电子商务外文翻译文献

The Strategic Challenges of E-commerce

Introduction

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. The arrival of information technology (computers and telecommunications) has raised the prospect of radical change to this traditional 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 CommerceNet) 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 "Commercial Services on the Net," and there were 54,800 entries in the "Companies" directory of the Yahoo Guide to WWW

(Yahoo, 1996), with the total 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 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 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 cheque clearance.

Collectively and individually, these areas will contribute to major changes in the way a company conducts its business. Enix have coined the term Workware 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 organisational 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 organisations are still sceptical 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 organisations 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.

Inevitably a few savvy organizations in each sector will utilise

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 curr ently 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 defence and academic computer network although most communities are still not 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 utilising customer information (Peters and Fletcher, 1995).

Furthermore, advances in information technology have fundamentally altered the channels through which companies and customers maintain

their relationships. The capacity to obtain and apply customer information within processes has become a key strategic issue. This often places the company in the position of requiring sensitive personal information from customers.

Gummesson (1987, 1994, 1995) views marketing as a set of relationships, networks and interactions and lists 30Rs (relationships) in contrast to McCarthy’s (1981) 4Ps (Product, Price, Place & Promotion). Gummesson highlights the fact that the electronic relationship is not discussed in the marketing literature even though it is practised widely by many businesses. He links relationship marketing to the imaginary (similar to a virtual or network) organisation. He argues that by increasingly applying IT, more relationships are established. They create a new type of bond to customers and between employees.

The electronic relationship extends beyond the bounds of the organisation 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 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 (particularly using an electronic channel) requires a clear understanding and recognition of 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 that 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 that 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 customer 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.

Hoffman and Novak (1996) assert that the Web heralds an evolution

in marketing concepts. In order for marketing efforts to succeed in this new medium, a new business paradigm is required in which the marketing function is reconstructed to facilitate electronic commerce in the emerging electronic society underlying the Web.

The "many or any" communication model of the Web (in fact many instances 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 suggests that the large proportion of Web users would rather rely on an intermediary (community operator) to sift and select information on their behalf. Web sites not endorsed will require knowledge 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 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 occurs 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?

There is no reason why similar trust relationships cannot be established in electronically mediated discussions. If anything, it becomes easier for an individual (or group of individuals) to seek retribution on those that break the rules within an electronic community. Evidence of this can be found in the tendency to attack those that try

to advertise on academic discussion groups (mail bombs) and community policing against pornographers in the Netherlands.

Marketeers must reconstruct their advertising models for the interactive, consumer controlled 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 earned through trust. The instantaneous nature of the Internet makes this more

difficult.

Communicating Across The Value Chain

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, electrical appliance and consumer electronics manufacturer that used France Telecom’s Telnet sy stem 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 commercial 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 transactions, 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 driving to a regional warehouse. Once the system was implemented, they used the Telnet based "just-in-time" stocking practice for replacement parts.

Moving to a centralised warehouse reduced the need for replicated inventories and extra personnel around the country, creating substantial savings. Moreover, service engineers were further bound-in following the introduction of a revenue producing, expert system-based, training application. Technicians connected to the expert system which asked a series of questions designed to diagnose the fault and indicate the repairs needed.

电子商务的发展【外文翻译】

外文翻译 原文 The development of e-commerce Material Source:The Economist, 2003 Author:Laudon, K.C When the technology bubble burst in 2000, the crazy valuations for online companies vanished with it, and many businesses folded. The survivors plugged on as best they could, encouraged by the growing number of internet users. Now valuations are rising again and some of the dot-cons are making real profits, but the business world has become much more cautious about the internet’s potential. The funny thing is that the wild predictions made at the height of the boom—namely, that vast chunks of the world economy would move into cyberspace—are, in one way or another, coming true. The raw numbers tell only part of the story. According to America’s Departme nt of Commerce, online retail sales in the world’s biggest market last year rose by 26%, to $55 billion. That sounds a lot of money, but it amounts to only 1.6% of total retail sales. The vast majority of people still buy most things in the good old “brick s-and-mortar” world. But the commerce department’s figures deal with only part of the retail industry. For instance, they exclude online travel services, one of the most successful and fastest-growing sectors of e-commerce. InterActiveCorp (IAC), the owner of https://www.wendangku.net/doc/b011924452.html, and https://www.wendangku.net/doc/b011924452.html,, alone sold $10 billion-worth of travel last year—and it has plenty of competition, not least from airlines, hotels and car-rental companies, all of which increasingly sell online. Nor do the figures take in things like financial services, ticket-sales agencies, pornography (a $2 billion business in America last year, according to Adult Video News, a trade magazine), online dating and a host of other activities, from tracing ancestors to gambling (worth perhaps $6 billion worldwide). They also leave out purchases in grey markets, such as the online pharmacies that are thought to be responsible for a good proportion of the $700m that Americans spent last year on buying cut-price prescription drugs from across the border in Canada. And there is more. The commerce department’s figures include the fees earned

