论电子商务的战略竞争【外文翻译】

电子商务参考文献电子商务是指通过互联网等电子手段进行商业活动的一种商业模式。

它已经成为了现代企业发展的重要方式，为企业带来了巨大的商机和发展空间。

在电子商务的发展过程中，有许多重要的文献被引用和参考，本文将介绍一些经典的电子商务参考文献。

1. Porter, M. E. (2001). Strategy and the Internet. Harvard Business Review.迈克尔·波特是战略管理领域的著名学者，他在这篇经典的文章中强调，互联网并非一个威胁，而是一个改变商业规则的机会。

文章提出了互联网给各行业带来的竞争优势机会，并以5个力量模型来分析企业在互联网时代的竞争策略。

2. Hoffman, D. L., & Novak, T. P. (1996). Marketing in hypermedia computer-mediated environments: Conceptual foundations. Journal of Marketing, 60(3), 50-68.霍夫曼和诺瓦克是互联网营销领域的重要学者，他们的文章对电子商务中的市场营销进行了深入研究。

文章概括了电子商务环境中的市场特点，提出了网络媒体环境中的互动和个性化定制的特点，为企业在网络营销中提供了指导。

3. Rayport, J. F., & Sviokla, J. J. (1994). Managing in the Marketspace. Harvard Business Review.雷波特和斯维奥克拉是电子商务战略领域的重要学者，他们的文章讨论了电子商务对市场的影响和企业管理的变革。

文章强调企业需要从传统的市场到互联网时代的市场空间进行管理转变，并提出了一些实践指导和策略建议。

4. Li, T., & Li, X. (2011). Information technology and firm profitability: Mechanisms and empirical evidence. MIS Quarterly, 35(4), 1167-1188.李彤和李旭是电子商务领域的重要学者，他们的文章通过实证研究揭示了信息技术对企业盈利能力的影响机制。

