外文翻译---电子商务发展的竞争优势：一个案例研究

中文 3636字 毕业论文（设计） 外文翻译 外文原文 E-business development for competitive advantages: a case study Dien D. Phan* Department of Business Computer Information Systems, St. Cloud State University, St. Cloud, MN 56301, USA Received 5 July 2001; received in revised form 4 March 2002; accepted 20 July 2002 Abstract Electronic business (e-business) today plays a major role in the worlds economy. Forester Research estimated that, by 2003, the value of e-commerce of US and Europe will reach US$ 3 trillion. As the e-marketplace becomes more lucrative, it attracts new entrants and created turmoil in the market. There have been many spectacular successes and many failures. This paper presents a study of e-business competitive advantage strategies using the success at Intel. After the initial deployment of its e-business pilot system in July 1998, Intel ramped US$ 1 billion sales on e-business each month for the rest of the year. Intel became the fifth most profitable company in the US in the year 2000, up from the rank of eighth in 1999. Despite the rapid decline in stock values of many Internet related companies and the recession, Intel is still successful. By the end of 2001, Intel was the seventh largest market capitalization company in the US. # 2002 Elsevier Science B.V. All rights reserved. Keywords: E-business; E-commerce; B2B; Supply chain; Value chain; Competitive advantage; Strategy; Extranet 1. Introduction E-business has received much attention from entrepreneurs, executives, investors, and industry observers recently. As information technologies (IT) develop, novel ways of business process redesign (BPR) emerged, creating turmoil in the industry. Organizations today frequently integrate Internet technology to redesign processes in ways that strengthen their competitive advantages. Success breeds imitation and invites more entries. The rapid expansion of e-commerce values in the past few years convinced many people that a new economy has emerged. Chairman of Microsoft, Bill Gates, frequently expressed his fear that Microsoft is about 2 years away from failure, that somewhere out there is a formidable competitor, unborn and unknown, who will use better business models to put companies like Microsoft into obsolescence. And the most successful new business models are probably those that can integrate Internet technology to all activities of the enterprise-wide value chain. 2. E-business concepts, strategies, and frameworks Based on various types of trading partners, there are many categories of e-business, for example: Business to Business (B2B), Business to Consumer (B2C), Consumer to Business (C2B), Consumer to Consumer(C2C), People to People (P2P), Government to Citizen (G2C), Citizen to Government (C2G), Exchange to Exchange (E2E) and Intra-business (Organization Unit to Organization Unit). Without the use of face to face operations, all e-business transactions are performed electronically by using computer and communication networks. The three principal categories of e-business applications are: 1. Electronic markets or e-marketplaces: buying and selling goods and services. 2. Inter-organizational systems: facilitating inter and intra-organization flow of goods, services, information, communication, and collaboration. 3. Customer service: providing customer service, help, handling complaints, tracking orders, etc. 2.1. Information systems strategies for competitive advantage Studying the evolution of business organizations has received much of attention in organization theory and MIS research. Because organizations are not internally self-sufficient, they require resources from the environment, and thus become interdependent with those elements of the environment with which they transact. Organizational and ecological theorists argued that organizations develop internal and external strategies which seek to minimize the uncertainty arising from dependence on the