外文翻譯---電子商務(wù)發(fā)展的競爭優(yōu)勢：一個案例研究

1、<p><b>　　中文3636字</b></p><p><b>　　畢業(yè)論文（設(shè)計）</b></p><p><b>　　外文翻譯</b></p><p><b>　　外文原文</b></p><p>　　E-business develop

2、ment for competitive advantages: </p><p>　　a case study</p><p>　　Dien D. Phan*</p><p>　　Department of Business Computer Information Systems, St. Cloud State University, St. Cloud, M

3、N 56301, USA</p><p>　　Received 5 July 2001; received in revised form 4 March 2002; accepted 20 July 2002</p><p><b>　　Abstract</b></p><p>　　Electronic business (e-busines

4、s) today plays a major role in the world’s economy. Forester Research estimated that, by 2003, the value of e-commerce of US and Europe will reach US$ 3 trillion. As the e-marketplace becomes more lucrative, it attracts

5、new entrants and created turmoil in the market. There have been many spectacular successes and many failures. This paper presents a study of e-business competitive advantage strategies using the success at Intel. After t

6、he initial deployment of its e</p><p>　　Keywords: E-business; E-commerce; B2B; Supply chain; Value chain; Competitive advantage; Strategy; Extranet</p><p>　　1. Introduction</p><p>　

7、　E-business has received much attention from entrepreneurs, executives, investors, and industry observers recently. As information technologies (IT) develop, novel ways of business process redesign (BPR) emerged, creatin

8、g turmoil in the industry. Organizations today frequently integrate Internet technology to redesign processes in ways that strengthen their competitive advantages. Success breeds imitation and invites more entries. </

9、p><p>　　The rapid expansion of e-commerce values in the past few years convinced many people that a new economy has emerged. Chairman of Microsoft, Bill Gates, frequently expressed his fear that Microsoft is ab

10、out 2 years away from failure, that somewhere out there is a formidable competitor, unborn and unknown, who will use better business models to put companies like Microsoft into obsolescence. And the most successful new b

11、usiness models are probably those that can integrate Internet technology to al</p><p>　　2. E-business concepts, strategies, and frameworks </p><p>　　Based on various types of trading partners, t

12、here are many categories of e-business, for example: Business to Business (B2B), Business to Consumer (B2C), Consumer to Business (C2B), Consumer to Consumer(C2C), People to People (P2P), Government to Citizen (G2C), Cit

13、izen to Government (C2G), Exchange to Exchange (E2E) and Intra-business (Organization Unit to Organization Unit). Without the use of face to face operations, all e-business transactions are performed electronically by us

14、ing computer an</p><p>　　1. Electronic markets or e-marketplaces: buying and selling goods and services. </p><p>　　2. Inter-organizational systems: facilitating inter and intra-organization flow

15、 of goods, services, information, communication, and collaboration. </p><p>　　3. Customer service: providing customer service, help, handling complaints, tracking orders, etc.. </p><p>　　2.1. In

16、formation systems strategies for competitive advantage </p><p>　　Studying the evolution of business organizations has received much of attention in organization theory and MIS research. Because organizations

17、 are not internally self-sufficient, they require resources from the environment, and thus become interdependent with those elements of the environment with which they transact. Organizational and ecological theorists a

18、rgued that organizations develop internal and external strategies which seek to minimize the uncertainty arising from dependence on the en</p><p>　　As the technology advances and the e-business market develo

19、ps and grows, market niches open and close frequently, creating rapid changes in the market. The prevalence of technical innovations may be regular, sporadic, or seldom; these patterns of change have different implicatio

20、ns for business organizations. When innovations occur often, a niche may open up and the organization competes to take the advantage of cost savings and market penetration that often results in better profits and market

21、s</p><p>　　From the IS perspective, the value chain model highlights interdependence activities in businesses where competitive strategies can be best applied and where IS are most likely to have strategic i

22、mpact . </p><p>　　As information technologies developed, novel ways of business process redesign emerged. Most organizations today use Internet technology to redesign their processes in ways that provide new

