Design an Electronic Market Framework Using
Digi Connect ME 安全嵌入式模块系列商品介绍说明书
DC-ME-NETThe industry's first interchangeable secure wired and wireless embedded modules with plug-and-play functionality and comprehensive development tools for custom applications make it easy to add embedded web-enabledwired and wireless network connectivity.The advances of personal computers and the proliferation of the Internet have laid thegroundwork for an era in which billions of networked electronic devices will work invisibly and jointly with each other and with people. The introduction of wireless technology into the rapidly emerging world of ubiquitous networking creates a new dimension of network collaboration that complements existing wired infrastructures. Making the right network technology decisions is a key factor for market success and defines the competitive edge of your products.The Digi Connect ME family of secure embedded modules enables original equipmentmanufacturers to keep pace with ever-evolving networking technology by delivering complete and versatile embedded network connectivity solutions. They are cost effective and easy to implement in existing and new product designs, while powerful enough to meet future product performance needs for a wide range of applications. These include retail systems, security/access control, medical devices, building/industrial automation, warehousing, and transportation systems.Based on a common platform design approach, the Digi Connect ME and Digi Connect Wi-ME embedded modules offer seamless software and hardware migration. The family's form factor compatibility allows the "drop-in replacement" of a wired or wireless module in your product design. In combination with the true long-term product availability and state-of-the-art wired and wireless security capabilities like SSL/TLS and WPA/WPA2, the Digi Connect ME family is the ideal choice to instantly network-enable your products.Built on Digi's leading 32-bit NET+ARM processor technology, the Digi Connect ME family offers serial-to-Ethernet functionality through Digi’s plug-and-play firmware, and the freedom and flexibility of professional embedded software development provided by the easy-to-use,cost-effective and complete Digi JumpStart Kits ™for NET+OS ®and Microsoft ®.NET Micro Framework .Product BriefOverviewFeatures/Benefits•Highly integrated 32-bitnetwork co-processor module •Family of interchangeable and pin-compatible solutions •2/4 MB Flash and 8MB RAM •High-speed serial interface with up to 230 kbps throughput • 5 shared GPIO port options •10/100 Mbit Ethernet or 802.11b with WPA2/802.11i •Pre-certified radio reduces cost/risk and time-to-market •Industrial operating temp and FCC Class B low-emission design •NIST-certified 256-bit AES encryption based on SSL/TLS •ThreadX ®-based NET+OS and .NET Micro Frameworksoftware development platforms •Digi plug-and-play firmware option eliminates software development effort •Digi's own ARM processor and WLAN technology for true long-term product availabilityDigi Connect ME ®FamilyWired and Wireless Embedded ModulesDigi Integration Kits provide everything needed for evaluation, rapid prototyping and integration of Digi Connect embedded modules using the feature-rich and field-proven Digi plug-and-play firmware.The Digi plug-and-play firmware in combination with the design of the Digi Connect ME and Digi Connect Wi-ME modules dramatically reduces time-to-market by eliminating time-consuming embedded hardware and software development. They deliver instant and fully transparent wired and wireless device server networking functionality for all existing and new product designs, and allow you to quickly network enable your products.Digi plug-and-play firmware offers industry-leading features such as a robust TCP/IP stack with support for IPv4 and IPv6, universal IP address assignment, integrated web server, a web user interface with privatelabeling/branding options, user management, custom Java applet support,user file system, NIST-certified 256-bit AES encryption, SSL/TLS, SSH,Modbus, intelligent device management via SNMP , configurable e-mail alarms, and Digi’s patented RealPort ®COM/TTY port redirection.Development KitsThe easy-to-use, cost-effective and complete Digi JumpStart Kits for NET+OS deliver a royalty-free turnkey solution for embedded software development based on the ThreadX Real-Time Operating System (RTOS).With over 400 million deployments in products worldwide, ThreadX is one of the most reliable and field-proven RTOS solutions available. In addition to ThreadX, NET+OS provides the integrated building blocks needed to create secure and fully network-enabled product solutions using Digi embedded modules and microprocessors. This includes a dual-modeIPv4/IPv6 TCP/IP stack, integrated web server, SNMPv3, POP/SMTP mail,PPP , XML, LDAP , SSL/TLS, Ekahau RTLS, and support for enterprise-grade WPA2/802.11i wireless LAN security.Digi ESP ™for NET+OS, the Microsoft Windows-based Integrated Development Environment (included), offers an easy-to-use graphical interface with editor, single-step debugging, managed make files, build environment, online help, and innovative features.D I G I J U M P S T AR T K I T FO R N E T +O S 7.X : O V E R V I E W•Complete kit for product evaluation,rapid prototyping, and integration •Transparent wired and wireless device server functionality •Digi plug-and-play firmware eliminates embedded software development effort •Strong, standards-based wired and wireless security out-of-the-box •Full private-labeling/branding supported out-of-the-box•Royalty-free turnkey solution for embedded software development •Built on field-proven and compact ThreadX Real-Time Operating System •Fully integrated, standards-basedsecure wired and wireless networking •Professional state-of-the-art software development tools using Digi ESP or Green Hills MULTI* IDE •Seamless migration to other Digi NET+ARM modules and processorsD I G I P L U G -A N D -P L A Y I N TE G R A T I O N K I T : O V E R V I EWD I G I J U M P S T A R T K I TF O R .N E T M I C R O F R A M E W O R K : O V E R V I E W•Complete and royalty-freeembedded development solution •Robust managed code environment based on .NET programming model •Digi-exclusive TCP/IP network stack and platform-specific extensions •State-of-the art software development using Microsoft Visual Studio 2005The Digi JumpStart Kit for Microsoft .NET Micro Framework 2.0 provides an easy-to-use and complete off-the-shelf solution for Microsoft .NET Micro Framework embedded software development, including a fully functional 90-day trial of Microsoft Visual Studio ®2005.Built on the .NET foundation and optimized for use in small intelligent devices,the .NET Micro Framework combines the reliability and efficiency offered by a .NET enabled managed code environment, Digi’s exclusive and completesupport for TCP/IP network connectivity, the strength of the C# programming language, and the professional Microsoft Visual Studio 2005 development tools.The seamless integration with Visual Studio makes rapid embedded application development instantly accessible to software designers with experience on the traditional Microsoft desktop and server operating system platforms.*Requires purchase of third party product.See website for additional information.Development Kits•Digi Connect ME or Digi Connect Wi-ME module - 2 MB Flash, 8 MB SDRAM •Development board- 1 RS-2323 serial port, GPIO configuration/test switches (hi/lo), screw terminal for GPIO signals, status LEDs (serial, GPIO, power), logic signal header, test points, reset button, 9-30VDC power supply w/Power-over-Ethernet support (mid-span)•Digi Connect Integration Kit CD-Device discovery tool w/source code, device configuration wizard w/source code, RCI library, device discovery (ADDP) library, Java applet sample source code, C/C++ sample source code (TCP , UDP , SSL)•Documentation-Getting started, hardware reference manual, development board schematics Digi Connect user’s guide, command line reference, RCI specification •Power supply and accessories-External wall power supply (110/240VAC to 12VDC @ 850 mA) with interchangeable outlet adapters (North America, EU, UK, and Australia), crossover serial cable, Ethernet cable or 2 dBi dipole antennaDI G I P L U G -A N D -P L A Y I N T E G R A T I O N K I T : C O N T E N TS•Digi Connect ME or Digi Connect Wi-ME - 2 MB Flash, 8 MB SDRAM •Development board- 1 RS-2323 serial port, GPIO configuration/test switches (hi/lo), screw terminal for GPIO signals,status LEDs (serial, GPIO, power), logic signal header, test points, reset button, 9-30VDC power supply w/Power-over-Ethernet support (mid-span), JTAG header and RS-232 console/debug port (JTAG modules)•Digi JTAG link USB 2.0 hardware debugger •Digi NET+OS CD-NET+OS 7.x, Digi ESP IDE, BSP source code, sample code, Green Hills MULTI* IDE support, documentation •Documentation-Quick start guide, Digi ESP tutorial, NET+OS porting guide, NET+OS API documentation, Advanced Web Server, hardware reference manual, development board schematics •Power supply and accessories-External wall power supply (110/240VAC to 12VDC @ 850 mA) with interchangeable outlet adapters(North America, EU, UK, and Australia), JTAG adapter, crossover serial cable, Ethernet cable or 2 dBi dipole antenna * Requires purchase of third party product. See website for additional information.D I G I J U M P S T A R T K I T F O R NE T +O S 7.X : C O N T E N T SD I G I J U M P S T A R T K I TF O R .N E T M I C R O F R A M E W O R K : C O N T E N T S•Digi Connect ME- 2 MB Flash, 8 MB SDRAM •Development board- 1 RS-2323 serial port, GPIO configuration/test switches (hi/lo), screw terminal for GPIO signals, status LEDs (serial, GPIO, power), logic signal header, test points, reset button, 9-30VDC power supply w/Power-over-Ethernet support (mid-span)•Digi .NET Micro Framework CD-Platform support, templates and samples, documentation •Microsoft .NET Micro Framework SDK CD•Microsoft Visual Studio 2005 CD with 90-day trial license •Documentation-Quick start guide, getting started guide, hardware reference manual, development board schematics •Power supply and accessories-External wall power supply (110/240VAC to 12VDC @ 850 mA) with interchangeable outlet adapters (North America, EU, UK, and Australia), crossover serial cable, Ethernet cable or 2 dBi dipole antennaFeatures/Specifications91001258D2/1207© 2004-2007 Digi International Inc.Digi, Digi International, the Digi logo, the When Reliability Matters logo, Digi Connect, Digi Connect ME, Digi JumpStart Kit, Digi ESP , NET+,NET+OS and RealPort are trademarks or registered trademarks of Digi International Inc. in the United States and other countries worldwide. ARM and NET+ARM are trademarks or registered trademarks of ARM Limited. Microsoft, Windows and the Windows logo are trademarks or registered trademarks of Microsoft Corporation in the United States and/or other countries. All other trademarks are the property of their respective owners.Digi Internationa l11001 Bren Road E.Minnetonka, MN 55343U.S.A.PH:877-912-3444952-912-3444FX:952-912-4952email:*************Digi Internationa l France31 rue des Poissonniers 92200 Neuilly sur Seine PH: +33-1-55-61-98-98 FX: +33-1-55-61-98-99www.digi.frDigi Internationa l KKNES Building South 8F 22-14 Sakuragaoka-cho,Shibuya-kuTokyo 150-0031, Japan PH: +81-3-5428-0261FX: +81-3-5428-0262www.digi-intl.co.jpDigi Internationa l (HK) LimitedSuite 1703-05, 17/F .,K Wah Centre 191 Java RoadNorth Point, Hong Kong PH:+852-2833-1008FX: +DIGI SERVICE AND SUPPORT - You can purchase with confidence knowing that Digi is hereto support you with expert technical support and a strong five-year warranty. /supportDigi International , the leader in device networking for business, develops reliable products and technologies to connect and securely manage local or remote electronic devices over the network or via the web. With over 20 million ports shipped worldwide since 1985, Digi offers the highest levels of performance, flexibility and quality.ModelDigi Connect ME Family Integration KitDigi Connect ME Family Digi JumpStart Kit for NET+OSDigi Connect ME Digi JumpStart Kit for .NET Micro Framework See Digi website for complete list of available part numbers.Digi Connect ME DC-ME-KT DC-ME-NET DC-ME-MFDigi Connect Wi-ME DC-WME-KT DC-WME-NET N/AM O D E L......................P A R T N U M B E R S•FCC Part 15 Class B, EN 55022 Class B•EN 61000-3-2 and EN 61000-3-3•ICES-003 Class B, VCCI Class II,AS 3548•FCC Part 15 Sub C Section 15.247•IC RSS-210 Issue 5 Section 6.2.2(o)•EN 300 328, EN 301 489-17•UL 60950-1, EN 60950 (EU)•CSA C22.2, No. 60950•EN 55024R E G U L A T O R Y A P P R O V A L SDigi Connect ME• 3.3VDC @ 250 mA typical (825 mW)Digi Connect Wi-ME• 3.3VDC @ 400 mA max (1.32 W)P O W E RR E Q U I R E M E N T SDigi Connect ME•Operating temperature:-40° C to 85° C (-40° F to 185° F)•Storage temperature:-50° C to 125° C (-58° F to 257° F)•Relative humidity:5% to 90% (non-condensing)•Altitude: 12,000 feet (3,658 meters)Digi Connect Wi-ME •Operating temperature:-30° C to 75° C (-22° F to 167° F)•Storage temperature:-50° C to 125° C (-58° F to 257° F)•Relative humidity:5% to 90% (non-condensing)•Altitude: 12,000 feet (3,658 meters)E N V I R O N M E N T A L•32-bit Digi NET+ARMhigh-performance RISC processor -NS7520 @ 55 MHz•Digi Connect ME on-board memory -2/4 MB Flash and 8 MB RAM•Digi Connect Wi-ME on-board memory - 4 MB Flash and 8 MB RAM •On-board power supervisor •High-speed TTL serial interface -Throughput up to 230 Kbps-Full signal support for TXD, RXD, RTS, CTS, DTR, DSR and DCD -Hardware/Software flow control • 5 shared GPIO ports •Wave-solderable design (no clean flux process)HA R D W A R EWired•Standard: IEEE 802.3•Physical layer: 10/100Base-T •Data rate: 10/100 Mbps (auto-sensing)•Mode: Full or half duplex (auto-sensing)•Connector: RJ-45 w/magnetics •802.3af mid-span power pass-through Wireless LAN•Standard: IEEE 802.11b •Frequency: 2.4 GHz•Data rate: Up to 11 Mbps w/fallback•Modulation: DBPSK (1 Mbps), DQPSK (2 Mbps), CCK(11,5.5 Mbps)•Transmit power: 16 dBm typical •Receive sensitivity:-82 dBm @ 11 Mbps •Connector: 1 x RP-SMAN E T W O R K I N T E R F A CEDigi Connect Wi-ME•Length: 1.945 in (49.4 mm)•Width: 0.75 in (19.05 mm)•Height: 0.735 in (18.67 mm)•WEP (Wired Equivalent Privacy)-64/128-bit encryption (RC4)•WPA/WPA2/802.11i-128-bit TKIP/CCMP (AES)encryption-Enterprise mode (802.1X)°LEAP (WEP only), PEAP ,TTLS, TLS°GTC, MD5, OTP , PAP , CHAP ,MSCHAP , MSCHAPv2,TTLS-MSCHAPv2- Pre-shared key (PSK)W L A N S E C U R I T YDC-ME-NET。
绿色电器英语作文
绿色电器英语作文Title: The Green Revolution in Electronics。
