電子商務(wù)畢業(yè)外文翻譯---b2b電子商務(wù)在新興市場(chǎng)結(jié)構(gòu)方面的決策意識(shí)

1、<p>　　Making Sense of Emerging Market Structures in B2B E-Commerce </p><p>　　B. Mahadevan</p><p>　　Classification of B2B Market Structures </p><p>　　For the most part, earlier

2、studies on alternative market structures focused on what the market structures are and the benefits that they offer，to，organizations. Our study, on the other hand, shifts the，discussion to when alternative market structu

3、res are appropriate. Hence, our choice of factors to classify,the market structures was mainly based on: linking the operational features and key value propositions of B2B sites with the governing economic principles; re

4、lating them to issues of dealing </p><p>　　Dramatically,increased reach provides new alternatives for addressing fragmented supply chains in B2B markets. Reduction in the transaction costs introduces corresp

5、onding changes in asset specificity 21 Furthermore, asset specificity can be a useful attribute to differentiate market structures 22 Deep customization capabilities help organizations mitigate problems arising out of co

6、mplexities in product description and value assessment. </p><p>　　Degree of Fragmentation </p><p>　　The degree of fragmentation in a market is defined by the number of players and the geographic

7、al spread. The key motivation behind this definition of degree of fragmentation is the degree of control or influence the buyers or the suppliers can exert on the marketplace. Fragmentation may exist either in the buyer

8、side or in the seller side or both. We identify four sub-classifications of fragmentation of market participants . The degree of fragmentation points to a few behavioral patterns in the </p><p>　　Asset Speci

9、ficity </p><p>　　Asset specificity is a function of the costs of setting up a relationship between two market participants in order to manage business transactions in a cost-effective manner. The costs arise

10、 because of specific resources,that the two market participants have to deploy a in order to transact business. These investments can be in machine tools dies information systems or investment in people with special skil

11、ls. Clearly, all these investments are specific to the relationship between the two market</p><p>　　This has important implications to the behavior of the market participants. When the asset specificity is h

12、igh the market participants are better off by engaging in collaborative practices and superior coordination mechanisms. On the other hand, when the asset specificity is very low, competitive market practices and relation

13、ships based on price benefit both the buyers and the suppliers. In the medium,asset specific situations quasi-market mechanisms that blend both collaboration and competition</p><p>　　The framework suggests t

14、hat when the fragmentation of market,participants is high neutral market structures are appropriate.Consequently,neutral market structures are grouped together into two grid positions in Figure 3. While it is generally t

15、he case, the framework still lacks clarity and does not indicate when organizations should use these neutral markets.Other factors influence the choice of one neutral market structure over the other.</p><p>

16、　　Classification of Neutral Markets </p><p>　　Neutral markets suffer from poor market liquidity because of several factors. Prominent among them are complexity of product description and complexity of value

17、assessment. Clearly, electronic markets add substantial value in situations involving complex product characteristics. </p><p>　　Complexity of Product Description </p><p>　　Complexity of product

18、 description relates to the amount of information a buyer needs to understand the functional and technical specifications of the product or service 24 For instance, an automobile is highly complex in description. Similar

19、ly, an airline ticket is another example of product-description complexity.There are numerous alternatives for routing and several conditions are attached to each category of fare structure. Electronic components bearing

20、s and valves and many catalogue items c</p><p>　　Complexity of Value Assessment </p><p>　　Complexity of value assessment refers to the amount of information needed to estimate accurately the wor

21、th of an item and to either arrive at a price or select items offered at a price. It is easier to assess the value of a new item than to assess the value of second-hand items and unique products.Furthermore, products wit

22、h no complexity in product description can pose complexity in value assessment as in the case of commodities.The complexity arises because of several factors. First, the price</p><p>　　Figure 4 shows the cl

23、assification of the neutral markets on this basis.Catalogue aggregation seeks to address the problems arising out of complexity in product description. On the other hand, exchanges address.value-assessment problems arisi

24、ng out of dynamic price setting.Exchanges,bring together a vast set of buyers and sellers and facilitate the trade. Auction sites address the problems of medium complexity in product description as well as value assessme

25、nt.By bringing together a community of </p><p>　　Managerial Implications </p><p>　　The framework provides alternative perspectives on how organizations could benefit from these market structures

26、. Consider some of the problems involving high fragmentation and complexities in product description and value assessment. How does a cardiologist highly specialized in treating heart ailments through surgery identify cu