23、 competitive advantage. Through the infrastructure of existing B2B exchanges in the e-marketplaces, many organizations will eventually be able to integrate activities of their value chain encompassing suppliers, customer

24、s, and distribution channels within an industry or across industries. The potential of e-bu</p><p>　　However, Porter has argued that the key question is not whether to deploy e-business now to take advantag

25、e of Internet technology, but how to deploy it. Gaining competitive advantage requires building on the proven principles of effective strategy. Business enterprise can gain competitive advantage by operational effectiven

26、ess, doing the same as your competitors do but doing it better, and by strategic positioning, doing things differently from competitors in a way that delivers a unique type o</p><p>　　Porter also argued that

27、 Internet technology should be used as a ‘‘complement to’’ rather than a ‘‘cannibal of’’ traditional ways of competing. The companies that will be most successful will be those that use ebusiness to make traditional busi

28、ness processes better and those that invent and implement new combinations of virtual and physical activities. Without understanding how to deploy Internet technology, entering e-business can bring disastrous consequence

29、s. </p><p>　　In recent years, the business community and the public have been confused by distorted market signals of many dotcoms, such as the exponential growth in number of customers, artificially-low ope

30、ration costs, and inflated revenues. Some companies even resorted to dubious accounting methods to inflate revenues and deflate costs. Somehow these distorted signals have misled many people into a belief that the e-mark

31、etplaces have rendered old rules of competition obsolete. As a consequence, many compa</p><p>　　To succeed, companies will need to search and implement innovative strategies that capitalize on both the power

32、 of the Internet and the changes in both traditional and electronic markets. Companies that run e-business should have tight supply chain relationships with customers, suppliers, and distributors. In addition, the supply

33、 chain within e-business companies also continues to change. Businesses need to be sure that customers and suppliers can easily gain access to their websites to gain imp</p><p>　　Currently, the major barrier

34、 to customers’ and suppliers’ access to the web is ease and speed of access, e-loyalty, and e-trust. Because the use of ecommerce technology tends to reduce the switching cost, it is important for e-business companies to

35、 build its strategic position by focusing on e-loyalty which encompasses good relationships and trust with value chain partners. B2B procurement of direct goods requires a relationship, usually long-term, with a vendor w

36、ho will deliver a known quality </p><p>　　Major success factors for e-business include: </p><p>　　Internet technology fully integrated into the company’s overall strategy.</p><p>　　

37、Competitive advantage maintained in both operational efficiency and distinctive strategic positioning. Basis of competition not shifted from traditional competitive advantage, such as cost, profit, quality,</p>&

38、lt;p>　　service, and features. Company’s strategic positioning well maintained. Support from top management.</p><p>　　Buyer behavior and customer personalization.</p><p>　　Quick time to market

39、. </p><p>　　Right systems infrastructure. </p><p>　　Good cost control. </p><p>　　Good e-business education and training to employees, management and customers.</p><p>　

40、　Customer’s and partners’ expectations well-managed. </p><p>　　Good products and services offered by e-business. </p><p>　　Current e-business systems expanded to cover entire supply chain. New c

41、ompetitors and market shares tracked.</p><p>　　Website of high quality that meets or exceed user expectations. Company’s virtual marketplace established.</p><p>　　3. Intel and its e-business dev

42、elopment strategies </p><p>　　Intel Corp. located in Santa Clara, California, is the world’s largest producer of Integrated Circuits Chips today. Incorporated in 1968, Intel supplies the computing and commun

43、ications industries with chips, boards and systems building blocks that are integral to computers, servers, and networking and communications products. Its products are offered at various levels of integration, and are u

44、sed by industry members to create advanced computing and communications systems. Today, the company has</p><p>　　Most of Intel’s business is in the PC market. In past years, it was under intense competition

45、from other chip makers, such as Advanced Micro Devices (AMD), Texas Instruments, Motorola, and IBM. It then customized its paper catalogs and sent them to potential customers along with product availability information.

46、Until summer 1998, this process was performed entirely on paper. However in 1996, when key value chain partners, such as Dell Computers and Cisco Systems, started their B2B e-procurement</p><p>　　In 1997, In

47、tel began to investigate the feasibility of building an e-business system. The project started with the forming of a Virtual Worldwide E-Business Project Team. Because the project strongly emphasized customer market need

48、s, Intel’s sales and marketing was given overall management responsibility. At that time, converting all operations to e-business for a company with a large global operation was perceived as a daunting task. Under the ma

49、ndate from the chairman to make Intel an ‘Interne</p><p>　　3.1. Project structure</p><p>　　From pressure exerted by many value chain partners who wanted Intel to play a leadership role, Intel’s

50、management decided to advise customers that Intel was serious about e-business. It created an ‘e-business program’ (a self-service extranet) which focused on procurement and customer support for Intel products. Access to

51、 the site was restricted to Intel’s authorized business partners and customers. Project teams that participated in the early development of the e-business system included:</p><p>　　A project planning team th

52、at consisted of customer, technical and logistical representatives was created to define the scope and objective of the project. </p><p>　　Business analysts were brought in during the early stages to help de

53、fine the business workflow and to assess how information was given to customers. </p><p>　　Intel’s sales and marketing staff were told to study and define how to work with customers via the E-business system

54、.</p><p>　　Intel’s Planning and Logistics Group was included on the planning team to help the IT department to develop the solutions to integrate the new e-business with existing business activities. </p&

55、gt;<p>　　The IT department was positioned as an ‘‘enabler’’ of business. Its role was to implement the solutions from the Planning and Logistic Groups.</p><p>　　3.2. Intel’s mission and goals</p>

56、;<p>　　With over 50% of its revenues and many customers coming from outside the US, the benefits of a global e-business system for Intel were too great to be ignored. To support over US$ 25 billion annual sales in

57、 1998 and a worldwide network of business partners, resellers, and original equipment manufacturers (OEM), Intel had to improve its efficiency by automating its business to business processes. Traditional business proces

58、ses at Intel at that time were too slow and thus a decision was made to de</p><p><b>　　譯文：</b></p><p>　　電子商務(wù)發(fā)展的競爭優(yōu)勢：一個案例研究</p><p>　　摘要：電子商務(wù)在現(xiàn)今的世界經(jīng)濟中扮演著非常重要的角色。弗雷斯特研究公司預(yù)測

59、，到2003年，歐美電子商務(wù)創(chuàng)造的價值將達30億美金。電子交易市場日顯優(yōu)勢，吸引了大批新進者，同時也造成了諸多混亂。這個市場催生了豐功偉業(yè)，也充斥著功敗垂成。本論文旨在以英特爾的成功為例研究電子商務(wù)競爭優(yōu)勢策略。1998年7月，電子商務(wù)試驗系統(tǒng)初步試水后，英特爾電子商務(wù)版塊銷售額瘋漲，該年余下每月銷售額都高達1億美金。到2000年，英特爾在世界最盈利的公司中排名由第八位躍居第一。隨著經(jīng)濟大蕭條來臨，許多網(wǎng)絡(luò)公司股票快速縮水，然而英特爾巋

60、然不動。2001年底，英特爾已然成為美國第七大資本公司。</p><p>　　關(guān)鍵詞：電子交易；電子商務(wù)；B2B；供應(yīng)鏈；價值鏈；競爭優(yōu)勢；策略；外聯(lián)網(wǎng)</p><p><b>　　1.簡介</b></p><p>　　近來，電子商務(wù)已引起企業(yè)家、經(jīng)理人、投資者、工業(yè)觀察家的廣泛關(guān)注。隨著信息技術(shù)不斷發(fā)展，各種企業(yè)流程再造新模式異軍突起，給工業(yè)