In recent years, there has been a significant shift towards green technology in various industries, and the electronics sector is no exception. The term "green electronics" refers to the development, manufacturing, and use of electronic devices that are environmentally friendly and sustainable throughout their lifecycle. In this essay, we will explore the importance of green electronics and discuss various initiatives and technologies driving this revolution.First and foremost, the adoption of green electronics is crucial for mitigating environmental degradation caused by the electronics industry. Traditional electronic devices often contain hazardous materials such as lead, mercury, and cadmium, which can leach into the soil and waterways, posing serious health risks to humans and wildlife. Additionally, the production and disposal of electronicwaste contribute to pollution and resource depletion. By embracing green electronics, we can minimize the environmental footprint of electronic devices and reduce the negative impact on ecosystems.One of the key principles of green electronics is energy efficiency. Energy-efficient devices consume less power during operation, resulting in lower electricity bills for consumers and reduced greenhouse gas emissions. Manufacturers are increasingly focusing on designing products with energy-saving features such as power-efficient processors, LED displays, and automatic power management systems. Moreover, the proliferation of renewable energy sources such as solar and wind power further complements the goal of sustainability in the electronics industry.Another aspect of green electronics is the use of eco-friendly materials in manufacturing. This includes the substitution of hazardous substances with safer alternatives and the incorporation of recyclable materials into product design. For example, some companies areutilizing biodegradable plastics and plant-based components in their electronic devices, reducing reliance on non-renewable resources and minimizing waste generation. Additionally, initiatives like closed-loop recycling programs enable the recovery and reuse of valuable materials from discarded electronics, promoting a circular economy model.Furthermore, the concept of extended producer responsibility (EPR) plays a significant role in promoting green electronics. EPR mandates manufacturers to take responsibility for the entire lifecycle of their products, from design and production to disposal and recycling. By implementing EPR programs, companies are incentivized to design durable products that are easier to repair, upgrade, and recycle. This not only reduces the amount of electronic waste sent to landfills but also encourages a shift towards a more sustainable consumption model.Innovation is also driving the advancement of green electronics. Researchers and engineers are constantly exploring new technologies and techniques to enhance theenvironmental performance of electronic devices. This includes the development of biodegradable electronics, energy-harvesting technologies, and eco-friendly manufacturing processes. Moreover, initiatives such as the Green Electronics Council's Electronic Product Environmental Assessment Tool (EPEAT) provide a framework for evaluating the environmental attributes of electronic products and promoting transparency in the marketplace.In conclusion, the transition towards green electronics is essential for addressing environmental challenges associated with the electronics industry. By prioritizing energy efficiency, eco-friendly materials, extended producer responsibility, and innovation, we can create a more sustainable future for electronic devices. Through collaborative efforts among manufacturers, policymakers, and consumers, we can accelerate the adoption of green electronics and pave the way for a cleaner and greener world.。
电子商务 外文翻译
B2B e-marketplace:an e-marketing framework for B2B commercePurpose– The purpose of this paper is to provide a clear understanding of the performance of business-to-business (B2B) e-marketplace in conducting e-marketing in the global business environment. The proposed framework is intended to be used as a guide for B2B firms especially small and medium sized enterprises (SMEs) who wish to adopt a proactive approach in the use of information and communication technology for business efficiency and competitive advantage, and those who wish to explore the internet technologies for marketing activities.Design/methodology/approach– Literature from the B2B e-marketplaces and operations of e-marketing fields were analysed,and the findings were synthesised to develop a preliminary conceptual model of e-marketing.The conceptual model was tested empirically through an online survey from various industries in China, Malaysia, and Singapore.Findings– With significant online and offline publications from both academia and industry, there is a growing awareness of the contribution of the e-marketing in the global environment.This new marketing paradigm is reported to reshape the business relationships between both consumer marketers and consumers, improving business processes and enhancing the business exposure in the new markets.Research limitations/implications– The major limitation of this paper is associated with the sample selection. Although the literature findings were international,the empirical study was restricted to China,Malaysia,and Singapore.Therefore,the generalizability of the results may not be applicable for other countries.Furthermore, the majority of the respondents participated were SMEs. Hence, the applicability of findings to large-scale organisations may be limited.Practical implications– The framework allows B2B firms to capitalise and understand the e-marketing opportunities provided by B2B e-marketplace.The framework also offers guidance to marketing managers a most appropriate approach to adopt B2B e-marketplace to perform their e-marketing activities.Originality/value–Based on the need for a framework for e-marketing,this study is significance to:SMEs, marketers,information technology practitioners,and all other stakeholders that adopted the internet and other electronic means for marketing purposes.BackgroundThe development of the internet and the world wide web (www) in the 1990s as a tool for the global sharing of information has opened up new opportunities in marketing practices. “The rapid growth of internet users has made the internet an increasingly important and attractive platform for business transactions”According to the Internet World Stats (2007), by March 2008, the internet user population reached 1.40 billions world wide, an increase of 290 percent in the period from 2000 to 2008 (Figure 1). Many academics and practitioners have emphasized that the internet is a major platform for e-marketing to deal with marketing mixes, which include global accessibility (Laudon, 2002), convenience in updating (Sandeep and Singh, 2005), real-time information services (Harridge-March, 2004), interactive communications features (Chaffey, 2004), and unique customisation and personalised capabilities (Teo and Tan, 2002). Additionally,e-marketing also refers to the use of electronic methods or media to build upon and maintain customer relationship through electronic platforms (e.g. business-to-business (B2B) e-marketplaces) that facilitates the exchange of ideas, products, and services to satisfy both buyers and sellers.Strauss and Frost (2001)support the above statement and suggested that,sales,public relations,direct marketing,and advertising are marketing communication that comprises the crucial components of e-marketing strategy.B2B e-marketplace, as one of the major trading platforms brought by the internet technology has made a significant contribution to the e-marketers.The larger organisations are taking advantages from the vast array ofsuppliers/buyers via the B2B e-marketplace (Stockdale and Standing,2004).However,small and medium sized enterprises (SMEs) are also eager to compete in the electronic environment remain concerns as how theirbusinesses can gain benefits from B2B e-marketplace.With significant online and offline publications from both academia and industry there is a growing awareness of the contribution of the e-marketing in the global environment. Nonetheless, there is limitation on how to explore the opportunities for SMEs in benefiting from the emergent e-marketing practices, derive from the B2B e-marketplace.Review of e-marketing performances in B2B e-marketplaceThe internet is the foundation for B2B commerce that provides the technology and platform to enable this business relationships work effectively.B2B transactions over public and private sectors uses the internet as a delivery vehicle for transactions including;financial transfer,on-line exchanges,auctions,delivery of products, and services (O’Reily and Finnegan, 2007). Many pra ctitioners are predicting B2B commerce is expected to have a massive growth and majority of the organisations will have to give consideration to involve with B2B commerce. Referring to Figure 5, B2B consists of three main elements and the e-marketplace performs the main tasks such as sourcing, automated purchasing, processing to facilitate the sellers and buyers to do business transactions.Laudon and Laudon (2000)stated that B2B e-marketplace refers to the exchange of information,products, services,and payment via the internet between buyers and sellers.B2B e-marketplaces are typically defined as inter-organisational IS through which multiple buyers and sellers interact electronically to identify potential trading partners, select them and execute transactions (Rohmtal.2004). Argued that, B2B e-marketplace is able to remove some of the inefficiency of traditional business functionality and allows partners to streamline their marketing activities by sharing information instantaneously.In recent years,B2B e-marketplace have improved/enhanced the extent of e-marketing activities;providing to all marketers especially to SMEs. Recent studies (Narayanasamy ET al.2008; Pavaloia, 2009) are indicative of the fact that SMEs have started to respond positively to the changes brought about by the internet technologies.While the main concerns of SMEs are related to the generic SMEs characteristics of limited time/resources and expertise,B2B e-marketplace provide a favorable environment for SMEs to;lower operating and marketing cost, better opportunity to promote their products/services,and enrich their overall marketing communications mix. Overall,the benefits of B2B e-marketplace as reported by many academics and practitioners include:reducing search costs by facilitating comparison of price, products, and services(Kandampully, 2003; Bakos, 1998; Kaplan and Sawhney, 2000);.improving production and supply capability (Barua et al. , 1997; Albrecht et al. ,2005);.improving personalization and customization of product offerings (Bakos, 1998);.enhancing customers relationships (Kierzkowski et al. 1996);.reducing marketing costs compare to traditional marketing media (Sculley andWoods, 2001);.reducing numbers of marketing staff (Gloor, 2000).However,the current literatures do not fully explore the issues relating to the performances of B2B e-marketplace from an e-marketing perspective. In addition, much of the research is focused on particular research areas of interest often ignoring the links to others dimensions in particular e-marketing services.Hence,there are concerns that the despite the efforts to promote adoption of B2B e-marketplace from an e-marketing perspective, SMEs are not fully aware of the opportunities and benefits (Stockdale and Standing, 2004). The literature provides insights into the current level of internet-enabler marketing technologies from B2B e-marketplace to the marketers. The online and offline publications from both academics and practitioners indicated that,e-marketing via B2B e-marketplace is a modern marketing practice for buying and selling goods/services,exchange information/ideas via the internet associated with communication and promotional purposes.The frameworks suggested by various authors including Chaffey (2004), Gloor (2000),Kierzkowski et al.(1996) makes a significant contribution to knowledge in the areas of e-marketing that has the potential to create competitive advantage and enhance customer value. However, it appears that there is limited exploitation of such frameworks by industry professional. In order to develop a better understanding of the topic under study,this paper will adapt a multidisciplinary approach by integrating;traditional SMEs marketing,e-marketing,IS/IT,and B2B e-marketplace to develop an e-marketing framework that will offer a greater value for SMEs.B2B 电子商务市场：电子营销的 B2B 电子商务框架背景自上世纪 90 年代互联网作为一种全球共享信息的工具，互联网开辟了一种新的营销模式。
最详细的品牌设计收费价格表
最详细的品牌设计收费价格表1. 品牌策略阶段费用 (Brand Strategy Phase Fees)- 品牌策略研究与分析 (Brand Strategy Research and Analysis): ¥5,000- 目标市场调研 (Target Market Research): ¥3,0002. 品牌定位阶段费用 (Brand Positioning Phase Fees)- 品牌定位报告撰写 (Brand Positioning Report Writing): ¥3,500 - 目标受众定位分析 (Target Audience Segmentation Analysis): ¥2,500- 故事讲述框架设计 (Storytelling Framework Design): ¥2,0003. 品牌视觉设计阶段费用 (Brand Visual Design Phase Fees)- 品牌标志设计 (Logo Design): ¥5,000- 品牌主色调与字体设计 (Brand Primary Color Palette and Typography Design): ¥3,000- 品牌视觉元素设计 (Brand Visual Elements Design): ¥2,5004. 品牌标识系统设计阶段费用 (Brand Identity System Design Phase Fees)- 品牌应用指南撰写 (Brand Application Guidelines Writing): ¥3,500- 名片、信头纸等设计 (Business Card, Letterhead Design): ¥2,000- 其他品牌应用物料设计 (Other Brand Application Materials Design): ¥1,500- 品牌口碑管理策略设计 (Brand Reputation Management Strategy Design): ¥3,000- 社交媒体品牌内容规划 (Social Media Brand Content Planning): ¥2,5006. 品牌标识系统设计调整与优化费用 (Brand Identity System Design Adjustment and Optimization Fees)- 图标或标识调整与优化 (Icon or Logo Adjustment and Optimization): ¥2,500- 其他品牌元素调整与优化 (Other Brand Element Adjustment and Optimization): ¥1,500以上为品牌设计收费价格表，仅供参考。
Microsoft Business Solutions-Axapta 问卷模块文档说明书
The Microsoft Business Solutions −Axapta Questionnaire module allows you to design effective questionnaires quickly and simply without any technical experience. Business managers, human resources personnel and administrative personnel can design and implement basic questionnaires in a matter of minutes. The Questionnaire module supports Web integration, so questionnaires can be deployed via a corporate intranet as well as public websites.Individual questions can be accompanied by instructions to advise the user. They can also bedesigned to handle multiple choice answers as well as free-text answers. Questions can be deliveredsequentially or randomly. Rich media such as pictures, audio and video can also be used to accompany questions.Support for scheduling the questionnaire process It is easy to schedule, or plan, questionnaires for a range of audiences including employees, customers and job applicants. For example, you can design a survey for participants on a particular course by searching in the course table of your database. The planning functionality also offers easy administration of mail correspondence with target groups inside and outside your organisation.Microsoft Business Solutions −Axapta Questionnaire is a powerful tool for designing, constructing and analysing surveys, which also turns raw data into useful information.Key Benefits: • Easy design and execution of questionnaires • Deploy questionnaires via corporate intranets and websites • Turn raw data into useful information through analysis Key Features: • Simple step-by-step approach to questionnaire design • Integrated with the Web • Flexible analytical toolsDesign effective questionnaires quickly and simplyMultiple usesThe Questionnaire module can be used for a range of activities including customer or employee-satisfaction surveys, job development dialogue, ethical and environmental measurements and management and staff testing.Store all your data in one placeThe Questionnaire module allows you to store your knowledge from surveys in the same system that you store your daily business interaction knowledge. This simplifies retrieval and reduces transaction costs. You no longer have to search through a number of spreadsheets or data conversions from other survey systems.As the questionnaire module is an integral part of Axapta the system provides extensive help with finding and addressing target audiences for questionnaires, as long as they are already listed in the system. Customers, vendors, participants in courses, your own employees and job applicants can be selected from your system. You don’t have to pick out specific contact people or course participants but you can search everybody who has ‘Quality Assurance Manager’ as their job title, for example.Analysis of resultsAnalysis is mandatory for large volume evaluations so the Questionnaire module supports a large number of statistical tools such as calculation and graphical functions, including Pivot Graphics.Analyse results from questionnaires immediatelyYou can make a calculation on any data set in a questionnaire, anywhere in a response hierarchy. There is demographic support for all employees, via the Axapta Human Resource (HRM) module, so that you can cross-reference employee groups across organisational dimensions such as gender, age, length of employment in company, working place, role, salary level and so on.For respondents outside of your organisation, demographic data can be cross-tabbed with respondent master data from the Axapta Customer Relationship Management (CRM) module. The information in Axapta is also integrated with Microsoft Excel, which allows for even greater analysis.Compare new data with earlier resultsIf surveys are repeated, you can compare results, as earlier responses are stored as business transactions in Axapta. This makes it easier to compare results and enables variance and development tracking.Questionnaires can also be used as tracking for management. Whether it is leadership/manager evaluation or business excellence surveys, the results can be easily measured in the Balanced Scorecard module. Data is easy to analyse from within the module or via an On-Line Analytical Processing (OLAP) interface in third party software.One evaluation toolThe questionnaire system supports all business functions that are represented in Axapta, and works closely with modules such as CRM – Telemarketing, HRM, Employee Development for Enterprise Portal and Balanced Scorecard. This means that the module can be used to communicate with your customers, your vendors or your suppliers. You have one evaluation tool across your entire business, and it is ready to cross analyse with your existing business information.Easy to useTraining is simple and inexpensive. As your employees are already familiar with the user interface and terminology, they only need one training course. At the same time, employees across the organisation can share knowledge on how to design and execute surveys.Microsoft Business Solutions−Axapta Enterprise Portal is a Web solution which seamlessly connects your employees, customers and vendors with your business while reducing information overload and making tasks less complex.