网络游戏商业模式外文翻译文献
O2O商业模式和团购网站外文文献翻译2014年译文3100字
O2O商业模式和团购网站外文文献翻译2014年译文3100字This article discusses the development of O2O (online-to-offline) business models and group purchasing。
O2O refers to the XXX。
Group purchasing。
on the other hand。
involves a group of XXX.XXX the rise of O2O business models in China。
which has been driven by the country's large n。
high。
n rate。
and increasing demand for convenience。
O2O platforms have emerged in us industries。
including food delivery。
XXX。
XXX.The article then goes on to explain how group purchasing has e a popular feature of many O2O platforms。
as it allows consumers to save money while also increasing the volume of sales for XXX。
Group purchasing also helps to build customer loyalty and generate word-of-mouth marketing.XXX O2O platforms and group purchasing face。
including XXX。
regulatory issues。
and the need to maintain high levels of customer XXX。
电子商务外文翻译文献
The Strategic Challenges of E-commerceIntroduction11th Century Europe saw the emergence of credit-based banking systemsand f i n ancial instruments such as bills of exchange. These concepts remain withus, in t heir modified form, to this day (Chown, 1994). They underpin all modernforms of commerce. The arrival of information technology (computers and telecommunications) has raised the prospect of radical change to this traditionalmodel.The rise of the Internet (electronic commerce), since the advent of the World Wide Web, has provided an easy to use communication channel for businesses tocontact current and potential customers. The emergence of the Internet as a general communication channel has also given rise to the possibility of widespread electronic commerce. Even though there is still much debate relating to electronic payment for commercial activities, this is clearly an area of growth.It is difficult to say how large the Internet is. Hoffman & Novak (1996) quotea number of surveys (O'Reilly, FIND/SVP , Times Mirror and CommerceNet) which suggest that there are at least 10 million Internet users in the United States alone.The number of computers (hosts) connected to the Internet topped 9.47 million (Network Wizards, 1996) as of January 1996. Note that a single host supportsanywhere from a single user to, in some cases, thousands of users.As of March 21, 1996, 24,347 firms were listed in Open Market's (1996) directory of "Commercial Services on the Net," and there were 54,800 entries inthe "Companies" directory of the Y ah o Guide to WWW (Y ah o , 1996), with thetotal number of Web sites doubling approximately every two months. Jim Clarke, the chairman of Netscape, estimated the Internet has 40 million users in 1995with growth at 8% per month (Clarke, 1995).The Internet is only one aspect of technology. Businesses require information and supporting systems (processes) to handle the data - over time these systems have become computerised (IT). Modern information technology can both support the processes and help capture useful information for the enterprise. These technologies include:anizational support systems, such as workflow and groupware - making businesses more efficient.2.Customer contact databases - helping capture information about customers and facilitate new methods of marketing.3.Electronic payment systems for g o ds and services - these are emerging, although the majority of payments are still based on relatively expensivetraditional cheque clearance.Collectively and individually, these areas will contribute to major changes inthe way a company conducts its business. Enix have coined the term Workware to describe the combination of these technologies.Figure 1 - The emergence of Electronic Commerce will be underpinned by three key c omponentsHowever, there is still widespread misunderstanding on the value of organisational support technology. A recent survey of 437 large enterprises by research company Xephon (1996) indicated that an astonishing proportion (44%) had no immediate intention of introducing modern information handling systems (Groupware was defined by Xephon as Lotus Notes, Microsoft Exchange and Novell GroupWise). Of these, 65% said they were unsure what these technologies could deliver. From these statistics, it is clear many organisations are still sceptical about the benefits of technology.The efficient collection, utilisation, handling, storage and dissemination of information is a vital component of corporate success in the modern business world. However, the gathering and use of information must take into account issues of privacy and security. A recent feature in the Financial Times (1996) notedthat " … in order to thrive in the 1990s, financial services organisations are as much in the business of managing and manipulating information as managing and making money." Furthermore, the interest shown in topics such as TQM andBPR has demonstrated the importance of processes as a fundamental building block.Inevitably a few savvy organizations in each sector will utilise all three components tochange their market or develop new markets. Those who do notadapt quickly to the new ways of working are likely to be disadvantaged as their strategies become redundant. All businesses should investigate the implicationsof these technologies for them and the markets within which they operate.MarketingChampy, Buday and Nohria (1996) argue that the rise of electronic commerce and the changing consumer processes brought about through electronic communities are likely to lead to a new wave of reengineering, mergers and acquisitions. Moreover, organizations may expand into new business areas, takingon roles unforeseen prior to the rise of the Web. For example: a magazinepublisher, Cond Naste, has moved into the travel business; Bill Gates is now an electronic real estate agent; and a recruitment advertising agency, Bernard Hodes, has now become an electronic recruitment company.The emergence of electronic commerce will significantly impact what we currently call‘m arke ting’.Cle arly,the appearance o f electronic communities (Armstrong and Hagel, 1996) implies that marketing professionals must expand their horizons as the advent of this technology will threaten existing channels of business. Those involved in marketing need to understand the full range o f products and services required b y the electronic community. They must learn totake advantage of the technology that allows customers to move seamlessly from information gathering to completion of a transaction, interacting with the various providers of products and services as necessary. A number of interesting questions are implied:1.What kind of information is available for collection? Is it appropriate to gather this information and for what should it be used?2.Are information systems equipped to capture customer information and transactions, making it available for later analysis?3.When dealing with electronic communities, do marketing profe s ionals comprehend the differences? One needs to engage t he customer as part of thetransaction rather than blindly mailing targets.This idea of community has been at the heart of the Internet since its origins as a defence and academic computer network although most communities arestill not particularly oriented toward commerce. However, the World Wide Webhas changed and broadened the nature of the Internet and the way in which commercial transactions are conducted. The CEO of Kodak is alleged to haverem arked that he co uld n’t tell if the Kod ak Web site was a m one y ma ker.But heknew it was important because it was the most personal way of selling since doorto d oo r sale sm e n,o n ly no w the custo m e rs we re kno ckin g o n Ko d ak’s d o o r.Armstrong and Hagel propose four types of non-exclusive electronic communities, those: interested in transactions; sharing common interests; indulging in fantasy games; and with a shared life experience. The busine s opportunity is for those who support and interact with these communities, building customer loyalty on an ongoing basis. By satisfying the requirements ofrelational marketing and transactions, companies may gain important insightsinto their customers’ nature and needs. For example, a baby products company could entice customers to order items from an associated on-line catalogue by providing bulletin boards for new parents.The desire to establish long-term customer relationships with increasingly sophisticated demands has led companies to seek new ways of acquiring,managing and utilising customer information (Peters and Fletcher, 1995).Furthermore, advances in information technology have fundamentally alteredthe channels through which companies and customers maintain their relationships. The capacity to obtain and apply customer information within processes has become a key strategic issue. This often places the company in the position of requiring sensitive personal information from customers.Gummesson (1987, 1994, 1995) views marketing as a set of relationships, networks and interactions and lists 30Rs (relationships) in contrast to McCarthy’s(1981) 4Ps (Product, Price, Place & Promotion). Gummesson highlights the fact that the electronic relationship is not discussed in the marketing literature even though it is practised widely by many businesses. Helinks relationship marketing to the imaginary (similar to a virtual or network) organisation. He argues that by increasingly applying IT, more relationships are established. They create a new type of bond to customers and between employees.The electronic relationship extends beyond the bounds of the organisationinto the market as seen in the example of airline, hotel and car rental reservation systems. Thecommunities established have a re-enforcing effect. These insightsforce us to re-examine traditional theories of economics, systems, organisations, marketing, competition and transaction cost analysis. As the boundaries betweenfirms and markets dissolve, a characteristic of relationship marketing and network organisations, a new image of interaction and business is needed.The importance of information exchange in relationship marketing (particularly using an electronic channel) requires a clear understanding and recognition of the potential problems. Privacy is also an issue - what is private changes from one person to another as well as between different cultures. Those who use the Internet are likely to be better educated and less willing to give information, unless they trust the recipient. Companies need to realise that the only reason they hold information on a customer is because they have a relationship with that customer - something which is not transferable. Those using electronic channels to reach customers are likely to target better educatedand more affluent customers. They need, therefore, to ensure that their customer information systems are appropriate.An understanding of the trust building process is also required. Firms need tomake a feature of their trustworthiness (a unique selling point!). Trust is best developed through processes. Processes tend to be customer facing - within each customer interaction trust is built-up or eroded. Companies must be absolutely clear about the value and intended use of information. Collecting information because it is technically possible (and one day might be useful) is likely to weakentrust development.Hoffman and Novak (1996) assert that the Web heralds an evolution in marketing concepts. In order for marketing efforts to succeed in this new medium, a new business paradigm is required in which the marketing function is reconstructed to facilitate electronic commerce in the emerging electronic society underlying the Web.The "many or any" communication model of the Web (in fact many instancesof many-to-one) turns traditional principles of mass media advertising inside out (a one-to-many model) (Hoffman and Novak, 1994). The application of advertising approaches which assume a passive, captive consumer are redundant on the W eb.Surprisingly, as it is currently evolving, there is little activity aimed at including the consumer in the development of emerging media (Dennis & Pease, 1994). In order to adopt a market orientation, firms must understand their customers and engage in consumer research. Potential customers are most effectively engaged through new conversational marketing approaches.Anecdotal evidence suggests there are two types of customers -‘convenienc e shoppers’and‘explorers’(those str-e s e m tart consum ers whoare happy to surf the Web looking for the best deal or most appropriate product combination). Furthermore, the sheer size of the Web (trillions of documents and growing exponentially) means finding relevant information is becoming moreand more difficult - despite the best efforts of search engines such as Yahoo. Our research suggests that the large proportion of Web users would rather rely on an intermediary (community operator) to sift and select information on their behalf.Web sites not endorsed will require knowledge of the address (URL) and are unlikely to be accessed when similar information, products or services are readily available inside the community.Contributing to the rise of intermediaries are associated issues of privacy,trust andsecurity (Schell, 1996). Whilst there is much discussion on theissues ofInternet privacy and security, in the context of normal business activities, many millions of people trust others with their personal financial information. Examples include ordering over the telephone, passing a credit card to an unknown waiter, even signing direct debit mandates. If an error occurs in these types of transactions we trust the service provider to correct the error. So why is it that weexpect the Internet to support a level of trust and security which we do not observe in everyday life?There is no reason why similar trust relationships cannot be established in electronically mediated discussions. If anything, it becomes easier for an individual (or group of individuals) to seek retribution on those that break therules within an electronic c ommunity. Evidence of this can be found in the tendency to attack those that try to advertise on academic discussion groups(mail bombs) and community policing against pornographers in the Netherlands.Marketeers must reconstruct their advertising models for the interactive, consumer controlled medium. The traditional customer loyalty ladder (Suspect, Prospect, Customer, Client, Partner, Advocate) is still applicable, but now operatesin a different fashion. The first three stages are often instantaneous in electronic commerce. The transition from customer to advocate relies on loyalty earned through trust. The instantaneous nature of the Internet makes this more difficult.Communicating Across The Value ChainIt should be recognized that processes are not confined within one organization - they cross the value chain as demonstrated by the following example. Steinfield, et al (1995) describe a large, multinational, electrical appliance and consumer electronics manufacturer that used France Te le com’s Telnet system to support EDI-like c onnections to approximately 10,000 separateretailers and independent service engineers throughout France (accessed through Minitel terminals). The ubiquitous Telnet service and the commercial applications which emergedto exploit it, provide insights into the developmentof commerce on a world-wide Internet.The after-sales service subsidiary of this manufacturer provided replacement parts and training to its widely dispersed customer base. The Telnet system permitted electronic transactions, even with the smallest trading partners. Through the use of on-line ordering, coupled with courier service for rapiddelivery, the firm was able to eliminate regional parts warehouses and reduce the average repair time from two weeks to two days. In the past, service engineers waited until they had a sufficient need for parts before driving to a regional warehouse. Once the system was implemented, they used the Telnet based "just-in-time" stocking practice for replacement parts.Moving to a centralised warehouse reduced the need for replicated inventories and extra personnel around the country, creating substantial savings. Moreover, service engineers were further bound-in following the introductionofa revenue producing, expert system-based, training application. Technicians connected to the expert system which asked a series of questions designed to diagnose the fault and indicate the repairs needed.。
探寻互联网游戏服务的商业模式创新
《子夜吴歌·秋歌》原文及赏析《子夜吴歌·秋歌》原文及赏析《子夜吴歌·秋歌》原文及赏析1子夜吴歌·秋歌长安一片月，万户捣衣声。
秋风吹不尽，总是玉关情。
何日平胡虏，良人罢远征。
名句“秋风吹不尽，总是玉关情。
”作品赏析：全诗写征夫之妻秋夜怀思远征边陲的良人，希望早日结束战争，丈夫免于离家去远征。
虽未直写爱情，却字字渗透着真挚情意；虽没有高谈时局，却又不离时局。
情调用意，都没有脱离边塞诗的风韵。
月色如银的京城，表面上一片平静，但捣衣声中却蕴含着千家万户的痛苦；秋风不息，也寄托着对边关思念的深情。
读来让人怦然心动。
结句是闺妇的期待，也是征人的心声。
笼统而言，诗人的手法是先景语后情语，而情景始终交融。
“长安一片月”是写景，同时又是紧扣题面，写出了“秋月扬明辉”的季节特点。
而见月怀人是古典诗歌传统的表现方法，加之秋来是赶制征衣的季节，所以写月也有起兴的意义。
此外，月明如昼，正好捣衣，而那“玉户帘中卷不去，捣衣砧上拂还来”的月光，也容易勾起思妇的相思之情。
制衣的布帛须先置砧上，用杵捣平捣软，是谓“捣衣”。
这明朗的月夜，长安城就沉浸在一片此起彼落的砧杵声中，而这种特殊的“秋声”，对于思妇又是一种难耐的挑拨。
“一片”、“万户”，写光写声，似对非对，措辞天然而得咏叹味。
秋风，也是撩人愁绪的，“秋风入窗里，罗帐起飘扬”，便是对思妇的第三重挑拨。
月朗风清，风送砧声，声声都是怀念玉关征人的深情。
用“总是”二字，情思益见深长。
这里，秋月秋声与秋风织成浑成的境界，见境不见人，而人物却好像真的在，“玉关情”也很浓。
王夫之评价说：“前四句是天壤间生成好句，被太白拾得。
”（《唐诗评选》）此情之浓，不可遏止，于是有了末二句直表思妇的心声：“何日平胡虏，良人罢远征？”后世的某些人偏爱“含蓄”，如田同之就曾说：“余窃谓删去末二句作绝句，更觉浑含无尽。
”（《西圃诗说》）其实未必是这样。
“不知歌谣妙，声势出口心”（《大子夜歌》），慷慨天然，是民歌本色，原本不必故意使用那种吞吞吐吐的用语。
Overview-of-business model商业模式概述毕业论文外文文献翻译及原文
毕业设计（论文）外文文献翻译文献、资料中文题目：商业模式概述文献、资料英文题目：Overview of business model 文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14英文原文Overview of business modelA business mode l describes the rationale of how an organization creates, delivers, and captures value[1] (economic, social, or other forms of value). The process of business model construction is part of business strategy.In theory and practice the term business model is used for a broad range of informal and formal descriptions to represent core aspects of a business, including purpose, offerings, strategies, infrastructure, organizational structures, trading practices, and operational processes and policies. The literature has provided very diverse interpretations and definitions of a business model. A systematic review and analysis of manager responses to a survey defines business models as the design of organizational structures to enact a commercial opportunity[2]. Further extensions to this design logic emphasize the use of narrative or coherence in business model descriptions as mechanisms by which entrepreneurs create extraordinarily successful growth firms [3].Whenever a business is established, it either explicitly or implicitly employs a particular business model that describes the architecture of the value creation, delivery, and capture mechanisms employed by the business enterprise. The essence of a business model is that it defines the manner by which the business enterprise delivers value to customers, entices customers to pay for value, and converts those paymentsto profit: it thus reflects management’s hypothesis about what customers want, how they want it, and how an enterprise can organize to best meet those needs, get paid for doing so, and make a profit.[4]Business models are used to describe and classify businesses (especially in an entrepreneurial setting), but they are also used by managers inside companies to explore possibilities for future development. Also, well known business models operate as recipes for creative managers.