61、造成混亂。現(xiàn)今各機構(gòu)頻頻整合網(wǎng)絡(luò)技術(shù)，實現(xiàn)流程重組，以增強自身競爭優(yōu)勢。成功孕育了模仿，也帶來更多新進者。過去幾年間，電子商務(wù)價值的快速膨脹使人們相信，一種新的經(jīng)濟模式已誕生。</p><p>　　微軟總裁比爾蓋茨頻頻表露擔憂，他稱微軟離失敗只有兩年之遙。在未來未知的某處，將會誕生一個強大的對手，它將整合出更好的商業(yè)模式，致強大如微軟這樣的公司于敗地。而最成功的，極可能就是那些能夠整合網(wǎng)絡(luò)技術(shù)，激活整個行業(yè)價值鏈

62、的新型商業(yè)模式。</p><p>　　2. 電子商務(wù)的概念，策略，及框架</p><p>　　基于各類貿(mào)易主體的不同，電子商務(wù)有許多種類。例如商家對商家(B2B), 商家對顧客(B2C), 顧客對商家(C2B), 顧客對顧客（C2C), 人對人(P2P), 政府對個人 (G2C), 個人對政府(C2G), 以物易物 (E2E)，以及社區(qū)對社區(qū)。沒有了面對面的交易過程，所有電子商貿(mào)活動都通過

63、電腦和網(wǎng)絡(luò)交流來實現(xiàn)。電子商務(wù)主要應(yīng)用與以下三大類商業(yè)活動：1.電子市場或電子商城：買賣商品和服務(wù)。2. 跨組織系統(tǒng)：使機構(gòu)間對內(nèi)或?qū)ν獾纳唐?、服?wù)、信息、交流、合作更為便捷。3.客戶服務(wù)：提供客戶服務(wù)與幫助，處理客戶投訴，跟蹤訂單等。</p><p>　　2.1.競爭優(yōu)勢的信息系統(tǒng)戰(zhàn)略</p><p>　　企業(yè)組織的進程研究在管理學(xué)和管理信息系統(tǒng)研究中都已受到廣泛關(guān)注[2,8]。組織的發(fā)

64、展無法依靠自身自給自足，它們需要從外界吸收資源，與接觸到的外界因素互相依存。組織與社會生態(tài)學(xué)家認為組織會形成內(nèi)外策略，以減少對外部環(huán)境的資源依賴。隨著技術(shù)進步和電子商貿(mào)市場的逐步壯大，利基市場頻繁開閉，導(dǎo)致大市場瞬息萬變。技術(shù)革新的發(fā)生也許是定期，零星的，甚至稀少，但是這些改變對商業(yè)組織來說代表著深層的意義。技術(shù)革新大量出現(xiàn)時，小生境隨之開啟。組織開始競相利用控制成本和市場滲透的手段來獲取更多利益與市場份額。</p>&l

65、t;p>　　據(jù)IS觀點，價值鏈模型強調(diào)了商業(yè)間的互相依存行為，在這些行為中，競爭策略可以發(fā)揮的淋漓盡致，這也是IS最可能產(chǎn)生策略影響的地方。隨著信息技術(shù)的發(fā)展，商業(yè)流程重組新思路層出不窮。大部分企業(yè)現(xiàn)在通過英特網(wǎng)技術(shù)來實現(xiàn)流程重組以獲得新的競爭優(yōu)勢。通過商務(wù)市場上現(xiàn)有的商家對商家等基礎(chǔ)組織的交換，大部分企業(yè)最終都能達到對圍繞同行業(yè)或者跨行業(yè)間供應(yīng)商，客戶，分銷渠道而展開的價值鏈的整合。電子商務(wù)的驚人潛力使許多人相信它決定了未來商貿(mào)

