外文翻譯---構(gòu)建中小型企業(yè)電子商務

1、<p><b>　　外文原文一</b></p><p>　　Building an e-business foundation for a small-to-medium business</p><p>　　作者：Christopher L Merrill.</p><p><b>　　國籍：USA</b>&l

2、t;/p><p>　　出處：http://www.endoc.net/PDFweb/Fe8a9936457238bdcb6ce2008b728c5</p><p><b>　　0p.htm</b></p><p><b>　　原文正文：</b></p><p><b>　　Abstract:&

3、lt;/b></p><p>　　As the 21st century has came,the modern net an telecommunication technologies based on the Internet has been uesd widely in many areas.The eonomic globalization and infromation have became

4、 the most obvious features and tends of the new century.We human beings would enter a new age which is based on advanced Internet economy,which is the trend of society development.Economic Internet`s birth shows the life

5、 of Internet based virtual market.This is a new,powerful,fast-growing and digital market.Und</p><p>　　相關(guān)理論；Different scholars define electronic commerce in different way. Marilyn Greentein and Todd M. Feinma

6、n define electronic commerce as: The use of electronic transmission mediums (telecommunications) to engage in the exchange, including buying and selling, of products and services requiring transportation, either physical

7、ly or digitally, from location to location. They think electronic commerce is different from electronic business in that the former is restricting, however, and does not full</p><p>　　Kalakota and Whinston

8、(1997) define EC from these perspectives:</p><p>　　From a communications perspective, EC is the delivery of information, products/ services, or payments over telephone lines, computer networks, or any other

9、electronic means.</p><p>　　From a business process perspective, EC is the application of technology toward the automation of business transactions and work flow.</p><p>　　From a service perspect

10、ive, EC is a tool that addresses the desire of firms, consumers, and management to cut service costs while improving the quality of goods and increasing the speed of service delivery.</p><p>　　From an onli

11、ne perspective, EC provides the capability of buying and selling products and information on the Internet and other online services.</p><p>　　Lou Gerstner, IBM's CEO: "E-business is all about cycle

12、 time, speed, globalization, enhanced productivity, reaching new customers and sharing knowledge across institutions for competitive advantage.”</p><p>　　Li Qi, a professor and expert in this field, define

13、s EC from the perspective of productive force. He thinks there should be two definitions. The broader definition is that electronic commerce is the use of electronic tools in commercial activities. These electronic too

14、ls range from telegram, telephone of early times to Nil, Gil and INTERNET of modern times. The commercial activities here refer to all lawful activities of demand and consumption except for typical production process. Th

15、e narrowe</p><p>　　EDI is a subset of electronic commerce. A primary difference between the two is that electronic commerce encompasses a broader commerce environment than EDI. Traditional EDI systems allow

16、 pre-established trading partners to electronically exchange business data. The vast majority of traditional EDI systems are centered around the purchasing function. These EDI systems are generally costly to implement.

17、The high entry cost precluded many small and mid-sized businesses from engaging in EDI. Elec</p><p>　　Classification of the EC Field by the Nature of the Transactions</p><p>　　A common classific

18、ation of EC is by the nature of transaction. The following types are distinguished :</p><p>　　Business-to- business (B2B). Most of EC today is of this type. It includes the IOS transactions and electronic m

19、arket transactions between organizations. </p><p>　　Business-to-consumer (B2C). These are retailing transactions with individual shop-pers. The typical shopper at Amazon, com is a consumer ,or customer.</

20、p><p>　　Consumer-to-consumer (C2C). In this category consumer sells directly to consumers. Ex-amples are individuals selling in classified ads (e. g., www. classified 2000 . com ) and selling residential proper

21、ty ,cars, and so on . Advertising personal services on the Inter-net and selling the knowledge and expertise is another example of C2C. Several auction sites allow individuals to put items up for auctions finally, many i

22、ndividuals are using in-tranets and other organizational internal networks to </p><p>　　Consumer-to-business (C2B). This category includes individuals who sell products or services to organizations, as well

23、as individuals who seek sellers, interact with them , and conclude a transaction .</p><p>　　Nonbusiness EC. An increased number of nonbusiness institutions such as academic institutions, not-for-profit organ

24、izations, religious organizations, social organizations, and government agencies are using various types of EC to reduce their expenses (e. g., improve purchasing) or to improve their operations and customer service.<