[5] Business models are also referred to in some instances within the context of accounting for purposes of public reporting.Over the years, business models have become much more sophisticated. The bait and hook business model (also referred to as the "razor and blades business model" or the"tied products business model") was introduced in the early 20th century. This involves offering a basic product at a very low cost, often at a loss (the "bait"), then charging compensatory recurring amounts for refills or associated products or services (the "hook"). Examples include: razor (bait) and blades (hook); cell phones (bait) and air time (hook); computer printers (bait) and ink cartridge refills (hook); and cameras (bait) and prints (hook). An interesting variant of this model is Adobe, a software developer that gives away its document reader free of charge but charges several hundred dollars for its document writer.In the 1950s, new business models came from McDonald's Restaurants and Toyota. In the 1960s, the innovators were Wal-Mart and Hypermarkets. The 1970s saw new business models from FedEx and Toys R Us; the 1980s from Blockbuster, Home Depot, Intel, and Dell Computer; the 1990s from Southwest Airlines, Netflix, eBay, , and Starbucks.Today, the type of business models might depend on how technology is used. For example, entrepreneurs on the internet have also created entirely new models that depend entirely on existing or emergent technology. Using technology, businesses can reach a large number of customers with minimal costs.Business model frameworksThere are various ways to define and conceptualize business models. In the following some of these conceptualizations are introduced.Business model canvasBusiness Model Canvas: Nine business model building blocks, Osterwalder, Pigneur, & al. 2010[1]Osterwalder's work [1][6] propose a single reference model, called Business Model Canvas based on the similarities of a wide range of business model conceptualizations. It is nowadays one of the most used frameworks for describing the elements of business models.With this business model design template, an enterprise can easily describe their business model. Aspects of the template are Infrastructure, Offering, Customers, Finances, etc.Other approaches•Business reference modelBusiness reference model is a reference model, concentrating on the architectural aspects of the core business of an enterprise, service organization or government agency.•Component business modelTechnique developed by IBM to model and analyze an enterprise. It is a logical representation or map of business components or "building blocks" and can be depicted on a single page. It can be used to analyze the alignment of enterprise strategy with the organization's capabilities and investments, identify redundant or overlapping business capabilities, etc.Although Webvan failed in its goal of disintermediating the North American supermarket industry, several supermarket chains (like Safeway Inc.) have launched their own delivery services to target the niche market to which Webvan catered.•Industrialization of services business modelBusiness model used in strategic management and services marketing that treats service provision as an industrial process, subject to industrial optimization proceduresBusiness ModellingBusiness Modelling is an important tool to capture, design, innovate and transform the business.[7] However, in order to transform ones organization and align them to ones business model, a business model should not be seen separately, but in connection with[8]:A step-by-step roadmap that describes the synergy and context between BusinessModel and alignment of Strategy Map, Scorecards, etc. into the organization.•The main business goals of the organization, e.g. strategic business objectives, critical success factors and key performance indicators, which a holisticbusiness model approach should include.•The main business Issues/pain points and thereby organizational weakness, which a holistic business model approach should include for they represent the threat to the company’s business model.• A clear cause and effect linkages between the competencies, desired outcomes and performance measurements e.g. scorecards.•An emphasis on business model management and thereby a continuous improvement and governance approach to the business model.•The business maturity level, in order to develop the organizationrepresentation of core differentiated and core competitive competencies[linked to strategy], which is a basis for building a business model as they therepresent some of the most important sources of uniqueness. These are thethings that a company can do uniquely well, and that no-one else can copyquickly enough to affect competition.•Linkages among competences and competency development.•The possible value creation and realization of the organization.•The information flow, and thereby information need for effective and efficient decision making.Such a holistic approach would help clarify both intent and sources of synergy and disconnect between business model, strategy, scorecards, information, innovation, processes and IT systems. This includes architectural alignment as well as business transformation and value and performance views. Such dialogues allow Executives to use the business model with their business alignment.Theoretical and empirical insights to business modelsDesign Logic and Narrative CoherenceDesign logic views the business model as an outcome of creating new organizational structures or changing existing structures to pursue a new opportunity. Gerry George and Adam Bock (2011) conducted a comprehensive literature review and surveyedmanagers to understand how they perceived the components of a business model. In that analysis, these authors show that there is a design logic behind how entrepreneurs and managers perceive and explain their business model. In further extensions to the design logic, George and Bock (2012) use case studies and the IBM survey data on business models in large companies to describe how CEOs and entrepreneurs create narratives or stories in a coherent manner to move the business from one opportunity to another. They also show that when the narrative is incoherent or the components of the story are misaligned that these businesses tend to fail. They recommend ways in which the entrepreneur or CEO can create strong narratives for change.Business Model 2.0Chen (2009) pointed out that the business model in the twenty-first century has to take into account the capabilities of Web 2.0, such as collective intelligence, network effects, user generated content, and the possibility of self-improving systems. He suggested that the service industry such as the airline, traffic, transportation, hotel, restaurant, Information and Communications Technology and Online gaming industries will be able to benefit in adopting business models that take into account the characteristics of Web 2.0. He also emphasized that Business Model 2.0 has to take into account not just the technology effect of Web 2.0 but also the networking effect. He gave the example of the success story of Amazon in making huge profits each year by developing a full blown open platform that supports a large and thriving community of companies that re-use Amazon’s On Demand commerce services.[9]Complementarities of business models between partnering firmsStudying collaborative research and the accessing of external sources of technology, Hummel et al. (2010) found that in deciding on business partners, it is important to make sure that both parties’ business models are complementary[10]. For example, they found that it was important to identify the value drivers of potential partners by analyzing their business models, and that it is beneficial to find partner firms that understand key aspects of our own firm’s business model.[11]ApplicationsMalone et al.[12] at MIT found that some business models, as defined by them, indeed performed better than others in a dataset consisting of the largest U.S. firms, in the period 1998 through 2002, while they did not prove whether the existence of a business model mattered.The concept of a business model has been incorporated into certain accounting standards. For example, the International Accounting Standards Board (IASB) utilizes an "entity's business model for managing the financial assets" as a criterion for determining whether such assets should be measured at amortized cost or at fair value in its financial instruments accounting standard, IFRS 9.[13][14][15][16] At least two members of the U.S. based Financial Accounting Standards Board (FASB) have expressed the position that the business model of an entity should be used as a criterion for the classification of financial liabilities.[17] The concept of business model has also been introduced into the accounting of deferred taxes under International Financial Reporting Standards with 2010 amendments to IAS 12 addressing deferred taxes related to investment property.[18][19][20]Both IASB and FASB have proposed using the concept of business model in the context of reporting a lessor's lease income and lease expense within their joint project on accounting for leases.[21][22] The concept has also been proposed as an approach for determining the measurement and classification when accounting for insurance contracts.[23][24] As a result of the increasing prominence the concept of business model has received in the context of financial reporting, the European Financial Reporting Advisory Group (EFRAG), which advises the European Union on endorsement of financial reporting standards, commenced a project on the "Role of the Business Model in Financial Reporting" in 2011.[25]Examples of Business modelsIn the early history of business models it was very typical to define business model types such as bricks-and-mortar or e-broker. However, these types usually describe only one aspect of the business (most often revenue model). Therefore, more recent literature on business models concentrates on describing business model as a whole instead of one most visible aspect. Following examples provide an overview for various business model types that have been in discussion since the invent of term business model:中文译文商业模式概述商业模式业务模型描述了如何创建组织的理由，提供和捕捉价值（经济，社会，或其他形式的价值）。
商业模式创新外文文献翻译
文献信息：文献标题：Business Model Innovation: It’s Not Just about Technology Anymore（商业模式创新：超越技术问题）国外作者：Henry Chesbrough文献出处：Strategy & Leadership, 2007(6) Vol.35:12-17字数统计：英文1764单词，9111字符；中文2436汉字外文文献：Business Model Innovation: It’s Not Just about Techno logyAnymoreWhat is a business model?Every company has a business model, whether they articulate it or not. At its heart, a business model performs two important functions: value creation and value capture. First, it defines a series of activities, from procuring raw materials to satisfying the final consumer, which will yield a new product or service in such a way that there is net value created throughout the various activities. This is crucial, because if there is no net creation of value, the other companies involved in the set of activities won’t participate. Second, a business model captures value from a portion of those activities for the firm developing and operating it. This is equally critical, for a company that cannot earn a profit from some portion of its activities cannot sustain those activities over time.There can be real tensions between the aspects of a business model that create value and those that help to capture a portion of that value. A high-value proprietary technology, for example, easily earns a profit for the firm, if alternatives offer lesser value. But in many circumstances customers are reluctant to buy such products (because of price, limited availability, or delivery or service issues).Yet making thetechnology more open, which makes it more appealing to customers, makes it harder to capture value from the offering. So these offsetting factors must be balanced. How to define a business model? The term ‘‘business model’’ is often used, but not often clearly defined. Richard S. Rosenbloom, Professor Emeritus of Harvard, and I have developed a specific working definition (see Exhibit 1).A better business model often will beat a better idea or technology.One benefit of this working definition is that each of its six parameters identifies where innovation might generate new value in an industry.Value proposition. The GE Aircraft engines unit crafted an innovative value proposition when they shifted from selling airlines jet engines to selling them flight hours. This shifted the risk of downtime from the airline customer to GE, and enabled GE to establish a very profitable service operation.Target market. Ryanair, a growing European discount airline, innovated a different target market by going after leisure travelers, instead of the usual business travelers.Value chain. Wal-Mart (which targeted an innovative market by going after underserved rural communities in its early days) is celebrated for its management of its supply chain.Revenue mechanism(s). Xerox got its start in the copier business by leasing its copiers, instead of selling them. Air Products gets paid for the delivery of its industrialgases right to the manufacturing station inside the plant, instead of by the box car.Value network or ecosystem. Ryanair again innovated here, by striking novel arrangements with underutilized regional airports. Ryanair gets a percentage of concession sales at these airports, and in some circumstances even gets paid for landing passengers at the airports.Competitive strategy. One interesting aspect of business models is how difficult it is for others to imitate them. Many airlines have tried to emulate Southwest’s low cost approach. Most of their attempts have not fared well. Copying the Southwest model apparently creates too many co nflicts with the airlines’ established business model.Thus this working definition points the way to certain improvements that can be made to a business model. But more can be done to improve a specific business model if managers think of stages of business model advancement. The Business Model Framework (BMF) is a model that sequences possible business models from very basic (and not very valuable) models to far more advanced (and very valuable) models. Using the BMF, companies can assess where their current business model stands in relation to its potential and then define appropriate next steps for the further advancement of that model.The Business Model FrameworkType 1 – Company has an undifferentiated business modelThe vast majority of companies operating today do not articulate a distinct business model, and lack a process for managing it. These companies are operating with Type 1 business models. A business using the undifferentiated model competes on price and availability, and serves customers who buy on those criteria. In a word, firms utilizing Type 1 business models are selling commodities, and are doing so in ways that are no different from many, many other firms. They often are caught in the ‘‘commodity trap’’. Think of restaurants and barbe r shops as examples of this commodity model.Type 2 – Company has some differentiation in its business modelIn companies using Type 2 business models, the company has created some degree of differentiation in its products or services. This differentiation can also lead to a different business model from that of the Type 1 company, allowing the company to target a customer other than those that buy simply upon price and availability (such as a performance-oriented customer). This allows the Type 2 company to serve a different and less congested market segment from that served by its Type 1 counterpart.The Type 2 company may lack the resources and staying power to invest in the supporting innovations to sustain its differentiated position. This gives rise to the pattern of so-called ‘‘one hit wonders’’, where a company or inventor has a successful first product, but is unable to follow up this success with additional products of similar success. Many technology startup companies fall into this type.Type 3 – Company develops a segmented business modelThe company now can compete in different segments simultaneously. More of the market is thus served, and more profit is extracted from the market as well. The price sensitive segment provides the volume base for high volume, low cost production. The performance segment supplies high margins for the business. Other niches can now be addressed, creating a stronger presence in the distribution channels. The firm’s business model now is more distinctive and profitab le, which supports the firm’s ability to plan for its future via product and technology roadmaps.While its greater level of planning helps the Type 3 company avert the one-hit wonder syndrome, problems still remain. The Type 3 firm remains vulnerable to any major new technical shift beyond the scope of their current business and innovation activities, and also to major shifts in the market. Think of a mature, vertically integrated industrial company, as an example of this kind of model. Or in the IT space, think of an ERP system that is deeply connected to business processes, but has few ways to link in other software on top of its own code.Type 4 – Company has an externally aware business modelIn this business model, the company has started to open itself to external ideas and technologies in the development and execution of the business. This unlocks asignificantly greater set of resources available to such a company.The roadmaps of the Type 4 firm provide a shopping list of needs within the firm for external ideas and technologies. Relationships with outsiders help identify external projects that fulfill some of these needs. This reduces the cost of serving the business, reduces the time it takes to get new offerings to market, and shares the risks of new products and processes with external parties.Internal roadmaps are now shared with suppliers and customers on a frequent basis. This enables the firm to make much more systematic use of innovative ideas from suppliers and from customers. It also allows suppliers and customers to plan their own activities in concert with the innovative activities of the firm. Companies that make it a practice to share real-time information with their suppliers exemplify this approach.Type 5 – Company integrates its innovation process with its business model In a Type 5 model, the company’s business model now plays a key integrative role within the company. Suppliers and customers now enjoy formalized institutional access to the firm’s innovation process, and this access is now reciprocated by the suppliers and customers. Customers and suppliers now share their own roadmaps with the company, giving the company much better visibility into the customers’ future requirements.In this stage, companies begin to experiment more directly with the business model itself. Type 5 companies now take the time to understand the supply chain all the way back to the basic raw materials, as they look for major technical shifts or cost reduction opportunities. Type 5 companies also invest substantial resources to study ‘‘the customer’s customer’’ to learn about the deeper unmet needs and opportunities in the market. Some experimentation is conducted on alternative distribution channels, and indeed, upon alternative configurations of the business model. Companies that are moving from offering products to offering services, and are bringing in external technologies to support this new approach are examples of Type 5 models.Type 6 –Company’s business model is an adaptive platformThe Type 6 business model is an even more open and adaptive model than types4 or 5. This ability to adapt requires a commitment to experimentation with one or more business model variants. This experimentation can take a number of different forms. Some companies utilize corporate venture capital as a means to explore alternative business models in small startup companies. Some utilize spin-offs and joint ventures as means to commercialize technologies outside of their own current business model. Some have created internal incubators to cultivate promising ideas that are not yet ready for high volume commercialization.In Type 6 firms, key suppliers and customers become business partners, entering into relationships in which both technical and business risk may be shared. The business models of suppliers are now integrated into the planning processes of the company. The company in turn has integrated its business model into the business model of its key customers. Intel, Microsoft and Wal-Mart are examples here.One important capability that enables this integration of business models throughout a value chain is the ability of the company to establish its technologies as the basis for a platform of innovation for that value chain. In this way, the company can attract other companies to invest their resources, expanding the value of the platform without consuming extra investment by the platform maker. For example, anyone making software for PCs, accessories for iPods, or games for cell phones is indirectly contributing to the value of each of these platforms.中文译文：商业模式创新：超越技术问题商业模式的定义每个公司都有其商业模式，无论他们是否能清楚地表明。
网络游戏选择外文翻译文献