66、組織的成功與否。英特爾主席安迪·葛洛夫于1998年直言不諱：“五年之內(nèi)，所有公司要么成為網(wǎng)絡(luò)公司，要么從此消失?！北M管這個宣稱夸大其詞，但是也堅定的表達了人們對電子商務(wù)的信心。然而Porter也曾表示，現(xiàn)在關(guān)鍵的問題不是如何發(fā)展電子商務(wù)，從網(wǎng)絡(luò)技術(shù)中獲利，而是如何展開這一事業(yè)。</p><p>　　要獲取競爭優(yōu)勢，就需建立經(jīng)得起考驗的有效的策略原則。商家可以通過操作效能獲得競爭優(yōu)勢，從而跟上對手，甚或比

67、對手做的更好。通過戰(zhàn)略性部署，商家還能讓自身的商業(yè)方式獨樹一幟，帶給客戶獨特的價值。戰(zhàn)略部署的中心法則含以下：以長遠投資回報為目的的目標；與眾不同的價值鏈；市場上的唯一性協(xié)定；互相貫通的策略；團體共同目標。Porter認為網(wǎng)絡(luò)技術(shù)應(yīng)是作為“輔助”，而不是“蠶食”傳統(tǒng)的競爭方式。最成功的公司會是那些以電子商務(wù)使傳統(tǒng)商業(yè)更上一層樓的公司，以及那些創(chuàng)造和貫徹理論與實際結(jié)合的公司。在尚不了解如何發(fā)展網(wǎng)絡(luò)技術(shù)的情況下，貿(mào)然進入電子商務(wù)領(lǐng)域可能會帶

68、來滅頂之災(zāi)。幾年來，商業(yè)團體和公眾對眾多網(wǎng)絡(luò)的失真市場信號迷惑不已，比如客戶的指數(shù)增長，認為的低成本運作，虛增收入等。有些公司甚至以虛假的會計手法來虛增收入，縮減成本。然而這些失真信號或多或少誤導(dǎo)大眾相信電子商務(wù)市場可以掃清舊規(guī)則下的競爭障礙。是以，許多公司決心將他們的商業(yè)基礎(chǔ)從質(zhì)量、特色上轉(zhuǎn)移到低價高收入上來。沒有了長遠利益回報，他們一敗涂地。若要成功，企業(yè)應(yīng)該尋找并貫徹創(chuàng)新策略，以利用網(wǎng)絡(luò)和傳統(tǒng)與電子市場變化的力量。涉足電子商務(wù)的企

69、業(yè)應(yīng)該更緊密的</p><p>　　電子商務(wù)成功關(guān)鍵因素包括：</p><p>　　因特網(wǎng)技術(shù)全面納入公司的總體戰(zhàn)略.</p><p>　　將競爭優(yōu)勢包含在運作效率和獨特的戰(zhàn)略定位中.</p><p>　　競爭優(yōu)勢不再依靠傳統(tǒng)的成本、利潤、品質(zhì)、服務(wù)和產(chǎn)品特性。</p><p>　　良好的公司的戰(zhàn)略定位。</p&

70、gt;<p>　　高級管理層領(lǐng)導(dǎo)的支持。</p><p>　　購買行為和客戶個性化。</p><p>　　對市場的快速反應(yīng)時間。</p><p>　　正確的系統(tǒng)基礎(chǔ)設(shè)施。</p><p><b>　　良好的成本控制。</b></p><p>　　員工、管理層和客戶具有良好的電子商務(wù)教

71、育和培訓(xùn)。</p><p>　　對客戶預(yù)期和合作伙伴預(yù)期進行良好的管理。</p><p>　　電子商務(wù)提供優(yōu)秀的產(chǎn)品和服務(wù)。</p><p>　　當前電子商務(wù)系統(tǒng)擴展到覆蓋整個供應(yīng)鏈。</p><p>　　新競爭者的市場份額跟蹤。</p><p>　　迎合或超過用戶預(yù)期的高品質(zhì)網(wǎng)站。</p><p&

