电子商务与企业战略的研究外文翻译资料

 2023-01-12 11:51:43

电子商务与企业战略的研究

Kuo-chung Chang, Joyce Jackson , 美国 南卡罗来纳州大学Varun Grover , 克莱姆森大学

摘要：尽管最近基于互联网的业务近期处于低迷状态，电子商务达到的交易额却是在以令人吃惊的速度增加。C2B应用模式下，消费者网购金额几乎每年都翻一番，预计在2004年前，网上交易总金额将达100亿美元。预计2003年前，B2B应用模式下的交易额将达到1.3万亿美元。计算机和通信技术的飞跃发展促使企业迎来巨大的机遇。企业的机遇。越来越多的传统公司看到了电子商务的前景，并认为可以为企业带来巨大的效益。本研究提出电子商务的作用体现在企业在电子商务方面的重要战略，强大的电子商务市场将会使企业取得更大的成功。通过分析福琼地区500家公司CEO给股东的信中的内容，去评估电子商务和企业市场定位的重要性。研究结果表明，电子商务必须作为企业战略决策的一部分去实行，而不是当做企业中的一个现有的部门。

关键词：电子商务；战略导向；市场导向；企业性能；首席执行官致股东的信；客户导向竞争者导向；内容分析；

1介绍

电子商务的出现根本性地改变了企业的经营方式。这些变化正在改变每一个企业都获得财富和创造股东价值的方式。强大的计算和通信技术使电子商务允许组织精简业务流程的无数，提高客户服务和提供数字产品和服务。这种转变的基础营销基础是现在的驱动力是吸引许多组织拥抱电子商务。然而，当他们学习时，组织必须谨慎行事，为电子商务的道路充满了失败的措施。通过分析纳斯达克指数，以科技股为主的股价几乎以自由落体式的下跌方式跌了70%，比2000年3月10日的纪录还要高。尽管经济增长放缓是可能，有一件事是很明确的；大多数互联网“纯粹的发挥”不可能只经营电子商务组织通过擅长找到可持续的盈利能力技术，信息管理，和消费者行为。同样，公司认为电子商务作为一种独立的附属物到他们的业务将不可能成功的这些努力。因此，企业必须清楚地认识到他们的电子商务活动作为其战略目标的一个组成部分，这是我们的论点。此外，我们建议仔细评估他们的公司客户和竞争对手的基地，为战略思维的一部分，将收获更多效益。

在形成企业战略来应对环境变化的挑战的过程中，规范性思维要求公司应分析其行业的力量和价值链活动以找出它创新。此外，还应该考察资产，资源，和能力的员工和识别这些机制所赋予的独特优势的竞争对手。选择适当的策略可以导致性能优越。在电子商务的情况下，企业实施这些举措应该认真分析外部力量，企业内部的资源和核心竞争力。这个过程的结果应通过企业战略和电子商务之间的紧密集成的反射。本研究结果及其关系与公司绩效。具体而言，本研究在何种程度上成功的大型公司采用电子商务的姿势是集成他们与企业战略。因此，我们研究了定性部分公司的年度报告：首席执行官的信给股东，进行内容分析。这封信提出了一个独特的观测点的研究，兴趣在研究企业战略和持有的最高管理者的战略的方法确定潜在的创新。贝特曼和位资认为首席执行官的那封信，这是报告的一个标准化的组件，提供了相当多的组织目标的数据堪比访谈。普费弗认识到首席执行官的信是一种“组织目标”的数据源，并号召加大研究使用的年度报告的数据。