文献信息：文献标题：Interpersonal influence on online game choices（人际关系对网络游戏选择的影响）国外作者：Sang Yup Lee文献出处：《Computers in Human Behavior》,2015,45:129–136字数统计：英文2580单词，12686字符；中文4087汉字外文文献：Interpersonal influence on online game choices Abstract Several theories stress the importance of interpersonal influence on an individual’s adoption of a product or service. However, there has been little research that empirically examined how online friends infl uence an individual’s online product choices. This study examines the effect of a game player’s online friends who adopted a game earlier than the player on the likelihood that the player adopts the game. Two main factors considered in this study are: (1) the number of online friends who adopted a game earlier and (2) t he strength of ties between the player and the player’s online friends who adopted the game earlier. Using a hazard model with data on 1,668 game players’ gaming activities and relational connections, we find (1) the likelihood that a player adopts a particular game increases the more her online friends adopted the game earlier, and (2) the influence of the prior adopter friends on the likelihood that a player adopts the game varies with the strength of ties between the player and her prior adopter friends.Key words: Interpersonal influence; Online product choices; Online casual games; Hazard model1.IntroductionThere is no established definition of an online causal game, yet online casual games usually refer to online video games developed for mass consumption even forthose who would not normally regard themselves as a ‘gamer’(International Game Developers Association (IGDA), 2009). Online casual games possess certain characteristics in common: they are easy to learn; they require a small amount of time to be played; and online casual game players play casual games mainly for fun and relaxation (IGDA, 2009). Online casual games are offered to game players through several different types of platforms such as web browsers on PCs (e.g., via online casual games portal sites and social networking sites), consoles, smartphones, and tablet PCs. This study focuses on online casual games portal sites because (1) online casual game portal sites provide a suitable context in which online friends’influence on game choices can be well examined, (2) they constitute one of the most commonly used platforms for accessing online casual games (Liew, 2013), and (3) it is easier to collect the data required for this study from online casual games portal sites than from other platforms that host online casual games.A typical online casual game portal site has several social features. On an online casual games portal site, game players can be friends with other players. In this study, a game player’s friends on a game portal site are defined as other players whom the player is directly connected to on the portal site. Game players are motivated to become friends with other game players and interact with them, because there are many games that encourage collaboration among game players and competing (or playing) with others can be more fun, and becoming friends with other players makes it easy for a player to collaborate and interact with them. Once a game player has become friends with another player, the player can have chats with the friend via a dedicated communication channel between them. Furthermore, the player can observe what her friends have done and are doing on the site. Thus, it is possible that a player’s gaming behavior is influenced by her friends on an online casual games portal site.These social features of online casual games portal sites and the accessibility on these portal sites of critical data on game players’relationships and interactions with others, their game choices, and their gaming behaviors make it possible to examine the influence of interpersonal interaction on players’game choices.For this study, we look at a particular online casual games portal site,. Kongregate started its service in 2006 and it is one of the most visited online casual game portal sites in the U.S. With its growth, Kongregate was acquired by Gamestop (an American video game retailer) in 2010. Kongregate provides online game players with a variety of casual games, which are developed by either professional game developers or other players who use Kongregate. As of Feb, 2014, there were 80,747 games on the site and the number of registered users on the site was 6,970,697 as of Jab, 2012.This paper studies how a player’s Kongregate friends influence the player’s game choices on Kongregate. In this study, game players with whom a player has direct connections on Kongregate are referred to as the player’s Kongregate friends. On Kongregate, a player can directly connect with another player by clicking a ‘friend’button linked to that person.This study specifically examines the effect of the number of a player’s Kongregate friends who adopted a particular game earlier on the likelihood that the player will adopt2 the game. According to Rogers’diffusion of innovations theory (2003), the number of an individual’s friends who adopted a product or service earlier can influence the person’s decision whether or not to adopt the product or service, because interpersonal interactions can be an important source of information about a product and a person’s attitude toward a product may be influenced by interpersonal interactions. But only few studies have empirically examined this topic (e.g., Bandiera & Rasul, 2006). Even among those studies that have examined interpersonal influence on an individual’s product adoption in offline settings, few looked at how the number of friends or acquaintances who adopted a product earlier influenced a person’s decision to adopt it. This is mainly because, in offline settings, it is difficult to collect data on how many of a person’s friends or acquaintances have adopted a particular product and when they adopted the product. However, individual level data on game adoption can be collected on Kongregate, which makes it possible to examine whether a player’s adoption of a game can be predicted by the number of the player’s Kongregate friends who adopted the game earlier.In addition to the number of Kongregate friends who adopted a game earlier, wealso consider the closeness of the relationships on Kongregate between a player and her Kongregate friends who adopted the game earlier, because it is possible that the influence of a Kongregate friend on a player’s game adoption decision can vary with the relational closeness between the player and her friend. In other studies (e.g., Bakshy, Hofman, Mason, & Watts, 2011; Christakis & Fowler, 2007) it was found that the extent to which an individual’s behavior is influenced by others varies with the person’s relational closeness with those others. In this study, the closeness of a relationship between two players is referred to the strength of the tie between them. The strength of a tie between two people is a function of the amount of time, the emotional intensity, the intimacy, and the reciprocal services which characterize the tie between those two people (Granovetter, 1973, p. 1361). In the social network literature, the strength of a tie between two people is usually measured by degree of communication reciprocity, the number of mutual friends, and interaction frequency (Gilbert & Karahalios, 2009). For this study, the strength of a tie between two players is measured by whether the tie is reciprocal.In this study, we focus on game players who have registered on Kongregate, because only for registered players can information about gaming behavior, game adoptions, and Kongregate friends be collected. Furthermore, because only a registered player can make connections with other Kongregate players, unregistered players are not suitable for studying influences of Kongregate friends on game choices. That registered players are examined in this study also means that the results of this study cannot be generalized to game players who are not registered on Kongregate because there may be differences between registered and unregistered game players. For example, registered players may to be more serious about their casual games and play more games more frequently than unregistered players.2.Statisticalmodeland data2.1.Hazard modelIn this study, we use the proportional hazard model introduced by Cox in 1972 to study the effect of the number of a player’s Kongregate friends who adopted a gamebefore day t on the likelihood that the player adopts the game on that day. We also ask how the effect of a Kongregate friend who adopted a game earlier on the likelihood that the player adopts the game varies with the strength of the tie between the player and that friend. For this, we include the number of a player’s prior adopter friends who have a reciprocal tie w ith the player and the number of the player’s prior adopter friends who do not have reciprocal ties as the main independent variables.As mentioned above, we also include other independent variables; (1) the frequency with which the player adopts new games,(2) how often the player plays games on Kongregate, and (3) whether the genre of the game is the player’s favoritegenre. Finally, in order to control for factors unique to a game that can influence its adoption, we include a game fixed effect variable, which might reflect the game’s genre, popularity, quality, and dif ficulty.Our model includes both fixed and time-varying independent variables. Fixed variables are those whose values do not change during the 5 days following a player’s first visit to the site since a game’s release, whereas time-varying variables are those whose values change during these 5 days.2.2.DataFor this study, we used data for randomly selected registered game players on Kongregate because information such as games played and listings of Kongregatefriendscanonlybe collected for registered players. We downloaded a list of registered game players who were playing games on Kongregate at least twice a day during the week of 3/24 (Sun) to 3/30 (Mon), 2013. The original dataset had 17,858 game players. Because this size of dataset is too big to be handled by social network analysis statistical packages in a timely manner and collecting data on the gaming behavior and game adoptions of all the 17,858 players and their Kongregate friends (the averagenumberofKongregatefriends for the players in sample was about 60) would have been extremely time-consuming, werandomlychose2,000playersfrom the 17,858usingarandomnumbergenerator.Among those 2,000 players, only the 1,668 who made their personal information publicly available and who had at least one friend were selected for the study. The average number of Kongregate friends for theplayersin the finalsample was 61.We collected data on game adoptions for those 1,668 game players and their Kongregate friends for two games, (1) Mystery IQ Test, and (2) Live Puzzle as in Table 1. The genre of ‘Live Puzzle’ is puzzle and that of ‘Mystery IQ Test’ is brain. A puzzle game is a game that requires a player to put pieces together in a way that meets the goal of the game. A brain game is a game in which a player uses logic to accomplish the tasks. A puzzle game can be a sort of a brain game. ‘Mystery IQ Test’incorporates several other types of tasks in addition to puzzle type tasks including verbal quizzes and math questions.Table 1 Information about games examined in this studyGame title Kongregate release date Genre RatingLivepuzzle4/29/2013Puzzle 3.9/5MysteryIQtest5/5/2013Brain 3.7/5For a game to be included in this study, the game had to provide at least one task right after its release so that players could earn points by accomplishing the task. Among all the games released on Kongregate during a month-period, from 4/9/2013 to 5/8/ 2013, only the two games above met this requirement.For players in the sample, we first checked whether a game player played any games on Kongregate during the 7 days after each game’s release. For those who played games during the 7 days, we collected information about when they first visited the site since each game’s release and whether they adopted each of the games in Table 1 during the 5 days following their first visits. Then, we collected the data on game adoptions for their Kongregate friends.3.Summary and conclusionIn this study, we examined the effect of the number of a player’s Kongregate friends who adopted a game earlier on the likelihood that the player adopts the game. In addition to the effect of the number of a player’s Kongregate friends who adopted a game earlier, we also asked how the strength of the ties between a player and her Kongregate friends who adopted a game earlier was associated with the likelihoodthat the player adopts the game.We found that the effect of the number of Kongregate friends who adopted a game earlier on a player’s adoption of the game was positive, but statistically insignificant whether those prior adopter friends had a reciprocal tie with the player. This finding suggests that the importance of interpersonal influence on product choice posited by several theories such as diffusion of innovations theory (Rogers, 2003) and theory of planned behavior (Ajzen, 1991) is not strongly supported in online casual game contexts.In this study, we only considered the effect of the number of Kongregate friends who adopted a game earlier on a player’s game adoption. As found in other studies (e.g., Ugander et al., 2012), however, other characteristics of a player’s personal network composed of her prior adopter Kongregate friends such as the number of clusters, may exert more influences on the player’s game adoption than the number of the player’s friends. Thus, in the future studies, other characteristics of a player’s personal network than the number of friends should be examined. We also found that other factors such as genre preference, when a player first visited the site after a game’s release, and unique characteristics of a game played important roles in predicting a player’s adoption of the game.This study has some limitations. First, genres of the games examined in this study were brain and puzzle. It is possible that the influence of Kongregate friends on a player’s adoption of a game varies with the genre of the game. Second, the two games examined in this study were both single player games. The statistically insignificant influences of Kongregate friends on a player’s adoption of those two games might be because those games are single player games. Thus, in the future studies, it is recommended that multiplayer games be examined.The research questions were examined in the context of online casual games. But it is likely that interpersonal influence on an individual’s game adoption decision is different from interpersonal influence on an individual’s adoption decisions for other online products. Thus, in future studies, in order to extend our understandings abouthow an individual’s online product choices or adoptions are influenced by her online friends, the research questions asked in this study should also examined in other online contexts.中文译文：人际关系对网络游戏选择的影响摘要一些理论强调人际影响对个人选择产品或服务的重要性。
网络游戏外文翻译文献
网络游戏外文翻译文献(文档含中英文对照即英文原文和中文翻译)译文：中国网络游戏产业的商业模式和运作问题摘要：互联网越来越的广泛使用使得网络社区如雨后春笋般发展起来。
其中特别有趣的现象之一就是网络游戏的出现。
本文就虚拟世界的开发者在其探索切实可行的商业模式途中将面临的困难进行论述。
本文作为探索性课题是一个对中国虚拟世界的开发者和用户进行研究的个别案例，来确定在这种商业模式下存在的问题。
本文讨论宽带和网络游戏以及诸如文化，历史，外挂，私服，虚拟财产贸易，开发商控制，管理和调控此类的反馈效果。
尽管大部分中国虚拟世界的运营商都具有盈利能力，但通过密切观察发现即使最成功的中国虚拟世界运营商仍然处于商业模式的早期阶段。
关键词：虚拟世界，中国，商业模式，网络1. 简介随着MacInnes(2004a)创造出来的互联网在全球范围内的拓展,网络对于交流变得至关重要。
随之而来的结果就是不同形式，为各种目的而发展起来的网络社区为人们提供了工作，社交以及娱乐上的便利。
在不同形式的网络社区中最吸引人眼球的就是虚拟世界，但是何为虚拟世界呢？就是人们在一个持续的合成的环境中通过虚拟角色（通常是一个头像）来相互交流。
虚拟世界属于网络游戏的一种，在这个虚拟世界中成千上万的人们可以同时参与相互影响。
这种在中国最受欢迎的网络游戏就是虚拟世界。
MacInnes(2004a)对虚拟世界这一现象提出了概观。
这一概念的提出对于现如今我们通过案例研究来完善这项工作起到了重要作用。
我们以一个别案例开始研究中国网络游戏产业，是因为随着宽带的大范围使用，中国的网络游戏为虚拟世界带来的市场的发展速度比许多国家都快。
这一点比其他因素更有说服力。
本文将从商业形式的前景方面讨论社会，法律，以及一些其他环境方面的问题。
现今中国虚拟世界产业所面临的挑战和机遇并不仅仅只在我们国家存在。
同样的问题很可能在虚拟世界市场欠发达的北美，欧洲等地区也一样存在。
从这一案例中吸取的教训同样可以被那些以网络为根基的产业使用动态商业模式框架来促进技术革新的所使用。
探索互联网游戏服务的新商业模式
探索互联网游戏服务的新商业模式Exploring New Business Models for Internet Game Services。
With the rapid development of the internet, the gaming industry has experienced significant growth in recent years. As a result, there is a need to explore new business models for internet game services. In this essay, we will discuss the importance of finding innovative approaches to monetizing online games and the potential benefits it can bring to both the gaming industry and players.Traditionally, the gaming industry relied on upfront game purchases or subscription fees to generate revenue. However, with the rise of free-to-play games and microtransactions, the landscape has changed. Many game developers have shifted towards a freemium model, where the game is initially free to play but offers in-game purchases to enhance the gaming experience. This approach has proven to be highly profitable, as players are more likely to spend money on in-game items or additional content if they are already invested in the game.One innovative business model that has gained popularity in recent years is the concept of loot boxes. Loot boxes are virtual containers that contain a random assortment of in-game items, such as weapons, skins, or character accessories. Players can purchase these loot boxes using real or in-game currency, with the hope of obtaining rare or valuable items. This model creates a sense of excitement and anticipation for players, as they never know what they will get from each box. However, it has also sparked controversy due to concerns about gambling-like mechanics and the potential for exploitation.Another emerging trend in the gaming industry is the integration of in-game advertising. By partnering with brands and advertisers, game developers can generate revenue by displaying ads within the game environment. This approach allows for more targeted advertising, as game developers can tailor ads to specific player demographics or interests. However, it is important to strike a balance between generating revenue andmaintaining a positive player experience. Intrusive or excessive ads can negativelyimpact gameplay and drive players away.Furthermore, the rise of esports has opened up new opportunities for monetizing internet game services. Esports refers to competitive gaming at a professional level, with players competing in tournaments for cash prizes. This has led to the emergence of sponsorship deals, brand endorsements, and live streaming platforms, all of which contribute to the monetization of esports. As esports continues to grow in popularity, it presents a lucrative avenue for game developers to explore.In conclusion, the internet gaming industry is constantly evolving, and it is crucial to explore new business models to adapt to changing consumer preferences and technological advancements. The freemium model, loot boxes, in-game advertising, and the rise of esports are all examples of innovative approaches to monetizing internet game services. By embracing these new models, game developers can not only increase revenue but also enhance the gaming experience for players. It is essential to strike a balance between generating profit and maintaining player satisfaction to ensure the long-term success of the industry.探索互联网游戏服务的新商业模式。
O2O商业模式及发展策略外文翻译文献