电子商务企业的创新战略与竞争优势研究论文素材在当前数字化时代，电子商务成为了商业领域的重要组成部分。

电子商务企业通过创新战略实现竞争优势，从而在市场中占据领先地位。

本文将探讨电子商务企业的创新战略和竞争优势的研究素材。

1. 创新战略1.1 技术创新电子商务企业通过推动技术创新来实现竞争优势。

例如，某些企业通过引入人工智能、大数据分析和物联网技术，提供个性化的服务和精准的营销策略，从而吸引更多的消费者并提升客户满意度。

1.2 产品创新产品创新也是电子商务企业获得竞争优势的重要策略之一。

通过持续改进产品的功能、设计和质量，企业能够满足消费者不断变化的需求。

例如，某些电子商务企业大力推广智能家居产品，并结合人工智能技术，为用户提供更便捷、智能的生活体验。

1.3 服务创新电子商务企业在服务方面的创新也能够带来竞争优势。

通过提供快速、高效的物流配送服务、便捷的售后服务和个性化的客户关怀，企业能够留住现有客户并吸引新客户。

例如，某些企业开展了无人机快递试点项目，加快了商品的交付速度。

2. 竞争优势2.1 成本优势电子商务企业通过规模经济效应和供应链管理的优化来实现成本优势。

规模经济效应使得企业能够购买更多的商品并以较低的价格销售，从而吸引更多的消费者。

供应链管理的优化使企业能够降低物流成本，并保证产品的及时交付。

2.2 差异化优势差异化优势是电子商务企业取得竞争优势的另一个重要因素。

通过提供独特的产品或服务，企业能够吸引更多的消费者并建立品牌认知度。

例如，某些企业在产品设计、包装和营销上都有独到之处，从而使其产品与众不同。

2.3 创新优势创新优势使电子商务企业在市场中保持竞争优势的关键。

通过持续推动技术创新、产品创新和服务创新，企业能够不断提升竞争力。

这种创新优势使得企业能够不断适应市场的变化，并为消费者提供更好的体验。

3. 研究素材3.1 电子商务企业的技术创新案例- 某电商平台采用人工智能算法推荐系统，提供个性化的购物推荐。

电子商务行业的竞争战略与趋势分析电子商务是指通过互联网技术和数字化信息网络，实现商业活动的一种形式。

在互联网和电子商务技术飞速发展的今天，电子商务行业已经成为一个全球性的产业，受到各国政府和企业的越来越多的关注和投入。

电子商务行业的快速发展，展现了其巨大的市场潜力和竞争压力。

在这个竞争激烈的市场中，企业需要采取有效的竞争战略，以保持业务的增长和发展。

本文将对电子商务行业的竞争战略及趋势进行分析。

一、竞争战略1.1 差异化战略差异化战略是指通过在产品、服务、营销等方面与竞争对手区别开来，使企业赢得市场份额的一种战略。

在电子商务领域，企业通过提供独特的产品或服务，打造个性化的网站体验，提供卓越的客户服务等方式实现差异化战略。

以苏宁易购为例，其提供了全方位的商品品类和服务体验，形成了高品质、优服务、多功能的购物平台，满足了广大消费者的需求，在市场中获得了优势地位。

1.2 成本领先战略成本领先战略是指通过控制企业的各项成本，使企业在同行业内具有较低的经营成本水平，从而实现产品和服务的价格优势。

在电子商务领域，成本领先战略具有一定的优势。

如Amazon的垂直整合优势，公司通过向上游整合供应链，在供应链中获取更多的中间利润，保证了其在价格上的优势。

1.3 整合战略整合战略是指通过企业资源、技术、管理、人才等方面的整合，实现业务拓展和增长的一种战略。

在电子商务领域，整合战略通常是通过资本并购或平台整合的方式实现。

如京东与天猫之间的竞争，两家企业在市场上互相争夺用户和品牌的竞争战略下，先后进行了苏宁云商和1号店的并购，实现了企业整合和扩张。

二、趋势分析2.1 大数据与人工智能在互联网和电子商务领域，大数据和人工智能技术的应用，不断推动着企业创新和发展。

数据挖掘和分析技术可以为企业提供更准确、更广泛的市场信息，而人工智能技术的应用可以使企业的运营更加智能化和高效化。

如阿里巴巴的“雨伞”计划，利用大数据、云计算和人工智能技术，优化了物流配送，提高了订单的准确性和配送效率。

电子商务下的竞争战略研究竞争战略是商业企业在市场竞争中采取的一系列措施，旨在全力利用公司资源，在竞争中取得优势地位。

随着电子商务的繁荣发展，越来越多的企业开始进入这个市场，如何利用竞争战略占领电子商务市场，成为企业所面临的重要课题。

本文将从定价战略、差异化战略和布局战略三个方面论述电子商务下的竞争战略。

一、定价战略定价战略是竞争中最常用的战略之一，通过价格的制定和变化来拓展和保护市场份额。

在电子商务下，企业对于定价战略有以下几种选择：1.低价策略低价策略是指企业故意制造低于竞争者价格的行销手段，从而降低对手的市场价值。

在电子商务市场中，这种策略尤为重要，因为消费者通常会在网上进行对比购物。

通过采用低价策略，企业不仅可以吸引更多的消费者，还可以打压竞争对手的价格，从而立足于市场，并快速扩展业务。

2.高价策略高价策略是指企业在超过竞争者价格的情况下提供高质的产品或服务。

这种策略可以建立高品质的品牌形象，并为企业带来更高的利润。

在电子商务市场中，高价的取向可以帮助企业巩固高品质形象，建立公众信用，提高价值信任度。

3.多元化策略多元化策略是指企业提供多种价格策略的战略方法，让消费者在满足各种需求的同时获得更多优惠。

例如，企业可以发布多种促销活动，给予消费者优惠，从而帮助企业增加收入。

这样的行为可以让企业获得更多的客户，缓解市场压力。

二、差异化战略差异化战略是指企业通过特定的产品或服务差异化，来满足消费者的个性化需求，从而创造市场优势。

这种策略通常与品牌策略紧密结合在一起，让企业在品牌市场上获得竞争优势。

1.产品定制化电子商务提供了企业简单、方便的操作环境，使企业可以为客户提供量身定制的产品。

通过提供这样的服务，企业可以吸引更多消费者，提高公众印象，并提高产品附加值。

2.品牌策略在电子商务市场中，建立强大的品牌形象对于企业的成功至关重要。

品牌可以赋予企业信誉、公信力和专业性，同时也可以吸引更多的消费者。

企业可以通过发布促销信息、广告、公关等策略，来帮助宣传品牌，并促进消费者的认识和重视。

