电子商务的网站操作模式外文文献资料.docx

1、电子商务的网站操作模式外文文献资料文献信息标题: Adopting e-commerce Web site operation modes: The current state of large US firms作者: Jau-Yang, Liu; Tarn, J Michael; Wen, H Joseph出版物名称: Information Management & Computer Security卷: 12；期: 1；页: 73-90；出版年份: 2014ISSN: 09685227Adopting e-commerce Web site operation modes: The cu

2、rrent state of large US firmsJau-Yang, Liu; Tarn, J Michael; Wen, H JosephAbstract: This paper applies an analytical framework to assess e-commerce (EC) Web sites of large US firms. It first examines the available EC operation modes and then discusses the EC factors - product, process, customer, and

3、 market - that influence the EC modes adoption. The Web sites of 50 Fortune 500 firms were randomly selected and analyzed. The findings show the current state of large US firms. Web EC modes implementation and the characteristics of their EC factors. PUBLICATION ABSTRACT Keywords Electronic commerce

4、, Internet, United States of America, Large enterprises Introduction The business potential of the World Wide Web (WWW) has drawn numerous companies online and moved organizations beyond the physical constraints of their traditional realms. A variety of EC operation modes emerged in this rapidly evo

5、lving arena. After the collapse of dotcoms and a downturn in the economy, enterprises began to look for the best fusion of those EC modes that could lead to their firms survival or even their continuous success. EC is all about applying a right EC mode and building an integrated system, not just dev

6、eloping Web pages. Very often, the Web designs are just the tip of the iceberg in terms of cost and functions. The invisible parts, or EC modes, are the real heart of the system. They are often many times more important than the Web pages. In many EC projects the most difficult task is not how to bu

7、ild an attractive Web page, but how to select EC modes and integrate with existing systems in a cost-effective manner. A variety of EC modes emerged consistently in different fields. Venture capital fed this fascination. Innovative companies still continue to create new and exciting ways to use the

8、Internet to provide novel, efficient, and convenient shopping paradigms as well as to streamline ways for companies to do business with their partners. However, overwhelming expansion and inappropriate EC modes may, in the end, induce the collapse of EC. The research presents in this paper applies a

9、n analytical framework developed to assess EC Web sites of large US firms. This paper first reviews the EC mode classification literature. Following the literature review is a detailed discussion of eleven EC modes and the decision factors that affect the adoption of EC modes. The paper concludes wi

10、th an assessment of 50 Web sites randomly selected from Fortune 500 companies. The findings provide management with a matrix for EC modes selection. Literature review With technological innovations and rapid development of EC, customer value perception is fundamentally changed. Kalakota and Robinson

11、 (1999) have redefined the value of the customers experience as the ability of an EC company to streamline the end-to-end experience, which provides a complete solution around a commodity, product, or service offered by the EC company. That is, customer value spurs innovation across all service dime

12、nsions: speed, convenience, personalization, and price. Zwass (1996) further extended the historical view of EC when he stated that traditional EC, conducted with the use of information technologies centering on electronic data interchange (EDI) over proprietary value-added networks, is rapidly movi

13、ng to the Internet. The Internets World Wide Web has become the prime driver of contemporary EC. In the past, two main classification schemes of WWW were used. One, presented by Kalakota and Whinston (1997), defined EC strictly as the buying and selling of information, products, and services via com

14、puter networks. Therefore, they classified advertising, sales, and customer service as the main consumer-oriented EC modes. The other one was reported by Cappel and Myerscough (1996). They also identified five different ways within a broader definition in which a for-profit company may use the Web;

15、i.e. market awareness, customer support, sales, advertising, and electronic information services. Also, it presented a special trend, a hybrid nature; i.e. sites might mix more than one of the identified types in greater understanding of company WWW usage. Hoffman et al. (1995) divided commercial EC

16、 modes into six categories: storefronts, content sites, search engine, mall, incentive sites, and Internet presences. While these schemes have some merit in distinguishing types and functions of various Web pages, they focus on Web sites as being unique and separate from physical firms and storefron

