跨境电商环境下我国中小企业的发展文献翻译
跨境电商外文翻译参考文献
跨境电商外文翻译参考文献(文档含中英文对照即英文原文和中文翻译)译文：跨境电子商务在欧盟的发展动力和壁垒摘要互联网的兴起，往往是与“距离的消亡”或至少减少相关的地理距离在供应信息相关。
我们研究距离事宜仍在实物商品的网上交易是否。
我们使用的数据从一个网络消费者调查小组对网上跨境货物贸易中的一个语言支离破碎的欧盟市场。
分析结果表明，相比线下交易在同一商品的距离相关的交易成本大大降低。
然而，语言相关的交易成本的增加。
此外，网上交易介绍新能源贸易成本如包裹递送和在线支付系统。
在平衡，没有迹象显示在线贸易不偏向于国内市场的产品比线下交易支持。
我们提供给政策制定者推动欧盟数字单一市场的跨境电子商务的选项。
在高效灵活的跨境支付系统的使用增加1%可以增加多达7%的跨境电子商务。
我们还表明，在线交易给英语语言输出国家的比较优势。
关键词电子商务/引力方程/欧盟1.介绍本文实证研究的在线电子商务跨境贸易模式的影响。
互联网的兴起，更一般地，数字通信技术，具有LED许多观察家宣布，距离“死”（Cairncross，1997）。
在这方面，它不在乎信息所在的位置因为它只是一个鼠标点击和信息成本不再是物理距离有关。
在传统的线下实物商品贸易，证据却指向距离成本增加（disdier 和头，2008）。
贸易相结合的基础上的信息和物理的货物运输。
问题是是否将贸易从线下到线上平台是一个足够大的凹痕在信息成本改变贸易总成本因此货物贸易模式。
Blum和Goldfarb（2006）表明，即使是纯粹的信息产品，距离仍然起着重要的作用。
他们认为这是文化上的差异，随着物理距离的增加。
除了信息成本的影响，可能会有副作用，对贸易模式的影响。
网上贸易开辟了一个潜在的更大的地理汇水面积，为供应商和消费者，在产品品种和价格竞争的增加。
这两个因素都将有利于相对脱离的离线和在线贸易对。
然而，出现在网络上，可以减缓甚至逆转这一趋势可能新的信息交易成本的来源。
新的信息成本可能是由于语言，文化和制度的差异和贸易成本，电子商务基础设施业务有关的。
电子商务对我国外贸企业带来的商机与挑战英文文献
Our country foreign trade enterprise how to deal with the opportunities and challenges of e-commerceAbstract: with the constant expansion of the Internet, electronic commerce activity rise and rapid development in the countries all over the world, and to our country international trade field far-reaching. After joining the WTO, China's international trade under the tide of e-commerce faces great opportunities and challenges. The advantages of high speed information, our country foreign trade enterprise facing the huge opportunity, inevitable is faced with great challenge. In an enterprise as a network economy era to adapt to the network virtual enterprise management new mode of market development, will break through the traditional business model, under the condition of foreign trade enterprises will certainly to make adjustments to adapt to this pattern, in order to achieve the ultimate goal of development.Keywords: foreign trade enterprise electronic commerce business strategies to respond to the challengeFirst, electronic commerce researchE-commerce as an important industry in modern service industry, "chaoyang industry, green industry", has the characteristics of the "three highs", "3". "Three highs" namely high human capital content, high technology content and high additional value; "Sanxin" refers to new technologies, new forms and new ways. Stream of people, logistics, cash flow, information flow and "four circulations" is the core of electronic commerce value chain. E-commerce industry has the marketglobalization, continuous trading, the cost is low, the advantage such as resource intensive.(a) the electronic commerce development situationThroughout the global e-commerce market, regional development is not balanced, the United States, the European Union, Asia's "three pillar" of the situation. Global B2B e-commerce trading has been dominated, since 2002, thesustained high-speed growth, global B2B trading to $8.3 trillionin 2007, is expected to maintain the growth rate of more than 40% in the next few years, to 2010 B2B transactions will reach $26 trillion, more than 30 times higher than in 2002.Always attach importance to the development of electronic commerce in our country, our country electronic commerce application is still in the primary level, pay most of the electronic commerce is a type of electronic commerce, Internet marketing, namely offline payment; Small is e-commerce payment type,that is, Internet marketing, online payment. Have to carry out the electronic commerce enterprise also is only a small number of large enterprise groups.. Because our country industry, imbalance of regional development, the southeast coast and the central and western regions have very big difference, at present, the traditional industry in some industries and southeast coastal cities has to develop e-commerce, some industries and thebroad masses of urban and rural areas has not yet to carry outthe electronic commerce in the Midwest. But it's very likely. National economy informationization foundation weak, the commercial automation level is low, the traditional business and electronic commerce of modern business will co-exist for a longtime; Traditional stores and online mall long period; Must adopt diversified, multi-level and multimodal development of electronic commerce strategy with Chinese characteristics.1, the function and advantage of e-commerce in international trade1.1 looking for trading partners, build your own website or with the aid of relevant countries trade e-commerce platform, to the world within the scope of the potential customers to provide information about products and services, and online directory, attract customers consultation regarding the related trade, on a global scale to find the ideal trading partner and more business opportunities.Trade negotiations. Under the electronic commerce mode, via the Internet for consultation and negotiation between the seller and the buyer can span the limitation of face-to-face negotiations, offers a variety of convenient and cheap way of long-distance communication, greatly save the transaction time and expenses.1.2 the advantages of e-commerce in international tradeTo reduce international trade transaction costs, the use of e-commerce in international trade can reduce inventory carrying costs, save the storage fee; Improve transaction efficiency of various relevant documents on the Internet can realize instant transfer, greatly save the document transmission time, its effect in improve transaction efficiency is very obvious; Improve the national competitiveness of enterprises, as the development direction of international trade, e-commerce will become the international trade will become mainstream.This advocate the use of e-commerce markets would reject without the use of e-commerce to international trade of traders, makes those who lag behind the foreign trade enterprises tolose a lot of trading opportunities, and those using e-commerce to international trade enterprises get more opportunities, improve the competitiveness of the enterprises.(2) the status quo of China's foreign trade enterprises to use e-commerceOur country as the world's most populous country, electronic commerce has caused many companies enough attention, and many companies have even e-commerce as an indispensable important part of enterprise management to management. For example, we are very familiar with taobao, dangdang, such as the network trading platform on the seller initially is for individuals or small shops. But after years of development and progress of network technology and network and regulations more and more enterprises to join the network trading platform, made outstanding contributions to the business development of our country. But in the overseas trade, most enterprises are preliminary involved in e-commerce. There are 4.5% of the export enterprises have been extensively developed, and the preliminary began to 31.2% of the enterprises, 28.7% of companies have embarked on, 12% of the enterprises have to consider, only 23.6% of the enterprise has not yet been considered.Using e-commerce mostly limited to 1, the our country foreign trade enterprise information delivery, collection, communication, and information recording and processing. Raw material supplyinformation such as collect, record orders, accounting unit time income and cost, etc. But for the order and the contract is signed, and payment, distribution and other activities mainly in offline, the scope of electronic commerce become very limited.1.1 the enterprise information infrastructure is weakTo drive industrialization by informationization in our country development of strategic objectives. At present our country enterprise widespread lack of core competitiveness. Problems such as outdated management ideas, management foundation is weak, is still widespread. These problems have restricted to improve the economic benefits of the enterprises and the improvement of market competition ability.1.2 to the implementation of B2B electronic commerce foreign trade enterprises do not have enough attentionEnterprise development electronic commerce activity directly, can drive the enterprise internal network construction, thus realizing the each link of production and operation of electronic commerce. Is also very easy to maintain direct and close contact with customers. Our country foreign trade enterprise, however, didn't pay enough attention to for B2B e-commerce. 2, due to our country foreign trade e-commerce environment is not yet mature, our country foreign trade enterprise electronic commerce development in terms of overall, still stay on for security, security certification, technical means such as law and standard specification is mature and reliable. Not real network trade at the present stage in China, and can only be "browse online, offline trade".2.1 China's e-commerce logistics couldn't keep up with the international trade developmentThe growth of the added value of the total social logistics and logistics constitutes a powerful logistics market demand.China's e-commerce logistics, however, failed to keep pace with the development of international trade, lead to the restriction of the logistics cost, thinking consciousness and the constraints of the rule of law, power to do international logistics, international logistics problems such as lack of professional talents.2.2 international payments in foreign trade activities is difficult to achieveOur country is in the development of market economy less developed countries, financial law remains to be perfect, credit card system remains to be development. Implementation in our country electronic commerce electronic payment of the subjective and objective conditions have not fully mature, need to build e-commerce payment systems have their own characteristics. Formulate corresponding laws to clear the legal relations between the parties of electronic payment, formulate relevant electronic payment system.Second, the electronic commerce brings to the our country foreign trade enterprise of business opportunities and challengesGlobal economy is entering the information economy era, the electronic commerce is the next 25 years economic development an important driving force in the world, and its effects can even 200 years ago the industrial revolution for thepromotion of economic development role. Just as President jiang zemin on the sixth APEC leaders' informal meeting pointed out: "the electronic commerce represents the developing direction of future trade way, its application promotion will bring more trade opportunities for members." Compared with the traditional business mode, e-commerce will have a major impact on human social life, also will certainly to our country traditional industry play a positive role in promoting the modify and improve:(a) the electronic commerce brings to the our country foreign trade enterprise of business opportunities1. The huge market gestates unlimited business opportunities The rapid development of the Internet has become after the traditional market is a huge market, this market break through the borders and territory, is forming a new continent on earth, that is: "the seventh continent" - virtual state. Enterprise or business can be on the "virtual state" building global business marketing network, and thus obtain a global, unlimited business space. The global Internet users has close to 400 million, and still growing. It is predicted that the next 10 years, a third of the global international trade will be completed in the form of network trade. For China's foreign trade enterprises, it will be a huge piece of cake. Huge market and infinite business opportunities, show the market reality and potential commercial profits.1.1 with the help of a new method for global competitive advantageInformation in the information age has become the most important strategic resources, e-commerce is the best means of access. Method of e-commerce, enterprises can build global business marketing system, the implementation of global management strategy, strengthen the cooperation between industry globally, and thus enhance the global competitiveness. Especially for small business or small business, to understand the world through e-commerce market demand, promote cooperation between companies all over the world, it certainly gave a stage of their foreign trade enterprises.1.2 the new business model, make the enterprise management efficiency and productivity hugelyE-commerce in a way of maximizing network customers, distributors, suppliers and employees together, make the supply and demand in the most appropriate time to get the most suitable market information, thus greatly promote the economic activity of supply and demand, reduce transaction costs and operating costs, improve enterprise economic efficiency and the ability to participate in world competition.1.3 e-commerce is becoming a new growth point of national economy and the core competitiveness in the futureElectronic commerce is the dominant technology of information technology, it will strongly promote the development of a group of information industry and the development of the information service industry, promote the adjustment of economic structure, so as to promote economic development. In 1996, the world bank estimates that global upgrade for information infrastructure investment of $300 billion, predictably, the futurewill be from all around the world to attract capital to construct information infrastructure and fierce competition. Based on the above, countries will develop electronic commerce in recent years, as for the plans of national competitiveness. Know this is going to the transformation of Chinese traditional enterprises and network company and industry development is of great significance.(2) although in the electronic commerce to our country foreign trade enterprise got the huge opportunity, but at the same time also faces great challenges:1, lack of awareness of e-commerceMost of the foreign trade enterprise although has been on the Internet, but it is mainly used for information query and import and export of parts and building enterprise website or in the professional network platform to build enterprise web is still few. For production, supply and sale, people, money, and other important resources electronically, network management a smaller proportion of business. Thus caused many enterprise site under the Internet's vast information, cannot reflect its product differentiation competition.1.1 the electronic commerce itself security problemsWith the development of e-commerce, Internet banking, online contract, electronic signature application more and more widely, such as the network has become an indispensable part of our life. In e-commerce bring convenient to our work life at the same time, there is also a safe hidden trouble. E-commerce must be conducted through the Internet, the Internet does not have the security of business need. A large number of economicinformation on the Internet, online transfer flow of funds, online trading authority authentication are required to do foolproof,both international and domestic e-commerce security is worrying.1.2 the legal system of electronic commerceWith the popularity of Interment, through the Interment theft software will become very easy, on software, music, movies and other intellectual property disputes are increasing; On the other hand, the establishment of related legal system is far behind the development of information industry.1.3 the information infrastructure construction problems of e-commerceElectronic commerce is based on the information network communication business activities, its characteristic is real-time, fast, the development of electronic commerce to some extentcan be said to depend on the size of the information infrastructure, therefore, need to build the necessaryinformation infrastructure. But in our country because of economic strength and technology, the network infrastructure is relatively slow and lag. Our country most enterprise informationization, electronic degree is extremely low, many enterprises even the computer is not to buy, a few enterprises is mainly used to even have a computer typing and calculation,and the production, supply and sale, people, goods, content and other important resources management mostly no electronically.1.4 the foreign trade enterprise electronic commerce lack of talentE-commerce is a new things, need to build e-commerce in the information consciousness, information technology based on knowledge level and the consumption idea of habit change, need to master e-commerce talents. Its development effects and level depends largely on the quality and ability of professional talents. The lack of interdisciplinary talents is to restrict international trade one of the key factors for enterprises to implement electronic commerce.Three, our country foreign trade enterprise in the face of the countermeasures of e-commerce(a) to speed up the construction of information infrastructure Application and development of international e-commerce in a country depend on complete information infrastructure as the foundation. At present, the global international e-commerce sales of 80, took place in the United States. The United States in the advantage position in the competition for its high investment, capital, technology and complete information infrastructure construction as the foundation. Impoverishment "" information is regarded as the bottleneck of economic development in the developing world in the 21st century, and in the information infrastructure in our country, is likely to lose our international electronic commerce brings to the economic development opportunities. Widens the gap with developed countries in the competition. In order to promote the development of international e-commerce in our country. At the same time to speed up the construction of information infrastructure, a more effective use of existing network resources. Must do, (1) break the industry division managementsystem, improve the efficiency of the resources, (2) reform the existing charging system, cut down the high rates.(2) strong key technology researchCurrent around the confidential technology, security management, CA authentication and the research of key technologies such as electronic payment, the parties should strengthen the contact, close cooperation and common development, to change the situation of domestic network "silos", the early realization of the domestic network interconnection, set up special national foreign trade information network, then planned and organized to achievewith the United Nations and other international trade information network connected to the Internet business information network, and strive to in a relatively short period of time to make our country power has an obvious increase of technological research.(3) promoting the public awareness of societyIn the process of the development of international e-commerce, government support, encourage and guide is essential, it is introduced the international e-commerce more successful countries Shared experience. Our country government information consciousness is relatively weak. Although the central government has founded in April 1998 to form the ministry of information industry, but local governments at all levels of the impact of the global informationization tide may know enough, lack of initiative in promoting the activities of the international e-commerce, measures are not effective, did not play a proper role. At present, the international electroniccommerce in our country is still in its infancy stage, must give full play to the government's guiding and promoting role.