Davis International

In 1998, the capital run out continued, and Davis International saw its revenue control diminish to almost $5 billion. Von Jansky, after analyzing many another(prenominal) of the web aims that were offering exchangeable services to Davis International, decided that the time had come to develop a presence on the meshwork.

The success of Davis International had been its old-school attitude and its particular(prenominal) relation with its clientele. A full 44 percent of Burke's peerage, for example, utilize the Davis system. Davis was worried about the effect that his company joining the Internet age would kick in on this core base of clients, many of whom were third generation customers, and well hunch overn for extreme conservatism.

On the other hand, there was a convenience factor constitutional in the Internet, and Davis felt certain th

t his clientele would react favorably to this. However, there were lock away concerns since many of his clients considered having Davis handle your m angiotensin-converting enzymey was "not for everyone.

"

Von Jansky reacted to this attitude by coming up with a rather radical composition for a web site -- an unlisted site. There are but a few of these in the world, and all have a digital URL instead of one of the more(prenominal) than common addresses.

He did this by explaining that there would be suddenly no marketing efforts connected with the web site. No one in the world -- except Davis's longtime customers -- would even know that it existed. He accomplished this last feat by explaining the bidding to the family retainers who provided financial advice to the investors.

The first tactic that he used was to pass through the Swiss Government, a digital URL. Second, he invested more than three million dollars developing a web site and a serv
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