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With the stop order, equity was choppy, but basically flat, until May 1990, when it began a very steep ascent, reaching a peak in September 1990 Equity then showed steady erosion through the remaining half of the in-sample and most of the out-of-sample periods The curve flattened out, but remained choppy, after April 1997 The model traded the T-Bonds, IO-Year Notes, Japanese Yen, Light Crude, Heating Oil, Unleaded Gasoline, Live Hogs, and Coffee fairly well both in- and outof-sample For example, T-Bonds and lo-Year Notes were very profitable in both samples when using either the limit or stop orders JapaneseYen performed best with the stop, showing heavy profits in both samples, but was profitable with the other orders as well The same was true for Light Crude.

Communicate often. When customers hit the one-click order button, thank them then and there for the order and reiterate what it was for. While they are reading this, send them an email repeating your thanks. Then send an email saying, Your order will be shipped on . . . Then another email: Your order was shipped by UPS with this tracking number . . . And another email a week later: Did your order arrive on time Were you satis ed with it Click Here to let us know your reaction.

Heating Oil showed heavy profits with the entry at open and on stop in both samples, but not with entry on limit, This was also true for Unleaded Gasoline Live Hogs performed best, showing heavy profits in both samples, with entry at open or on stop This market was profitable with all three orders in both samples Coffee was also profitable with all three orders on both samples, with the strongest and most consistent profits being with the stop For the most part, this model showed losses on the wheats In-sample, 15 markets were profitable to one degree or another using a stop, 13 using a market order at the open, and 9 using a limit Out-of-sample, the numbers were 15, 16, and 16, respectively, for the stop, open, and limit.

If you can t make money selling on the Web, what should you do Measure your success in other ways. This should not be total sales. Total Web sales are still a small fraction of all sales. For most catalogers, Web sales seldom exceed 15 percent of total sales. What the Web does is permit you to save some money, if you do it right. You have to have a Web site today. It is how companies are judged by customers, suppliers, and investors. You can t hide your head in the sand just because you cannot make money from your site. So build it, and keep the costs down. Then do the following things: Put lots of free information on the Web. Every company has information lying around that could be made available to customers. Magazines and newspapers have archives. Technical companies have lots of technical reference data. Travel services (hotels, resorts, airlines, travel agencies, cruise lines) have massive amounts of information about destinations: maps, weather, activities, amenities, local lore and history, tours, and so on. Put all that on the Web for free. Why Because it will save you lots of money. Encourage travelers to nd out what it is like to go to Italy by reading your Web site and looking at pictures rather than by talking to your customer service reps all day. Once they have made up their minds, they can then call a CSR to book their trip. Measure your success by reduction in calls to CSRs. Begin the year by estimating the number of incoming and outgoing calls that you expect to eld during the year. Analyze those calls. How much will they cost Why are they made Which types of call could be

Even though the momentum model performed more poorly on the entire portfolio, it performed better on a larger number of individual markets than did the crossover model The momentum model, if traded on markets with appropriate seasonal behavior, can produce good results..

This model is identical to the basic crossover model discussed earlier, except that entries were only taken if seasonal market behavior was contirmed by an appropriate reading of the Fast %K Stochastic. Specifically, if the seasonal crossover suggested a buy, the buy was only acted upon if the Fast %K was below 25%; i.e., the

handled on the Web Then set up your Web site to answer the questions most likely to be asked of a CSR Where is my order How do I get replacement parts What is the weather going to be like in Prague If you do this right, you will be able to save millions of dollars by shifting these calls to the Web I worked with a travel-related rm that received more than 7 million telephone calls a year, costing it more than $48 million This company measured its Web success by the number of these inquiries that it could get its customers to make on the Web Each CSR call cost the company $650 Each Web visit cost less than $010 If even 10 percent of these calls could be shifted to the Web, the company could easily save millions of dollars.