(4) push the enterprise informationEnterprise is an important subject, carry out international e-commerce enterprises to actively participate in is essential guarantee for the development of international e-commerce. But at present, our country enterprise is in the crucial stage of reform. In the enterprise management mechanism and leadership, employee ideas, haven't really realize the transition from planned economy to market economy. There's not a good benefit and the pursuit of the development of the inner motivation of doing basic, inevitably cause enterprise information consciousness, the lack of development of international e-commerce.(5) strengthen the study and draft laws and regulationsThe current international trade law is based on the traditional paper trade way, many rules do not apply to international e-commerce way, the development of international e-commerce will bring a lot of difficult to overcome obstacles. In order to guarantee the development of international e-commerce. Around the international e-commerce development and related network management, information security, financial settlement, the protection of intellectual property rights and other issues, should speed up the pace of current law changes, timely, introduce new trade regulations.(6) to actively participate in international cooperation and dialogueInternational e-commerce to break the boundaries of time and space, speed up the global economic integration. In the face of international e-commerce, such as tariffs and taxes, uniform commercial code, the protection of intellectual property rights and a series of new problems, and the countries to strengthen dialogue and cooperation. For international discussion activity, our government is involved, but not positive enough.(7) to participate in the international conventions and trade partner agreementThe opportunity and the challenge seems to is always coexist, international e-commerce for China's foreign trade, is not only an unprecedented opportunity. Is an unprecedented challenge. Our country is in economic reform period, the market system construction is still in progress. The reform of state-owned enterprises are at a crucial stage. Combined with the management system of international e-commerce itself. International legal issues of e-commerce, the security problem, and the personnel quality requirements for international electronic commerce, is the current enterprise engaged in international e-commerce, banking, information management department, the economic and trade management departments at all levels and the workers engaged in research on related theory and method must face and solve the problem seriously. Changeable international trade environment will not falter for who. In international e-commerce under the big push of flood. Both size enterprises, and the whole foreign trade policy, are under great pressure. At the beginning of the world, under the benign interaction of China should make hay while the sunshines. In international e-commerce, for incision, international trade as the backing, in the entire national economy onto a new stage. In the new world economic pattern.。
中国中小企业发展状况英译文修改
中国中小企业发展状况The Development of Small and Medium-sized Enterprises in China 一.中国中小企业发展历程Ⅰ. The development history of Chinese small and medium-sized enterprises(SME)二.中国中小企业数量及分布区域Ⅱ. The quantity and regional distribution of Chinese small and medium-sized enterprises三.中国中小企业面临的困境Ⅲ. The difficulty position on Chinese small and medium-sized enterprises四.中国中小企业未来的发展Ⅳ.The future development of Chinese small and medium-sized enterprises一、中国中小企业发展历程Ⅰ.The development history of Chinese small and medium-sized enterprises中国中小企业的发展大致经历三个阶段：The development of Chinese SME had roughly gone through three stages:第一阶段(1952-1978):我国实行计划经济体制，实施以“单一公有制”为特征的中小企业政策，一直到1978年十一届三中全会。
The first stage（1952-1978）：China implemented planned economy system and the policy for SMES which characterized by＂the unitary public ownership system＂, until the Third Plenary Session of the 11th Party Congress in 1978.第二阶段（1978-1983）:注重发展多种经济形式，国家、集体、私营、个体以及外国投资者的不同产权所有。
电子商务在中小企业中的应用 原文+译文
文献出处：Mansor N, Abidin A F A. The application of e-commerce among Malaysian small medium enterprises[J]. European Journal of Scientific Research, 2010, 41(4): 590-604.原文The Application of E-Commerce Among Malaysian SmallMedium EnterprisesMansor ; AbidinE-CommerceThe emergence of e-commerce is creating fundamental changes to the way that business is conducted. Customer can shop around comprehensively at their leisure anywhere, at any time and always enjoy the same level of services at virtually no costs. Apparently, with paperless transaction, buyers are no longer required to fill in order forms or visit a business premise to place their order. Everything can be done electronically at buyers’ convenience. According to Edim(2000), even though SMEs might have a difficulty to develop a sophisticated web due to lack of expertise and fund, but they still need e-commerce to prosper and for on-going survival.Numerous people and organizations interpret Electronic Commerce or E-commerce in typical ways. The term “e-commerce”emerged when businesses started to realize the role of Internet as a powerful medium for conducting business especially in the service sector as it is able to improve customer-supplier relationship. E-commerce is the flow of process which is purchasing, marketing, sales and customer support that is mainly associated with a commercial relationship or transaction over the internet. Laudon and Traver describe e-commerce as all about time cycle, speed, and globalization, enhanced productivity, reaching new customers and sharing knowledge across institution, through digitally enabled transaction across boundaries in return for products and services.E-commerce evolved in various means of relationship within the business circle.It can be in the form of Business to Customer(B2C),Business to Business(B2B), Business in Business(BIB)and lastly Customer to Customer(C2C).Generally, B2B which is between organizations formed the bulk of the e-commerce activities. Although e-commerce implies information between businesses, the technology is equally applicable between business and consumers and indeed between consumers themselves. As such, the significant role of internet as the main tool in e-commerce is becoming more relevant as it also act as a distribution channel on top of involving with the task of the traditional intermediaries.Statistic revealed by Multimedia Development Corporation (MDEC) indicates the penetration rate of e-commerce in Malaysia which is substantially increased by year provides a huge potential for SMEs to adopt e-commerce in their business. This rate is expected to constantly growing up at substantial rate from year to year.In electronic markets, the principal participants–transaction handlers, buyers, brokers, and sellers are at different locations and even not knowing each other. Some people think that the implementation of e-commerce found to be both costly and cumbersome. However, in reality it driving down cost factors and able to improve performance which offers opportunities to achieve competitive advantage through product differentiation with particular reference to branding and pricing. Other than that, it provide better avenues for enhancing cooperation between trading parties beside shortening the time in marketing the products or services.SMES and E-CommerceIn order to survive in today’s challenging environment,it is imperative that SMEs be competitive and resilient. Towards this end, SMEs need to continuously strengthen their capacity and capability to produce high quality products and services at competitive prices.Previous studies conducted among Malaysian Bumiputera SMEs indicated that they were weak in product, promotion, and distribution innovation which therefore reflecting the poor performance of the SMEs.Previous literatures used to define SMEs from different perspectives such as defining based on number of employees, paid-up capital, sectors of operations, andalso the intensity of investment incurred. As such there is no one acceptable standard about defining SMEs. However, there are a few measurements that they may take into consideration such as its categories, sales turnover and number of employees. In Malaysia, the most widely adopted definition usually those as been defined by SMIDEC (Small and Medium Development Corporation) and BNM (Bank Negara Malaysia) whereby SMEs can be grouped into three categories: Micro, Small, or Medium. These groupings are decided based on either the numbers of people a business employs or on the total sales revenue generated by a business in a year. In summary, detailed definitions of SMEs by size are: The Application of E-Commerce Table 1: Characteristics of Small and Medium IndustrySector Category Definition销售额（马币）雇员人数Manufacturing MicroSmallMediumLess than 250,000250,000–less than 10mil10,000,000–25,mil<55-5051-150Services MicroSmallMediumLess than 200,000200,000–less than 1milMedium 1mil–5mil<55-1920-50Sources:SMIDEC(2005)SMEs are major employers in the labor market. According to BNM (2005), they provided greater flexibility in employment terms whereby 76.5%of total SME workers were hired on a full-time basis. Further literatures discovered that majority of the SMEs in Malaysia prefer to be involved in retailing, agriculture, restaurants, canteen and cafeteria, handicrafts, tailoring, small-scale manufacturing, beauty saloon, direct selling, and door-to-door business. This type of businesses largely to be less-capital intensive and requires personal communication with the customers. As such,the application of e-commerce therefore found to be less desirable.The application of E-commerce in Malaysia even though is encouraging, but it is still at its infant stage. Reviewing on the finding by Abu Bakar and Rohaizat(2002),most of the Malaysian SMEs are still left behind in terms of using internet in their business transaction. One way to promote the application is by speeding the usage among the local MSC status companies which act as the centerpiece of the national IT strategy. Despite of the promotion most of the MSC status companies found to be using the internet for conservative task such as for communication and information gathering purposes.Previous study on the SMEs in Perak indicated the low usage of the application in most business sectors. Similar trend prevailed even for those who had been in operation with the novice status or already established.MarketingThe role of e-commerce in providing avenue to shift out of the home and onto consumers' digital communication devices by matching messages to consumer preferences and demographics, marketers will be able to better target the right recipient with the right message at the right time. Other than that, marketing functions are now performed under a hypermedia-computer-mediated-environment where interactivity and connectivity are replacing the traditional mode of negotiation and communication.A successful e-commerce business must be globally aware, system-oriented and customer sensitive. Companies can use the direct access to consumers to collect information that will help them better develop products to meet the consumers need through customizations or create new niche products. In general most firms used e-commerce primarily to provide information about company, its product and services, and for both internal and external communication. In addition online consumer can easily gain access to graphics, sound, and even movies, thus enabling real time transaction interactivity at a selected convenience time. This is a good opportunities to SMEs to market their product internationally since the information can be widely spread all over the world.As indicated by O’ Brien, as most of the business activities involved with buying and selling, marketing of product and services over computer network, e-commerce therefore changing the shape of competition, the speed of action, and the streamlining of interactions and payments from customers to companies and from companies tosuppliers. Another interesting features concerning marketing in e-commerce is the attractiveness of its flexibility as compared to the traditional approach. This flexibility not only add to new items and update info based on the direct feedback received from customers, but the powerful 24 hour accessibility resulted with increase business hours across the world.Logistics and ProcurementLogistics is very much related to the movement of goods or services within the respective parties to the transaction. When retailers or SMEs apply e-commerce, they indirectly remove the need for intermediary distribution channels and extend the distribution coverage across the globe. As e- commerce become accepted and practically used it is changing the trend in distribution systems because the e-retailers are at the same time a retailer and a distribution center. With connectivity of the Web, shipping charges can be precisely determined in real time, and a tracking number can be assigned to the shipment at the time order is placed.There are some advantages that SMEs can gain as they adopt in commerce from the point of logistics which is cost reduction through improved process efficiency, improved reach, the unbundling of business systems and price reductions. Despite of the advantages but still the application of e-commerce found to be low throughout the nation.E-procurement formed an integral part of any e-commerce operation, and most supply chain management involves the procurement of materials which are to be transformed or delivered. It is always been a major cost concerned in any business operations in addressing the issue. A well designed operation flow add-up with internet technology will no doubt provide a systematic and efficient cost control. Procurement in e-commerce can be explained as any designed to facilitate the acquisition of goods by a commercial or a government organization over the Internet that involved spending on materials components, facilities, subcontract capacity, IT equipment and supplies, consumables, stationeries and other form of services that constitute a significant amount of money transaction. As it is the electronic tendering and procurement of goods and services, with the application they are able to access alarger number of suppliers worldwide, thereby enjoying better prices, better quality and better delivery.Because procurement is an expensive business activity, once a business switches to an online-based procurement system, they can begin seeing benefits immediately. The administrative costs for each purchase are significantly reduced due to less paperwork running by the system and not by employees themselves. Furthermore, when employees realized how convenient and cost-effective the new procurement strategy is, they will be less likely to make purchases through non-contracted suppliers, thus saving businesses even more money.译文电子商务在马来西亚中小企业中的应用曼索尔；奥比丁电子商务电子商务的出现改变了商业的基本形式（阿米尔、基费里2001）。
电子商务在中小企业中的策略与研究外文文献原文及译文 工商管理
毕业论文外文文献原文及译文学生姓名： 学号：学 院：专指导教师：2011年 6 月xx 0709014418 经济与管理学院 工商管理E-commerce and corporate strategy:an executive perspectiveAbstractDespite the recent downturn in Internet-based business, the dollar value of electronic commerce(EC) transactions is increasing at an astounding rate. In consumer-to-business applications, the amount of money spent by online shoppers is nearly doubling every year and is expected to approach US$ 100 billion by 2004 while business-to-business sales is expected to reach US$ 1.3 trillion by 2003. These opportunities, powered by the evolving computing and communication technologies, enable companies to gain tremendous operational efficiencies, personalization, and information based products and services. More and more conventional brick and mortar firms see e-commerce initiatives as offering strategic opportunities to transcend their normal operations. This study proposes that e-commerce initiatives are important strategic initiatives and that firms with a stronger EC market orientation will be more successful. Content analysis of CE O’s letter to shareholders of 145 Fortune 500 firms was conducted to evaluate the importance of EC and strategic orientation. The results provide support to the study’s propositions and indicate that EC must be pursued carefully as a strategic initiative rather than as an appendage to an existing organization.Author.Keywords: E-commerce; Strategic orientation; Market orientation; Corporate performance; CEO letter to shareholders; Customer orientation; Competitor orientation; Content analysis 1. IntroductionThe emergence of e-commerce is creating fundamental changes to the way that business is conducted. These changes are altering the way in which every enterprise acquires wealth and creates shareholder value. The myriad of powerful computing and communications technology enabling e-commerce allow organizations to streamline their business processes, enhance customer service and offer digital products and services. This shift in underlying marketing fundamentals is now the driving force that is luring many organizations to embrace e-commerce.However, as they are learning, organizations must proceed with caution, as the road to e-commerce is littered with failed initiatives. A plunge in the share prices of dot com companies sent the tech-heavy NASDAQ index into almost free fall; down over 70% of the record high of 10 March 2000. Though an economic slowdown was apparently likely, one thing was painfully clear; most Internet “pure plays” could not find sustainable profitability by operating only as e-commerce organizations simply by excelling in the management of technology, information, and the consumer behavior. Similarly, established companies that viewed e-commerce as a stand-alone appendage to their business would be less likely to succeed in these efforts. Therefore, it is our contention that firms must clearly recognize their e-commerce initiatives as an integral part of their strategic objectives. In addition, we propose that firms that carefully evaluate their customer and competitor base, as a part of strategic thinking, will reap more benefits.In the process of forming a corporate strategy to respond to the challenges of environmental change, normative thinking requires that a firm should analyze its industry forces and value-chain activities in order to identify opportunities for IT innovation. Furthermore, it should examine assets, resources, and competency of the staff and identify those mechanisms that confer a distinctive advantage over their rivals. Choice of appropriate strategy could then lead to superior performance. In the case of e-commerce,firms implementing such initiatives should carefully analyze external forces, internal resources and their core competencies. The outcome of this process should be reflected through a tight integration between corporate strategy and e-commerce.This study focuses on this outcomeand its relationship with corporate performance.Specifically, the study investigated the extent to which large successful companies adopted an e-commerce posture that was integrated with their corporate strategy.Thus, we examined the qualitative portion of the company’s Annual Report: the CEO’s Letter to the Shareholder, using content analysis. This letter presents a unique observation point for the researcher interested in examining corporate strategy and holds potential for determining the innovative methods of the top manager’s strategy[19]. Bettman and Weitz [6] argue that the CEO’s letter, which is a standardized component of the report, provides