本研究采用首席执行官的信作为分析内容来解决以下问题：

1.电子商务在企业战略中的重要性体现企业绩效改进方面吗？

2.一个关于电子商务的公司战略定位会对公司本身产生影响吗？

2背景和命题

2.1电子商务的重要性

电子商务的出现已经形成了一种新兴的市场。然而,电子商务改变所包含的内容的定义到现存的研究已经提到了这个术语“电子商务市场”要么从系统导向或市场构建视角。布克思辩称,它是电子市场体系,创造一个空间,在买家和卖家趋同。马龙、苏达权等管它叫做一个相应的治理机制。扎沃斯提出的架构和52%的上述方面包含了一个电子商务网站两个组成部分的结构。相关的电子商务,在这一框架内,作为基础设施,使得电子商务的兴起。在最高水平的影响,造成的问题是电子商务经营治理机制。支持电子商务市场和电子阶层可以发现在底部的水平。介于两者之间的这些层中,有应用层提供增值活动,对信息共享、商务交易,并建立联系。因此,电子商务不仅包括买卖商品,而且各工序在各组织。我们定义电子商务在使用计算机和通信技术在从事大量活动上上下下地增值链,在组织内外。它被广泛地认为,如电子商务相关的电子数据交换(EDI),电子转账、电子通讯、共享企业数字图书馆等都能提高组织效率和有效性。在利益的角度下,电子商务应用效率可以产生内部效率的变化和外部协调通过组织间的整合过程内部的或者。甚至,在电子商务的兴起,尤其是互联网,公司从事电子商务使用电子数据交换(EDI)来改进他们的运作效率。今天,互联网的电子数据交换(EDI)可以进一步整合,提高组织的运作效率。雷根思和曼合派得瑞使用克莱斯勒为例,表明了所提供的电子整合总效益都是有形的和具有很重要的意义。 电子商务技术有效的好处体现在使用延伸的信息交流网络创造组织的价值观。由于这种关系和响应率,以显示该系统,电子商务能够增加一个组织的能力去感知和应对市场需求,由市场信息收集和传播在整个组织。有了这些信息,该组织能准确地评估或刺激市场需求和寻找新的市场。做出正确的决定会反过来有一个战略影响的关系,可以改变的企业,其企业竞争对手和顾客。
虽然电子商务应用带来好处,但是采用电子商务还不能确保竞争优势,因为这是一开放给竞争者的技术。不像是来自经济影响,直接的,而是通过投资创造的价值由它资产的互动互补资产”与“公司。研究人员,26日和30日提议的能力,调动的IT资源会同其他资源以卓越的性能是至关重要的。因此,企业看到电子商务结合其战略定位的可能性更大,达到杠杆互补资产的效率和有效性的好处。换句话说,不能认识电子商务作为企业战略的一部分,更可能会导致在孤立的措施或反应的竞争压力,并不太可能杠杆的全套的组织资源。
为此,我们提出:命题1.有一个正面的关系的理解,一个公司的重要性体现在电子商务作为企业战略和坚定的表现。


2.2 市场定位

市场定位集中于组织级的产生和传播,并及时回应,客户智力。斯莱特扩大这建立理论化的市场定位打破到它的三个部分:客户导向、竞争对手信息定位、功能协调。他们认为市场的概念并不局限于消费者,而应该包括一个竞争者导向。换句话说,一个市场为主的公司将收集,派遣及迅速回应或是两客户的需求和竞争对手的行动。功能协调,实际上是一个函数的智能生成,传播和反应。本研究采用了斯莱特的概念,但注重顾客和竞争对手的取向。他们互相争论,以市场为导向的公司将不断的取得、知识和传播过程中,市场、产品、技术和商业信息。因此,第三行为组件是一个部分的中央本质的头两个。
以客户为导向的反映公司的理解为目标的买家会一直为他们创造更高的价值。作为德什潘德等人的定义。客户定位是“一套信念，把客户的利益第一”，强调客户价值评价及客户喜好的积累，企业可以建立顾客的喜好，知识库。作为一个难以被竞争对手模仿的无形资产，客户知识提高进入壁垒，形成了企业的战略优势。利用建立的客户知识，企业可以避免竞争的定价也提供不同的价格根据客户自己的需求曲线；这最终会导致更高的平均价格
竞争对手定位可以被定义为有能力，识别，分析，应对竞争对手的行动。这强调了在竞争和做出的产品，与竞争对手的能力。竞争驱动型企业看成本密切，快速匹配竞争对手的营销举措，寻找可持续的边缘技术。这样的公司密切关注市场份额和合同赢得或失去，检测竞争地位的变化。以前的研究预测的市场定位和性能之间的积极关系。这是假设企业，了解他们的市场和行为上的信息是很好的竞争优势。虽然一些研究表明市场导向与绩效之间的关系可能取决于行业特点，客户特征，或绩效测量的类型，主张市场驱动的企业将超越他们的竞争对手的普遍支持。
电子商务中特别重要的是一个公司的市场定位。市场导向型的企业在电子商务恩加静会更倾向于获得的效率和有效性的好处。此外，许多电子商务技术特别适合支持市场定位提供了一个敏感的和互动的媒介组织能够获得和响应的深入知识相对于竞争对手和客户档案。例如，客户信息可用于预测或评估客户需求；本公司可以定制自己的产品，以满足他们的客户个性化需求。也进行了检测，这可以成为竞争对手的举措，因此，了解竞争对手的市场概况。
此外，通过利用电子商务技术，企业可以降低交易成本，实现大规模定制的可能性，战略柔性，使企业能够为客户提供个性化的产品，同时保持大规模生产的经济优势。这些利益提供一个强大的位置优势，它可以用更低的成本提供价值多样化的产品。
外文文献出处：Information amp; Management 2023 (2002) 1–13

附外文文献原文
Abstract

Despite the recent downturn in Internet-based business, the dollar value of
electronic commerce (EC) transactions is increasing at an astounding rate. In consumer-tobusiness applications,the amount of money spent by online shoppers is nearly
doubling every year and is expected to approach US$ 100 billion by 2004 while
business to business sales is expected to reach US$ 1.3 trillion by 2003. These
opportunities, powered by the evolving computing and communication technologies, enable companies to gain tremendous operational efficiencies, personalization, and information based products and services. More and more conventional brick and
mortar firms see e-commerce initiatives as offering strategic opportunities to
transcend their normal operations. This study proposes that e-commerce initiatives
are important strategic initiatives and that firms with a stronger EC market orientation will be more successful. Content analysis of CEOrsquo;s letter to shareholders of 145 Fortune 500 firms was conducted to evaluate the importance of EC and strategic orientation. The results provide support to the studyrsquo;s propositions and indicate that EC must be pursued carefully as a strategic initiative rather than as an appendage to an existing organization. Author.

