电子商务战略挑战外文翻译

电子商务战略挑战
11世纪欧洲出现了信贷和银行系统等金融工具，如外汇支出。

这是我们的观念的改变，当时，它们是现代商业形式。

信息技术的到来(电脑与通讯)和发展前景彻底改变这种传统商业模式。

网络(电子商务)自诞生以来，提供了一个方便的沟通渠道,使企业与现有和潜在的客户更方便。

互联网的出现也引起了普遍的沟通渠道的变化，以电子商务巨大的潜力。

尽管仍有许多辩论怀疑这种商业模式的支付安全性，这显然是一个经济增长的热点。

很难说互联网是多么大的网络. 霍夫曼&诺瓦克(1996)引用了一些调查(地下发现
/SVP时代镜和电子商务网站)发现在美国至少有10万互联网用户。

电脑数量(主机)连接因特网花费达9.47亿美元(网络奇才公司,1996年),1996年1月. 看到任何一个单一主办支持用户都有成千上万的使用者。

截至1996年3月21日，在公开市场的上市公司24347(1996)目录里”网上商业服务”共有54800份,在公司指导目录里雅虎网站(Yahoo,1996年)网站的访问人数大约每两个月翻一番.克拉克董事长Jim估计在1995年有4000万因特网用户每月增长8% (克拉克,1995年)。

互联网技术只是一个方面。

企业需要的信息系统和处理数据的应用软件一段时间内成为新兴的信息技术。

现代信息技术帮助企业掌握并处理有用信息。

这些技术包括：
1. 组织支持系统, 譬如工作流和群件- 使企业更加高效率。

2. 顾客联络数据库-帮助捕获关于顾客的信息并促进行销新方法
3. 电子支付系统-这种方式刚刚涌现,多数付款仍然应用比较昂贵的传统现金
结算。

集体和个人,这些地区将发生重大变化,一个公司的方式进行经营，WorkWareEnix已经创立了一个新名词来形容这些技术的结合。

在一定程度上，这个领域的变化将引起一个公司经营方式巨大的的改变，Enix 打造术语Workware 来描述这些技术的结合。

但是，有普遍误解对于组织支持技术的价值。

由Xephon 的研究公司(1996) 调查437 家大企业，一个令人惊讶的比例(44%) 没有介绍现代信息处理系统的直接意图(由Xephon 定义作为Lotus Notes 的群件, 微软交换和Novell GroupWise) 。