电商之间的竞争英语作文1. Online businesses are constantly battling it out for customers' attention. The competition is fierce and every company is trying to outdo the others with better deals, faster shipping, and more attractive promotions.2. It's a cutthroat world out there, with companies resorting to all kinds of tactics to attract and retain customers. From flashy advertisements to aggressive marketing campaigns, everyone is fighting for a piece of the pie.3. Price wars are common in the e-commerce industry, with companies slashing prices to undercut their competitors. Customers benefit from these price wars, but businesses often struggle to maintain profitability in the face of such intense competition.4. Customer service is another battleground for online businesses. Companies are constantly striving to providebetter customer service than their competitors, whetherit's through faster response times, more personalized interactions, or easier returns and refunds.5. In the age of social media, online businesses are also competing for followers and engagement. Companies are vying for likes, shares, and comments, trying to create a buzz around their brand and products to stand out from the crowd.6. With the rise of online reviews and ratings, reputation management has become a key battleground for e-commerce companies. Positive reviews can boost sales, while negative reviews can be damaging to a company's reputation and bottom line.7. Innovation is crucial in the fast-paced world of e-commerce. Companies are constantly looking for new ways to differentiate themselves from their competitors, whetherit's through new products, services, or technologies.8. Despite the fierce competition, online businessesalso recognize the importance of collaboration. Partnerships and alliances can help companies reach new markets, expand their customer base, and stay ahead of the competition in an ever-evolving industry.。

电子商务的竞争策略电子商务（E-commerce）作为数字时代的新兴行业，正引领着商业模式的变革和竞争策略的演进。

在日益激烈的市场竞争中，企业需要制定有效的竞争策略，以取得竞争优势并实现可持续发展。

本文将探讨电子商务领域中的竞争策略，并提供一些实用的建议。

一、低成本策略低成本策略是电子商务领域中最常见的竞争策略之一。

企业通过降低运营成本、优化供应链和采用高效的物流系统来实现低价竞争。

例如，电商平台可以通过采取直接向制造商采购的模式以避免中间商的利润，从而提供更低廉的产品价格。

此外，电子商务企业还可以充分利用云计算和大数据技术，提高运营效率，降低人力资源成本。

二、差异化策略差异化策略是企业在电子商务领域中寻求竞争优势的另一种策略。

通过提供独特的产品或服务，企业可以吸引并保留更多的消费者。

差异化可以体现在多个方面，如产品的设计、品质、功能、服务等。

企业可以通过创新和不断改进来确保产品或服务的独特性。

例如，一些电商平台通过构建个性化推荐系统，根据消费者的浏览和购买历史，提供个性化的推荐产品，增强消费者的购买体验。

三、集中策略集中策略是将企业资源集中在特定领域或目标市场上，以实现专业化经营和市场份额的增长。

电子商务企业可以选择专注于某个特定的产品类别或服务领域，将有限的资源投入到核心业务上，从而提高品牌影响力和市场占有率。

例如，某些电商平台致力于成为某个特定行业的垂直电商领导者，通过深耕细作，为消费者提供更专业、更丰富的产品和服务。

四、全球化策略电子商务具有无国界的特点，企业可以借助互联网和全球供应链的便利，开展跨境贸易并拓展到全球市场。

全球化策略可以帮助企业实现规模经济效应，降低采购成本，并获得更广阔的市场机会。

同时，企业需要根据目标市场的文化、法律法规和消费习惯等因素进行适应性调整，以确保在全球市场的竞争优势。

五、强化客户关系策略在电子商务领域，客户关系管理至关重要。

企业可以通过建立良好的客户关系、提供个性化的服务、积极回应客户反馈等方式，增强客户忠诚度，扩大市场份额。

电子商务外文文献Title: E-commerce: A Review of the Literature and Perspectives for Future ResearchE-commerce, or electronic commerce, has become a fundamental aspect of business and economic activity in the globalized digital age. The交易研究领域的一个重要组成部分。

