires
were mostly used on the Ford Explorer, the world's top-selling sport utility vehicle (SUV).
The two companies committed three major blunders early on, say crisis experts. First, they blamed
consumers for not inflating their tires properly. Then they blamed each other for faulty tires and faulty
vehicle design. Then they said very little about what they were doing to solve a problem that had caused
more than 100 deaths—until they got called to Washington to testify before Congress.
DIGITAL COMPLAINT SERVICES:
Complaints procedure:
You can complain to us if you're not happy with the service you've had, or appeal if you think your
driving examiner didn't carry out your driving test in line with the regulations.
a. Right to appeal
You have the right to appeal if you think your driving examiner didn’t carry out your practical driving
test in line with the regulations. You should appeal to:
a magistrates’ court if you live in England or Wales
a sheriff’s court if you live in Scotland
You have 6 months after your test to do this in England and Wales, and 21 days after your test in
Scotland.
However, we cannot change your test result.
b. Complaints about theory and practical driving tests
There are 4 stages you should follow if you want to make a complaint about a theory or practical driving
test.
We don’t usually consider complaints made more than 6 months after the date of your test.
Stage 1
Contact us by email, phone, or letter if you want to complain about:
booking your test
test cancellations

16. the conduct of your test
the result of your test
out-of-pocket expenses
We need to know:
the type of test you took, the date, time and place you took your test, and why you’re complaining
what outcome you’re looking for
You’ll need to include 2 of the following 3 pieces of information about you:
your driving licence number
your theory test pass certificate number
your practical test booking reference
Theory tests
Email: customercare@pearson.com
Telephone: 0300 200 1122
Monday to Friday, 8am to 4pm
Write to us:
DSA
PO Box 381
M50 3UW
Practical tests
Email: customer.services@dsa.gsi.gov.uk
Telephone: 0300 200 1122
Monday to Friday, 8am to 4pm
Write to us:
DSA
PO Box 280
Newcastle-Upon-Tyne
NE99 1FP
We aim to answer complaints within 10 working days of getting them. This does not include Saturdays,
Sundays and bank holidays in England and Wales.
Stage 2
You can write to DSA’s Head of Corporate Correspondence if you’ve been through stage 1 and aren’t
happy with the response.
Email: corporate.correspondence@dsa.gsi.gov.uk
Write to us:

17. Head of Corporate Correspondence
Driving Standards Agency
The Axis Building
112 Upper Parliament Street
Nottingham
NG1 6LP
Stage 3
You can write to DSA’s Chief Executive if you’ve been through stage 2 and aren’t happy with the
response.
Email: ceo.correspondence@dsa.gsi.gov.uk
Write to us:
Chief Executive's Office
Driving Standards Agency
The Axis Building
112 Upper Parliament Street
Nottingham
NG1 6LP
Stage 4
You can ask DSA’s Chief Executive to pass your complaint to the Independent Complaints Assessor
(ICA) if you’ve been through stage 3 and aren’t happy with the response.
The ICA looks at whether we have:
handled your complaint appropriately
given you a reasonable decision
It doesn’t cost you anything to have your complaint assessed by the ICA.
The ICA will decide if they can accept your complaint. They’ll write to you if they can’t and tell you
why.
When the ICA has completed their review they’ll send you and DSA a formal report with their findings
and any recommendations that they consider appropriate.
Taking things further
You can ask the Parliamentary and Health Service Ombudsman to look at your complaint if you’re still
not happy and you’ve either:
had your complaint investigated by the ICA
asked for your complaint to be investigated by the ICA but they didn’t investigate it
c. Our service standards

18. We aim to carry out all areas of our work in a fair, independent, polite and helpful way.
Our customer promises
We have 8 customer promises. They are:
we will give a full response to enquiries quickly – we’ll respond to 90% of general enquiries within
10 working days
we will give a full response to complaints quickly – we’ll respond to 90% of complaints within 10
working days
we will respond to telephone calls promptly and try to resolve all enquiries at the first call – we’ll
answer 70% of telephone calls within 30 seconds
we will use reliable and accurate methods to measure customer satisfaction on a regular basis
we give you information that is clear, accurate and complete – if we don’t have all the information
required, we’ll tell you when you will get the information you asked for
our staff are polite and friendly to you at all times and understand your needs
we make information about the full range of services we provide available to you, including how
and when you can contact us, how our services are run and who is in charge
we make particular efforts to identify hard-to-reach and disadvantaged groups and individuals and
have developed our services in response to their specific needs – we have policies and procedures
that support the right of all customers to expect excellent levels of service
Driving test availability
Our service standard is that we will:
give you an appointment at you preferred theory test centre – 95% within 2 weeks of your preferred
date
make appointments available within 9 weeks at car driving test centres in 90% of cases
CASE STUDY :
My complaint id is 4727099 at Airtel Digital TV Customer Care.
I got an airtel tv connection coupen against the purchase of LCD tv. Keeping faith in airtel i have applied
for DTH connection by recharging my Customer Id 3006237581 with Rs. 500 & got time
of installation on 21st Nov 2010. But nobody turnaround, whole day i wait for engineers to come but no
one come. I made complaint twice still nobody came. After such service i have applied for Disconnection
of Airtel tv on evening of 21st nov 2010 & asked the refund of Rs. 500 which i have paid
against activation of Customer id. Whenever i have called the customer executive he/she says it will be
refunded to you by DD within 7 working days. Almost 2-3 weeks i heard the same thing from customer
executives. But nothing has been done in such context. Last time when i called up they said me to collect
from nearest dealer named as AR Global Services, B-303, Chattarpur Enclave, New Delhi. by stating the
complaint id but they refused to make any such payment & spoke very harshly to me.