O2O商业模式及发展策略外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：O2O Business Patterns and Developing StrategiesCasillas J C.AbstractTo most of people, O2O (Offline to Online) it is not difficult to understand. More than a decade ago, that is, a Brick and Click formulation, actually that is the prototype of the O2O.With the further development of electricity, and in recent years, mobile Internet is beyond ordinary people imagine the pace of development, make O2O business model more rich, let more O2O mentioned. However, the majority of O2O discussion often too shallow layers. Therefore, it is necessary to understand the O2O business model, and think about effective O2O strategy.Key words: O2O business pattern; Electronic commerce; Development strategy1 IntroductionO2O mainly depending on the degree of active network goods to complete the construction of the actual goods store, carry, people can choose their own goods at home at any time and complete the related transactions, then can enjoy the activities of the entity stores offer directly. The basic existing way is to use a discount, sales information andservice standard of complete online business structure transformation. This is like is the center of the network as offline trading platform, the shop which can be realized using this channel, assures the consumer also dispense with the trouble that the entity shop and the goods directly to screening, this convenient service process started by most Internet users, and promote its has been towards larger scale expansion and development.2 The background and objectives of O2OIs the background of the O2O business model, in addition to pure Offline business or community, other business or community may have Offline (Offline) and Online (Online) two pieces, need to get through. Current situation is that many businesses online and offline business/community contact closely, even fragmented, online and offline business or community to enterprises' development is adverse, it also clearly against the idea of integrated marketing communications. In fact, online and offline play a different role respectively, through each other can make offline and online resources play to their respective characteristics, respectively, the two sides form partnerships, so more conducive to the comprehensive development of the enterprise, to produce more benefits. In the end of the O2O fundamental goal is to get through offline and online. From the concrete situation, O2O is divided into the development of new customers and retaining old customers two stage, two stages have different goals. For the new customer development stage, the main target of the O2O has two kinds: one kind is drainage to offline, another kind is the drainage to online. For retaining old customers stage, O2O's main goal is to let the offline and online through each other, and form can continue to a virtuous cycle of the closed loop, let the customer constantly shuttling between online and offline.O2O combination of four different business model for the application of the O2O, one thing must first clear train of thought, namely the O2O are contain both online and offline business or community enterprise, its have four kinds of offline online portfolio model.First, there is "online + offline consumption/community".This is a must to offline consumption O2O mode, online mainly online interactions, and conduct some discount or promotional activities. This model adapted to the consumption must personally to the scene of hotel, catering and other fields.The second categor y is "+ offline/online consumer community”. This is a kind of onlinesales only O2O mode, online and online communication or promotion effect, offline mainly face-to-face interaction or live show. Under this model adapted to the wireless stores only online store of pure online electricity field.The third kind is "consumption/community + offline/online communities”. This is a kind of online and offline sales O2O mode at the same time, the demand of online and offline interactions, online and offline can discount or promotional activities, respectively. This model adapted to the online store and offline store area.The fourth class for "online + offline community”. This is a no sales O2O mode, suitable for offline and offline communication interactive social platform.If the careful analysis of online consumer/community, its may be divided into multiple positions, such as official website/online store, mobile APP/mobile online store and the official account of all kinds of social networking sites, and the drainage problem between them. Whether the above what combination of O2O business model, are need to drainage of new customers and retain old customers. Just, drainage could be launched in online or offline. From a new customer online by drainage could lead to the offline or online, the drainage from offline launch will new customers to online (from offline drainage to offline does not belong to the scope of this article).When a new customer is led to the offline or online platform, there needs to be optimized registration and service process, and force them into your real customers, and start spending or integrated into the community. Then, the focus of the target is to let the person has become a customer willing to long-term consumption or use your community, and make them willing to online and offline in the closed loop back and forth.3 Analysis of the actual effect of O2O business modelIn electronic commerce management structure, the user account's actual position is more important, the specific influence of preferential treatment and services of different businesses have a more comprehensive and scientific information, at the same time able to quickly complete a commodity consulting and reservation process, and use the price lower than entity shop to complete the scene; Involved to provide a specific service businesses, for their own marketing products provide an opportunity for you to show more often, to absorb more number of customers, the actual transaction records can query at any time, and improvethe advice given by the user requirements, the number of the old customer maintenance and marketing meaning added a significant support effect. Through the effective function of online booking, at the same time can be done to the reasonable arrangement of business activities, as far as possible to reduce the cost of waste, to ensure that the actual economic benefits rise. For own O2O system platform, user everyday to achieve a certain understanding of the standard of living, etc, it can be more reasonable to provide preferential, consumer protection, such as information, to promote the strength of complement and validation are presented, can attract a large number of merchants to join, virtually development power for their own ads.4 The development strategy of the O2O business modelO2O drainage priority is initiated by the offline, drew customers to online official website/online store, mobile APP/mobile site, or the official account of all kinds of social networking sites. If it is normal by online and offline drainage to main approach usually has three types: one is online advertising stimulus, which can provide or corresponding code, at the same time for the customer to enter or take pictures, obviously the latter is more popular at present, because the former input more trouble;2 it is offline word-of-mouth, drive potential customers own way Internet search to find the corresponding online store or community; Three is to provide can use coupons in the online offline. If it is a consumer business by online and offline drainage to also need move customer eventually led to the official online store or online store.Consumer drainage, in addition to the above strategy, can also have other two kinds of method: one is through in the subway station or bus station and other public space to establish a virtual supermarket, potential customers to purchase through or code into the corresponding page; The second is through direct or code provide payment type, complete consumption directly.Initiated by online drainage is usually divided into two categories: one is online drainage to online, online drainage to offline. If it is from online drainage to online, the latter may be the same official website/online store, mobile APP/mobile site, or the official account of all kinds of social networking sites, while the former may come from other online platform. The method and the above from offline drainage to online, just advertising, website,or codes and coupons can directly provide online, operation more convenient. If it is from online drainage to offline, mainly means usually has three types: one is posted online coupons can be used for offline; The second is to pay attention to consumption or online offline can give you a discount after an account given gifts; Three is to design sweepstakes, ask some of the links need to be done offline. Have to remind again that drainage is just the first step of O2O, the corresponding web site or community, must constantly optimize service process, to attract potential customers to register and real consumption. Obviously, simple, practical or affordable, plus the aforementioned advertising, word of mouth or coupons, is to attract potential customers to register and consumption power.O2O operation strategy of retaining old customers, retaining old customers O2O operation strategy in many things like above drainage strategy, but the main goal is to let customers to become your loyal customers for a long time, can long-term consumption or use community, best can have higher single for a long time consumption and consumption frequency, or can become active community customers for a long time, and on the premise of necessary and reasonable, voluntary to wander in offline and online platform. Here let customer voluntary, reasonably necessary to offline or online, you will need to understand the following business logic.To the above the first "online and offline consumption/community" O2O business portfolio model, for example, to think seriously about, why and how to let the customer from online to offline? Why and how to let the customer from offline to online? In the first kind of O2O mode, because of your service must be offline to consumption, and faithful old customer, finally must also from online to offline, otherwise unable to realize the real consumption, even cannot be called a loyal customers. So how to make old customer from online to offline? This question is really a problem how to make the old customer repeated consumption. Mainly classic a few action: it is a new product or service, the second is integral offers or promotions, three is timed to use coupons. But, these things can be online is widely spread, and often have a virus or word of mouth effect, to stimulate customers to offline repeated consumption. On the other hand, the model of why let customer back online? Interaction between main purpose may be to let the customer, provide after-sales or additional services to the customers, allow customers to share the good experience, and thus word-of-mouth effect. So how to let the customer to return to the online, some is the onlineservice value or more than the imagination, stimulate customer share online outside surprised; Others are organized by merchants draw or game, make customer help expand enterprise brand communication range.5 ConclusionsNetwork consumer market space is more and more broad, visible O2O service activity is how has the existence value, in attracting customers and merchants main premise, complete the internal economic strength, the comprehensive function is the most direct embodiment of the current network marketing link, and also the important basis of late e-commerce reform.译文：O2O商业模式及策略摘要对于许多人而言，O2O（Offline to Online）并不难理解。
探索互联网游戏服务的创新商业模式
探索互联网游戏服务的创新商业模式Innovative Business Models in Exploring Internet Game Services。
In recent years, the internet game industry has experienced rapid growth, creating a huge market for game developers and service providers. To stay competitive in this ever-evolving landscape, companies are continuously exploring innovative business models to enhance user experience and increase profitability. In this essay, we will examine some of the key trends in the industry and discuss the potential impact of these innovations.One significant trend in the internet game service industry is the rise of free-to-play (F2P) games with in-app purchases. Instead of charging players upfront, these games offer a basic version for free and generate revenue through microtransactions within the game. This model allows developers to attract a large user base and provides players with the option to spend money based on their preferences. Furthermore, the constant release of new in-app content keeps players engaged and encourages them to make additional purchases. This business model has proven to be highly profitable for many companies and has become a dominant force in the industry.Another innovative business model is the introduction of subscription-based services. By offering a monthly or yearly subscription, players gain access to a variety of premium features and exclusive content. This model creates a stable revenue stream for developers and provides players with a sense of value and exclusivity. Additionally, subscription-based services can foster a sense of community among players, as they gain access to forums, events, and other benefits not available to non-subscribers. Companies adopting this model need to continuously deliver high-quality content and ensure that the subscription price matches the perceived value.Furthermore, the integration of virtual reality (VR) technology has opened up new possibilities for internet game services. With VR, players can immerse themselves in virtual worlds and have a more interactive gaming experience. This technology has the potential to revolutionize the industry, as it offers a level of realism and immersion never seen before. Game developers can use VR to create unique and compelling experiences,attracting a new segment of gamers. However, the high cost of VR equipment and the need for powerful hardware are currently barriers to widespread adoption. As the technology becomes more affordable and accessible, we can expect to see an increase in VR-supported internet game services.In conclusion, the internet game service industry is constantly evolving, driven by the need for innovative business models. Free-to-play games with in-app purchases, subscription-based services, and the integration of VR technology are some of the key trends shaping the industry. These innovations not only enhance user experience but also offer new revenue streams for developers. As the industry continues to grow, it is imperative for companies to adapt to these changes and stay ahead of the competition. By embracing innovation, companies can unlock new opportunities and deliver exceptional gaming experiences to players worldwide.探索互联网游戏服务的创新商业模式。
基于.NET 的网络商城的设计外文文献翻译购物网站2014年译文3450字
文献出处: Sabato G, Wilson N. Design and Implementation of Status Authentication System Based On [J]. The Journal of Credit Risk, 2014, 6(2): 95-127.（声明：本译文归百度文库所有，完整译文请到百度文库。
）原文Design and Implementation of Status Authentication System Based On Sabato G, Wilson N.AbstractWith the rapid development of internet technologies, as a newly developed trading operation mode, more and more emphasis are placed on electronic trading. Status authentication system is an essential component of electronic trading, which gives more conveniences and fastness to customers who are in favor of internet shopping. This thesis deals with how to construct status authentication system with newly developed internet technologies, improve the trading capabilities of internet trading platform and give a full play of the information of the internet. The programming of status authentication system and user interface are constructed with technology. Back-end database is constructed with SQL SERVER 2008. A secure access to status authentication system database is implicated with . Demand-analysis, business procedure, systemic structure and database mode of status authentication system are analyzed and designed with three tire structure. The advantages of and three tire structure are discussed, and a status authentication system is constructed.Key words: Status authentication system; ; Three tire structure; Database1 The Summary of online shopping1.1 Online shopping definitionOnline mall is similar to ordinary mall, is to use various means of electronic commerce from buy to sell deal process virtual store, so as to reduce the intermediate links, eliminate operating costs and agency in the middle of the price difference, and increase market circulation, with a huge space for development. As far as possible,also the consumer, drive the rapid development of the company.1.2 Construction of online mallSuch as using a special platform. Advantage is low investment cost, high efficiency. Enterprises only need to register and submit relevant information you can use the establishment of the online platform to complete you’re online shopping. For lack of funds and technical support of corporate entrepreneurship can make full use of the mall. Defect is unable to effectively control space, domain names, procedures, and other important resources. In the long run can produce adverse effect to the enterprise network sales.Shopping mall and relative platform independent relatively complex network mall, invest more. But the effect is better. Enterprises can choose the programming language, ASP language, have a lower development costs and a large market coverage, but the safety problem is outstanding. The PHP language is characterized by convenience, flexible, very suitable for program development. The most commonly used programming language mainstream products. Weakness is not suitable for big projects and secondary development. In the high-end application ability is limited. Have an ECSHOP, SHOPEX, etc.JA V A language to build online shopping system in the current products on the market is very little. Have superior language features, built by the online shopping system in safety, functional expansibility and secondary development has very excellent performance. But high development cost, the difficulty is big. Usually only use big business, government, etc.2 Network mall development process2.1 The requirements analysisUnderstand customer needs, including company introduction, item description, basic functional requirements, business process, etc.2.2 Construction scheme design online mallAccording to the demand analysis, according to the actual situation of enterprises, choose suitable for the enterprise network mall construction plan. Such as web hosting service or buy your own server.2.3 Host the DNS queryDomain name is part of the image of enterprise. Easy to remember and highlight the characteristics of enterprise name easy to improve enterprise brand image.2.4 Interface design, manufacture, and modification.The code a good interface design to the information release at the same time to the company's business philosophy and purpose accurate interpretation. And can attract the customers. At the same time for architecture design, coding. To provide customers with convenient browsing navigation, suitable business function modules, such as information release system, product display, shopping cart system, etc. To suit demand of the enterprise, this step needs to actively cooperate with customers.2.5 debugging functionDebug the whole system function, to provide customer tests and listen to customer comments, a change in a timely manner.2.6 ReleaseAfter through customer audit through online shopping system, can be uploaded to the site to run the server, the formal release. And timely after-sale technical support and maintenance.3 The key technologies of online shopping3.1 Definition: is Microsoft for XML Web services platform. The software will use a way of unified, personalized information, equipment and personnel closely linked together.XML Web services allow applications regardless of what kind of operating system, device, or adopted by a programming language, can through the Internet to communicate and share platform provides create XML Web services at the same time meet the needs of the integrate these services together. Specifically, platform includes development tools, XML WEB services, the client and server. experience.3.2 XML Web servicesThe basis of XML Web services is programming model. The core of technology. Is to other Application data and services application logic unit. Application using the standard Web protocol and data format (such as HTTP, XMLand SOAP) access to the XML Web services, has nothing to do with each XML Web services is implemented. Through XML Web services, customers and users from one service to another, from one application, or even from one environment to another environment will be very easy. Allows the user plane degree computer world will become simpler.3.3. framework Framework (.net Framework) is developed by Microsoft for more than a language component development and execution environment, it provides a unified cross-language programming environment. The purpose of framework is convenient for developers to more easily build Web applications and Web services, making the Internet between various applications, Can use Web services to communicate. Is mainly composed of the following two: Common Language Runtime (CLR: Common Language Runtime) CLR manages memory, thread execution, code safety verification, compilation, and other system services. CLI is a set of operation environment, including general system, the middle of the base class library has nothing to do with the machine code, called the common intermediate language (CLI).The CLR is confirm password in accordance with the CLI platform operation. The CLR in CLI instruction before implementation compiled into the original mechanical code in a timely manner.3.4 The predecessor of the ASP technology, is a server-side scripting technology developed by Microsoft, but to let the script embedded in