外文翻譯 ---電子商務(wù)戰(zhàn)略挑戰(zhàn)

1、<p>　　附件1：外文資料翻譯譯文</p><p><b>　　電子商務(wù)戰(zhàn)略挑戰(zhàn)</b></p><p>　　11世紀歐洲出現(xiàn)了信貸和銀行系統(tǒng)等金融工具，如外匯支出。 這是我們的觀念的改變，當時，它們是現(xiàn)代商業(yè)形式。信息技術(shù)的到來(電腦與通訊)和發(fā)展前景徹底改變這種傳統(tǒng)商業(yè)模式。 網(wǎng)絡(luò)(電子

2、商務(wù))自誕生以來，提供了一個方便的溝通渠道,使企業(yè)與現(xiàn)有和潛在的客戶更方便。互聯(lián)網(wǎng)的出現(xiàn)也引起了普遍的溝通渠道的變化，以電子商務(wù)巨大的潛力。 盡管仍有許多辯論懷疑這種商業(yè)模式的支付安全性，這顯然是一個經(jīng)濟增長的熱點。 很難說互聯(lián)網(wǎng)是多么大的網(wǎng)絡(luò). 霍夫曼&諾瓦克(1996)引用了一些調(diào)查(地下發(fā)現(xiàn)/SVP時代鏡和CommerceNet)發(fā)現(xiàn)在美國至少有10萬互聯(lián)網(wǎng)用戶。電腦數(shù)量(主機)連接因特網(wǎng)花費達9.47億美元(網(wǎng)

3、絡(luò)奇才公司,1996年),1996年1月. 看到任何一個單一主辦支持用戶都有成千上萬的使用者。 截至1996年3月21日，在公開市場的上市公司24347(1996)目錄里”網(wǎng)上商業(yè)服務(wù)” 共有54800份,在公司指導(dǎo)目錄里雅虎網(wǎng)站(Yahoo,1996年)網(wǎng)站的訪問人數(shù)大約每兩個月翻一番.克拉克董事長Jim估計</p><p>　　1.組織支持系統(tǒng), 譬如工作流和群件- 使企業(yè)更加高效率。</p&

4、gt;<p>　　2. 顧客聯(lián)絡(luò)數(shù)據(jù)庫-幫助捕獲關(guān)于顧客的信息并促進行銷新方法</p><p>　　3. 電子支付系統(tǒng)-這種方式剛剛涌現(xiàn),多數(shù)付款仍然應(yīng)用比較昂貴的傳統(tǒng)現(xiàn)金結(jié)算。</p><p>　　集體和個人,這些地區(qū)將發(fā)生重大變化,一個公司的方式進行經(jīng)營，WorkWareEnix已經(jīng)創(chuàng)立了一個新名詞來形容這些技術(shù)的結(jié)合。 在一定程度上，這個領(lǐng)域的變化將引起一個公司

5、經(jīng)營方式巨大的的改變，Enix 打造術(shù)語Workware 來描述這些技術(shù)的結(jié)合。 但是， 有普遍誤解對于組織支持技術(shù)的價值。由Xephon 的研究公司(1996) 調(diào)查437 家大企業(yè)，一個令人驚訝的比例(44%) 沒有介紹現(xiàn)代信息處理系統(tǒng)的直接意圖(由Xephon 定義作為Lotus Notes 的群件, 微軟交換和Novell GroupWise) 。 其中， 65% 認為他們是缺乏信心的對于這些技術(shù)能否應(yīng)用。 從這些統(tǒng)計來

6、看，許多組織懷疑這種技術(shù)的好處。</p><p><b>　　銀行組織</b></p><p><b>　　支付系統(tǒng)處理支持</b></p><p><b>　　營銷</b></p><p><b>　　客戶信息</b></p><

7、;p>　　圖1 --電子商務(wù)的出現(xiàn)之后,會由三個主要要素加固它的根基 </p><p>　　有效地收集、利用、處理、儲存和傳播信息的是現(xiàn)代企業(yè)經(jīng)營成功一個重要因素。 然而，收集和使用信息必須考慮隱私和安全問題. 最近出現(xiàn)在金融時報 (1996)上 " …在1990年實現(xiàn)金融服務(wù)機構(gòu)為企業(yè)管理和操縱信息和操作賺錢一樣。 " 此外,有興趣的課題,如TQM和委托過程的重要性,也顯示了根本性的基