在这个日益数字化的时代，电子商务已经成为全球商业和经济活动的一个重要组成部分。

本文旨在回顾和分析电子商务领域的研究现状，探讨未来可能的研究方向和挑战。

The literature on e-commerce has been extensive, covering a range of topics from online retailing to global supply chain management. The Journal of Electronic Commerce in Organizations (JECO) and Journal of Electronic Commerce Research (JECR) are two of the leading journals in the field, publishing high-quality research on various aspects ofe-commerce. Additionally, several books and conference proceedings provide valuable insights into the development and evolution of e-commerce.E-commerce research has examined the impact of technology on business processes, explored innovative business models, andanalyzed the role of e-commerce in global trade and development. The literature has addressed a range of important issues, including security and privacy, electronic payment systems, and the impact of social media on e-commerce.Despite the significant progress made in e-commerce research, several areas for future exploration remn. These include the development of new e-commerce technologies, such as blockchn and artificial intelligence, and their potential impact on global trade and supply chns. Additionally, research on the role of e-commerce in sustnable development, particularly in terms of environmental sustnability and social inclusivity, represents an important area for future investigation.In conclusion, e-commerce has become a fundamental aspect of business and economic activity in the digital age. The literature on e-commerce has provided valuable insights into its development and evolution, but there remn several areas for future exploration. Future research should address these unexplored areas and contribute to the development ofe-commerce as a transformative force in global trade and development.商学院电子商务外文文献Title: E-commerce in Business Schools: A Critical Analysis of Curriculum, Teaching Methods, and Future TrendsThe rise of e-commerce in recent years has revolutionized business education, with business schools across the globe scrambling to keep up with the latest trends and prepare students for the digital economy. This article delves into the world of e-commerce education in business schools, exploring curriculum, teaching methods, and predicting future trends. E-commerce has become an integral part of modern business, and business schools are responding to this trend by incorporating e-commerce courses into their curriculum. The primary objective of these courses is to provide students with a comprehensive understanding of the e-commerce industry, including the latest trends, tools, and techniques. In addition to fundamental topics such as online marketing and web design, today's e-commerce courses also cover more specialized topics such as cloud computing, big data analysis, and social media marketing.Business schools are adopting a variety of teaching methods to impart knowledge on e-commerce, ranging from traditional classroom lectures to more innovative hands-onbs and simulations. These experiential learning opportunities allow students to gain practical experience in real-world settings, providing them with a deeper understanding of the dynamics and challenges of the e-commerce industry.With the continuous evolution of the internet and e-commerce landscape, it is essential to track and predict future trends in this field. Business schools are playing a crucial role in this regard by staying abreast of industry developments and incorporating relevant content into their courses. The trend towards more personalized and interactive learning experiences is likely to continue, with business schools tloring their teaching methods to suit the needs of individual students. Additionally, the integration of technology into every aspect of business will continue to drive changes in e-commerce education, with an increasing focus on areas such as cybersecurity and artificial intelligence.In conclusion, business schools have responded to the rise of e-commerce with a comprehensive approach that includes updating curriculum, adopting innovative teaching methods, and predicting future trends. However, there are still challengesahead, such as keeping up with the rapidly changing landscape and providing all students with equal opportunities to access e-commerce education. By continuing to adapt and innovate, business schools can help shape a brighter future fore-commerce and prepare students to thrive in the digital economy.电子商务外文翻译文献电子商务的发展及其影响：外文翻译文献随着全球互联网的迅速普及，电子商务在全球范围内得到了前所未有的发展。