零售企业营销策略中英文对照外文翻译文献

零售企业营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)

译文： 零售企业的营销策略 Philip Kotlor 今天的零售商为了招徕和挽留顾客，急欲寻找新的营销策略。过去，他们挽留顾客的方法是销售特别的或独特的花色品种，提供比竞争对手更多更好的服务提供商店信用卡是顾客能赊购商品。可是，现在这一切都已变得面目全非了。现在，诸如卡尔文·克连，依佐和李维等全国性品牌，不仅在大多数百货公司及其专营店可以看到，并且也可以在大型综合商场和折扣商店可以买到。全国性品牌的生产商为全力扩大销售量，它们将贴有品牌的商品到处销售。结果是零售商店的面貌越来越相似。 在服务项目上的分工差异在逐渐缩小。许多百货公司削减了服务项目，而许多折扣商店却增加了服务项目。顾客变成了精明的采购员，对价格更加敏感。他们看不出有什么道理要为相同的品牌付出更多的钱，特别是当服务的差别不大或微不足道时。由于银行信用卡越来越被所有的商家接受，他们觉得不必从每个商店赊购商品。 百货商店面对着日益增加的价格的折扣店和专业商店的竞争，准备东山再起。历史上居于市中心的许多商店在郊区购物中心开设分店，那里有宽敞的停车场，购买者来自人口增长较快并且有较高收入的地区。其他一些则对其商店形式进行改变，有些则试用邮购盒电话订货的方法。超级市场面对的是超级商店的竞争，它们开始扩大店面，经营大量的品种繁多的商品和提高设备等级，超级市场还增加了它们的促销预算，大量转向私人品牌，从而增加盈利。 现在，我们讨论零售商在目标市场、产品品种和采办、服务以及商店气氛、定价、促销和销售地点等方面的营销策略。 一、目标市场 零售商最重要的决策时确定目标市场。当确定目标市场并且勾勒出轮廓时，零售商才能对产品分配、商店装饰、广告词和广告媒体、价格水平等作出一致的决定。如沃尔玛的目标市场相当明确：

电子商务企业文化中英文对照外文翻译文献

中英文对照外文翻译文 电子商务时代企业文化的再造 随着网络时代电子商务大规模发展，电子商务企业文化随之产生，它在一个企业在产生的一种新的价值观，使企业内部资源得到从新整合，在为企业带来降低交易成本，提高效率，缩短生产周期等诸多好处的同时，也对已有的企业文化发起了挑战。电子商务的兴起是一场由技术手段飞速发展而引发的商业运作模式的变革，传统经济活动的生存基础、运作方式和管理机制均发生了彻底改变，传统的企业文化也面临着巨大的冲击。 一、企业文化对企业价值的贡献 文化现象是一个国家和民族文明的主要见证。广义的文化，包括知识、信仰、艺术、道德、法律、习俗和任何人作为一名社会成员而获得的能力和习惯在内的复杂整体。作为“亚文化”的企业文化，对企业的生存与发展亦起着举足轻重的作用。企业文化是商品经济和市场经济的产物，符合市场经济的客观规律，体现企业的竞争实务、竞争精神和整体形象。所谓企业文化就是企业的经营管理哲学，企业面对所处的社会和商业环境，在长期的生产经营活动中，形成全体员工所接受和认同信守的、为争取事业成功的一套非正式规则。它表明企业奉行何种管理哲学，以及企业通过管理要达到一个什么样的目标。是经济管理的重要内容之一。企业文化意味着一个公司的价值观，而这些价值观成为公司员工活动和行为的规范。 企业文化的本源问题是如何增加企业利润，降低企业的成本和费用。它的要义就是怎么使企业能够有效的整合资源，以达到对外部的适应性，使公司在竞争中生存，进而实现持续发展。企业文化建设为企业开展文化管理指出一个明确的方向。企业文化建设的根本目的是建设能够对外竞争环境具有高度适应性，并能根据环境变换做出迅速反应的行为方式能力，这种能力其实就是企业所拥有的根据外部竞争的环境需要而对内部资源进行整合运用的能力。企业文化建设应促进这一能力系统的形成，并维持好这一能力系统。中国的许多企业例如海尔、联想等企业成功的秘诀之一就是发展了一整套公司理念、经营哲学，形成了自己独特的企业文化。 1、企业文化体现企业的形象和精神。树立良好的企业形象，需要企业文化的支撑。现