8、礎(chǔ). 利益被顯示該課題像TQM 和BPR處理根本構(gòu)件一樣重要。 一些有預(yù)見的組織必將設(shè)立的頂部門開發(fā)利用這三個要素市場改變老市場開拓新市場。 那些未能很快地適應(yīng)新的市場規(guī)則企業(yè)其戰(zhàn)略規(guī)劃將是多余的， 各企業(yè)應(yīng)為了市場運作必須研究這些技術(shù)。營銷 BudayNohria(1996)和說,電子商務(wù)的興起為消費過程帶來的變化通過網(wǎng)絡(luò)社區(qū)很可能導(dǎo)致新一輪的重整、合并與收購。 此外,為拓展新的業(yè)務(wù)領(lǐng)域架構(gòu),同時企業(yè)角色變化必須

9、領(lǐng)先于互聯(lián)網(wǎng)的崛起。 例如:某雜志發(fā)行人Condé?Naste已進入旅游業(yè)務(wù)，比爾.蓋茲真正的網(wǎng)絡(luò)房地產(chǎn)經(jīng)紀人;補充性的廣告公司和貝爾納已成為補充性的電子公司。 電子商務(wù)的出現(xiàn)，將極大地影響我們現(xiàn)在的需要'市場'。 顯然,出現(xiàn)網(wǎng)絡(luò)社區(qū)(阿姆斯特朗和黑格</p><p>　　1.收集什么樣的資料是有用的？ 這是收集有關(guān)資料,并且如何使用? </p><p>

10、;　　2.信息系統(tǒng)是否有能力掌握客戶的交易資料,使之對以后分析有用? </p><p>　　3.在處理電子社區(qū)、專業(yè)市場做不同理解. 人們需要把進行交易的客戶作為目標,而不是一味郵寄. </p><p>　　互聯(lián)網(wǎng)作為社會思想的核心,自它起源就作為防御,但大多數(shù)學(xué)術(shù)計算機網(wǎng)絡(luò)還不是社區(qū)型商業(yè). 但是,世界上有廣泛的范圍和性質(zhì)的變化和互聯(lián)網(wǎng)的方式進行商業(yè)交易. 行政總裁柯達據(jù)說說他唱看柯達網(wǎng)

11、站找廠商. 但據(jù)他所知,這是最重要的,因為個人的方式,因為出售逐戶推銷員,只是現(xiàn)在老百姓都對柯達客戶的大門. 阿姆斯特朗和黑格提出四種非專屬電子社區(qū)是:交易興趣. 網(wǎng)絡(luò)社區(qū)這個想法是在互聯(lián)網(wǎng)中心從它的起源作為防御和學(xué)術(shù)計算機網(wǎng)絡(luò)雖然多數(shù)社區(qū)特別仍然不被安置商務(wù)。 但是, 萬維網(wǎng)改變了和擴展了聯(lián)網(wǎng)的本質(zhì)并以這種方式產(chǎn)生了新的商業(yè)交易。 柯達的CEO 斷言陳述, 他不能告訴是否柯達網(wǎng)站是利潤的源泉。 但他知道它是重要的，它是超越個人

12、挨家挨戶的推銷的方式, 唯一顧客主動找上門來。 阿姆斯壯和Hagel 提出四類型非排除性的電子社區(qū), 那些: 對交易感興趣; 分享共同利益; 沉溺于幻想比賽; 并且以共有的生活經(jīng)驗。 商機是為那些支持和與這些社區(qū)相處融洽, 大廈顧客忠誠持續(xù)地。 由滿足關(guān)系行銷和交易的要求, 公司也許了解重要入他們的顧客的自然和需要。 例如, 嬰孩產(chǎn)品公司能誘惑顧客定購項目從伴生的線</p><p><b>　　

