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Strategic Operations Management

This Project Report has been submitted in the

Partial fulfilment for PgD-BM leading to MSC/MBA

PgD-BM LAMS

Ref:

NCC Registration:


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London Academy of Management Sciences

Page | 2


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Page | 3ACKNOWLEDGEMENT

The Project work turned out to be a fruitful experience ............... of Time management.

Greatest gratitude goes toMr. Nabil SOM Course ................ up and supervision throughout the session

in executing theory into practice and vice versa. I feel indebt of............as well, for his staunch direction

and feedback ................... deterministic enough to ................. work, hold up through ................ and

encouraged me always to learn .................. about the operational

functioning.


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TABLE OF CONTENTS

1. Business Strategy & Operational Strategy A critical Review ................................................................ 5

1.1 Organisational Profile ..............................................................................................................................5

1.2 Business Strategy .....................................................................................................................................5

1.2.1 Mission .............................................................................................................................................5

1.2.2 Core Competencies ..........................................................................................................................5

1.2.3 Differentiation from Competitors....................................................................................................5

1.2.4 Industry ............................................................................................................................................5

1.2.5 Areas of Operations .........................................................................................................................5

1.2.6 Financial Reflection ..........................................................................................................................6

1.2.8 Historical Glimpse ............................................................................................................................6

2 Strategic Operations Management at Thomson Reuters ....................................................................... 7

2.1 Operations Strategyof Thomson Reuters ...............................................................................................8

2.1.1 Contents of Operation Strategy .......................................................................................................9

2.1.2 Synchronisation of Vision or strategy into actions ..........................................................................9

2.1.3 TYPOLOGY OF OPERATIONS at Thomson Reuters ........................................................................ 10

2.1.4 Volume- Variety Mix for Thomson Reuters ............................................................................... 10

Critical Linkage of Business and Operation Strategy........................................................................................ 11

3 Strategic Lay Out Decisions at Thomson Reuters ................................................................................ 12

3.1 Layout Positioning and Selection .......................................................................................................... 12

3.2 Use of Technologies .............................................................................................................................. 14

3.2.1 Virtual Prototyping ....................................................................................................................... 14

4 Exploitation of VALUE CHAIN at Thomson Reuters ............................................................................. 15

5 Quality .............................................................................................................................................. 17

5.1 Qualityas an Indispensible performance objective ........................................................................... 18

6 Conclusions ....................................................................................................................................... 19

7 References ........................................................................................................................................ 20


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1. Business Strategy & Operational Strategy A critical Review

1.1 Organisational ProfileRated as no.1 brand among ................... Intelligence which

amalgamate the industrial expertise with novel technology to transport critically processed

information for potential decision ..................... Finance, law, tax, accounting, media, healthcare and

sciences (thomsonreuters.com, 2010)

1.2 Business StrategyHellen (ezinearticles.com, 2010) splits business strategy into .......................

1.2.1 MissionProcessing Information via hi-tech for provision ofKnowledge to act

1.2.2 Core CompetenciesThomson Reuters highlight the core issues of world today as made up of global challenges and

opportunities. Reuters tend to assemble facts, ..................... problems, decoding messages so as to

patronage potential Professionals in pursuing passion, resolving conflicts, acquiring and practice the

knowledge transformed by information ............... actions. Following are missionary objectives

Innovative tools and real time solutions of ....................... reporting of unbiased news with

billions of people each day

Supplying ..... to promote the rule of law

Transparency to .............................

Enhancing the efficiency and effectiveness of health care

Fuelling Science to solve worlds problem (media.thomson.com.edgesuite.net, 2010)

1.2.3 Differentiation from CompetitorsOldest in terms of existence in .................... in terms of Reputation, vast resources, aggressive strategy and

tends to coping up with technological novelty (thomsonreuters.com, 2010).

1.2.4 IndustryFalls in Business to Business category; operates in publishing, information analysis, business applications,

professional software and media news services to Businesses, .................., institutions, government,

broadcasters and other media subscribers. Media is fastest growing industry and organisation providing

the feed to ..................... be very swift expeditious and authenticated; therefore Thomson Reuters intends

to feed media and fill information technology and communication (ICT) gaps within and across the industry

(thomsonreuters.com, 2010).

