1、精選優質文檔-傾情為你奉上電子商務戰略挑戰11世紀歐洲出現了信貸和銀行系統等金融工具，如外匯支出。 這是我們的觀念的改變，當時，它們是現代商業形式。信息技術的到來(電腦與通訊)和發展前景徹底改變這種傳統商業模式。 網絡(電子商務)自誕生以來，提供了一個方便的溝通渠道,使企業與現有和潛在的客戶更方便。互聯網的出現也引起了普遍的溝通渠道的變化，以電子商務巨大的潛力。 盡管仍有許多辯論懷疑這種商業模式的支付安全性，這顯然是一個經濟增長的熱點。 很難說互聯網是多么大的網絡. 霍夫曼&諾瓦克(1996)引用了一些調查(地下發現/SVP時代鏡和電子商務網站)發現在美國至少有10萬互聯網用戶。電腦數

2、量(主機)連接因特網花費達9.47億美元(網絡奇才公司,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”網上商業服務” 共有54800份,在公司指導目錄里雅虎網站(Yahoo,1996年)網站的訪問人數大約每兩個月翻一番.克拉克董事長Jim估計在1995年有4000萬因特網用戶每月增長8% (克拉克,1995年)。 互聯網技術只是一個方面。 企業需要的信息系統和處理數據的應用軟件一段時間內成為新興的信息技術。現代信息技術幫助企業掌握并處理有用信息。這些技術包括：1.組織支持系統, 譬

3、如工作流和群件- 使企業更加高效率。2. 顧客聯絡數據庫-幫助捕獲關于顧客的信息并促進行銷新方法3. 電子支付系統-這種方式剛剛涌現,多數付款仍然應用比較昂貴的傳統現金結算。集體和個人,這些地區將發生重大變化,一個公司的方式進行經營，WorkWareEnix已經創立了一個新名詞來形容這些技術的結合。 在一定程度上，這個領域的變化將引起一個公司經營方式巨大的的改變，Enix 打造術語Workware 來描述這些技術的結合。 但是， 有普遍誤解對于組織支持技術的價值。由Xephon 的研究公司(1996) 調查437 家大企業，一個令人驚訝的比例(44%) 沒有介紹現代信息處理系統的直接意圖(由X

4、ephon 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能否應用。 從這些統計來看，許多組織懷疑這種技術的好處。電子商務workware銀行組織支付系統處理支持營銷客戶信息圖1 -電子商務的出現之后,會由三個主要要素加固它的根基 有效地收集、利用、處理、儲存和傳播信息的是現代企業經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. 最近出現在金融時報 (1996)上 " 在1990年實現金融服務機構為企業管理和操縱信息和操作賺錢一樣。 " 此外,有興趣的課題,如T

5、QM和委托過程的重要性,也顯示了根本性的基礎. 利益被顯示該課題像TQM 和BPR處理根本構件一樣重要。 一些有預見的組織必將設立的頂部門開發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新的市場規則企業其戰略規劃將是多余的， 各企業應為了市場運作必須研究這些技術。營銷 BudayNohria(1996)和說,電子商務的興起為消費過程帶來的變化通過網絡社區很可能導致新一輪的重整、合并與收購。 此外,為拓展新的業務領域架構,同時企業角色變化必須領先于互聯網的崛起。 例如:某雜志發行人Condé?Naste已進入旅游業務，比爾.蓋茲真正的網絡房地產經紀人;補充性的廣告公司和

6、貝爾納已成為補充性的電子公司。 電子商務的出現，將極大地影響我們現在的需要'市場'。 顯然,出現網絡社區(阿姆斯特朗和黑格，1996)意味著行銷人才，必須擴大視野，這一技術的出現將威脅到現有的商業渠道。參與市場需要理解網絡世界產品和服務的全部。要學會利用技術使客戶從信息傳播到無礙交易完成自由選擇，與各種必要的產品和服務的供應商聯系是必須的。包含了一些有趣的問題是:1.收集什么樣的資料是有用的？ 這是收集有關資料,并且如何使用? 2.信息系統是否有能力掌握客戶的交易資料,使之對以后分析有用? 3.在處理電子社區、專業市場做不同理解. 人們需要把進行交易的客戶作為目標,而不是一味郵

