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電子商業

維基百科，自由的百科全書

這是本頁的一個歷史版本，由Alfeewusy（對話 | 貢獻）在2007年1月12日 (五) 08:23 （Translation template added）編輯。這可能和目前版本存在着巨大的差異。

電子商務(英文簡寫為EC, e-commerce 或者 ecommerce)。 從總體上來看，電子商務是指對整個商業活動實現電子化。從狹義上講EC (Electronic Commerce) 是指在互聯網(Internet)、企業內部網(Intranet)和增值網(VAN，Value Added Network)上以電子交易方式進行交易活動和相關服務活動，是傳統商業活動各環節的電子化、網絡化。從廣義上講是指應用計算機與網絡技術與現代信息化通信技術，按照 一定標準，利用電子化工具來實現包括電子交易在內的商業交換和行政作業的商貿活動的全過程。電子商務包括電子貨幣交換、供應鏈管理、電子交易市場、網絡營銷、在線事務處理、電子數據交換（EDI）、存貨管理和自動數據收集系統。在此過程中，利用到的信息技術包括：互聯網、外聯網、電子郵件、數據庫、電子目錄和流動電話。



發展歷史

在過去的30年間，電子商務的概念發生了很大的變化. 最初，電子商務意味着利用電子化的手段，將商業買賣活動簡化，通常使用的技術包括電子數據交換（EDI）和電子貨幣轉帳，這些技術均是在20世紀70年代末期開始應用。典型的應用是將採購訂單和發票之類的商業文檔通過電子數據的方式發送出去。

電子商務中的「電子」指的是採用的技術和系統，而「商務」指的是傳統的商業模式。電子商務被定義為一整套通過網絡支持商業活動的過程。在70年代和80年代，信息分析技術進入電子商務。80年代，隨着信用卡、自動櫃員機和電話銀行的逐漸被接受和應用，這些也成為電子商務的組成部分。進入90年代，企業資源計劃（ERP）、數據挖掘和數據倉庫也成為電子商務的一個部分。

在「.COM」時代，電子商務增加了新的組成部分——「網絡商務」，客戶在數據加密傳輸技術支持下，利用網上商店的虛擬購物車和信用卡等電子貨幣支付形式，通過互聯網完成商品和服務的採購。

如今，電子商務的涵蓋十分廣泛的商業行為，從電子銀行到信息化的物流管理。電子商務的增長促進了支持系統的發展和進步， 包括後台支持系統、應用系統和中間件，例如寬帶和光纖網絡、供應鏈管理模塊、原料規劃模塊、客戶關係管理模塊、存貨控制模塊和會計核算/企業財務模塊。

當互聯網在1994進入公眾的視線時，很多記者和學者預測電子商務將很快成為主要的商業應用模式。然而，安全協議（例如HTTPS）用了四年的時間才發展的足夠成熟並獲得大範圍的應用。接下來，在1998年和2000年之間，大量的美國和西歐公司開發了許多不成熟的網站。

雖然大量的「純電子商務」公司在2000年和2001年的「.COM」衰退期消失了，還是有很多傳統的「水泥加磚塊」的零售企業認識到這些「.COM」公司揭示了潛在的有價值的市場空間，開始將電子商務的功能增加到網站上。例如，在在線食品銷售公司Webvan倒閉後，兩家傳統的連鎖超級市場Albertsons和Safeway都開始了附屬的電子商務功能，消費者可以直接在線訂購食品。

電子商務的成功因素

技術和組織方面

在很多案例中，一個電子商務公司存活下來，不僅僅是基於自身的產品，而且還擁有一個有能力的管理團隊、良好的售前服務、組織良好的商業結構、網絡基礎和一個安全的，設計良好的網站，這些因素包括：

  1. 足夠的市場研究和分析。電子商務需要有可行的商業計劃並遵守供需的基本原理。在電子商務領域的失敗往往和其他商業領域的一樣，缺乏對商業基本原則的領會。
  2. 一支出色的被信息技術策略武裝起來的管理團隊。一個公司的信息戰略需要成為商業流程重組的一個部分。
  3. 為客戶提供一個方便而且安全的方式進行交易。信用卡是最互聯網上普遍的支付手段，大約90%的在線支付均使用信用卡的方式完成。在過去，加密的信用卡號碼信息通過獨立的第三方支付網關在顧客和商戶之間傳遞，現在大部分小企業何個體企業還是如此。如今大部分規模稍大的公司直接在網站上通過和商業銀行和信用卡公司之間的協議處理信用卡交易。
  4. 提供高可靠性和安全性的交易。例如利用並行計算、硬件冗餘、失敗處理、信息加密和網絡防火牆技術來達到這個需求。
  5. 提供360度視角的客戶關係，即確保無論是公司的僱員、供應商還是夥伴均可以獲得對客戶完整和一致的視角，而不是被選擇或者過濾得信息。因為，客戶不會對在權威主義（老大哥）監視的感覺有好的評價。
  6. 構建一個商業模型。如果在2000年的教科書上有這麼一段，很多「.com」公司可能不會破產。
  7. 設計一個電子商務價值鏈，關注在數量有限的核心競爭力上，而不是一個一站購齊的解決方案。如果合適的編製程序，網絡商店可以在專業或者通用的特性中獲得其中一個。
  8. 運作最前沿或者儘可能的接近最前沿的技術，並且在緊緊跟隨技術的變化。（但是需要記住，商業的基本規則和技術的基本規則有很大的區別，不要同樣在商業模式上趕時髦）
  9. 建立一個足夠敏感和敏捷的組織，及時應對在經濟、社會和環境上發生的任何變化。
  10. 提供一個有足夠吸引力的網站。有品味的使用顏色、圖片、動畫、照片、字體和足夠的留白空間可以達到這一目標。
  11. 流暢的商業流程，可以通過流程再造和信息技術來獲得。
  12. 提供能完全理解商品和服務的信息，不僅僅包括全部產品信息還有可靠的顧問建議和挑選建議。

自然，電子商務供應商業需要履行普世的原則，例如保證提供的商品的質量和可用性、物流的可靠性，並且及時有效的處理客戶的投訴。在網絡環境下，有一個獨一無二的特點，客戶可以獲得遠多於傳統的「磚塊+水泥」地商業環境下關於商家的信息。

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

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References

Wikibooks

zh:電子商務

取自 "https://zh.wikipedia.org/zhwiki/w/index.php?title=電子商業&oldid=3308616"