a web page by intent web server implementation. includes all kinds of needed services to facilitate Web application developers to generate the enterprise level The program. Provides developers with a new kind of programming structure and model of the generated application has better Scalability and stability, and better security protection, is a unified model for Web application development.Developers can gradually add in the existing ASP application capabilities, to enhance and improve its function at any time. All applications can be applied to the whole. Framework, compared with ASP, application development can use any. NET compatible languages, such as c # and JScript. NET.., Visual , etc. And instant interpreter speed is much quicker than is a kind of natural layered architecture, the SQL Server, Oracle, consistent access to all sorts of data and public data sources such as, and through the data provider is a Dataset and. NET Frame Work of two core components complete decomposition data access tasks. For large-scale complicated information system development and maintenance.4 Three layer structure4.1 C/S structureC/S (Client/Server), namely the Client/Server structure is a kind of system architecture, currently most application software system based on C/S structure, in the form of this structure can make full use of the advantages of both ends hardware environment, make reasonable tasks assigned to the Client and the Server side, reduce the communication overhead of the system. In this structure, the server is the core of the network, the customer is the foundation of the network, the client server to obtain the required network resources, the server must provide for the customer network resources.C/S structure can give full play to the Client's ability to process, make a lot of work on the Client side processing and then submitted to the server, business processing logic is mainly, on the Client side and could be called Fat Client (Fat Client) structure. So the client speed accordingly.4.2 B/S structureB/S (Browser/Server) structure namely the Browser and Server structure. Is a variable of C/S structure And the improved structure, with the rapid development of Internet technology and the rise. Under B/S structure, the application server implementation of professional software applications, and Web server implementation customer performance, because the client through the browser to make the business process, greatly reduce the cost of system maintenance and upgrade and workload, simplify the client computer load at the same time. Is the first choice for today's application software architecture.B/S system structure, the client through the browser to a Web server database access request, a Web server to the client request into SQL syntax, and to the database server, database server get request, verify its legitimacy, and carry on data processing, processing results back to the Web server, Web server will get all the results into HTML document form, sent to the client browser, in the form of Web page display to the customer.4.3 Three layer structureThree layer structure (3 - tier application) refers to the entire business application is divided into: the presentation layer (UI), business logic layer (BLL), data access layer (DAL).In software architecture design, and a hierarchical structure is the most common, also is one of the most important kind of structure. Is on the basis of the client and server two layer structure to join the middle layer, application service layer, namely between multiple applications share the business logic layer of three layer structure, the formation of "thin client - fat middle tier - thin server" calculation model.Microsoft's recommended layered structure. Three layer architecture and not physical three layer, refers to the three logical layer, regardless of the three layer is placed in a machine or machine, the C/S architecture and B/S three layer structure can be used in the architecture. In the three-tier architecture, the client usually do not directly interact with the database, the business rules, data access work and the check of legitimacy on the middle business logic layer, the middle layer is responsible for the number According to the library to interact.4.3.1 Presentation layer (UI)Used for processing the human-computer interaction, is responsible for handling user requests. Popular speak be presented to the user interface, and is responsible for the display data and receive user input data. Main responsibility is to provide users with information and translate user's instruction and passed to the middle business logic layer, the. NET in the asp page. User’s closest ideal should not include the business processing system, the logic code only related to the interface elements.4.3.2 Business Logic Layer, Business Logic Layer) referred to as "the BLLThe business logic layer is three layer system structure embodies the core valuesin the section. Used for data processing business logic. In the data access layer and presentation layer, plays an essential role in data exchange. Because the three layers structure is weak coupling between the structure, the dependence between layer and layer is downward, change the design of the upper does not have any effect for the called the bottom. Therefore, the design of the business logic layer architecture scalability is particularly important. According to the different needs of application system, can be divided into different modules.4.3.3 Data access layer (DAL)The data access layer directly responsible for database operation, data add, delete, modify, query and other operations. And can be referred to as persistence layer, can access the database system, binary files, text documents, and XML documents, framework using complete access to the database, access to the function of the different types of data sources is encapsulated into different classes are stored. NET Class Library, can be based on. application calls.译文基于NET 的网络商城的设计作者：萨巴托；威尔逊.摘要随着互联网技术的快速发展，作为一种新兴的商务运作模式，电子商务正越来越受到人们的重视。
英语作文-探索互联网游戏服务的新商业模式
英语作文-探索互联网游戏服务的新商业模式The landscape of internet gaming services is constantly evolving, driven by technological advancements, changing consumer preferences, and innovative business models. In recent years, there has been a significant shift towards exploring new avenues for monetization and enhancing user experience. This essay delves into the exploration of novel business models within the realm of internet gaming services.One of the most prominent emerging trends in the gaming industry is the adoption of subscription-based models. Traditionally, gamers have been accustomed to purchasing individual games or in-game items. However, subscription-based services offer a more comprehensive approach by providing access to a library of games for a fixed monthly fee. This model not only provides gamers with greater flexibility and affordability but also ensures a steady stream of revenue for game developers.Moreover, the rise of cloud gaming platforms has revolutionized the way games are accessed and played. Instead of relying on powerful hardware, cloud gaming allows users to stream games over the internet, eliminating the need for expensive gaming rigs. This accessibility has opened up new possibilities for reaching a broader audience, including casual gamers who may not have invested in dedicated gaming hardware previously. By leveraging cloud technology, gaming companies can deliver high-quality gaming experiences to a wider demographic while minimizing barriers to entry.In addition to subscription and cloud-based models, the incorporation of blockchain technology has also sparked interest within the gaming community. Blockchain offers several potential benefits, including enhanced security, decentralized ownership of in-game assets, and transparent transactions. For instance, non-fungible tokens (NFTs) enable players to truly own their digital assets within a game, allowing for greater interoperability between different gaming platforms and economies. Furthermore, blockchain-based smart contracts can facilitate trustless transactions and enable novel gameplay mechanics, such as decentralized autonomous organizations (DAOs) and player-driven economies.Furthermore, the gamification of advertising and marketing efforts has emerged as a lucrative strategy for engaging with consumers. By integrating branded content and immersive experiences within games, companies can captivate audiences in a non-intrusive manner. Whether through in-game product placements, sponsored events, or interactive advertisements, brands can leverage the interactive nature of gaming to forge deeper connections with their target demographics. This symbiotic relationship benefits both parties, as gamers enjoy enhanced experiences while brands gain exposure and engagement.Moreover, the concept of metaverse—a virtual shared space that intertwines physical and digital realities—holds immense potential for redefining the gaming landscape. In the metaverse, users can seamlessly transition between various virtual experiences, socialize with others, and participate in a wide range of activities. This interconnected ecosystem blurs the lines between gaming, entertainment, and social interaction, offering limitless opportunities for innovation and collaboration. As technology continues to advance, the metaverse could become the ultimate destination for immersive gaming experiences and digital engagement.In conclusion, the exploration of new business models within the realm of internet gaming services is paving the way for unprecedented innovation and growth. From subscription-based models to cloud gaming platforms, blockchain integration, gamified marketing, and the emergence of the metaverse, the future of gaming is brimming with possibilities. By embracing these trends and harnessing the power of technology, gaming companies can create compelling experiences that captivate audiences and drive sustainable business success in the digital age.。
O2O商业模式和团购网站外文翻译文献
O2O商业模式和团购网站外文翻译文献(文档含中英文对照即英文原文和中文翻译)外文：Analysis of O2O Model's Development Problems and TrendAbstractFuture competition not only exists in the products and channels, but also exists in the resource integration and terminal consumers. O2O mode is new commerce model which does a deeper explore to the sales channels, and has a very good prospect. But there are certain obstacles in its development. This paper analyzes their respective advantages of two kinds of sale models under the background of electronic commerce, including online electricity sales mode and offline store sales model. Then it points out the problems that are needed to solve in the development process of O2O mode. At last, this paper analyzes the five networks needing to be built in the process of O2O model integration.Keywords：O2O Mode, Online and Offline, Mobile Commerce, Network1. IntroductionPeople who hold resources and consumers can win in this industry. Since the rise of Internet (especially the mobile Internet) and e-commerce, the Omni-Channel is oftenconsidered by the major merchants as a strategic direction of a traditional business, that puts all the "customers contact" including traditional channels based on the aid of the application of Internet and information integration as the sales opportunities and channels, in order to achieve maximum of potential traffic and purchases deal. The better model development is currently O2O mode (Online To Offline). O2O is an electronic commerce mode based on online effective interactivity. This efficient integration mode between virtual world and real world gets support and recognition from all walks of life. O2O aims to maximize the use of offline and online resource; they promote each other and depend on each other to achieve a win-win situation [1]-[4].O2O, unlike Omni-Channel's perspective of business thinking, puts more attention on the maximization of consumption value, and makes consumption cost of customer lower through building the systematic process and the consumption system; O2O realizes the transformation process from the simple vendors or manufacturers to life service providers by developing the biggest advanced technology and commercial environment.2. Analysis of Two Patterns of Online e-Commerce2.1. Advantage of Online e-Commerce ModeChina's e-commerce started late, but its development is rapid. Since the establishment of Taobao, a large number of electric business enterprises grew up, and, its online commodity trading appeared with explosive growth (Figure 1). They absorbed many small entities sellers on the platform. The reason why this online store has many sellers is mainly that the display of shop goods close to zero cost, no stock, and sellers have risk-free inventory for commodities although they have no professional experience.In a word, these sellers simply put main energy into online infrastructure, including IT system to be build, fine decoration details of online store page, team building, etc. Some sellers with vivid web design have been very successful to show their own products, and win a lot of successful online transactions.2.2. Advantage of Offline Entity Sales ModelOffline entity model whose core is the shopping experience still maintain a strong competitive advantage. While online e-commerce price has certain advantages, customers need better service in this era of giving priority to customer demand, and not just the low price. The development of e-commerce is limited after all. Entity industry cannot be replaced at all by service industry anyway. Especially the new electronic products, have taken the customer experience as its tenet to retain customers only through better service experience. E-commerce in its business essence is difficult to achieve good service, which is the one important reason why entity industry cannot be replaced at the moment.So the advantages and disadvantages are summed up as follows: (Table 1).2.3. The Development Trend of Online and Offline IntegrationAs the e-commerce still warming trend in 2014, more and more consumers begin to turn to offline store, online flagship store, or to buy goods in e-commerce platform or mobile client through related e-commerce sites query. Whether e-commerce or no e-commerce, both within the Taobao and out of Taobao, only the basic daily IP traffic operating sites have or daily UV, they have basic business value. The growing number of Internet users reflects the growth of the whole flow supply, and the growth of the e-commerce group is a form of traffic demand growth. Obviously, the customer traffic supply falls short of demand on the background of the growth of absolute number of netizen in Internet has slowed, but the absolute number of electric business absolutely continue to surge. The client drive is becoming economic main body, the customer traffic flow and direction become new power to drive the development of new commodity supply chain, and this kind of power will trigger a new business model, which called O2O and mobile e-commerce business integration model.There is no denying that, the entity industry still gives a support of our country economic artery. So if they want to have strong competitiveness in such economic trends, they should not only build their own trading system (including the construction of the platform, products promotion, store layout, etc.) in the field of e-commerce platform, but also cooperate between online and offline, balance layout of goods distribution online and offline, and balance the relationship between the formand sales price so that realize complement each other, promote each other, and then build online and offline integration business model.For example, has transformed successfully into O2O mode about online and offline double fusion. Compared with the traditional shopping mode, O2O shopping mode fuse online and offline, and gets through the data between online and offline member, payment and after sales, logistics, etc. Make online be trading platform to offline stores. Online obtain consumers and then drainage to offline. Consumers can screen services online, and also clinch a deal by online settlement. Offline can not only provide consumers with display, experience, and other functions, but also can be logistics distribution site.3. The Research of Realize Online Integrated Problem3.1. The Layout of the O2O Need to Secure the Support of Traditional Enterprise Decision-MakersOffline guide to online need the support of policy makers. From the intuitive level, we can discover that O2O destroyed the traditional enterprise solid mode and organization system, as well as the traditional sales channels. It is difficult to change the traditional thinking, and it is also difficult to gain support and decision makers to make policymakers understand the profit pattern of O2O. Offline guide to online, for example, the lost is in the interests of the entity shop, where the entrepreneur's enthusiasm is, how to bring offline sales to online, all these need time to be proved, and how to get understanding and recognition from decision-makers.3.2. How to Change User Flow Leaded by Consumption HabitsHow online bring traffic and sales to the offline. From the point of practice, there is a big piece of no coincidence degree between online and offline consumers. Consumers may be more willing to spend a certain amount of money on a physical store than to place an order online. Because of their traditional consumption idea, they would feel more ease if they purchase in a physical store when they need to buy merchandise of big value and good quality, it is the most obvious when they use commodity in the home especially. To persuade and guide the consumer's process ,either from the perspective of the commodity prices, the emotional care, or to move con- sumers fromthe humanistic spirit, e-commerce conversion rate will be made by customer perception of value and price upside down and secondary experience to decide except the drainage technique .Traditional stores, the business process is a process of "turning a visitor into a customer, turning the customer into the regular, making familiars VIP member", the cumulative members process is so slow. In the face of today's e-commerce, more and more consumers choose online shopping. However, Customers who purchase online can't experience the entity shop service of face to face, customers who purchase offline can't enjoy novelty online discount. Whether online or offline, the number of membership is increasing continuously and losing at the same time.Such as Starbucks, who gave up online group-buying for that there is no customer loyalty. Starbucks choose cooperation with the third-party payment, per one hundred electronic payments in the United States and Canada, have one payment from Starbucks, while in China' stores, per ten consumptions, there is one from a cash card.3.3. The Difference between Online and OfflineIt's not only to do some diversion, but how to make difference. Because online provided actually is a kind of service that cannot experience offline. It includes appreciate and cognition early to the new products, the balance of the price differential, indifference of channels.Any e-commerce are unable to get rid of disturbance that comes from these three factors, as follows, percent conversion, per customer transaction, and passenger flow cost (AD). The percent conversion is one of the most important factors. The factors affecting the conversion can be summed up in the degree of inversion in value and price, which is called popularly "cost performance". As e-commerce business, anything they do is making high cost-effective for consumers, high cost performance is the key to impress consumers, in addition, in order to improve cost-effective, it also needs precision flow and high quality. Because the goods' value is the largest reflect for people in need. How to create a perfect, efficient supply chain logistics system to control the cost in order to reduce the cost or increase profits, how to use the collected data to understand the consumer psychology, how to show consumer goods value andconvince consumers with details page and advertising material, and then to enhance the brand value. All these are the issues to consider.Ikea don't sell things online firmly, which is different from Suning. If it can directly buy Ikea products on the Internet rather than go to the store, the customers will don't have the strong brand feeling of shopping experience anymore.3.4. The Insufficiency of O2O Model in Logistics, Inventory and Supply Chain