Assessment of JD mall and Arisa 李佳佳013411233AbstractIn this paper I will assess the two groups presentation .They are JD and . Personally, the two group’s performance should scored ‘credit’because they introduced the website both from the background of the website, business model, product strategy, price strategy aspects and proposed the problems of the enterprise’s business model, which reflect actual problems of both enterprises. My work is to make some addition of their analysis .mainly on the profit model and business model. Because to achieve the strategy of the two companies (to maximize the trading volume and monopoly the e-business market in china), these two sub-strategy is essential while the two groups did not analysis them perfectly.Values of my workTo evaluate the two e-business’s business model and give my suggestions to improve the existing business model .then give personal proposal about the ’s self logistic system and JD’s self payment platform. All of these can help readers understand the strategies of the and JD mall comprehensively.Summaries of the two groups’ presentations :Firstly ,the two groups introduced the background of the two websites .they are the Chinese top Online retailers and established in china in around 2000,which are in 1998(JD) and 2003() respectively. At that time the internet just set up in china. founded by Alibaba company. It has created miracle in the Internet e-commerce enterprises. Its user groups tend to consumers, or a daily operation more by consumers to dominate the . "Ali Wangwang", "Alipay" are the major power “weapon” of . The most characteristic should be "Ali Wangwang" this instant messaging software, contact or message to the buyers and sellers are very convenient. In addition to "Alipay" for the buyer to provide payment guarantee. buyers in the purchase of more without any menace from the "rear". That is the beginning of the creation is regarded as the most successful domestic network investment projects, in addition to creatively launched the "pay treasure" products, will risk network transactions is reduced to a minimum, but also to carry out all-roundcooperation with ICBC, China Merchants Bank, improve the individual transactions online payment platform.Apart from alipay and ali wangwang, the features of are Free strategy, membership .JD mall(360 buy )As the largest market of B2C 3C products (computer, communication and consumer electronics )online shopping China professional platform, 360buy JD mall in traffic, click through rate, sales and industry visibility and influence, all come first on the list in the domestic 3C online shopping platform.The features of JD mall are including cheaper price , immediate sells channel, by cresting new consumption habit for promoting.In conclusion which is a platform to win, to rely on its huge ecological chain with the vertical B2C for the market. While JD mall is more fight in isolation. In the purchase of goods, inventory and delivery, customer service areas should bear the responsibility.The above are the main content of the two website presented by the two groups. Personally both of them have done a good job .But maybe they can do some improvement in the following aspects .Profit modelFor the main source of income or with advertising revenue. Besides, there is charging bail.From profit model point of view, through sharing over 56000000 members, and high-quality goods, 7 days no reason to return service and shopping integral activities to attract high-end consumer network. At the same time, to bring better safeguard to the business domain of business. But adding and the use of business services are required to pay a certain cost. First of all businesses to join business domain to the third party to pay a RMB 198 fee information confirmation, used to check the user's identity information. Secondly, according to the level of service and use the shop, pay different fees and deposit. The merchants are divided into three classes, each class to enjoy the service is different, pay service fees are different accordingly. shop will be in accordance with A, B, C margin of three shops, each charge different amount of deposit.In addition to guarantee the profit model, since 2007 July officially launched the online advertising business, will be the site of important Banner advertising and search results of the right advertising sales. The network advertisement service is the first profit model officially announced, mainly refers to the development of network marketing channels, including the flagship store brand construction, agent recruitment methods, such as help advertisers to enhance the brand, to help customers to promote sales. In addition, to advertisers introduced value-added service plan, including brand promotion, market research, consumer research, community activities, etc..At a low price and even sacrifice margin way to get large-scale sales, thus obtains the profit. In addition, by manufacturers rebate and other subsidies to profit, this is JD mall profit model.JD mall CEO Liu Dong Qiang thinks:” B2C is the essence of retail, B2C co mpany is a channel”. It is mainly reflected in two aspects, one is supply chain effect, on the other hand is cost control: the supply chain efficiency refers to improve inventory and cash flow rate, which is the retail way. The second is the cost control. High margin does not have the significance to the retail sector.JD mall seize two curves of supply chain efficiency and cost control, let JD mall has done: 1500 orders in IT system to digest every