其中，65% 认为他们是缺乏信心的对于这些技术能否应用。

从这些统计来看，许多组织怀疑这种技术的好处。

营销
客户信息
图1 --电子商务的出现之后,会由三个主要要素加固它的根基
有效地收集、利用、处理、储存和传播信息的是现代企业经营成功一个重要因素。

然而，收集和使用信息必须考虑隐私和安全问题. 最近出现在金融时报(1996)上" …在1990年实现金融服务机构为企业管理和操纵信息和操作赚钱一样。

" 此外,有兴趣的课题,如TQM和委托过程的重要性,也显示了根本性的基础. 利益被显示该课题像TQM 和BPR处理根本构件一样重要。

一些有预见的组织必将设立的顶部门开发利用这三个要素市场改变老市场开拓新市场。

那些未能很快地适应新的市场规则企业其战略规划将是多余的，各企业应为了市场运作必须研究这些技术。

营销
BudayNohria(1996)和说,电子商务的兴起为消费过程带来的变化通过网络社区很可能导致新一轮的重整、合并与收购。

此外,为拓展新的业务领域架构,同时企业角色变化必须领先于互联网的崛起。

例如:某杂志发行人Condé?Naste已进入旅游业务，比尔.盖兹真正的网络房地产经纪人;补充性的广告公司和贝尔纳已成为补充性的电子公司。

电子商务的出现，将极大地影响我们现在的需要'市场'。

显然,出现网络社区(阿姆斯特朗和黑格，1996)意味着行销人才，必须扩大视野，这一技术的出现将威胁到现有的商业渠道。

参与市场需要理解网络世界产品和服务的全部。

要学会利用技术使客户从信息传播到无碍交易完成自由选择，与各种必要的产品和服务的供应商联系是必须的。

包含了一些有趣的问题是:
1.收集什么样的资料是有用的？这是收集有关资料,并且如何使用?
2.信息系统是否有能力掌握客户的交易资料,使之对以后分析有用?
3.在处理电子社区、专业市场做不同理解. 人们需要把进行交易的客户作为目标,而不是一味邮寄.
互联网作为社会思想的核心,自它起源就作为防御,但大多数学术计算机网络还不是社区型商业. 但是,世界上有广泛的范围和性质的变化和互联网的方式进行商业交易. 行政总裁柯达据说说他唱看柯达网站找厂商. 但据他所知,这是最重要的,因为个人的方式,因为出售逐户推销员,只是现在老百姓都对柯达客户的大门. 阿姆斯特朗和黑格提出四种非专属电子社区是:交易兴趣.
网络社区这个想法是在互联网中心从它的起源作为防御和学术计算机网络虽然多数社区特别仍然不被安置商务。

但是, 万维网改变了和扩展了联网的本质并以这种方式产生了新的商业交易。

柯达的CEO 断言陈述, 他不能告诉是否柯达网站是利润的源泉。

但他知道它是重要的，它是超越个人挨家挨户的推销的方式, 唯一顾客主动找上门来。

阿姆斯壮和Hagel 提出四类型非排除性的电子社区, 那些: 对交易感兴趣; 分享共同利益; 沉溺于幻想比赛; 并且以共有的生活经验。

商机是为那些支持和与这些社区相处融洽, 大厦顾客忠诚持续地。

由满足关系行销和交易的要求, 公司也许了解重要入他们的顾客的自然和需要。

例如, 婴孩产品公司能诱惑顾客定购项目从伴生的线上物品价目表由提供海报栏为新父母。

欲望建立与越来越老练需求的长期客户关系带领公司寻找新建方式获取, 管理和运用客户信息(Peters 和Fletcher, 1995). 此外, 预付款在信息技术根本上修改了公司和客户维护他们的关系的通道。

能力获得和运用客户信息在进程之内成为
了一个关键战略问题。

这经常安置公司在要求敏感个人信息的位置从客户。

Gummesson (1987 年, 1994 年, 1995) 观看市场营销作为一套关系, 网络和交往和列表30Rs (关系) 与McCarthy 的(1981) 4Ps (产品对比, 价格, 安排& 促销) 。

Gummesson 显示情况电子关系不讨论在市场宣传品即使它由许多企业广泛实践。

他与虚构的(相似与虚拟或网络) 组织链接关系市场营销。

他争论那由越来越申请它, 更多关系被建立。

他们创建债券的新型对客户和在员工之间。

电子式的关系，超越组织进入市场的例子,认为航空公司、酒店、租车预订系统. 建立社区有再加强的作用。

这迫使我们认识,重新审查传统的经济理论、制度、组织、市场、竞争、交易成本分析。

为解除企业和市场之间的界限,网络营销和组织关系的特点,新的形象和企业的互动是必要的。

信息交换关系的重要性营销(特别是利用电子渠道),必须清醒认识到潜在的问题。

隐私权也是一个问题是,从一个人到另一个私人之间以及不同文化。

那些有可能使用因特网并不太愿意让较高的信息,除非信托受益。

公司需要知道的唯一理由是他们进行客户资料，因为他们的关系与客户有没有转移。

这些客户使用电子渠道，有可能达到更好的教育和更富裕的目标客户。

他们需要,确保客户信息系统是否合适。

了解的过程还需要建立信任。

企业要作出自己的特色守信(独特卖点!)。

对信任大厦过程的理解是必需的。

企业需要通过过程标志他们的可信赖性(一个独特的卖点!)。

信任最好通过过程开发出来。

该过程倾向于顾客饰面——在各顾客互作用信任之基础上迅速筑起否则下降。

公司对信息的价值和意欲的用途必须是绝对清楚的。

收集信息在技术上可能的(一天也许是有用的)很可能减弱信任发展。

霍夫曼(1996)、诺瓦克声称网络营销理念在逐渐演变。

为了成功地教学推销这种新的努力, 在新兴的电子网络社会需要新的商业模式重建营销功能推动电子商
务。

" 许多海外璵任何璽" 依照通讯网络模式(其实有很多多对一的例子)原则,将传统媒体应用在广告中(一对一模式)(多霍夫曼和诺瓦克,1994年). 采用这种方法发挥被动广告在网上俘虏消费者是多余的。