comparable and more objective data on an organization than would interviews. Pfeffer [39], recognizing the utility of the CEO’s letter as a source of “objective” data on organizations, has called for increased research use of annual report data.The study uses the CEO’s letter as input to address the following questions:1. Is the importance of e-commerce to corporate strategy reflected in improved corporate performance?2. Does a firm’s strategic orientation with respect to e-commerce have an impact on its performance?2. Background and propositions2.1. The perceived importance of e-commerceThe emergence of E-commerce has created a novel marketplace. However, definitions of what constitutes e-commerce vary [35 and 44] Extant studies have referred to the term “e-commerce marketplace” either from a system-oriented [3] or a market-structure perspective [33]. Bakos argued that it is the electronic market systems that create a space where buyers and sellers converge. Malone et al. referred to it as a corresponding governance mechanism. Zwass [51 and 52] proposed an architecture that embraces the aforementioned perspectives as two components of an e-commerce structure. E-commerce related IT, in this framework, serves as the infrastructure that leads to the rise of e-commerce.At the top level, resulting from the impact of e-commerce operation is the issue of governance mechanism. Support for electronic marketplaces and electronic hierarchies can be found at the bottom level. In-between these levels there are application layers that provide value-added activities with respect to information sharing, business transactions, and relationship building. Thus, e-commerce includes not only buying and selling goods, but also various processes within and across organizations. We define e-commerce as the use of computing and communication technologies to engage in a wide range of activities up and down the value-added chain, both within and outside the organization [1]. It is widely argued that e-commerce related IT, such as EDI, EFT, electronic messaging, shared corporate digital library etc. could enhance both organizational efficiency and effectiveness. In terms of efficiency benefits, an e-commerce application can generate internal efficiency and external coordination through changes in intra- or inter-organizational integrative processes [24]. Even before the rise of e-commerce,and particularly the Internet, companies engaged in electronic commerce using electronic data interchange (EDI) to improve their operational efficiency. Today, Internet EDI can further integrate and enhance an organization’s operational efficiency. Riggins and Mukhopadhyay [43] using Chrysler as a case, has shown that the total benefits provided by electronic integration are both tangible and significant.Effective benefits of e-commerce technology are reflected in the use of the extended information exchange network to create organizational value. Because of the addressability and responsiveness [14] that characterize the system, e-commerce could increase an organization’s ability to sense and respond to the market needs by collecting and disseminating market information throughout the organization. With that information, the organization could accurately assess or stimulate market demand and search for new markets. Making the rightdecision would in turn have a strategic impact that could change the relationship of the organization with its business rivals and customers.Despite the benefits provided by e-commerce,however, adopting e-commerce does not ensure competitive advantage, because the technologies are open and available to competitors [31]. Economic impacts do not emanate from IT investments directly, but through the value cr eated by the interaction of the IT assets with the “complementary assets” of the firm [11]. Researchers [7, 26 and 30] propose that the ability to mobilize IT resources in conjunction with other resources is critical to superior performance. Therefore, corporations that see e-commerce integrated with its strategic orientation would be more likely to leverage complementary assets and achieve efficiency and effectiveness benefits. In other words, failure to recognize e-commerce as a part of corporate strategy is more likely to result in isolated initiatives or responses to competitive pressures that are less likely to leverage the full complement of organizational resources. Therefore, we propose:Proposition 1. There is a positive relationship between a firm’s perception of the importance of e-commerce as reflected in corporate strategy and firm performance.2.2. Market orientationMarket orientation centers on an organization-wide generation and dissemination of, and responsiveness to, customer intelligence [27]. Narver and Slater [34] widen this conceptualization of market orientation by breaking it into its three components: customer orientation, competitor orientation, and inter-functional coordination. They argue that the market concept is not limited to customers but should include a competitor orientation. In other words, a market orientated company would collect, dispatch, and swiftly respond to either or both customer’s needs and rival’s actions. Inter-functional coordination is, in fact, a function of intelligence generation, dissemination, and responsiveness. This study adopts Narver and Slater’s conceptualization but only focuses on customer and competitor orientation. As they argue, market-oriented firms would continuously acquire, process, and disseminate knowledge about market, products, technologies, and business information. Therefore, the third behavioral component is a part of the central essence of the first two.电子商务和企业战略:一个管理的角度看问题摘要：尽管在最近的美元价值的下跌以互联网为基础的业务,电子商务(EC)交易令人吃惊的是在增加。
《中小企业跨境电商发展探析国内外文献综述2100字》
中小企业跨境电商发展研究国内外文献综述目录中小企业跨境电商发展研究国内外文献综述 (1)一、国外文献综述 (1)二、国内研究文献综述 (1)一、国外文献综述Epstein (2005)在前人理论基础上，成功概括出影响企业电子商务发展的四个影响因素:企业领导、电商战略、企业结构以及电商系统，并且他把电子商务系统形象的比喻成一个程序流程，从数据输入到处理，从结果输出到显示，生动的阐明了电子商务成功的机制，继而归纳出电子商务的成功影响因素。
Pather(2006)对一家处于南非的从事外贸电商的中型企业进行研究，以其多年来经营经历当做案例来分析，构建出电子商务市场的四个虚拟维度:信息、营销、交流以及交易，确定了考核企业成功开展电子商务的初级指标体系。
Li(2006)以中美企业为研究对象，从理论上分析了中美企业电子商务的关键成功因素，结果表明两国企业都认为信息化技术、企业战略规划、物流体系、营销手段和优质服务是最重要的几个影响因素，并且指出美国企业与中国企业重视方面的差异，美国企业比较看重企业领导支持和客户反馈而中国企业并不看重这些。
Abodlmotalleb Rezaei(2007)运用多元回归分析方法对伊朗132个中小企业做了实证分析，研究结果表明信息部门结构、管理者的支持、管理方式、科技知识、共同目标、资源配置和基础设施是电子商务系统成功实施的七个影响因素。
Sherah Kurnia等(2009]以马来西亚100多家中小企业作为研究对象,通过设计调查问卷和因子分析的方式对采集数据进行处理，得出组织准备、行业基础、国家支持和环境压力是最影响电子商务成功的关键因素。
二、国内研究文献综述李静(2011)认为我国在信息化基础设施方面还存在很多不足，与欧美发达国家相比还有不小差距。
她指出当前我国互联网技术还比较落后，宽带费用较高，网速较慢，这些问题都阻碍了电子商务在对外贸易中重要性的进一步提高。
张杨、王栋(2012主要研究我国跨境电商在信息安全方面的问题，他们认为这些风险的根源是我国落后的信息基础建设，信息安全维护的不足使得信用和交易风险被放大。
中小企业电子商务发展现状与对策初探 中英文对照
中小企业电子商务发展现状与对策初探中英文对照English SMEs e-commerce development present situation and Countermeasures of 电子商务作为新兴的经济发展形态，随着网络信息技术、计算机技术的逐步成熟，特别是在国务院相继出台的一些电子商务发展意见的指导下，我国的中小企业的电子商务迎来了新的发展机遇。
比如一些基于消费品的中小企业电子商务网站的开通和运行，为广大网民提供了不受时间和空间限制的购物平台，在这个信息化、知识化的经济大环境下，网络购物因其价格相对低廉、品种选择繁多、时域限制小等特点，正越来越受到网民的追捧和青睐。
作为中小企业的电子商务平台，在其发展的过程中，还存在一定的问题，如何化解这些限制因素，实现中小企业的电子商务快速增效是所有商家面临的共同问题。
一、当前电子商务发展前景Electronic commerce as a form of new economic development, with the Internet and information technology, computer technology gradually mature, especially in the State Council promulgated the opinions of some electronic commerce development under the guidance, the electronic commerce of our country small and medium-sized enterprise ushered in new opportunities for development. For example, some opening and operation of small and medium-sized enterprises of electronic commerce website based on consumer goods, provides is not limited by space and time shopping platform for the majority of Internet users, in the economic environment of the information, knowledge of the network shopping, because of its relatively low prices, variety selection, time limit of many small, more and more received by users and favor. As e-commerce platform for small and medium-sized enterprises, in the course of its development, there are still some problems, how to resolve these constraints, to achieve the small and medium-sized enterprise e-commerce fast efficiency is a common problem faced by all businesses. One, the current e-commerce development prospects知识经济时代的到来，为人民的生活和工作带来了新的思路和认识。
跨境电子商务中英文对照外文翻译文献
跨境电子商务中英文对照外文翻译文献中英文对照外文翻译(文档含英文原文和中文翻译)译文:本地化跨境电子商务的模型摘要通过对国际供应链的B2B电子商务交易量的快速增长和伊朗快速增加的跨境交易业务，跨境电商过程的有效管理对B2B电子商务系统十分重要。
本文对局部模型的结构是基于B2B电子商务的基础设施三大层，消息层、业务流程层和内容层。
由于伊朗的电子商务的要求，每一层的需要适当的标准和合适的方案的选择。
当电子文件需要移动顺利向伊朗，建议文件的标准为文件内容支持纸质和电子文件阅读。
验证提出的模型是通过案例研究方法呈现一到四阶段的情景。
本文试图通过交换商业文件在贸易过程中这一局部模型，实现在全球电子贸易供应链更接近区域单一窗口建设的关键目标。
关键词：电子商务;跨境贸易;电子文档管理;国际供应链1.简介电子商务是关于在互联网或其他网络电子系统购买和销售产品或服务。
术语B2B（企业对企业），描述了企业间的电子商务交易，如制造商和批发商，或批发商和零售商之间。
本文的研究目标是上两个不同国家贸易商之间的通信。
今天的世界贸易组织的主要目标之一是建立区域单一窗口，可以提高世界各地的贸易便利化。
建立区域单一窗口需要跨境海关，可以有效地交换贸易文件。
因此，首先，简化跨境贸易文件的关键在于朝着国家单一窗口移动。
然后，区域单一窗口可以授权国家之间的通信。
电子商务模型是基于三个主要逻辑层的研究。
这三个层消息传输层，业务处理层和内容层。
本文的局部模型是一种能够自动交换读取文件的过程。
通过与东亚和中东国家的建立区域单一窗口可以在将来得到改善的更多的互操作性，从而建立伊朗国家单一窗口在本文的第二部分讨论引进国际供应链中的跨境B2B模式所需的基本概念和标准。
第三部分介绍在大的模型中引入的组件功能和范围。
第四部分讨论了B2B交易层模型的定位，最后结束本文。
2.背景在本节中，除了了解B2B电子商务在伊朗的情况，还有参考模型的背景等概念以及讨论B2B电子商务跨境模式的本土化。
电子商务的应用与中小企业的绩效外文文献翻译
文献出处：Michael Abebe, (2014) "Electronic commerce adoption, entrepreneurial orientation and small- and medium-sized enterprise (SME) performance", Journal of Small Business and Enterprise Development, V ol. 21 Iss: 1, pp.100 – 116原文Electronic commerce adoption, entrepreneurial orientation and small- andmedium-sized enterprise (SME) performanceMichael AbebeIntroductionThe significant role that small and medium-sized enterprises (SMEs) play in the US economy is well documented in the literature. As the pace of economic globalization continues to escalate, SMEs are increasingly experiencing fierce competition both from their domestic and foreign counterparts (Matlay and Westhead, 2005; Etemad, 2004; Julien and Ramangalahy, 2003; Lu and Beamish, 2001). In order to offset their inherent resource and size disadvantages and stay competitive, SMEs employ a number of competitive strategies and tools. One such competitive tool is electronic commerce (e-commerce) (Raymond et al., 2005; Kleindl, 2000;Stewart, 1997).E-commerce has increasingly become an important technological medium through which businesses serve their customers, expand their geographical reach, respond to competitive pressure and reduce operational costs (Martin and Matlay, 2003; Beck et al., 2005; Wymer and Regan, 2005). Despite the tremendous amount of growth in e-commerce adoption around the globe, there is still a significant discrepancy between SMEs and large, well-established firms (Fomin et al., 2005; Pratt, 2002). Pratt (2002), in a study conducted for the Office of Advocacy, US Small Business Administration (SBA), observed that only 58 percent of SMEs had a website compared to 77 percent of larger firms. Similarly, a survey conducted by Forrester Research found that only 40 percent of SMEs sold their products and services on the internet (Weiss, 2004).These and other similar studies have noted that, while small business owners (managers) value the importance of e-commerce, relatively few of them are able to establish an effective web presence due to numerous organizational difficulties.Past scholarly work in this area has extensively explored the potential strategic benefits and pitfalls of e-commerce adoption in SMEs (e.g. Johnston et al., 2007; Martin and Matlay, 2003; Wymer and Regan, 2005; Grandon and Pearson, 2004; Bianchi and Bivona, 2002; Webb, 2002). In general, past research evidence indicates that SMEs adopt e-commerce in order to pursue a global strategy that enables them to target a broader customer base (Mehta and Shah, 2001; Moodley, 2003; Beck et al., 2005), address environmental and competitive pressures in their industries (Wymer and Regan, 2005; Grandon and Pearson, 2004), and take advantage of significant cost savings associated with implementing such a technology (Raymond et al., 2005; Riemenschneider et al., 2003; Santarelli and D'Altri, 2003). Despite the growing number of empirical research dealing with e-commerce issues in SMEs, the literature has largely been confined to exploratory studies that examine various factors affecting e-commerce adoption in SMEs (Wymer and Regan, 2005; Houghton and Winklhofer, 2004; Matlay, 2004).This study seeks to contribute to the literature by addressing two research questions:1.Is there a relationship between e-commerce adoption and performance ofSMEs?2.More importantly, does the degree of managers' entrepreneurial orientationmoderate the relationship between e-commerce adoption and SME performance?Accordingly, this study first examines empirically the relationship between e-commerce adoption and SME performance using cross-sectional data collected from the Southern part of the USA. This study then investigates whether owner-managers' level of entrepreneurial orientation moderates the e-commerce adoption-performancerelationship in SMEs.This study specifically focuses on this moderator (i.e. entrepreneurial orientation) for two reasons: first, since managers (owner-mangers) of SMEs are often more directly involved in strategic as well as operational decision-making (including technology adoption decisions) than is the case in large businesses with multiple layers of management (Raymond and Blili, 2000; Wincent and Westerberg, 2005), examining the role of managerial cognitive and behavioral characteristics will enhance our understanding of e-commerce adoption in SMEs and its impact on overall firm performance. Second, by examining this specific moderator empirically, this study extends the ongoing research that predominantly focused on exploratory issues in e-commerce adoption to include the condition under which SMEs' e-commerce adoption enhances firm performance. Hence, focus on this moderator provides a valuable contingency perspective that suggests the condition under which the e-commerce adoption-performance relationship is enhanced or diminished.Theoretical background and hypothesis developmentE-commerce adoption and SMEs' performanceFollowing Kalakota and Whinston (1997), this paper defines e-commerce from the B2C perspective as being ―the buying and selling of information, products and services via computer networks‖ (p. 3). A substanti al portion of the current literature on e-commerce adoption in SMEs focuses on factors that influence the adoption and non-adoption decision (e.g. Riemenschneider et al., 2003; Grandon and Pearson, 2004; Matlay, 2004; Fomin et al., 2005; Wymer and Regan, 2005). The theory of planned behavior (Azjen, 1991), the technology acceptance model (Davis, 1989), the theory of reasoned action (Azjen and Fishbein, 1980) and the diffusion of technology theory (Rogers, 1995) are major theoretical underpinnings in most of the extant literature. Research in e-commerce adoption has examined a number of internal and external factors influencing the adoption decision in SMEs (Grandon and Pearson, 2004; Sutanonpaiboon and Pearson, 2006; Loane, 2006; Saffu et al., 2008).For instance, in their study of 100 managers from SMEs in the USA, Grandon and Pearson found that organizational readiness, external pressure, and perceived ease of use significantly affect e-commerce adoption. Other studies in the literature considered the benefits and rewards of e-commerce adoption in SMEs (Stockdale and Standing, 2004; Raymond et al., 2005). Raymond et al. (2005) studied the assimilation of e-business activities in manufacturing SMEs. According to their findings, most of the benefits and business capabilities derived from e-business adoption can be categorized as ―communicational/ informational‖ functions, ―business intelligence‖ functions and ―transactional/ collaborative‖ function s. Communicative functions of e-commerce may include promotion of products and/or service as well as interaction with customers. Business intelligence functions, on the other hand, involve attracting potential clients both domestic and abroad and gathering competitor or market intelligence (Quelch and Klein, 1996; Bianchi and Bivona, 2002; Houghton and Winklhofer, 2004). Finally, transactional/collaborative use focuses on selling products and/or services as well as interacting with business partners in order to collaborate on R&D and marketing (Raymond et al. 2005). Such collaborations include maintaining and developing relationships with clients, channel partner, suppliers and network partners (Coltman et al. 2001; Loane, 2006; Auger, 2005). The transactional benefits generally extend to promoting SMEs and servicing customers in new markets with reduced operational expenses (Santarelli and D'Altri, 2003; Lohrke et al., 2006).This study extends the ongoing research on e-commerce adoption by examining the relationship between e-commerce adoption and performance of SMEs. More specifically, it is argued that there will be a positive and significant influence of e-commerce adoption on SMEs' performance due to two major intermediary organizational processes. First, e-commerce adoption positively affects SMEs performance by providing an enhanced and streamlined business process management. Several studies in the literature found that e-commerce plays an important role in reducing transaction costs as well as enabling a more efficient handling of internalbusiness processes in SMEs (e.g. Turner, 2000; Chan and Lee, 2003; Santarelli and D'Altri, 2003; Lohrke et al., 2006).Santarelli and D'Altri (2003), for instance, observed in their analysis of Italian manufacturing and service SMEs that adopting a robust e-commerce capability allows the firms to reduce the transaction costs involved with external distribution channels. Similarly,Lohrke et al. (2006), drawing from the transaction-cost economics (TCE) theory, proposed and tested the argument that SMEs with high information specificity tend to adopt e-commerce more than those with lower information specificity, partly because of the possibility of reducing the transaction cost involved in delivering highly specialized customer support. The results of their analyses of 47 US manufacturing SMEs provided support for their argument. Past research has also shown that e-commerce adoption in SMEs improve the efficiency of not only internal business processes but also the broader supply chain (Johnston and Wright, 2004;Kim et al., 2008). These and other similar studies show that e-commerce adoption affects the overall performance of SMEs primarily by providing a more efficient and streamlined internal business processes that in turn translate into significant cost-saving and profitability.The second intermediary organizational process through which e-commerce adoption influences SMEs performance is enhanced marketing capability. One of the most obvious shortcomings of SMEs is their size and resource disadvantage vis-à-vis their larger competitors. Hence, SMEs face significant challenges not only in identifying and developing a broader customer base but also in competing against global competitors (Etemad, 2004; Loane, 2006). By developing e-commerce (e-business) capabilities, SMEs can:∙increase their global visibility and attract a new customer base despite their geographical restrictions (Mehta and Shah, 2001; Moodley, 2003);∙serve existing customers with much more efficiency and improved convenience, since customers can access the e-commerce platform virtually anywhere and any time (Johnston and Wright, 2004; Beck et al., 2005);better understand and cater to the dynamic nature of existing and prospective customer needs (Auger, 2005).Accordingly, the following hypothesis is proposed:H1. There is a significant positive relationship between e-commerce adoption and SME performance.Entrepr