• Anytime, anywhere access to data• Connect instantly with only Web access• Intuitive Web layout and browser functionality for walk-up usage• Greater visibility for everyone• High ROI - deploy Intranet, Extranet, and Web solution as needed without hassle• No need to buy third party softwareContact your partnerShould you wish to find out more about Microsoft Business Solutions—Axapta, please contact our Internal Sales Team on 0870 60 10 100 where they will be pleased to put you in contact with a certified Microsoft Business Solutions Partner. If you are already a Microsoft Business Solutions customer please contact your Certified Microsoft Business Solutions Partner.About Microsoft Business SolutionsMicrosoft Business Solutions, which includes the businesses of Great Plains®, Microsoft bCentral™ and Navision a/s, offers a wide range of business applications designed to help small and midmarket businesses become more connected with customers, employees, partners and suppliers. Microsoft Business Solutions applications automate end-to-end business processes across financials, distribution, project accounting, electronic commerce, human resources and payroll, manufacturing, supply chain management, business intelligence, sales and marketing management and customer service and support. More information about Microsoft Business Solutions can be found at:/uk/businesssolutionsAddress:Microsoft Business SolutionsMicrosoft CampusThames Valley ParkReadingBerkshire RG6 IWG***********Key Features DescriptionEASY TO USE • Intuitive layout and structure• User-adjustable menu• User-adjustable layout of master files and journals• Windows commands incl. ‘copy and paste’ from and to Axapta• Direct access to master files from journals• Advanced sorting and filter options• Built-in user help including an integrated manual• Option to mail and fax directly from Axapta• Application can be run in different languagesDESIGN AND EXECUTION • Rapid design and deployment of surveys• Individual questions can be accompanied by instructions to advise the user• Each question is linked to an answer mode identified by text, date, numeric value oran answer collection defined by the questionnaire administrator• It is possible to enable free-text answers to any type of question• Response options can be openly defined• Multiple choice or data types• When designing a questionnaire, the questions can be delivered sequentially or inrandom order• Possible to show the percentage of questions in a specific questionnaire that need tobe answered in order to obtain a valid result• Questions can be accompanied by rich media (pictures, audio video, etc.)• Hierarchical questions can be validated• Response groups can be presented sequentially or randomly• Management of access control and user profilesSCHEDULING • Management of questionnaire planning• Easy planning of employees and other individuals in surveys related to applicants,business partners, course participants, networks or organisations• Mail correspondence with all respondents before, during and after response• Online tracking of respondents and responsesREPORTS AND QUESTIONNAIRE ANALYSIS • Response history by questionnaire and individual• Advanced statistical analysis tool supporting: SUM, AVG., MIN., MAX. COUNT, variance and standard deviations• Statistics for % points or number of correct answers• View statistics on individuals including age, geography, etc.• Graphical support and use of pivot table and pivot graphics, integrated to Microsoft Excel• Feedback analysis for 360 degree feedback and other evaluations• Result report, answer report and ‘wrong answers’ reportQUESTIONNAIRE WEB PORTAL • Web execution• Viewing and analysing results onlineQUESTIONNAIRE AND ERP IN ONE • Unique planning and tracking with questionnaires linked to all Axapta processes• Specific integration to CRM – Tele-Marketing• Specific integration to HRM and Employee Development for Enterprise Portal• Specific integration to Balanced ScorecardData summary sheetSystem RequirementsTO OBTAIN ALL OF THE FEATURES MENTIONED IN THIS FACT SHEET, THE FOLLOWING MODULES AND TECHNOLOGIES ARE REQUIRED: • Microsoft Business Solutions−Axapta 3.0• Microsoft Business Solutions−Axapta Questionnaire I• Microsoft Business Solutions−Axapta Questionnaire II• Microsoft Business Solutions−Axapta Enterprise Portal Framework• Microsoft Business Solutions−Axapta Employee role• Microsoft Business Solutions−Axapta Questionnaire for Enterprise Portal07/04/2003© 2003 Microsoft Corporation. All rights reserved.Microsoft Business Solutions includes the business of Great Plains, Microsoft bCentral™ and Navision A/S。
工业设计专业英语第三版第五课设计与文化省名师优质课赛课获奖课件市赛课一等奖课件
ENGLISH FOR INDUSTRIAL DESIGN
Simple, Powerful and free
ENGLISH FOR INDUSTRIAL DESIGN
Simple, Powerful and free
5 Lesson
Design and Culture
ENGLISH FOR INDUSTRIAL DESIGN
Simple, Powerful and free
Now that “design” is understood from Tokyo to Moscow, from Buenos Aires to Montreal, it is obvious that each country according to its politics, its economics, its sociology, its industry, uses “Design” in a different way; but one must add that a universal language is being constructed daily.
ENGLISH FOR INDUSTRIAL DESIGN
Simple, Powerful and free
My main thesis is that, within the framework of industrial capitalism which created it and continues to dominate it in contemporary Western society, design is characterized by a dual alliance with both mass production and mass consumption and that these two phenomena have determined nearly all its manifestations. Like Janus, design looks in tow directions at the same time : as a silent quality of all mass produced goods it plays a generally unacknowledged but vital in all our lives; as a named concept within the mass media, it is, however, much more visible and generally recognized. In this latter guise design becomes an extension of marketing and advertising. The “designer-jeans” phenomenon, which persuades us to by a product because it has been designed, is, culturally speaking, totally distinct from the activity of the anonymous designers within industry who resolve the problems of the cost, appearance and use in consumer products. The way in which design as an adjunct of marketing has grown out of design as an aspect of mass production is a major theme within the story of modern design and the focus of this book. It is a change which directly mirrors the way in which the model of mass-production industry, as presented by Henry Ford, which dominated American ideas about industrial organization in the early twentieth century, has been challenged by an alternative model which stresses batch production, a smaller scale of operations (or set of operation), and, at times, a fair amount of hand or skilled word. This latter model –best expressed by Sloane’s work at General Motors in the USA in the 1920s and by contemporary development in Japan and Italy-puts the demands of the marketplace above those of the logic of mechanized mass production and tends, as a result, to value the diversification of products rather than , or as well as, standardization. These two models of industry coexist in this century and have different implications for the meaning of design. An important sub-theme is the way in which the aesthetic of designed artifacts has swung repeatedly backwards and forwards from production to consumption as sources of metaphorical inspiration.
Introduction to Electronic Commerce
Disadvantages of Electronic Commerce
• Perishable products are difficult to sell online
• It is difficult to:
– Calculate return on investment – Integrate existing databases and transactionprocessing software into software that enables e-commerce
• Defining characteristics of the first wave:
– Dominant influence of U.S. businesses
– Extensive use of the English language
– Many new companies started with outside investor money – Unstructured use of e-mail – Over-reliance on advertising as a revenue source
• Supply management or procurement
– Departments are devoted to negotiating purchase transactions with suppliers
4
7
Important Electronic Commerce Terminology
13
The Second Wave of Electronic Commerce
• Second wave:
– Global enterprises in many countries are participating in electronic commerce – Established companies fund electronic commerce initiatives with their own capital – Customized e-mail strategies are now integral to customer contact
电子商务英语试题及答案
电子商务英语试题及答案一、选择题（每题2分，共20分）1. What does "B2B" stand for in the context of e-commerce?A. Business to BusinessB. Business to ConsumerC. Consumer to ConsumerD. Business to Government答案：A2. Which of the following is NOT an advantage of online shopping?A. ConvenienceB. Cost-effectivenessC. Limited product selectionD. Time-saving答案：C3. The term "e-wallet" refers to:A. An electronic device used for making paymentsB. A physical wallet for carrying cashC. A software application for managing digital currenciesD. A secure online account for storing payment information答案：D4. What is the primary function of a shopping cart on an e-commerce website?A. To store products for future purchaseB. To display advertisementsC. To allow customers to add and remove items before checkoutD. To provide customer support答案：C5. Which of the following is a type of digital marketing strategy?A. Direct mailB. Social media marketingC. Print advertisingD. Radio commercials答案：B6. What does "SEO" stand for?A. Social Engine OptimizationB. Search Engine OptimizationC. Secure Electronic OrderingD. Systematic Electronic Organization答案：B7. In e-commerce, what is the purpose of a "cookie"?A. To store user preferences and track browsing behaviorB. To enhance the website's securityC. To provide customer service through chatbotsD. To encrypt sensitive data答案：A8. Which of the following is a common e-commerce payment gateway?A. PayPalB. FedExC. UPSD. DHL答案：A9. What is the acronym "API" used for in the context of e-commerce?A. Application Programming InterfaceB. Advanced Payment InterfaceC. Automated Product IntegrationD. Advanced Product Application答案：A10. What is the meaning of "EDI" in e-commerce?A. Electronic Data InterchangeB. Electronic Document InterfaceC. Electronic Device InterfaceD. Electronic Display Interface答案：A二、填空题（每空2分，共20分）11. The process of transferring funds from a buyer's bankaccount to a seller's bank account is known as ___________.答案：funds transfer12. A(n) ___________ is a document that provides proof of a transaction between a buyer and a seller.答案：invoice13. The term ___________ refers to the practice of collecting and analyzing data to understand and predict user behavior.答案：analytics14. When a customer places an order online, the process is often referred to as ___________.答案：checkout15. In e-commerce, ___________ is the process of verifying the identity of a user or system.答案：authentication16. ___________ is a method of payment that involves transferring money from a buyer's bank account directly to the seller's bank account.答案：Direct Debit17. The acronym "SSL" stands for ___________.答案：Secure Sockets Layer18. A(n) ___________ is a type of software that helps businesses manage their customer relationships.答案：CRM (Customer Relationship Management)19. ___________ is a type of e-commerce fraud where a customer provides false information to obtain goods or services.答案：chargeback20. The process of returning a product to a seller is known as ___________.答案：returns processing三、简答题（每题10分，共20分）21. What are the key components of an effective e-commerce website?答案：An effective e-commerce website typically includes user-friendly navigation, a clear and concise layout, secure payment options, a responsive design for mobile devices, product descriptions and images, customer reviews, and a reliable customer service system.22. Describe the role of customer service in e-commerce.答案：Customer service plays a crucial role in e-commerce by addressing customer inquiries, resolving issues, and providing support throughout the purchasing process. It helps build trust, improve customer satisfaction, and can influence repeat business and customer loyalty.四、论述题（每题15分，共30分）23. Discuss the importance of security in e-commerce and the measures that can be taken to protect customer data.答案：Security is paramount in e-commerce as it safeguards sensitive customer information and financial data. Measures to protect customer data include using encryptionfor data transmission, implementing secure payment gateways, employing firewalls and intrusion。
电子商务英语翻译
电子商务文献翻译班级：电子商务0902姓名：陈正祥学号：090506037STRUCTURE AND MACRO-LEVEL IMPACTS OF ELECT RONIC COMMERCE: FROM TECHNOLOGICAL INFRAST RUCTURE TO ELECTRONIC MARKETPLACES VLADIMIR ZWASS电子商务的结构和宏观影响：从技术层面的基础设施建设到虚拟的电子市场Abstract摘要Electronic commerce (E-commerce) is sharing business information, maintaining busi ness relationships, and conducting business transactions by means of telecommunicati ons networks. Traditional E-commerce, conducted with the use of information technol ogies centering on electronic data interchange (EDI) over proprietary value-added net works, is rapidly moving to the Internet. The InternetWorld Wide Web has become the prime driver of contemporary E-commerce, which has been vastly broadened and red efined by the use of the new medium.通过通讯网络电子商务可以实现分享信息，维护商业关系和进行商业交易的目的。
传统的电子商务在附有专有价值的网络上以电子信息交流为中心使用信息技术，目前正在逐渐向因特网转移。
基于Python的网上购物系统的设计与实现
摘要随着时代的发展，互联网的创新与进步，网上购物已然逐步占据市场的经济发展的主导地位，成为了不可分割的一部分。
在商品宣传方面，现在早已不再局限于传统的媒体，互联网成为了商家展示自己的另一个舞台。
互联网技术通过数字化和电子化来传递信息，这让购物网站与传统的购物模式有了重大区别。
网上购物有着非常多的优势点，对于普通买家而言，节省了营业店铺的建设成本，同时购物网站将实物流转变成了电子流，在很大程度上降低了商品的成本，商家就商品价格的设定上就很有竞争力。
对于买家，购物网站的存在，让人们只需要通过电子设备联网，就能够随时随地、转瞬间货比三家来挑选自己认为实惠的商品，省是省力。
本文研究的网上购物系统，首先对网上各大型商城的购物流程进行了调研，了解了网上商城的业务需求，在此基础上再做需求分析，并对系统的架构和数据库做详细设计。
在该系统中，主要的开发语言是Python，着重使用的是Django框架，其采用的开发模式为MTV，MTV模式将整个系统架构分成了三个部分：Model（模型）、Template（模版）、View（视图）。
在这个网站里使用了Mysql数据库，在里面创建一个数据库用于存储网站的全部数据信息。