令人惊讶的是,它正在发生变化,没有包括消费活动,旨在发展新兴媒体(丹尼斯& Pease,1994)。

通过以市场为导向，企业必须了解如何对客户和消费者进行研究。

通过最有效的潜在客户进行对话性新营销方式.
逸事证据建议有二类型顾客，便利顾客的和探险家的(愉快冲浪网寻找最佳的成交或多数适当的产品组合) 的那些街道聪明的消费者。

此外, 用网(兆文件和指数地生长) 手段找到相关的信息的纯粹大小变得越来越困难，尽管尽搜索引擎最佳的努力譬如雅虎。

我们的研究建议,大比例的网友对于他们的代表宁可会依靠中介(社区操作员)过滤和选择信息。

网站没签名将要求有地址的知识(URL) 并且不太可能获取何时相似的信息, 在社区里面产品或服务是欣然可利用的。

对中介的贡献保密性上升的伴生的问题, 信任和安全(Schell, 1996).在正常经营活动状况下讨论关于互联网保密性和证券的问题,成千上万人以他们的个人财政为赌注相信其他人。

有一例子，包括在通话中定货, 通过信用卡对一位未知的侍者签署的直接借项命令。

如果错误发生在这些类型交易中我们相信服务提供者会改正错误。

这就是在日常生活中为什么我们盼望互联网支持我们不观察信任和证券的水平?
相似的信任关系无法被建立在电子斡旋的讨论是没有理由的。

在一个电子社区范围内如果任何人在那些违反规矩，个体(或小组个体) 寻找报应变得容易了。

在荷兰，它倾向攻击那些设法做广告在学术讨论组(邮件炸弹) 的证据可能被发现，
并且社区维持治安反对拍照者。

营销经理必须改建他们广告的模型成为交互式的消费者受控媒介。

传统顾客忠诚阶梯(嫌疑犯, 前景, 顾客, 客户, 伙伴, 提倡者) 是可适用的, 但现在操作格外时尚。

在电子商务时代第一三个阶段经常是瞬间的。

转移从顾客到提倡者依靠忠诚赢得信任。

互联网的快速本质使这变的更加困难。

通过价值链沟通
它应该被认可, 依照由以下例子展示过程不被限制在一个组织之内- 他们穿越价值链。

Steinfield,描述一大, 多民族, 使用半新法国电信的Telnet 系统电气用品和家电制造商支持EDI 象与大约10,000 个不同贩商的连接和独立服务工程师一样遍及法国(被获取通过微型电话终端) 。

