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ABI/inform and Business Source Premier: 

ABI/inform and Business Source Premier A Few Comparisons Jeffry Dean Archer

Dorothy's 2nd trip to the Emerald City : 

Dorothy's 2nd trip to the Emerald City The real wizard

Access at the U of C: 

Access at the U of C ABI/Inform via Firstsearch (State Library of Illinois subscription) BSP (IDAL subscribes to Business Source Elite, U of C pays $ for upgrade)

ABI/Inform: 

ABI/Inform The standard for article research in Academic Libraries Well developed thesaurus Abstracts back to 1971 No A&I for pre-71 archive

ABI/Inform: 

ABI/Inform 40 full time indexers A&I done manually Proquest is academic vendor for Factiva Proquest also produces Accounting and Tax, Banking Information Index, Historical Wall Street Journal (U of C subscribes)

Business Source Premier: 

Business Source Premier More full text/pdf’s More titles New Business Thesaurus supplementing LC subject headings Linguistic tools to assist with abstracts and subject assignment Leverage with publishers

Business Source Premier: 

Business Source Premier Company Profiles (Datamonitor) EIU Country Reports (6 month embargo) Adding dictionaries and handbooks Adding cited references for 1100 titles Ebsco also produces Academic Search Premier (IDAL pays for elite, U of C pays surcharge for Premier)

Interface: 

Interface Both offer basic keyword searching Both offer guided/advanced searching utilizing dropdown fields ABI offers advanced search for typing in tags for fields BSP will drop advanced search that currently allows typing tags for fields

Interface: 

Interface BSP allows user to browse Business Thesaurus ABI provides hierarchy of terms via Topic Finder ABI allows user to browse all/or selected lists including subject, people, place and company

Keyword results: 

Keyword results

Subject results (PR only): 

Subject results (PR only)

Company results : 

Company results

Searching: 

Searching Better results from keyword searching in ABI because of greater number of subjects and longer abstracts ABI results slightly inflated with newswires with news

Searching: 

Searching While not subjects ABI uses terms like: Case studies Industry overview Statistical analysis These terms allow better retrieval by types of articles

Searching: 

Searching ABI also adds to the thesaurus: FASB ### ### TC ###

Searching: 

Searching Response from BSP: Adding each FASB Pronouncement with scope note to thesaurus (done) and reindexing (during the summer). Adding breakdown for Tax Code Adding article types which will include “case studies”, “statistical” etc…

Slide17: 

Title UPS Will This IPO Deliver? Source Business Week, 11/15/99 Issue 3655, p41, 1p, 1 chart, 1c Author(s) Rocks, David Thesaurus Term(s) GOING public (Securities), STOCKS, INVESTMENTS Other Term(s) Evaluation Company/Entity UNITED Parcel Service of America Inc. Duns Number 081085305 FEDERAL Express Corp. Duns Number 058070459 NAICS/Industry Code(s)52321 Securities and Commodity Exchanges; Abstract Discusses the plan of United Parcel Service Inc. (UPS) to offer nearly 10 percent of its shares, as possibly the largest initial public offering ever. The reaction of investors; Concern over whether the shares are actually worth their high prices; Comparisons with Federal Express (FedEx); Internet commerce, labor relations, and other factors in share value. Full Text Word Count 772 AN 2444318 ISSN 00077135 Database Business Source Premier Section News Analysis & Commentary

Slide18: 

ABI/Inform UPS Will This IPO Deliver? A peek under the wrappings show it's not a sure bet Business Week Print Media Edition Industrial/technology edition New York Novemberer 15, 1999 Authors David Rocks in Atlanta Issue 3655 Pagination 41 ISSN 07398395 Subject Terms Postal & delivery services, Corporate profiles, Going public, Stock offerings, Stock prices, Financial performance, Classification Codes 9190 United States, 9110 Company specific, 8350 Transportation industry, 3400 Investment analysis, Geographic Names United States, US Companies Company Name United Parcel Service of America, DUNS 00-699-1681 SIC 484110 SIC 484121 Abstract: United Parcel Service Inc.'s plans to float nearly 10% of its shares, perhaps as early as next week, may turn out to be the largest IPO ever. Small investors are clamoring to get into a blue chip that could turn out to be a back door Internet play to boot. Public demand for a piece of the action is likely to drive the price well above the offering range of $36 to $42 per share. But UPS faces challenges that could bring its share price back down to earth once the IPO glow fades. The company is vulnerable to rising fuel costs and a growing rivalry overseas; and a dispute is brewing with the Teamsters over alleged contract violations. Copyright 1999 The McGraw-Hill Companies, Inc.

Slide19: 

DEALS: UPS WILL THIS IPO DELIVER? Contents: What Will UPS Deliver? A peek under the wrappings show it's not a sure bet Can the guys in brown bring home the green? United Parcel Service Inc.'s plan to float nearly 10% of its shares, perhaps as early as next week, may turn out to be the largest initial public offering ever. Small investors are clamoring to get into a blue chip that could turn out to be a back door Internet play to boot. Public demand for a piece of the familiar UPS brown trucks and gold logo is likely to drive the price well above the offering range of $36 to $42 per share. Nonetheless, analysts warn that UPS faces challenges that could bring its share price back down to earth, once the IPO glow fades. ``If you chase UPS too early, you could get burned,'' says analyst Brian L. Eisenbarth of Collins & Co. The company is vulnerable to rising fuel costs and growing rivalry overseas--where much of its future growth was supposed to come from. And a dispute is brewing with the Teamsters over alleged contract violations. PROFITABLE. To be sure, UPS is no pushover. It's big Last year the company earned $1.7 billion on revenues of $24.8 billion. And it's profitable, compared with its peers. At 14.6% so far this year, the UPS operating margin is twice that of FDX Corp., parent of archrival Federal Express Corp. UPS also clocked a 24% return on equity in 1998, vs. 14% for FDX.