27、tting-edge developments in the field. Including new technology pertaining to diagnostics, medication and surgery?How do software developers writing business applications</p><p>　　The framework also suggests

28、that consortia marketplaces are relevant only in the case of items with low asset specificity. Typically, a consortia marketplace focuses on capturing a majority of the trading volume in the industry. It reduces opportun

29、ities for negotiations and squeezes margins. Hence, market participants can be reluctant to substantially invest in relation-specific assets. It follows that a consortia marketplace organized for medium to high asset spe

30、cificity items is less likely to</p><p>　　There are several situations that warrant a combination of click-and-mortar strategies. The framework suggests that these include situations in which product charact

31、eristics are fairly complex and value assessment is difficult. Consider for instance, procurement of capital equipments and services for MRO situations. Typically, in a traditional market, several intermediary channels w

32、ork both with the suppliers of equipment and services and the buyers to improve the liquidity. However, electronic </p><p>　　The framework dispels the notion that every organization can ind only one or two m

33、arket structures useful. In order to do this, managers have to begin by categorizing,the products and services that they procure from B2B markets into high, medium and low levels of asset specificity. For products and s

34、ervices falling under high asset specificity, they need to build tighter integration through electronic market structures.</p><p>　　specificity, they need to build tighter integration through electronic mark

35、et structures. For instance, key suppliers and dealers should be encouraged to participate in a TPN. Enlisting trading partners in the TPN is a challenging task. Managers need to build incentives for participation in suc

36、h markets. These may include sharing vital commercial and technical information primarily through the network sharing cost benefits accruing out of reduced transaction costs and hosting private auctions of</p><

37、;p>　　In the case of medium asset specificity, managers can discover,more value in engaging in more competitive mechanisms with existing trading partners with whom they have developed close relationships. For instance,

38、 a supplier of custom components with low or transferable tooling may be asked to participate,in a reverse auction where it will compete with a handful of other suppliers carefully pre-selected through a robust RFQ proce

39、ss 26 In the case,of low asset specificity items, managers will exa</p><p>　　B2B電子商務(wù)在新興市場(chǎng)結(jié)構(gòu)方面的決策意識(shí)</p><p>　　B2B市場(chǎng)結(jié)構(gòu)分類:大體來說，早期關(guān)于代替性市場(chǎng)結(jié)構(gòu)的研究是關(guān)于產(chǎn)品結(jié)構(gòu)和他們能夠提供給組織什么好處。另一方面，我們的研究是,當(dāng)替代的市場(chǎng)結(jié)構(gòu)適當(dāng)?shù)臅r(shí)候轉(zhuǎn)移討論，所以分類

40、市場(chǎng)結(jié)構(gòu)的可選擇因素，將運(yùn)行特點(diǎn)和關(guān)鍵價(jià)值主張與B2B 網(wǎng)站的經(jīng)濟(jì)原則相聯(lián)系;有關(guān)他們?cè)贐2B領(lǐng)域里處理產(chǎn)品和市場(chǎng)方面的問題，并從早先的研究中得到確鑿證據(jù)。</p><p>　　基于這些考慮，作為分類的因素，我們確定了分散資產(chǎn)的特殊性，產(chǎn)品評(píng)估的復(fù)雜性，價(jià)值評(píng)估的復(fù)雜性。在B2B市場(chǎng)，為解決分散的供應(yīng)鏈，范圍大幅增加提供了新的替代品。在減少交易成本方面，介紹了相應(yīng)的資產(chǎn)特異性變化。此外，資產(chǎn)專用性，可以成為一個(gè)有

41、用的屬性來區(qū)分市場(chǎng)結(jié)構(gòu)。深度定制能力能幫助企業(yè)減輕復(fù)雜性，解決在產(chǎn)品說明和價(jià)值評(píng)估方面出現(xiàn)的問題。</p><p>　　碎片程度:市場(chǎng)中的碎片程度是由市場(chǎng)參與者的數(shù)量和地理分布來決定的。碎片程度的這一定義的主要?jiǎng)訖C(jī)是買家或供應(yīng)商在市場(chǎng)上可以發(fā)揮的控制或影響的程度。碎片可能存在于買賣雙方中的任何一方，或兩者兼而有之。我們確定了四個(gè)子市場(chǎng)參與者的碎片分類。在市場(chǎng)中，破碎化程度分為幾個(gè)行為模式，當(dāng)供應(yīng)商和買家方面都出現(xiàn)