涌现普遍存在的剥削它的Telnet 服务和商务应用, 在全世界互联网提供洞察商务的发展。

这位制造商售后服务辅助者对它的广泛并且被分散的用户提供了替换件和训练。

Telnet系统是允许与最小的贸易的伙伴发生电子事务的。

为迅速交付通过对在线排序的使用结合递送急件服务, 从二个星期到二天企业能消灭地方零件仓库和减少平均修理时间。

从前, 服务工程师直到他们有对零件有充足的需要之后才去向仓库要料。

一旦系统被实施了, 他们使用了Telnet 基于JIT的库存实践为替换件。

行动在国家周围向一个集中化仓库减少了对被复制的存货的需要和额外人员, 创造坚固储款。

而且, 服务工程师将根据专家系统训练应用进一步说明介绍生产收入。

技术人员连接到被设计诊断缺点并且表明修理需要能问一系列的问题的专家系统。

这种"准时生产制" 训练服务意味技术人员不再需要昂贵和长的个人训练，也就
是说，用现在的电子产品一个难题将很快被解决。

为连接到服务服务工程师也被收取了费用, 但它清楚地帮助他们对末端顾客提供一项更加快速的服务，并且促进强制执行他们对供应的企业的依赖性。

专家系统也为修理问题积累数据并对公司的的设计和加工反馈有价值信息。

服务的主要刺激是谏阻服务工程师要从其它供应商获得产品部件和服务。

在没有对其它供应商打开他们的服务情况下，微型电话无所不在，它创造了供应商能处理与顾客良好的关系的环境。

附件2：外文原文（复印件）
The Strategic Challenges of Electronic Commerce Introduction
11th Century Europe saw the emergence of credit-based banking systems and financial instruments such as bills of exchange. These concepts
remain with us, in their modified form, to this day (Chown, 1994). They underpin all modern forms of commerce. The arrival of information technology (computers and telecommunications) has raised the prospect of radical change to this traditional model.
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 to contact 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) quote a 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 supports anywhere 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 in the "Companies" directory of the Yahoo Guide to WWW (Yahoo,
1996), with the total number of Web sites doubling approximately every two months. Jim Clarke, the chairman of Netscape, estimated the Internet has 40 million users in 1995 with 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:
1. Organizational 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 goods and services - these are emerging, although the majority of payments are still based on relatively expensive traditional cheque clearance.
Collectively and individually, these areas will contribute to major changes in the 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 components
However, 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) noted that " … 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 and BPR has demonstrated the importance of processes as a fundamental building block.
Inevitably a few savvy organizations in each sector will utilise all three components to change their market or develop new markets. Those who do not adapt quickly to the new ways of working are likely to be disadvantaged as their strategies become redundant. All businesses should investigate the implications of these technologies for them and the markets within which they operate.
Marketing
Champy, 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, taking on roles unforeseen prior to the rise of the Web. For example: a magazine publisher, 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 ‘marketing’. Clearly, the appearance of 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 of products and services required by the electronic community. They must learn to take 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 professionals comprehend the differences? One needs to engage the customer as part of the transaction 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 are still not particularly oriented toward commerce. However, the World Wide Web has changed and broadened the nature of the Internet and the way in which commercial transactions are conducted. The CEO of Kodak is alleged to have remarked that he couldn’t tell if the Kodak Website was a money maker. But he knew it was important because it was the most personal way of selling since door to door salesmen, only now the customers were knocking on Kodak’s door. 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 business opportunity is for those who support and interact with these communities, building customer loyalty on an ongoing basis. By satisfying the requirements of relational marketing and transactions, companies may gain important insights into 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 altered the 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
M cCarthy’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. He links 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 organisation into the market as seen in the example of airline, hotel and car rental reservation systems. The communities established have a re-enforcing effect. These insights force us to re-examine traditional theories of economics, systems, organisations, marketing, competition and transaction cost analysis. As the boundaries between firms 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 educated and 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 to make 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 weaken trust 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 instances of 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 Web.
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 -
‘convenience shoppers’ and ‘explorers’ (those street-smart consumers who are 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 more and 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 and security (Schell, 1996). Whilst there is much discussion on the issues of Internet 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 we expect 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 the rules within an electronic community. 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 operates in 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 Chain
It 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 Telecom’s Tel net system to support EDI-like connections to approximately 10,000 separate retailers and independent service engineers throughout France (accessed through Minitel terminals). The ubiquitous Telnet service and the commercial applications which emerged to exploit it, provide insights into the development of 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 rapid delivery, 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 introduction of a 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.
This "just-in-time" training service meant that technicians no longer required expensive and lengthy in-person training - a difficult task given the short life cycle of new electronics products. Service engineers were charged a fee for connecting to the service, but it clearly helped them to
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provide a faster service to the end customer whilst also further enforcing their dependence on the supplying firm. The expert system also accumulated data on repair problems and provided valuable feedback to the design and manufacturing divisions of the company. A primary motivation for this service was to dissuade service engineers from obtaining parts and services from other suppliers. The ubiquity of Minitel merely created the environment within which the supplier could manage relationships with a very large set of buyers, without opening their service to other suppliers.
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