電子商務(wù)概論 10

1?CengageLearning2015電子商務(wù)概論張昕瑞管理學(xué)院上海理工大學(xué)22017-09-193IntroductiontoElectronicCommerce2017-09-264SellingontheWeb12017-10-035國慶假期2017-10-106SellingontheWeb22017-10-177MarketingontheWeb12017-10-248MarketingontheWeb22017-10-319Business-to-BusinessActivities:ImprovingEfficiencyandReducingCosts12017-11-0710Business-to-BusinessActivities:ImprovingEfficiencyandReducingCosts22017-11-1411SocialNetworking,MobileCommerce,andOnlineAuctions2017-11-2112PlanningforElectronicCommerce2017-11-2813CaseStudy2017-12-0514TheEnvironmentofElectronicCommerce:Legal,Ethical,andTaxIssues2017-12-1215ElectronicCommerceSecurity2017-12-1916PaymentSystemsforElectronicCommerce2017-12-2617GroupPresentation2018-01-0218Test課程要求上課要求：課前請(qǐng)假、避免遲到早退隨機(jī)點(diǎn)名三次缺勤，課程無成績課程評(píng)分標(biāo)準(zhǔn)：平時(shí)20%；小組作業(yè)及演講40%；考試40%；其中：小組作業(yè)（內(nèi)容40%、效果40%、PPT或多媒體20%）小組構(gòu)成：4~6人一組DiscussionWhatise-commerce/business?Whate-commerce/businesscompanydoyouknow?

What’sthecorebusinessofthiscompany?Whypeoplechoosetodobusinessonline?What’sthetrendofe-commerce/business?……1-7IntroductiontoElectronicCommerceChapter18?CengageLearning2015LearningObjectivesInthischapter,youwilllearnabout:WhatelectroniccommerceisandhowithasevolvedWhycompaniesconcentrateonrevenuemodelsandtheanalysisofbusinessprocessesinsteadofbusinessmodelswhentheyundertakeelectroniccommerceinitiativesHoweconomicforceshavecreatedabusinessenvironmentthatisfosteringthecontinuedgrowthofelectroniccommerce99LearningObjectives(cont’d.)HowbusinessesusevaluechainsandSWOTanalysistoidentifyelectroniccommerceopportunitiesTheinternationalnatureofelectroniccommerceandthechallengesthatariseinengaginginelectroniccommerceonaglobalscale1010IntroductionLate1990s:fewcompaniesdoingbuyingorsellingonlineAmazon,EBayestablishingfootholds1998:GooglesearchengineestablishedProvidedmorerelevantsearchresultsthanexistingsearchengineWebsitesSellsadvertisingbasedonakeywordbiddingmodelOneofmostsuccessfulonlinecompaniestoday11TheEvolutionofElectronicCommerceElectroniccommercehistoryRapidgrowthfrommid-1990sto2000“Dot-comboom”followedby“dot-combust””2000to2003:overlygloomynewsreports2003:signsofnewlifeSalesandprofitgrowthreturnElectroniccommercegrowingatarapidpaceElectroniccommercebecomespartofgeneraleconomy1212TheEvolutionofElectronicCommerceElectroniccommercehistory(cont’d.)2008generalrecessionElectroniccommercehurtlessthanmostofeconomyFrom2003tothepresentElectroniccommerceexpandedmoreingoodtimesandcontractedlessinbadtimes1313ElectronicCommerceandElectronicBusinessElectroniccommerceShoppingontheWebBusinessestradingwithotherbusinessesInternalcompanyprocessesBroaderterm:electronicbusiness(e-business)IncludesallbusinessactivitiesusingInternettechnologiesInternetandWorldWideWeb(Web)WirelesstransmissionsonmobiletelephonenetworksDot-com(puredot-com)Businessesoperatingonlyonline1414CategoriesofElectronicCommerceBusiness-to-consumer(B2C)ConsumershoppingontheWebBusiness-to-business(B2B):e-procurementTransactionsconductedbetweenWebbusinessesSupplymanagement(procurement)departmentsNegotiatepurchasetransactionswithsuppliersBusinessprocessesUseofInternettechnologieswithinthebusiness1515CategoriesofElectronicCommerce(cont’d.)BusinessactivityTaskperformedbyaworkerinthecourseofdoinghisorherjobMayormaynotberelatedtoatransactionTransactionExchangeofvaluePurchase,sale,orconversionofrawmaterialsintofinishedproductInvolvesatleastonebusinessactivity16CategoriesofElectronicCommerce(cont’d.)BusinessprocessesGroupoflogical,related,sequentialactivitiesandtransactionsWebhelpingpeopleworkmoreeffectivelyTelecommuting(telework)17RelativeSizeofElectronicCommerceElementsRoughapproximationshowninFigure1-1DollarvolumeandnumberoftransactionsB2BmuchgreaterthanB2CNumberoftransactionsSupportingbusinessprocessesgreaterthanB2CandB2Bcombined1819FIGURE1-1Elementsofelectroniccommerce?CengageLearning2015RelativeSizeofElectronicCommerceElements(cont’’d.)Consumer-to-consumer(C2C)IndividualsbuyingandsellingamongthemselvesWebauctionsiteC2CsalesincludedinB2CcategorySelleractsasabusiness(fortransactionpurposes)Business-to-government(B2G)BusinesstransactionswithgovernmentagenciesPayingtaxes,filingrequiredreportsB2GtransactionsincludedinB2Bdiscussions202021FIGURE1-2Electroniccommercecategories?CengageLearning2015TheDevelopmentandGrowthofElectronicCommercePeopleengagingincommerce:AdoptavailabletoolsandtechnologiesInternetChangedwaypeoplebuy,sell,hire,andorganizebusinessactivitiesMorerapidlythananyothertechnologyElectronicFundsTransfers(EFTs)WiretransfersElectronictransmissionsofaccountexchangeinformationUsesprivatecommunicationsnetworks2222TheDevelopmentandGrowthofElectronicCommerce(cont’d.)ElectronicDataInterchange(EDI)Business-to-businesstransmissionofcomputer-readabledatainstandardformatStandardtransmittingformatsbenefitsReduceserrorsAvoidsprintingandmailingcostsEliminatesneedtoreenterdataTradingpartnersBusinessesengaginginEDIwitheachotherEDIpioneers(example:Walmart)improvedpurchasingprocessesandsupplierrelationships2323TheDevelopmentandGrowthofElectronicCommerce(cont’d.)ProblemfacedbyEDIpioneersHighimplementationcostExpensivecomputerhardwareandsoftwareEstablishingdirectnetworkconnectionstotradingpartnersorsubscribingtovalue-addednetwork(VAN)Value-addednetwork(VAN)IndependentfirmofferingEDIconnectionandtransaction-forwardingservicesEDIcontinuestobealargeportionofB2Belectroniccommerce2424TheFirstWaveofElectronicCommerce,1995-20031997to2000Morethan12,000Internetbusinessesbegun2000to2003$200billioninvestedFueledonlinebusinessactivitygrowthrebirth2008to2009recessionGrowthcontinued,butataslowerrate252526FIGURE1-3ActualandestimatedglobalonlinesalesinB2CandB2Bcategories?CengageLearning2015TheSecondWaveofElectronicCommerce,2004-2009ElectroniccommercefirstandsecondwavecharacteristicsRegionalscopeFirstwave:UnitedStatesphenomenonSecondwave:internationalStart-upcapitalFirstwave:easytoobtainSecondwave:companiesusinginternalfundsInternettechnologiesusedFirstwave:slowandinexpensive(especiallyB2C)Secondwave:broadbandconnections2727TheSecondWaveofElectronicCommerce,2004-2009(cont’d.)Firstandsecondwavecharacteristics(cont’d.)Electronicmail(e-mail)useFirstwave:unstructuredcommunicationSecondwave:integralpartofmarketing,customercontactstrategiesRevenuesourceFirstwave:onlineadvertising(failed)Secondwave:Internetadvertising(moresuccessful)2828TheSecondWaveofElectronicCommerce,2004-2009(cont’d.)Firstandsecondwavecharacteristics(cont’d.)DigitalproductsalesFirstwave:fraughtwithdifficulties(musicindustry)Secondwave:supportslegaldistributionontheWebBusinessonlinestrategyFirstwave:first-moveradvantageSecondwave:secondmousegetsthecheeseWeb2.0technologiesUsersparticipateincreatingandmodifyingcontent2929TheThirdWaveofElectronicCommerceFactorsinthethirdwaveEmergenceofmobilecommerceSmartphonetechnologyandtabletcomputershavemadeInternetavailableeverywhereEver-increasingnumberofpeoplehaveaccesstotheInternetCriticalmassofmobileuserswithpowerfuldevicesWidespreadparticipationinsocialnetworkingOftenusedtopromoteorsellgoodsandservices30TheThirdWaveofElectronicCommerce(cont’d.)Factors(cont’d.)SmallerbusinessesusingInternetforsales,purchasing,andraisingcapitalCrowdsourcingAnalysisoflargeamountsofcollectedcustomerdataBigdataDataanalyticsTrackingtechnologiesintegratedintoB2BelectroniccommerceRFIDdevicesBiometrictechnologies3132FIGURE1-4Keycharacteristicsofthefirstthreewavesofelectroniccommerce?CengageLearning2015BusinessModels,RevenueModels,andBusinessProcessesBusinessmodelSetofprocessescombinedtoachievecompanygoal(typicallyprofit)ElectroniccommercefirstwaveInvestorssoughtInternet-drivenbusinessmodelsExpectationsofrapidsalesgrowth,marketdominanceSuccessful“dot-com”businessmodelswereemulatedMichaelPorterarguedbusinessmodelsdidnotexist3333BusinessModels,RevenueModels,andBusinessProcesses(cont’d.)Insteadofcopyingmodel,examinebusinesselementsStreamline,enhance,andreplacewithInternettechnologydrivenprocessesRevenuemodelusedtodaySpecificcollectionofbusinessprocessesIdentifycustomersMarkettothosecustomersGeneratesalesClassifyrevenue-generatingactivitiesforcommunicationandanalysispurposes3434FocusonSpecificBusinessProcessesExamplesofbusinessprocessesPurchasingrawmaterialsorgoodsforresaleConvertingmaterialsandlaborintofinishedgoodsManagingtransportationandlogisticsHiringandtrainingemployeesManagingbusinessfinancesIdentifyprocessesbenefitingfrome-commercetechnologyInternettechnologiesasameanstofacilitatebusinessprocesses3535RoleofMerchandisingMerchandisingCombinationofstoredesign,layout,andproductdisplayknowledgeSalespeopleskillsIdentifycustomerneedsFindproductsorservicesmeetingneedsMerchandisingandpersonalsellingDifficulttopracticeremotelyWebsitesuccessTransfermerchandisingskillstotheWebEasierforsomeproductsthanothers3636Product/ProcessSuitabilitytoElectronicCommerceEvaluatingadvantages/disadvantagesofelectroniccommerceSuitabilityisdependentonavailabletechnologies’currentstateChangeasnewe-commercetoolsemerge37Discussion:whyAmazonbeganwithsellingbooks?38FIGURE1-5Businessprocesssuitabilitytotypeofcommerce?CengageLearning2015Product/ProcessSuitabilitytoElectronicCommerce(cont’d.)Commodityitem:well-suitedtoe-commercesellingProductorservicehardtodistinguishfromsameproductsorservicesprovidedbyothersellersFeatures:standardizedandwellknownPrice:distinguishingfactorConsiderproduct’sshippingprofileCollectionofattributesaffectinghoweasilythatproductcanbepackagedanddeliveredHighvalue-to-weightratioisdesirable3939Product/ProcessSuitabilitytoElectronicCommerce(cont’d.)Easier-to-sellproductshave:StrongbrandreputationAppealtosmallbutgeographicallydiversegroupsTraditionalcommercebetterfor:ProductsrelyingonpersonalsellingskillsTransactionsinvolvinglargeamountsofmoneyCombinationofelectronicandtraditionalcommercestrategiesbestwhen:Businessprocessincludesbothcommodityandpersonalinspectionaspects4040ElectronicCommerce:Opportunities,CautionsandConcernsBusinessesneedtoexercisecautioninweighingrisksandbenefitsofonlinebusinessAstechnologiesadvance:Morebusinessesmaybenefitfromelectroniccommerce4141OpportunitiesforElectronicCommerceElectroniccommercecanhelpincreaseprofitsIncreasessalesDecreasesbusinesscostsVirtualcommunityGatheringofpeopleonlineusingWeb2.0technologies42OpportunitiesforElectronicCommerce(cont’d.)E-commercebuyeropportunitiesIncreasespurchasingopportunitiesIdentifyingnewsuppliersandbusinesspartnersEfficientlyobtainingcompetitivebidinformationEasiertonegotiatepriceanddeliverytermsIncreasesspeed,informationexchangeaccuracyWiderrangeofchoicesavailable24hoursadayImmediateaccesstoprospectivepurchaseinformation43OpportunitiesforElectronicCommerce(cont’d.)BenefitsextendtogeneralsocietyLowercoststoissueandsecure:ElectronicpaymentsoftaxrefundsPublicretirementWelfaresupportProvidesfastertransmissionProvidesfraud,theftlossprotectionElectronicpaymentseasiertoauditandmonitorTelecommutingreducestraffic,pollutionProductsandservicesavailableinremoteareas4444ElectronicCommerce:CurrentBarriersPoorchoicesforelectroniccommercePerishablefoodsandhigh-cost,uniqueitemsFourbarriersNeedforcriticalmassofcustomerswithappropriatetechnologyUnpredictabilityincostsandrevenuesInsufficienttoolsforhardwareandsoftwareintegrationCulturalandlegalbarriers4545EconomicForcesandElectronicCommerceEconomicsStudyhowpeopleallocatescarceresourcesMarketsPotentialsellerscomeintocontactwithbuyersMediumofexchangeavailable(currencyorbarter)Organizationhierarchy(flatormanylevels)TransactioncostsMotivationformovingeconomicactivitytohierarchicallystructuredfirms4646TransactionCostsTotalcostsabuyerandsellerincurWhilegatheringinformationandnegotiatingpurchase-and-saletransactionCostsinclude:BrokeragefeesandsalescommissionsCostofinformationsearchandacquisitionSweaterdealerexample(Figure1-6)474748FIGURE1-6Marketformofeconomicorganization?CengageLearning2015MarketsandHierarchiesCoase’’sanalysisofhightransactioncostsHierarchicalorganizationsreplacemarket-negotiatedtransactionsSupervisionandworker-monitoringelementsVerticalintegrationsweaterexample(Figure1-7)OliverWilliamson(extendedCoase’sanalysis)Complexmanufacturing,assemblyoperationsHierarchicallyorganized,verticallyintegratedManufacturinginnovationsincreasedmonitoringactivities’efficiencyandeffectiveness494950FIGURE1-7Hierarchicalformofeconomicorganization?CengageLearning2015MarketsandHierarchies(cont’d.)Strategicbusinessunit(businessunit)PartofacompanylargeenoughtomanageitselfSmallenoughtoquicklyrespondtobusinessenvironmentchangesExceptiontohierarchytrendCommodities51UsingElectronicCommercetoReduceTransactionCostsElectroniccommercecan:ImproveflowofinformationIncreasecoordinationofactionsChangeattractivenessofverticalintegrationExample:employmenttransactionTelecommutingreduceoreliminatetransactioncosts5252NetworkEconomicStructuresNeithermarketnorhierarchyStrategicalliances(strategicpartnerships)Coordinatestrategies,resources,skillsetsFormlong-term,stablerelationshipswithothercompaniesandindividualsBasedonsharedpurposesStrategicpartnersCometogetherforspecificprojectoractivityFormmanyintercompanyteamsUndertakevarietyofongoingactivities535354FIGURE1-8Networkformofeconomicorganization?CengageLearning2015NetworkEconomicStructures(cont’d.)NetworkorganizationsWellsuitedtoinformation-intensivetechnologyindustriesElectroniccommercemakesnetworkseasiertoconstructandmaintainManuelCastellspredictseconomicnetworkswillbecometheorganizingstructureforallsocialinteractions5555NetworkEffectsLawofdiminishingreturnsActivitiesyieldlessvalueasconsumptionamountincreasesExample:hamburgerconsumptionNetworkeffectExceptiontolawofdiminishingreturnsAsmorepeopleororganizationsparticipateinnetwork,thevaluetoeachparticipantincreasesExamples:Landlinephones,e-mail5656IdentifyingElectronicCommerceOpportunitiesFocusonspecificbusinessprocessesBreakbusinessdownSeriesofvalue-addingactivitiesthatcombinetomeetfirm’’sgoalsBusinessactivitiesconductedbyfirmsofallsizesFirmMultiplebusinessunitsownedbyacommonsetofshareholdersIndustryMultiplefirmssellingsimilarproductstosimilarcustomers5757DiscussionWhatnewbusinesshavebeensetupinrecent5years?Trytofindanexampleofsuccess/fail,andwhy(success/fail)?58StrategicBusinessUnitValueChainsValuechainOrganizingstrategicbusinessunitactivitiestodesign,produce,promote,market,deliver,andsupporttheproductsorservicesMichaelPorterincludessupportingactivitiesHumanresourcemanagementandpurchasingStrategicbusinessunitprimaryactivitiesIdentifycustomers,design,purchasematerialsandsupplies,manufactureproductorcreateservice,marketandsell,deliver,provideafter-saleserviceandsupport59StrategicBusinessUnitValueChains(cont’’d.)Importanceofprimaryactivitiesdependson:ProductorserviceCustomersCentralcorporateorganizationsupportactivitiesFinanceandadministrationHumanresourceTechnologydevelopment6061FIGURE1-9Valuechainforastrategicbusinessunit?CengageLearning2015IndustryValueChainsExaminewherestrategicbusinessunitfitswithinindustryPorter’’svaluesystemDescribeslargeractivitiesstreamintowhichparticularbusinessunit’svaluechainisembeddedIndustryvaluechainreferstovaluesystemsAwarenessofbusinessesvaluechainactivitiesAllowsidentificationofnewopportunitiesUsefulwaytothinkaboutgeneralbusinessstrategy6263FIGURE1-10Industryvaluechainforastrategicbusinessunit?CengageLearning2015SWOTAnalysis:EvaluatingBusinessUnitOpportunitiesDefineSWOT(strengths,weaknesses,opportunities,andthreats)FirstlookintobusinessunitIdentifystrengthsandweaknessesThenreviewoperatingenvironmentIdentifyopportunitiesandthreatspresentedTakeadvantageofopportunitiesBuildonstrengthsAvoidthreatsCompensateforweaknesses6465FIGURE1-11SWOTanalysisquestions?CengageLearning201566FIGURE1-12ResultsofDell’’sSWOTanalysis?CengageLearning2015InternationalNatureofElectronicCommerceInternetconnectscomputersworldwideWhencompaniesuseWebtoimprovebusinessprocess:TheyautomaticallyoperateinglobalenvironmentThirdwaveRapidlyincreasingproportionoutsideUSChina,India,andBrazilhaveseenenormousrecentgrowth6768FIGURE1-13ProportionofonlineB2Csalesbygeographicregion,2013?CengageLearning2015InternationalNatureofElectronicCommerce(cont’d.)KeyinternationalcommerceissuesTrustCultureLanguageGovernmentInfrastructure69TrustIssuesontheWebImportanttoestablishtrustingrelationshipswithcustomersCompaniescanrelyonestablishedbrandnamesDifficultforonlinebusinessesAnonymityexistsinWebpresenceBankingexample:browsingsite’’spagesDifficulttodeterminebanksizeorhowwellestablishedBusinessmustovercomedistrustinWeb““strangers”70LanguageIssuesBusinessmustadapttolocalcultures“Thinkglobally,actlocally””ProvidelocallanguageversionsofWebsiteCustomersmorelikelytobuyfromsitesinownlanguage25-55percentofInternetcontentinEnglishHalfofcurrentInternetusersdonotreadEnglishBy2015:70%ofe-commercetransactionswillinvolveatleastonepartyoutsideoftheUnitedStatesLanguagesmayrequiremultipletranslationsSeparatedialects71LanguageIssues(cont’d.)Largesitetranslationmaybecost-prohibitiveCertainpagesmaybetranslatedHomepageshouldbetranslatedintoallsupportedlanguagesAllfirst-levellinkstohomepageHighprioritypagestotranslateMarketing,productinformation,establishingbrandUsetranslationservicesandsoftwareHumantranslation:keymarketingmessagesSoftware:routinetransactionprocessingfunctions72CulturalIssuesImportantelementofbusinesstrustAnticipatinghowtheotherpartytoatransactionwillactinspecificcircumstancesCultureCombinationoflanguageandcustomsVariesacrossnationalboundaries,regionswithinnationsCulturalissueexamplesVirtualVineyards(nowW)packagingG