powerful; more than 30000 kinds of online sales of the product category, product price than the retail line cheap 10%- 20%; the rate of inventory turnover is 12 days, and the supplier spot the knot, Gome, Suning's inventory turnover is 47 days -60 days, accounts for a period of 112 days; cost rate than Gome, Suning 7%, wool interest rate remained at around 5%, to provide more value to the industry chain of suppliers, customers.Evaluation of business modelThe strengths of business model1. Continuous and stable growth of user. made acommitment to the user, do not charge a fee for three years. This greatly reduces the user cost of shop, is a great temptation, which stimulated the user growth in a large extent, also actively collect the user's voice, a special user comments in forums, there are specialized personnel responsible for reply, firmly stabilized the user's heart.2. Procurement, logistics cost to reduce the price advantage of rising. The currentlocal , will all product collection in a body, the production of local goods as the main source of spring, so as to save the cost of logistics, the commodity selling price all manufacturers selling price.3. Amoy own humanity and meet the actual needs of the user tools. In the drasticcompetition environment, Amoy fixed net through the timely communication, between the buyers and sellers, the upstream and downstream enterprises to establish a good profit model. The client and the user's personal work closely together, greatly improve the efficiency of communication.4. simplifies the supplier or the seller's work, shorten the transactiontime. The supplier or the seller only product release, and local city operators directly face-to-face transactions, to deliver the goods to the sub station operators, to receivables. Then the operators around the product to the wholesale and retail.5. threw a perfect channel system. The effective integration of themany on-line and off-line scattered resources, at the same time, to meet the consumer demand, given a more convenient option.The weaknesses of business modelThe model Looks perfect, and is incomparable with other business model currently also gradually try to solve the problem of e-commerce, logistics and distribution are fakes flooding is not immediate, cultivate a lot of dealers andconsumers Chinese Internet. the contribution is indelible, but the final channel, product not the platform can itself handle. If the policy changes and the e-business have the ability to build their own system of electric business platform, the channel of will be lost. In this way, should learn from the JD mall business model. of operation JD mall mainly has the following characteristics:1. Insight into the market, accurate positioningJD mall first entered the market by 3C as a starting point, the vertical B2C, both with the online shopping market requirements, but also to make itself relaxed to operate.2. People-oriented and innovationMany industry JD mall opened first, in essence, "people-oriented" concept, continue to provide consumers with personalized service, constantly enrich the customer experience, which continue to maintain customer relationship, which is in line with the requirements of the network era of competition in the market.3. Use of the capital, the rapid expansionAt present, JD mall has in succession in the purchase of 1200 acres of land, to build logistics platform, will be able to support the hundreds of billion in sales. In addition, in 2010 JD mall customer service center will also be comprehensive expansion, call center agent will upgrade from the previous 150 to 400, at the same time in the domestic B2C enterprises took the lead in realizing the 7 x 24 hours service. In addition, including order consulting, customer service warranty, return service, customer service support will be all-around upgrade.The weakness of JD mall3G seeking high profits is very difficult, especially in the Internet today's low prices to win market circumstances, as if Gome, Suning stores on store brand may get some businesses and users, but the landed cost is too high, it is difficult to reach the goal. Site operating costs, and the self built logistics costs are too high.Measures to improve the drawbacksFor , it should strengthen the credit supervision by establishing the self logistics like JD. The majority merit is to control the whole trading process. Through the unified acceptance of orders and goods from sellers, logistics center can check the quality of goods, if it does not meet the conditions, they will return the goods. If it pass the test, it will be unified package and delivery.At the same time, to prevent the high cost of self-logistic like JD. ’s self-logistic should set several branches in major cities. Here is the rendering .At the same time ,JD should owns itself ‘s payment tools .in this way ,it can saves a lot of cost for its cooperation parties such as post stations and it can also improve the security of trading. Besides with its 3c products sold features, JD can develop the o2o business model in a large scale .that is consumers can browse the electronic goods on JD mall and make a reservation or order on it ,then JD gives the consumers a order number .with it buyer can buy it in the physical shops .if they are not satisfied with the real commodities ,they can ask for refund .REFERENCES[1] /[2] 杨阳. 淘宝网物流配送模式分析[J]. 商业经济,2011,23:33-34.[3]/ygxw/201110/t20111013_508619361.shtml[4]/Article/CJFDTotal-SYJJ201316016.htm[5]/view/59cb12936bec0975f465e295?bd_page_type=1&uid=wk_134770357 6_439&pu。

