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電子商業

维基百科，自由的百科全书

这是本页的一个历史版本，由Alfeewusy（留言 | 贡献）在2007年1月12日 (五) 08:23 （Translation template added）编辑。这可能和当前版本存在着巨大的差异。

电子商务(英文简写为EC, e-commerce 或者 ecommerce)。 從总体上来看，电子商务是指对整个商业活动实现电子化。从狭义上讲EC (Electronic Commerce) 是指在互联网(Internet)、企业内部网(Intranet)和增值网(VAN，Value Added Network)上以电子交易方式进行交易活动和相关服务活动，是传统商业活动各环节的电子化、网络化。从广义上讲是指应用计算机与网络技术与现代信息化通信技术，按照 一定标准，利用电子化工具来实现包括电子交易在内的商业交换和行政作业的商贸活动的全过程。电子商务包括电子货币交换、供应链管理、电子交易市场、网络营销、在线事务处理、电子数据交换（EDI）、存货管理和自动数据收集系统。在此过程中，利用到的信息技术包括：互联网、外联网、电子邮件、数据库、电子目录和移动电话。



发展历史

在过去的30年间，电子商务的概念发生了很大的变化. 最初，电子商务意味着利用电子化的手段，将商业买卖活动简化，通常使用的技术包括电子数据交换（EDI）和电子货币转帐，这些技术均是在20世纪70年代末期开始应用。典型的应用是将采购订单和发票之类的商业文档通过电子数据的方式发送出去。

电子商务中的“电子”指的是采用的技术和系统，而“商务”指的是传统的商业模式。电子商务被定义为一整套通过网络支持商业活动的过程。在70年代和80年代，信息分析技术进入电子商务。80年代，随着信用卡、自动柜员机和电话银行的逐渐被接受和应用，这些也成为电子商务的组成部分。进入90年代，企业资源计划（ERP）、数据挖掘和数据仓库也成为电子商务的一个部分。

在“.COM”时代，电子商务增加了新的组成部分——“网络商务”，客户在数据加密传输技术支持下，利用网上商店的虚拟购物车和信用卡等电子货币支付形式，通过互联网完成商品和服务的采购。

如今，电子商务的涵盖十分广泛的商业行为，从电子银行到信息化的物流管理。电子商务的增长促进了支持系统的发展和进步， 包括后台支持系统、应用系统和中间件，例如宽带和光纤网络、供应链管理模块、原料规划模块、客户关系管理模块、存货控制模块和会计核算/企业财务模块。

当互联网在1994进入公众的视线时，很多记者和学者预测电子商务将很快成为主要的商业应用模式。然而，安全协议（例如HTTPS）用了四年的时间才发展的足够成熟并获得大范围的应用。接下来，在1998年和2000年之间，大量的美国和西欧公司开发了许多不成熟的网站。

虽然大量的“纯电子商务”公司在2000年和2001年的“.COM”衰退期消失了，还是有很多传统的“水泥加砖块”的零售企业认识到这些“.COM”公司揭示了潜在的有价值的市场空间，开始将电子商务的功能增加到网站上。例如，在在线食品销售公司Webvan倒闭后，两家传统的连锁超级市场Albertsons和Safeway都开始了附属的电子商务功能，消费者可以直接在线订购食品。

电子商务的成功因素

技术和组织方面

在很多案例中，一个电子商务公司存活下来，不仅仅是基于自身的产品，而且还拥有一个有能力的管理团队、良好的售前服务、组织良好的商业结构、网络基础和一个安全的，设计良好的网站，这些因素包括：