Keywords: E-commerce; Strategic orientation; Market orientation; Corporate
performance; CEO letter to shareholders; Customer orientation; Competitor orientation; Content analysis

1. Introduction
The emergence of e-commerce is creating fundamental changes to the way
that business is conducted. These changes are altering the way in which every
enterprise acquires wealth and creates shareholder value. The myriad of powerful
computing and communications technology enabling e-commerce allow organizations
to streamline their business processes, enhance customer service and offer digital products and services. This shift in underlying marketing fundamentals is now the driving force that is luring many

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E-commerce and corporate strategy: an executive perspective
Kuo-chung Chang a , Joyce Jackson a , Varun Grover b

a Management Science Department, The Darla Moore School of Business, University of South Carolina,Columbia, SC 29212, USA

b Department of Management, 101 Sirrine Hall, Clemson University, Clemson, SC 29634, USA

Received 7 August 2001; received in revised form 5 May 2002; accepted 16 September 2002

外文文献出处：Information amp; Management 2023 (2002) 1–13

附外文文献原文
Abstract

Despite the recent downturn in Internet-based business, the dollar value of
electronic commerce (EC) transactions is increasing at an astounding rate. In consumer-tobusiness applications,the amount of money spent by online shoppers is nearly
doubling every year and is expected to approach US$ 100 billion by 2004 while
business to business sales is expected to reach US$ 1.3 trillion by 2003. These
opportunities, powered by the evolving computing and communication technologies, enable companies to gain tremendous operational efficiencies, personalization, and information based products and services. More and more conventional brick and
mortar firms see e-commerce initiatives as offering strategic opportunities to
transcend their normal operations. This study proposes that e-commerce initiatives
are important strategic initiatives and that firms with a stronger EC market orientation will be more successful. Content analysis of CEOrsquo;s letter to shareholders of 145 Fortune 500 firms was conducted to evaluate the importance of EC and strategic orientation. The results provide support to the studyrsquo;s propositions and indicate that EC must be pursued carefully as a strategic initiative rather than as an appendage to an existing organization. Author.

Keywords: E-commerce; Strategic orientation; Market orientation; Corporate
performance; CEO letter to shareholders; Customer orientation; Competitor orientation; Content analysis

1. Introduction
The emergence of e-commerce is creating fundamental changes to the way
that business is conducted. These changes are altering the way in which every
enterprise acquires wealth and creates shareholder value. The myriad of powerful
computing and communications technology enabling e-commerce allow organizations
to streamline their business processes, enhance customer service and offer digital products and services. This shift in underlying marketing fundamentals is now the driving force that is luring many organizations to embrace e-commerce. However, as they are learning,organizations must proceed with caution, as the road to e-commerce is littered with failed initiatives. A plunge in the share prices of dot com companies sent the tech-heavy NASDAQ index into almost free fall; down over 70% of the record
high of 10 March 2000. Though an economic slowdown was apparently likely, one thing was painfully clear; most Internet “pure plays” could not find sustainable profitability by operating only as e-commerce organizations simply by excelling in the
management of technology, information, and the consumer behavior. Similarly, established companies that viewed e-commerce as a stand-alone appendage to their business would be less likely to succeed in these efforts. Therefore, it is our contention that firms must clearly recognize their e-commerce initiatives as an integral part of their strategic objectives. In addition, we propose that firms that carefully evaluate their customer and competitor base, as a part of strategic thinking, will reap more

benefits.

In the process of forming a corporate strategy to respond to the challenges of environmental change, normative thinking requires that a firm should analyze its industry forces and value-chain activities in order to identify opportunities for IT

innovation. Furthermore, it should examine assets, resources, and competency of the staff and identify those mechanisms that confer a distinctive advantage over their

rivals. Choice of appropriate strategy could then lead to superior performance. In the case of e-commerce, firms implementing such initiatives should carefully analyze external forces, internal resources and their core competencies. The

outcome of this process should be reflected through a tight integration between corporate strategy and e-commerce. This study focuses on this outcome and its relationship
with corporate performance. Specifically, the study investigated the extent to which large successful companies adopted an e-commerce posture that was integrated
with their corporate strategy. Thus, we examined the qualitative portion of the
companyrsquo;s Annual Report: the CEOrsquo;s Letter to the Shareholder, using content
analysis. This letter presents a unique observation point for the researcher
interested in examining corporate strategy and holds potential for determining the innovative methods of the top managerrsquo;s strategy [19]. Bettman and Weitz [6] argue that the CEOrsquo;s letter, which is a standardized component of the report, provides comparable and more objective data on an organization than would interviews. Pfeffer [39], recognizing the utility of the CEOrsquo;s letter as a source of “objective” data on organizations, has called for increased research use of annual report data.
The study uses the CEOrsquo;s letter as input to address the following questions:
1. Is the importance of e-commerce to corporate strategy reflected in improved
corporate performance?
2. Does a firmrsquo;s strategic orientation with respect to e-commerce have an impact
on its performance?

2. Background and propositions
2.1. The perceived importance of e-commerce
The emergence of E-commerce has created a novel mar

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