附件1：外文原文（复印件）The Development of E-commerceA perfect marketMay 13th 2004From The Economist print edition E-commerce is coming of age, says Paul Markillie, but not in the way predicted in the bubble yearsWhen the technology bubble burst in 2000, the crazy valuations for online companies vanished with it, and many businesses folded. The survivors plugged on as best they could, encouraged by the growing number of internet users. Now valuations are rising again and some of the dotcoms are making real profits, but the business world has become much more cautious about the internet’s potential. The funny thing is that the wild predictions made at the height of the boom—namely, that vast chunks of the world economy would move into cyberspace—are, in one way or another, coming true.The raw numbers tell only part of the story. According to America’s Department of Commerce, online retail sales in the world’s biggest market last year rose by 26%, to $55 billion. That sounds a lot of money, but it amounts to only 1.6% of total retail sales. The vast majority of people still buy most things in the good old “bricks-and-mortar” world.But the commerce department’s figures deal with only part of the retail industry. For instance, they exclude online travel services, one of the most successful and fastest-growing sectors of e-commerce. InterActiveCorp (IAC), the owner of and , alone sold $10 billion-worth of travel last year—and it has plenty of competition, not least from airlines, hotels and car-rental companies, all of which increasingly sell online.Nor do the figures take in things like financial services, ticket-sales agencies, pornography (a $2 billion business in America last year, according to Adult Video News, a trade magazine), online dating and a host of other activities, from tracing ancestors to gambling (worth perhaps $6 billion worldwide). They also leave out purchases in grey markets, such as the online pharmacies that are thought to be responsible for a good proportion of the $700m that Americans spent last year on buying cut-price prescription drugs from across the border in Canada.And there is more. The commerce department’s figures include the fees earned by internet auction sites, but not the value of goods that are sold: an astonishing $24 billion-worth of tradewas done last year on eBay, the biggest online auctioneer. Nor, by definition, do they include the billions of dollars-worth of goods bought and sold by businesses connecting to each other over the internet. Some of these B2B services are proprietary; for example, Wal-Mart tells its suppliers that they must use its own system if they want to be part of its annual turnover of $250 billion.So e-commerce is already very big, and it is going to get much bigger. But the actual value of transactions currently concluded online is dwarfed by the extraordinary influence the internet is exerting over purchases carried out in the offline world. That influence is becoming an integral part of e-commerce.To start with, the internet is profoundly changing consumer behaviour. One in five customers walking into a Sears department store in America to buy an electrical appliance will have researched their purchase online—and most will know down to a dime what they intend to pay. More surprisingly, three out of four Americans start shopping for new cars online, even though most end up buying them from traditional dealers. The difference is that these customers come to the showroom armed with information about the car and the best available deals. Sometimes they even have computer print-outs identifying the particular vehicle from the dealer’s stock that they want to buy.Half of the 60m consumers in Europe who have an internet connection bought products offline after having investigated prices and details online, according to a study by Forrester, a research consultancy (see chart 1). Different countries have different habits. In Italy and Spain, for instance, people are twice as likely to buy offline as online after researching on the internet. But in Britain and Germany, the two most developed internet markets, the numbers are evenly split. Forrester says that people begin to shop online for simple, predictable products, such as DVDs, and then graduate to more complex items. Used-car sales are now one of the biggest online growth areas in America.People seem to enjoy shopping on the internet, if high customer-satisfaction scores are any guide. Websites are doing ever more and cleverer things to serve and entertain their customers, and seem set to take a much bigger share of people’s overall spending in the future.This has enormous implications for business. A company that neglects its website may be committing commercial suicide. A website is increasingly becoming the gate way to a company’s brand, products and services—even if the firm does not sell online. A useless website suggests a useless company, and a rival is only a mouse-click away. But even the coolest website will be lost in cyberspace if people cannot find it, so companies have to ensurethat they appear high up in internet search results.For many users, a search site is now their point of entry to the internet. The best-known search engine has already entered the lexicon: people say they have “Googled” a compan y, a product or their plumber. The search business has also developed one of the most effective forms of advertising on the internet. And it is already the best way to reach some consumers: teenagers and young men spend more time online than watching television. All this means that search is turning into the internet’s next big battleground as Google defends itself against challenges from Yahoo! and Microsoft.The other way to get noticed online is to offer goods and services through one of the big sites that already get a lot of traffic. Ebay, Yahoo! and Amazon are becoming huge trading platforms for other companies. But to take part, a company’s products have to stand up to intense price competition. People check online prices, compare them with those in their local high street and may well take a peek at what customers in other countries are paying. Even if websites are prevented from shipping their goods abroad, there are plenty of web-based entrepreneurs ready to oblige.What is going on here is arbitrage between different sales channels, says Mohanbir Sawhney, professor of technology at the Kellogg School of Management in Chicago. For instance, someone might use the internet to research digital cameras, but visit a photographic shop for a hands-on demo nstration. “I’ll think about it,” they will tell the sales assistant. Back home, they will use a search engine to find the lowest price and buy online. In this way, consumers are “deconstructing the purchasing process”, / says Professor Sawhney. They are unbundling product information from the transaction itself.It is not only price transparency that makes internet consumers so powerful; it is also the way the net makes it easy for them to be fickle. If they do not like a website, they swiftly move on. “The web is the most selfish environment in the world,” says Daniel Rosensweig, chief operating officer of Yahoo! “People want to use the internet whenever they want, how they want and for whatever they want.”Yahoo! is not alone in defining its strategy as working out what its customers (260m unique users every month) are looking for, and then trying to give it to them. The first thing they want is to become better informed about products and prices. “We operate our business on that belief,” says Jeff Bezos, Amazon’s chief executive. Amazon became famous for books, but long ago branched out into selling lots of other things too; among its latest ventures are health products,jewellery and gourmet food. Apart from cheap and bulky items such as garden rakes, Mr Bezos thinks he can sell most things. And so do the millions of people who use eBay.And yet nobody thinks real shops are finished, especially those operating in niche markets. Many bricks-and-mortar bookshops still make a good living, as do flea markets. But many record shops and travel agents could be in for a tougher time. Erik Blachford, the head of IAC’s travel side and boss of Expedia, the biggest internet travel agent, thinks online travel bookings in America could quickly move from 20% of the market to more than half. Mr Bezos reckons online retailers might capture 10-15% of retail sales over the next decade. That would represent a massive shift in spending.How will traditional shops respond? Michael Dell, the founder of Dell, which leads the personal-computer market by selling direct to the customer, has long thought many shops will turn into showrooms. There are already signs of change on the high street. The latest Apple and Sony stores are designed to display products, in the full expectation that many people will buy online. To some extent, the online and offline worlds may merge. Multi-channel selling could involve a combination of traditional shops, a printed catalogue, a home-shopping channel on TV, a phone-in order service and an e-commerce-enabled website. But often it is likely to be the website where customers will be encouraged to place their orders.One of the biggest commercial advantages of the internet is a lowering of transaction costs, which usually translates directly into lower prices for the consumer. So, if the lowest prices can be found on the internet and people like the service they get, why would they buy anywhere else?One reason may be convenience; another, concern about fraud, which poses the biggest threat to online trade. But as long as the internet continues to deliver price and product information quickly, cheaply and securely, e-commerce will continue to grow. Increasingly, companies will have to assume that customers will know exactly where to look for the best buy. This market has the potential to become as perfect as it gets.附件2：外文资料翻译译文日趋完善的电子商务当2000年科技泡沫爆发时，备受炒作的网上公司好象随之蒸发了，众多的网上贸易也被迫流产。

