电子市场的商业模式外文翻译可编辑.docx

1、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Business Models for Electronic MarketsMaterial Source: Journal on Electronic markets, 2007 2Author: Paul Timmers 11th Century Europe saw the emergence of credit-based banking systems and financial instruments such as bills of exchange. These concepts remain with u

2、s, in their modified form, to this day .They underpin all modern forms of commerce. The arrival of information technology has raised the prospect of radical change to this traditional model. The rise of the Internet, since the advent of the World Wide Web, has provided an easy to use communication c

3、hannel 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 commerce. Even though there is still much debate relating to electronic payment for commercial activities

4、, this is clearly an area of growth. It is difficult to say how large the Internet is. Hoffman & Novak quote a number of surveys which suggest that there are at least 10 million Internet users in the United States alone. The number of computers connected to the Internet topped 9.47 million Network W

5、izards, 1996 as of January 1996. Note that a single host supports anywhere from a single user to, in some cases, thousands of users As of March 21,1996,24,347 firms were listed in Open Markets directory of “Commercial Services on the Net,” and there were 54,800 entries in the “Companies directory of

6、 the Yahoo Guide to , with the total number of Web sites doubling approximately every two months.The Internet 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

7、 technology can both support the processes and help capture useful information for the enterprise. These technologies include: First, Organizational support systems, such as workflow and groupware - making businesses more efficient. Second , Customer contact databases - helping capture information a

8、bout customers and facilitate new methods of marketing. Third , Electronic payment systems for goods and services - these are emerging, although the majority of payments are still based on relatively expensive traditional cheque clearance. Buday and Nohria 1996 argue that the rise of electronic comm

9、erce and the changing consumer processes brought about through electronic communities are likely to lead to a new wave of reengineering, 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 magaz

10、ine publisher, Cond Naste, has moved into the travel business; Bill Gates is now an electronic real estate agent; and a recruitment advertising agency, Bernard Hodes, has now become an electronic recruitment company.The emergence of electronic commerce will significantly impact what we currently cal

11、l marketing. Clearly, the appearance of electronic communities Armstrong and Hagel, 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 prod

12、ucts and services required by the electronic community. They must learn to take advantage of the technology that allows customers to move seamlessly from information gathering to completion of a transaction, interacting with the various providers of products and services as necessary. A number of in

13、teresting questions are implied: 1. What kind of information is available for collection? Is it appropriate to gather this information 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

14、 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. Armstrong and Hagel propose four types of non-exclusive electronic communities, those: interested in transacti

15、ons; sharing common interests; indulging 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 requirements of relational marketing and transactions,

16、 companies may gain important insights into their customers nature and needs. For example, a baby products company could entice customers to order items from an associated on-line catalogue by providing bulletin boards for new parents. The electronic relationship extends beyond the bounds of the org

17、anisation into the market as seen in the example of airline, hotel and car rental reservation systems. The communities established have a re-enforcing effect. These insights force us to re-examine traditional theories of economics, systems, organisations, marketing, competition and transaction cost

18、analysis. As the boundaries between firms and markets dissolve, a characteristic of relationship marketing and network organisations, a new image of interaction and business is needed. The importance of information exchange in relationship marketing requires a clear understanding and recognition of

19、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 and less willing to give information, unless they trust the recipient. Companies need to realise th

20、at the only reason they hold information on a customer is because they have a relationship 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 th

21、at their customer information systems are appropriate. An understanding of the trust 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 custome

22、r interaction trust is built-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 development Surprisingly,as it is currently evolving,there is

23、 little activity aimed at including 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 market

24、ing approaches. 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 appropriate product combination. Furthermore, the sheer size of the Web means finding relevan

25、t 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 to sift and select information on their behalf. Web sites not endorsed will require knowledg

26、e 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, 1996. Whilst there is much discussion on the issues

27、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 oc

28、curs in these types of transactions we trust the service provider to correct the error. So why is it that we expect the Internet to support a level of trust and security which we do not observe in everyday life Marketeers must reconstruct their advertising models for the interactive, consumer contro

29、lled medium. The traditional customer loyalty ladder Suspect, Prospect, Customer, Client, Partner, Advocate is still applicable, 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

30、earned through trust. The instantaneous nature of the Internet makes this more difficult. It should be recognized that processes are not confined within one organization-they cross the value chain as demonstrated by the following example. Steinfield, et al 1995 describe a large, multinational, elect

31、rical appliance and consumer electronics manufacturer that used France Telecoms Telnet system to support EDI-like connections to approximately 10,000 separate retailers and independent service engineers throughout France accessed through Minitel terminals. The ubiquitous Telnet service and the comme

32、rcial applications which emerged to exploit it, provide insights into the development of commerce on a world-wide Internet The after-sales service subsidiary of this manufacturer provided replacement parts and training to its widely dispersed customer base. The Telnet system permitted electronic tra

33、nsactions, even with the smallest trading partners. 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, service engineers waited until they had a sufficient need for parts before drivi