environment for resources. As the technology advances and the e-business market develops and grows, market niches open and close frequently, creating rapid changes in the market. The prevalence of technical innovations may be regular, sporadic, or seldom; these patterns of change have different implications for business organizations. When innovations occur often, a niche may open up and the organization competes to take the advantage of cost savings and market penetration that often results in better profits and market share. From the IS perspective, the value chain model highlights interdependence activities in businesses where competitive strategies can be best applied and where IS are most likely to have strategic impact . As information technologies developed, novel ways of business process redesign emerged. Most organizations today use Internet technology to redesign their processes in ways that provide new competitive advantage. Through the infrastructure of existing B2B exchanges in the e-marketplaces, many organizations will eventually be able to integrate activities of their value chain encompassing suppliers, customers, and distribution channels within an industry or across industries. The potential of e-business is so great that many believe that e-business is the new economy that decides the success of future business organizations. Andy Grove, Chairman of Intel boldly stated in 1998: “Within 5 years, all companies will be Internet companies or they would not be companies . Despite the fact this prediction was greatly exaggerated, this statement showed a strong belief in the potential of e-business. However, Porter has argued that the key question is not whether to deploy e-business now to take advantage of Internet technology, but how to deploy it. Gaining competitive advantage requires building on the proven principles of effective strategy. Business enterprise can gain competitive advantage by operational effectiveness, doing the same as your competitors do but doing it better, and by strategic positioning, doing things differently from competitors in a way that delivers a unique type of value to customers. Key principles of strategic positioning are: goals that aim at long-term return on investment, distinctive value chains, trade-offs for uniqueness in the market, strategies that fit together, and continuity of corporate direction. Porter also argued that Internet technology should be used as a complement to rather than a cannibal of traditional ways of competing. The companies that will be most successful will be those that use ebusiness to make traditional business processes better and those that invent and implement new combinations of virtual and physical activities. Without understanding how to deploy Internet technology, entering e-business can bring disastrous consequences. In recent years, the business community and the public have been confused by distorted market signals of many dotcoms, such as the exponential growth in number of customers, artificially-low operation costs, and inflated revenues. Some companies even resorted to dubious accounting methods to inflate revenues and deflate costs. Somehow these distorted signals have misled many people into a belief that the e-marketplaces have rendered old rules of competition obsolete. As a consequence, many companies decided to shift their fundamental ways of doing business from quality, feature, innovations, service, and profits toward mainly low price and revenue growth. Without long-term profits, they failed. To succeed, companies will need to search and implement innovative strategies that capitalize on both the power of the Internet and the changes in both traditional and electronic markets. Companies that run e-business should have tight supply chain relationships with customers, suppliers, and distributors. In addition, the supply chain within e-business companies also continues to change. Businesses