关键字：网上购物 Python Django框架 MTV模式AbstractWith the development of The Times and the innovation and progress of the Internet, online shopping has gradually occupied the leading position in the economic development of the market and become an inseparable part.In terms of commodity publicity, now it is no longer limited to traditional media, the Internet has become another stage for merchants to show themselves.Internet technology delivers information digitally and electronically, making shopping sites significantly different from traditional shopping models.Online shopping has a lot of advantages. For ordinary buyers, it saves the construction cost of operating stores. Meanwhile, shopping websites turn the physical circulation into electronic flow, which reduces the cost of commodities to a great extent.For buyers, the existence of shopping websites allows people to shop around and pick out what they think is affordable, anytime, anywhere, and instantly, simply by connecting to their electronic devices.This paper studies the online shopping system, first of all, the shopping process of the online shopping mall was investigated, understand the business needs of the online shopping mall, on this basis, then do demand analysis, and the system architecture and database design in detail.In this system, the main development language is Python, emphasizing the use of Django framework, which adopts the development mode of MTV, which divides the entire system architecture into three parts: Model, Template and View.In this website, Mysql database is used to create a database to store all the data information of the website.Key words:online shopping Python Django framework MTV mode目录第1章绪论 (1)1.1 课题背景与意义 (1)1.2 电子商务的发展现状 (1)1.3 电子商务分类 (2)1.4 论文研究的主要内容 (3)第2章相关开发环境和技术的简介 (3)2.1 开发环境的介绍 (3)2.2 相关技术的介绍 (3)2.2.1 Python (3)2.2.2 Django (4)2.2.3 MySQL数据库 (4)2.2.4 jQuery (5)2.3 本章小结 (5)第3章需求分析 (5)3.1 编写目的 (5)3.2 系统需求 (6)3.3 功能性需求 (6)3.3.1 登录注册退出功能 (6)3.3.2 用户修改个人信息 (7)3.3.3 用户添加商品进购物车、购买商品 (7)3.3.4 用户搜索商品 (7)3.3.5 用户修改密码 (7)3.3.6 订单查询 (7)3.3.7 系统管理功能 (7)3.4 非功能性需求 (7)3.4.1 界面美观需求 (7)3.4.2 易操作性需求 (7)3.4.3 安全性需求 (7)3.5 本章小结 (8)第4章系统的总体设计 (8)4.1 系统的总体结构设计 (8)4.2 系统总体功能设计 (9)4.2.1 系统功能概要 (10)4.2.2 系统数据流程分析 (11)4.3设备要求 (12)4.3.1 硬件设备 (12)4.3.2 支持软件 (12)4.4 数据库的设计 (13)4.4.1 数据库实体关系图 (13)4.4.2 数据库部分表单信息 (14)4.5本章小结 (18)第5章系统的详细设计 (18)5.1系统的整体结构 (18)5.2 系统主要部分 (19)5.2.1 目录结构 (19)5.2.2 网站主要界面 (21)5.3 登录注册退出模块 (23)5.3.1 登录 (23)5.3.2 注册 (25)5.3.3 退出 (27)5.4 用户信息模块 (27)5.4.1 个人信息 (27)5.4.2 全部订单 (28)5.4.3 收货地址 (29)5.5 购物车管理模块 (30)5.5.1 购物车商品的删改 (30)5.5.2 购物车商品结算 (31)5.6 商品信息管理模块 (32)5.6.1 商品展示页面 (32)5.6.2 商品加入购物车 (33)5.6.3 立即购买商品 (33)5.7 后台管理模块 (34)5.7.1 后台登录 (34)5.7.2 添加、修改、删除商品 (35)5.7.3 回收站处理商品 (37)5.7.4 订单信息的修改 (37)5.7.5 用户信息的修改 (38)5.8 本章小结 (39)第6章系统的测试 (39)6.1 登录注册退出模块 (39)6.1.1 注册 (39)6.1.2 登录 (41)6.2 用户信息模块 (42)6.2.1 用户订单 (42)6.2.2 收货地址 (42)6.3 购物车管理模块 (43)6.4 商品信息模块 (45)6.5 后台商品信息管理模块 (46)6.6 本章小结 (48)第7章系统特色和创新 (48)7.1 系统特色 (48)7.2 系统创新 (49)第8章总结 (49)参考文献 (49)致谢..................... 错误!未定义书签。
Business Models for Electronic Markets文献翻译
1998.9.9 学术研究短文#98-21
电子市场的商业模式
Paul Timmers
欧盟委员会，第三代总局
此论文最初发表于1998年4月
关键词：电子交易市场，商业模式，电子商务
商业网对Timmers先生许可我们发表刊载这篇文章表示由衷地感谢。
覆盖了整个互联网的电子商务和传统商业也许是互补的，又或许它扮演着商业的一整条新的产业链。
不论哪种情况，鉴于这种互联网的新特征，一些决定性的问题将被给出答案：
□什么是新兴的商业模式？（并进行叙述）
□哪种战略营销的方法被应用，或出现？
这篇文章说明了第一个问题即上述的为互联网电子商务商业模式的分级提供一个框架。
这个框架在当今的商业网络商业和试验性工作的基础上已被欧洲研发。
2025年研究生考试考研英语(一201)试卷及答案指导
2025年研究生考试考研英语(一201)自测试卷及答案指导一、完型填空（10分）Section I: Cloze TestDirections: Read the following text carefully and choose the best answer from the four choices marked A, B, C, and D for each blank.Passage:In today’s rapidly evolving digital landscape, the role of social media has become increasingly significant. Social media platforms are not just tools for personal interaction; they also serve as powerful channels for business promotion and customer engagement. Companies are now leveraging these platforms to reach out to their target audience more effectively than ever before. However, the effectiveness of social media marketing (1)_on how well the company understands its audience and the specific platform being used. For instance, while Facebook may be suitable for reaching older demographics, Instagram is more popular among younger users. Therefore, it is crucial for businesses to tailor their content to fit the preferences and behaviors of the (2)_demographic they wish to target.Moreover, the rise of mobile devices has further transformed the way peopleconsume content online. The majority of social media users now access these platforms via smartphones, which means that companies must ensure that their content is optimized for mobile viewing. In addition, the speed at which information spreads on social media can be both a boon and a bane. On one hand, positive news about a brand can quickly go viral, leading to increased visibility and potentially higher sales. On the other hand, negative publicity can spread just as fast, potentially causing serious damage to a brand’s reputation. As such, it is imperative for companies to have a well-thought-out strategy for managing their online presence and responding to feedback in a timely and professional manner.In conclusion, social media offers unparalleled opportunities for businesses to connect with customers, but it requires careful planning and execution to (3)___the maximum benefits. By staying attuned to trends and continuously adapting their strategies, companies can harness the power of social media to foster growth and build strong relationships with their audiences.1.[A] relies [B] bases [C] stands [D] depends2.[A] particular [B] peculiar [C] special [D] unique3.[A] obtain [B] gain [C] achieve [D] accomplishAnswers:1.D - depends2.A - particular3.C - achieveThis cloze test is designed to assess comprehension and vocabulary skills, as well as the ability to infer the correct usage of words within the context of the passage. Each question is crafted to require understanding of the sentence structure and meaning to select the best option.二、传统阅读理解（本部分有4大题，每大题10分，共40分）第一题Passage:In the 1950s, the United States experienced a significant shift in the way people viewed education. This shift was largely due to the Cold War, which created a demand for a highly educated workforce. As a result, the number of students pursuing higher education in the U.S. began to grow rapidly.One of the most important developments during this period was the creation of the Master’s degree program. The Master’s degree was designed to provide students with advanced knowledge and skills in a specific field. This program became increasingly popular as more and more people realized the value of a higher education.The growth of the Master’s degree program had a profound impact on American society. It helped to create a more educated and skilled workforce, which in turn contributed to the nation’s economic growth. It also helped to improve the quality of life for many Americans by providing them with opportunities for career advancement and personal development.Today, the Master’s degree is still an important part of the American educational system. However, there are some challenges that need to be addressed. One of the biggest challenges is the rising cost of education. As the cost of tuition continues to rise, many students are unable to afford the cost of a Master’s degree. This is a problem that needs to be addressed if we are to continue to provide high-quality education to all Americans.1、What was the main reason for the shift in the way people viewed education in the 1950s?A. The demand for a highly educated workforce due to the Cold War.B. The desire to improve the quality of life for all Americans.C. The increasing cost of education.D. The creation of the Master’s degree program.2、What is the purpose of the Master’s degree program?A. To provide students with basic knowledge and skills in a specific field.B. To provide students with advanced knowledge and skills in a specific field.C. To provide students with job training.D. To provide students with a general education.3、How did the growth of the Master’s degree program impact American society?A. It helped to create a more educated and skilled workforce.B. It helped to improve the quality of life for many Americans.C. It caused the economy to decline.D. It increased the cost of education.4、What is one of the biggest challenges facing the Master’s deg ree program today?A. The demand for a highly educated workforce.B. The rising cost of education.C. The desire to improve the quality of life for all Americans.D. The creation of new educational programs.5、What is the author’s main point in the last pa ragraph?A. The Master’s degree program is still an important part of the American educational system.B. The cost of education needs to be addressed.C. The Master’s degree program is no longer relevant.D. The author is unsure about the future of the Master’s degree program.第二题Reading Comprehension (Traditional)Passage:The digital revolution has transformed the way we live, work, and communicate. With the advent of the internet and the proliferation of smart devices, information is more accessible than ever before. This transformation has had a profound impact on education, with online learning platforms providing unprecedented access to knowledge. However, this shift towards digital learningalso poses challenges, particularly in terms of ensuring equitable access and maintaining educational quality.While the benefits of digital learning are numerous, including flexibility, cost-effectiveness, and the ability to reach a wider audience, there are concerns about the potential for increased social isolation and the difficulty in replicating the dynamic, interactive environment of a traditional classroom. Moreover, not all students have equal access to the technology required for online learning, which can exacerbate existing inequalities. It’s crucial that as we embrace the opportunities presented by digital technologies, we also address these challenges to ensure that no student is left behind.Educators must adapt their teaching methods to take advantage of new tools while also being mindful of the need to foster a sense of community and support among students. By integrating both digital and traditional approaches, it’s possible to create a learning environment that leverages the strengths of each, ultimately enhancing the educational experience for all students.Questions:1、What is one of the main impacts of the digital revolution mentioned in the passage?•A) The reduction of social interactions•B) The increase in physical book sales•C) The transformation of communication methods•D) The decline of online learning platformsAnswer: C) The transformation of communication methods2、According to the passage, what is a challenge associated with digital learning?•A) The inability to provide any form of interaction•B) The potential to widen the gap between different socioeconomic groups •C) The lack of available content for online courses•D) The complete replacement of traditional classroomsAnswer: B) The potential to widen the gap between different socioeconomic groups3、Which of the following is NOT listed as a benefit of digital learning in the passage?•A) Cost-effectiveness•B) Flexibility•C) Increased social isolation•D) Wider reachAnswer: C) Increased social isolation4、The passage suggests that educators should do which of the following in response to the digital revolution?•A) Abandon all traditional teaching methods•B) Focus solely on improving students’ technical skills•C) Integrate digital and traditional teaching methods•D) Avoid using any digital tools in the classroomAnswer: C) Integrate digital and traditional teaching methods5、What is the author’s stance on the role of digital technologies ineducation?•A) They are unnecessary and should be avoided•B) They offer opportunities that should be embraced, but with caution •C) They are the only solution to current educational challenges•D) They have no real impact on the quality of educationAnswer: B) They offer opportunities that should be embraced, but with cautionThis reading comprehension exercise is designed to test your understanding of the text and your ability to identify key points and arguments within the passage.第三题Reading PassageWhen the French sociologist and philosopher Henri Lefebvre died in 1991, he left behind a body of work that has had a profound influence on the fields of sociology, philosophy, and cultural studies. Lefebvre’s theories focused on the relationship between space and society, particularly how space is produced, represented, and experienced. His work has been widely discussed and debated, with scholars and critics alike finding value in his insights.Lefebvre’s most famous work, “The Production of Space,” published in 1974, laid the foundation for his theoretical framework. In this book, he argues that space is not simply a container for human activities but rather an active agent in shaping social relationships and structures. Lefebvre introduces the concept of “three spaces” to describe the production of space: the perceived space,the lived space, and the representative space.1、According to Lefebvre, what is the primary focus of his theories?A. The development of urban planningB. The relationship between space and societyC. The history of architectural designD. The evolution of cultural practices2、What is the main argument presented in “The Production of Space”?A. Space is a passive entity that reflects social structures.B. Space is a fundamental building block of society.C. Space is an object that can be easily manipulated by humans.D. Space is irrelevant to the functioning of society.3、Lefebvre identifies three distinct spaces. Which of the following is NOT one of these spaces?A. Perceived spaceB. Lived spaceC. Representative spaceD. Economic space4、How does Lefebvre define the concept of “three spaces”?A. They are different types of architectural designs.B. They represent different stages of the production of space.C. They are different ways of perceiving and experiencing space.D. They are different social classes that occupy space.5、What is the significance of Lefebvre’s work in the fields of sociology and philosophy?A. It provides a new perspective on the role of space in social relationships.B. It offers a comprehensive guide to urban planning and development.C. It promotes the idea that space is an unimportant aspect of society.D. It focuses solely on the history of architectural movements.Answers:1、B2、B3、D4、C5、A第四题Reading Comprehension (Traditional)Read the following passage and answer the questions that follow. Choose the best answer from the options provided.Passage:In recent years, there has been a growing interest in the concept of “smart cities,” which are urban areas that u se different types of electronic data collection sensors to supply information which is used to manage assets and resources efficiently. This includes data collected from citizens, devices, andassets that is processed and analyzed to monitor and manage traffic and transportation systems, power plants, water supply networks, waste management, law enforcement, information systems, schools, libraries, hospitals, and other community services. The goal of building a smart city is to improve quality of life by using technology to enhance the performance and interactivity of urban services, to reduce costs and resource consumption, and to increase contact between citizens and government. Smart city applications are developed to address urban challenges such as environmental sustainability, mobility, and economic development.Critics argue, however, that while the idea of a smart city is appealing, it raises significant concerns about privacy and security. As more and more aspects of daily life become digitized, the amount of personal data being collected also increases, leading to potential misuse or unauthorized access. Moreover, the reliance on technology for critical infrastructure can create vulnerabilities if not properly secured against cyber-attacks. There is also a risk of widening the digital divide, as those without access to the necessary technologies may be left behind, further exacerbating social inequalities.Despite these concerns, many governments around the world are moving forward with plans to develop smart cities, seeing them as a key component of their future strategies. They believe that the benefits of improved efficiency and service delivery will outweigh the potential risks, provided that adequate safeguards are put in place to protect citizen s’ data and ensure the resilience of thecity’s technological framework.Questions:1、What is the primary purpose of developing a smart city?•A) To collect as much data as possible•B) To improve the quality of life through efficient use of technology •C) To replace all traditional forms of communication•D) To eliminate the need for human interaction in urban services2、According to the passage, what is one of the main concerns raised by critics regarding smart cities?•A) The lack of available technology•B) The high cost of implementing smart city solutions•C) Privacy and security issues related to data collection•D) The inability to provide essential services3、Which of the following is NOT mentioned as an area where smart city technology could be applied?•A) Traffic and transportation systems•B) Waste management•C) Educational institutions•D) Agricultural production4、How do some governments view the development of smart cities despite the criticisms?•A) As a risky endeavor that should be avoided•B) As a temporary trend that will soon pass•C) As a strategic move with long-term benefits•D) As an unnecessary investment in technology5、What does the term “digital divide” refer to in the context of smart cities?