25、/p><p>　　Intrabusiness (organizational)EC. In this category we include all internal organiza-tional activities, usually performed on intranets, which involve exchange of goods serv-ices, or information. Activit

26、ies can range from selling corporate products to employees to online training and cost-reduction activities.</p><p>　　Note that what we described as IOS is a part of B2B. Electronic markets, on the other han

27、d, can be associated either with B2B or with B2C.</p><p>　　Introduction and overview</p><p>　　This article explains how a solution provider can help a small or medium business become an e-busine

28、ss. A fictional company serves as a case study of extending a simple Web presence to enable commerce, real-time collaboration, and partner exchange for small and medium businesses. The solution features products from the

29、 IBM® Express Portfolio.</p><p>　　Introduction</p><p>　　No business, big or small, can ignore the Web these days. The decision to become an e-business can result from any number of challeng

30、es, including the need to adopt new technologies imposed by large customers who drive the company's business. In increasing numbers, small- and medium- sized companies find that they must meet the IT requirements of

31、the bigger companies they supply, or lose business to competitors who have evolved into e-businesses. For example, some large retail firms (sometimes r</p><p>　　Regardless of the driving force, small and med

32、ium businesses must become e-businesses to remain competitive in spite of a unique set of technical challenges and demands. To meet these challenges, these businesses often look to solution providers and business partner

33、s to assist in the transformation. This, in turn, creates many market opportunities for service providers and business partners as more businesses join the ranks in the march toward acquiring e-business capability.</p

34、><p>　　This article is for solution developers of small-to-medium businesses, who could be in-house IT shops, services providers or business partners. It explains what you as a solution provider can do to help

35、a small or medium business meet its goal of becoming an e-business. </p><p>　　Our IBM Software Group System House eExchange team has developed a solution based on this scenario. Based on our market research,

36、 we've defined a hypothetical company called the Swish Swash Windshield Wiper Company. Using our services as a solution provider, we'll show how this company can establish an Internet presence and progressively e

37、xtend its reach in the marketplace to serve its customers more effectively. </p><p>　　This article and subsequent articles in this series illustrate how IBM products and solutions, in particular the IBM Expr

38、ess Portfolio of products, can help you create and evolve such a solution. Each subsequent article in this series will expand on the concepts discussed in this introduction to explain how you can enable a small or medium

39、 company for e-business.</p><p>　　Small-to-medium business description</p><p>　　What are the characteristics of a small-to-medium business? We define a mid-market, small-to-medium business as a

40、company with fewer than 1,000 employees. The typical company has been in business for 17 years and has between six and ten branch offices. It is located in a suburban office park and uses local solution providers to buil

41、d and maintain its IT solutions.</p><p>　　The number of IT staff for any business scales with the size of the company. On average, companies between 100 and 249 employees dedicate five staff members to IT-re

42、lated projects. This number sometimes exceeds 20 in companies between 500 and 999 employees.</p><p>　　Business values</p><p>　　Compared to large enterprises, a smaller business may have a limite

43、d budget for building adaptive, information technology infrastructures. With fewer resources, it needs tools and solutions that work out of the box, with minimal additional services.</p><p>　　The most import

44、ant business objectives are reducing operating costs, improving process efficiency, and demonstrating quick return on investment. Solution development, customization, and deployment must be rapid, lowering the cost of se

45、rvices. Ease of installation and upgrade are important too, and unwanted features must be avoided to keep cost and complexity in check. The time required to implement such a solution should be measured in weeks and days,

46、 not months. At the same time, the solution n</p><p>　　To help smaller companies attain these goals, solution providers look for features that enable easy installation and administration of their solutions.

