电子商务概论PPT-ch01

1©CengageLearning2015电子商务概论张昕瑞管理学院上海理工大学22017-09-193IntroductiontoElectronicCommerce2017-09-264SellingontheWeb12017-10-035国庆假期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课程要求上课要求：课前请假、避免迟到早退随机点名三次缺勤，课程无成绩课程评分标准：平时20%；小组作业及演讲40%；考试40%；其中：小组作业（内容40%、效果40%、PPT或多媒体20%）小组构成：4~6人一组DiscussionWhatise-commerce/business?Whate-commerce/businesscompanydoyouknow?

What’sthecorebusinessofthiscompany?Whypeoplechoosetodobusinessonline?What’sthetrendofe-commerce/business?……1-7IntroductiontoElectronicCommerceChapter18©CengageLearning2015LearningObjectivesInthischapter,youwilllearnabout:WhatelectroniccommerceisandhowithasevolvedWhycompaniesconcentrateonrevenuemodelsandtheanalysisofbusinessprocessesinsteadofbusinessmodelswhentheyundertakeelectroniccommerceinitiativesHoweconomicforceshavecreatedabusinessenvironmentthatisfosteringthecontinuedgrowthofelectroniccommerce©CengageLearning201599LearningObjectives(cont’d.)HowbusinessesusevaluechainsandSWOTanalysistoidentifyelectroniccommerceopportunitiesTheinternationalnatureofelectroniccommerceandthechallengesthatariseinengaginginelectroniccommerceonaglobalscale©CengageLearning20151010IntroductionLate1990s:fewcompaniesdoingbuyingorsellingonlineAmazon,EBayestablishingfootholds1998:GooglesearchengineestablishedProvidedmorerelevantsearchresultsthanexistingsearchengineWebsitesSellsadvertisingbasedonakeywordbiddingmodelOneofmostsuccessfulonlinecompaniestoday©CengageLearning201511TheEvolutionofElectronicCommerceElectroniccommercehistoryRapidgrowthfrommid-1990sto2000“Dot-comboom”followedby“dot-combust”2000to2003:overlygloomynewsreports2003:signsofnewlifeSalesandprofitgrowthreturnElectroniccommercegrowingatarapidpaceElectroniccommercebecomespartofgeneraleconomy©CengageLearning20151212TheEvolutionofElectronicCommerceElectroniccommercehistory(cont’d.)2008generalrecessionElectroniccommercehurtlessthanmostofeconomyFrom2003tothepresentElectroniccommerceexpandedmoreingoodtimesandcontractedlessinbadtimes©CengageLearning20151313ElectronicCommerceandElectronicBusinessElectroniccommerceShoppingontheWebBusinessestradingwithotherbusinessesInternalcompanyprocessesBroaderterm:electronicbusiness(e-business)IncludesallbusinessactivitiesusingInternettechnologiesInternetandWorldWideWeb(Web)WirelesstransmissionsonmobiletelephonenetworksDot-com(puredot-com)Businessesoperatingonlyonline©CengageLearning20151414CategoriesofElectronicCommerceBusiness-to-consumer(B2C)ConsumershoppingontheWebBusiness-to-business(B2B):e-procurementTransactionsconductedbetweenWebbusinessesSupplymanagement(procurement)departmentsNegotiatepurchasetransactionswithsuppliersBusinessprocessesUseofInternettechnologieswithinthebusiness1515©CengageLearning2015CategoriesofElectronicCommerce(cont’d.)BusinessactivityTaskperformedbyaworkerinthecourseofdoinghisorherjobMayormaynotberelatedtoatransactionTransactionExchangeofvaluePurchase,sale,orconversionofrawmaterialsintofinishedproductInvolvesatleastonebusinessactivity©CengageLearning201516CategoriesofElectronicCommerce(cont’d.)BusinessprocessesGroupoflogical,related,sequentialactivitiesandtransactionsWebhelpingpeopleworkmoreeffectivelyTelecommuting(telework)©CengageLearning201517RelativeSizeofElectronicCommerceElementsRoughapproximationshowninFigure1-1DollarvolumeandnumberoftransactionsB2BmuchgreaterthanB2CNumberoftransactionsSupportingbusinessprocessesgreaterthanB2CandB2Bcombined©CengageLearning201518©CengageLearning201519FIGURE1-1Elementsofelectroniccommerce©CengageLearning2015RelativeSizeofElectronicCommerceElements(cont’d.)Consumer-to-consumer(C2C)IndividualsbuyingandsellingamongthemselvesWebauctionsiteC2CsalesincludedinB2CcategorySelleractsasabusiness(fortransactionpurposes)Business-to-government(B2G)BusinesstransactionswithgovernmentagenciesPayingtaxes,filingrequiredreportsB2GtransactionsincludedinB2Bdiscussions©CengageLearning20152020©CengageLearning201521FIGURE1-2Electroniccommercecategories©CengageLearning2015TheDevelopmentandGrowthofElectronicCommercePeopleengagingincommerce:AdoptavailabletoolsandtechnologiesInternetChangedwaypeoplebuy,sell,hire,andorganizebusinessactivitiesMorerapidlythananyothertechnologyElectronicFundsTransfers(EFTs)WiretransfersElectronictransmissionsofaccountexchangeinformationUsesprivatecommunicationsnetworks©CengageLearning20152222TheDevelopmentandGrowthofElectronicCommerce(cont’d.)ElectronicDataInterchange(EDI)Business-to-businesstransmissionofcomputer-readabledatainstandardformatStandardtransmittingformatsbenefitsReduceserrorsAvoidsprintingandmailingcostsEliminatesneedtoreenterdataTradingpartnersBusinessesengaginginEDIwitheachotherEDIpioneers(example:Walmart)improvedpurchasingprocessesandsupplierrelationships©CengageLearning20152323TheDevelopmentandGrowthofElectronicCommerce(cont’d.)ProblemfacedbyEDIpioneersHighimplementationcostExpensivecomputerhardwareandsoftwareEstablishingdirectnetworkconnectionstotradingpartnersorsubscribingtovalue-addednetwork(VAN)Value-addednetwork(VAN)IndependentfirmofferingEDIconnectionandtransaction-forwardingservicesEDIcontinuestobealargeportionofB2Belectroniccommerce©CengageLearning20152424TheFirstWaveofElectronicCommerce,1995-20031997to2000Morethan12,000Internetbusinessesbegun2000to2003$200billioninvestedFueledonlinebusinessactivitygrowthrebirth2008to2009recessionGrowthcontinued,butataslowerrate©CengageLearning20152525©CengageLearning201526FIGURE1-3ActualandestimatedglobalonlinesalesinB2CandB2Bcategories©CengageLearning2015TheSecondWaveofElectronicCommerce,2004-2009ElectroniccommercefirstandsecondwavecharacteristicsRegionalscopeFirstwave:UnitedStatesphenomenonSecondwave:internationalStart-upcapitalFirstwave:easytoobtainSecondwave:companiesusinginternalfundsInternettechnologiesusedFirstwave:slowandinexpensive(especiallyB2C)Secondwave:broadbandconnections©CengageLearning20152727TheSecondWaveofElectronicCommerce,2004-2009(cont’d.)Firstandsecondwavecharacteristics(cont’d.)Electronicmail(e-mail)useFirstwave:unstructuredcommunicationSecondwave:integralpartofmarketing,customercontactstrategiesRevenuesourceFirstwave:onlineadvertising(failed)Secondwave:Internetadvertising(moresuccessful)©CengageLearning20152828TheSecondWaveofElectronicCommerce,2004-2009(cont’d.)Firstandsecondwavecharacteristics(cont’d.)DigitalproductsalesFirstwave:fraughtwithdifficulties(musicindustry)Secondwave:supportslegaldistributionontheWebBusinessonlinestrategyFirstwave:first-moveradvantageSecondwave:secondmousegetsthecheeseWeb2.0technologiesUsersparticipateincreatingandmodifyingcontent©CengageLearning20152929TheThirdWaveofElectronicCommerceFactorsinthethirdwaveEmergenceofmobilecommerceSmartphonetechnologyandtabletcomputershavemadeInternetavailableeverywhereEver-increasingnumberofpeoplehaveaccesstotheInternetCriticalmassofmobileuserswithpowerfuldevicesWidespreadparticipationinsocialnetworkingOftenusedtopromoteorsellgoodsandservices©CengageLearning201530TheThirdWaveofElectronicCommerce(cont’d.)Factors(cont’d.)SmallerbusinessesusingInternetforsales,purchasing,andraisingcapitalCrowdsourcingAnalysisoflargeamountsofcollectedcustomerdataBigdataDataanalyticsTrackingtechnologiesintegratedintoB2BelectroniccommerceRFIDdevicesBiometrictechnologies©CengageLearning201531©CengageLearning201532FIGURE1-4Keycharacteristicsofthefirstthreewavesofelectroniccommerce©CengageLearning2015BusinessModels,RevenueModels,andBusinessProcessesBusinessmodelSetofprocessescombinedtoachievecompanygoal(typicallyprofit)ElectroniccommercefirstwaveInvestorssoughtInternet-drivenbusinessmodelsExpectationsofrapidsalesgrowth,marketdominanceSuccessful“dot-com”businessmodelswereemulatedMichaelPorterarguedbusinessmodelsdidnotexist©CengageLearning20153333BusinessModels,RevenueModels,andBusinessProcesses(cont’d.)Insteadofcopyingmodel,examinebusinesselementsStreamline,enhance,andreplacewithInternettechnologydrivenprocessesRevenuemodelusedtodaySpecificcollectionofbusinessprocessesIdentifycustomersMarkettothosecustomersGeneratesalesClassifyrevenue-generatingactivitiesforcommunicationandanalysispurposes©CengageLearning20153434FocusonSpecificBusinessProcessesExamplesofbusinessprocessesPurchasingrawmaterialsorgoodsforresaleConvertingmaterialsandlaborintofinishedgoodsManagingtransportationandlogisticsHiringandtrainingemployeesManagingbusinessfinancesIdentifyprocessesbenefitingfrome-commercetechnologyInternettechnologiesasameanstofacilitatebusinessprocesses©CengageLearning20153535RoleofMerchandisingMerchandisingCombinationofstoredesign,layout,andproductdisplayknowledgeSalespeopleskillsIdentifycustomerneedsFindproductsorservicesmeetingneedsMerchandisingandpersonalsellingDifficulttopracticeremotelyWebsitesuccessTransfermerchandisingskillstotheWebEasierforsomeproductsthanothers©CengageLearning20153636Product/ProcessSuitabilitytoElectronicCommerceEvaluatingadvantages/disadvantagesofelectroniccommerceSuitabilityisdependentonavailabletechnologies’currentstateChangeasnewe-commercetoolsemerge©CengageLearning201537Discussion:whyAmazonbeganwithsellingbooks?©CengageLearning201538FIGURE1-5Businessprocesssuitabilitytotypeofcommerce©CengageLearning2015Product/ProcessSuitabilitytoElectronicCommerce(cont’d.)Commodityitem:well-suitedtoe-commercesellingProductorservicehardtodistinguishfromsameproductsorservicesprovidedbyothersellersFeatures:standardizedandwellknownPrice:distinguishingfactorConsiderproduct’sshippingprofileCollectionofattributesaffectinghoweasilythatproductcanbepackagedanddeliveredHighvalue-to-weightratioisdesirable©CengageLearning20153939Product/ProcessSuitabilitytoElectronicCommerce(cont’d.)Easier-to-sellproductshave:StrongbrandreputationAppealtosmallbutgeographicallydiversegroupsTraditionalcommercebetterfor:ProductsrelyingonpersonalsellingskillsTransactionsinvolvinglargeamountsofmoneyCombinationofelectronicandtraditionalcommercestrategiesbestwhen:Businessprocessincludesbothcommodityandpersonalinspectionaspects©CengageLearning20154040ElectronicCommerce:Opportunities,CautionsandConcernsBusinessesneedtoexercisecautioninweighingrisksandbenefitsofonlinebusinessAstechnologiesadvance:Morebusinessesmaybenefitfromelectroniccommerce©CengageLearning20154141OpportunitiesforElectronicCommerceElectroniccommercecanhelpincreaseprofitsIncreasessalesDecreasesbusinesscostsVirtualcommunityGatheringofpeopleonlineusingWeb2.0technologies©CengageLearning201542OpportunitiesforElectronicCommerce(cont’d.)E-commercebuyeropportunitiesIncreasespurchasingopportunitiesIdentifyingnewsuppliersandbusinesspartnersEfficientlyobtainingcompetitivebidinformationEasiertonegotiatepriceanddeliverytermsIncreasesspeed,informationexchangeaccuracyWiderrangeofchoicesavailable24hoursadayImmediateaccesstoprospectivepurchaseinformation©CengageLearning201543OpportunitiesforElectronicCommerce(cont’d.)BenefitsextendtogeneralsocietyLowercoststoissueandsecure:ElectronicpaymentsoftaxrefundsPublicretirementWelfaresupportProvidesfastertransmissionProvidesfraud