7、寄. 互聯網作為社會思想的核心,自它起源就作為防御,但大多數學術計算機網絡還不是社區型商業. 但是,世界上有廣泛的范圍和性質的變化和互聯網的方式進行商業交易. 行政總裁柯達據說說他唱看柯達網站找廠商. 但據他所知,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是:交易興趣. 網絡社區這個想法是在互聯網中心從它的起源作為防御和學術計算機網絡雖然多數社區特別仍然不被安置商務。 但是, 萬維網改變了和擴展了聯網的本質并以這種方式產生了新的商業交易。 柯達的CEO 斷言陳述, 他不能告訴是否柯達網站是利潤的源泉。 但他知道它

8、是重要的，它是超越個人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, 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驗。 商機是為那些支持和與這些社區相處融洽, 大廈顧客忠誠持續地。 由滿足關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, 嬰孩產品公司能誘惑顧客定購項目從伴生的線上物品價目表由提供海報欄為新父母。 欲望建立與越來越老練需求的長期客戶關系帶領公司尋找新建方式獲取, 管理和運用客戶信息(Peters 和Fletcher, 1995). 此外, 預付款在信息技術根本上修改了公

9、司和客戶維護他們的關系的通道。 能力獲得和運用客戶信息在進程之內成為了一個關鍵戰略問題。 這經常安置公司在要求敏感個人信息的位置從客戶。 Gummesson (1987 年, 1994 年, 1995) 觀看市場營銷作為一套關系, 網絡和交往和列表30Rs (關系) 與McCarthy 的(1981) 4Ps (產品對比, 價格, 安排& 促銷) 。 Gummesson 顯示情況電子關系不討論在市場宣傳品即使它由許多企業廣泛實踐。 他與虛構的(相似與虛擬或網絡) 組織鏈接關系市場營銷。 他爭論那由越來越申請它, 更多關系被建立。 他們創建債券的新型對客戶和在員工之間。 電子式的關系，超

10、越組織進入市場的例子,認為航空公司、酒店、租車預訂系統. 建立社區有再加強的作用。 這迫使我們認識,重新審查傳統的經濟理論、制度、組織、市場、競爭、交易成本分析。 為解除企業和市場之間的界限,網絡營銷和組織關系的特點,新的形象和企業的互動是必要的。 信息交換關系的重要性營銷(特別是利用電子渠道),必須清醒認識到潛在的問題。 隱私權也是一個問題是,從一個人到另一個私人之間以及不同文化。 那些有可能使用因特網并不太愿意讓較高的信息,除非信托受益。公司需要知道的唯一理由是他們進行客戶資料，因為他們的關系與客戶有沒有轉移。 這些客戶使用電子渠道，有可能達到更好的教育和更富裕的目標客戶。他們需要,確保客

11、戶信息系統是否合適。了解的過程還需要建立信任。企業要作出自己的特色守信(獨特賣點!)。 對信任大廈過程的理解是必需的。 企業需要通過過程標志他們的可信賴性(一個獨特的賣點!)。信任最好通過過程開發出來。 該過程傾向于顧客飾面在各顧客互作用信任之基礎上迅速筑起否則下降。公司對信息的價值和意欲的用途必須是絕對清楚的。收集信息在技術上可能的(一天也許是有用的)很可能減弱信任發展。 霍夫曼(1996)、諾瓦克聲稱網絡營銷理念在逐漸演變。為了成功地教學推銷這種新的努力, 在新興的電子網絡社會需要新的商業模式重建營銷功能推動電子商務。 " 許多海外璵任何璽 " 依照通訊網絡模式(其實有

12、很多多對一的例子)原則,將傳統媒體應用在廣告中(一對一模式)(多霍夫曼和諾瓦克,1994年). 采用這種方法發揮被動廣告在網上俘虜消費者是多余的。 令人驚訝的是,它正在發生變化,沒有包括消費活動,旨在發展新興媒體(丹尼斯 & Pease,1994)。通過以市場為導向，企業必須了解如何對客戶和消費者進行研究。通過最有效的潛在客戶進行對話性新營銷方式. 逸事證據建議有二類型顧客， 便利顧客的和探險家的(愉快沖浪網尋找最佳的成交或多數適當的產品組合) 的那些街道聰明的消費者。 此外, 用網(兆文件和指數地生長) 手段找到相關的信息的純粹大小變得越來越困難，盡管盡搜索引擎最佳的努力譬如雅虎。