1.2.5 Areas of OperationsThe areas of operation are based upon following organisational ............................., Marketing sales

department etc with specified revenue and resource allocation and detailed operational planning for projectedYears.


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Page | 6Thomson Reuters

Marketing

Division

Sales &

TrainingEnterprise

Investment

& AdvisoryMedia

Professional

Division

LegalTax &

Accounting

Health care

& Science

1.2.6 Financial ReflectionFinancial Plans are aligned with business and operational strategy to speculate the expectations resultassumed to be done by CFO. These plans .................. basis via meetings with .................. stakeholders to track

results and ensure the appropriate allocation of resources.

1.2.7 HISTORICAL GLIMPSEStarted back in 1799, in London, founded Sweet & Maxwell legal publishing. Half a century

later Paul Julius Reuter arrived in picture, opened an office started with transmitting

quotations and informational news of stock market via telegraphic cable. In 1858 several

offices were set ................. was re-enacted as a private organisation. Seven years later radio

was opted as a communication channel. Parallel goes the story of Roy Thomson started withthe acquisition of newspaper ........................... Publication

establishment in 1961. The journey continued and Thomson sold The

times of London in .................................... of mergers and acquisitions. Reuters launched

Reuter messaging in 2002 and Reuter knowledge in 2003, with several mergers and

acquisitions till 2007 when Reuters Group Plc and The Thomson Corporation pronounced

to step into negotiation and were combined in 2008 to form Thomson Reuters and listed their common

share in New York and Toronto Stock Exchange along with the adoption of International

Financial reporting Standards (IFRS) in 2009 (thomsonreuters.com, 2010).

Organisational Structure Thomson ReutersSource: http://thomsonreuters.com/about/
http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/


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2 Strategic Operations Management at Thomson Reuters

Transformed Resources

Information

Beingprocessed....................

Locatedto each divisional sector of health, taxation, legality, accountancy etc

Change in Possession from ......... to relevant customer organisation

Customers -

Accommodate Companies that purchase the information from Reuters

Material

NEWS

Journals .................

Reports and Illustrations

Market information

Input Output

Transformed Resources

Informationmarket

data

Customers Companies

Material -

Transforming Resources

Operation Managers

Facilities and technology

Customers -

Companies

Design

Plan & Control

Develop

Improvement

Operation

Strategy

Operations StrategicOb ectives

Operations Competitive

role & Position

Operation Management

Operational Strategy
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Transforming Resources

Staff -

Journalists

News Editors

Financial Analysts

.......

IT Personnel

Experts for Each division

Facilities -

High Speed Networking Facility to transmit the information without any hindranceTechnology used by Reuters to ................... delivery of Information

software and .....................

The business strategy lies in being leading font of information intelligence to professionals and businesses

Though fastest medium of communication within seconds

2.1 Operations StrategyofThomson ReutersStrategy in real terms is not tangible until .................... the Thomson Reuters into the environment for long

term competitive advantage (Slack, chambers & Johnston, 2001: p. 64).
http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/http://thomsonreuters.com/about/


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2.1.1 Contents of Operation Strategy

2.1.2 Synchronisation of Vision or strategy into actionsCompetitive Factors for Thomson Reuters

Performance

objectives for

Thomson Reuters

Low price high productivity

of information ...........Cost

High quality i.e. validity and relevance of processed information in

presentable format ............... organisations requirementQuality

Fast Delivery such as stock shares information and indices to be

efficient enough in ................Speed

Reliable in-time delivery i.e. to sure provision of updated intellectual

asset through knowledge .............................Dependability

Capacity to change in time, range and volumeFlexibility

Operations

StrategyOf

Thomson

Reuters

Top DownPurely based on corporate business

strategy

Allocation of investment in

technology and media intelligence

Following business ...................

Capacity expansions such as

language based web pages for

various countries

Market Requirement

Addressing News for right issues

Categorising information

processing sectors on the basis

of market need

........................

High paced technological

innovation for easy storage and

reprocessing for clients usage

Operation ResourceInformation Provision to

media, newspapers,

financial ................,

news channels & othermonetary organisation

publish journalresearch papersstart own newschannel

Bottom Up

Emergent strategy based on day-

to-day operational experience

Need of information via ..........