•A) The gap between the amount of data collected and the amount of data analyzed•B) The difference in technological advancement between urban and rural areas•C) The disparity in access to technology and its impact on social inequality•D) The separation of digital and non-digital methods of service delivery Answers:1、B) To improve the quality of life through efficient use of technology2、C) Privacy and security issues related to data collection3、D) Agricultural production4、C) As a strategic move with long-term benefits5、C) The disparity in access to technology and its impact on social inequality三、阅读理解新题型（10分）Reading Comprehension (New Type)Passage:The rise of e-commerce has transformed the way people shop and has had aprofound impact on traditional brick-and-mortar retailers. Online shopping offers convenience, a wide range of products, and competitive prices. However, it has also raised concerns about the future of physical stores. This passage examines the challenges and opportunities facing traditional retailers in the age of e-commerce.In recent years, the popularity of e-commerce has soared, thanks to advancements in technology and changing consumer behavior. According to a report by Statista, global e-commerce sales reached nearly$4.2 trillion in 2020. This upward trend is expected to continue, with projections showing that online sales will account for 25% of total retail sales by 2025. As a result, traditional retailers are facing fierce competition and must adapt to the digital landscape.One of the main challenges for brick-and-mortar retailers is the shift in consumer preferences. Many shoppers now prefer the convenience of online shopping, which allows them to compare prices, read reviews, and purchase products from the comfort of their homes. This has led to a decrease in foot traffic in physical stores, causing many retailers to struggle to attract customers. Additionally, the ability to offer a wide range of products at competitive prices has become a hallmark of e-commerce, making it difficult for traditional retailers to compete.Despite these challenges, there are opportunities for traditional retailers to thrive in the age of e-commerce. One approach is to leverage the unique strengths of physical stores, such as the ability to provide an immersiveshopping experience and personalized customer service. Retailers can also use technology to enhance the in-store experience, such as implementing augmented reality (AR) to allow customers to visualize products in their own homes before purchasing.Another strategy is to embrace the digital world and create a seamless shopping experience that integrates online and offline channels. For example, retailers can offer online returns to brick-and-mortar stores, allowing customers to shop online and return items in person. This not only provides convenience but also encourages customers to make additional purchases while they are in the store.Furthermore, traditional retailers can leverage their established brand loyalty and customer base to create a competitive advantage. By focusing on niche markets and offering unique products or services, retailers can differentiate themselves from e-commerce giants. Additionally, retailers can invest in marketing and promotions to drive traffic to their physical stores, even as more consumers turn to online shopping.In conclusion, the rise of e-commerce has presented traditional retailers with significant challenges. However, by embracing the digital landscape, leveraging their unique strengths, and focusing on customer satisfaction, traditional retailers can adapt and thrive in the age of e-commerce.Questions:1.What is the main concern raised about traditional retailers in the age of e-commerce?2.According to the passage, what is one of the main reasons for the decline in foot traffic in physical stores?3.How can traditional retailers leverage technology to enhance the in-store experience?4.What strategy is mentioned in the passage that involves integrating online and offline channels?5.How can traditional retailers create a competitive advantage in the age of e-commerce?Answers:1.The main concern is the fierce competition from e-commerce and the shift in consumer preferences towards online shopping.2.The main reason is the convenience and competitive prices offered by e-commerce, which make it difficult for traditional retailers to compete.3.Traditional retailers can leverage technology by implementing augmented reality (AR) and offering online returns to brick-and-mortar stores.4.The strategy mentioned is to create a seamless shopping experience that integrates online and offline channels, such as offering online returns to brick-and-mortar stores.5.Traditional retailers can create a competitive advantage by focusing on niche markets, offering unique products or services, and investing in marketing and promotions to drive traffic to their physical stores.四、翻译（本大题有5小题，每小题2分，共10分）First QuestionTranslate the following sentence into Chinese. Write your translation on the ANSWER SHEET.Original Sentence:“Although technology has brought about nume rous conveniences in our daily lives, it is also true that it has led to significant privacy concerns, especially with the rapid development of digital communication tools.”Answer:尽管技术在我们的日常生活中带来了诸多便利，但也不可否认它导致了重大的隐私问题，尤其是在数字通信工具快速发展的情况下。
电子信息专业英语(第二版)课件：Telecommunications
The golden age of automatic telephony occurred after World WarⅡwhen the entire long-distance network was automated. The invention of the transistor spurred the application of electronics to switching systems and led to the deployment of the first electronic switching in the late 1950s. Electronic switching made it possible to design and build switches with greater capacity.
Satellite communication was first proposed in 1945 by the British science fiction writer, Arthur C. Clarke. Satellite communications became a reality with the launching of the Russian satellite Sputnik (in 1957) and the American satellite Explorer (in 1958). The AT&T Telstar was the first experimental satellite capable of relaying television (TV) programs across the Atlantic Ocean. It was launched from Cape Canaveral(now Cape Kennedy)on July 1962. The first global civil communications satellite, INTELSAT Ⅰ(Early Bird), was launched in April 1965.
CEN and CENELEC help build a safer, more sustainab
CEN和CENELEC助力建设更安全、可持续和更具竞争力的欧洲访欧洲标准化委员会和欧洲电工标准化委员会总干事埃琳娜·圣地亚哥·希德Interview with Elena Santiago Cid, Director General of CEN and CENELECCEN and CENELEC help build a safer, more sustainable and competitive EuropeBETTER COMMUNICATION ｜ GREATER VALUEPlease present yourself and give a brief introduction to the European Committee for Standardization (CEN) and the European Committee for Electrotechnical Standardization (CENELEC).Elena Santiago Cid: I am the Director General of CEN and CENELEC. CEN (the European Committee for Standardization) and CENELEC (the European Committee for Electrotechnical Standardization) are two of the official European Standardization Organizations (ESOs), which have the responsibility to develop Standards for the European Single Market.Our members are the national standardization bodies and the national electrotechnical committees of the 34 countries part of the Single Market: the 27 EU members, 3 countries of the European Free Trade Association (Norway, Switzerland and Liechtenstein), 3 EU accession countries (North Macedonia, Serbia and Türkiye) and the United Kingdom. The latter is a country with a demonstrated regulatory convergence or compatibility with the essential regulations that support the Single Market in areas that are relevant to CEN and/or CENELEC activities and with whom the EU has got a comprehensive trade agreement.Together with the third ESO, ETSI (the European Telecommunications Standards Institute), we are recognized by the EU as the only European organizations developing standards and technical specifications in support of the implementation of European regulations and policies. In fact, while the vast majority of the CEN and CENELEC standards are developed following market needs, around 15% respond to a request made by the European regulators, based on the so-called “New Legislative Framework”.How did you engage in the standardization work? How has your career in the world of standardization evolved?I was born on October 14, World Standards Day, so I consider myself predestined for the world of standardization!Having a background as an electronic engineer, I started working with standards early in my professional career at the Spanish National Standardization Body, which was then called AENOR and now is UNE. There, I also served as the Spanish permanent delegate in the CENELEC Technical Board.After that, from 1996 to 1998 I served as Spanish National Expert at the European Commission, where I covered the New Approach Legislation, in particular the Directives on Electrical Safety and Electromagnetic Compatibility and the connection between harmonised standards and market surveillance. This position allowed me to interact with all Member States and contribute to the Screening Exercise of all accession countries prior to the enlargement.I then went back to AENOR as Director for External Relations. In that role, in addition to participating in the CEN Board, I led several technical assistance programs in Central and Eastern Europe, Latin America and Asia. This experience allowed me to get precious insight into the importance of international cooperation in standardization.BETTER COMMUNICATION ｜ GREATER VALUEFinally, on the September 1, 2003, I assumed the position of Director General of CENELEC, and then, since January 1, 2010, I have become the CEN and CENELEC Director General, which includes being the Head of the CEN and CENELEC Management Centre (CCMC).In addition, in 2019 I became Vice-president of the Women4Cyber foundation, an organization that aims to promote, encourage and support women in cybersecurity.What kind of mentality should a standardizer have?Standardization implies to manage knowledge in constant evolution. Therefore, being a standardizer requires an interesting and unique mix of hard and soft skills, to be a bridge across sectors and topics, and to guide technical experts. The core competences consist on building consensus, apply project management and understand standardization processes.Together with this, being a standardizer also requires highly developed soft skills: the consensus-building process means that leadership skills, such as managing teams and being able to take decisions, are key to make sure that experts make the best use of their time. For this reason, diplomacy and a human approach can really go a long way to getting the desired results!Finally, it is important to be curious and open-minded. Technical committees are composed of people coming from diverse backgrounds and having distinct expertise. As a result, standardization provides an awesome opportunity for personal enrichment: as a standardizer, you can learn from each other and discover innovative ideas.In 2021, CEN and CENELEC formulated their Strategy 2030 to address the long-term challenges faced by the community of European standardizers. The Strategy 2030 identifies 5 goals for CENand CENELEC, aiming to “build a safer, more sustainable and competitive Europe through Europeanand International Standardization”. What is the significance and value of this strategy? How doesthe implementation of the strategy go?The CEN and CENELEC Strategy 2030 , synchronized with the ISO Strategy 2030 and also inspired by the IEC Strategic Plan, outlines a common vision for CEN and CENELEC and aims to address thelong-term, disruptive challenges we face. It is the result of an in-depth reflection on how Europeanstandardization can put the continent on a path to recovery and resilience, in the context of the twindigital and green transition – which are at the heart of the EU's priorities. The Strategy is built aroundfive goals, that will guide our work until 2030. The objective is to build a safer, more sustainable andcompetitive Europe through standardization, supporting the UN Sustainable Development Goals(SDGs).Through the Strategy 2030, we are rethinking and optimizing the way we create value for our customers and stakeholders in a rapidly changing world. For this reason, it is a collective exercise: itprovides a frame of reference to ensure coherence and consistency across the long-term objectives ofall our community.Currently and for the foreseeable future, we are implementing a series of strategic and ambitious projects based on the five key priorities: from ensuring the timely citation of European standards,to transforming digitally our production through the introduction of “standards of the future”; fromdoing a thorough assessment of users’ needs to better meet them, to increasing the diversity ofour organizations, up to monitoring thestrategic issues affecting standardization,our communit y has embar ked on atransformative journey that will allowEuropean standardization to meet thechallenges of the future.All of this will go hand in hand with theInternational Standardization Organization,ISO, and the International electrotechnicalCommission, IEC. Thanks to the Vienna andFrankfurt agreements, CEN and CENELECstrengthen their role in global standardssetting, and make ISO and IEC Standardshappen in Europe.The Management Centre of CEN and CENELEC, Brussels, BelgiumBETTER COMMUNICATION ｜ GREATER VALUEWhat is the real value of the European standardization system based on your experience?The uniqueness of the European Standardization System (ESS) relies on four factors:• a total harmonisation approach for Europe, where all National members of CEN and CENELEC must implement the European standards, withdrawing national conflicting standards;• a strong commitment with the international standards organization, ISO and IEC, to giving primacy to developments at international level, avoiding overlapping and duplication of work;• inclusiveness and transparency, which ensures wide market acceptance while responding to market needs. European standards are developed by consensus, encouraging and facilitating the participation of all relevant stakeholders, and enabling special measures for societal (consumers, trade unions and environmental) organizations and SMEs;• an efficient public-private partnership between the market operators and the policy makers and legislators. This public-private partnership is governed by the New Legislative Framework, an innovation-friendly regulatory tool for “market-driven” industry and societal engagement. As a result, having one single standard adopted by all our members across the Single Market, instead of 34 conflicting national standards, fosters the free circulation of safe, secure and sustainable goods and services throughout Europe.This value has been confirmed by the European Commission in the new European Standardization Strategy presented last February. This policy initiative recognises standardization as a key tool to better support Europe’s competitiveness and strategic autonomy, promote the adoption of European innovations on the global market and aspire to align that European and international standards the European values.In the past two years, the COVID-19 pandemic has dramatically changed the way people work and live. How did CEN and CENELEC adapt to the changes?Indeed, the Covid crisis has had a profound impact on CEN and CENELEC. In responding to it, I have been proud to see our organizations show resilience and agility.We have quickly adjusted to the 'new normal', by introducing more flexible work practices and fully embracing the digitisation of our processes. Such changes have allowed us to maintain and even improve our efficiency: in the long months of the crisis, European standards were almost immediately identified as key instruments to speed up production and support alternative production lines of Personal Protective Equipment (PPE) and medical devices. Our experts developed in record time common guidelines on community masks to protect citizens and our efforts continued as Europe (and the world) moved from fighting the emergency to engineering the