42、較高的碎片程度時(shí)，市場(chǎng)趨向于以開放和競(jìng)爭(zhēng)為導(dǎo)向的控制機(jī)制的機(jī)會(huì)市場(chǎng)。然而，當(dāng)破碎化程度很低時(shí)，企業(yè)往往從協(xié)作而不是控制的做法中受益。</p><p>　　資產(chǎn)專用性:資產(chǎn)專用性是在兩個(gè)市場(chǎng)的參與者之間建立關(guān)系成本函數(shù)，以便用成本效益的方式管理商業(yè)交易。成本因特定資源 （資產(chǎn)） 的出現(xiàn)而產(chǎn)生，兩個(gè)市場(chǎng)的參與者必須事先部署，以辦理業(yè)務(wù)。這些投資可以是用在機(jī)床，模具，信息系統(tǒng)方面，或投資給那些具有特殊技能的人。顯然，這

43、些所有的投資都是特定于兩個(gè)市場(chǎng)參與者之間不可逆的關(guān)系。</p><p>　　例如，對(duì)一個(gè)飛機(jī)制造商來說，在引擎從供應(yīng)商采購(gòu)的情況下，飛機(jī)制造商的資產(chǎn)專用性將會(huì)很高。另一方面，飛機(jī)制造商不需要特定的投資購(gòu)買辦公文具。</p><p>　　這對(duì)市場(chǎng)參與者的行為具有重要影響。當(dāng)資產(chǎn)專用性高時(shí)，市場(chǎng)參與者會(huì)有更好地參與協(xié)作的做法和優(yōu)越的協(xié)調(diào)機(jī)制。另一方面，當(dāng)資產(chǎn)專用性非常低時(shí)，市場(chǎng)競(jìng)爭(zhēng)力的做法和關(guān)

44、系基礎(chǔ)上的價(jià)格使買家和供應(yīng)商雙方受益。考慮到中期資產(chǎn)的具體情況，合作和競(jìng)爭(zhēng)混合的準(zhǔn)市場(chǎng)機(jī)制對(duì)市場(chǎng)參與者來說是可行的替代方案。</p><p>　　圖中顯示了在市場(chǎng)結(jié)構(gòu)的基礎(chǔ)上的分類碎片和資產(chǎn)專用程度。資產(chǎn)特異性和破碎化程度有直接的關(guān)系，尤其是在極端的情況下，當(dāng)資產(chǎn)專用性非常低的情況下，市場(chǎng)很可能是高度分散的。故而，兩個(gè)對(duì)角線網(wǎng)格位置是不相關(guān)的，我們的12個(gè)市場(chǎng)結(jié)構(gòu)分類屬于這兩個(gè)三維框架。該框架表明，當(dāng)市場(chǎng)參與者的

45、碎片程度高時(shí)，中立的市場(chǎng)結(jié)構(gòu)是適當(dāng)?shù)?。雖然這是在一般的情況下，框架仍然不夠明確，但是并不表明當(dāng)時(shí)組織應(yīng)使用這些中性的市場(chǎng)。在現(xiàn)實(shí)中，其他因素對(duì)一個(gè)中立市場(chǎng)結(jié)構(gòu)的影響，比其他的選擇的影響更高。</p><p>　　中立市場(chǎng)的分類:受幾個(gè)因素的影響，中性市場(chǎng)對(duì)于市場(chǎng)流動(dòng)性的承受能力較差。其中最為突出的是產(chǎn)品描述的復(fù)雜性和價(jià)值評(píng)估的復(fù)雜性。顯然，在涉及復(fù)雜產(chǎn)品特性的情況下，電子市場(chǎng)擁有更大的價(jià)值。</p>

46、<p>　　產(chǎn)品描述的復(fù)雜性：產(chǎn)品描述的復(fù)雜性與信息的數(shù)量相關(guān)。買方需要去了解產(chǎn)品或服務(wù)的功能和技術(shù)規(guī)范。例如，對(duì)汽車的描述是非常復(fù)雜的。同樣，機(jī)票是產(chǎn)品描述復(fù)雜性的另一個(gè)案例。有眾多替代路由和幾個(gè)條件都連接到每一類票價(jià)結(jié)構(gòu)的替代品。電子元件，軸承和閥門，以及許多目錄項(xiàng)，也可以將中級(jí)復(fù)雜性引入到高級(jí)復(fù)雜性，因?yàn)樗麄兊漠a(chǎn)品種類繁多，涉及到每個(gè)品種的詳細(xì)技術(shù)和商業(yè)規(guī)格也可以引進(jìn)。此外，這么大一個(gè)菜單上的產(chǎn)品所引起的額外費(fèi)用與保持