Routine Business activities such as

collection, storage, process andfurnishing information to

customers
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2.1.3 TYPOLOGY OF OPERATIONS at Thomson Reuters

Despite of basic similarity in all operations,they can however be different in terms of:

Volume Dimension is somehow medium

to low as .............. low due to rapid

development of technology and diverse

business clients

Variety Dimension is enough high due to

several divisions of intelligen............

Demand Variation is however low due to

day by day ............ media, informational

and technological influence from macro

to micro levels.

Visibility Dimension is low since final

delivery .................. by TR is often remote

or online.

2.1.4 Volume- Variety Mix for Thomson Reuters High level of customised service followed by only targeted and client organisations to whom reports and

information is provided rather than a mass target (Slack et al., 2007: p. 94); therefore low Volume is a

valid assumption. Moreover, Higher variation can be assumeddue to differences in sources of information

i.e. different points of news ................ of information required Check point is being used by Thomson

Reuters as a tax and accounting research device for .......... guideline whereas Thomson Pharma, BINDplus,

Agro Patent Fast-alert are for Health and Science division. Similarly in terms of delivery alone, Checkpoints

not only aims to provide ..............., FASB, SEC, IASB etc., along with others as BNA, IBFD WG&L etc.; but

also link it with UltraTax CS, ONESource and compliance software and e-Form RS to provide greater insight

for Professional clients (thomsonreuters.com, 2010). This creates higher levels of sporadic process flow

and intricate the tasks making them assorted.

Low Highariety

Low Highisibility

Low Higholume

Low Highemand Variation
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Thomson Reuters Indices - Deliver data content product and services along with indices to the

companies. They have now developed own ........................ Indices for the potential investors

Passive or beta generating ................... Indices

...............

Also offer

Custom Index development Services

Outsources Index ................

Critical Linkage of Business and Operation Strategy Based on above assumptions, ina nut shell, the use of Technological novelty has very high impact in strategic .................... The operational

processes clearly seem to be lead by .................... end products are all technology based for informational

intelligence provision to Business Subscribers to support critical decision making

However, the costing ................. well defined. Based on above suppositions it can be summarised that

Thomson Reuters is advocating Differentiation strategy which is illustrated not only through business

scheme but further validated by low volume, higher ................... visibility.

Mass Services

Services Shops

Professional Service Business to business therefore low

volume, limited clients

High Variety due to many .................

is quite intermittent due to high

variation in market conditions and

demand

Processing of data collection from

various sources, storage and delivery

is always complex tasking.

ii

i

l

Low Volume High

High Variation low

i

l

I

i

Volume Variety Mix Matrix for Thomson Reuters

Source: Slack at el. (2007: p.94)
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3 Strategic Lay Out Decisions at Thomson ReutersThe choice of layout is ...................... decision since it does not change frequently, moreover changing layout

impact not only the organisational working, costing but clients as well (NCC SOM Lecture no. 6-6.4).

3.1 Layout Positioning and SelectionFor smooth operational flows the positioning of market data, estimates, collected news and information by

Thomson Reuters agents has to be ..................... allocation of tasks to the ............................ These two, only

together can ensure hinder-free flow of intelligent information Production across the Thomson Reuters (Slack

et al., 2007: p. 187)

It can be assumed that Layout type for Thomson Reuters can be of Hybrid of following

Fixed Position ........................ Divisional Offices, trading rooms, TR- Library, specialised departments,

Information management tools etc. for physical output generation, refreshing areas, Food and

Recreation (YouTube, 2010).

Fixed Position Layout for Thomson Reuters

Researchers own creativit
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Process Layout Low volume and higher variation along with complexity is lead by sequential series of

processes and integration of multi-................. processing, making process layout an essential

requirement for operations as Thomson Reuters via multi monitor computers, highly integrated

information systems etc (referenceforbusiness.com, 2010)

Cell Layout Several functions within one professional or marketing division are assumed to be

integrated together through Group Technology (referenceforbusiness.com, 2010). Such as an

assumption can be made for ..................... globe via News force; categorised into sub-heads as world,

business & finance, sports, Topical, Lifestyle, health etc. Each subhead process, upgrade, classify and

furnish the news into various formats through Digital Syndication; along with Infographics

customisation, critical appraisals ........................... via Reuters 3000 Xtra, Thomson Reuters DataScope

etc, hand over to professional clients or printing in Newspapers(thomsonreuters.com, 2010).