,theftlossprotectionElectronicpaymentseasiertoauditandmonitorTelecommutingreducestraffic,pollutionProductsandservicesavailableinremoteareas©CengageLearning20154444ElectronicCommerce:CurrentBarriersPoorchoicesforelectroniccommercePerishablefoodsandhigh-cost,uniqueitemsFourbarriersNeedforcriticalmassofcustomerswithappropriatetechnologyUnpredictabilityincostsandrevenuesInsufficienttoolsforhardwareandsoftwareintegrationCulturalandlegalbarriers©CengageLearning20154545EconomicForcesandElectronicCommerceEconomicsStudyhowpeopleallocatescarceresourcesMarketsPotentialsellerscomeintocontactwithbuyersMediumofexchangeavailable(currencyorbarter)Organizationhierarchy(flatormanylevels)TransactioncostsMotivationformovingeconomicactivitytohierarchicallystructuredfirms©CengageLearning20154646TransactionCostsTotalcostsabuyerandsellerincurWhilegatheringinformationandnegotiatingpurchase-and-saletransactionCostsinclude:BrokeragefeesandsalescommissionsCostofinformationsearchandacquisitionSweaterdealerexample(Figure1-6)©CengageLearning20154747©CengageLearning201548FIGURE1-6Marketformofeconomicorganization©CengageLearning2015MarketsandHierarchiesCoase’sanalysisofhightransactioncostsHierarchicalorganizationsreplacemarket-negotiatedtransactionsSupervisionandworker-monitoringelementsVerticalintegrationsweaterexample(Figure1-7)OliverWilliamson(extendedCoase’sanalysis)Complexmanufacturing,assemblyoperationsHierarchicallyorganized,verticallyintegratedManufacturinginnovationsincreasedmonitoringactivities’efficiencyandeffectiveness©CengageLearning20154949©CengageLearning201550FIGURE1-7Hierarchicalformofeconomicorganization©CengageLearning2015MarketsandHierarchies(cont’d.)Strategicbusinessunit(businessunit)PartofacompanylargeenoughtomanageitselfSmallenoughtoquicklyrespondtobusinessenvironmentchangesExceptiontohierarchytrendCommodities©CengageLearning201551UsingElectronicCommercetoReduceTransactionCostsElectroniccommercecan:ImproveflowofinformationIncreasecoordinationofactionsChangeattractivenessofverticalintegrationExample:employmenttransactionTelecommutingreduceoreliminatetransactioncosts©CengageLearning20155252NetworkEconomicStructuresNeithermarketnorhierarchyStrategicalliances(strategicpartnerships)Coordinatestrategies,resources,skillsetsFormlong-term,stablerelationshipswithothercompaniesandindividualsBasedonsharedpurposesStrategicpartnersCometogetherforspecificprojectoractivityFormmanyintercompanyteamsUndertakevarietyofongoingactivities©CengageLearning20155353©CengageLearning201554FIGURE1-8Networkformofeconomicorganization©CengageLearning2015NetworkEconomicStructures(cont’d.)NetworkorganizationsWellsuitedtoinformation-intensivetechnologyindustriesElectroniccommercemakesnetworkseasiertoconstructandmaintainManuelCastellspredictseconomicnetworkswillbecometheorganizingstructureforallsocialinteractions©CengageLearning20155555NetworkEffectsLawofdiminishingreturnsActivitiesyieldlessvalueasconsumptionamountincreasesExample:hamburgerconsumptionNetworkeffectExceptiontolawofdiminishingreturnsAsmorepeopleororganizationsparticipateinnetwork,thevaluetoeachparticipantincreasesExamples:Landlinephones,e-mail©CengageLearning20155656IdentifyingElectronicCommerceOpportunitiesFocusonspecificbusinessprocessesBreakbusinessdownSeriesofvalue-addingactivitiesthatcombinetomeetfirm’sgoalsBusinessactivitiesconductedbyfirmsofallsizesFirmMultiplebusinessunitsownedbyacommonsetofshareholdersIndustryMultiplefirmssellingsimilarproductstosimilarcustomers©CengageLearning20155757DiscussionWhatnewbusinesshavebeensetupinrecent5years?Trytofindanexampleofsuccess/fail,andwhy(success/fail)?