13、通過價值鏈溝通</b></p><p>　　它應(yīng)該被認可, 依照由以下例子展示過程不被限制在一個組織之內(nèi)- 他們穿越價值鏈。 Steinfield,描述一大, 多民族, 使用半新法國電信的Telnet 系統(tǒng)電氣用品和家電制造商支持EDI 象與大約10,000 個不同販商的連接和獨立服務(wù)工程師一樣遍及法國(被獲取通過微型電話終端) 。 涌現(xiàn)普遍存在的剝削它的Telnet 服務(wù)和商務(wù)應(yīng)用, 在全世界互聯(lián)網(wǎng)

14、提供洞察商務(wù)的發(fā)展。 這位制造商售后服務(wù)輔助者對它的廣泛并且被分散的用戶提供了替換件和訓(xùn)練。Telnet系統(tǒng)是允許與最小的貿(mào)易的伙伴發(fā)生電子事務(wù)的。為迅速交付通過對在線排序的使用結(jié)合遞送急件服務(wù), 從二個星期到二天企業(yè)能消滅地方零件倉庫和減少平均修理時間。 從前, 服務(wù)工程師直到他們有對零件有充足的需要之后才去向倉庫要料。一旦系統(tǒng)被實施了, 他們使用了Telnet 基于JIT的庫存實踐為替換件。 行動在國家周圍向一個集

15、中化倉庫減少了對被復(fù)制的存貨的需要和額外人員, 創(chuàng)造堅固儲款。 而且, 服務(wù)工程師將根據(jù)專家系統(tǒng)訓(xùn)練應(yīng)用進一步說明介紹生產(chǎn)收入。 技術(shù)人員連接到被設(shè)計診斷缺點并且表明修理需要能問一系列的問題的專家系統(tǒng)</p><p>　　這種"準時生產(chǎn)制" 訓(xùn)練服務(wù)意味技術(shù)人員不再需要昂貴和長的個人訓(xùn)練，也就是說，用現(xiàn)在的電子產(chǎn)品一個難題將很快被解決。為連接到服務(wù)服務(wù)工程師也被收取了費用, 但它清楚地幫助他們

16、對末端顧客提供一項更加快速的服務(wù)，并且促進強制執(zhí)行他們對供應(yīng)的企業(yè)的依賴性。專家系統(tǒng)也為修理問題積累數(shù)據(jù)并對公司的的設(shè)計和加工反饋有價值信息。服務(wù)的主要刺激是諫阻服務(wù)工程師要從其它供應(yīng)商獲得產(chǎn)品部件和服務(wù)。在沒有對其它供應(yīng)商打開他們的服務(wù)情況下，微型電話無所不在，它創(chuàng)造了供應(yīng)商能處理與顧客良好的關(guān)系的環(huán)境。</p><p>　　附件2：外文原文（復(fù)印件）</p><p>　　The Str

17、ategic Challenges of Electronic Commerce</p><p>　　Introduction</p><p>　　11th Century Europe saw the emergence of credit-based banking systems and financial instruments such as bills of exchange.

18、 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 prosp

19、ect of radical change to this traditional model. </p><p>　　The rise of the Internet (electronic commerce), since the advent of the World Wide Web, has provided an easy to use communication channel for busine

20、sses 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

21、debate relating to electronic payment for commercial activities, this is clearly an area of growth.</p><p>　　It is difficult to say how large the Internet is. Hoffman & Novak (1996) quote a number of sur

22、veys (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 9.4

23、7 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. </p><p>　　As of March 21, 1996, 24,347 firms were lis

24、ted 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

25、 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).</p><p>　　The Inter

26、net 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 s

27、upport the processes and help capture useful information for the enterprise. These technologies include:</p><p>　　1. Organizational support systems, such as workflow and groupware - making businesses more ef

28、ficient.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 majori

29、ty of payments are still based on relatively expensive traditional cheque clearance.</p><p>　　Collectively and individually, these areas will contribute to major changes in the way a company conducts its bus

30、iness. Enix have coined the term Workware to describe the combination of these technologies. </p><p>　　Figure 1 - The emergence of Electronic Commerce will be underpinned by three key components</p>&