return to growth.Furthermore, in the longer term, the crisis has been the catalyzer of an in-depth reflection on how to make our system more fit for the future. The outcome has been the Strategy 2030 – which I have described above.CEN and CENELEC sign a cooperation agreement with Standardization Administration of China (SAC)during the ISO General Meeting in Abu Dhabi in September 2022.We are currently involved in efforts to digitalise the standards development process, to ensure they can meet the needs of an increasingly digital society and economy. This ambition is reflected in the Strategy 2030 under Goal 2 “Our customers and stakeholders benefit from state-of-the-art digital solutions”.Currently, we are working on two key projects. The first one, Online Standards Development, is related to the process. The second one, Smart Standards, focuses more on solutions. Both these projects are undertaken in full coordination with ISO and IEC, as it wouldn’t make sense to develop European solutions that cannot be integrated in an increasingly globalized world!At the ISO General Meeting in Abu Dhabi in September, CEN and CENELEC signed a new Cooperation Agreement with the Standardization Administration of China (SAC). How will CEN and CENELEC enhance the cooperation with SAC within the framework of the new Agreement?International Standards reflect the global consensus and distilled wisdom of many thousand technical experts, from small and medium-sized enterprises to global multinationals, who are delegated by their national standards bodies or electrotechnical committees to contribute to international standards development. The international standardization system is built on clear rules and principles of transparency and inclusion. It aims at delivering global solutions to ensure a level playing field for participating countriesCEN and CENELEC have always had cooperation agreements or activities with SAC since China's accession to the WTO. We are pleased to have renewed our cooperation with SAC through a shared mission of strengthening the international standardization system represented by ISO and IEC. Furthermore, China has an immense pool of young engineers, who can play an important role in ensuring the sustainability of the international standardization system.Why is it so important to attract the young generation to engage in the standardization area? What are your suggestions to bring more young people to the field?Young people bring a much-needed added value to standardization, at all levels. They have knowledge, sensitivities and new perspectives that not only can enrich the work in our Technical Committees, but they can also suggest new and innovative topics for standardization. Most of all, in the current global challenges, such as climate change or the digital transition, they are the ones who have the most stakes for the decades to come: by listening to them, we can better imagine and build the future and a better world.This value is particularly important for Europe. One of the strengths of the European Standardization System (ESS) is its inclusiveness and its ability to be driven by market needs. Therefore, increasing the participation of the new generations by including them in our work is key to ensure that we remain relevant: only in this way we can continue providing actionable solutions meeting our customers' needs.This is where we want to invest more in the coming years. Such a commitment is at the heart of Strategy 2030: in its Priority 4 we commit to building “an inclusive CEN and CENELEC system as the gateway for standardization in Europe", with a specific focus on young people and genderresponsiveness.2022 is the European Year of Youth. To celebrate this occasion, CEN and CENELEC conduct a campaign, presenting a series of interviews with young professionals active in European standardization.Photo: CEN-CENELECBETTER COMMUNICATION ｜ GREATER VALUEWe are already acting on our ambitions. As 2022 is the European Year of Youth, we have launched a campaign to highlight the role of young professionals in standardization and raise awareness among our community on the importance of including new voices in technical work. It is just the beginning: in the coming months and years we will collaborate closely with our members and the European Commission to promote broader academic awareness about the importance of standards. My wish for the future is to see a dynamic European standardization system, agile and robust, able to attract, motivate and engage more young professionals: to tackle continually evolving needs and challenges, we need the next generations to embrace standardization.My wish for the future is to see a dynamic European standardization system, agile and robust, able to attract, motivate and engage more young professionals.。
电子商务(全套英文版662页PPT课件)
click-and-mortar (click-and-brick) organizations Organizations that conduct some e-commerce activities, usually as an additional marketing channel
consumers, and society. 10. List and describe the major limitations of EC.
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Electronic Commerce: Definitions and Concepts
electronic commerce (EC)
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Electronic Commerce: Definitions and Concepts
MAJOR EC CONCEPTS
Pure Versus Partial EC EC Organizations
brick-and-mortar (old economy) organizations Old-economy organizations (corporations) that perform their primary business offline, selling physical product
intranet An internal corporate or government network that uses Internet tools, such as Web browsers, and Internet protocols
businessmodelsforelectronicmarkets
Business Models for Electronic Markets by Paul Timmers, European Commission, Directorate-General III, April 1998*sive development in electronic commerce.The reasons for that are, of course, theInternet and the World Wide Web, whichare making electronic commerce muchmore accessible. They offer easily usableand low cost forms of electronic com-merce. Electronic commerce on the basisof the Internet is set to become a veryimportant way of doing business.Forrester (1997) forecasts that business-to-business (B-to-B) electronic commerce will grow to $327 billion in the year 2002 — that is the value of goods and serv-ices traded via the Internet. This excludes the value of the hardware, software and services that are needed to perform elec-tronic commerce, whose value is estimated at several hundred billions of dollars like-wise. Between 1996 and 1997 electronic commerce has been growing at over 1000 percent per year. While such high growth rates will not be sustained, it is clear that electronic commerce will become perva-sive: Datamonitor (1997) expects in 5 years time 630,000 US companies and 245,000 European companies to be involved in full-fledged integrated B-to-B electronic com-merce. The Report on Electronic Commerce (1998) expects that the business-to-busi-ness penetration rate will grow from 10% in 1997 to 90% in 2001.Although the number of consumers on the Net by the year 2000 could be several 100 millions it is expected that business-to-business will constitute the larger part of electronic commerce.With the new medium — the Internet –also new ways of doing business are de-veloping. Most of those that capture the public attention are consumer-oriented (such as , Tesco). Less public-ity is given to the way the Internet can be used for business-to-business electronic commerce, although such commerce is a reality today (e.g. Cisco, General Electronic procurement, etc). New forms of electronic commerce are being piloted in many sec-tors of industry, for business-to-business, business-to-consumer and business-pub-lic administrations relationships. Advanced pilot experiments in new business models are being supported by the European Com-mission in the ESPRIT and ACTS Euro-pean research, technology development and demonstration programmes. This work is part of a more general framework of policy-making and programmes for global electronic commerce, which also addresses the legal and regulatory framework and other factors in the business environment.AbstractElectronic commerce over the Internet may be either complementary to traditional business or represent a whole new line of business. In either case, in view of the new features of the Internet, critical questions to be answered include:♦what are the emerging business models;and related to this,♦which strategic marketing approaches are applied, or emerging.This article addresses the first question above by providing a framework for the classification of Internet electronic com-merce business models. This framework has been developed on the basis of cur-rent commercial Internet business and experimental work in European R&D pro-grammes.Introduction Electronic commerce.i.Electronic com-merce; can be defined loosely as “doing business electronically” (European Com-mission 1997). Electronic commerce in-cludes electronic trading of physical goods and of intangibles such as information. This encompasses all the trading steps such as online marketing, ordering, payment, and support for delivery. Electronic com-merce includes the electronic provision of services, such as after-sales support or online legal advice. Finally it also includes electronic support for collaboration be-tween companies, such as collaborative design.Some forms of electronic commerce exists already for over 20 years, e.g. electronic data interchange (EDI), in sectors such as retail and automotive, and CALS (Compu-ter Assisted Lifecycle Support) in sectors such as defence and heavy manufacturing. These forms of electronic commerce have been limited in their diffusion and take-up. Recently, however, we see an explo-*Mr Paul Timmers(********************.be)iscurrentlyhead of sector in the EuropeanCommission, Directorate-General III-Industry, in the Information Technolo-gies Directorate. He is charged withelectronic commerce in the contextof the European component ofthe G7 Pilot “A Global Marketplace forSMEs” and in the IT research anddevelopment programme ESPRIT.Previous positions in the EuropeanCommission include Assistant tothe Director of Telematics ApplicationsProgramme and project manager intechnology for disabled and elderlypeople. Before joining the CommissionMr. Timmers held various positions inproduct marketing and softwaredevelopment in the IT industry. He hasco-founded a software company.Mr. Timmers holds in PhD in theoreticalphysics and a certificate in businessadministration.3Vol.8 – No.2 – 1998Classification of business models The literature about Internet electronic commerce is not consistent in the usage of the term ‘business model’, and, more-over, often authors do not even give a definition of the term.Therefore, before embarking upon an ap-proach to construct business models, first a definition is giving of what is meant by a business model.Definition of a business model♦An architecture for the product, serv-ice and information flows, including a description of the various business ac-tors and their roles; and♦A description of the potential benefits for the various business actors; and ♦A description of the sources of rev-enues.A business model in itself does not yet provide understanding of how it will con-tribute to realise the business mission of any of the companies who is an actor within the model. We need to know the marketing strategy of the company in or-der to assess the commercial viability and to answer questions like: how is competi-tive advantage being built, what is the positioning, what is the marketing mix, which product-market strategy is followed. Therefore it is useful to identify beyond business models also “marketing models”. Definition of a marketing model♦A business model; and♦The marketing strategy of the business actor under consideration.The classification developed below is for business models only.Value chainsand business modelsA systematic approach to identifying architectures for business models can be based on value chain de-construction and re-construction, that is identifying value chain elements, and identifying possible ways of integrating information along the chain. It also takes into account the pos-sible creation of electronic markets. Thesecan be fully open, that is, with an arbi-trary number of buyers and sellers, or‘semi-open’ that is with one buyer andmultiple sellers (as in public procurement)or vice-versa. The scheme is as follows:(i)Value chain de-construction meansidentifying the elements of the valuechain, for example as in Porter (1985)who distinguishes nine value chain el-ements. Namely, as primary elementsinbound logistics, operations, out-bound logistics, marketing & sales,service; and as support activities tech-nology development, procurement,human resource management, corpo-rate infrastructure;(ii)Interaction patterns, which can be 1-to-1, 1-to-many, many-to-1, many-to-many. In this context ‘1-to-1’ is tobe understood in as enumerating thenumber of parties involved rather thanin the ‘one-to-one marketing’ sense.It is also understood that ‘many’means that information from severalactors is being combined.(iii)Value chain re-construction, that is in-tegration of information processingacross a number of steps of the valuechain. The combinations are of thevalue chain elements involved in suchintegration. Two sets of value chainelements would be mentioned if weconsider the interaction patterns men-tioned in point (ii) above.Possible architectures for business mod-els are then constructed by combining in-teraction patterns with value chain inte-gration. For example, an electronic shopis ‘single actor’-to-‘single actor’ market-ing & sales. A basic electronic mall con-sists of N times an e-shop. An electronicmall having a common brand offersmany-to-1 marketing & sales (brand in-formation is common across ‘many’ sup-pliers in the mall). An electronic auctionwhere multiple buyers are bidding for thesales offer of one supplier brings togethersales of one supplier at a time with theprocurement of multiple buyers, whilecombining the bid information from themultiple buyers.The a priori feasibility of technical im-plementation of the architecture of anybusiness model depends very much uponthe state-of-the-art of the technology.This holds for the integration dimension,for the realisation of the single functions,and for the support for interaction pat-terns. The commercially viability of anybusiness model is a different matter alto-gether which is the domain of a market-ing model analysis.We observe, from actual business on theInternet and pilot projects, that:♦information and communication tech-nology enables a wide range of busi-ness models;♦the capability of the state-of-the-arttechnology is just one criterion inmodel selection;♦technology in itself provides no guide-lines for selecting a model in commer-cial terms;♦guidance to technology developmentcan come from the definition of newmodels;♦many of the conceivable models havenot yet been experimented with com-mercially.While the systematic approach above leadsto a huge number of potential businessmodels, we observe in practice only a smallnumber of these being implemented. Inthe next section eleven such businessmodels or generalisations of specific busi-ness models are included. Examples of allof these can be found on the Internet to-day. Some of these are still experimentalwhile others are in fully commercial op-eration. The selection of eleven has beenmade on the basis of background and casestudy research1. The more general ap-proach presented above remains useful inorder to identify and experiment with newbusiness models.1 The inventory of European electronic commercerelated projects (www.ispo.cec.be/ecommerce/ecomproj.htm) was a particularly useful tool to iden-tify business models and classify projects accordingly.EM – Electronic Markets4!5Vol.8 – No.2 – 1998EM – Electronic Markets67Vol.8 – No.2 – 1998EM – Electronic Markets8。
外文文献及翻译：网络营销 E-marketing
