By Colin Rule
During this unique and hugely resource, Colin Rule—a pioneer within the box of on-line dispute solution (ODR)—shows how ODR can be utilized to solve conflicts which necessarily come up either on-line and offline in company and trade. in line with specific study and up to date top practices, on-line Dispute solution for enterprise offers professional recommendation on how ODR can retailer time and cash, supplying well timed feedback and confirmed methods for resolving enterprise similar conflicts on-line.
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Additional resources for Online Dispute Resolution For Business: B2B, E-Commerce, Consumer, Employment, Insurance, and other Commercial Conflicts
The primary discussion between the GBDe and consumer groups is the degree to which ODR programs are biased in favor of corporate interests. Corporations have called for self-regulation in the rollout of ODR programs, arguing that the marketplace will be able to generate effective ODR solutions and regulation will move too slowly to match the rapid pace of growth in the Internet economy. Consumer advocates have argued in contrast that the playing ﬁeld is seriously biased in favor of corporations in many ODR programs, as the corporations often pay the bills for the services, use them repeatedly (as opposed to consumers, who will probably use them only once or twice a year), and often choose the provider.
ODR was seen as a way to replicate face-to-face interaction when such interaction was not possible. In this framework, audio conferencing and videoconferencing were the logical next steps for the technology, as they more accurately replicated face-to-face interaction.
Investors began to slow down on their commitments, and some formerly high-ﬂying Internet companies began to run out of money. By the spring of 2001 there was a sense that the economy was moving toward recession, and in April 2001 the stock market started to put serious pressure on technology stocks. Venture investors began to feel the heat, and they decided to close down some of the weaker companies they had invested in to preserve capital to support the stronger ones. Eventually the technology sector experienced a major correction, pulling down even established market stalwarts like Intel, Cisco, and HewlettPackard.