1?CengageLearning2015電子商務(wù)概論張昕瑞管理學(xué)院上海理工大學(xué)1?CengageLearning2015電子商務(wù)概論222017-09-193IntroductiontoElectronicCommerce2017-09-264SellingontheWeb12017-10-035國(guó)慶假期2017-10-106SellingontheWeb22017-10-177MarketingontheWeb12017-10-248MarketingontheWeb22017-10-319Business-to-BusinessActivities:ImprovingEfficiencyandReducingCosts12017-09-193IntroductiontoEle2017-11-0710Business-to-BusinessActivities:ImprovingEfficiencyandReducingCosts22017-11-1411SocialNetworking,MobileCommerce,andOnlineAuctions2017-11-2112PlanningforElectronicCommerce2017-11-2813CaseStudy2017-12-0514TheEnvironmentofElectronicCommerce:Legal,Ethical,andTaxIssues2017-12-1215ElectronicCommerceSecurity2017-12-1916PaymentSystemsforElectronicCommerce2017-12-2617GroupPresentation2018-01-0218Test2017-11-0710Business-to-Busine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(wú)成績(jī)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人一組課程要求上課要求：課前請(qǐng)假、避免遲到早退DiscussionWhatise-commerce/business?Whate-commerce/businesscompanydoyouknow?

What’sthecorebusinessofthiscompany?Whypeoplechoosetodobusinessonline?What’sthetrendofe-commerce/business?……DiscussionWhatise-commerce/b1-71-7IntroductiontoElectronicCommerceChapter18?CengageLearning2015IntroductiontoElectronicComLearningObjectivesInthischapter,youwilllearnabout:WhatelectroniccommerceisandhowithasevolvedWhycompaniesconcentrateonrevenuemodelsandtheanalysisofbusinessprocessesinsteadofbusinessmodelswhentheyundertakeelectroniccommerceinitiativesHoweconomicforceshavecreatedabusinessenvironmentthatisfosteringthecontinuedgrowthofelectroniccommerce?CengageLearning201599LearningObjectivesInthischaLearningObjectives(cont’d.)HowbusinessesusevaluechainsandSWOTanalysistoidentifyelectroniccommerceopportunitiesTheinternationalnatureofelectroniccommerceandthechallengesthatariseinengaginginelectroniccommerceonaglobalscale?CengageLearning20151010LearningObjectives(cont’d.)HIntroductionLate1990s:fewcompaniesdoingbuyingorsellingonlineAmazon,EBayestablishingfootholds1998:GooglesearchengineestablishedProvidedmorerelevantsearchresultsthanexistingsearchengineWebsitesSellsadvertisingbasedonakeywordbiddingmodelOneofmostsuccessfulonlinecompaniestoday?CengageLearning201511IntroductionLate1990s:fewcoTheEvolutionofElectronicCommerceElectroniccommercehistoryRapidgrowthfrommid-1990sto2000“Dot-comboom”followedby“dot-combust”2000to2003:overlygloomynewsreports2003:signsofnewlifeSalesandprofitgrowthreturnElectroniccommercegrowingatarapidpaceElectroniccommercebecomespartofgeneraleconomy?CengageLearning20151212TheEvolutionofElectronicCoTheEvolutionofElectronicCommerceElectroniccommercehistory(cont’d.)2008generalrecessionElectroniccommercehurtlessthanmostofeconomyFrom2003tothepresentElectroniccommerceexpandedmoreingoodtimesandcontractedlessinbadtimes?CengageLearning20151313TheEvolutionofElectronicCoElectronicCommerceandElectronicBusinessElectroniccommerceShoppingontheWebBusinessestradingwithotherbusinessesInternalcompanyprocessesBroaderterm:electronicbusiness(e-business)IncludesallbusinessactivitiesusingInternettechnologiesInternetandWorldWideWeb(Web)WirelesstransmissionsonmobiletelephonenetworksDot-com(puredot-com)Businessesoperatingonlyonline?CengageLearning20151414ElectronicCommerceandElectrCategoriesofElectronicCommerceBusiness-to-consumer(B2C)ConsumershoppingontheWebBusiness-to-business(B2B):e-procurementTransactionsconductedbetweenWebbusinessesSupplymanagement(procurement)departmentsNegotiatepurchasetransactionswithsuppliersBusinessprocessesUseofInternettechnologieswithinthebusiness1515?CengageLearning2015CategoriesofElectronicCommeCategoriesofElectronicCommerce(cont’d.)BusinessactivityTaskperformedbyaworkerinthecourseofdoinghisorherjobMayormaynotberelatedtoatransactionTransactionExchangeofvaluePurchase,sale,orconversionofrawmaterialsintofinishedproductInvolvesatleastonebusinessactivity?CengageLearning201516CategoriesofElectronicCommeCategoriesofElectronicCommerce(cont’d.)BusinessprocessesGroupoflogical,related,sequentialactivitiesandtransactionsWebhelpingpeopleworkmoreeffectivelyTelecommuting(telework)?CengageLearning201517CategoriesofElectronicCommeRelativeSizeofElectronicCommerceElementsRoughapproximationshowninFigure1-1DollarvolumeandnumberoftransactionsB2BmuchgreaterthanB2CNumberoftransactionsSupportingbusinessprocessesgreaterthanB2CandB2Bcombined?CengageLearning201518RelativeSizeofElectronicCo?CengageLearning201519FIGURE1-1Elementsofelectroniccommerce?CengageLearning2015?CengageLearning201519FIGURRelativeSizeofElectronicCommerceElements(cont’d.)Consumer-to-consumer(C2C)IndividualsbuyingandsellingamongthemselvesWebauctionsiteC2CsalesincludedinB2CcategorySelleractsasabusiness(fortransactionpurposes)Business-to-government(B2G)BusinesstransactionswithgovernmentagenciesPayingtaxes,filingrequiredreportsB2GtransactionsincludedinB2Bdiscussions?CengageLearning20152020RelativeSizeofElectronicCo?CengageLearning201521FIGURE1-2Electroniccommercecategories?CengageLearning2015?CengageLearning201521FIGURTheDevelopmentandGrowthofElectronicCommercePeopleengagingincommerce:AdoptavailabletoolsandtechnologiesInternetChangedwaypeoplebuy,sell,hire,andorganizebusinessactivitiesMorerapidlythananyothertechnologyElectronicFundsTransfers(EFTs)WiretransfersElectronictransmissionsofaccountexchangeinformationUsesprivatecommunicationsnetworks?CengageLearning20152222TheDevelopmentandGrowthofTheDevelopmentandGrowthofElectronicCommerce(cont’d.)ElectronicDataInterchange(EDI)Business-to-businesstransmissionofcomputer-readabledatainstandardformatStandardtransmittingformatsbenefitsReduceserrorsAvoidsprintingandmailingcostsEliminatesneedtoreenterdataTradingpartnersBusinessesengaginginEDIwitheachotherEDIpioneers(example:Walmart)improvedpurchasingprocessesandsupplierrelationships?CengageLearning20152323TheDevelopmentandGrowthofTheDevelopmentandGrowthofElectronicCommerce(cont’d.)ProblemfacedbyEDIpioneersHighimplementationcostExpensivecomputerhardwareandsoftwareEstablishingdirectnetworkconnectionstotradingpartnersorsubscribingtovalue-addednetwork(VAN)Value-addednetwork(VAN)IndependentfirmofferingEDIconnectionandtransaction-forwardingservicesEDIcontinuestobealargeportionofB2Belectroniccommerce?CengageLearning20152424TheDevelopmentandGrowthofTheFirstWaveofElectronicCommerce,1995-20031997to2000Morethan12,000Internetbusinessesbegun2000to2003$200billioninvestedFueledonlinebusinessactivitygrowthrebirth2008to2009recessionGrowthcontinued,butataslowerrate?CengageLearning20152525TheFirstWaveofElectronicC?CengageLearning201526FIGURE1-3ActualandestimatedglobalonlinesalesinB2CandB2Bcategories?CengageLearning2015?CengageLearning201526FIGURTheSecondWaveofElectronicCommerce,2004-2009ElectroniccommercefirstandsecondwavecharacteristicsRegionalscopeFirstwave:UnitedStatesphenomenonSecondwave:internationalStart-upcapitalFirstwave:easytoobtainSecondwave:companiesusinginternalfundsInternettechnologiesusedFirstwave:slowandinexpensive(especiallyB2C)Secondwave:broadbandconnections