need to be sure that customers and suppliers can easily gain access to their websites to gain important product information for decision making. Currently, the major barrier to customers and suppliers access to the web is ease and speed of access, e-loyalty, and e-trust. Because the use of ecommerce technology tends to reduce the switching cost, it is important for e-business companies to build its strategic position by focusing on e-loyalty which encompasses good relationships and trust with value chain partners. B2B procurement of direct goods requires a relationship, usually long-term, with a vendor who will deliver a known quality of goods. With mission critical buying, companies cannot just buy from anyone in the e-marketplace. If an order for supplies goes unfilled, the missing goods could shut down a production line or an entire factory. In B2B procurement of direct goods, tight integration with major suppliers along the supply chain is absolutely essential. Major success factors for e-business include: Internet technology fully integrated into the companys overall strategy. Competitive advantage maintained in both operational efficiency and distinctive strategic positioning. Basis of competition not shifted from traditional competitive advantage, such as cost, profit, quality, service, and features. Companys strategic positioning well maintained. Support from top management. Buyer behavior and customer personalization. Quick time to market. Right systems infrastructure. Good cost control. Good e-business education and training to employees, management and customers. Customers and partners expectations well-managed. Good products and services offered by e-business. Current e-business systems expanded to cover entire supply chain. New competitors and market shares tracked. Website of high quality that meets or exceed user expectations. Companys virtual marketplace established. 3. Intel and its e-business development strategies Intel Corp. located in Santa Clara, California, is the worlds largest producer of Integrated Circuits Chips today. Incorporated in 1968, Intel supplies the computing and communications industries with chips, boards and systems building blocks that are integral to computers, servers, and networking and communications products. Its products are offered at various levels of integration, and are used by industry members to create advanced computing and communications systems. Today, the company has evolved from a processor maker into a supplier of network and server hardware, Internet hosting services, and other e-business components. Its technological leadership ranges from microprocessor design to advanced manufacturing and packaging. Most of Intels business is in the PC market. In past years, it was under intense competition from other chip makers, such as Advanced Micro Devices (AMD), Texas Instruments, Motorola, and IBM. It then customized its paper catalogs and sent them to potential customers along with product availability information. Until summer 1998, this process was performed entirely on paper. However in 1996, when key value chain partners, such as Dell Computers and Cisco Systems, started their B2B e-procurement systems, they pressured Intel to convert B2B activities online. In 1997, Intel began to investigate the feasibility of building an e-business system. The project started with the forming of a Virtual Worldwide E-Business Project Team. Because the project strongly emphasized customer market needs, Intels sales and marketing was given overall management responsibility. At that time, converting all operations to e-business for a company with a large global operation was perceived as a daunting task. Under the mandate from the chairman to make Intel an Internet company, Sandra Morris, Vice President of Sales and Marketing Group, and Director of Internet Marketing and E-Commerce at Intel stated: a lot of people feel overwhelmed by The Task. 