外文文献及翻译：网络营销 E-marketing E---MARKETING(From:E--Marketing by Judy Strauss,Adel El--Ansary,Raymond Frost---3rd ed.1999 by Pearson Education pp .G4-G25.)As the growth of shows, some marketing principles never change.Markets always welcome an innovative new product, even in a crowded field of competitors ,as long as it provides customervalue.Also,Google`s success shows that customers trust good brands and that well-crafted marketing mix strategies can be effective in helping newcomers enter crowded markets. Nevertheless, organizations are scrambling to determine how they can use information technology profitably and to understand what technology means for their business strategies. Marketers want to know which of their time-ested concepts will be enhanced by the Internet, databases,wireless mobile devices, and other technologies. The rapid growth of the Internet and subsequent bursting of the dot-com bubble has marketers wondering,"What next?" This article attempts to answer these questions through careful and systematic examination of successful e-mar-keting strategies in light of proven traditional marketing practices.(Sales Promotion;E--Marketing;Internet;Strategic Planning )1.What is E--MarketingE--Marketing is the application of a broad range of information technologies for: Transforming marketing strategies to create morecustomer value through more effective segmentation ,and positioning strategies;More efficiently planning andexecuting the conception, distribution promotion,and pricing of goods,services,and ideas;andCreating exchanges that satisfy individual consumer and organizational customers` objectives.This definition sounds a lot like the definition of traditional marketing. Another way to view it is that e-marketing is the result of information technology applied to traditional marketing. E-marketing affects traditional marketing in two ways. First,it increases efficiency in traditional marketing strategies.The transformation results in new business models that add customer value and/or increase company profitability.12.Environment,Strategy,and Performance (ESP)E-Marketing flows form the organization `s overall e-business strategies and selected business environment,wherelegal,technological,competitive,marketrelated, and other environmental, factors external to the firm create both opportunities and threats. Organizations perform SWOT analyses to discover what strengths and weaknesses they have to deploy against threats and opportunities. This SWOT analysis leads into e-business and e-marketing strategy. Firms, select e-business strategies and e-business models, and then marketers formulate strategy and create e-marketing plans that will help the firm accomplish its overall goals. The final step is to determine the successof the strategies and plans by measuring results. Performance metricsare specific measures designed to evaluate the effectiveness and efficiency of the e-business and e-marketing operations. this is so important in today` s e-business climate that media reports seem to be full of references to ROI and other measures of success for e-business strategies and tactics featured in the model.The esp model might just as easily depict a brick-and-mortarbusiness process -by removing a few "e `s" this underscores the ideathat e-businesses are built on sound practices and proven processes but with important e-transformations and emarketing practices, as discussedin this book.This chapter examines the environmental factors in the ESP model, whereas Chapter 4 and Chapter 5 explore these important factors in more depth. Chapter 2 delves into the strategy area, and Chapter 3 discusses the e-marketing planning process.The marketing environment is ever change, providing plenty of opportunities to develop new products, new markets, and new media to communicate whit customers, plus new channels to reach business partners. At the same time, the environment poses! Competitive, economic , and other threats. This section introduces three key environmental factors that affect e-marketing : legal, technological, and marketrelated factors.Current and pending legislation can greatly influence e-marketing strategies. Chief among these are laws concerning privacy, digitalproperty, expression, and fraud. Privacy is difficult to legislate, yetit is critically important to consumers who routinely yield personal information over the Internet. One hot issue involves opt-out e-mail. This occurs when users must uncheck a Web page box to avoid being put on a few users read the Web page carefully enough to notice the opo-out box. Digital2property problems began in the Web` s early days and continue to puzzle firms and legislators alike. In a medium where content is freely distributed, it can be freely ripped off-not a good thing for thecontent authors. Spam, offensive content , and other forms of personal expression conflict whit user rights and thus, from an ongoingdiscussion among legislaer needs? Finally , new technology brings new opportunities for fraud. Although regulatory agencies are working hardto prevent fraud, enforcement is difficult in a networkedworld.Technological developments are altering the composition ofInternet audiences as well as the quality of material that can be delivered to them. For example, about 20% of the U.S. Population enjoys high-bandwidth connections-primarily cable modems and DSL lines--that enable delivery of multimedia content. Some Web sites are beginning to create three forms of content :a high-- speed multimedia form, astandard PC offering, and a handheld format for wireless devices such as cell phones. The prolofera-tion of wireless devices creates a new set of design challenges as firms try to squeeze content onto tinier screens.Also important are technology concerns in developing countries. As communication infrastructures improve and more people use handheld devices ,new geographic markets develop. Further ,e-marketing is evolving through software advances. For instance, technologies that target consumers according to their online behavior are becoming increasingly sophisticated. Incorporating these technologies into Web site design can give a firm a distinct competitive advantage.3.E-Business MarketsSergio Zyman, formerly chief marketing officer of Coca-cola ,has been quoted as saying, marketing is supposed to sell stuff. One way information technology helps sell stuff if they don’t` identify appropriate markets. Exhibit 1—5 highlights threeimportant markets that both sell and buy to each other: businesses, consumers, and governments. Although this book focuses on the B2C markets are where most business activity occurs.The business market is huge because a higher proportion of firms are connected to the Internet than consumers, especially in developing countries. Much of the B2B online activity is transparent to consumers because it involves proprietary networks that allow information and database sharing .Consider FedEx, the package delivery firm. This company maintains mation . Its customers can schedule a package pick-up using the Web site, track the package using a PC or handheld Palm Pilot, and pay the3shipping bill online. Sometimes the shipping order is automatically triggered when a mail notification of its delivery progress to the retailer.The Internet is a global market with opportunities existing in unimagined locations, which is why e-marketers must understand consumers in potential geographic segments. For example, with an annual average income of US$300, Vietnamese citizens who opt to spend 28% of their salary on online services do not have much purchasing power. Further, there are waiting lists for automobiles in Vietnam, so an online branding campaign might be a waste of resources . Conversely, Iceland and Denmark are two of the most wired countries in the world with over 60% Internet penetration. Also, consumers in many countries pay by the minute for local phone access. This is a tremendous deterrent to the kind of casual surfing practiced by Internet users in developed nations. In addition, the infrastructure in some countries does not support high-speed modems. Content delivered to these countries may, therefore, have to be light on bandwidth. Chapters 15 and 16 look at global Internet markets in more detail.4.Strategic PlanningAmazon, like every other marketer on and off the Web, uses strategic planning to get ready for a profitable and sustainable business future. Strategic planning is the “managerial process of developing and maintaining a viable fit between the organization`s objectives”, Two key elements of strategic planning are the preparation of a SWOTanalysis and the establishment of strategic objectives.the SWOT analysis examines the company` s internal strengths and weaknesses with respectto the environment and the competition and looks at externalopportunities and threats. Opportunities may help to define a target market or identify new product opportunities, while threats are areas of exposure.In a parallel fashion, marketing strategy becomes e-marketingstrategy when marketers use digital technology to implement the strategy.Strategic e-marketing is the design of marketing strategy that capitalizes on the organization’s electronic orinformation technology capabilities to reach specified objectives.In essence, strategic e-marketing is where technology strategy and marketing strategy wed to form the organization’s e-marketing strategy.Regardless of whether a customer buys from the stone, the catalog,or the Web site, or whether contact is made by phone, in person, through e-mail, or by postal mail,4employees can access the computerized database for up-to-dateaccount activity and information when dealing with customers.Most strategic plans explain the rationale for the chosen objectives and strategies. This is especially true for a single e-business project trying to win its share of corporate resources and top-management support.5.What`s NextRegardless of the current disillusionment with e-business,many solid successes exist today and exciting new growth areas will soon emerge,For-Tune magazine has identified seven trends that will help businesses move forward into e-marketing during the next few years:Integrating IT software. Twenty-six percent of companies will spend money to integrate all the pieces of corporate technology, such aslinking front-end customer service software with back-end orderfulfillment system.Boom in Web services. Web services will more deeply into finding universal standards for Internet-related software. Microsoft’s dot-net and Sun’s Java are twocompeting architectures, for example.Collaboration software. This allows employees, advisors, consultants, and other team members to work on projects while in different geographic locations. For example, ”Napster for Marketers” is peer-to-peer software that one consulting firmuses to collaborate on marketing plans with ad agencies, designers, and others.Dealing with too much date. Better customer relationship management software is helping firms reinforce customer loyalty by analyzing the mountain of data about previous behavior to suggest new products. For example, a flight attendant would be able to ask if a passenger wants coffee with sugar instead of the usual, ”What do youwant to drink?”data security. Techies are spending lots of time and money trying to protect data from hackers and viruses.Wireless is here to stay. Technologies such ah 802.11 and Bluetooth use shortrange signals to link a variety of computing and handheld devices in homes, offices, and retail stores.growth in portable computing. Inexpensive computer storage and small machines will aid people who want to work at home, in the car or train, or virtually anywhere. Devices such as IBM’s 9-ounce Metapad hold 5 gigabytes of dataand will change the way people work.5网络营销的成长发展说明一些营销原理从来不曾变化，对于一项创新产品，只要它能为顾客提供价值，即使已有众多竞争者，市场也总是乐于接受的。
(2024年高考真题含解析)2024年普通高等学校招生全国统一考试英语试卷 新课标Ⅰ卷(含解析)
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Abstract—The daily growing use of agents in software environments, because of many reasons such as independence and intelligence is not a secret anymore. One of such environments in which there is a prominent job for the agents would be e-marketplaces in which a user is able to give those agents the responsibility of buying and selling, instead of searching the e-marketplace himself. Making up a framework which has sufficient attention to the required roles and their relations, is the first step of achieving such e-markets. In this paper, we suggest a framework in order to establish such e-markets and we will continue investigating the roles such as seller or buyer and the relations in JADE environment in details.Keywords—Framework, software agents, e-commerce, e-market.I.I NTRODUCTIONHE daily growing use of agents in software environments, because of many reasons such as independence and intelligence is not a secret anymore. One of such environments in which there is a prominent job for the agents would be e-marketplaces in which a user is able to give those agents the responsibility of buying and selling, instead of searching the e-marketplace himself. Making up a framework which has sufficient attention to the required roles and their relations, is the first step of achieving such e-markets. In [1] there are some certain points indicated, that should be in great attention. Problems like security and privacy and also dealing methods are considered in general. In [2] authors deal with the problems that primarily emerge while an e-market is established. However, the details of some agents like advisor agents and the relation between the agents is discussed in general. In [3], a model for an e-market including the advisor agents for buyer and seller and the market manager is presented. The article is mainly about the processes that give useful information for managing the store. Reference [4] gives a model in which it is tried to make up a model based on the normal needs of a real store. Reference [5] suggests a method This work is supported in part by grants from TAKFA (National Information and Communication Technology Agenda, High Council of Informatics, Iran).M. A. Tabarzad is with the Center of Excellence: Control and Intelligent Processing, University of Tehran, Tehran, Iran (phone: +98-021-********; fax: +98-021-********; e-mail: m.tabarzad@ ece.ut.ac.ir).C. Lucas is with the Center of Excellence: Control and Intelligent Processing, University of Tehran, Tehran, Iran and School of Cognitive Sciences, IPM, Iran (e-mail: lucas@ipm.ir). for analyzing and developing the agent-oriented systems. Reference [6] is all about agent-oriented patterns in order to use in an e-market. In this paper, it is tried to probe the details that each agent needs during its life. We focus on e-market framework, agents and their relations using FIPA2 compatible JADE agent environment. Currently, FIPA is the most common standard in multi agent systems and JADE is one of the best open-source environments for agent development. For more information about FIPA-ACL3 messages see [7]. For additional information on JADE environment see [8]. The rest of paper is organized as follows:In next section we propose a framework for electronic market and survey its agents and their relations in a global view. Then we describe the roles outside of e-market framework. After that we describe the roles exist in e-market framework and their communication messages. Finally we discuss about our work and propose some future works.II.G ENERAL F RAMEWORK OF AN E-M ARKETAny e-market that is to make use of agent-oriented structure should have a specific framework in which there are definitions of each agent's duty and its relation to others as well. Fig.1 is a sample of such framework that shows the rolesneeded in an e-market.Fig. 1 Roles and relations exist in an electronic market framework1 Java Agent DEvelopment framework2 Foundation for Intelligent Physical Agents3 FIPA Agent Communication LanguageDesign an Electronic Market Framework UsingJADE1 EnvironmentMohammad Ali Tabarzad, and Caro LucasTIn this framework, agents such as buyer's agent, seller's agent, and buyers grouper agent in order to deal, and supplies of producing agents like supplies for producing buyer's and seller's agents, and some advisor agents like buyer advisor agent, and also some credit-check centers like unique identifier production center, and also selling credit verification center, and also identifier confirmation center exist, which will be discussed in detail.III.E-MARKET O UTER R OLESIn this section, unique identifier production center, and also selling credit verification center which are actually outer roles of