Management of CongenitalFirst, O2O mode can't improve the delivery service and commodity experience, unable to solve the problem of user trust; Second, O2O mode need high requirement of line strength and the degree of localization; Third, O2O mode emphasizes only paying online and offline experiences, lack of a clear concept of the fresh market positioning, market demand, quality assurance, and user consumption habits.4. The Analysis of Development Pattern of O2O e-Commerce Integration in the Age of the InternetO2O e-commerce integration pattern needs to establish and improve integration mode which including the physical network, service network, logistics network, data network and mobile network. How to build the five networks, this paper analyzes as follows:4.1. Physical NetworksThere are two forms of the physical network. One is represented by Haier's offline store mode; the other is virtual nationwide layout experience mode which is called Heike convenience store. Offline entity stores can be layout on a national scale. Entity network needs entity business's operation to be digital transformation and experience, including terminal entity equipment of digital (such as virtual fitting), digital marketing (LED interaction), mobile payment (QR code or NFC payments), independent service (independent checkout), CRM management (No card member, Customize privilege), commodity information (electronic price tag) etc.4.2. Service NetworkService network is a service auxiliary system by means of physical network and mobile network. It offers both social communication and relationship maintenance,information transmission (using the micro letter, weibo and other social tools), serve the customer experience, complaint response, etc.; It also provide entity process services of online consumption and the rights, including online order (online buying), service experience (go to the store or pick up the goods), marketing return (discount stores), making an appointment (offline payment) and so on.4.3. Logistics NetworkThe construction of logistics network is based on the user's individualized demand. Integrate highly and cultivate deeply four networks consisting of the Internet, logistics network, service network, the marketing network, to construct competitive advantage driven by the user experience in the whole process formed by combination of emptiness and reality. By building the country network and the provinces and cities radiation network, to make the customer experience the advantage of great distribution services through resources integration. The logistics network needs the national inventory synchronization, as well as increase or decrease inventory keep seamless synchronization. There is a core that O2O sector needs to have a virtual warehouse, including the national all items online data, and can realize inventory synchronization. On the basis of these, it just can have the synchronization of logistics system. Because most of the enterprises regard regional synchronous growth as the core, any transaction can be delivered by the area branch warehouse. The efficiency of logistics will be the fastest the most direct. Logistics network eventually solve a problem: one is the efficiency, the second is cost, the third is experience.4.4. Data NetworkIn the process of the realization of the O2O, data network provide a powerful background analysis and calculation system. The entire industry from consumers order to the brand, from brands to raw materials, from raw materials to all links, use data to get through all the industrial chain, so the efficiency changed thoroughly previous production status. Through Data mining of the O2O e-commerce users, including data collection, data preparation, data conversion, data extraction, data mining, mining using and other process are used to analyze the characteristics of user groups, and then analyze users' personal characteristics, gain valuable knowledge, inorder to gain business value.Data help do a better understand of the need of customers, online users get in to the mall through micro letter or other mobile platforms. They obtain the data about user's age, gender, usual spending habits through marketing encouraging and technical means. According to the above several basic dimensions, they can determine the user's consumption habits to do the precise marketing effectively. In this part, the above e-commerce companies have no essential difference. The mobile Internet has a very good function, such as LBS positioning. Through technical and marketing incentives, encourage users to share their address. When the addresses are accumulated enough, it can paint basically specific consumer groups' area of the street about some company, and the data can be directly transferred to offline stores to provide support. The mobile e-commerce data already is not only convenient for online marketing, but also has effected offline real decisions.4.5. Mobile NetworksThe popularity of smart phones, and the younger trend of use age of shopping software, as well as each big e-commerce enterprise promote actively in the mobile client, make Chinese users' habits of mobile shopping be formed gradually. With the more and more use of 3G network and more and more Wifi free places provided, integration model of online, offline and mobile e-commerce has a rapid growing environment (Figure 3). Under the influence of the Internet thought, O2O model is currently the latest marketing model. This model combines offline business opportunities and the Internet, make Internet become offline trading desk. Especially the emergence of QR code, becomes the key to mobile operators who enter the mobile Internet and layout the future O2O e-commerce.The instant communication tool in the top of list, combine online services with applications to improve greatly the user viscosity, and platform barriers to competition has been formed. By moving the versatility business to the same platform, it can achieve real-time order, inquiry, information push actively, membership management and that the omni-directional mobile self-service. Customers can also use micro letter, companies Alipay to complete the payment, to avoid the trouble of change. In order torealize the integration, e-commerce companies should achieve information sharing, including mobile devices of the client and the real network, service network, logistics network and data network. It requests the construction of the mobile phone network security mechanism, and the development and maintenance of software security can achieve more rigorous and more generalization.4.6. Case AnalysisHaier Riri shun, as the first Internet brand whose value is billions of, integrate advantages of virtual network (e-business platform), physical network, logistics network and service network, provides one-stop shopping experience for consumers, also provides users with the household design of online, interactive experience, personality of product customization, synchronization and so on. Riri shun arranges itself in creating O2O four network advantages, specific as follows: (Figure 4).5. ConclusionO2O is upgraded from e-commerce to the business of electronic. It also brings upgrade that electronic commerce department plays a role in organization management department (Figure 5). The integration of online, offline and mobile electronic commerce ensures a series of products sales and service through the complete supply chain system, at the same time, to satisfy the consumers demand in goods, services, experience, price, etc. On the one hand, consumers can enjoy the goods store experience and human services; on the other hand, they can be able to use mobile client to surf the Internet anytime and anywhere to pick a variety of products, or they choose goods and place an order in the stores, and then pick up by customer themselves. The dual experience online and offline, and convenience provided by mobile client for the consumer, reduce greatly the risk of shopping, at the same time, also save shopping time and improve the efficiency of the clinch a deal and turnover. These successful trading models become free advertising to customers who will buy goods next time and to promote surrounding community marketing. The way, offline promotion and online deals, has gradually influenced the secondary consumption habits of customers.译文：O2O模式发展存在的问题及趋势分析摘要随着近年来团购网站的兴起和发展，人们已经开始接触了O2O 模式的电子商务，而且这一模式正在被人们逐步认识和接受。
游戏行业的市场趋势与商业模式分析
游戏行业的市场趋势与商业模式分析Market trends and business models in the gaming industry have been evolving rapidly in recent years. 近年来，游戏行业的市场趋势和商业模式一直在迅速发展。
With the advancement of technology, the gaming industry has witnessed a surge in popularity, attracting a vast audience across all age groups. 随着技术的进步，游戏行业吸引了各年龄段的广大受众，人气飙升。
One prominent trend is the rise of mobile gaming, which has revolutionized the way people play games. 一个突出的趋势是移动游戏的兴起，它彻底改变了人们玩游戏的方式。
The convenience of mobile devices and the availability of high-speed internet connections have made mobile gaming an increasingly popular choice. 移动设备的便捷性和高速互联网连接的普及使移动游戏成为越来越受欢迎的选择。
Another trend is the increasing demand for immersive gaming experiences. 另一个趋势是对沉浸式游戏体验的需求不断增长。
Players are seeking more realistic and engaging gaming environments, driving the development of advanced graphics, audio, and interactive features. 玩家正在寻求更逼真、更吸引人的游戏环境，推动高级图形、音频和交互功能的开发。
英语作文-探寻互联网游戏服务的商业模式创新
英语作文-探寻互联网游戏服务的商业模式创新The landscape of internet gaming has undergone significant transformations driven by innovative business models. Traditionally, gamers purchased physical copies of games or paid subscription fees for online access. However, the emergence of free-to-play (F2P) and freemium models has revolutionized how games are monetized and accessed online.Free-to-play games, as the name suggests, are accessible without any upfront cost. This model relies on optional in-game purchases, often for virtual goods or enhanced gameplay experiences. Games like "Fortnite" and "League of Legends" have achieved enormous success by attracting a vast player base through this model. The accessibility without cost lowers the barrier to entry, drawing in a larger audience that might not have committed to purchasing a game outright.Freemium takes the F2P concept further by offering a basic game for free while charging for premium features or content. This model strategically balances between attracting a broad user base and converting a portion of them into paying customers. Mobile games commonly employ this strategy, offering additional levels, characters, or boosts for a fee. It capitalizes on the willingness of players to invest in enhancing their gaming experience after they've become engaged with the free version.Another prominent innovation in gaming business models is the subscription model. Initially popularized by MMORPGs (Massively Multiplayer Online Role-Playing Games) like "World of Warcraft," subscriptions provide continuous access to a game for a recurring fee. This model guarantees a steady revenue stream for developers, allowing them to sustain ongoing game development and server maintenance. Subscriptions often include exclusive content and updates, incentivizing players to maintain their subscriptions over time.Moreover, the rise of cloud gaming has introduced a subscription-based streaming model. Services like Google Stadia, Xbox Game Pass, and PlayStation Now offer accessto a library of games for a monthly fee, eliminating the need for high-end hardware and allowing gamers to play across various devices. This approach democratizes access to high-quality gaming experiences, appealing to both casual and hardcore gamers alike.In addition to monetization models, internet gaming has seen innovations in digital distribution platforms. Steam, Epic Games Store, and have revolutionized how games are distributed and sold online. These platforms offer developers direct access to a global audience, bypassing traditional retail channels and enabling indie developers to reach players worldwide with minimal overhead costs.Furthermore, the integration of social and community features within gaming platforms has enhanced player engagement and retention. Features such as multiplayer modes, in-game chat, streaming integration, and user-generated content foster a sense of community and belonging among players. This social aspect not only enriches the gaming experience but also encourages players to invest more time and money into the games they enjoy.Looking ahead, the gaming industry continues to evolve with advancements in technology and changing consumer behaviors. Virtual reality (VR) and augmented reality (AR) are poised to reshape gaming experiences, offering immersive and interactive environments. These technologies present new opportunities for innovative business models and monetization strategies, leveraging unique gameplay experiences and immersive storytelling.In conclusion, the evolution of internet gaming business models reflects broader trends in digital entertainment consumption. From free-to-play and subscription models to digital distribution platforms and social integration, these innovations have diversified revenue streams, expanded audience reach, and enhanced player experiences. As technology evolves, so too will the strategies that drive the future of internet gaming, ensuring continued growth and innovation in this dynamic industry.。
网络游戏商业模式的比较研究
网络游戏商业模式的比较研究刘思【期刊名称】《价值工程》【年(卷),期】2013(32)4【摘要】The online game enriches the human spirit world and the physical world. China's online game industry has developed rapidly in recent years, more and more enterprises and capital enter into the online gaming industry. The main business model of operating enterprises of online game in China have four categories: proprietary enterprise, agents operating enterprise, integrated portal-oriented enterprise, telecom operation enterprise. The article aims to study proprietary enterprises, agents operating enterprises, and carry on analysis taking OurGame and SNDA as the representative. The two business models have their pros and cons, but the conclusion of the article is that it is inevitable trend for transition from agents operating enterprise to proprietary enterprise when the enterprise is growing constantly.%网络游戏丰富了人类的精神世界和物质世界.我国网络游戏产业近年来发展迅速,越来越多企业和资本进入到网络游戏产业中.目前我国网络游戏运营企业的主要商业模式有四类:自有产权企业、代理运营型企业、综合门户型企业、电信运营企业.文章旨在研究自有产权和代理运营两类商业模式,并且分别以联众和盛大为代表进行分析.两种商业模式各有利弊,但是,文章的结论是当企业不断壮大以后,由代理运营型企业转型为自有产权企业这个趋势是必然的.【总页数】3页(P176-178)【作者】刘思【作者单位】华南农业大学,广州510642【正文语种】中文【中图分类】F0【相关文献】1.关于成人网络游戏玩家与未成年网络游戏玩家的比较研究 [J],M.D.;Griffiths;Mark;N.O.;Davies;Darren;Chappell;范晓光（译）2.社交网络游戏企业的快经营商业模式研究——基于企业伦理视角 [J], 欧阳桃花;武光;于鑫3.电子竞技类网络游戏的商业模式 [J], 刘叙飏4.商业模式决定企业成败——以PC网络游戏为例,探讨商业模式对企业成败的作用 [J], 王鸿冀; 柯坚红5.免费商业模式下厂商盈利机制的激励相容研究——基于对网络游戏产业的分析[J], 李大凯;孙曰瑶;滕丽美因版权原因，仅展示原文概要，查看原文内容请购买。
网络游戏外文翻译文献
网络游戏外文翻译文献(文档含中英文对照即英文原文和中文翻译)译文：中国网络游戏产业的商业模式和运作问题摘要：互联网越来越的广泛使用使得网络社区如雨后春笋般发展起来。
其中特别有趣的现象之一就是网络游戏的出现。
本文就虚拟世界的开发者在其探索切实可行的商业模式途中将面临的困难进行论述。
本文作为探索性课题是一个对中国虚拟世界的开发者和用户进行研究的个别案例，来确定在这种商业模式下存在的问题。
本文讨论宽带和网络游戏以及诸如文化，历史，外挂，私服，虚拟财产贸易，开发商控制，管理和调控此类的反馈效果。
尽管大部分中国虚拟世界的运营商都具有盈利能力，但通过密切观察发现即使最成功的中国虚拟世界运营商仍然处于商业模式的早期阶段。
关键词：虚拟世界，中国，商业模式，网络1. 简介随着MacInnes(2004a)创造出来的互联网在全球范围内的拓展,网络对于交流变得至关重要。
随之而来的结果就是不同形式，为各种目的而发展起来的网络社区为人们提供了工作，社交以及娱乐上的便利。
在不同形式的网络社区中最吸引人眼球的就是虚拟世界，但是何为虚拟世界呢？就是人们在一个持续的合成的环境中通过虚拟角色（通常是一个头像）来相互交流。
虚拟世界属于网络游戏的一种，在这个虚拟世界中成千上万的人们可以同时参与相互影响。
这种在中国最受欢迎的网络游戏就是虚拟世界。
MacInnes(2004a)对虚拟世界这一现象提出了概观。
这一概念的提出对于现如今我们通过案例研究来完善这项工作起到了重要作用。
我们以一个别案例开始研究中国网络游戏产业，是因为随着宽带的大范围使用，中国的网络游戏为虚拟世界带来的市场的发展速度比许多国家都快。
这一点比其他因素更有说服力。
本文将从商业形式的前景方面讨论社会，法律，以及一些其他环境方面的问题。
现今中国虚拟世界产业所面临的挑战和机遇并不仅仅只在我们国家存在。
同样的问题很可能在虚拟世界市场欠发达的北美，欧洲等地区也一样存在。
从这一案例中吸取的教训同样可以被那些以网络为根基的产业使用动态商业模式框架来促进技术革新的所使用。
探索互联网游戏服务的创新商业模式
探索互联网游戏服务的创新商业模式Exploring Innovative Business Models in Internet Gaming Services。
In recent years, the internet gaming industry has witnessed rapid growth and has become a prominent sector in the global entertainment market. With the increasing popularity of online games, there has been a need to develop innovative business models to sustain and enhance the gaming experience for users. In this essay, we will delve into the exploration of various innovative business models in internet gaming services.One of the emerging business models in the internet gaming industry is the freemium model. This model allows users to access a game for free but offers additional features or virtual goods for purchase within the game. By adopting this model, gaming companies can attract a large user base and generate revenue through in-app purchases. This model has been successful for many online games, as it provides a balance between accessibility and monetization.Another innovative business model is the subscription-based model. Under this model, users pay a monthly or yearly fee to access a wide range of games. This model provides a steady stream of revenue for gaming companies and allows users to enjoy a variety of games without the need for individual purchases. By offering a diverse selection of games under one subscription, this model appeals to gamers who seek variety and value for their money.In addition to the freemium and subscription-based models, the virtual economy model has also gained traction in the internet gaming industry. In this model, players can buy, sell, and trade virtual goods within the game's economy. This creates an ecosystem where players can earn real-world money or game currency through their in-game activities. The virtual economy model not only enhances the gaming experience but also creates opportunities for players to engage in entrepreneurship within the virtual world.Moreover, the esports and competitive gaming model has gained immense popularity in recent years. This model revolves around organizing and broadcasting competitivegaming events, attracting millions of viewers and generating revenue through sponsorships, advertising, and ticket sales. Esports has transformed gaming into a professional sport and has opened up new avenues for gamers to pursue careers as professional players or content creators.In conclusion, the internet gaming industry has witnessed the emergence of various innovative business models to cater to the diverse needs and preferences of gamers. From the freemium and subscription-based models to the virtual economy and esports models, these business models have revolutionized the way games are accessed, played, and monetized. As technology continues to advance, we can expect further innovation in the internet gaming industry, creating more immersive and engaging experiences for gamers worldwide.探索互联网游戏服务的创新商业模式。
探寻互联网游戏服务的商业模式创新
探寻互联网游戏服务的商业模式创新Exploring the Business Model Innovation of Internet Game Services。
The rapid development of the internet has greatly influenced various industries, and the gaming industry is no exception. Internet game services have undergone significant changes in recent years, with the emergence of innovative business models. In this essay, we will delve into the business model innovation of internet game services and discuss its impact.One of the key business model innovations in internet game services is the freemium model. This model allows users to access basic game features for free, while providing additional paid content or features. This approach not only attracts a large user base but also generates revenue through in-app purchases or subscriptions. By offering a free experience, game developers can reach a wider audience and increase the potential for monetization.Another notable innovation is the introduction of loot boxes or gacha systems. These in-game mechanisms offer players the chance to obtain rare or exclusive items by spending real or virtual currency. This model has proven to be highly profitable, as players are willing to spend money in pursuit of these desirable items. However, it has also sparked debates regarding the ethical implications of gambling-like mechanics in video games.Furthermore, the rise of game streaming platforms has revolutionized the way games are consumed and monetized. Platforms such as Twitch and YouTube Gaming allow gamers to livestream their gameplay to a global audience, while also providing opportunities for monetization through ad revenue, donations, and brand partnerships. This has created a new avenue for content creators to earn a living and has transformed gaming into a form of entertainment that can be enjoyed by millions online.In terms of distribution, digital platforms have become the primary channel for game delivery. Online storefronts like Steam and Epic Games Store allow developers to easilydistribute their games to a global audience, eliminating the need for physical copies and reducing distribution costs. This shift has also opened up opportunities for independent developers to compete in the market, leveling the playing field and fostering creativityand innovation.In conclusion, the business model innovation of internet game services has significantly transformed the gaming industry. The freemium model, loot boxes, game streaming platforms, and digital distribution have all played a role in shaping the landscape of the industry. As technology continues to evolve, we can expect further innovations and advancements in the way games are created, distributed, and monetized. The future of internet game services holds immense potential for both gamers and industry professionals alike.中文回答：探寻互联网游戏服务的商业模式创新。