3.1. Project structure From pressure exerted by many value chain partners who wanted Intel to play a leadership role, Intels management decided to advise customers that Intel was serious about e-business. It created an e-business program (a self-service extranet) which focused on procurement and customer support for Intel products. Access to the site was restricted to Intels authorized business partners and customers. Project teams that participated in the early development of the e-business system included: A project planning team that consisted of customer, technical and logistical representatives was created to define the scope and objective of the project. Business analysts were brought in during the early stages to help define the business workflow and to assess how information was given to customers. Intels sales and marketing staff were told to study and define how to work with customers via the E-business system. Intels Planning and Logistics Group was included on the planning team to help the IT department to develop the solutions to integrate the new e-business with existing business activities. The IT department was positioned as an enabler of business. Its role was to implement the solutions from the Planning and Logistic Groups. 3.2. Intels mission and goals With over 50% of its revenues and many customers coming from outside the US, the benefits of a global e-business system for Intel were too great to be ignored. To support over US$ 25 billion annual sales in 1998 and a worldwide network of business partners, resellers, and original equipment manufacturers (OEM), Intel had to improve its efficiency by automating its business to business processes. Traditional business processes at Intel at that time were too slow and thus a decision was made to deploy a web-based order management system. 译文： 电子商务发展的竞争优势：一个案例研究 摘要： 电子商务在现今的世界经济中扮演着非常重要的角色。 弗雷斯特研究公司 预测，到2003 年，欧美电子商务创造 的价值将达 30 亿美金。电子交易市场日显优势，吸引了大批新进者，同时也造成了诸多混乱。这个市场催生了丰功伟业，也充斥着功败垂成。本论文旨在以英特尔的成功为例研究电子商务竞争优势策略。 1998 年 7 月，电子商务试验系统初步试水后，英特尔电子商务版块销售额疯涨，该年余下每月销售额都高达1 亿美金。到 2000 年，英特尔在世界最盈利的公司中排名由第八位跃居第一。随着经济大萧条来临，许多网络公司股票快速缩水，然而英特尔岿然不动。 2001 年底，英特尔已然成为美国第七大资本公司。 关键词： 电子交易；电子商务； B2B；供应链；价 值链；竞争优势；策略；外联网 1.简介 近来，电子商务已引起企业家、经理人、投资者、工业观察家的广泛关注。随着信息技术不断发展，各种企业流程再造新模式异军突起，给工业造成混乱。现今各机构频频整合网络技术，实现流程重组，以增强自身竞争优势。成功孕育了模仿，也带来更多新进者。过去几年间，电子商务价值的快速膨胀使人们相信，一种新的经济模式已诞生。 微软总裁比尔盖茨频频表露担忧，他称微软离失败只有两年之遥。在未来未知的某处，将会诞生一个强大的对手，它将整合出更好的商业模式，致强大如微软这样的公司于败地。而最成功的， 极可能就是那些能够整合网络技术，激活整个行业价值链的新型商业模式。 2. 电子商务的概念，策略，及框架 基于各类贸易主体的不同，电子商务有许多种类。例如 商家对商家 (B2B), 商家对顾客 (B2C), 顾客对商家 (C2B), 顾客对顾客（ C2C), 人对人 (P2P), 政府对个人 (G2C), 个人对政府 (C2G), 以物易物 (E2E)，以及社区对社区。没有了面对面的交易过程，所有电子商贸活动都通过电脑和网络交流来实现。电子商务主要应用与以下三大类商业活动： 1.电子市场或电子商城：买卖商品和服务。 2. 跨组 织系统：使机构间对内或对外的商品、服务、信息、交流、合作更为便捷。 3.客户服务：提供客户服务与帮助，处理客户投诉，跟踪订单等。 2.1.竞争优势的信息系统战略 企业组织的进程研究在管理学和管理信息系统研究中都已受到广泛关注 2,8。组织的发展无法依靠自身自给自足，它们需要从外界吸收资源，与接触到的外界因素互相依存。组织与社会生态学家认为组织会形成内外策略，以减少对外部环境的资源依赖。随着技术进步和电子商贸市场的逐步壮大，利基市场频繁开闭，导致大市场瞬息万变。技术革新的发生也许是定期，零星的，甚至稀少，但是 这些改变对商业组织来说代表着深层的意义。技术革新大量出现时，小生境随之开启。组织开始竞相利用控制成本和市场渗透的手段来获取更多利益与市场份额。 据 IS 观点，价值链模型强调了商业间的互相依存行为，在这些行为中，竞争策略可以发挥的淋漓尽致，这也是 IS 最可能产生策略影响的地方。随着信息技术的发展，商业流程重组新思路层出不穷。大部分企业现在通过英特网技术来实现流程重组以获得新的竞争优势。通过商务市场上现有的商家对商家等基础组织的交换，大部分企业最终都能达到对围绕同行业或者跨行业间供应商，客户，分销渠道而展开的价值链 的整合。电子商务的惊人潜力使许多人相信它决定了未来商贸组织的成功与否。英特尔主席 安迪 葛洛夫 于 1998 年直言不讳：“五年之内，所有公司要么成为网络公司，要么从此消失。”尽管这个宣称夸大其词，但是也坚定的表达了人们对电子商务的信心。然而 Porter 也曾表示，现在关键的问题不是如何发展电子商务，从网络技术中获利，而是如何展开这一事业。 要获取竞争优势，就需建立经得起考验的有效的策略原则。商家可以通过操作效能获得竞争优势，从而跟上对手，甚或比对手做的更好。通过战略性部署，商家还能让自身的商业方式独树一帜，带给客户 独特的价值。战略 部署的中心法则含以下：以长远投资回报为目的的目标；与众不同的价值链；市场上的唯一性协定；互相贯通的策略；团体共同目标。 Porter 认为网络技术应是作为“辅助”，而不是“蚕食”传统的竞争方式。最成功的公司会是那些以电子商务使传统商业更上一层楼的公司，以及那些创造和贯彻理论与实际结合的公司。在尚不了解如何发展网络技术的情况下，贸然进入电子商务领域可能会带来灭顶之灾。几年来，商业团体和公众对众多网络的失真市场信号迷惑不已，比如客户的指数增长，认为的低成本运作，虚增收入等。有些公司甚至以虚假的会计手法来虚增收入，缩 减成本。然而这些失真信号或多或少误导大众相信电子商务市场可以扫清旧规则下的竞争障碍。是以，许多公司决心将他们的商业基础从质量、特色上转移到低价高收入上来。没有了长远利益回报，他们一败涂地。若要成功，企业应该寻找并贯彻创新策略，以利用网络和传统与电子市场变化的力量。涉足电子商务的企业应该更紧密的将供应链关系与客户、供应商、分销商链接在一起。另外，电子商务公司的供应链仍是变化的。商家应确保客户和