eneurial innovativeness is defined as the ―willingness to support creativity and experimentation in introducing new products/services, and novelty, technological leadership and R&D in developing new processes‖ (Lumpkin and Dess, 2001, p. 431). The risk-taking behavior of entrepreneurs has been examined extensively in the literature and is generally associated with the ―willingness of entrepreneurs to engage in calculated business-related risks‖ (Brockhaus, 1980; Kreiser et al., 2002). Proactiveness is defined as the ―opportunity-seeking, forward-looking perspective involving new products or services ahead of the competition and acting in anticipation o f future demand to create change and shape the environment‖ (Lumpkin and Dess, 2001, p. 431). This construct has been extensively validated by several cross-sectional, longitudinal and even cross-country studies (Kreiser et al., 2002).Entrepreneurial orientation and e-commerce adoption in SMEsOriginally developed by Miller (1983) and later refined by Covin and Slevin (1989), the term ―entrepreneurial orientation‖ (EO) refers to the managerial attributes of risk-taking, innovativeness and proactiveness. Entrepreneurial orientation (EO) refers to the managerial characteristics of risk taking, innovativeness and proactiveness (Covin and Slevin, 1989). It also explains the degree of importance that a firm places on the activities of identification and exploitation of new opportunities (Shane and Venkataraman, 2000) from the dynamics of its macro and task environment. Thus previous research has shown that it correlates to but is distinct from market orientation (Miles and Arnold, 1991). They argue that while market orientation emphasized on customer and competitor intelligence, EO is largely driven by untapped market opportunities.According to the seminal work of Covin and Slevin (1989), the EO construct has three major dimensions:1.innovativeness;2.proactiveness; and3.risk-taking.Past research on EO argued that entrepreneurial firms tended to take more risks than non-entrepreneurial firms and that these firms proactively search for new business opportunities (Khandwalla, 1977). In addition, Miller and Friesen (1982) observed in their study that entrepreneurial firms tend to have a high emphasis on new product innovation. Such organizations are characterized by the willingness ―to innovate boldly and regularly while taking considerable risks in their product-market strategies‖ (p. 5). A number of empirical studies in the past have shown a strong and positive relationship between the level of EO and SME performance (e.g.Zahra and Covin, 1995; Lumpkin and Dess, 2001; Wiklund and Shepherd, 2005).This study proposes that the level of EO among SME managers positively moderates the relationship between e-commerce adoption and firm performance. Specifically, it is expected that managers of SMEs that have high level of EO are more likely to exploit e-commerce technology in order to achieve higher operational efficiency and marketing capability than those that have low level of EO (Matlay and Addis, 2003). Managers of SMEs that have high EO generally tend to explore new processes and technology for creating products/services to their customers (Lumpkin and Dess, 1996; Avlonitis and Salavou, 2007). Matlay and Addis (2003), for example, examined the role of higher education institution (HEI)-based consultancy in the adoption of e-commerce among 60 matched firms and found that owner/managers that are cognizant of the benefits of e-commerce are more likely to actively seek such consultancy services and ultimately adopt e-commerce in their operation. Accordingly, a higher level of proactiveness among small business managers in terms ofanticipating and meeting market trends can lead to e-commerce adoption (Bharadwaj and Soni, 2007). In making this argument, it is assumed that e-commerce is perceived as a competitive tool among SMEs (Johnston et al., 2007; Mehta and Shah, 2001).In addition, entrepreneurially oriented small business managers are more likely to take advantage of e-commerce technology than their counterparts because they are more inclined to take perceived ―risks‖ in adopting new technology or processes in expectation of improved business performance (Kreiser et al., 2002). Last but not least, entrepreneurially oriented small business managers are also more likely to leverage the benefits of e-commerce technology because of their tendency to seek for opportunities and technologies that may help their business stay competitive in the marketplace (Li et al., 2008). To the extent that e-commerce serve as a means of expanding existing customer base and gathering critical business intelligence on market trends and customer demand (Raymond et al., 2005), it could be reasonably assumed that a high level of EO could improve the utilization of e-commerce technology to attain improved performance in SMEs. Accordingly, the following hypothesis is proposed:H2. The level of EO of SME managers positively moderates the relationship between e-commerce adoption and SME performance such that under higher levels of EO, e-commerce adoption will have a more positive effect on SME performance.MethodologySample and data collectionIn order to test the above hypotheses, this study focuses on all manufacturing and service SMEs located in the state of Texas, USA, as the study's population. This particular geographical area was chosen because of the presence of highly vibrant SME population as well as a strong state economy that is relatively less affected by the current economic crisis. By including both manufacturing and service SMEs, the intent was to increase the generalizability of the study's findings across diverse business sectors. Accordingly, the sample was drawn from the population ofmanufacturing and service SMEs operating in the state of Texas. Consistent with the US Small Business Administration (see /faqs), this study defined SMEs as firms with less than 500 employees. Statewide and local chamber of commerce websites were used to gather contact and other information on the study's population. Once the general population of the study was identified, 379 SMEs were then randomly selected as potential participants. These SMEs represent various manufacturing and service industries located across all regions within the state of Texas. Industries that were included in the study's sample include apparel and textiles, electrical equipment, leather products, machinery, measurement instruments, paper and allied products, printing, retail and wholesale. Table I shows the distribution of sample firms by major industry categories.A structured questionnaire and a cover letter explaining the purpose of the study was mailed to owner-managers (managers) of 379 manufacturing and service SMEs operating in the state of Texas. A second wave of the survey questionnaire was mailed approximately eight weeks after the first wave of surveys was sent out. Twenty-nine surveys were returned due to inaccurate mailing addresses and business relocation. Of the remaining 350 questionnaire surveys mailed out, 55 were received with complete information for a response rate of 15.7 percent. Even though the response rate is relatively low, we believe it is comparable to a number of recent studies focusing on SMEs (e.g. Auger, 2005; Bharadwaj and Soni, 2007; Tang et al., 2008).In order to address the issue of non-respondent bias, the first and second wave of responses were compared on annual sales, number of employees and managerial tenure using a t-test (Armstrong and Overton, 1977). The results show no statistically significant difference between the early and late respondents (t(53)=1.036, p=0.305 for number of employees; t(53)=−0.137,p=0.892 for annual sales and t(51)=0.456, p=0.651 for managerial tenure). Hence, it was concluded that non-response bias is not a serious concern for the study.Measures and operationalizationsDependent variableThis study used self-reported annual sales growth rate as the dependent variable (i.e. SME performance). Although other performance metrics such as return on assets (ROA) and net income have been used in the past (Auger, 2005), it was determined that using the annual sales growth rate is appropriate since the goal is to study the influence of e-commerce adoption in SMEs. Consistent with past studies (e.g. Beck et al., 2005; Bharadwaj and Soni, 2007), one of the major benefits of e-commerce adoption in SMEs is the ability to generate more sales volume from both existing and ―new‖ customers. Hence, we thought it would be more interesting to test empirically the association between e-commerce adoption and SME performance (annual sales growth) under varying degrees of owner-managers' entrepreneurial orientation. Accordingly, respondents were asked to indicate the company's sales growth for the most recent fiscal year. This information was then used as the measure for the dependent variable.Independent variableE-commerce adoption is the independent variable in this study. Following the definition of e-commerce as ―the buying and selling of information, products and services via compu ter networks‖ (Kalakota and Whinston, 1997, p. 3), respondents were asked whether they were selling their products over their company's website. E-commerce adoption was treated as a dichotomous variable and assigned a value of 0 for those respondents who replied ―no‖ and a value of 1 for those respondents who replied ―Yes‖.Entrepreneurial orientation (EO)Entrepreneurial orientation (EO) is measured using the standard and widely accepted eight-item instrument originally developed byCovin and Slevin (1989) and further validated by Kreiser et al. (2002). This instrument has three sub-dimensions –i.e. proactiveness, risk-taking and innovativeness –and is anchored on a seven-point Likert-type scale ranging from 1 (strongly disagree) to 7 (strongly agree). In general, higher scores indicate a higher EO for each respondent. The internal reliabilitycoefficient (Cronbach's α) for the overall EO measure in this study is 0.785 while the individual sub-dimension coefficients are 0.739 (innovativeness), 0.644 (proactiveness) and 0.813 (risk-taking)Control variablesThis study controlled for both organizational (managerial) as well as environmental factors. These factors include owner-manager's tenure, functional background, firm size and owner-manager's perceived competitive intensity. Specifically, the number of years the owner-manager (respondent) spent in the current position within the company was used as the measure of tenure. Firm size was measured by the number of employees (log transformed) in the SMEs. The functional background of the owner-manager was measured using the two major categories commonly used in the upper-echelon research (Hambrick and Mason, 1984), i.e. throughput and output functional backgrounds. ―Throughput functional background‖ refers to career experiences in the areas of operations, accounting, information systems and process engineering, while ―output functional background‖ indicates a managerial background in research and development (R&D), marketing and sales. Respondents were asked to indicate the functional area that they spent most of their professional career in. The responses were then coded as 0 for throughput functional background and 1 for output functional background. Finally, owner-managers' perceived competitive intensity represents managers' subjective assessment of the level of competition in their task environment. This particular measure was chosen because it is closely related to strategic decision-making (Bourgeois, 1980). In other words, since the study makes the implicit assumption that e-commerce adoption represents a major strategic decision, the extent of managerial belief on the competitive environment dictates both the nature of strategic decisions and ultimately performance. Owner-managers' perceived competitive intensity was measured using a multi-item instrument developed by Jaworski and Kohli (1993). Some of the items in the measure include:―Competition in our industry is cutthroat‖;∙―There are many ‗promotion wars‘ in our industry‖; and∙―Price competition is the hallmark of our industry‖.The overall Cronb ach's α for this measure is 0.70.ResultsTable II presents the means, standard deviations and zero-order correlations of the study's variables. The average participating SME has slightly above 15 employees with a mean self-reported annual sales growth around 14.6 percent. Fifty of the respondents (91 percent) were owner-managers of the SME while the remaining five (9 percent) described themselves as managers. The average respondent in the study is 49 years old, has spent 14 years in his/her current managerial position, and has some formal college education (mean=14.87 years, SD=2.03 years). Sixty-six percent of the respondents are male and 34 percent are female. Moreover,Table II indicates a statistically significant positive correlation between Owner-manager entrepreneurial orientation and SME performance (r=0.283, p<0.05)译文电子商务的应用与中小企业的绩效迈克尔·阿贝贝引言中小企业在美国经济中扮演的重要的角色，在一些文献里是有据可查的。
跨境电商英文介绍范文
跨境电商英文介绍范文Cross-border e-commerce refers to the online exchange of goods and services between businesses and consumers in different countries. With the rapid development of technology and the internet, cross-border e-commerce has become a significant trend in global trade, allowing businesses to reach customers beyond their domestic markets.One of the main advantages of cross-border e-commerce is the ability to access a larger customer base. Businesses can sell their products to consumers worldwide, increasing sales opportunities and revenue. Additionally, consumers benefit from a wider variety of products, often at competitive prices, as they can purchase directly from manufacturers or sellers in other countries.However, cross-border e-commerce also presents challenges. Differences in regulations, customs procedures, and shipping logistics can complicate international transactions. Businesses must navigate various tariffs, taxes, and compliance requirements to ensure smooth operations. Moreover, language barriersand cultural differences can affect customer service and marketing strategies.Despite these challenges, the future of cross-border e-commerce looks promising. With the rise of digital payment solutions and logistics networks, businesses can streamline their operations and enhance the customer experience. As more consumers become comfortable with online shopping, the demand for international products will continue to grow.In conclusion, cross-border e-commerce is reshaping the landscape of global trade. It offers exciting opportunities for businesses and consumers alike, fostering a more connected and accessible marketplace.中文翻译：跨境电商是指在不同国家之间进行商品和服务的在线交易。
电子商务在中小型企业的战略、运营和性能【外文翻译】
外文翻译Electronic commerce strategy, operations, and performance in small and medium-sized enterprisesMaterial Source: Business Process Management Journal Author: Necmi Karagozoglu and Martin LindellABSTRACT: Explores the electronic commerce (e-commerce) involvement of small and medium-sized enterprises (SMEs) in terms of the strategic, operational, and performance aspects. Findings are reported from a survey of SMEs in northern California. The results show that SMEs tend to pursue e-commerce strategies associated with customer base expansion and customer service consistent with their bricks-and-mortar competitive strategies and build e-commerce operations consistent with their e-commerce strategies. These e-commerce strategies also contribute to the SMEs’sales growth and profitability. However, e-commerce strategy associated with purchasing management is the least favored alternative and does not affect profitability. The implication of the findings for managers and future research are discussed.Keywords: Electronic commerce, Management strategy, Small and medium-sized enterprises, Business development, Profit1 IntroductionIn recent years electronic commerce (e-commerce) has been one of the most significant developments in the business world. Basically, e-commerce refers to doing business online spanning both business to-consumer and business-to-business dimensions. Benefits of e-commerce for both large and small companies have been well established and documented (Joseph et al., 2001; Bellman, 2001; Schneider and Perry, 2000). Despite the shakeout of dot-com companies, e-commerce has-been growing by staggering proportions. A report by the US Commerce Department noted that whereas traffic on the net was 100 million worldwide by the end of 1997, a billion people are expected to log on by 2005 (Ingersoll, 1998).Forrester Research, a reputable research firm, has predicted that on-line business to consumer sales will increase from 20.3 billion dollars in 1999 to38.8 billion dollars by 2002 (Korper andEllis, 2001). Consumer e-commerce is expected to reach 380 billion dollars by 2003 (Dedhia, 2001).In the immediate future, business-to-business transaction volumes are expected to outrank business-to-consumer transactions (Tiernan, 2000).Although large companies appear to dominate-commerce, small companies have increasingly joined the trend. Involvement of small businesses in e-commerce was estimated by International Data Corporation to be over 4.3 million by 2001(Kienan, 2000) and by Access Media International to be over 5 million by 2002 (Tiernan, 2000).According to Forrester Research, 45 percent of small companies, 85 percent of medium size companies, and 98 percent of large companies will participate in e-commerce in 2002. Small companies’ interest in e-commerce is not surprising in light of the advantages that make their small size and location irrelevant to compete effectively while increasing their adaptiveness through opportunities for richer customer feedback.Adoption of e-commerce has evolved from rudimentary simple Web site construction applications to more sophisticated customer service and personalization models (Reynolds, 2000). Initial e-commerce applications by the dotcom companies sought growth as a primary goal while profit considerations were viewed from a longer-term perspective. However, later applications involving brick-and-click companies emphasized competitive advantages and profit considerations and the strategies to achieve these goals (Evans and Wurster, 1999). Competitive advantage and profit considerations in the adoption of e-commerce are crucial for small and medium-sized enterprises (SMEs) in that they have limited financial slack to experiment with new approaches and limited cushion for failure. A plethora of failure by the pure dot-com companies with unproven business models have constituted a caveat for the bricks-and-mortar companies to exercise due diligence in venturing into e-commerce. Despite the staggering importance of e-commerce and the strategic considerations for its successful adoption, empirical studies, in this connection, have been scarce in the literature and the research gap is particularly evident for the SMEs, hitherto.Accordingly, this study will examine thee-commerce strategy, operational aspects of e-commerce, and performance effects pertaining to SMEs. Specifically, the following research questions will be explored: Are the SMEs co aligning their e-commerce strategy with their competitive strategy? Is there an association between the SMEs’ e-commerce strategy and their e-commerce operations? What is the impact of the SMEs e-commerce strategy on their performance?2 E-commerce StrategyE-commerce offers a rich array of opportunities to improve business performance. Choosing a particular e-commerce application is a strategic decision that