31、lt;p>　　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 pr

32、oportion (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

33、what these technologies could deliver. From these statistics, it is cl</p><p>　　The efficient collection, utilisation, handling, storage and dissemination of information is a vital component of corporate suc

34、cess 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 thriv

35、e in the 1990s, financial services organisations are as much in the business of managing and manipulating information as managing and making money." Furthermo</p><p>　　Inevitably a few savvy organizatio

36、ns 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 redun

37、dant. All businesses should investigate the implications of these technologies for them and the markets within which they operate.</p><p>　　Marketing </p><p>　　Champy, Buday and Nohria (1996) ar

38、gue 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, organizatio

39、ns 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 esta

40、te agent; and a recruitmen</p><p>　　The emergence of electronic commerce will significantly impact what we currently call ‘marketing’. Clearly, the appearance of electronic communities (Armstrong and Hagel,

41、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 product

42、s and services required by the electronic community. They must learn to take advantage of the technology that</p><p>　　1. What kind of information is available for collection? Is it appropriate to gather thi

43、s information and for what should it be used?</p><p>　　2. Are information systems equipped to capture customer information and transactions, making it available for later analysis?</p><p>　　3. W

44、hen 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.</p><p>　　This

45、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

46、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 mak

47、er. But he knew it was important because it was the mos</p><p>　　Armstrong and Hagel propose four types of non-exclusive electronic communities, those: interested in transactions; sharing common interests; i

48、ndulging 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 requir

49、ements of relational marketing and transactions, companies may gain important insights into their customers’ nature and needs. For example</p><p>　　The desire to establish long-term customer relationships wi

50、th increasingly sophisticated demands has led companies to seek new ways of acquiring, managing and utilising customer information (Peters and Fletcher, 1995). </p><p>　　Furthermore, advances in information

51、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 iss

52、ue. This often places the company in the position of requiring sensitive personal information from customers.</p><p>　　Gummesson (1987, 1994, 1995) views marketing as a set of relationships, networks and int

53、eractions 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 lite

54、rature 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 applyi</p><p>　　T

55、he 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

56、. 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 characteris

57、tic of relationship marketing and network organisations, a </p><p>　　The importance of information exchange in relationship marketing (particularly using an electronic channel) requires a clear understanding

58、 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

59、 and less willing to give information, unless they trust the recipient. Companies need to realise that the only reason they hold information o</p><p>　　An understanding of the trust building process is also

60、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

61、-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 develop

62、ment.</p><p>　　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 wh

63、ich the marketing function is reconstructed to facilitate electronic commerce in the emerging electronic society underlying the Web. </p><p>　　The "many or any" communication model of the Web (in f

64、act 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, capt

65、ive consumer are redundant on the Web.</p><p>　　Surprisingly, as it is currently evolving, there is little activity aimed at including the consumer in the development of emerging media (Dennis & Pease, 1

66、994). 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.</p

67、><p>　　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 appropr

68、iate 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 se

69、arch engines such as Yahoo. Our research suggests that the large proportion o</p><p>　　Contributing to the rise of intermediaries are associated issues of privacy, trust and security (Schell, 1996). Whilst t

70、here 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 order

71、ing 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 tru</p><p>　　There is no reason why similar trust

72、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 electroni

73、c 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.</p><

74、p>　　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 appli

75、cable, 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 na

76、ture of the Internet makes this more difficult.</p><p>　　Communicating Across The Value Chain</p><p>　　It should be recognized that processes are not confined within one organization - they cros

77、s 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 Telnet system to

78、 support EDI-like connections to approximately 10,000 separate retailers and independent service engineers throughout France (accessed through Minitel terminals). The ubiquitous Telnet serv</p><p>　　The afte

79、r-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.

80、 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,

81、service engineers waited until they had a sufficient</p><p>　　Moving to a centralised warehouse reduced the need for replicated inventories and extra personnel around the country, creating substantial saving

82、s. 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 questi

83、ons designed to diagnose the fault and indicate the repairs needed. </p><p>　　This "just-in-time" training service meant that technicians no longer required expensive and lengthy in-person training

84、 - 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 provide a faster service to the end customer w