The working area can be overcrowded in trading and operational rooms of fixed position layout with narrow

span of control specifically for trainers ........ data processing can be made more portable though cloud

Process & Cell Layout for Thomson Reuters

Researchers own creativity
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computing and virtual organisational concept hence transferring fixed position layout into Process layout

(referenceforbusiness.com, 2010; YouTube, 2010). The Process layouts are to be specifically aimed at cutting

down cost via shared facilities, records and jobs with improved communication process based upon the

flexibility of Thomson Reuterss operational management. ......................... Lower volume incurs high costing in

batch processing of reports, news in terms of in-process inventory. Routings and fluctuating schedules have to

be explicitly clear. ............................ to reduce cost and increased flexibility along with cross-trained

employees which may cut down boredom factor; however specialisation is questionable, which can be

adjusted via autonomy.

3.2 Use of TechnologiesTechnology is the fundamental ............... gives Thomson Reuters a competitive edge for distributing intelligent

information. Therefore they are already equipped ................. product is technology based whether it is

Reuters 3000 Xtra ................ Trading

Key Cite; Westlaw............... for Legal ResearchOmgeo for Enterprise Information

First Call for Investment & Advisory

CS Professional ................ Tax and Accounting

Newswires and Digital Syn...........ns for Media

Thomson .................. and Sciences

Are all engraved and embedded in their ................ for clients functional support through Technology

and multimedia (thomsonreuters.com, 2010).

However to keep upgraded and for competitive edge over rivals such as Bloomberg, it is essentially requisite to

cope up with new technological innova.................are bound to keep upgrading operational process design,development and delivery to sustain the operational led strategy.

Reuters Insider has been launched as video on demand, this early May 2010. Reuter insider targets the

financial professional to leverage financial content or enterprise information with the help of 150 partners by

venturing into the monarchy of video, virtual road shows, research ........................ market commentary,

multimedia ................ internet based ...................... It is projected to be involved in live chats with the

presenters and subscribers can distribute and publish their multimedia substance with the help of webcam,

along with Reuters Insider ................... in global financial community

Online customised web video service can be plugged with the graphics, articles or data as well which can benavigated while video being played (................... available after thorough index check on Reuters system 24/7

breaking news and can be sorted or searched through simple .................(paidcontent.org, 2010)

3.2.1 Virtual PrototypingIt is of great effectiveness in saving time and costing for TR. For instance Reuter Insider provides a demo for

subscribers to overview that illustrates the .............. results in a systematic way to facilitate and accelerate

decision making on one hand and promoting the product ................... non-subscribers at

marketing.insider.thomsonreuters.com (2010) however is susceptible to imitation by competitors.

Technological limitations have greater influence on layout positioning while Information and CommunicationTechnology has to be flexible for hot-desking and workstations. Automated warehouses and quality control,
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Page | 15

online registrations, internet based supply chain, remote diagnostic assistance and e-product development

requires critical expertise and .............inds within the workforce which tends to increase the operational cost

with eventual increase in product pricing (NCC SOM Lecture no. 12.18 - 12.20).

4 Exploitation of VALUE CHAIN at Thomson ReutersFeller, Shunk & Callarman (2006) distinguish value chain from Supply chain as a value generation or

product/service delivery. Value flows from the recipient of resources i.e. Business Professionals and client

media organisation ...................... while supply chain proceeds from the Thomson Reuters towards the

customers via provision of intelligent information. Various value forms in B2B commercial transactions of

Thomson Reuters can be illustrated as

Technical Value intrinsic to the resource i.e. regardless of resource. For Business Clients the delivery

of critical information via innovative ................... value of vital importance due to rapidly changing

international markets.Organisational Value The Brand name, collaboration with 150 partners, worldwide newswire, ,

Sponsoring Mike Weir- Canadian ................... value of Thomson Reuters for Business clients providing

competitive advantage over Bloomberg

Personal Value - Unbiased information gathering processing and dissemination to the subscribers,

unreliable news adaption and .................. been pronounced clearly in Thomson Reuters Trust

Principles to retain value and commitments for and with the subscribers (thomsonreuters.com, 2010).