市场营销策略论文中英文资料对照外文翻译

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文献出处：Guzzo T, D’Andrea A, Ferri F, et al. Evolution of Marketing Strategies: From Internet Marketing to M-Marketing[C]//On the Move to Meaningful Internet Systems: OTM 2012 Workshops. Springer Berlin Heidelberg, 2012: 627-636. 原文 Evolution of Marketing Strategies:From Internet Marketing to M-Marketing Tiziana Guzzo, Alessia D’Andrea, Fernando Ferri, and Patrizia Grifoni 1 Introduction Marketing is “the process which creates, communicates, delivers the value to the consumers, and maintains the relationship with consumers. It generates the strategy that underlies sales techniques, business communication, and business developments. It is “an integrated process through which companies build strong consumers relationships and create value for their consumers and for themselves” Marketing strategies have a long history and mainly interested economists and sociologists. The wide use of Internet, pervasiveness of social networks and the evolution of mobile devise are implying a wider involvement of interdisciplinary competences enlarging the interest toward ICT competences. This paper is to describe the evolution of marketing strategies from the advent of the Web (Internet Marketing) - through the advent of Social Networks (Marketing 2.0) - to the evolution of Mobile Social Networks (M-marketing). In particular, the paper analyses the use that Italian people make of mobile devices and the user perception and acceptance of M-marketing.

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标。关键词：电子商务;跨境贸易;电子文档管理;国际供应链跨境电商外文文献综述 1.简介电子商务是关于在互联网或其他网络电子系统购买和销售产品或服务。术语B2B，描述了企业间的电子商务交易，如制造商和批发商，或批发商和零售商之间。的研究目标是上两个不同国家贸易商之间的通信。今天的世界贸易组织的主要目标之一是建立区域单一窗口，可以提高世界各地的贸易便利化。建立区域单一窗口需要跨境海关，可以有效地交换贸易文件。因此，首先，简化跨境贸易文件的关键在于朝着国家单一窗口移动。然后，区域单一窗口可以授权国家之间的通信。电子商务模型是基于三个主要逻辑层的研究。这三个层消息传输层，业务处理层和内容层。的局部模型是一种能够自动交换读取文件的过程。通过与东亚和中东国家的建立区域单一窗口可以在将来得到改善的更多的互操作性，从而建立伊朗国家单一窗口

在的第二部分讨论引进国际供应链中的跨境B2B模式所需的基本概念和标准。第三部分介绍在大的模型中引入的组件功能和范围。第四部分讨论了B2B交易层模型的定位，最后结束。 2.背景在本节中，除了了解B2B电子商务在伊朗的情况，还有参考模型的背景等概念以及讨论B2B电子商务跨境模式的本土化。B2B电子商务在伊朗如今伊朗在贸易进程的变现是一个关键的贸易成功点。伊朗和许多其他国家接壤，它的进口和出口过程可以通过公路，铁路，海上和空中的方式来完成。因此，这个国家的中部和战略作用，使得它在亚洲和中东地区货物运输的主要贸易点。今天，在伊朗海关几乎所有的贸易过程通过纸质表格完成，商务部提供的电子服务仅限于谁该国境内交易的商人。今天，伊朗海关几乎所有的贸易流程都是通过纸质表格来完成的，商务部给出的电子服务只限于该国的商人。介绍了模型试图简化在伊朗交易的跨境电