19. From last 1.5 month i am totaly harassed with the behavior & negligence of Airtel DTH service people. I
am attaching the 1st written complaint i have sent to Airtel TV with this mail; Recently i skoke to Mr
Daya Krishnan (Regional Head, Delhi) aswell but still no action has been taken till now. For such a small
thing i have to catch so many people. Instead of getting service i got only harasment, negligence & a such
bad service experience which i would never forget. Please do something against it, as this will ruining the
Brand Identity of Airtel DTH service.
Please do the needful as other DTH services are counting just because of their customer relations. This
will Airtel to loose the prospective customers. As a Tata sky user i tried & take a chance to go with Airtel
but after getting such service i have decided never ever go for Airtel in future. I hope you will take action
against it, otherwise i realy dnt knw where to go further a consumer forum or somewhere else.
CYBER LAW:
CYBER LAW:
 Cyber law is a term which refers to all the illegal and regulatory aspects of Internet and
WWW.
 Anything concerned with legal aspects and others in cyberspace comes within the ambit of
cyber law.
 Cyber space: Global network of interdependent information technology infrastructure
telecommunication networks and computer processing systems in which online
communication takes place.
 The growth of E-Commerce has propelled the need for vibrant and effective regulatory
mechanisms which would further strengthen the legal infrastructure.
NEED FOR CYBER LAW:
 When internet was developed, Internet could transform itself into an all pervading revolution
which could be misused for criminal activities .
 Today, there are many disturbing things happening in cyber space.
 Due to anonymous nature(without author) of the internet, it is possible to engage into a
variety of criminal activities with impunity(harm).
IMPORTANCE OF CYBER LAW:
Cyber law is important because it covers almost all aspects of transactions and activities on and
concerning the internet, the world wide web and cyber space.
CYBER LAW CONCERN US:

20. The time you register the Domain Name, to the time setup website, promote your website,
conduct E-Commerce transaction and at every point of time, various cyber law issues involved.
CYBER CRIME:
Any crime with the help of computer & telecommunication technology with the purpose of
influencing the functioning of the computer and computer system.
CATEGORIES OF CYBER CRIME:
1. Against a person:
Cyber Stacking: Technology based ―attack‖ on one person who has been targeted for reasons of anger,
revenge or emptying bank account.
Impersonation: Criminals will hide behind fake promotions like contest forms, coupons, free
giveaways and gift vouchers to get people to give up their person information. They make feel secure
and gain by asks you to check the bank password online.
Loss of Privacy: Privacy of a person will be lost due to attacks or hacking the information of a person.
2. Against Property:
Unauthorized computer trespassing through cyberspace(i.e) outsider enters and reads the file
of an property.
Computer Vandalism: Programs performs malicious function such as extracting a user’s
password or other data’s.
Harmful Program Transfer: Criminals transfer harmful viruses and malicious code to the
computer.
E-Cash: It allows fund transfer and purchasing items by credit card. Criminals try to hack the
password of the user account.
Money laundering: Creating appearance large amount of money obtained from serious crimes
such as drug trafficking or terrorist activity.
Copyright: Misusing the copyright of others product.
3. Against Government:
Hacking: Hacking the official websites of an government. Example-NASA website hacking.
Cyber Extortion: Online crime in a which a website, e-mail server or computer system.
Cyber Terrorism: Involving terrorist activities ,large scale disrupting of computer networks.
Computer viruses: Transfers the viruses to the official websites of the government.
Counterfeiting currency & Industrial espionage: Imitation of currency without legal sanction
of government and an attempt to access to information about a company’s plans or trade
secrets.
CYBER LAWS:
 Information Technology ACT,2000(IT ACT) ,which came into force on 17th oct 2000 to provide
legal recognition to E-Commerce and to facilitate filing of electronic records with the

21. government. It penalizes various cyber crimes and provides strict punishments such as
imprisonment terms upto 10 years and compensation upto Rs.1 crore.
 Information Technology( Use of Electronic Records and Digital signatures) Rules, 2004 has
provided the necessary legal framework for filling of documents with the government as well as
issue of licenses by the government. It provides for payment and receipt of fees in relation to the
government bodies.
 Information Technology(Certifying Authority) Regulations,2001 came into force on 9th July
2001 to provide further technical standards and procedures to be used by a certifying authority.
It provides guidelines for submission of application for license to operate as a certifying
authority.
SOME E-BUSINESS APPLICATIONS:
Applications can be divided into three categories:
1. Internal business systems:
Customer Relationship Management (CRM)
Enterprise Resource Planning (ERP)
Document Management System (DMS)
Human Resources Management (HRM)
2. Enterprise communication and collaboration:
VoIP
Content Management System
E-mail
Voicemail
Web Conferencing
Digital work flows (or business process management)
3. Electronic Commerce - business-to-business electronic commerce (B2B) or business-to-
consumer electronic commerce (B2C):
internet shop
supply chain management
online marketing
offline marketing