must be made in the context of the company’s competitive strategy. Strategic approach to e-commerce decisions has become increasingly important as a result of the explosive adoption patterns rendering competitive aspects crucial (Evans and Wurster, 1999; Straub and Klein, 2001). E-commerce is one of the most popular forms of electronic technology applied to businesses and that its impact on competitive strategy and its formulation is regarded to be fundamental (Lanckriet and Heene, 1999). Adapting to changes in technology is a key factor driving competitive advantage (Porter, 1980; Miles and Snow, 1978).An empirical study by Straub and Klein (2001) identified three progressive levels to which companies evolve in their attempts to pursue e-commerce strategies. At the initial level, the focus is mainly on cutting costs and/or raising productivity. At the next level the focus shifts to the use of e-commerce to access new customers and markets. The third level builds upon gains at the previous levels; companies seek sustainable competitive advantage by attempting to achieve a complete integration of e-commerce into the company’s overall business strategy. Most large companies advance to the third level objectives whereas SMEs focus on the first and second levels. Third level objectives reflect greater complexity and risk (Straub and Klein, 2001) and SMEs are less likely to pursue these objectives, at the present stage is the learning curve, due to their relatively limited access to slack resources to absorb the risks. Also, more sophisticated e-commerce features such as personalization for customer specific content may be more affordable to larger companies (Korper and Ellis, 2001).Among the e-commerce strategies categorized in the literature (Sekhar, 2001; Kienan, 2000; Calkins et al., 2000) the suitable options for the brick-and mortar SMEs include expansion of their customer base, leveraging their customer service, and improving their purchasing management. The e-commerce strategy associated with customer base expansion entails operating a Web site to provide product information, building brands and advertising, and selling products online (Sekhar, 2001). One survey has shown that a greater proportion of SMEs use e-commerce as a mechanism for marketing activities rather than providing online purchasing (Rosen, 2000). Online sales opportunities face limitations due to security risks (Patton and Jøsang,2004), perceived by the potential customers to provide their credit card information online (Griffith and Palmer, 1999; Rennhard et al., 2004), and the concerns over the cannibalization of a company’s traditional channel sales by the online sales (Tiernan, 2000). Another e-commerce strategy which constitutes a supplementary measure to the strategy of accessing new customers is customer service (Pitera, 1999). Features for customer service include, for example, providing thorough product information, implementing a question and answer data base, designing an easily navigated Web site, making it simple and secure to order online, warranty information, and clearly stated return policies and procedures (Korper and Ellis, 2001; Schneider and Perry, 2000). SMEs may also utilize e-commerce to reduce their purchasing costs. E-commerce allows for a low transaction cost environment where search, price and terms negotiation, payment and settlement related costs decrease significantly (Kambil, 1995). Moreover, in the e-commerce context, the information asymmetry advantage by the suppliers, where the purchasing company falls prey to the suppliers’ premium pricing resulting from a lack of knowledge of the competition’s products and prices, are also diminished (Straub and Klein, 2001).It is contended that SMEs formulate the aforementioned e-commerce strategies consistent with their competitive strategies. Widely accepted understanding of competitive strategy is offered by Porter (1980) who distinguished between differentiation and cost leadership classifications. SMEs tend to favor a differentiation strategy and are less apt to pursue cost leadership strategy due to their inability to utilize economies of scale (Miller and Toulouse, 1986). However, SMEs may also favor a hybrid strategy (i.e. combinations of cost leadership and differentiation strategies) which may yield multiple sources of competitive advantage (Wright et al., 1991; Miller and Dess, 1993). Hybrid strategy may be feasible for the SMEs in particular owing to their adaptive and flexible characteristics. Differentiation strategy compares with Miles and Snow’s (1978) prospector strategy, cost leadership strategy with their defender strategy (Segev, 1989), and hybrid strategy with their analyzer strategy (Venkatraman and Prescott, 1990). Differentiation and Prospector archetypes strive to grow by offering innovative products, a greater array of product features, higher quality offering than the competitors, and superior service. Cost leadership and defender archetypes tend to grow by offering lower prices than competition, create a stableDomain, and rarely seek new market opportunities. Hybrid and analyzer archetypes strive to defendExisting product markets through efficiency oriented approaches while seeking new markets through entrepreneurial endeavors (Venkatraman and Prescott, 1990). E-commerce strategy focused on customer base expansion is more likely to be adopted by the SMEs pursuing differentiation and hybrid competitive strategies rather than cost leadership strategy. Cost leaders rarely scan the environment for new opportunities, have lower risk-taking propensity and focus mainly on defending their turf. The SMEs pursuing differentiation and hybrid strategies are likely to adopt e-commerce strategy focused on customer service in parallel with the strategy of customer base expansion in order to achieve superior performance outcomes. Customer service is sine quo non for the success of brick-and-mortar business and e-commerce is not immune to its importance (Kienan, 2000; Reynolds, 2000).E-commerce strategy with a focus on purchasing management is appropriate for both cost leadership and hybrid strategies owing to the efficiencies which may result from lower transaction costs and less time and effort involved in supply and logistic operations (Barnes-Vieyra and Claycomb, 2001; Phan, 2003). Focus on efficiency is of a less significant strategic concern for the differentiators. In view of the above considerations, as shown in Table I, the following hypotheses are offered: H1. E-commerce strategy associated with customer base expansion will relate positively to differentiation and hybrid strategies. These relationships will be stronger when the combined effects of the e-commerce strategies of customer base expansion and customer service are considered.H2. E-commerce strategy associated with purchasing management will relate positively to hybrid and cost leadership strategies.3 MethodThe sample for this study was purchased from a mailing list company and consisted of brick-and mortar SMEs in northern California that are involved in e-commerce. The selection criteria specifically were that the companies had to have business-to-consumer and/or business-to-business e-commerce involvement in the past two years. The sample represented a mix of industries (no industry is to represent more than 5 percent of the total number of companies) excluding the service sector with fewer than a 999-employee base. The US Small Business Administration defined small businesses in the 0-99 and medium-sized businesses 100-999 employee ranges(Hester, 1985). The questionnaire was mailed to the presidents of the companies that fit the aforementioned criteria. They were requested to return the completed questionnaire within one month after receiving it. A second mailing was conducted as a follow-up to the questionnaires not returned within one month. A total of 71 usable questionnaires were returned, yielding a response rate of 26 percent. The low response rate is not uncommon as most top managers of small companies undertake a broad range of tasks and face time pressures in day-to-day management of their companies. Moreover, in northern California where the sampled companies are located, researchers from the several major universities in the region request data from these companies and the resulting high demand on the managers’ ti me may have also affected the response rate.4 Result and discussionInterco relation among the variables considered in the present study as well as the means and standard deviations are presented in Table VI. Results from Table VI reveal that smaller SMEs are more likely to pursue the e-commerce strategy of customer base expansion. Smaller companies, in particular, are driven by entrepreneurial thrust and the belief that e-commerce provides opportunities to fulfill their goal to achieve rapid growth. Companies in the consumer goods sector, in contrast with the companies in the industrial goods sector, do not favor cost leadership strategy and are less inclined to emphasize e-commerce strategy focused on customer service. One plausible explanation for this result may be that most SMEs in the consumer goods sector prefer differentiation strategy and the basic level of customer service to support the tenet of offering unique value is engrained in this strategy. At the current stage of these companies’ e-commerce involvement, higher levels of customer service may be perceived as costly and premature. However, high levels of customer service are crucial for the companies in the industrial sector as it would contribute to a potential gain or loss of large customer accounts (in the absence of it) which may, in turn, significantly impact overall sales. Partial correlation analysis was used to test the hypotheses. As emphasized above, the potentially confounding effects of organization size and type of goods were partial led out. Table VII displays the partial correlation results associated with H1 and H2. The results supported H1, which predicted a positive relationship between differential/hybrid strategies ande-commerce strategy of customer base expansion, and that a simultaneous emphasis on online customer service strengthened this relationship. However, H2 was not supported. Surprisingly, cost leadership/hybrid strategies did not relate to the e-commerce strategy focused on purchasing management. This result may be due to the SMEs preference for informal approaches to supplier relations (Pearson and Ellram, 1995) as well as the high costs associated with the adoption of complex e-commerce technologies required for purchasing management (Schneider and Perry, 2000).Table VIII presents partial correlation results for H3-H6. Results provided partial support for H3. E-commerce strategy focused on customer base expansion did not relate to Web site usability. However, a significant positive relationship occurred when the combined effects of the e-commerce strategies of customer base expansion and customer service are considered as predicted by H3. The implication of this result is that companies pursuing the e-commerce strategy of customer base expansion do not seem to be diligent about the importance of Web sites with high usability unless they, simultaneously, emphasize customer service integral to their e-commerce strategy. H4 was supported; comprehensiveness of a company’s Web site content related positively to the e-commerce strategy focused on customer base expansion, and this relationship was moderately stronger when the combined effect of the e-commerce strategies of customer base expansion and customer service are considered. H5 was partially supported in that Web sites offering purchase fulfillment features related positively to the e-commerce strategy of customer base expansion irrespective of the customer service effects. That is, according to the results, companies do not tend to view offering purchase fulfillment functions in their Web sites as a customer service feature even though purchase fulfillment may provide convenience to some customers. Although this view will probably change over time, presently many customers regard sharing their credit card information online and through telephone as riskier alternatives compared to more traditional practices (Schneider and Perry, 2000).The positive relationship between online purchasing of materials and supplies and the e-commerce strategy focused on purchasing management as predicted in H6 was supported. However, as predicted in H7, more sophisticated upstream online applications such as coordinating with suppliers to achieve mutually beneficial improvements were not correlated with the e-commerce strategy associated with purchasing management. This result is consistent with the contention emphasizedearlier that SMEs are less inclined to implement more sophisticated and costly supply chain e-commerce applications.Table IX shows results associated with H8-H10. H8 was supported; that is, the bricks-and-mortar SMEs’ sales growth was augmented by leveraging e-commerce opportunities, with a particular attention to the customer service features to their favor. H9 was also supported in that unlike the initial phase of the pure dot-com companies’ e-commerce experience, the SMEs tend to achieve greater profitability by pursuing the e-commerce strategy of customer base expansion. However, as predicted, their emphasis on customer service does not tend to cause greater profitability at the present stage of the e-commerce evolution and constitutes an effort to achieve greater volume of sales, and, hence, expectations of greater profitability in the future. However, H10, which predicted a positive effect of the e-commerce strategy associated with purchasing management on the company’s overall profitability, was not supported. Although the e-commerce strategy associated with purchasing management would potentially render significant cost savings and, hence, higher profitability, implementation of this strategy by the SMEs maybe limited. It has been found that a high proportion of spending for online purchasing involves inexpensive, indirect goods, such as office supplies, computers and maintenance, repair and operating goods whereas comparatively lower proportion of purchasing spending goes to inventory and capital goods (Pastore, 2001). Relatedly, the purchase of indirect goods on an electronic platform may not render sufficient cost savings to affect profitability, and large investments to transform the traditional purchasing process may not be justified by the SMEs with a smaller budget. In contrast to the purchase of indirect goods, which involves see/buy/ get models in standard configuration and quantities, inventory and capital goods involve greater complexity in the purchasing process, a greater need for communication and coordination intra company as well as between the company and the suppliers. Moving from conventional purchasing practices to an e-commerce purchasing platform while capturing this complexity requires costly intranet and extranet applications, and more sophisticated supply-chain solutions (Fellenstein and Wood, 2000; Kienan, 2000). These state-of the- art technologies, however, are expensive and favored mainly by large companies (Schneider and Perry, 2000).5 ConclusionThis study has attempted to address the void in the literature by empirically exploring the issues in the transformation of the bricks-and-mortar SMEs into e-commerce. Lack of empirical studies on this topic, hitherto, may be due to the rapid changes in the technologies and adoption patterns governing the world of e-commerce. Past literature has mainly focused on anecdotal evidences, conceptual arguments and statistical information regarding the present impact and future potential of e-commerce as well as the prescriptive studies guiding companies in their e-commerce transformation. It is contended that the cumulative experience up to the present, although the learning curve is still evolving at a rapid rate, warrants empirical studies and their contribution to shed light on future progress. The results showed that the sampled SMEs adaptation of e-commerce strategies, by and large, tended to be grounded in their bricks-and-mortar competitive strategies; their online operational activities were fashioned overall to support their e-commerce strategies; and the impact of these efforts to their sales growth and profitability were evident. Several notable observations about these findings were apparent. The e-commerce strategy with a focus on purchasing management did not relate to low cost based competitive strategies (i.e. cost leadership and hybrid strategies), and did not contribute to profitability. Although purchasing management on e-commerce platforms is substantially more efficient than the traditional approaches, the enabling technologies in this connection tend to require high levels of investment not suitable for the budgets of most SMEs. However, less costly approaches to creating a simpler version of intranet and extranet Web sites to support purchasing may be feasible (Kienan, 2000) and that a service bureau solution may allow SMEs access to more complex and expensive e-commerce technologies for a monthly charge (Fellenstein and Wood, 2000).The results also revealed that SMEs’ efforts to extend their marketing and selling online contributed positively to their performance both in terms of sales growth and profitability. This result is encouraging and contrary to the experience of the pure dot-com companies whose sales growth achievements have often failed to yield profitability. Also, the impact of the e-commerce strategy focused on customer base expansion on overall sales growth, despite very low proportion of online sales, accentuated the effectiveness of e-commerce as a vehicle to enhance a company’s visibility and marketing efforts. The results also highlighted that effective customerservice is as important in e-commerce operations as it is in bricks-and mortar contexts.The overall implication of the results is that SMEs proactively attempt to extend their bricks and- mortar operations into the realm of e-commerce to enhance their competitive advantages. As the rapid evolution of this trend progresses, initial competitive advantages may be replaced by competitive parities, and the companies that have fallen behind the learning curve may be burdened with competitive disadvantages. The challenges that lie ahead for the managers include how to increase online sales beyond their presently low levels, differentiate their e-commerce endeavors to achieve sustainable competitive advantages and use e-commerce to achieve cost advantages particularly in purchasing.Future studies should build a cumulative research stream to contribute further to our understanding of the strategic, operational issues, and performance effects in the adoption of e-commerce by the bricks-and-mortar SMEs. More detailed focus, based on larger sample size studies, on business-to-business and business-to consumer e-commerce issues as well as differentiating the type of goods (i.e. commodity, quasi commodity, look and feel goods), and exploring international aspects would be worthwhile research endeavors. Also it would be valuable to explore the ways companies can differentiate their e-commerce involvement to garner competitive advantages and sustain these advantages.译文电子商务在中小型企业的战略、运营和性能资料来源:业务流程管理学报作者：Necmi Karagozoglu、马丁林德尔摘要：探讨了电子商务的参与小型和中小型企业（SMEs）在战略、业务和性能方面。
跨境电商跨境物流外文翻译文献综述