Market Value With dividend rate of US$ 0.2900, Annual Revenue for Year 2009 US$ 12.9 billion,

Presence in 100 countries .................... market value for share holders and Investors via revenue

generation and value creation for news and media client business partners. Bi-annual Directors

meetings and close check through Thomson Reuters ....................... to maintain the current value

(thomsonreuters.com, 2010).

Paavilainen (2001: p. 213) stresses Reuters has been moving up across the value chain to get your hands on

customer relationship rather than ............... consequently developing brand image on one hand along with

generation of added revenue from partner operators.

Porter (1985: p. 36) put forward the value chain concept i.e. adding value through the set of activities where

each activity or micro-operation ......................... or service within a business firm unit obscuring significant

springs of competitive advantage.
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Suppo

rtActivitiesat

Primary Activities at Thomson Reuters

Based on activities, such as..... Orientation department, Research & Development, etc.

HR Planning, Job analysis ........cruitment, Selection, training, Internships, Hiring, Operation

managers, Project Managers, Consulting services, Technical maintenance & IT Ex perts etc are

tend to sourced as well

Through Research and Development to manage, process and deliver information, services and

products: telecommunication, Office aut..........nt etc.

Technical equipments, Publishing Press equipments, financial data, market information, ..........

TRs Human Resource

Management

TRs Technology Development

TRs

Procurement

TRs

Infrastructure

MARGIN

MARGIN

Inbound

Logistics

Operations Outbound

Logistics

Marketing

&Sales

Service

Receiving,

Subscriptions,

contents,

.........

multimedia and

online

operations etc

Demonstration,

remote diagnosis,

Upgradation,

Value addition,

............

User friendly and

sophisticated flair,

etc

Reports,

broadcasts,

graphical and

..........

Advertising,

Promotions,

Channel selection,

Virtual .

Collection of data,

Verification of

resources,

...... of

information,

Transforming in Hi-

tech,

presentations, etc

Porters Value chain for Thomson Reuters

Source: Porter (1985: p. 37)
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5 QUALITYConsistence conformance to consumer expectations is one of the ways to define the term quality (NCC SOMLecture no. 9- 9.20). Parasuraman et al (1988) declares the difference between expected and perceived

quality as quality gap; wherein satisfaction of expectation ........... of global verdict pertaining to the pre-

eminence of product or service preference (Grigoroudis & Siskos, 2003: p. 69). Since Thomson Reuters offers

a combination of............and delivery channel

SERVEQUAL 5 dimensions can help assessing the perceived and expected quality ofproduct which in turn can

be collaborated to arrive at ............. Gap model. The five area are appraised as:

In the framework ofGhobadian et al (1994), Thomson Reuterss service quality can be assumed to appraise as:

Inseparability of Production & Consumption: thorough check on informational resources and

processing data is requisite along with critical check on sensitive business issues since any wrongdisseminated news to any ............ own image bur also the subscriber client and further to others can

be adversely affected to a great deal

Intangibility Quality in prior can be gauged via virtual prototyping. However frontline experts and

online demonstrations must .

Perish-ability data can be comparatively more perishable than information and knowledge,

depending upon the . ..................................

Heterogeneity Highly variable from professional or markets departments to client organisations on

hourly even on ............... etc. (Grigoroudis & Siskos, 2003 : p. 70).

Reliability of information source, encoding of ............

Assurance

Capability of Thomson Reuters to convert transform, manage knowledge and disseminate therequisite, relevant, .....and services efficiently to broad casters , news agencies and subscribers.

Tangibility

of Products should be smart updated hi-tech for instance compatibility of software applicationswith latest innovations as .......... single click transfer, storage and broadcast

Empathy

Thomson tends to value its customers, business parteners and subscriberrs, however the

emphasis seems to be ..........can be evaluated via differentiation strategy

Responsivene

ss

Encompasses the areas of operational activities which reflects willingness to .......diagnostics;little more emphasis re requisite via developing call centre or online chat to facilitate potentialsubscribers
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5.1 Quality as an Indispensible performance objectiveFerdows and Meyers (1990) put forward Sand cone model theory which is the promoter of prioritising

performance objectives in specified .................. is defined first

Quality should be the core from lay out designing, positioning, supply chain, value chain, E-business,E-procurement, capacity planning........... distribution of Intelligent information

Quality + Dependability The in-time delivery of intellectual property to either external or internal

customers itself related to consumer ........ dependability layer cannot stand unless quality is poured as

mainstay.

Quality + Dependability + Speed Speed .......... and news transfer again is dependenton timeliness

dissemination and useless without quality bastion (web.hec.ca, 2002).

Quality + Dependability + Speed + Flexibility If ....................... with quality flair in each to generate

real value for the subscribers.

Quality + Dependability + Speed + Flexibility + CostCost reduction can only be made feasible if

quality in terms of consistency prevailspromised ............. transformed in delays or cancellation since information

requirement in the market are ............. changes due to information and developed

communication technology across the orb

Speedy completion and .......................... agencies or media subscriber a competitive

edge in their own business, else non-effectiveness and bottlenecks in supply chain

would not help covering cost

Increased volume of ...................... prcised variation with quality output is the most

relevant means of reducing cost

Additionally, according to Mesnard and Pfohl (2000), other factors are being ............... as the essentials of

theoretical underpinnings as:

Reactivity To speculate the ............... here in terms of upcoming events, unexepected incidents,technology etc

Quality + Dependability

Quality

Dependability

Speed

Flexibility

Cost

Quality

Quality + Dependability + Speed

Quality + Dependability + Speed + Flexibility

Quality + Dependability + Speed + Flexibility + Cost

Sand cone model

Source: Slack at el. (2007: p. 293)
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Page | 19

Agility Thomson Reuters need to keep flexibility for emergent strategy to cope up with market

changing and requirements of structure ..........

Efficiency by synchronising and systemising ......................tasks to eliminate waste and fade out the

variable cost

Intelligence maximum ..................... can start their own news channel to penetrate the market

6 ConclusionsAssumptions based on evidences from.................. ............. down the line conclude that

Business Strategy needs bit more .............. Typology of Operations.

Thomson Reuters, due to its business strategy of informational intelligence distribution seems to be

performing below its capacity output i.e. under-exploitation of Resources. For Instance, the company

can launch its own News Channel or .......... help expanding market share and revenue generation

through advertisements and promotional campaigns via channel

Quality analysis needs to be executed through quality gap evaluations. The improvement type has to

be breakthrough in business ........................ in operational due to frequently changing technology and

market requirements
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Operations and Strategy with Nigel Slack(2010) [Online]

Available from:

http://www.youtube.com/watch?v=ZRcDVm6G50Y (Accessed on April 26, 2010 at 2312)

Nancy Davis Kho, Reuters Insider: Video on Demand(2010) [Online]

Available from:

http://web.vivavip.com/forum/LiveWire/read.php?i=29001 (Accessed on April 14, 2010 at 0834)

Reuters Introduces Online VOD Plat Aimed at Subscribers (2010) [Online]

Available from:

http://paidcontent.org/article/419-reuters-introduces-online-vod-platform-aimed-at-subscribers/

(Accessed on April 15, 2010 at 1005)

Sponsorships, Thomson Reuters (2010) [Online]

Available from:

http://thomsonreuters.com/about/sponsorships/?view=Standard(Accessed on April 16, 2010 at 2302)

The Trust Principles, Thomson Reuters (2010) [Online]

Available from:http://thomsonreuters.com/about/tr_trust_principles/?view=Standard(Accessed on April 16, 2010 at

1109)
http://www.youtube.com/watch?v=ZRcDVm6G50Yhttp://web.vivavip.com/forum/LiveWire/read.php?i=29001http://paidcontent.org/article/419-reuters-introduces-online-vod-platform-aimed-at-subscribers/http://thomsonreuters.com/about/sponsorships/?view=Standardhttp://thomsonreuters.com/about/sponsorships/?view=Standardhttp://thomsonreuters.com/about/tr_trust_principles/?view=Standardhttp://thomsonreuters.com/about/tr_trust_principles/?view=Standardhttp://thomsonreuters.com/about/tr_trust_principles/?view=Standardhttp://thomsonreuters.com/about/sponsorships/?view=Standardhttp://paidcontent.org/article/419-reuters-introduces-online-vod-platform-aimed-at-subscribers/http://web.vivavip.com/forum/LiveWire/read.php?i=29001http://www.youtube.com/watch?v=ZRcDVm6G50Y

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