电子市场的商业模式外文翻译可编辑.docx

电子市场的商业模式外文翻译可编辑.docx

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电子市场的商业模式外文翻译可编辑

电子市场的商业模式外文翻译

外文翻译

原文

BusinessModelsforElectronicMarkets

MaterialSource:

JournalonElectronicmarkets,20072

Author:

PaulTimmers

11thCenturyEuropesawtheemergenceofcredit-basedbankingsystemsandfinancialinstrumentssuchasbillsofexchange.Theseconceptsremainwithus,intheirmodifiedform,tothisday.Theyunderpinallmodernformsofcommerce.Thearrivalofinformationtechnologyhasraisedtheprospectofradicalchangetothistraditionalmodel.TheriseoftheInternet,sincetheadventoftheWorldWideWeb,hasprovidedaneasytousecommunicationchannelforbusinessestocontactcurrentandpotentialcustomers.TheemergenceoftheInternetasageneralcommunicationchannelhasalsogivenrisetothepossibilityofwidespreadelectroniccommerce.Eventhoughthereisstillmuchdebaterelatingtoelectronicpaymentforcommercialactivities,thisisclearlyanareaofgrowth.

ItisdifficulttosayhowlargetheInternetis.Hoffman&Novakquoteanumberofsurveyswhichsuggestthatthereareatleast10millionInternetusersintheUnitedStatesalone.ThenumberofcomputersconnectedtotheInternettopped9.47millionNetworkWizards,1996asofJanuary1996.Notethatasinglehostsupportsanywherefromasingleuserto,insomecases,thousandsofusersAsofMarch21,1996,24,347firmswerelistedinOpenMarket'sdirectoryof“CommercialServicesontheNet,”andtherewere54,800entriesinthe“Companies"directoryoftheYahooGuideto,withthetotalnumberofWebsitesdoublingapproximatelyeverytwomonths.TheInternetisonlyoneaspectoftechnology.Businessesrequireinformationandsupportingsystemsprocessestohandlethedata-overtimethesesystemshavebecomecomputerisedIT.Moderninformationtechnologycanbothsupporttheprocessesandhelpcaptureusefulinformationfortheenterprise.Thesetechnologiesinclude:

First,Organizationalsupportsystems,suchasworkflowandgroupware-makingbusinessesmoreefficient.Second,Customercontactdatabases-helpingcaptureinformationaboutcustomersandfacilitatenewmethodsofmarketing.Third,Electronicpaymentsystemsforgoodsandservices-theseareemerging,althoughthemajorityofpaymentsarestillbasedonrelativelyexpensivetraditionalchequeclearance.

BudayandNohria1996arguethattheriseofelectroniccommerceandthechangingconsumerprocessesbroughtaboutthroughelectroniccommunitiesarelikelytoleadtoanewwaveofreengineering,mergersandacquisitions.Moreover,organizationsmayexpandintonewbusinessareas,takingonrolesunforeseenpriortotheriseoftheWeb.Forexample:

amagazinepublisher,CondNaste,hasmovedintothetravelbusiness;BillGatesisnowanelectronicrealestateagent;andarecruitmentadvertisingagency,BernardHodes,hasnowbecomeanelectronicrecruitmentcompany.Theemergenceofelectroniccommercewillsignificantlyimpactwhatwecurrentlycall‘marketing’.Clearly,theappearanceofelectroniccommunitiesArmstrongandHagel,1996impliesthatmarketingprofessionalsmustexpandtheirhorizonsastheadventofthistechnologywillthreatenexistingchannelsofbusiness.Thoseinvolvedinmarketingneedtounderstandthefullrangeofproductsandservicesrequiredbytheelectroniccommunity.Theymustlearntotakeadvantageofthetechnologythatallowscustomerstomoveseamlesslyfrominformationgatheringtocompletionofatransaction,interactingwiththevariousprovidersofproductsandservicesasnecessary.Anumberofinterestingquestionsareimplied:

1.Whatkindofinformationisavailableforcollection?

Isitappropriatetogatherthisinformationandforwhatshoulditbeused?

2.Areinformationsystemsequippedtocapturecustomerinformationandtransactions,makingitavailableforlateranalysis?

3.Whendealingwithelectroniccommunities,domarketingprofessionalscomprehendthedifferences?

Oneneedstoengagethecustomeraspartofthetransactionratherthanblindlymailingtargets.

ArmstrongandHagelproposefourtypesofnon-exclusiveelectroniccommunities,those:

interestedintransactions;sharingcommoninterests;indulginginfantasygames;andwithasharedlifeexperience.Thebusinessopportunityisforthosewhosupportandinteractwiththesecommunities,buildingcustomerloyaltyonanongoingbasis.Bysatisfyingtherequirementsofrelationalmarketingandtransactions,companiesmaygainimportantinsightsintotheircustomers’natureandneeds.Forexample,ababyproductscompanycouldenticecustomerstoorderitemsfromanassociatedon-linecataloguebyprovidingbulletinboardsfornewparents.