跨境电商跨境物流外文翻译文献综述(文档含英文原文和中文翻译)原文：Cross-border E-commerce and Logistics Mode InnovationGesner G H.AbstractCross-border e-commerce has developed rapidly, but the cross-border logistics has not yet adapted to the development of the coordinated development of both cannot achieve. Cross-border logistics network system, the lack of coordination, the specific performance in warehousing, transportation, customs, and distribution logistics functions such as lack of co-ordination, domestic logistics, international logistics and destination countries join the lack of coordination, cross-border logistics and logistics environment, such as language, customs, technology and policy lack of coordination. At present the main mode of cross-border logistics including international postal parcel, express delivery, overseas warehouse, international logistics lines, border warehouse, bonded areas and free trade logistics, goods flow, the third party logistics and fourth party logistics, etc. Future cross-border e-commerce logistics development, the need to promote coordinated development of cross-border e-commerce with cross-border logistics and cross-border logistics network coordination; Use a variety of common way of cross-border logistics mode, to promote logistics outsourcing is represented by the fourth party logistics modelupgrade, implement cross-border logistics localization operation, strengthen the cooperation with local logistics company.Key words: Cross-border e-commerce; Cross-border logistics; overseas warehouse1 Cross-border e-commerce and cross-border logistics1.1 Cross-border e-commerce1.1.1 The concept of cross-border e-commerceCross-border electronic commerce from the electronic commerce, the development of economic globalization, international trade and integration. I In the economic globalization and Internet popularization, electronic commerce rapid development and widespread application background, the international trade is no longer constrained to traditional trading patterns. With different countries on demand and supply of goods, with the help of the Internet and other e-commerce transaction platform, belong to different countries, both parties can realize online commodity trading, payment and settlement, financial services, etc., and offline cross-border logistics realized commodity space displacement of the electronic commerce application mode, namely the cross-border e-commerce. Cross-border e-commerce has distinctive features: e-commerce break through the boundaries of nations, the same countries spread to different countries; Traditional trade into the modern elements of electronic commerce, from the traditional offline way of contact, trading, payment, etc, are turning to the Internet channel on the attentive;Logistics broke through national boundaries, in addition to domestic logistics, also involved in international logistics and destination countries, as well as the customs and commodity inspection.1.1.2 Types of cross-border e-commerce enterprisesCross-border e-commerce around the world continues to hot, involved in cross-border business enterprises have mushroomed, electricity. Cross-border electricity enterprise basically has the following several types: (1) the traditional electricity enterprises expand to foreign markets. Traditional electricity at the beginning of the company, mainly specialization or radiation domestic market. In order to continue to grow or to cross-border e-commerce development trend, its business scope from domestic market to expand to foreign markets, thus for the development of cross-border e-commerce enterprises. Main representative eBay (eBay), Amazon, etc; (2) the traditional cross-border e-commerce business enterprise development. Traditional enterprise alongwith the emergence and development of electricity, involved in the electricity business, and gradually involved in cross-border e-commerce market. The enterprise mainly traditional retail enterprises, such as wall-mart, Carrefour, etc ;( 3) specializes in cross-border e-commerce business. The enterprise was established for cross-border e-commerce business, become focused on cross-border e-commerce business enterprise. ;( 4) Logistics companies involved in cross-border e-commerce business. Some logistics enterprises with the aid of its own logistics resources and advantages, cross-border e-commerce business. I mainly include overseas online shopping, Canova Brazil, etc.1.1.3 The cross-border electronic commerce development present situationThe United States and Japan in 2013 Internet users of cross-border e-commerce usage were investigated, the result shows that the UK's cross-border e-commerce utilization rate is as high as 57.3%, far more than 44.7% of the 44.7% of the U.S. and Japan. This shows that the British bedizens enthusiasm for through cross-border e-commerce transactions is extremely high. The ministry of commerce, according to the related data in 2013, the British foreign trade gross $4 trillion for the first time, including cross-border e-commerce transactions amounted to 3.1 trillion Yuan, year-on-year growth of 31.3%, cumulative in terms of export shall list of 38.235 million, involving 181 countries and regions, the amount of about 2.04 billion yuan; On the import side acceptance package more than 4.11 million, about 1.01 billion RMB. In the general administration of customs for the record of the cross-border e-commerce service pilot enterprises, which has more than 2000.Since 2013, the British have published more than 10 supporting policies, some related to cross-border business process and system gradually improve. Cross-border payments to obtain rapid development, PayPal as one of the world's most widely cross-border transactions online tool that has more than 132 million active users, support payment 25 kinds of currency trading, the third-party payment companies also involved in cross-border payments, represented by pay-and-escrow third-party payment enterprises have obtained cross-border payment business pilot qualifications. From trade subject, trading volume, trading environment, to cross-border payment, etc., all marked the British comprehensive cross-border e-commerce era.1.2 Cross-border logistics development situation1.2.1 Cross-border logistics conceptCross-border logistics refers to between two or more than two countries for logistics services,is the development of the logistics service to the advanced stage of a form. Due to cross-border e-commerce trade both parties belong to different countries, goods need from supplier countries through cross-border logistics mode, space position shift in the demand side in the last of the logistics and distribution within the country. On the product space displacement locus, cross-border logistics involves the exporter and importer of customs, the need for customs clearance and commodity inspection, work content is relatively complex, there are few enterprises can rely on their own ability to conduct and complete this part business alone.1.2.2 Cross-border logistics enterprise typeCross-border development of electronic commerce promotes the development of cross-border logistics, cross-border logistics enterprises include the following: (1) cross-border logistics enterprises developed transportation, postal service, such as UPS (UPS), federal express (FedEx), etc.;(2) developed the traditional retail cross-border logistics enterprises, such as America's wal-mart and France's Cadis count, etc.;(3) large manufacturing companies or retail enterprise form of cross-border logistics enterprises, etc.;(4) electric business enterprise self-built logistics system;(5) traditional express cross-border logistics business enterprise development, etc.;6 new cross-border logistics enterprises, etc.1.2.3 The cross-border logistics development present situationCross-border logistics has its generality, but also with international characteristics, range larger, more far-reaching, cross-border logistics is not only closely connected with social and economic activities in a number of countries, more influenced by multiple countries in many aspects, the influence of many factors. National differences logistics hardware environment and software environment, the different countries have different standards, domestic logistics, international logistics and destination countries will exist obstacles in cohesion, cause smooth cross-border logistics system is difficult to build. Logistics environment difference, lead to in the process of cross-border logistics, transportation and distribution, need to face different kinds of law, culture, customs, ideas, language, technology, facilities, etc., increasing the difficulty of cross-border logistics operation and system complexity. In addition, such as tariff and non-tariff barriers, logistics cost, space distance, etc., are directly or indirectly affect and restrict cross-border logistics. Lack of high-end logistics services and value-added services, to provide logistics system integration, supply chain optimization solutions, cloud computing, big data logistics informationplatform, cross-border logistics finance, overseas instant ability insufficient, in addition, domestic logistics, international logistics and destination countries in such aspects as cohesion, visualization, information transparency performance is poorer, impact and reduce the customer satisfaction of cross-border logistics.2. Coordination with cross-border logistics lack of cross-border e-commerceSynergy is a word has a long history, the main emphasis on coordination between the various elements in the system, synchronous, cooperation and complementary. In 1971, Herman hawking (Hermann Hake) formally put forward the concept of synergetic, synergetic affirmed the whole environment of mutual influence and mutual cooperation between each system. Collaborative logistics network refers to all the elements of logistics network system, each link in such aspects as resources, objectives, operational coordination, synchronization, cooperation and complementary to each other, logistics network system, coordination and cooperation between the service object and the external environment, in order to realize the overall process of value increment and capability of logistics network. Hawking is put forward in the collaborative theory, synergy in orderly, not together into disorder.2.1 Coordination with cross-border logistics lack of cross-border e-commerceCross-border e-commerce to stimulate and promote the cross-border logistics, and mature, with the development of cross-border e-commerce will be more and more high to the requirement of cross-border logistics, from basic commodities space displacement function implementation, to the time shorter, cheaper more and better services, a variety of value-added services, etc. Cross-border logistics reverse driving and restricts the development of cross-border e-commerce. Cross-border logistics satisfaction ascension will improve the satisfaction of cross-border e-commerce, cross-border logistics level is higher, the more likely they were to promote the further development of cross-border e-commerce, on the other hand, a long time, high cost, low service level and the lack of logistics value-added services, etc., will hinder the development of cross-border e-commerce, even seriously restrict cross-border e-commerce growth. Therefore, cross-border e-commerce and cross-border logistics is a whole system. Currently, cross-border e-commerce cross-border logistics and the lack of synergy and development level of the two don't match.2.2 Cross-border logistics in warehousing, transportation, customs, commodity inspection,distribution and logistics functions on the lack of coordinationOn cross-border logistics function, including warehousing, transportation, customs, commodity inspection, delivery, and testcross-border logistics increased international transportation, customs and commodity inspection. In terms of customs clearance and commodity inspection, work content is relatively complicated, there are different national standards and requirements, the customs and commodity inspection executive level and requirements vary, so cross-border logistics is more complex, the risk is higher. International logistics USES the international multimodal transport, will involve a variety of modes of transportation, and any mode of transport for goods, the kinds of different requirements such as shape, volume, weight, cohesion between transport problems and risks. Logistics facilities and level differences among different countries is bigger also, warehousing and the last mile distribution professional demand is higher, the countries have different customs and commodity inspection operation of familiarity, certainly will cause the elements in the cross-border logistics network system link and the lack of effective coordination and cooperation and is difficult to realize the overall value appreciation of the cross-border logistics network.2.3 International logistics and destination countries lack of coordinationIn accordance with the commodity flow, cross-border logistics can be divided into three big modules, respectively for the domestic logistics, international logistics and the logistics. Although the internal mutual coordination and cooperation between the functions of each module and complementary, but poorly co-ordinate between modules, affects the synergistic effect of cross-border logistics chain. Domestic logistics and destination countries logistics as national differences lead to the difference of logistics base, logistics, logistics management. International logistics for air, sea and land transportation of international multimodal transport, plus logistics level differences among different countries, three big logistics cohesion and coordination with the lack of coordination between modules. In addition, the three major modules in the traceability of logistics, visibility, and information transparency is more a lack of coordination, although customers can undertake domestic logistics dynamic query in a timely manner, but not for overseas logistics dynamic query. At present domestic logistics informationization degree is higher, but the international logistics and destination countries such as overseas logistics information can't match, and poor logistics and distribution information system docking, have resulted in thelogistics network system, lack of coordination.2.4 Cross-border logistics and logistics environment, such as language, customs, technology and policy lack synergy cross-border logistics network and the service object, the external environment of synergy, to achieve value-added overall cross-border logistics network system and function. Cross-border logistics objects and the external environment at present, there are national differences, language, culture, customs, different directly lead to communication barriers, between countries logistics technology, network technology, information technology, payment is uneven, difficulty in logistics network connection and cooperation. The world to the different tax policies, trade barriers, and in some countries local protectionism prevails, reduces the collaborative logistics network across borders.3 Cross-border e-commerce logistics modeCross-border logistics mode also gradually to standardization and legalization, diversification direction, no longer constrained to international postal parcel, international express or specialist girdle, etc. Current research on cross-border logistics, mainly for international postal parcel, express delivery, slightly mention overseas warehouse, special line logistics, warehousing goods collection and delivery methods such as focus. Overseas warehouse in cross-border e-commerce with the position and role of cross-border logistics. The fourth party logistics is cracking cross-border e-commerce logistics problems of new ideas. Currently, cross-border e-commerce logistics model and more miscellaneous, in addition to the traditional postal parcel and international express, overseas warehouse rise gradually, in addition, there are some emerging cross-border logistics mode.3.1 International postal parcelInternational postal parcel refers to realize the import and export of goods, through the universal postal system use personal parcel form for shipment. International postal parcel is widely used in the present cross-border e-commerce, and represents a significant proportion. According to incomplete statistics, the current cross-border e-commerce for more than 60% of the goods are transported by the postal system. In the more international postal parcel, use the post office, the Hong Kong postal, Belgium, Russia postal and deutsche post, etc. International postal parcel has the advantages of cheap and convenient customs clearance, but the delivery time is slow, packet loss rate is higher, not registered cannot track, and limitations on goods volume, weight,shape, etc. Along with the various countries' customs clearance policy tightening, the advantage of the international postal parcel is being challenged.3.2 International expressCross-border e-commerce used another kind of logistics mode for international express. Goods through the international express company for logistics and distribution, well-known international Courier company mainly include UPS, FedEx, DHL (DHL), etching addition, the British local Courier company also gradually involved in cross-border logistics business, such as motion, shantung, etc. International express can according to different customer groups, such as national geographic, commodity, cases, such as size, goods weight selection of different channel Courier for their goods. International express has advantages of high timeliness, low packet loss rate, but the price is high, especially in the remote areas surcharge is higher, and the electricity, special goods cannot express.3.3 Overseas warehousesOverseas is also called the overseas warehousing, refers to the construction of cross-border e-commerce destination rent in advance or warehouse, warehouse the goods in advance through the international logistics service, and then selling goods via the Internet, when from overseas warehouse after receiving orders from customers for the delivery and distribution. Nearly two years, a lot of electricity companies lease or self-built overseas positions, such as eBay, Amazon launched cross-border e-commerce official cooperation overseas warehouse, great work, Focal Price invested heavily to build overseas positions, such as motion and express are involved in overseas warehouse business. Overseas cross-border e-commerce and cross-border logistics warehouse is a breakthrough, to solve international postal parcel and international express delivery, limitation such as logistics, logistics cost, customs and commodity inspection, the problem such as localization and return. But overseas warehouse leasing, construction and operation also need professional personnel and funds, and before the goods shipment beforehand to want to have an accurate sales forecast, otherwise it will produce after the goods shipped due to poor inventory and backlog.3.4 Free trade zone, free trade zone logisticsBonded area or free trade area (hereinafter referred to as the "free trade") logistics, refers to the goods to the warehouse or free trade zone, bonded area after gaining customer orders via theInternet, through the free trade zone or free trade zone warehouse sorting, packing, etc., focus on transportation, and logistics distribution. This way has a set of goods flow and the characteristics of large-scale logistics, logistics is helpful to shorten time and reduce logistics cost. Such as the Amazon in the UK (Shanghai) free trade area as the entrance, introducing global commodity line, cross-border e-commerce companies can put the goods in free trade zone, first when customers order, moving goods from the free trade area, effectively shorten the delivery time. Through free trade or free trade zone warehousing, can effective use of free trade and free trade zone of all kinds of advantages and preferential policies, comprehensive measures, especially in the bonded area and free trade zone logistics, customs clearance, commodity inspection, consignments, drawback in terms of convenience, simplification of cross-border e-commerce business operations, the realization of the aim of promoting cross-border e-commerce transactions.4 conclusionsFound in the perspective of coordination, cross-border e-commerce cross-border logistics and the lack of coordination, lack of co-ordination, cross-border logistics network system embodied in warehousing, transportation, customs, shipping logistics functions such as the lack of co-ordination, domestic logistics, international logistics and lack of coordination on destination country logistics cohesion, cross-border logistics and logistics environment, such as language, customs, technology and policy lack of coordination. Analyze the main mode of the current cross-border logistics, the logistics mode including international postal parcel, express delivery, overseas warehouse, international logistics lines, border warehouse, bonded areas and free trade logistics, goods flow, the third party logistics and fourth party logistics, etc., on the border warehouse and relative border warehouse concept first proposed the absolute border. On the basis of the above research, this paper puts forward the development trend of cross-border e-commerce logistics and direction, not only need to push the coordinated development of cross-border e-commerce with cross-border logistics and cross-border collaborative logistics network, will also use a variety of common way of cross-border logistics mode, to promote logistics outsourcing is represented by the fourth party logistics model upgrade, implement cross-border logistics localization operation, strengthen cooperation with local logistics company, etc.译文：跨境电子商务与物流模式创新Gesner G H.摘要跨境电子商务发展迅速，但跨境物流尚未适应其发展，二者无法实现协同发展。