17、ts. Timmers (2000), in his book Electronic Commerce: Strategies and Models for Business-to-Business Trading,emphasized that a business model should offer product/service, information and money flow. It should also include the role it plays in business value and what marketing strategies a business c

18、an deploy to ensure building competitive advantage and which product-market strategy is being followed. In principle, many new business models can be conceived; in practice, only a limited number are being realized in EC. Therefore, Timmers proposed ten EC modes: e-shop, e-procurement, e-mail, e-auc

19、tion, value chain service provider, virtual community, collaboration platform, value chain integrator, third-party marketplace value chain integrator, and information broker. From 1996 through 1999, some research focused on examination of Web site contents (Berthon et al., 1996; Liu et al., 1997; Pa

20、lmer and Griffith, 1998; Watson et al., 1998; Mahadevan, 2000). These researchers showed growing trends through their results. Young and Benamati (2000) demonstrated the growing trend in Fortune 500 Web sites (64 percent in 1996 and 80 percent or 90 percent in 1997) and transactional sites (10 perce

21、nt or 26 percent in 1996, 20 percent in 1997, 34 percent in 1998). Young and Benamatis (2000) research showed a growing number in application and generalization of Web sites as well as transactional sites. The previous studies show a wide range of available modes on the current commercial Web sites.

22、 In this paper, we redefined EC with two analytical dimensions: EC approaches (informational and transactional); and operation modes (brand awareness/image building, cost saving, promotion, Info-mediary, e-retail, e-mail, e-broker, advertising, subscriber, community, and customization). These two an

23、alytical dimensions are discussed in the following sections. EC approaches Informational approach In the informational approach, the Web is used to support but not to replace a companys main business activities. Companies do not limit themselves to just marketing on the Web. As a matter of fact, the

24、y look at other traditional media of advertising and marketing study in order to meet their business goals and marketing objectives, for instance, Ford () not only lists all the modes of its seven famous automotive brands, but also posts its environmental policy, cleaner manufacturing, community inv

25、olvement, and corporate citizenship report; Reebok () let visitors read about sports and fitness, hear from Reebok-sponsored athletes, and learn about Reeboks human-rights activities, among other things; and Kodak () provides technical helps and tutorials for its digital cameras and offers a library

26、 of colorful, high-quality digital images that are downloadable. Transactional approach In the transactional approach, companies use the Internet to build a virtual organization, which is an independent, profitable venture that exists only on the Internet. Visitors can browse through the catalog and

27、 order products online. The transactional approach is what most proponents of EC expect. Although there are still some hidden obstacles (e.g. transaction security), it seems that most companies are likely to benefit directly from transaction on the Internet, especially for small and medium-sized ent

28、erprises. In fact, there have been many successful cases, such as Amazon () is a virtual book store that operates only over the Web. The methods of selling include list price or auction; eTrade (www.eT) is an online financial brokerage, where customers place buy and sell orders for transacting finan

29、cial instruments. The broker charges the buyer and/or seller a transaction fee; and Dell (), a computer retailer, sells its computer directly to customers on the Web. Since there is no intermediary the distribution costs or cost-of-sales shrink to zero. EC operation modes Brand awareness/image build

30、ing In todays competitive business environment, all companies contribute their efforts, without exception, to design and to developing more progressive and cutting-edge corporate Web sites that will help them create new and progressive images and brands for themselves. Furthermore, companies are eag

31、er to assemble more visual messages about the industry offerings while maintaining their companies traditional values and core messages. Thus, such Web sites that apply this mode provide detailed, rational information about the firm and its offerings. The mode also helps companies to reach motivated

32、 customers with information/image-rich communications messages. For instance, companies not only can list all the models of their famous brands, but also post their enterprise culture, policy, community involvement, and corporate citizenship report. In addition, companies can take advantage of Web sites as platforms where their consumers can read press releases, communicate with the companies and learn about the companies activities, among other things. Cost saving The net benefit from EC initiatives varies widely on evaluations of the effi