Theelectronicrelationshipextendsbeyondtheboundsoftheorganisationintothemarketasseenintheexampleofairline,hotelandcarrentalreservationsystems.Thecommunitiesestablishedhaveare-enforcingeffect.Theseinsightsforceustore-examinetraditionaltheoriesofeconomics,systems,organisations,marketing,competitionandtransactioncostanalysis.Astheboundariesbetweenfirmsandmarketsdissolve,acharacteristicofrelationshipmarketingandnetworkorganisations,anewimageofinteractionandbusinessisneeded.

Theimportanceofinformationexchangeinrelationshipmarketingrequiresaclearunderstandingandrecognitionofthepotentialproblems.Privacyisalsoanissue-whatisprivatechangesfromonepersontoanotheraswellasbetweendifferentcultures.ThosewhousetheInternetarelikelytobebettereducatedandlesswillingtogiveinformation,unlesstheytrusttherecipient.Companiesneedtorealisethattheonlyreasontheyholdinformationonacustomerisbecausetheyhavearelationshipwiththatcustomer-somethingwhichisnottransferable.Thoseusingelectronicchannelstoreachcustomersarelikelytotargetbettereducatedandmoreaffluentcustomers.Theyneed,therefore,toensurethattheircustomerinformationsystemsareappropriate.

Anunderstandingofthetrustbuildingprocessisalsorequired.Firmsneedtomakeafeatureoftheirtrustworthinessauniquesellingpoint!

.Trustisbestdevelopedthroughprocesses.Processestendtobecustomerfacing-withineachcustomerinteractiontrustisbuilt-uporeroded.Companiesmustbeabsolutelyclearaboutthevalueandintendeduseofinformation.CollectinginformationbecauseitistechnicallypossibleandonedaymightbeusefulislikelytoweakentrustdevelopmentSurprisingly,asitiscurrentlyevolving,thereislittleactivityaimedatincludingtheconsumerinthedevelopmentofemergingmediaDennis&Pease,1994.Inordertoadoptamarketorientation,firmsmustunderstandtheircustomersandengageinconsumerresearch.Potentialcustomersaremosteffectivelyengagedthroughnewconversationalmarketingapproaches.Anecdotalevidencesuggeststherearetwotypesofcustomers-‘convenienceshoppers’and‘explorers’thosestreet-smartconsumerswhoarehappytosurftheWeblookingforthebestdealormostappropriateproductcombination.Furthermore,thesheersizeoftheWebmeansfindingrelevantinformationisbecomingmoreandmoredifficult-despitethebesteffortsofsearchenginessuchasYahoo.Ourresearch“suggeststhatthelargeproportionofWebuserswouldratherrelyonanintermediarytosiftandselectinformationontheirbehalf.WebsitesnotendorsedwillrequireknowledgeoftheaddressURLandareunlikelytobeaccessedwhensimilarinformation,productsorservicesarereadilyavailableinsidethecommunity.

Contributingtotheriseofintermediariesareassociatedissuesofprivacy,trustandsecuritySchell,1996.WhilstthereismuchdiscussionontheissuesofInternetprivacyandsecurity,inthecontextofnormalbusinessactivities,manymillionsofpeopletrustotherswiththeirpersonalfinancialinformation.Examplesincludeorderingoverthetelephone,passingacreditcardtoanunknownwaiter,evensigningdirectdebitmandates.Ifanerroroccursinthesetypesoftransactionswetrusttheserviceprovidertocorrecttheerror.SowhyisitthatweexpecttheInternettosupportaleveloftrustandsecuritywhichwedonotobserveineverydaylifeMarketeersmustreconstructtheiradvertisingmodelsfortheinteractive,consumercontrolledmedium.ThetraditionalcustomerloyaltyladderSuspect,Prospect,Customer,Client,Partner,Advocateisstillapplicable,butnowoperatesinadifferentfashion.Thefirstthreestagesareofteninstantaneousinelectroniccommerce.Thetransitionfromcustomertoadvocatereliesonloyaltyearnedthroughtrust.TheinstantaneousnatureoftheInternetmakesthismoredifficult.

Itshouldberecognizedthatprocessesarenotconfinedwithinoneorganization-theycrossthevaluechainasdemonstratedbythefollowingexample.Steinfield,etal1995describealarge,multinational,electricalapplianceandconsumerelectronicsmanufacturerthatusedFranceTelecom’sTelnetsystemtosupportEDI-likeconnectionstoapproximately10,000separateretailersandindependentserviceengineersthroughoutFranceaccessedthroughMinitelterminals.TheubiquitousTelnetserviceandthecommercialapplicationswhichemergedtoexploitit,provideinsightsintothedevelopmentofcommerceonaworld-wideInternetTheafter-salesservicesubsidiaryofthismanufacturerprovidedreplacementpartsandtrainingtoitswidelydispersedcustomerbase.TheTelnetsystempermittedelectronictransactions,evenwiththesmallesttradingpartners.Throughtheuseofon-lineordering,coupledwithcourierserviceforrapiddelivery,thefirmwasabletoeliminateregionalpartswarehousesandreducetheaveragerepairtimefromtwoweekstotwodays.Inthepast,serviceengineerswaiteduntiltheyhadasufficientneedforpartsbeforedrivi