72、gt;　　公司的網(wǎng)絡(luò)虛擬市場建立。</p><p>　　3.英特爾和它的電子商務(wù)發(fā)展戰(zhàn)略</p><p>　　英特爾公司位于加利福尼亞州的圣克拉拉，它是當今世界上最大的集成電路芯片生產(chǎn)者。</p><p>　　成立于1968年，英特爾公司提供的計算和通信行業(yè)的芯片、主板和系統(tǒng)集成模塊是電腦、服務(wù)器、網(wǎng)絡(luò)和通訊產(chǎn)品不可或缺的。它的產(chǎn)品主要提供各種不同程度的集成電路，并

73、由業(yè)內(nèi)人士用以創(chuàng)造先進的計算和通訊系統(tǒng)。如今，該公司已經(jīng)從一個處理器制造商轉(zhuǎn)變成為網(wǎng)絡(luò)和服務(wù)器硬件、網(wǎng)絡(luò)托管服務(wù)和其他電子商務(wù)組件的提供商。它的技術(shù)領(lǐng)先范圍涵蓋微型處理器設(shè)計到先進的制造和包裝。</p><p>　　英特爾的大部分業(yè)務(wù)是在PC市場。在過去的多年來，它面臨著激烈的競爭，比如先進的微型設(shè)備公司（AMD、德州儀器、摩托羅拉和IBM。它一直定制自己的紙質(zhì)產(chǎn)品目錄并送到產(chǎn)品可用性信息中的潛在客戶的手中。直到

74、1998年，這個過程完全是通過紙面來完成的。然而在1996年，像戴爾電腦和思科系統(tǒng)這樣的關(guān)鍵價值鏈合作伙伴開始了他們的商家對商家的電子采購系統(tǒng)，他們迫使英特爾也轉(zhuǎn)變到在線的商家對商家活動中來。</p><p>　　在1997年，英特爾開始調(diào)查店里電子商務(wù)系統(tǒng)的可行性。該項目隨著虛擬的世界范圍的電子商務(wù)項目小組的形成而啟動。由于這個項目特別強調(diào)客戶市場的需求，英特爾的銷售和市場營銷擔負了全部的管理責(zé)任。在那個時候，

75、將所有業(yè)務(wù)轉(zhuǎn)變成電子商務(wù)對一個大型的全球運營公司來說是一項艱巨的任務(wù)。根據(jù)董事長的任務(wù)下達，使英特爾成為一家互聯(lián)網(wǎng)公司，桑德拉·莫里斯，作為銷售和營銷集團副總裁、網(wǎng)絡(luò)營銷和電子商務(wù)主任，他說，“這個任務(wù)，讓很多人感到不知所措?！?lt;/p><p>　　出于許多希望英特爾發(fā)揮領(lǐng)導(dǎo)地位的價值鏈伙伴的壓力，英特爾的管理層決定讓用戶了解到英特爾在電子商務(wù)中的重要性。它創(chuàng)造了一項“電子商務(wù)方案”（自助服務(wù)外聯(lián)網(wǎng)），

76、重點關(guān)注采購和客戶對英特爾產(chǎn)品的支持。該網(wǎng)站僅限英特爾授權(quán)的商業(yè)伙伴和客戶訪問。參與電子商務(wù)系統(tǒng)早期開發(fā)的項目團隊包含：</p><p>　　項目規(guī)劃小組，由客戶、技術(shù)和后勤代表組成的，他們界定項目的范圍和目標。</p><p>　　商業(yè)分析家們，在早期階段，他們幫助確定業(yè)務(wù)流程并評估如何將信息傳遞給客戶。</p><p>　　英特爾的銷售和營銷雇員被告知去學(xué)習(xí)并確

77、定如何和客戶通過電子商務(wù)平臺進行溝通。</p><p>　　英特爾規(guī)劃和后勤部門也被包括在規(guī)劃團隊，他們要幫助IT部門開發(fā)將現(xiàn)有的商務(wù)活動集成到電子商務(wù)系統(tǒng)的解決方案。</p><p>　　IT部門被定位為電子商務(wù)系統(tǒng)的“推動者”，它負責(zé)實施由規(guī)劃和后勤部門提出的解決方案。</p><p>　　3.2英特爾的使命和目標</p><p>　　增