  1. 足够的市场研究和分析。电子商务需要有可行的商业计划并遵守供需的基本原理。在电子商务领域的失败往往和其他商业领域的一样，缺乏对商业基本原则的领会。
  2. 一支出色的被信息技术策略武装起来的管理团队。一个公司的信息战略需要成为商业流程重组的一个部分。
  3. 为客户提供一个方便而且安全的方式进行交易。信用卡是最互联网上普遍的支付手段，大约90%的在线支付均使用信用卡的方式完成。在过去，加密的信用卡号码信息通过独立的第三方支付网关在顾客和商户之间传递，现在大部分小企业何个体企业还是如此。如今大部分规模稍大的公司直接在网站上通过和商业银行和信用卡公司之间的协议处理信用卡交易。
  4. 提供高可靠性和安全性的交易。例如利用并行计算、硬件冗余、失败处理、信息加密和网络防火墙技术来达到这个需求。
  5. 提供360度视角的客户关系，即确保无论是公司的雇员、供应商还是伙伴均可以获得对客户完整和一致的视角，而不是被选择或者过滤得信息。因为，客户不会对在权威主义（老大哥）监视的感觉有好的评价。
  6. 构建一个商业模型。如果在2000年的教科书上有这么一段，很多“.com”公司可能不会破产。
  7. 设计一个电子商务价值链，关注在数量有限的核心竞争力上，而不是一个一站购齐的解决方案。如果合适的编制程序，网络商店可以在专业或者通用的特性中获得其中一个。
  8. 运作最前沿或者尽可能的接近最前沿的技术，并且在紧紧跟随技术的变化。（但是需要记住，商业的基本规则和技术的基本规则有很大的区别，不要同样在商业模式上赶时髦）
  9. 建立一个足够敏感和敏捷的组织，及时应对在经济、社会和环境上发生的任何变化。
  10. 提供一个有足够吸引力的网站。有品味的使用颜色、图片、动画、照片、字体和足够的留白空间可以达到这一目标。
  11. 流畅的商业流程，可以通过流程再造和信息技术来获得。
  12. 提供能完全理解商品和服务的信息，不仅仅包括全部产品信息还有可靠的顾问建议和挑选建议。

自然，电子商务供应商业需要履行普世的原则，例如保证提供的商品的质量和可用性、物流的可靠性，并且及时有效的处理客户的投诉。在网络环境下，有一个独一无二的特点，客户可以获得远多于传统的“砖块+水泥”地商业环境下关于商家的信息。

Customer-Oriented

A successful e-commerce organization must also provide an enjoyable and rewarding experience to its customers. Many factors go into making this possible. Such factors include:

  1. Providing value to customers. Vendors can achieve this by offering a product or product-line that attracts potential customers at a competitive price, as in non-electronic commerce.
  2. Providing service and performance. Offering a responsive, user-friendly purchasing experience, just like a flesh-and-blood retailer, may go some way to achieving these goals.
  3. Providing an incentive for customers to buy and to return. Sales promotions to this end can involve coupons, special offers, and discounts. Cross-linked websites and advertising affiliate programs can also help.
  4. Providing personal attention. Personalized web sites, purchase suggestions, and personalized special offers may go some of the way to substituting for the face-to-face human interaction found at a traditional point of sale.
  5. Providing a sense of community. Chat rooms, discussion boards, soliciting customer input and loyalty programs (sometimes called affinity programs) can help in this respect.
  6. Owning the customer's total experience. E-tailers foster this by treating any contacts with a customer as part of a total experience, an experience that becomes synonymous with the brand.
  7. Letting customers help themselves. Provision of a self-serve site, easy to use without assistance, can help in this respect. This implies that all product information is available, cross-sell information, advise for product alternatives, and supplies & accessory selectors.
  8. Helping customers do their job of consuming. E-tailers and online shopping directories can provide such help through ample comparative information and good search facilities. Provision of component information and safety-and-health comments may assist e-tailers to define the customers' job.

Problems

Even if a provider of E-commerce goods and services rigorously follows these "key factors" to devise an exemplary e-commerce strategy, problems can still arise. Sources of such problems include:

  1. Failure to understand customers, why they buy and how they buy. Even a product with a sound value proposition can fail if producers and retailers do not understand customer habits, expectations, and motivations. E-commerce could potentially mitigate this potential problem with proactive and focused marketing research, just as traditional retailers may do.
  2. Failure to consider the competitive situation. One may have the will to construct a viable book e-tailing business model, but lack the capability to compete with Amazon.com.
  3. Inability to predict environmental reaction. What will competitors do? Will they introduce competitive brands or competitive web sites? Will they supplement their service offerings? Will they try to sabotage a competitor's site? Will price wars break out? What will the government do? Research into competitors, industries and markets may mitigate some consequences here, just as in non-electronic commerce.
  4. Over-estimation of resource competence. Can staff, hardware, software, and processes handle the proposed strategy? Have e-tailers failed to develop employee and management skills? These issues may call for thorough resource planning and employee training.
  5. Failure to coordinate. If existing reporting and control relationships do not suffice, one can move towards a flat, accountable, and flexible organizational structure, which may or may not aid coordination.
  6. Failure to obtain senior management commitment. This often results in a failure to gain sufficient corporate resources to accomplish a task. It may help to get top management involved right from the start.
  7. Failure to obtain employee commitment. If planners do not explain their strategy well to employees, or fail to give employees the whole picture, then training and setting up incentives for workers to embrace the strategy may assist.
  8. Under-estimation of time requirements. Setting up an e-commerce venture can take considerable time and money, and failure to understand the timing and sequencing of tasks can lead to significant cost overruns. Basic project planning, critical path, critical chain, or PERT analysis may mitigate such failings. Profitability may have to wait for the achievement of market share.
  9. Failure to follow a plan. Poor follow-through after the initial planning, and insufficient tracking of progress against a plan can result in problems. One may mitigate such problems with standard tools: benchmarking, milestones, variance tracking, and penalties and rewards for variances.
  10. Becoming the victim of organized crime. Many syndicates have caught on to the potential of the Internet as a new revenue stream. Two main methods are as follows: (1) Using identity theft techniques like phishing to order expensive goods and bill them to some innocent person, then liquidating the goods for quick cash; (2) Extortion by using a network of compromised "zombie" computers to engage in distributed denial of service attacks against the target Web site until it starts paying protection money.

Product suitability

Certain products/services appear more suitable for online sales; others remain more suitable for offline sales.

Many successful purely virtual companies deal with digital products, including information storage, retrieval, and modification, music, movies, office supplies, education, communication, software, photography, and financial transactions. Examples of this type of company include:Google, eBay and Paypal.

Virtual marketers can sell some non-digital products and services successfully. Such products generally have a high value-to-weight ratio, they may involve embarrassing purchases, they may typically go to people in remote locations, and they may have shut-ins as their typical purchasers. Items which can fit through a standard letterbox - such as music CDs, DVDs and books - are particularly suitable for a virtual marketer, and indeed Amazon.com, one of the few enduring dot-com companies, has historically concentrated on this field.

Products such as spare parts, both for consumer items like washing machines and for industrial equipment like centrifugal pumps, also seem good candidates for selling online. Retailers often need to order spare parts specially, since they typically do not stock them at consumer outlets -- in such cases, e-commerce solutions in spares do not compete with retail stores, only with other ordering systems. A factor for success in this niche can consist of providing customers with exact, reliable information about which part number their particular version of a product needs, for example by providing parts lists keyed by serial number.

Purchases of pornography and of other sex-related products and services fulfill the requirements of both virtuality (or if non-virtual, generally high-value) and potential embarrassment; unsurprisingly, provision of such services has become the most profitable segment of e-commerce.

Products unsuitable for e-commerce include products that have a low value-to-weight ratio, products that have a smell, taste, or touch component, products that need trial fittings - most notably clothing - and products where colour integrity appears important. Nonetheless, Tesco.com has had success delivering groceries in the UK, albeit that many of its goods are of a generic quality, and clothing sold through the internet is big business in the U.S.

Acceptance

Consumers have accepted the e-commerce business model less readily than its proponents originally expected. Even in product categories suitable for e-commerce, electronic shopping has developed only slowly. Several reasons might account for the slow uptake, including:

  • Concerns about security. Many people will not use credit cards over the Internet due to concerns about theft and credit card fraud.
  • Lack of instant gratification with most e-purchases (non-digital purchases). Much of a consumer's reward for purchasing a product lies in the instant gratification of using and displaying that product. This reward does not exist when one's purchase does not arrive for days or weeks.
  • The problem of access to web commerce, particularly for poor households and for developing countries. Low penetration rates of Internet access in some sectors greatly reduces the potential for e-commerce.
  • The social aspect of shopping. Some people enjoy talking to sales staff, to other shoppers, or to their cohorts: this social reward side of retail therapy does not exist to the same extent in online shopping.
  • Poorly designed, bug-infested eCommerce web sites that frustrate online shoppers and drive them away.
  • Inconsistent return policies among e-tailers or difficulties in exchange/return.


Suppliers offering services to electronic commerce practitioners

Financial

Software

References

Wikibooks

zh:电子商务

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