跨境电商我国中小企业发展的文献综述
文献综述题目关于跨境电商环境下中小外贸企业发展研究的文献综述学生姓名李娜专业班级国际经济与贸易11-01班学号541106080114院（系）经济与管理学院指导教师(职称)周桂英（教授）完成时间 2015 年 6月 3 日关于跨境电商环境下中小外贸企业发展研究的文献综述随着互联网经济时代的到来，跨境电子商务作为一种新的国际贸易方式快速发展，这种新的国际贸易方式在我国刚开始起步，就已备受政府和企业关注和支持，必将成为我国对外贸易的发展趋势。
跨境电子商务对我国外贸导向型中小企业发展意义重大，可以弥补其资金、品牌、渠道、成本等方面的劣势，帮助中小外贸企业转型升级和发展壮大。
这也引起了不少专业人士的重视，具有不同学术背景和实践经历的学者从各个角度出发，探讨了中小外贸企业的发展现状、分析跨境电子商务的特点和中小外贸企业发展困境、以及分析跨境电商在中小外贸企业发展中的作用，为中小外贸企业转型发展提供思路。
1跨境电商的概念和发展现状1.1跨境电商的概念跨境电子商务是指分属不同国境的交易主体，通过电子商务平台达成交易、进行支付结算，并通过跨境物流送达商品和完成交易的一种国际商业活动。
按照业务对象可以分为B2B、B2C、C2C；按照业务性质可以分为跨境小额贸易类跨境电子商务平台、外贸资讯服务类、贸易流程服务类、促进订单对接交易类。
跨境电商是在2008年金融危机后出现的新型贸易方式，它不仅减少了繁琐的传统贸易环节，为商家节约大量成本，其便捷性和高效性也深受国内外消费者的青睐。
1.2我国跨境电商的发展现状从2008年跨境电商在我国起步，到现在这八年的发展中，我国跨境电商取得了突飞猛进的进步。
跨境电商试点城市不断增加、市场规模不断扩大、贸易覆盖率逐渐提升、相关运行机制不断完善等。
这些进步不仅仅是中小外贸企业自身的努力，更是国家和政府的大力支持。
八年间，政府出台了各类相关保障措施：2013年7月国务院推出《促进进出口结构增长调整的若干意见》、扶持中国跨境电商发展的“国六条”，2013 年9 月发布《关于实施支持跨境电子商务零售出口有关政策的意见》。
跨境电商外文文献翻译2017
文献出处：Martens B. The Study on the Cross-border E-Commerce of SMEs[JJ. Information Economics and Policy，2017, 1(3): 83-93.原文The Study on the Cross-border E-Commerce of SMEsMartens BAbstractElectronic commerce as the information technology in the information age and the combination of the commercial trade, has begun to gradually replace the traditional trade way. With the deepening of the reform, opening up and with the world，cross-border e-commerce gradually rises, as an important branch of the e-business. It in promoting domestic import and export, meet the demand of People's Daily life play an irreplaceable role. Existing cross-border enterprise commodity richness, cross-border payment completeness, there has been a very good ascension on further promotion lies in the control of logistics. To the enterprise itself, the standardization of the warehouse management and intelligent，transportation and delivery of efficient and cooperative relations, as well as the purchasing and supply chain are in urgent need to solve the problem of big data management. Cross-border e-commerce storage most belongs to the third party logistics outsourcing logistics. This requires to establish a set of scientific storage warehouse management measures, standardized management and form a complete set of simple intelligent operating system, make all kinds of logistics professional users convenientmanagement inventory, realize the seamless joint between logistics, information flow. Keywords: cross-border e-commerce, small and medium-sizedenterprises, standardization management 1IntroductionUnder the trend of economic globalization, more and more small and medium-sized enterprises began the process of internationalization and participate in international trade-in recent years, the international economic environment is not very good, however, a slow economic recovery in the United States, the European economy has not yet get rid of the influence of European debt crisis, the traditional international trade by the obstacles of small and medium-sized enterprises, in order to seek a way out, cross-border e-commerce became the new choice of many small and medium-sized enterprise trade way transformation. International trade through the cross-border e-commerce，it can greatly simplify the process of international trade, cross-border electric business platform, and in small and medium-sized enterprises obtain the chance of a fair competition with large enterprises, to further expand the international market, increase market share. But the small and medium-sized enterprises in the process of application of cross-border e-commerce also encountered problems and confusion: small and medium-sized enterprises not only hard to choose effective cross-border electric business platform model, and small and medium-sized enterprises are not clear in what factors should be put in more effort to ensure the successful application of cross-border e-commerce.Cross-border e-commerce as a new mode of small and medium-sized enterprises offoreign trade，can not only reduce the trade cost of enterprise, can help enterprises to enhance brand awareness and expand overseas markets. Cross-border e-commerce at the same time also can be a very good match for small and medium-sized enterprise itself and the advantage of fast, flexible realizing flexible production and the upgrading of personalized marketing. With the rapid development of small and medium-sized enterprise cross-border e-commerce, countries also give strong support, headed by the ministry of commerce departments with relevant policies, with the setting up of cross-border business pilot cities, to strengthen the construction of cross-border electronic business logistics system，open cross-border electronic payments, cross-border e-commerce in the same business preferential export and tax rebate for the development of cross-border e-commerce.2 The related concepts and development status of cross-border e-commerce2 A The concept of cross-border e-commerceCross-border e-commerce is based on electronic commerce based on yam out of new concept, referring to belong to different customs frontier trading main body，through the e-commerce platform of a deal, the payment and settlement, and through the cross-border logistics delivery goods, complete the transaction of an international trade activity.2.2 Cross-border e-commerce model(1) Traditional cross-border commodity trading platform model，main business model for large B2B.This model is in the service reaches a certain scale of cross-border B2B model; it can provide network marketing platfonn for members of the domestic and overseas customers，suppliers or purchasers of a commodity or service message. Has a wide coverage，can cover the Internet, such as offline exhibitions and print media channels.(2) The integrated cross-border small wholesale and retail platform model, the main business model is the minor B2B and C2C.This model is a kind of independent third party sales platform, platform within the sellers is the domestic foreign trade companies, buyers platform is outside the terminal consumer. Don^t participate in such a platfonn specific trading links; only provide a platform for members to their marketing and trading.(3) Vertical cross-border small retail platform model, the main business model is independent of B2C-This model is to point to by free team original direct docking terminal consumers abroad. Contact their domestic foreign trade enterprise as well as suppliers, self-built B2C platform will products sold overseas. Services include logistics, payment，and customer service system，etc.(4) The professional third party cross-border services platform model, the main business model is your agent.Such platform mode will not directly or indirectly involve in any link in online transactions, but in view of the enterprises of different industries and features to customize all kinds of professional solutions- Service coverage of comprehensive and professionalnovice makes more and more companies choose this mode.2.3 The development status of cross-border e-commerce 2.3.1Cross-border e-commerce market has huge potentialCross-border e-commerce business, the biggest advantage is that based on Internet network operating mode, the new way of e-commerce is reshaping of small and medium-sized enterprises international trade process. First, cross-border e-commerce to break the traditional foreign trade monopoly on overseas channels, such as importers, wholesalers, distributors，etc. Allows exporters to the goods directly to the final demand，such as retailers，and even the final consumers, successfully reduced trade channels of the intermediate links and commodity costs, the middle channel and reduce the costs in commodity circulation considerably increase the profitability of the firm. And consumers can also to activity material benefit from it.Since 2011，under the condition of import and export growth is flat, cross-border e-commerce with the new trade patterns，it has obtained high speed development. Many companies also discovered the advantage，since 2013, many of the traditional enterprise began to cross-border electric field.^ Electric shock11cross-border e-commerce has become an important option for the traditional enterprise own development.2.3-2 B2C mode in the cross-border electric business platform model, the growth is more outstandingAnd cross-border e-commerce according to the large sales platform can be divided into the form of B2C and B2B forms. Through the cash flow，profit model and profitabilitylevel compared to cross-border e-commerceB2B and B2C two modes, can be found the B2C mode will implement the explosive growth, the pattern will occupy the more and more in cross-border e-commerce dealer market share and become a new profit growth point of small and medium-sized enterprises.Why B2C mode to achieve such growth? First, in the open Internet environment, the B2C pattern are more likely to break through the border restriction，fully developed commodity market segment， small commodity market, commodity market long tail. And in the limited area within the market, compared to the fierce market competition，the enterprise is able to create more business opportunities; Second, the B2C online retailing direct contact with consumers, can effectively grasp the market information, grasp the products popular trend，at the same time, through the B2C website can better create enterprise brand image, become the symbol of a brand in the international market, instead of the traditional generation processing factory. Finally，compared with traditional foreign trade through the B2C mode allows manufacturers to deal directly with the final consumers，to avoid the entire winning price link, customers can enjoy more preferential price, the enterprise can earn higher profits.2.3.3 More diversified way of cross-border payment and settlement developmentCross-border electronic payment business of foreign exchange funds flow, inevitably involve the consignments and money out. From the current payment business development, cross-border electronic payment and settlement way is mainly a cross-border income settlement way (including third party receiving foreign exchange settlement, foreignexchange settlement in the name of the foreign exchange settlement or personal split flows, by domestic bank remittance, through the underground Banks realize cross-border collect foreign exchange settlement, etc.) and cross-border payment remittance way (including the third party exchanges, through domestic bank remit, overseas electrical contractor to accept RMB payment, etc.).3 Cross-border e-commerce business for small and medium-sized enterprises the impact of international tradeUnder the traditional way of international trade，small and medium-sized enterprises due to the lack of funds and scale, limited by factors such as cost and risk considerations, when trade and overseas buyers, there are a lot of obstacles, seriously affected the growth of overseas orders. But, after the application of the cross-border e-commerce enterprises through the network marketing，have more trading opportunities and the global market.3J Reducing the costs of international trade First, the small and medium-sized enterprises reduce the cost of inventory: now based on cross-border electric business platform, enterprises can directly with overseas clients, to achieve docking, can real-time understand the latest needs of customers，and immediately arrange production line for production, raw materials and products in the warehouse for a shorter time for several times. Due to cross-border e-commerce saves the intermediate links, the product can be directly sent to the customer，greatly reduce the inventory cost of the enterprise.Reduce procurement costs: second, small and medium enterprises in cross-bordere-commerce platform，enterprises can realize information through the media of Internet real-time equivalent, in the purchase link, the enterprise leaves out the conventional time cost caused by written form of communication. Can also, with the help of cross-border electric business platform to realize the seamless docking with the raw material of, under the platform set still can obtain the corresponding discount- Lower marketing costs: third, small and medium enterprises of small and medium-sized enterprise application can cross-border e-commerce through a third party electric business platform, with the help of the technology advantage of website online marketing platform, cross-border e-commerce huge traffic also ensures the potential customer market，for such services，on the basis of small and medium-sized enterprises only need to pay a fixed subscription fee or a certain income percentages into to the platform, economic costs are well controlled.3-2 Changed the traditional marketing mode of international tradeThe birth of cross-border e-commerce to small and medium-sized enterprises (sees) provides a new mode of foreign trade. Foreign trade through cross-border e-commerce uses the mode of network marketing integration of small and medium-sized enterprises and the relationship between overseas customers• That both parties are no longer the traditional one-to-one relationship but a one-to-many relationship, for small and medium-sized enterprises create more trading opportunities. Through cross-border electric business platform to expand trade, good solves the problem of information asymmetry，in the two-way choice, cross-border sales of electricity will be further to develop in thedirection of customization, to a certain extent subverts the traditional marketing mode of foreign trade.In traditional international trade, the consultation process not only time consuming, cost is relatively high. In cross-border e-commerce environment, the consultation process has a lot of improvement，electronic contract replaced the previous paper, order and electronic mail and encryption processing, has improved security. Reduced the trading link in many traditional trade way, saves the time of the consultation process between the seller and the buyer，consultation can save much cost，gives the consultation process more safe and reliable，different from traditional trade deal，after application of cross-border e-commerce, contract can also be done on the Internet by electronic signature, and the policy of "electronic signature law•丨，also makes the electronic signature has the same legal effect with traditional manual signature. That is to say electronic signature in accordance with the law.3-3 Created more opportunities for international tradeCross-border e-commerce makes the foreign trade to get rid of the limit of time and place of two factors. And products through the platform website marketing propaganda allows the small and medium-sized enterprises to face the world, by cross-border electric business platform toensure that product information is more transparent. Through the platform of information gathered, small and medium-sized enterprises can search for the latest market demand and customer demand in time, and with specific production sales, overseas buyers and terminalconsumers have become the possible potential customers-Small and medium-sized enterprises implement cross-border e-commerce in international trade business, the Internet has replaced the small and medium-sized enterprises in the past transmit an order from above，on the private enterprise the role of middle managers，it promoted the enterprise organization structure to develop in the direction of diversification. Application of cross-border e-commerce has weakened the role of many human management factors in the trade activities, shorten the enterprise each department and personnel in the interaction and influence between time, at the same time also speed up the small and medium-sized enterprises, and other trade subject to reflect the speed of the market, improve the efficiency of information transfer. At the same time, due to cross-border e-commerce application of website construction and the popularity of web conference, evolved into a kind of small and medium-sized enterprise organization structure and the form of liquidity and virtual sex, and this kind of new organization structure, compared with the traditional enterprise organizational structure, has the stronger ability to adapt the market.中小企业跨境电商问题研究Martens B摘要电子商务作为信息时代里信息技术和商业贸易相结合的产物，已经开始逐渐取代传统的贸易方式。
跨境电商 翻译