47、價(jià)格單和反復(fù)溝通價(jià)格變化表（通常稱為菜單成本）。</p><p>　　價(jià)值評(píng)估的復(fù)雜性：價(jià)值評(píng)估的復(fù)雜性是指信息的數(shù)量需要準(zhǔn)確地估計(jì)項(xiàng)目的價(jià)值可以到達(dá)的價(jià)格，或選擇項(xiàng)目提供一個(gè)價(jià)格。評(píng)估一個(gè)新產(chǎn)品的價(jià)值比評(píng)估二手物品和獨(dú)特產(chǎn)品的價(jià)值更容易一些。此外，就商品而論沒有產(chǎn)品復(fù)雜性描述的產(chǎn)品會(huì)造成價(jià)值評(píng)估的復(fù)雜性。有幾個(gè)因素導(dǎo)致了這種復(fù)雜性的出現(xiàn)：第一，通過買賣雙方的出價(jià)和要價(jià)，價(jià)格制定機(jī)制可以是動(dòng)態(tài)的。這些市場(chǎng)經(jīng)營(yíng)的好

48、處是市場(chǎng)參與者可以直接體會(huì)到不同大小的市場(chǎng)的功能。二是在拍賣和交流的情況下才作出選擇所需的信息和預(yù)評(píng)估金額。最后，信息不對(duì)稱問題也導(dǎo)致了價(jià)值評(píng)估的復(fù)雜性。電子市場(chǎng)將會(huì)很大程度上減少這些問題，并有助于減少價(jià)值評(píng)估的復(fù)雜性。</p><p>　　圖中所顯示的中立市場(chǎng)的分類就是以這個(gè)為基礎(chǔ)的。目錄聚集旨在解決在產(chǎn)品描述方面所產(chǎn)生的復(fù)雜性問題。另一方面，交換價(jià)值評(píng)估解決了由此產(chǎn)生的動(dòng)態(tài)定價(jià)的問題。交流帶來了大量的買家和賣

49、家并促進(jìn)了貿(mào)易。拍賣網(wǎng)站解決了中等復(fù)雜產(chǎn)品描述以及價(jià)值評(píng)估，通過匯集社區(qū)的競(jìng)買人與拍賣人，使電子通信提高市場(chǎng)的流動(dòng)性。</p><p>　　管理啟示:該框架提出了替代的觀點(diǎn)如何組織才能夠從這些市場(chǎng)結(jié)構(gòu)中獲益的問題?？紤]到，在產(chǎn)品描述和價(jià)值評(píng)估方面涉及到高分散性和復(fù)雜性的問題。一個(gè)心臟病專家如何通過一個(gè)高度專業(yè)化的心臟疾病手術(shù)來確定該領(lǐng)域的發(fā)展前沿，包括新技術(shù)的有關(guān)診斷，藥物治療和外科手術(shù)。軟件開發(fā)商如何為世界范圍

50、內(nèi)的組織編寫商務(wù)程序，以解決他們?cè)诰幋a和調(diào)試他們的軟件面臨的問題？做高科技專用設(shè)備的制造商如何運(yùn)用國(guó)家最先進(jìn)的研發(fā)技術(shù)和所開發(fā)的產(chǎn)品去吸引潛在用戶進(jìn)行購(gòu)買？在傳統(tǒng)的市場(chǎng)中，這些人由于受到產(chǎn)品特色的復(fù)雜性和價(jià)值評(píng)估問題的影響，并由于較高的碎片度，他們發(fā)現(xiàn)與那些在各自領(lǐng)域的專家進(jìn)行網(wǎng)絡(luò)聯(lián)系幾乎是不可能的。該框架表明，在涉及到產(chǎn)品復(fù)雜性描述和價(jià)值評(píng)估的特性的情況，在線社區(qū)下對(duì)提高市場(chǎng)的流動(dòng)性能夠期待很大的作用。</p><