an e-market and must have an independent management system are discussed. Also, the buyer and seller and their private agents and their working method are indicated.A.Unique Identifier Production CenterThe user security aspect enforces the prohibition of the foreigners' entrance and their deals either. Of course, the privacy of users is of much importance and should only be visible by trusted supplies. Therefore, we require a center for authorization. This center should have a separate management system than that of the whole e-market and should also be responsible for the user confirmations for his/her authorization which should be sent to him/her. In the suggested framework, the buyer and seller are identified and after the confirmation of their identification physically, they receive a license and can lean to their private agent. The selling credit determination center and the unique identifier center use this center for confirming their customer license. For this propose they must send a "query-if" ACL message to unique identification production center with content of "registered license for user u i" and received an "inform" ACL message with content of "registered license for user u i" or "not registered license for user u i".B.Selling Credit Verification CenterSellers that are going to show their stuff in markets should receive a selling license from a verification center. This duty, selling credit determination, is done by a center named as stated. The seller will receive the verification license from the center physically for the first time. After that, the seller's private agent license will be verified by the center. Afterwards, the selling credit determination after checking the credit, checks the credit and the identification of the seller's private agent, communicates with the e-market seller's agent supply, and gives the authority to the seller's private agent. To allocate a new seller's market agent for seller's private agent at first seller's private agent sends a "request" ACL message with content of "acquire license for selling credit c i for agent a i" to selling credit verification center and if credit exists and user license is valid it sends an "inform" ACL message to seller's market agent supply with content of "agent a i licensed to sell goods G" and then sends "inform" ACL message to seller's private agent with content of "license granted to agent a i". Elsewhere sends an "inform" ACL message to seller's private agent with content of "license request for agent a i rejected, reasons are R".C.SellerThe seller must primarily attend the unique identifier production center and get a license with which he will be identified. After that, with the aid of private agent, the seller should determine the selling license credit and make use of the selling agent in the desired e-marketplaces, and also supervise the seller's private agent.D. Seller's Private AgentThe seller's private agent is located in the seller system and investigates the e-market situation, signs up in the related e-marketplaces, and monitors the e-markets' situations using the information from the license and also the private information. This agent also goes around other e-markets regularly and after finding a good marketplace to make a deal, signs up for a seller's agent in that special e-marketplace and waits for the e-market agent to make decisions based on the information received, and broadcast the decision to the e-market in order to act. (Noting that this agent has no access to the private information) A single seller's private agent is able to be in contact with one or more e-market selling agents in one or more e-markets simultaneously. To acquire a seller's market agent it must request selling credit verification center with agent ID of new seller's market agent just created.E.BuyerThe buyer of an e-market must also receive a license from the unique identifier production center, and then determine the buyer's private agent authority.F.Buyer's Private AgentThe Buyer's private agent must go around other markets responding to the buyer's requirements of buying stuff, having the private information of the buyer on his own system, with the help of markets agents, sign up for an appropriate market purchase agent and manage its actions and give some information to the market agents if the buyer person wishes to. This agent can simultaneously be in contact with one or more market agents in one or more e-marketplaces. To register buyer's market agent it must sends a "request" ACL message with content of "register agent a i" and gets an "inform" ACL message with content of "agent a i registered" or "agent a i registration rejected, reasons are R".IV.T HE R OLES IN E-M ARKETIn this section we'll discuss about the existing roles in an e-market for buying and selling stuff and their agents in four groups. These groups include the roles related to the buyer and seller and their related agents as well.A.Roles Concerning the SellerThis group of roles is all about the seller's private agent and should be guided by the seller, which include the supply of the seller's market agent and the seller's market agent.1. The seller's market agent supplyThis supply is responsible for registering the seller's market agent if the selling credit verification center verified before. Also, in case the buyer's market agent or buyers grouper market agent sends a request in order to authorize the seller's market agent, this supply informs the requester about the status of registration of seller's market agent. When it wants to register an agent in its list sends a "request" ACL message to the unique identity verifier center with the content of "verify identity for agent a i". If verifier center find an identity for a i sends an "inform" ACL message with content of "agent a i identity verified". Elsewhere sends and "inform" ACL message with content of "agent a i identity rejected, reasons are R".2. The seller's market agentThe seller's market agent is controlled by the seller's private agent and signs up in the advisor agent after establishing the information related to the seller and the stuff he wants to sell with the aim of seller's market agent supply. By checking the buyer's market agents or the buyers grouper agents, firstly it confirms the identification information with the help of The buyer's market agent supply and gives some information about the seller and the stuff to the buyer's market agent and after that, if the buyer's private agent wishes, the market agent can go in debate for the best possible selling status controlled by the seller's private agent. For this purpose the seller's market agent sends a "propose" ACL message with the content of "goods descriptions GD" and gets an "accept proposal" ACL message in the case of acceptance with an empty content or "reject proposal" ACL message in the case of rejection with the content of "proposal rejects, reasons are R" or with a content of new "proposal" ACL message or an empty content. In the case of acceptance of proposal before agent send an accept proposal it should check the identity of requester by its related supply to validate the identifier.The other duty that is due to this agent would be the investigation between the rivals in the market and monitoring the results to the seller's private agent, to make the best strategies and updating the information for the advisor agents in order to find the customers. It can monitor other seller's market agent goods by requesting attributes for goods like its own goods from seller's search advisor agent.B. Roles Concerning the BuyerThis section of roles is mainly concerning the buyer. The buyer will be able to guide these roles with the help of his own private agent. These roles include the buyer's market agent supply and the buyer's marker agent and the buyer's grouper agent, which will be discussed.1. The buyer's market agent supplyThis supply is responsible for registering the buyer's market agent which is done by checking the identification of the buyer's private agent with the aim of unique identity verifier agent. Also, on demand of the seller's market agent, it looks at its list and decides to verify the buyer's market agent identification or not. The messages are similar to seller's market agent supply in case of verification of seller's market agent identity. Just role of buyer and seller replaced.In case the buyer's market agent requests to use the buyer's grouper agent, a list of such agents is given to the market agent and introduces the related agents of the current purchase. If such agents do not exist, a buyer's grouper market agent created. At first the supply set the goods description of buyer's grouper market by sending "inform" ACL message with the content of "goods G". Then supply registers its ID and goods in its lookup table.2. The buyer's market agentThis agent is produced by the buyer's market agent and is handed to the buyer's private agent. This agent is responsible for finding the appropriate seller's market agent which is mostly related to the buyer's purchase. Of course, the decision makings which are out of its authority, is passed to the buyer's private agent. If the buyer demands, the information which is taken from the private agent is given to the advisor agents. This agent has also the duty of communicating with the buyer's grouper agent (if existed) and using the help of the advisor agent, it makes efficient use of the shopping cart with respect to the customer needs. At first buyer's market agent sends a "query ref" ACL message with the content of "buyers grouper agents for good g i" and buyer's market agent supply responses an "inform" ACL message with the content of "buyers grouper agent BG". Then buyer's agent negotiates to buyers grouper agent if wants. It also can sends a "request" ACL message to buyer's market agent supply with the content of "create a buyers grouper agent for goods G" and get an "inform" ACL message from that with the content of "buyers grouper market agent a i for goods G created".3. The buyer's grouper agentThis agent has the responsibility of collecting the market agents which are interested in buying a certain kind of stuff. The advantage of such agent over the market agent would be its efficiency which is gained due to a more exclusive purchase order to the market. This agent, should find the appropriate stuff in the market using the advisor agents and go in debate with their corresponding seller agents. Afterwards, the agent makes up a poll among its own members (in group) and selects the best situation and again contacts with the best seller's agent and goes in debate about the quantity of that stuff, and after buying it, the agent also shares the stuff for the buyers in group. It can register new buyer's market agent in response to their "request" ACL message with content of "register agent a i for goods G" and sends an "inform" message with content of "registration for agent a i accepted" or "registration for agent a i rejected, reasons are R". Otherwise this agent act like a buyer's market agent as described above. C. Advisor RolesThis section of roles has got the responsibility of keeping the information concerning the buyers and sellers in a marketwhich is divided into three general categories in order to find the sellers, buyer advisor agent, and shopping cart advisor agent.1. Seller's search advisor agentThis agent is responsible for information the buyers need about the existing stuff in the marketplace and their corresponding sellers, and also the seller grades with respect to their experience in the market. The agent gives this information to the buyer. It responds to "query ref" ACL message from the buyer's market agent with the content of "seller's market agent for goods G" by sending an "inform" ACL message with content of "seller's market agent descriptions SD for goods G".The agent also allows some changes in the situation in specific intervals in order to update the list of stuff from the seller side. The seller grade is actually asked from the buyer advisor agent who is aware of the buyers. To respond to a seller's market agent "request" ACL message with the content of "register for goods G" it first verify the identity of agent with the aim of seller's market agent supply and then sends an "inform" ACL message to requester with the content of "registration accepted for goods G" or "registration rejected for the goods G, reasons are R".2. The Buyer advisor agentThis agent makes up a profile for the customers which like to use this feature, and gives suggestions about other stuff to the buyer's market agents whose buyers have similar profiles of stuff saved. It is impossible to use this agent anonymously but using this feature is more accurate and appropriate than the shopping cart advisor agent due to the processing nature of this agent. The buyer's market agent sends an "inform" ACL message with the content of "buying goods G" and also can sends "request" ACL message with the content of "advise for goods G" which followed by an "inform" ACL message from buyer advisor agent with content of "try to advertise new goods NG to user".3. Shopping advisor agentAs stated by name, this agent gives out suggestions to the buyer's market agent corresponding to the shopping cart of the customers who are using it. It is possible to use this agent anonymously by the buyer's market agent but the suggestions remain up to the shopping cart level. The buyer's market agent just send a "request" ACL message with content of "shopping goods G" which followed by an "inform" ACL message with content of " try to advertise new shopping goods NS to user ".D. The Unique Identity Verifier CenterIt is inevitable to have a center for concentrating the communications to the unique identifier production system through, and also to have a unique buyer's and seller's identifier. The duty of confirming the identifier is defined as responding to the e-market agent supply request for confirming the buyer's identification and making up a unique identifier for the e-market agent and also confirming it if necessary. Despite the fact that this section is included in the e-market framework, it should be confirmed by the identifier production center. For verifying an identifier the unique identity verifier center sends a "query-if" ACL message to unique identification production center with content of "registered license for agent a i" and received an "inform" ACL message with content of "registered license for agent a i" or "not registered license for agent a i".V.C ONCLUSIONIn this paper, a suitable framework for an e-market and the roles needed for such a framework were discussed. Also, we could discuss about the agents relationships and their required messages under standards of FIPA in the JADE agent-oriented platform in more detail. Furthermore, we could think about the use of “Negation Algorithms” on the agents in the e-market as a future task. Also, preparing some methods for user profile collection, the way the stuff is suggested to the users, and a stuff grading system are great topics to focus on. Moreover, there could be some other paces like including algorithms for the overall price prediction in standard discounts as a future task for this paper.R EFERENCES[1] C. Sierra and F. Dignum, "Agent-Mediated Electronic Commerce:Scientific and Technological Roadmap", Agent Mediated ElectronicCommerce, Pages.1-18, 2001.[2]M. Weiss, "Patterns for e-Commerce Agent Architectures: Using Agentsas Delegates", Carleton University, Ottawa, Canada, 2001.[3]M. João Viamonte and C. Ramos, "A Model for an Electronic MarketPlace", Agent Mediated Electronic Commerce, Pages: 115 - 125, 2001. [4]Weiss, M., Pattern-Driven Design of Agent Systems: Approach andCase Study, Conference on Advanced Information Systems Engineering(CAiSE), LNCS 2681, Springer, 2003.[5]Wooldridge, M., Jennings, N., and Kinny, D., the Gaia Methodology forAgentoriented Analysis and Design, Journal of Autonomous Agents andMulti-Agent Systems, 2002.[6]Manuel Kolp, T. Tung Do, Stéphane Faulkner. A Social-Driven Designof E-Business Systems. Lecture Notes in Computer Science, vol. 3390,Springer-Verlag, 2004.[7]FIPA ACL Message Structure Specification, Available:/specs/fipa00061/index.html.[8]JADE documentation, Available: /doc/index.html.。