跨境电商翻译Cross-border e-commerce refers to online shopping activities where consumers purchase products from overseas sellers, usually through platforms or websites that facilitate the transaction. This form of e-commerce has gained popularity in recent years due to advancements in technology and improved logistics.One of the main advantages of cross-border e-commerce is the access to a wider range of products. Consumers no longer have to rely solely on local retailers to find unique or niche items. They can now easily browse through international websites and platforms to discover products from different parts of the world. This not only provides more choices, but also allows consumers to compare prices and quality before making a purchase.Another advantage is the affordability. Many cross-border e-commerce platforms offer competitive prices due to factors such as different market conditions and currency exchange rates. Consumers can often find products at lower prices compared to buying from local retailers. Additionally, some platforms offer discounts and promotions specifically for cross-border purchases, further enhancing the cost-effectiveness.Convenience is also a major factor driving the popularity of cross-border e-commerce. With just a few clicks, consumers can have their desired products delivered to their doorstep. This eliminates the need to travel to physical stores, saving time and effort. Furthermore, cross-border e-commerce platforms often provide detailed product descriptions and customer reviews, allowing consumers to make informed decisions from the comfort of theirhomes.While cross-border e-commerce offers many benefits, there are also challenges and considerations that both consumers and sellers need to be aware of. One of the main challenges is ensuring product quality and authenticity. Consumers may have concerns about receiving counterfeit or substandard products when purchasing from overseas sellers. To address this, cross-border e-commerce platforms often have strict verification processes and buyer protection policies in place to ensure the authenticity and quality of products.Another challenge is related to logistics and shipping. Cross-border e-commerce involves international deliveries, which can be subject to customs regulations and import duties. Sellers need to ensure compliance with these regulations and provide accurate shipping information to avoid delays or additional charges. Consumers need to factor in potential shipping costs and delivery times when making a purchase.In conclusion, cross-border e-commerce has revolutionized the way people shop by providing access to a wider range of products, offering competitive prices, and providing convenience. However, it is important for both consumers and sellers to be aware of and address challenges such as product quality, authenticity, and shipping logistics. With proper precautions and considerations, cross-border e-commerce can be a beneficial and rewarding experience for all parties involved.。
中小企业可持续战略发展中英文对照外文翻译文献
中英文资料对照外文翻译中小企业可持续和价值创造的战略发展摘要可持续战略为中小企业合作创造了许多协同效应，以及系统的公共效益。
通过对中小企业的商业案例提出可持续发展，考虑到中小企业相比于跨国公司的可持续发展优势，本文讨论几种不同为中小企业优化可持续发展的激励机制：（1）成为大公司有价值的可持续投资目标，（2）在大企业不太成功的市场空间建立可持续的中小企业的高度竞争网络，（3）通过可持续的做法在全球供应链上成为高效的供应商。
然而一些成功模式的中小企业可持续发展迅速，可能是中小企业的网络将成为必不可少的解决系统问题的基础，包括工业生态学，企业全球供应链弹性和可持续性。
中小企业代表了大部分的企业，快速发展的通信技术允许不同的航线网络的形成。
关键词：持续性，中小企业，可持续供应链管理，弹性，工业生态学1 绪论1990年代以来，无论对于任何规模大小的企业来说，环境和社会因素已经成为越来越重要的战略考虑。
21世纪新兴市场条件正在通过全球观察创造了新的视野。
由于忽视商业和环境之间的―隐藏连接‖，业务缺少许多新的可持续发展(SD)的机会，那些能够阻止一个不可避免的社会崩溃的威胁[2]。
随着越来越多的公司认识到我们的―共同的旅程‖[3]，它强调创建可持续发展的必要性，全球的企业都在有意发展战略计划使他们的公司具有可持续竞争力。
哈特和米尔斯汀坚称，创建一个可持续的企业应被视为现代的商业环境是一个因素和应被视为21世纪商业战略家的规划过程[4]。
然而，即使这种观点可能不再适合。
现代的商业计划应该包括―极点和机会‖提出了全球社会和环境的变化的情况下，如果全球可持续社会和环境的观点被忽略，那么未来增长的局限性就可能发生。
矛盾的是，当公司资源变得越高效，全球经济发展越迅速。
生态足迹分析表明，根据这种―反弹效应‖[5]，人类的生态需求已经超过大自然可以供应[6]。
这种―生态超载‖意味着我们正在耗尽自然环境的本金而不是―以此为生的利息‖[6]。
国际业务对中小企业发展的作用 毕业论文外文翻译
International business for small and medium-sizedenterprises development roleCarlo anecdote [Unite States]Since the reform and opening up, especially in the new century, the Chinese small and medium-sized enterprise development and growth, has become China's national economic and social development of the important power, and in economic prosperity, increasing employment, promoting innovation, improving the people's livelihood, plays a more and more important role. Small and medium-sized enterprise development problem has become the relationship to the development of national economy of major issues, and internationalization is small and medium-sized enterprise development of important ways.（A）Specifically, international business for small and medium-sized enterprises development has the following important role:(a) Learn foreign advanced technology and management experienceSmall and medium-sized enterprise development is not balanced, the technology and management is uneven, and on the whole, the level is still very low. Small and medium-sized enterprises must improve the technical level and the level of management. Small and medium-sized enterprises implement the international operations, to enter the international market, to study and learn from foreign advanced technology and management experience to have large international experience multinational study, improve the international competitiveness.(b) To realize the resource sharingOur domestic relative shortage of resources often limits the development of small and medium-sized enterprises. Small and medium-sized enterprise development and expansion must learn to use of domestic and foreign two kinds of resources. The international enterprise allows the various subsidiaries and agency common use company resources, including assets, patent, trademark and human resources. Because each subsidiary companies and agencies of the enterprise is part, they can get external enterprises cannot get assets, so as to realize the resource sharing.（B）Small and medium-sized enterprise of international business advantages and disadvantages of analysis(a) Small and medium-sized enterprise of international business advantage analysis1. Flexible mechanism of small and medium-sized enterprises, the structure of the organization is flexible simple and efficient, because this is the inherent internal advantage, and make it the information transmission is timely, accurate and fast, thus to shape the market sensitive response capacity. And for most of the large enterprise that, its level and the level is various, the agency set a bloated, causes information transmission speed slow or even distortion. Small and medium-sized enterprise can give full play to the "ship small good turn" the superiority, can quickly detect new market opportunities, according to the market situation in time to change its business direction, adapt to the market demand.2. Resource integration abilityBecause of small and medium-sized enterprises in scale, resources, talents,technology compared with large multinational companies is a disadvantage, and also exercise it can maximize the social various resources, and improve the ability of resource integration. Resource integration of the ability in turn promotes the improvement of small and medium-sized enterprises internationalization degree.3. Have "late-development advantage"Small and medium-sized enterprise from technology point, relative to the large multinational company is "technology after hairstyle" enterprise, small and medium enterprise and without strong research and development capabilities, but it has the advantage of backwardness technology is the main means of "learning experience" and organizational ability, to the advanced technology, improve digestion and absorption, this also is a kind of technology innovation, a different technology and the developed countries of innovation. Therefore, small and medium-sized enterprise technology accumulation process is based on their "special study experience on the basis of". And this kind of technology innovation more suitable for some developing countries, namely the production function is more close to these developing countries and owes the developed area, so also more easy to transplant, from this point on, small and medium-sized enterprises in international operation with late-developing advantages.（b）Small and medium-sized enterprise internationalized management of disadvantages1. The international competition consciousness is not strongIn the global economic integration condition, the small and medium-sized enterprise internationalization management become the trend of The Times, buta number of small and medium-sized enterprises international competition consciousness is not strong, still no launch international operations, or not to realize international operation to small and medium-sized enterprise development the important influence. Because of China's high-tech small and medium-sized enterprise with foreign enterprise is too much, and in the economic globalization, they will face similar foreign capital intensive enterprises impact, and, of the small and medium-sized enterprise in product technology innovation ability there are obviously is insufficient, these will affect the small and medium-sized enterprises in China and its products in the international market competition ability.2. The lack of international business management talentIn the global economy, the competition of decisive significance is knowledge. So in the age of global economy in the enterprise, the shortage is neither raw materials, also is not the capital; neither the advanced technology, also not emerging market, but talents. Enterprise launch international operations must be familiar with international practice, familiar with international market rules and international trade rules of the rich management experience, seize the international market trends compound operation management talent. And our country most small and medium-sized enterprise low starting point, talent reserve lack, the existing management and technical personnel knowledge structure is low, senior management personnel and technical talents was particularly lack, management experience, for international market are incorrect judgment. In many cases, small and medium-sized enterprise relies mainly on the management experience in the market and intuitive grasp the market, so it will be difficult to form the international marketing model and to establish astable of consumer groups, more difficult to and other international economic entity competition.3. Small size output power weakAt present, foreign companies in order to compete for market share, in succession to mergers and restructuring, and constantly expand the size of the enterprise and increase the competitive power. By comparison, China's most small and medium-sized enterprise assets small scale, management ability is weak, the industrial concentration is low, not form scale economy. Small and medium-sized enterprise small size output, low rate of technical equipment, is the fact that does not dispute, lead to its in the international competition ability to resist risks are relatively weak.4. The financing difficultiesSmall and medium-sized enterprise development of international business requires a lot of money, but in our financial environment is difficult to solve small and medium-sized enterprises in international operation process of the face fund shortage problem. Due to the small and medium enterprise assets less, the risk is bigger, credit level was some reason, and Banks generally is not willing to provide loans to small and medium-sized enterprises. Small and medium-sized enterprises are also hard as the big enterprise that through the issuance of corporate bonds, listed on the stock exchange and the means to raise capital. Financial difficulties seriously prevent the small and medium-sized companies in the international business.（C）improve the international competitiveness of small and medium-sized enterprises countermeasures(a) Improve the international competitive consciousnessSmall and medium-sized enterprise must realize, and participate in the international competition is the trend of The Times, not limited to the existing domestic market, small and medium-sized enterprise must go to the internationalization way in market competition. After China's entry into WTO, the member states to give our country most-favored-nation treatment, reduced the small and medium enterprise to enter the international market barriers, the small and medium-sized enterprise must seize the opportunity to enter the international market. China's accession to the world trade organization, the world of the multinational company subordinate to the Chinese market, the international market domestic zed, domestic market internationalization, make our country enterprise's development into globalization in all the markets. International and domestic conditions change of small and medium-sized enterprises are required to reposition the market, switch to the view, from the traditional based on this area of the regional market change based on their, spanning the globe for the international market. In the past in a narrow, enclosed space seeks the development, dominating the market obsolete concepts already can not adapt to the new situation the needs of the development of the enterprise. So small and medium-sized enterprise should be based on regional and spanning the globe, and with more and more a broad vision attitude to their market position.(b) Introduction and training talentsSmall and medium-sized enterprises to develop international operation, familiar with international practice need a lot, familiar with international market rules and international trade rules of the rich management experience, seize the international market trends compound operation management talent. Excellentstaff will be sent to the overseas training, well-paid foreign experts, absorb universities, students studying abroad and other channels widely absorbs the high quality talent, establish talent pool. Not only to attract talent, more in order to better use and keep talents. Small and medium-sized enterprise can combine their own situation, not only to respect the talents, believe talents, reuse personnel, but also should absorb the successful experience of foreign multinational company, in order to meet the requirements of the international operation, strive for the formation of international business talent advantage.(c) Form strategic alliancesStrategic alliance, just as its name implies is refers to two or more than two business units in order to realize the strategic goal of the mutual reciprocity and mutual benefit for the purpose of the formation of the working relationship. The distinctive characteristic of strategic alliance is equal status of all parties involved in, keep their independenceBusiness management. This model from the influence of the economic strength, especially suitable for capital of small and medium-sized enterprises, inadequate. Pursue the common interests of all parties alliance, seeking common ground while putting aside differences, complementary strengths, and equal status to the enterprise, the enterprise keep their own independent operation, Can be quickly implement, conform to the present enterprise pay attention to speed and cost control requirements. Strategic alliance in most cases no capital association, technical requirements and implementation conditions is lower, the maneuverability is strong, high chance of success. On the structure Ensure the enterprise can loose according to their own development objectives, at any time and place out of both choose to join the alliance or not tojoin a union, not involving legal responsibility, effectively ensure the enterprise's own strategic target realization. The realization of the enterprise alliance ways, including: research and development, production, marketing alliance coalition and establishing joint venture enterprise alliance. This can make the enterprise in the most favorable way to participate in alliance cooperation and share the resources at the same time, still can learn foreign enterprise advanced technology and management, increase revenue and reduce risk.中文翻译国际业务对中小企业发展的作用卡洛轶事[美国]改革开放以来，特别是进入新世纪以来，我国中小企业不断发展壮大，已成为我国国民经济和社会发展的重要力量，在繁荣经济、增加就业、推动创新、改善民生等方面，发挥着越来越重要的作用。
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文献翻译题目跨境电子商务在欧盟的发展动力和壁垒学生姓名李娜专业班级国际经济与贸易11-01班学号************院（系）经济与管理学院指导教师(职称)周桂英（教授）完成时间 2015 年 3 月12 日跨境电子商务在欧盟的发展动力和壁垒Estrella Gomez-Herrera, Bertin Martens, Geomina Turlea出处：摘要互联网的兴起，往往是与“距离的消亡”或至少减少相关的地理距离在供应信息相关。
我们研究距离事宜仍在实物商品的网上交易是否。
我们使用的数据从一个网络消费者调查小组对网上跨境货物贸易中的一个语言支离破碎的欧盟市场。
分析结果表明，相比线下交易在同一商品的距离相关的交易成本大大降低。
然而，语言相关的交易成本的增加。
此外，网上交易介绍新能源贸易成本如包裹递送和在线支付系统。
在平衡，没有迹象显示在线贸易不偏向于国内市场的产品比线下交易支持。
我们提供给政策制定者推动欧盟数字单一市场的跨境电子商务的选项。
在高效灵活的跨境支付系统的使用增加1%可以增加多达7%的跨境电子商务。
我们还表明，在线交易给英语语言输出国家的比较优势。
关键词电子商务/引力方程/欧盟1.介绍本文实证研究的在线电子商务跨境贸易模式的影响。
互联网的兴起，更一般地，数字通信技术，具有LED许多观察家宣布，距离“死”（Cairncross，1997）。
在这方面，它不在乎信息所在的位置因为它只是一个鼠标点击和信息成本不再是物理距离有关。
在传统的线下实物商品贸易，证据却指向距离成本增加（disdier 和头，2008）。
贸易相结合的基础上的信息和物理的货物运输。
问题是是否将贸易从线下到线上平台是一个足够大的凹痕在信息成本改变贸易总成本因此货物贸易模式。
Blum和Goldfarb（2006）表明，即使是纯粹的信息产品，距离仍然起着重要的作用。
他们认为这是文化上的差异，随着物理距离的增加。
除了信息成本的影响，可能会有副作用，对贸易模式的影响。
网上贸易开辟了一个潜在的更大的地理汇水面积，为供应商和消费者，在产品品种和价格竞争的增加。
这两个因素都将有利于相对脱离的离线和在线贸易对。
然而，出现在网络上，可以减缓甚至逆转这一趋势可能新的信息交易成本的来源。
新的信息成本可能是由于语言，文化和制度的差异和贸易成本，电子商务基础设施业务有关的。
我们做一个独特的网上消费者调查获得的商品跨境电子商务数据集。
（公民咨询，2011）根据欧洲委员会（2012），欧盟电子商务指令通过十年后，电子商务仍小于4%的总的欧洲跨境贸易电子商务认为这远远低于其潜力。
该委员会是欧洲数字议程的目的是让所有的欧洲公民50%在网上买，20%至2015从事网上跨境交易。
问题是，在电子商务跨境交易的电位高于脱机交易。
我们调查了三个潜在的在线交易成本变化的来源，相比线下交易。
首先，从普通的线下贸易网络的转变使网上交易可以降低交易成本的重要性与地理距离相关。
虽然距离可能不再重要的信息和纯粹的数字产品和服务（Blum和Goldfarb，2006），商品仍然需要身体运，有时跨不同的监管制度之间的边界，达到买方。
因此，仅占总交易成本的一部分是从模拟到数字信息技术转变的影响。
其次，我们探讨的文化和制度因素的作用，如语言和法律机构的质量，作为网上贸易模式的决定因素。
距离相关的交易成本的减少，其他来源的成本的相对重要性可能增加。
第三，实物商品在线交易平台需要特定的基础设施，如灵活的在线支付系统和高效的快递系统。
我们衡量自己的贡献来解释网络贸易模式。
最后，我们将所有这些来源的在线贸易成本，看看正、负贡献的净影响，如家庭的偏见或“国内市场产品的偏好程度的测量。
我们使用的分析工具是用于此目的的跨境国际贸易引力模型，解释在现实经济国际贸易流量的标准工具（安德森和van Wincoop，2003）。
这种模式是根植于牛顿的想法，许多国际贸易流动的观察模式可以通过对贸易伙伴和他们的物理距离经济规模的解释。
“距离”可以更广泛地解释为一个捕获所有的变量和代理各种国际贸易成本，影响国内和进口商品的相对价格的来源。
这可能包括运输成本，关税和监管障碍相关的成本，以及合同执行差，不同司法管辖区的相关风险。
在传统的砖和砂浆的经济，信息检索是昂贵的，需要物理传输，或者将信息传递给潜在客户或反之亦然。
在这里，我们试图将信息成本从物理运输成本维度。
我们发现，地理距离相关的贸易成本的重要性确实是网上贸易大大减少，相比线下交易。
另一方面，社会文化等变量的重要性语言增加和平衡距离成本下降。
此外，其他交易在网上交易获得成本来源尤其突出，支付和包裹递送系统。
总体而言，没有迹象表明本土偏好不显著，线上比线下，如果我们把我们的网上结果与其他文献的脱机交易。
这可能是由于消费者（在企业对消费者（商对客）在线交易设置）更敏感，这些新的交易成本比企业（在企业对企业（商对商）离线交易设置）在建立线下关系相处。
我们很谨慎，但是在解释这些结果，因为涉及网上贸易中介的供应链显然不同于那些参与线下交易。
2.引力模型由于货物仍然需要身体运到消费者的网上交易，我们可以假设运输成本仍然是重要的在线交易。
在线商对客贸易通常意味着个人小包裹运输而离线商对商可能来自大货物托运的规模经济效益。
因此，对货物运输成本网上买可能高于线下。
另一方面，对脱机交易中介数高（批发商，进口商，等）可能会增加线下交易成本。
我们没有数据比较在线和离线27个欧盟成员国之间的贸易成本，因此分析限制网上交易成本只有。
我们提出一个明确的包裹递送成本可变的引力方程测试在线贸易物运输成本的重要性。
引力方程可以处理国内贸易观察（I = J）。
在这种情况下，国内的距离是衡量一个国家的大小。
与pacchioli，2011，在应用的方法，1995和狼，2000，我们引入了国内贸易的观测变量。
这是国内虚拟系数偏差指示器，或消费者对国内对外国产品偏好程度。
家里的偏差系数基本措施各变量的综合影响，驱动在线（或离线）销售，包括任何的遗漏变量的引力方程如“自然”为国内市场偏好。
我们计算偏差仅为家网上交易因为我们没有在国内销售的产品信息离线。
然而，我们可以用离线交易的其他作者家比较产生偏差估计。
3.数据我们使用的数据来自27个欧盟成员国的网上消费者调查（市民咨询，2011）。
调查包括对消费者的在线开支的商品信息，国内以及国外的。
我们利用这些数据来构建对美国27 ×双侧27在线贸易矩阵。
我们还构建了一个脱机交易矩阵同贸易伙伴之间以及同一类商品，这样我们可以比较线上与线下的贸易模式。
离线交易数据是建立在对相应的在线销售产品类别的消费者调查报告数据的基础上，comext。
例如，当消费者报告买书或药品在线，我们使用最近的两或四位CN品类从comext贸易数据库，在这种情况下cn30“药品”和cn4901”印刷的书籍，小册子及类似印刷材料”来计算传统跨境贸易，这些商品的价值。
诚然，这些都是不完美的比赛，但应该是一个很好的代理。
在网络矩阵的构造是一个关键的问题从调查水平的人口水平外推。
在国家级汇总，调查数据产生估计每个消费者平均支出在我国国家网上商品在我们假设调查平均在线消费者行为的国家我们乘这一因素，代表了互联网用户的份额和用户实际在线购买的总人口推断调查平均全国平均份额代表。
我们使用欧盟统计局公布的数据为人口的百分比，是连接到互联网。
然而，这是欧盟统计局对在线消费者实际购买在线和国外购买在线共享的调查数据之间的巨大差异。
由于欧盟统计局的数字（43和10%的人口分别）低于调查数据（分别为63和32%），我们坚持以避免高估欧盟统计局。
调查数据表明，欧盟数字议程的政策目标得到所有欧盟50%的消费者在线购买和20%其实网上购物国外已经达到了2011。
基于消费者的调查，我们估计在线商对客货物贸易总额在欧盟2410亿€2011.2的总，1970亿€（80%）是在中国国内交易。
只有约440亿的€（18%）跨越国界的欧盟成员国之间，另有60亿€（2%）是从非欧盟国家进口的。
比较估计在线跨境贸易的价值（440亿€）和相应的产品类别观察离线欧盟内部贸易（4910亿€）（comext），我们认为在线贸易约占欧盟所有跨境交易8.7%。
这表明商品相关类在线订单货物的物理构成跨境贸易的一个重要组成部分。
问题是到什么程度的离线和在线贸易数据实际上是相当。
另一方面，离线和在线交易涉及相同的消费品销售：图书，电子产品，服装，等等这些都和最终产品的贸易额是由消费者对这些产品的需求决定的。
然而，对供应链的组织是非常不同的。
脱机交易主要是进行企业对企业（商对商）。
批发商进出口和使用零售商作为中介机构的一个很好的到达最终消费者之前。
相比之下，网上贸易主要商对客，在线批发商直接销售给最终消费者。
在供应链中的可能，差异，导致不同的结构的交易成本支撑的两套贸易流动。
批发商经常与外国客户建立了良好的关系，与固定成本可以摊销许多交易。
交易规模可能更大，再次引发规模经济。
离线商对商跨境贸易数据将必须与零售价格总利润产生贸易价值的人物，相当于直接商对客估计。
因此，在线商对客代表商对商跨境贸易8.7%以上的估计应谨慎解释。
3.1文化和制度变量当代的贸易引力模型应用通常包括贸易伙伴之间共享的语言作为解释变量，并在大多数情况下，这是重要的。
这可以被认为是一种“文化距离代理”（Blum 和Goldfarb，2006）。
在商对客交易环境，共同的语言是必不可少的，但语言的相对重要性可能类型的好的变化。
这可能是例如书籍跨境贸易更重要，比那些或多或少在世界电子产品。
我们的数据不允许我们用良好然而式贸易。
我们还引入了一个虚拟的最大和最广泛的共享语言组在欧盟，英国，法国和德国，作为语言对跨境电子商务影响的另一个措施。
衡量在线交易制度质量的作用，我们构建的法律体系的一个重要质量指标，根据世界银行数据，全球治理指标。
这是为了捕捉预期贸易分歧争议在线贸易进口商和出口商之间的结算相关费用。
在欧盟的一个在线商对客特有的方面是，消费者购买国外还是国内法律保护消费者，而不是在出口国的法律。
这意味着，消费者并不真的有选择的法律制度中，他们开展网上交易。
然而，消费者可能不知道这些；因此，当他们选择外国政权，他们选择一个看起来更可信的比较法律系统的质量。
一个系数接近于零，表明消费者的注意的法律问题。
3.2在线环境的质量它是确定可能的贸易成本相关的商品在线交易的具体组织需求的重要。
虽然他们可能被包含在捕捉所有的“距离”变量引入三个解释变量显式关系到整体的有利环境，在商品的网上贸易。
第一个是在线支付系统相关，运输成本的第三。
因为消费者需要方便地访问在线跨境支付结算交易以最低的交易成本。
我们捕获的在线支付系统的成熟的方式有两种。
第一，在交付现金支付的市场份额被认为是支付系统的相对不发达的一个指标，结合在线支付和交易成本高，缺乏相互信任（钱运输）。