51、p>　　該框架還表明，只有在有關(guān)案件項(xiàng)目資產(chǎn)專用性非常低時(shí)，聯(lián)盟市場(chǎng)才會(huì)產(chǎn)生作用。通常情況下，一個(gè)聯(lián)盟市場(chǎng)的重點(diǎn)收入集中在那些大交易量所存在的行業(yè)。這就減少了談判和擠壓利潤(rùn)的機(jī)會(huì)。因此，市場(chǎng)參與者不愿意在關(guān)系專用資產(chǎn)上大幅投資。因此，聯(lián)盟市場(chǎng)組織中高資產(chǎn)專用性的項(xiàng)目是不太可能成功的。</p><p>　　在很多情況下，需要結(jié)合虛實(shí)結(jié)合的策略。該框架表明，這些情況包括產(chǎn)品特性相當(dāng)復(fù)雜和價(jià)值評(píng)估困難的情況，例如

52、，考慮到資本設(shè)備和維修的情況下的服務(wù)的采購(gòu)。</p><p>　　通常情況下，在傳統(tǒng)市場(chǎng)中，幾個(gè)中介渠道通過與提供設(shè)備和服務(wù)的供應(yīng)商和買家合作以提高流動(dòng)性，然而，電子通訊和電子經(jīng)紀(jì)效果可以幫助組織制訂一套新型的虛實(shí)相結(jié)合的策略。電子市場(chǎng)，最終可能導(dǎo)致非中介化的這些渠道伙伴去精心調(diào)配虛實(shí)結(jié)合策略。</p><p>　　對(duì)于該框架的驅(qū)散概念，每一個(gè)組織發(fā)現(xiàn)只有一個(gè)或兩個(gè)市場(chǎng)結(jié)構(gòu)很有用。為此，管

53、理人員必須開始對(duì)他們?cè)谫Y產(chǎn)專用性不同的高、 中、 低級(jí)別的B2B市場(chǎng)所采購(gòu)得商品和服務(wù)進(jìn)行分類。</p><p>　　為了那些屬于高資產(chǎn)特性的產(chǎn)品和服務(wù)，他們需要在電子市場(chǎng)結(jié)構(gòu)的基礎(chǔ)上建立更緊密的集成。融合到中組織有戰(zhàn)略上畫一個(gè)藍(lán)圖，他們將如何利用所有這些市場(chǎng)結(jié)構(gòu)派生價(jià)值。例如，主要供應(yīng)商和經(jīng)紀(jì)人應(yīng)被鼓勵(lì)去參與主題方案網(wǎng)絡(luò)。爭(zhēng)取貿(mào)易伙伴的主題方案網(wǎng)絡(luò)是一個(gè)具有挑戰(zhàn)性的任務(wù)。管理人員需要構(gòu)建參與這種市場(chǎng)的參與者的激

54、勵(lì)機(jī)制。這些可能包括共享重要的商業(yè)和技術(shù)信息，主要是通過網(wǎng)絡(luò)共享收益，共享由降低成本所帶來的收益，甚至在放出其它傳統(tǒng)渠道之前，并在這種市場(chǎng)舉辦私人拍賣的過剩和過時(shí)的項(xiàng)目。</p><p>　　在中等資產(chǎn)專用性的情況下，管理者能夠從所從事的更具競(jìng)爭(zhēng)力的機(jī)制中和與其建立密切貿(mào)易關(guān)系的貿(mào)易伙伴中發(fā)現(xiàn)更多價(jià)值。例如，供應(yīng)商定制有著低等或可轉(zhuǎn)讓工具的組件可能被要求參加一個(gè)反向拍賣，并將與其他一些精心選定的供應(yīng)商通過一場(chǎng)強(qiáng)有

55、力的詢價(jià)過程。在資產(chǎn)專屬性非常低的情況下，項(xiàng)目經(jīng)理將檢查供應(yīng)鏈的碎片，并對(duì)他們的方法進(jìn)行相應(yīng)的更改。將供應(yīng)鏈的一方面上的更低碎裂與另一邊的更高碎裂連在一起，將驅(qū)使他們?cè)谠械幕A(chǔ)上建立一個(gè)社團(tuán)市場(chǎng)，在涉及中立電子市場(chǎng)時(shí)，一些供應(yīng)商可能會(huì)采用更具競(jìng)爭(zhēng)力的采購(gòu)決定。</p><p>　　作者：mahadevan，B 1 mahadev@iimb.emet.in</p><p>　　來源：加州管