电子商务概论中英文对照外文翻译文献
电子商务概论中英文对照外文翻译文献(文档含英文原文和中文翻译)外文：Electronic CommerceElectronic commerce, or Electronic trade, or electronic business as a newly rising mode of commerce will have far-reaching influence on social economy and play an important role in social development worldwide. It represents the trend of world trade in the 21st century and beyond.1. What is Electronic Commerce?Electronic commerce refers to commercial data exchange in digital form through electronic transmission means and commercial activities conducted on-line. Usually, electronic commerce can be divided into two levels: One is low-level electronic commerce that is, electronic commercial intelligence, electronic trade, and electronic contracts. Another is high-level electronic commerce which includes all commercial activities done via Internet, ranging from searching for clients, commercial negotia-tion, making orders, on-line payment, releasing electronic invoice, to electronic dec-laration to Customs, electronic tax-payment, all conducted on Internet.Electronic commerce means electrification of all trade transactions. It is featured by these characters: ①fairness and freedom, ②high efficiency, ③globalization, ④virtualization, ⑤interactivity, ⑥autonomy, ⑦personalized service. With electronic commerce, clients and suppliers can closely and conveniently contact with each other on a global scale, so that clients can find satisfactory suppliers from all comers of the world to meet their demands.Electronic commerce will change the environment in which enterprises compete with each other and reduce costs which would otherwise be high in traditional market structure. Low costs in transactions, convenience in market entry and government encouragement to use Internet (exemption from tax) activate electronic commerce and boost it to develop rapidly right from its beginning. As experts predicted, by 2000, electronic commerce would reach a scale of 300billion US dollars worldwide. And it has exceeded this scale.To ensure security of electronic commerce, an electronic certification center should be established. Digital ID is used to validate identity. Digital 11 is trusted to a third party, namely, an authorized agency, to release, including identifying informa-tion of the holder (name, address, liaison way, ID card number), an encryptive key for common use by the both parties,period of validity, password and identification in-formation of the authorized agency, etc. With digital ID, both parties in transactions can be assured of identifying the other party and validate that the information sent out from the other party has not been subject to alteration.2. Influence That Electronic Commerce May HaveCompared with traditional commerce, electronic commerce has superiorities as follows *Extensive coverage. A network system combining Internet, Intranet (local area network inside enterprises) and Extranet (networks outside enterprises) enables buy-ers, sellers, manufacturers and their partners to contact with each other and conven-iently transmit commercial intelligence and documents worldwide.*Complete functions. In electronic commerce, users of different types and on dif-ferent tiers can realize different targets in trade, for example, releasing commercial intelligence, on-line negotiation, electronic payment, establishment of virtual com-mercial market place and on-line banking, etc.*Convenience and flexibility in use.. Based on Internet, electronic commerce is free from restriction by specialized protocol for data exchange. Transactions can be conducted conveniently on computer screen, by using any type of PCs, at any place around the world.*Low cost. Use of electronic commerce can cut down costs for hiring employees, maintaining warehouse and storefront, expense for international travel and postage to a great extent. The cost for using Internet is very low.Electronic commerce will have substantial influence on social economy:*Electronic commerce will change the way people used to take in commercial ac-tivities. Through networks, people can enter virtual stores and browse around, select what they are interested in, and enjoy various on-line services. On the other hand, merchants can contact withconsumers through networks, decide on buying in goods (categories and quantities) and perform settlement of accounts. Government agencies can perform electronic tendering and pursue government purchase through networks.*The core of electronic commerce is people. It is a social system. On-line shop-ping changes the way of people's daily life and fully embodies autonomy of consum-ers in trade.*Electronic commerce changes the way enterprises produce their goods. Through networks, manufacturers know market demand directly and make arrangement of production, in accordance with consumers' need.*Electronic commerce dramatically raises efficiency of trade. Intermediate links can be cut down; costs for sales will be reduced to minimum. Production can be ar-ranged in "small batches plus diverse varieties", and "zero stock" will be reality.*Electronic commerce calls for reformation of banking services. New concepts like on-line bank, on-line cash card and credit card, on-line settlement of accounts, electronic invoice, electronic "cash"-consumers will no longer use the real cash when shopping-will become reality.*Electronic commerce will change government behavior. Called "on-line gov-ernment", an on-line administration plays the important role of a social channel, maintaining order and fairness and detecting and cracking down on-line fraud.3. The Present Situation of Electronic Commerce in Developed CountriesIn the mid-1990s, when Internet experienced explosive development and micro-computers entered homes in great numbers, computer networks became an indispen-sable part of people's daily life. People expect for more interests and convenience brought in by computer networks. Electronic Commerce emerged just in time. In de-veloped countries, governments timely madepolicies to boost electronic commerce to practical use and dominant position in a new round of worldwide competition.In 1998, Internet helped the United States to create productive out put of 507 bil-lion US dollars, national income of 301 billion US dollars, and 1. 2 million job op-portunities; of these, electronic commerce created an income of 100 billion US dollars. Internet has be-come the first big industry with yearly productive output increasing by 60%，and accounting for 6% of GDP. Service export from the United States has at-tained 160 billion US dollars each year, and it is predicted that it can compensate trade deficit in commodity trade. Internet played an important role in promoting ex-port from the United States: in 1999, books, automobiles and services were sold through electronic commerce to foreign countries, exceeding 102 billion US dollars.Advocated by the United States, 132 members of WTO decided to turn Internet into a free trade zone within at least one-year term. Some countries and organizations scrambled to work out development framework for electronic commerce and made laws and regulations for developing electronic commerce. In 1996, the UN Confer-ence on Trade and Development passed "Model Law of Electronic Commerce". In December, 1996, the US government issued "Policy Framework for Global Electronic Commerce"．In April 1997, European Union issued "Proposal for Electronic Com-merce in Europe"．On July 1 1997, US President Clinton promulgated" A framework for Global Electronic Commerce" which has had great influence on global electronic commerce. In May 1998, WTO minister conference passed "A Manifesto on Global Electronic Commerce", and in September 1998, WTO general council passed "Scheme for Electronic Commerce Work"．In October 1998, UN Organization of Economy and Cooperation ＆Development (OECD) held minister conference at Ottawa, Canada on electronic commerce, which is praised as a milestone of global electronic commerce. InSeptember 1999, Global Business Dialog on Electronic Commerce (GBDE) was held in France and is-sued "Paris Proposal"．In December 1999, the United States issued another Internet commerce standard.Electronic commerce in the United States takes the rein of the trade in the world. At present, there are 60 million subscribers of Internet in the United States. More than 98% of purchasing managers seek targets on-line. As estimated, by 2002, the value involved in transactions done through electronic commerce between US enterprises will account for 6.1% of GDP. Fortune magazine's statistics show the 500 top com-panies in the world all engaged in on-line business.25% of income to IBM (about 20 billion US dollars) is related with electronic commerce. Thanks to electronic com-merce, IBM saved its expenses of 250 million US dollars during 1999. HP Company designated its electronic Commerce solution as E-world-an electronized world. This solution is oriented to medium-and small-size enterprises, and great investment was made to third parties-software companies to develop software suited for medium-and small-size enterprises to engage in electronic commerce. Intel places its risky invest-ment mainly on Internet and electronic commerce. In July 1998, Intel began on-line transactions Its monthly business turn electronic commerce reached one billion US dollars.As a survey made by European Information Technology Observation shows, of the surveyed 570 companies, 47% have implemented electronic commerce of some sorts, and 4/5 of them began their electronic commerce in the latest two years. Execu-tive Committee of European Union plans at least 25% of its purchase done through electronic commerce by 2001. In1998, in Australia, web sites related with electronic commerce on Internet doubled in number, and 11% of Australian enterprises have their web sites. 80% of Australian companies use Internet to transmit E-mails and conduct commercial activities. In 1998, Singapore governmentpromulgated，for electronic commerce. Singapore is the only country in Southeast Asia that formally joined the "Rights and Obligation Electronic commerce In cooperation with US manufacturers and firms, Singapore established an electronic commerce entry in Asia, providing comprehensive Business-to-Business (B to B) service, so as to enable Asian trade companies to enter the rank of global electronic commerce.4. Development of Electronic Commerce in ChinaExploration in electronic commerce, governmental and civil began in 1993 in China. Today, electronic commerce has found its applications in foreign trade, Cus-toms, finance and commerce. Local frameworks have been established in Beijing and Shanghai for electronic commerce. Some electronic commerce web sites have been opened to on-line shopping and on-line settlement of accounts.The Ministry of Foreign Trade set up in February 1996 China Electronic Com-merce Center responsible for research, construction, and operation of international electronic commerce project in CT he Center established "China Commodity Trade Market" on Internet, to put rich resources of goods in China to world market, opening new channel for our exports. The subject "Security Proof of Electronic Commerce" as a key item in science and technology during th9th Five-year Plan period was ap-praised in early 1996 by State Department of Science and Technology and State En-cryptive Code Administration, which laid a foundation for establishing a safe and normal environment for electronic commerce in our country.In March 1999, the Ministry of Information Industry approved the electronic commercial network of pharmaceutics and health as a model project of electronic commerce for all trades. It is one of the six specialized networks in China, which pro-vide all-direction serve of market information, product transaction, warehousing and delivery, and account settlement, etc.In Shanghai, in 1999, "Shanghai Administrative Center of Electronic Commerce Security Certificate" was set up, which provide security platform for electronic com-merce and is responsible for application, appraisal, making and management of digital certificate domestic and foreign clients in Shanghai, and offers services such as certi-fication of digital identity and digital signature, electronic notarization, secure E-mail and secure encryption, etc. In January 1 the first on-line bookstore in China-Shanghai Book City On-line standard. It provides VISA cardholders and card-holders of domestic Great Wall card, Dragon card, Peony card and Pacific card with instant and authorized security service.The measure taken in Beijing to develop electronic commerce is to build a capital electronic commerce city. In November 1998, the capital electronic commerce project formally activated, and a frame-work formally showed off. The Legend Computer Company open edits electronic commerce system in June 1999, and web sites 8848, sina, 163, all activated their electronic commerce.In April 2000, sponsored by the Ministry of Information Indus-try，National Economy and Trade Commission, and China Council for Promotion of International Trade, the 4th China International Electronic Commerce Conference was held. State leaders and superintendents of various ministries and commissions joined the opening conference. Mr. Levy, secretary of Commercial Department of the US government led a delegation of famous US enterprises and media, totally more than 100 persons, to join the conference. More than 60 seminars were held during the conference, to dis-cuss extensive topics on electronic commerce.Despite all these efforts, companies engaged in electronic commerce service in China suffer losses in their B-to-C business (B refers to Business, C refers to Con-sumers). Some Chinese experts attribute this to Chinese shopping habit-Chinese con-sumers treat shopping asan interesting hobby; they enjoy the pleasure of spending their money through appreciating and comparing merchandise, and bargaining; but all these will vanish from on-line shopping. Other experts attribute this phenomenon to the ubiquitous incredulity in society-banks can-not interconnect their business be-cause they fear their customers will be captured by their rivals; cash cards cannot be popularized because banks do not trust civilians; and civilians do not like to do on-line shopping because they do not trust on-line stores,…etc. Why？That's because many things on-line and in society are false, for ex-ample, false number of subscribers, false statistics of access flux, shoddy goods, forged diploma, sham curriculum vitae, sham investment, sham listing, false revenue to listed enterprises, etc. Such an over-all environment will not change within a long period of time. In such environment, no commercial activity can be done. Many IT practitioners are disheartened with elec-tronic commerce in our country.5. Prospects of Electronic CommerceAlthough developing rapidly and seeming to have brilliant prospects, electronic commerce faces a series of real problems, for example, problems involving security, technology, expense, legal system, tax system, conception, protection of privacy, in-frastructure, etc. However, electronic commerce is the mainstream of enterprises in the new century and will develop rapidly in the coming years. Some companies pre-dict that by 2003, electronic commerce between enterprises in developed countries will account for over 9%of the total turnover（1,300 billion US dollars）, and in consumer electronic commerce the turnover will attain 76. 3 billion US dollars by 2002. And as experts predicted, electronic commerce in China will catch up with de-veloped countries on the average level, in 10 years. They suggested 3 to 5 years be spent on working out plans, policies and regulations necessary for developing elec-tronic commerce, building substantial and tangible electronic commerce systems, fos-tering specialized talents,optimizing of the electronic commerce systems in some trades and areas; and then 5 to 7 years be spent on linking with international elec-tronic commerce to enable our electronic commerce system as an important compo-nent of international electronic commerce; popularizing of electronic commerce in application, raising electronic commerce in our country to a higher level in research, development and application, to the average level in developed countries.The following description tells what major I/e strategies some major manufactur-ers in the world are taking in development of electronic commerce.IBM: IBM is the pioneer that held up the banner of electronic commerce as a new application of Internet. In people's mind, IBM is now not only manufacturer of main-frames, PCs, servers, software but also the “godfather" of electronic commerce. IBM has always been dedicated to promoting secure commerce over the Internet. It sin-come from selling servers has accounted for 60% of its total in-come.IBM not only provides products for large-scale applications of secure, efficient, reliable electronic commerce and payment over Internet, but also for small electronic business as well.IBM Micro Payments an application enabling buyers to purchase low cost items over Internet-is another example of how IBM is expanding to new areas of commerce. By enabling billing servers, content providers and other merchants to profitably sell items for even a few cents, IBM opens up a whole new market.IBM Micro Payments allows buyers, sellers and billing systems to sell content, information, and services over Internet, for small amounts. IBM's commitment to electronic commerce and electronic business makes it a leader in the area of electronic payments. An automated compiler tool transforms existing HTML pages, creating "click and pay" links with either fixed or dynamic prices. Content and service provid-ers can take advantage of theextensive set of APIs and authoring tools to extend IBM Micro Payments available from OEMs. Billing servers can easily integrate the IBM Micro Payments application with existing billing systems and use it to attract content providers and open new sources of revenue.IBM Micro Payments provides scalability and interoperability, which allows widespread availability across Internet, including multi-currency and multilingual support, and low operational costs it easily supports transactions as low as one cent.SUN: SUN as a global leading supplier treats Internet not only a tool but also a new mode of commerce. SUN has provided very flexible solutions to commercial af-fairs for BBC, ETRADE, Federal Express, First Auction, Fruit of the Loom, Kodak, Thomas Cook, Virgin.Microsoft: Microsoft aims at helping enterprises to set up more powerful relation with their clients and partners by three means: (I)Windows 2000, BackOffice, Site Server, Biztalk, etc; (2) MSN (in the United States, more than 40% web users access MSN, and consumers can conduct comparative study when buying articles and ser-vices); (3) Partners provide customers with various products and services on Mi-crosoft MSN platform, realizing electronic commerce solutions, including settling account, paying tax, shopping, logistics, purchasing, accounting, ERP (Electronic Remote Processing) and EDI (Electronic Data Interchange), etc.Site Server and Biz talk are the two major products of Microsoft adopted in exist-ing system for enterprises to develop electronic commerce. Site Server is used for constructing web stores, based on data-it enables the client to easily realize on-line catalog, buying/selling order, exchange of documents for promoting sale, etc. Disre-garding what platform, operating system or technology used in low layer.Novell: Novell defines itself as "NET Service Supplier" after2000. The word NET includes intranet, extranet, Internet, company net, public net, cable net, wireless net. Its aim isto breakout the existing service domain in which most software products can provide services only in a specific environment or for a specific procedure or server (rather than the whole network)．Novell's network service software NDS eDirectory as a nucleus helps clients to reduce complexity of business on network, and improve security, so that it enables network, applications and business processing to adapt to electronic commerce, and thus speed up their transfer to electronic commerce.SCO: SCO’s Tarantella is the best solution for existing users to conduct elec tronic commerce. Users can use only a browser to access any applications of platforms in back counter, without the need of re-writing existing applications, in their effort to transfer their business to electronic commercial mode. To ensure electronic commerce to continually operate, SCO provides an incessant cluster solution based on UNIXWARE 7. This product is easy to use, easy to manage and its cost is one-tenth of large-scale product of the same sort for mainframes while its performance doubles. It is a security solution with higher performance/ cost ratio among the same sort for electronic commerce.Tivoli Systems Inc. today announced Tivoli Business Systems Manager, a new, fully integrated solution that allows businesses to manage their IT environments from the top down, creating a powerful view of business systems management.The Tivoli Business Systems Manager solution provides us with business views and control mechanisms to manage all of our distributed IT resources in the retail, banking and electronic commerce environments-including system resources, data-bases, application servers, web servers and electronic commerce applications-from one central location. The Graphical User Interface allows us to monitor all of our re-sources on a single screen, regardless of geographical location.Combining the features of Tivoli Global Enterprise and Tivoli Manager for OS/390, Tivoli Business Systems Manager provides true end-to-end enterprise management from one console, simplifying the administration of heterogeneous environments. Tivoli Business Systems Manager enables customers to manage and control multiple applications that are required for different business functions.译文：电子商务电子商务或电子贸易，电子商业，或作为一个新兴的商业模式将产生深远的影响，经济和社会中发挥重要作用的社会发展世界各地。