47、Products must be self-diagnosing and self-correcting in response to user, environmental, and internal errors. They must also provide simple upgrade paths for increasing functions and migrating to new releases. All of the

48、se attributes reduce the training, technical expertise, and time commitments required of the end users in the SMB.</p><p>　　Business context</p><p>　　For this article, we've chosen a fiction

49、al automobile windshield wiper company as a case study. Our company, the Swish Swash Windshield Wiper Company, is a medium-sized business with seven branch offices and 800 employees, including 19 IT staff members. Swish

50、Swash has been in business for 15 years, selling products through mail-order catalog and at retail locations through a network of resellers who are business partners. Customers can obtain product information from the com

51、pany's printed catal</p><p>　　Several staff members maintain or interact with the IT system: </p><p>　　An office manager, who administers information systems </p><p>　　A busines

52、s analyst, who maintains product information and monitors business results </p><p>　　An order clerk, who enters customers' orders </p><p>　　A customer support representative, who takes telep

53、hone calls and responds to customers' questions and concerns </p><p>　　Figure 1 illustrates the interaction between the roles in the broader business context.</p><p>　　Figure 1. Business con

54、text diagram</p><p>　　The Swish Swash Windshield Wiper Company wants to extend its business, enabling customers to browse catalogs and order online, while still maintaining a high level of customer service a

55、nd interaction. At the same time, it want to connect with its suppliers and resellers electronically, integrating its back-end processes and sharing data with these business partners. Once this is accomplished, it wants

56、to continually improve its site and capabilities to provide the best user experience for both c</p><p>　　Solution overview</p><p>　　An infrastructure is the foundation of a business or organizat

57、ion, serving as the framework for internal and external communication, processes, and transactions. The infrastructure's architecture determines how functional and extensible the system will be in meeting future requ

58、irements. Using a solid system infrastructure ensures a trusted, high-performance solution.</p><p>　　Small business infrastructures must provide reliable, efficient communications with business partners, sup

59、pliers, and customers. They must also guarantee performance for critical, internal applications. Figure 2 represents the scenario topology for our e-business infrastructure. See Implementing the solution for definitions

60、of each component.</p><p>　　Figure 2. Solution topology</p><p>　　You can benefit from a solution based on this topology if your business: </p><p>　　Wants to extend its catalog prese

61、nce to the Web </p><p>　　Needs a scalable, highly available, secure environment for e-business </p><p>　　Needs to integrate existing and new applications </p><p>　　Wants to advertis

62、e retail products and information on the Web </p><p>　　Needs innovation in electronic communication to facilitate faster response times and lower costs </p><p>　　The scenario has four stages: &l

63、t;/p><p>　　Web presence </p><p><b>　　Commerce </b></p><p>　　Live chat </p><p>　　Business-to-business partner </p><p>　　In the first stage of the s

64、cenario, Web presence, we build the infrastructure for e-business. We assume the business has a limited Web presence or needs to make its existing presence dynamic to attract more customers. This stage lets customers eas

65、ily find information about the business and contact it through a postal address, e-mail address, or telephone number. The infrastructure provides a strong, secure, reliable foundation on the path to becoming an e-busines

66、s. It supports key industry stand</p><p>　　In the second stage, commerce, we add e-commerce capability to the existing Web site, providing the buying experience expected by online customers. Customers can br

67、owse a catalog and view detailed product information, use a personalized, virtual shopping cart, and pay for purchases electronically. This stage provides a secure, reliable platform for conducting e-commerce, supports i

68、ndustry standards, and seamlessly integrates with existing back-end systems like inventory databases.</p><p>　　In stage three, live chat, we extend the e-business with human interaction to give it more respo

69、nsive, personal contact with its customers. When a customer has a question about a product or about how to complete a purchase, they can simply communicate with a customer support agent through an applet. Agents can imme

70、diately contact internal product experts or accounting personnel and give quick answers to customers. This instant messaging fulfills stringent security and availability requirements, </p><p>　　Smaller busin

71、esses can also benefit by electronically connecting to suppliers and resellers. In stage four, business-to-business partner, we implement business process integration and data sharing among trading partners. This stage h

72、elps reduce integration costs and enables faster deployment of new processes and services. It assures reliable message delivery and provides heterogeneous, any-to-any connectivity through a standard API.</p><p

73、>　　Implementing the solution</p><p>　　Each stage in the solution requires a sequence of development activities to implement the Swish Swash solution. These development activities are described in this sec

74、tion. </p><p>　　Web presence</p><p>　　To enable the e-business Web site, we: </p><p>　　Define and create a database used by the Web site to serve dynamically rendered content and gr

75、aphics. </p><p>　　Develop graphics such as page banners, business logos, buttons, animations or other special effects. </p><p>　　Develop page content such as company, product, news, contact, and