电子商务的战略与竞争力1. 引言随着互联网的发展和普及，电子商务逐渐成为了商业领域的重要组成部分。

电子商务的战略和竞争力对企业的发展至关重要。

本文将探讨电子商务的战略和竞争力，并分析其对企业的影响。

2. 电子商务的战略电子商务战略是指企业在利用电子商务手段开展商业活动时采取的有计划、有组织的行动。

电子商务战略的制定对企业实现商业目标和提升竞争力具有重要意义。

2.1 电子商务的战略目标电子商务的战略目标通常包括以下几个方面： - 扩大市场份额：通过电子商务平台扩大企业的市场覆盖范围，增加销售额，并提升市场份额。

- 提升品牌形象：通过在线销售渠道展示企业的特色和优势，提升品牌形象和知名度。

- 降低运营成本：通过电子商务平台实现线上销售和自动化运营，降低企业的运营成本和管理成本。

- 改善客户体验：通过电子商务平台提供方便快捷的购物体验，提升客户满意度和忠诚度。

2.2 电子商务的战略选择在制定电子商务战略时，企业可以根据自身情况选择不同的战略路径： - B2C （企业对消费者）：企业直接面向消费者销售产品或提供服务，如传统的网上购物平台。

- B2B（企业对企业）：企业通过电子商务平台向其他企业销售产品或服务，如供应链管理平台。

- C2C（消费者对消费者）：消费者之间在电子商务平台上进行交易，如在线拍卖网站。

3. 电子商务的竞争力电子商务的竞争力是指企业在电子商务领域中相对于竞争对手的竞争优势。

企业通过发展电子商务可以获得以下竞争优势：3.1. 供应链优化电子商务平台可以实现企业和供应商之间的高效沟通和合作，优化供应链管理，减少库存成本，提高交付速度。

3.2. 数据驱动的决策通过电子商务平台收集和分析用户行为数据，可以更准确地了解用户需求和行业趋势，从而做出数据驱动的决策。

3.3. 全球市场覆盖通过电子商务平台，企业可以突破地域限制，拓展全球市场，实现全球化经营。

3.4. 客户关系管理通过电子商务平台，企业可以建立更紧密的客户关系，提供个性化的产品和服务，增强客户的忠诚度。