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网络游戏商业模式外文翻译文献(文档含中英文对照即英文原文和中文翻译)译文：中国网络游戏产业的商业模式和运作问题摘要：互联网越来越的广泛使用使得网络社区如雨后春笋般发展起来。
其中特别有趣的现象之一就是网络游戏的出现。
本文就虚拟世界的开发者在其探索切实可行的商业模式途中将面临的困难进行论述。
本文作为探索性课题是一个对中国虚拟世界的开发者和用户进行研究的个别案例，来确定在这种商业模式下存在的问题。
本文讨论宽带和网络游戏以及诸如文化，历史，外挂，私服，虚拟财产贸易，开发商控制，管理和调控此类的反馈效果。
尽管大部分中国虚拟世界的运营商都具有盈利能力，但通过密切观察发现即使最成功的中国虚拟世界运营商仍然处于商业模式的早期阶段。
关键词：虚拟世界，中国，商业模式，网络1. 简介随着MacInnes(2004a)创造出来的互联网在全球范围内的拓展,网络对于交流变得至关重要。
随之而来的结果就是不同形式，为各种目的而发展起来的网络社区为人们提供了工作，社交以及娱乐上的便利。
在不同形式的网络社区中最吸引人眼球的就是虚拟世界，但是何为虚拟世界呢？就是人们在一个持续的合成的环境中通过虚拟角色（通常是一个头像）来相互交流。
虚拟世界属于网络游戏的一种，在这个虚拟世界中成千上万的人们可以同时参与相互影响。
这种在中国最受欢迎的网络游戏就是虚拟世界。
MacInnes(2004a)对虚拟世界这一现象提出了概观。
这一概念的提出对于现如今我们通过案例研究来完善这项工作起到了重要作用。
我们以一个别案例开始研究中国网络游戏产业，是因为随着宽带的大范围使用，中国的网络游戏为虚拟世界带来的市场的发展速度比许多国家都快。
这一点比其他因素更有说服力。
本文将从商业形式的前景方面讨论社会，法律，以及一些其他环境方面的问题。
现今中国虚拟世界产业所面临的挑战和机遇并不仅仅只在我们国家存在。
同样的问题很可能在虚拟世界市场欠发达的北美，欧洲等地区也一样存在。
从这一案例中吸取的教训同样可以被那些以网络为根基的产业使用动态商业模式框架来促进技术革新的所使用。
作为探索性课题，这是一个对中国虚拟世界的开发者和使用者进行研究的个别案例，来确定在这种商业模式下存在的问题。
本文引用了许多人们对其提出的疑问。
比如，中国网络游戏的运营者面对日益增加的竞争问题该采取什么样的策略？中国的网络游戏公司会在他们的价值链中趋于上游吗？宽带在产业发展中扮演了怎样的角色？中国社会对于这一新的娱乐方式会有如何反应？为什么中国的网络游戏相对于单机游戏发展地更好？2. 理论背景互联网的蓬勃发展促使了许多新网络社区的出现。
商业虚拟社区面临的一个重要问题是如何找到一个有利可获的商业模式同时兼顾着促使这些社区由最初的小规模向大规模发展。
早期的虚拟社区大多都是十分科学的但近期越来越多的发展成果刺激人们在虚拟空间里共享各自的兴趣爱好。
虚拟世界不仅为虚拟社区丰富多彩的图形支持，也带来了复杂的市场活动。
在因特网发展的早期，它着重于汇聚研究人员。
但一旦大学之间通过网络相互联系了，基于个人爱好的网络社区就开始发展起来了。
这些社区往往讨论兴趣还好，娱乐方式等Rheingold(1993）。
那时大多使用电子邮件，群发，后来发展为BBS，MUDs,人们就在那里开始创造一个奇妙的世界Castronova(2002）。
这些都是现今图形化了的虚拟世界的先驱。
对于网络社区的研究已经改进了。
学者已经证明了虚拟社区的使用能改善公民的行为Blanchard and Horan(1998)，促进社会抵制运动的发展De(2003)。
虚拟社区同样可以用来创造，集结，组织，运用知识([Bruynseels and Vos,2000], [Daniel et al., 2002], [Jansen et al., 2000] and [Schubert and Koch, 2002])。
他们也作为一种管理工具被用于组织中。
营销部门发现人们对于产品和服务的迷恋能帮助一家公司发展与顾客的关系，使他们产生对其的忠诚度( [Kardaras and Karakostas, 2000] and [Schubert and Koch, 2002]).。
然而这些社区常常会招致公司的批评(Lueg, 2001)。
虚拟社区可以根据活动，会籍的不同种类进行分类。
例如，Hagel and Armstrong (1996)把网络社区分为四类：交易社区，兴趣社区，幻想社区，关系社区。
相似地，Klang and Olsson (1999)把它们分为社区网络，专业协会，个人社团，“第三位置”（人们会见新老朋友的地方）。
Klang and Olsson (1999)确定四种社区类型：论坛，商店，俱乐部，集市。
这里的市场就是买卖实品，或者虚拟商品的地方。
这种活动正变得越来越流行。
以上四位作者都已承认这些社区不仅具有娱乐价值也同样具有商业价值。
本文我们将着重陈述虚拟社区具有的娱乐方面的价值，目的是来理解这个产业的商业模式动态。
很多使用者都愿意为这些社区付钱，比如互联网国际象棋俱乐部(Ginsburg and Weisband, 2003).。
更有甚者在结构化的游戏中，会员们会引进一种叫“chekels”用来当筹码，然后用来换成现金。
一些社区的社会方面正在迅速为使用者带来商业上的基于这并不是骇人听闻的。
社区的设计假想通常可以决定开发者是否能为使用带来利益。
缺少公司控制能造成困难。
尽管世上有成千上万的人活跃于这些虚拟世界中，但学者们只是最近才开始认识到这些社区的发展动态。
因为这些虚拟世界如今已能产生盈利，本研究着重于那些社区的商业模式方面。
在过去5年里商业模式文献数量已经有了增长地飞快，对于虚拟世界开发者与使用者在试图开发基于虚拟财产的有利可图商业的道路上遇到的困难将带来帮助。
学者在研究商业模式上做的贡献可分为三个领域：研究单个因素来突出他们的重要性，研究证明能使一种商业模式成功的几个条件，研究证明商业模式的组成成分。
我们把重点放在这个产业的商业模式方面的其中的一个原因是它所具有的巨大经济潜力。
即使在应用率较低的中国，这个产业正在产生巨大的经济收入。
我们因此需要去理解这个产业是怎样发展起来的，将来会朝着哪个方面发展。
这些商业模式的文献数量已经相当丰富了，甚至有点过头了。
在很多方面，学者往往过分单独强调许多模式已经参与了成分的静态分析，而笔者认为这是影响了公司的经济发展的。
这些静态商业模式在一定程度是无效的，我们分析一个新兴产业，往往开发商在找到切实可行的商业模式之前他们必然会经历很多困难。
MacInnes (2004a)考虑到发展中产业的动态因素提出了一个四阶段动态商业模式框架的理论。
这一理论特别是为比如中国网络游戏市场一类的新兴产业所设计的。
2.1. 动态商业模式框架动态商业模式框架是用来观察商业发展经历，来更好地了解他们的产业。
这对于虚拟世界游戏开发商，运营商刚成立的业务分部来说尤其适用。
这一模式由四个相互关联的阶段组成。
如下图：图1：动态商业模式影响一个公司商业模式在其早期阶段与成熟阶段的因素是不同的。
第一阶段技术问题是最为重要的；第二阶段环境问题，例如应该注重法律；第三阶段开发商可以结合传统收入模式；第四阶段应着重于支撑商业的因素。
虚拟社区的企业和用户模式开始出现，公司仍有许多事情要去解决。
这一部分引用了其他学者已确定的四个阶段的成功商业模式。
基于这些因素，在开发虚拟世界的不同阶段将面临的问题都有可能解决。
2.1.1.第一阶段：技术因素在技术开发的早期阶段，技术因素对于商业成功起着至关重要的作用。
这些技术因素是那些正在销售的产品或服务所固有的。
我们应当注意的是在信息领域许多商业是从技术革新发展起来的。
因此我们需要找到一种商业模式使他们的产品朝着努力的方向商业化。
不幸的是技术有时候并不完全被商业化所适用，这些问题需要在公司进行营利模式之前就被解决。
在虚拟世界产业中，技术因素可以摧毁一家公司因为人们在虚拟世界中创造的财产拥有相当大的价值。
如果这些财产因为技术问题或者安全漏洞问题丢失的话，那么开发者将会失去信誉，破产，或者因为不赔偿用户而被起诉。
因此，在虚拟世界中人们拥有客观的财产，公司服务器的安全问题必须放在首要位置。
Duh et al. (2001)发现市场的安全性和完整性因素是至关重要的，我们必须把他们放在首要位置，因为只有这样会员才会信任虚拟世界的开发者。
2.1.2.第二阶段：环境因素商业模式的第一阶段的技术问题已经解决了。
虚拟世界现在进入第二阶段要来克服环境因素所带来的问题。
环境因素包括法律，社会，一般的经济限制。
这一阶段通常被所忽略，因为直到技术商业化后人们才可能意识到技术为社会带来的问题。
许多商业化的技术如录像机，对等网络等由于法律问题或者对社会，经济有着不良影响，受到了人们的质疑。
Vasilopoulou et al. (2002)提出政策和规则对于商业模式的成功的起着至关重要的作用。
相似地，Schroeder et al. (2001)认为缺乏安全保障，组织和法律问题是公司从传统商业模式过渡到电子商务过程中最难克服的问题。
在目前对于这一商业的法律机制尚未成熟的情况下这些论文中所提到的法律问题也将起着一定的作用。
例如，谁拥有虚拟世界的财产，或者是虚拟货币的兑换是否赋予虚拟银行功能。
随着虚拟世界平行于现实世界，当出现违法事件的时候政府可能会出面干预，或遇通货膨胀时会去保护财产。
2.1.3.第三阶段：收入模式问题商业模式发展的第三阶段主要是传统的问题，例如收入来源，顾客价值，成本和基础设施管理。
从笔者已研究的单独因素上看，瓦斯尼和海德强调使用增加转换成本来作为维持顾客忠诚度的这一策略。
或在这种商业模式内从一网站上创建和维护社区来支持，促进经济活动。
随着时间的推移作为参与者发展的属性和角色的结果虚拟世界拥有高转化成本。
他们会发现换到另一个虚拟世界，或者重新开始一个角色，发展新的关系这会需要很高成本。
瓦斯尼和海德也暗示开发互补产品。
一些公司运营网络游戏卖真实产品用来换成数码产品。
相似地，Amit和Zott说网络游戏公司在这一阶段也会考虑到其他传统因素，包括：1.降低交易成本形式下的效率问题。
2.技术，活动和产品之间的互补。
3.锁定网络外部性和高转换成本。
4.新结构，内容，参与者带来的新奇问题。
虚拟世界为玩家提供新奇的内容。
但它们可以无限制地虚拟因为用户可以添加内容，有着丰富多彩的体验。
在所有令开发虚拟世界的公司感到最棘手的问题包括人员发展，社区发展以及资产管理。
随着一些用户发展他们自己的商业，开发商渐渐失去了控制。
Business models and operational issues in the Chineseonline game industryAbstract：The rapid growth of Internet usage has enabled many new online communities to develop. A particularly interesting phenomenon that has arisen through Internet communities is the virtual world (VW) style of online game. This paper identifies the challenges that developers of VWs will face in their efforts to find viable business models. This is a single case study of China as an exploratory project to determine the issues surrounding business models for virtual world developers and users. The paper discusses the feedback effects between broadband adoption and online games as well as issues such as culture, history, Waigua, private servers, virtual property trade, developer control, governance, and regulation. In spite of the profitability of major Chinese VW operators, close observation of the Chinese case suggests that even the most successful VW operators are still in the early stages of their business model development.Key words：Virtual world China Business model Online game1.IntroductionAs the Internet continues to grow worldwide, Internet-based channels have become increasingly important for communication. As a result, online communities of many forms and for various purposes have developed and have enabled people to work, socialize and entertain themselves. Among the many types examples of online communities, a particularly interesting phenomenon is the virtual world (VW), a persistent synthetic environment where people communicate with each other using a virtual persona, often called an avatar. VWs are a type of online game that can have thousands of people involved and potentially interacting at the same time. The vast majority of popular online games in China are VWs.MacInnes (2004a) provided an overview and framework for understanding the VW phenomenon. It is now important to supplement this work through case studies. We chose to begin with a single case study of the Chinese online game industry because its marketfor VWs is growing more quickly than in many other countries due to the rapid adoption of broadband among other factors. Social, legal and other environmental issues are discussed in this paper from the perspective of business models. The challenges and opportunities facing the current Chinese VW industry are not merely country specific. The same issues are likely to play out as less developed VW markets in North America and Europe grow. The lessons from this case can also be compared to other Internet based industries using the dynamic business model framework for emerging technologies (MacInnes, 2004a).This is a single case study of China as an exploratory project to determine the issues surrounding business models for virtual world developers and users. The paper addresses a number of questions. What alternative strategies are available to Chinese online game operators who are facing an increasingly competitive market? Will Chinese online game companies move upstream in their value chain? What is the role of broadband in the development of the industry? How is Chinese society reacting to this new form of entertainment? Why has the online game industry achieved greater success in China than stand-alone computer games?2.Theoretical contextThe growth of the Internet has enabled many new virtual communities to be established. One of the key issues facing a commercial virtual community is finding a profitable business model that also fosters the initial growth of the community toward critical mass. Early virtual communities were mainly scientific but more recent developments have motivated people to congregate in a virtual space to share personal interests. Virtual worlds provide a new level of graphical richness to virtual communities while also supporting complex market activities.The early years of the Internet emphasized bringing together researchers but once many universities were connected, communities based on personal interests developed. These often involved hobbies and entertainment (Rheingold, 1993). In these early days the most common technologies were e-mail and listservs that later evolved into bulletin boards and MUDs where people began to create fantasy worlds (Castronova, 2002). These were forerunners of today’s graphical virtual worlds.Research about online communities has evolved. Scholars have documented theeffectiveness and use of virtual communities in society to foster, for example, civic behavior (Blanchard and Horan, 1998) and social resistance movements (De, 2003). Virtual communities can also be used to create, gather, organize, and manage knowledge ( [Bruynseels and V os, 2000], [Daniel et al., 2002], [Jansen et al., 2000] and [Schubert and Koch, 2002]). They have also been used as a management tool in organizations. Marketing de partments have found that people’s fascination with the product or service can help a company develop relationships with customers to generate loyalty ( [Kardaras and Karakostas, 2000] and [Schubert and Koch, 2002]). These communities often result in criticism of companies, however (Lueg, 2001).Virtual communities can be classified according to types of activities and membership. For example Hagel and Armstrong (1996) identified four categories of online communities: communities of transactions, communities of interest, communities of fantasy, and communities of relationship. Similarly Klang and Olsson (1999) divide them into community networks, professional societies, personal societies and the “third place,” where people go to meet with new and old friends. Klang and Olsson (1999) identify four types of communities: the forum, the shop, the club, and the bazaar. The bazaar involves activities where the members themselves are buying and selling physical and now virtual products as well. This type of activity is becoming more and more prevalent. These authors have recognized the entertainment as well as the commercial value that communities have. In this paper we focus primarily on the entertainment segment of virtual communities and aim to understand the business model dynamic of this industry.Many users are willing to pay for communities such as the Internet Chess Club Even in a structured game such as chess, members introduced “chekels,” a monetary unit that could be exchanged for dollars. It is thus not surprising to see that the social aspects of these communities are rapidly transforming into commercial opportunities for users as well. Design assumptions of the community will often determine whether developers want to encourage or discourage the profit motives of users. Lack of company control can cause difficulties. Even though there are millions of people around the world who are active in these virtual worlds, scholars have only recently begun to understand the dynamics of these communities.Because of the revenue streams that virtual worlds are now able to generate, this studyfocuses on the business model aspects of those communities. Business model literature has grown rapidly over the past five years and is helpful in understanding the challenges that VW developers and users are likely to face in their attempts to develop profitable businesses based on virtual property. Contributions from scholars in business models can be divided into three areas: studies that focus on single factors to highlight their importance, studies that identify several elements that make a business model successful, and studies that identify business model components.One of the reasons why we want to focus on the business model aspects of this industry is because of its large economic potential. Even with its relatively low adoption percentage in China, the industry is already generating large revenues. We thus want to understand how the industry has evolved and how it will be able to generate further growth. The business model literature is quite rich and sometimes overwhelming. In many instances scholars have tended to emphasize some aspects over others and many of their models have involved static analysis of the components that the authors believe affect the economic success of companies. These static models are, to a certain extent ineffective when we are analyzing an emerging industry, as they have to go through many challenges before they have a viable business model. MacInnes (2004a) provides a four stage dynamic business model framework that takes into consideration the dynamic aspects of an evolving industry. The model was designed specifically for emerging industries such as the Chinese online game market.2.1. The dynamic business model frameworkThe dynamic business model framework was designed to take into consideration the evolution that businesses experience as they become more knowledgeable about their industry. This is particularly true for business segments that are just emerging as is the case with virtual world game developers/operators. The model is composed of four interrelated stages. Fig. 1 shows the different stages.Fig1 Dynamic business model framework for emerging technologies.The factors that affect the success of a company’s b usiness model at its early stages are different from those affecting the business at a more mature stage. In the first stage technical issues are of greatest importance. In the second stage environmental factors such as law and adoption should be considered. In the third stage developers can begin to incorporate traditional revenue model factors. The fourth stage focuses on factors that will sustain the business.Corporate and user models around virtual communities are beginning to emerge and companies still have many elements to work out. This section addresses the factors that other scholars have identified in each of the four stages that contribute to the success of a business model. Based on these factors it is possible to specify the challenges that these virtual worlds will face as they move through different stages of development.2.1.1. First stage: technological factorsIn the early stages of technological advance, technical factors are crucial to the success of the business. These technical factors are those that are inherent to the product or service being sold. It should be noted that in the information field many businesses emerge from technical innovations. Thus finding a business model that allows them to commercialize such products is the natural progression to their efforts. Unfortunately sometimes the technology is not entirely ready to be launched commercially and these issues need to be dealt with before the firm can concentrate on revenue models.2.1.2. Second stage: environmental factorsMany of the technical aspects faced in the first stage of business models have been overcome. VWs are now in the second stage where they have to overcome environmental factors. Environmental factors include legal, societal, and general economic limitations.This is a stage that is generally overlooked because it is not until a technology has been commercialized that people might realize the problems that the technology could pose for society in general. A number of commercialized technologies, such as the VCR and some peer-to-peer networks, have had their survival challenged because of a legal problem or another negative impact on society or the economy. Vasilopoulou et al. (2002) point out that issues of regulation and policy are critical to the success of a business model. Similarly Schroeder et al. (2001) determined that lack of security, organizational, and legal issues are the most difficult to overcome when companies make the transition from a traditional business model to one centered on electronic commerce. The legal issues that both of these papers identify will also play a role in these businesses as it is not yet clear in a legal sense, for example, who owns property in VWs or whether the convertibility of virtual currencies gives VWs banking functions. As VWs appear to parallel the real world, governments may want to intervene when illegal activities occur or to protect assets if there is inflation.2.1.3. Third stage: revenue model concernsThe third stage of business model development focuses on traditional concerns such as revenue sources, customer value, costs, and infrastructure management. From the authors that have looked at single factors Wathne and Heide (2001) emphasize the use of strategies that increase switching costs as a way of maintaining customer loyalty, or look at a way of creating and maintaining communities within the context of the business as a way of supporting and enhancing the economic activity from a website. VWs have high switching costs as a result of the property and persona that a participant in such a community develops over time. They may find it costly to switch to another VW and have to begin another persona and develop new relationships. Wathne and Heide also suggest developing complementary products. Some companies running online games offer physical products that can be exchanged for their digital versions. Similarly other traditional factors that companies in the online game industry can consider at this stage, according to Amit and Zott (2001), include: (1) efficiency in the form of reduced transaction costs; (2) complementarities between technologies, activities and products; (3) lock-in through network externalities and high switching costs; and (4) novelty through new structures, content and participants. VWs provide novel features for their players and they are virtually limitless as users can add content, improving the richness of the experience. Among the most challenging factors that companies developing virtual worlds face are member development, community development, and asset management (Williams andCothrel, 2000). With some users developing their own businesses, developers lose some control.谢谢下载！。