76、 employment information. </p><p>　　Develop the Web site by combining static text, graphics, and navigation and rendering dynamic content served from the database. </p><p>　　Test and deploy the s

77、ite. </p><p><b>　　Commerce</b></p><p>　　To extend the Web site to support on-line transactions, we: </p><p>　　Create the page layout and shopping flow based on a store s

78、ample. </p><p>　　Create the catalog structure and add product information, including name, category, stock keeping unit (SKU) number, and image. </p><p>　　Create a user directory for customer da

79、ta and authentication. </p><p>　　Configure the store for offline payments. The company processes payments through POS devices. </p><p>　　Publish the store so that it can be viewed using a browse

80、r. </p><p>　　Test and deploy the store. </p><p><b>　　Live chat</b></p><p>　　To provide live chat capability and integrate real-time communication into the Web site, we:

81、</p><p>　　Modify the existing Web pages to add a feature (button, link, or "awareness" applet) that lets a customer request help from a customer service representative. </p><p>　　Add a

82、 real-time collaboration server to the existing infrastructure. </p><p>　　Test and deploy the collaboration application. </p><p>　　Business-to-business partner</p><p>　　To create a

83、business-to-business gateway between the company and its resellers, and implement the required protocols, we: </p><p>　　Install and configure the gateway. </p><p>　　Establish business partner pr

84、ofiles. </p><p>　　Set up document exchange protocols and security protocols. </p><p>　　Optionally set up an audit log for viewing and tracking documents. </p><p>　　Integrate existin

85、g applications to submit and receive catalogs and purchase orders via the gateway. </p><p>　　Test and deploy the business-to-business gateway. </p><p>　　We assume that the IT staff at Swish Swas

86、h Windshield Wiper is small in number, has no Java platform knowledge, and therefore hires a solution provider to build the company Web site. Our solution provider team performs the steps listed above and involves the IT

87、 staff at Swish Swash Windshield Wiper in deploying the solution to a production system and managing the deployed solution.</p><p>　　The Swish Swash Windshield Wiper Company's existing IT infrastructure

88、includes an intranet, e-mail, and Internet access for conducting company business. It uses packaged applications for HR management, order fulfillment, and inventory. The sales organization developed a simple database to

89、maintain customer information.</p><p>　　The solution includes components described in the following table. Refer to "Solution overview" for a diagram that shows relationships between these componen

90、ts.</p><p>　　Implementing with IBM Express products</p><p>　　With the generic solution architecture now defined, our next step maps IBM products onto the architecture. </p><p>　　Fig

91、ure 3. Product map</p><p>　　The components shown in the solution topology map to the IBM products listed in the following table.</p><p>　　For Web site development we use IBM WebSphere Studio Sit

92、e Developer, Version 5.1 and for the repository we use Concurrent Versions System (CVS), Version 1.11.6. CVS is an open-source version control system.</p><p>　　A typical development platform could be Microso

93、ft Windows- or Linux-based, with the CVS shared code repository residing on Linux. The physical topology integrates the solution components in a three-tier Windows environment, using three IBM eServer xSeries 220 systems

94、 to host the Web server, application server, and database server components. The entire solution is subsequently deployed to one IBM eServer iSeries 825 system.</p><p>　　Future articles in this series will c

95、over aspects of the various phases in more detail. Some topics include: </p><p>　　Separating static and dynamic content using tiles and frames to build the Web site </p><p>　　Using rapid applica

96、tion development to build an online catalog</p><p>　　Creating dynamic Web content using IBM SQL JSP tags </p><p>　　Adding tiles to the WebSphere Commerce sample store. (The Tiles framework makes

97、 it possible to separate Web page layout from the content, but all pages must be served from your application server.) </p><p>　　Customizing a store with WebSphere Commerce Express </p><p>　　Pop

98、ulating catalog data from CSV files </p><p>　　Automating application server configuration using the WebSphere Administrative Console and JACL scripts </p><p>　　Building a deployable installation

99、 package. </p><p>　　Conclusion</p><p>　　Small- and medium-sized companies have pressing business needs that can be addressed with an affordable, integrated, and extensible IT infrastructure. The

100、 IBM Express products provide an on-ramp for smaller business customers, solution providers, and ISVs to build robust infrastructures and solutions to meet the competitive demands of the mid-market. The IBM Express Portf