Slide20: 

Title Competition, Market Structure, and Bid-Ask Spreads in Stock Option Markets. Source Journal of Finance, Apr2002, Vol. 57 Issue 2, p931, 28p, 10 charts, 9 graphs Author(s) Mayhew, Stewart Thesaurus Term(s) OPTIONS (Finance), STOCK options, STOCK exchanges, INVESTMENTS, PORTFOLIO management, COMPETITION NAICS/Industry Code(s)52321 Securities and Commodity Exchanges; 52392 Portfolio Management; Abstract This paper examines the effects of competition and market structure on equity option bid-ask spreads from 1986 to 1997. Options listed on multiple exchanges have narrower spreads than those listed on a single exchange, but the difference diminishes as option volume increases. Option spreads become wider when a competing exchange delists the option. Options traded under a 'Designated Primary Marketmaker' (DPM) have narrower quoted spreads than those traded in a traditional open outcry crowd. Effective spreads are found to be slightly narrower under the DPM than in the crowd, but only since 1992, and only on low-volume options. [ABSTRACT FROM AUTHOR] AN 6327526 ISSN 00221082 Database Business Source Premier

Slide21: 

Competition, market structure, and bid-ask spreads in stock option markets The Journal of Finance Cambridge Apr 2002 Authors Stewart Mayhew Volume 57 Issue 2 Pagination 931-958 Page Count 28 Document Type Feature Source Type PERIODICAL ISSN 00221082 Subject Terms Studies, Spread, Competition, Options markets, Stock exchanges, Statistical analysis Classification Codes 9190 United States, 9130 Experimental/theoretical, 8130 Investment services, 3400 Investment analysis & personal finance Geographic Names United States, US UMI Article Ref. No. JFI-2037-19 UMI Journal Code JFI Abstract: The effects of competition and market structure on equity option bid-ask spreads from 1986 to 1997 are examined. Options listed on multiple exchanges have narrower spreads than those listed on a single exchange, but the difference diminishes as option volume increases. Option spreads become wider when a competing exchange delists the option. Options traded under a designated primary marketmaker (DPM) have narrower quoted spreads than those traded in a traditional open outcry crowd. Effective spreads are found to be slightly narrower under the DPM than in the crowd, but only since 1992, and only on low-volume options.

Slide22: 

Benchmarks for blockbuster launches Pharmaceutical Executive Feb 2003, Barri Blauvelt, 23(2),pgs 46-56 Subject Terms: Pharmaceutical industry, Product introduction, Market strategy, International markets, Research & development, R&D Expenditures, Strategic management, Benchmarks, Classification Codes: 8641: Pharmaceuticals industry, 7500: Product planning & development, 5400: Research & development 2310: Planning, 9190: United States Geographic Names: United States, US

Slide23: 

Abstract:A decade ago, pharma companies typically launched new products, observed how well they sold, and, if necessary, modified their marketing strategy and launched again. In today's competitive marketplace, there is only one rule: Get it right the first time. To find out what pharma companies must do to launch products successfully, Innovara conducted a global benchmarking study between September 2001 and April 2002. Based on the results, this article examines: 1. how major pharma companies are organized and managed globally to develop and bring new products to market 2. the relationship between companies R&D/commercialization interface processes and their commercial results/market leadership, and 3. the key components of their new global product commercialization success. As good as most pharma companies are at marketing in-line products, the study's overall finding is that Big Pharma is surprisingly poor at preparing for new products. Overspending in basic R&D and underinvestment in other key areas are part of the problem. Copyright Advanstar Communications, Inc. Feb 2003   Full Text:   A NEW STUDY REVEALS THE BEST PRACTICES IN GLOBAL NEW PRODUCT COMMERCIALIZATION AND THE COMPANIES THAT MODEL THEM.   A decade ago, pharma companies typically launched new products, observed how well they sold, and, if necessary, modified their marketing strategy and launched again. In today's competitive marketplace, there is only one rule: Get it right the first time.   Increasing price pressures in Europe, Japan, and the United States make it tough for companies to command the new-product premiums they need to sustain high levels of investment. So they must find new ways to justify their products' value and to maximize ROI a quickly as possible. Sometimes they must establish a product's market position in as few as 36 months. After that, according to IMS data, the ability to rapidly acquire share and defend price premiums diminishes sharply.   To find out what pharma companies must do to launch products successful) Innovara conducted a global benchmarking study between September 200 and April 2002. (See "Study Parameters page 48.) Based on the results, this article examines   * how major pharma companies are organized and managed globally to develop and bring new products to market   * the relationship between companies R&D/commercialization interface processes and their commericial results/market leadership   * the key components of their new global product commercialization success.

If I had to choose?: 

If I had to choose? ABI 36K 1168 FT titles 333 Peer Review FT Hoover’s More SH/citation Archive (no A&I) No country data/info Established in Academia BSP 25K (36K Alumni) 2966 FT titles 771 Peer Review FT Datamonitor Less SH/citation Archive (full A&I) County Data (EIU, etc.) New product for academic market

If you had to choose?: 

If you had to choose? Which fits your institution and priorities the most