13、我們的研究建議,大比例的網友對于他們的代表寧可會依靠中介(社區操作員)過濾和選擇信息。 網站沒簽名將要求有地址的知識(URL) 并且不太可能獲取何時相似的信息, 在社區里面產品或服務是欣然可利用的。 對中介的貢獻保密性上升的伴生的問題, 信任和安全(Schell, 1996).在正常經營活動狀況下討論關于互聯網保密性和證券的問題,成千上萬人以他們的個人財政為賭注相信其他人。有一例子，包括在通話中定貨, 通過信用卡對一位未知的侍者簽署的直接借項命令。 如果錯誤發生在這些類型交易中我們相信服務提供者會改正錯誤。這就是在日常生活中為什么我們盼望互聯網支持我們不觀察信任和證券的水平? 相似的信任關系無

14、法被建立在電子斡旋的討論是沒有理由的。在一個電子社區范圍內 如果任何人在那些違反規矩，個體(或小組個體) 尋找報應變得容易了。在荷蘭，它傾向攻擊那些設法做廣告在學術討論組(郵件炸彈) 的證據可能被發現 ，并且社區維持治安反對拍照者。 營銷經理必須改建他們廣告的模型成為交互式的消費者受控媒介。 傳統顧客忠誠階梯(嫌疑犯, 前景, 顧客, 客戶, 伙伴, 提倡者) 是可適用的, 但現在操作格外時尚。在電子商務時代 第一三個階段經常是瞬間的。 轉移從顧客到提倡者依靠忠誠贏得信任。互聯網的快速本質使這變的更加困難。 通過價值鏈溝通它應該被認可, 依照由以下例子展示過程不被限制在一個組織之內- 他們穿越

15、價值鏈。 Steinfield,描述一大, 多民族, 使用半新法國電信的Telnet 系統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工程師一樣遍及法國(被獲取通過微型電話終端) 。 涌現普遍存在的剝削它的Telnet 服務和商務應用, 在全世界互聯網提供洞察商務的發展。 這位制造商售后服務輔助者對它的廣泛并且被分散的用戶提供了替換件和訓練。Telnet系統是允許與最小的貿易的伙伴發生電子事務的。為迅速交付通過對在線排序的使用結合遞送急件服務, 從二個星期到二天企業能消滅地方零件倉庫和減少平均修理時間。 從前, 服務工程師直到他們有對零件有充足的需要之后才去

16、向倉庫要料。一旦系統被實施了, 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中化倉庫減少了對被復制的存貨的需要和額外人員, 創造堅固儲款。 而且, 服務工程師將根據專家系統訓練應用進一步說明介紹生產收入。 技術人員連接到被設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。 這種"準時生產制" 訓練服務意味技術人員不再需要昂貴和長的個人訓練，也就是說，用現在的電子產品一個難題將很快被解決。為連接到服務服務工程師也被收取了費用, 但它清楚地幫助他們對末端顧客提供一項更加快速的服務，并且促進強制執行他們對供應的企業的依賴性。專家系統也為修理

17、問題積累數據并對公司的的設計和加工反饋有價值信息。服務的主要刺激是諫阻服務工程師要從其它供應商獲得產品部件和服務。在沒有對其它供應商打開他們的服務情況下，微型電話無所不在，它創造了供應商能處理與顧客良好的關系的環境。附件2：外文原文（復印件）The Strategic Challenges of Electronic CommerceIntroduction11th Century Europe saw the emergence of credit-based banking systems and financial instruments such as bills of exchang

18、e. 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 (ele

19、ctronic 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 com

20、merce. 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) whic

21、h 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

22、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 appr

23、oximately 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

24、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. Cu

25、stomer 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.Collectivel

26、y 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 componentsHowever, there

27、 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

28、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

29、, 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

30、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

31、. 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

32、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 reengineerin

33、g, 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 ad

34、vertising 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 e

35、xpand 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

36、 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 in

37、formation 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 a

38、s 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 chang

39、ed 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 couldnt 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

40、 door salesmen, only now the customers were knocking on Kodaks 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

41、 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

42、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 informat

43、ion (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 o

44、ften 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 McCarthys (1981) 4Ps (Product, Price, Place & Promoti

45、on). 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 appl

46、ying 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 estab

47、lished 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 organ

48、isations, 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 on

49、e 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 rela

50、tionship 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 trus

51、t 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 abo

52、ut 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 succ

53、eed 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) tur

54、ns 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 inc

55、luding 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.Anecdot

56、al 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 expone

57、ntially) 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 b

58、ehalf. 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,

59、 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 t