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China’s problems during this time broadly fell under information collection and monitoring, information dissemination to the world, food supplies, transportation and pollution control, public social networking, and tickets and souvenirs management. The following questions and answers provide an analysis into how these problems were solved.
In collecting and monitoring of information radio frequency identification (RFID) installed in the running shoes assisted in identifying the winner. Moreover, boats were installed with GPS in order to help officials monitor their movement while trying to identify the winner. Electronic cameras were used for monitoring while video cameras capturing events.
Outsourcing of EC functions such as the Microsoft, Cisco Systems, and Limelight Networks amongst others. Olympics official also outsource the Beijing Gahua Ticketmaster to be in-charge of selling tickets.
Vanity business model was also employed when athletes were allowed to blog as well as creation of social sites that provided immediate feedback to Microsoft, Limelight, and Cisco Systems amongst others for their outsourced services.
Social networks encourage interactions amongst members of different communities through application of computer technology (Turban, 2010). This case involved to a great extent application of computer technology in ensuring that all stakeholders’ needs were met. Spectators both at the stadia and home were able to interact with events of the Olympics.
A digital enterprise is an organization applying technology as a competitive advantage tool in both its internal and external operations (Turban, 2010). In this regard, Beijing Digital Olympics extensively applied technology within the stadia as well as outside especially in marathon fields as well as swimming places and eating places to monitor foodstuffs from the farm to the
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“Beijing 2008: A Digital Olympics (case Study) Essay”, n.d. https://studentshare.org/e-commerce/1580546-beijing-2008-a-digital-olympics-case-study.
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