淘宝网基于电子商务的物流管理研究

重庆邮电大学本科毕业设计（论文）

附 录

一、英文原文：

The Strategic Challenges of Electronic

Commerce

Abstract

11th Century Europe saw the emergence of credit-based banking systems and financial instruments such as bills of exchange. These concepts remain with us, in their modified form, to this day (Chown, 1994). They underpin all modern forms of commerce. model.

The rise of the Internet (electronic 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 commerce. 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 Commerce Net) which 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 of users.

As of March 21, 1996, 24,347 firms were listed in Open Market's (1996) directory of \\number of Web sites doubling approximately 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

arrival

of

information

technology

(computers

and

telecommunications) has raised the prospect of radical change to this traditional

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重庆邮电大学本科毕业设计（论文）

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 computerized (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. Customer 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 chute clearance.

Collectively and individually, these areas will contribute to major changes in the way a company conducts its business. Enix have coined the term Workwise to describe the combination of these technologies.

Figure 1 - The emergence of Electronic Commerce will be underpinned by three key components

However, there is still widespread misunderstanding on the value of organizational 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 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 organizations are still skeptical about the benefits of technology.

The efficient collection, utilisation, 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 to thrive in the 1990s, financial services organizations 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.

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重庆邮电大学本科毕业设计（论文）

Inevitably a few savvy organizations in each sector will utilize 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 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 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 magazine 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 call ‘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 products 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 interesting 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 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.

This idea of community has been at the heart of the Internet since its origins as a defense and academic computer network although most communities are still not

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重庆邮电大学本科毕业设计（论文）

particularly oriented toward commerce. However, the World Wide Web has changed 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 couldn’t 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 door salesmen, only now the customers were knocking on Kodak’s 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 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 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 utilizing customer information (Peters and Fletcher, 1995).

The \of many-to-one) turns 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 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 marketing 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 (trillions of documents and growing exponentially) means finding relevant information is becoming more and more difficult - despite the best efforts of search engines such as Yahoo. Our research

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