©CengageLearning201558StrategicBusinessUnitValueChainsValuechainOrganizingstrategicbusinessunitactivitiestodesign,produce,promote,market,deliver,andsupporttheproductsorservicesMichaelPorterincludessupportingactivitiesHumanresourcemanagementandpurchasingStrategicbusinessunitprimaryactivitiesIdentifycustomers,design,purchasematerialsandsupplies,manufactureproductorcreateservice,marketandsell,deliver,provideafter-saleserviceandsupport©CengageLearning201559StrategicBusinessUnitValueChains(cont’d.)Importanceofprimaryactivitiesdependson:ProductorserviceCustomersCentralcorporateorganizationsupportactivitiesFinanceandadministrationHumanresourceTechnologydevelopment©CengageLearning201560©CengageLearning201561FIGURE1-9Valuechainforastrategicbusinessunit©CengageLearning2015IndustryValueChainsExaminewherestrategicbusinessunitfitswithinindustryPorter’svaluesystemDescribeslargeractivitiesstreamintowhichparticularbusinessunit’svaluechainisembeddedIndustryvaluechainreferstovaluesystemsAwarenessofbusinessesvaluechainactivitiesAllowsidentificationofnewopportunitiesUsefulwaytothinkaboutgeneralbusinessstrategy©CengageLearning201562©CengageLearning201563FIGURE1-10Industryvaluechainforastrategicbusinessunit©CengageLearning2015SWOTAnalysis:EvaluatingBusinessUnitOpportunitiesDefineSWOT(strengths,weaknesses,opportunities,andthreats)FirstlookintobusinessunitIdentifystrengthsandweaknessesThenreviewoperatingenvironmentIdentifyopportunitiesandthreatspresentedTakeadvantageofopportunitiesBuildonstrengthsAvoidthreatsCompensateforweaknesses©CengageLearning201564©CengageLearning201565FIGURE1-11SWOTanalysisquestions©CengageLearning2015©CengageLearning201566FIGURE1-12ResultsofDell’sSWOTanalysis©CengageLearning2015InternationalNatureofElectronicCommerceInternetconnectscomputersworldwideWhencompaniesuseWebtoimprovebusinessprocess:TheyautomaticallyoperateinglobalenvironmentThirdwaveRapidlyincreasingproportionoutsideUSChina,India,andBrazilhaveseenenormousrecentgrowth©CengageLearning201567©CengageLearning201568FIGURE1-13ProportionofonlineB2Csalesbygeographicregion,2013©CengageLearning2015InternationalNatureofElectronicCommerce(cont’d.)KeyinternationalcommerceissuesTrustCultureLanguageGovernmentInfrastructure69©CengageLearning2015TrustIssuesontheWebImportanttoestablishtrustingrelationshipswithcustomersCompaniescanrelyonestablishedbrandnamesDifficultforonlinebusinessesAnonymityexistsinWebpresenceBankingexample:browsingsite’spagesDifficulttodeterminebanksizeorhowwellestablishedBusinessmustovercomedistrustinWeb“strangers”©CengageLearning201570LanguageIssuesBusinessmustadapttolocalcultures“Thinkglobally,actlocally”ProvidelocallanguageversionsofWebsiteCustomersmorelikelytobuyfromsitesinownlanguage25-55percentofInternetcontentinEnglishHalfofcurrentInternetusersdonotreadEnglishBy2015:70%ofe-commercetransactionswillinvolveatleastonepartyoutsideoftheUnitedStatesLanguagesmayrequiremultipletranslationsSeparatedialects©CengageLearning201571LanguageIssues(cont’d.)Largesitetranslationmaybecost-prohibitiveCertainpagesmaybetranslatedHomepageshouldbetranslatedintoallsupportedlanguagesAllfirst-levellinkstohomepageHighprioritypagestotranslateMarketing,productinformation,establishingbrandUsetranslationservicesandsoftwareHumantranslation:keymarketingmessagesSoftware:routinetransactionprocessingfunctions©CengageLearning201572CulturalIssuesImportantelementofbusinesstrustAnticipatinghowtheotherpartytoatransactionwillactinspecificcircumstancesCultureCombinationoflanguageandcustomsVariesacrossnationalboundaries,regionswithinnationsCulturalissueexamplesVirtualVineyards(nowW)packagingGeneralMotors’ChevroletNovaautomobileBabyfood