?CengageLearning20152727TheSecondWaveofElectronicTheSecondWaveofElectronicCommerce,2004-2009(cont’d.)Firstandsecondwavecharacteristics(cont’d.)Electronicmail(e-mail)useFirstwave:unstructuredcommunicationSecondwave:integralpartofmarketing,customercontactstrategiesRevenuesourceFirstwave:onlineadvertising(failed)Secondwave:Internetadvertising(moresuccessful)?CengageLearning20152828TheSecondWaveofElectronicTheSecondWaveofElectronicCommerce,2004-2009(cont’d.)Firstandsecondwavecharacteristics(cont’d.)DigitalproductsalesFirstwave:fraughtwithdifficulties(musicindustry)Secondwave:supportslegaldistributionontheWebBusinessonlinestrategyFirstwave:first-moveradvantageSecondwave:secondmousegetsthecheeseWeb2.0technologiesUsersparticipateincreatingandmodifyingcontent?CengageLearning20152929TheSecondWaveofElectronicTheThirdWaveofElectronicCommerceFactorsinthethirdwaveEmergenceofmobilecommerceSmartphonetechnologyandtabletcomputershavemadeInternetavailableeverywhereEver-increasingnumberofpeoplehaveaccesstotheInternetCriticalmassofmobileuserswithpowerfuldevicesWidespreadparticipationinsocialnetworkingOftenusedtopromoteorsellgoodsandservices?CengageLearning201530TheThirdWaveofElectronicCTheThirdWaveofElectronicCommerce(cont’d.)Factors(cont’d.)SmallerbusinessesusingInternetforsales,purchasing,andraisingcapitalCrowdsourcingAnalysisoflargeamountsofcollectedcustomerdataBigdataDataanalyticsTrackingtechnologiesintegratedintoB2BelectroniccommerceRFIDdevicesBiometrictechnologies?CengageLearning201531TheThirdWaveofElectronicC?CengageLearning201532FIGURE1-4Keycharacteristicsofthefirstthreewavesofelectroniccommerce?CengageLearning2015?CengageLearning201532FIGURBusinessModels,RevenueModels,andBusinessProcessesBusinessmodelSetofprocessescombinedtoachievecompanygoal(typicallyprofit)ElectroniccommercefirstwaveInvestorssoughtInternet-drivenbusinessmodelsExpectationsofrapidsalesgrowth,marketdominanceSuccessful“dot-com”businessmodelswereemulatedMichaelPorterarguedbusinessmodelsdidnotexist?CengageLearning20153333BusinessModels,RevenueModelBusinessModels,RevenueModels,andBusinessProcesses(cont’d.)Insteadofcopyingmodel,examinebusinesselementsStreamline,enhance,andreplacewithInternettechnologydrivenprocessesRevenuemodelusedtodaySpecificcollectionofbusinessprocessesIdentifycustomersMarkettothosecustomersGeneratesalesClassifyrevenue-generatingactivitiesforcommunicationandanalysispurposes?CengageLearning20153434BusinessModels,RevenueModelFocusonSpecificBusinessProcessesExamplesofbusinessprocessesPurchasingrawmaterialsorgoodsforresaleConvertingmaterialsandlaborintofinishedgoodsManagingtransportationandlogisticsHiringandtrainingemployeesManagingbusinessfinancesIdentifyprocessesbenefitingfrome-commercetechnologyInternettechnologiesasameanstofacilitatebusinessprocesses?CengageLearning20153535FocusonSpecificBusinessProRoleofMerchandisingMerchandisingCombinationofstoredesign,layout,andproductdisplayknowledgeSalespeopleskillsIdentifycustomerneedsFindproductsorservicesmeetingneedsMerchandisingandpersonalsellingDifficulttopracticeremotelyWebsitesuccessTransfermerchandisingskillstotheWebEasierforsomeproductsthanothers?CengageLearning20153636RoleofMerchandisingMerchandiProduct/ProcessSuitabilitytoElectronicCommerceEvaluatingadvantages/disadvantagesofelectroniccommerceSuitabilityisdependentonavailabletechnologies’currentstateChangeasnewe-commercetoolsemerge?CengageLearning201537Discussion:whyAmazonbeganwithsellingbooks?Product/ProcessSuitabilityto?CengageLearning201538FIGURE1-5Businessprocesssuitabilitytotypeofcommerce?CengageLearning2015?CengageLearning201538FIGURProduct/ProcessSuitabilitytoElectronicCommerce(cont’d.)Commodityitem:well-suitedtoe-commercesellingProductorservicehardtodistinguishfromsameproductsorservicesprovidedbyothersellersFeatures:standardizedandwellknownPrice:distinguishingfactorConsiderproduct’sshippingprofileCollectionofattributesaffectinghoweasilythatproductcanbepackagedanddeliveredHighvalue-to-weightratioisdesirable?CengageLearning20153939Product/ProcessSuitabilitytoProduct/ProcessSuitabilitytoElectronicCommerce(cont’d.)Easier-to-sellproductshave:StrongbrandreputationAppealtosmallbutgeographicallydiversegroupsTraditionalcommercebetterfor:ProductsrelyingonpersonalsellingskillsTransactionsinvolvinglargeamountsofmoneyCombinationofelectronicandtraditionalcommercestrategiesbestwhen:Businessprocessincludesbothcommodityandpersonalinspectionaspects?CengageLearning20154040Product/ProcessSuitabilitytoElectronicCommerce:Opportunities,CautionsandConcernsBusinessesneedtoexercisecautioninweighingrisksandbenefitsofonlinebusinessAstechnologiesadvance:Morebusinessesmaybenefitfromelectroniccommerce?CengageLearning20154141ElectronicCommerce:OpportuniOpportunitiesforElectronicCommerceElectroniccommercecanhelpincreaseprofitsIncreasessalesDecreasesbusinesscostsVirtualcommunityGatheringofpeopleonlineusingWeb2.0technologies?CengageLearning201542OpportunitiesforElectronicCOpportunitiesforElectronicCommerce(cont’d.)E-commercebuyeropportunitiesIncreasespurchasingopportunitiesIdentifyingnewsuppliersandbusinesspartnersEfficientlyobtainingcompetitivebidinformationEasiertonegotiatepriceanddeliverytermsIncreasesspeed,informationexchangeaccuracyWiderrangeofchoicesavailable24hoursadayImmediateaccesstoprospectivepurchaseinformation?CengageLearning201543OpportunitiesforElectronicCOpportunitiesforElectronicCommerce(cont’d.)BenefitsextendtogeneralsocietyLowercoststoissueandsecure:ElectronicpaymentsoftaxrefundsPublicretirementWelfaresupportProvidesfastertransmissionProvidesfraud,theftlossprotectionElectronicpaymentseasiertoauditandmonitorTelecommutingreducestraffic,pollutionProductsandservicesavailableinremoteareas?CengageLearning20154444OpportunitiesforElectronicCElectronicCommerce:CurrentBarriersPoorchoicesforelectroniccommercePerishablefoodsandhigh-cost,uniqueitemsFourbarriersNeedforcriticalmassofcustomerswithappropriatetechnologyUnpredictabilityincostsandrevenuesInsufficienttoolsforhardwareandsoftwareintegrationCulturalandlegalbarriers?CengageLearning20154545ElectronicCommerce:CurrentBEconomicForcesandElectronicCommerceEconomicsStudyhowpeopleallocatescarceresourcesMarketsPotentialsellerscomeintocontactwithbuyersMediumofexchangeavailable(currencyorbarter)Organizationhierarchy(flatormanylevels)TransactioncostsMotivationformovingeconomicactivitytohierarchicallystructuredfirms?CengageLearning20154646EconomicForcesandElectronicTransactionCostsTotalcostsabuyerandsellerincurWhilegatheringinformationandnegotiatingpurchase-and-saletransactionCostsinclude:BrokeragefeesandsalescommissionsCostofinformationsearchandacquisitionSweaterdealerexample(Figure1-6)?CengageLearning20154747TransactionCostsTotalcostsa?CengageLearning201548FIGURE1-6Marketformofeconomicorganization?CengageLearning2015?CengageLearning201548FIGURMarketsandHierarchiesCoase’sanalysisofhightransactioncostsHierarchicalorganizationsreplacemarket-negotiatedtransactionsSupervisionandworker-monitoringelementsVerticalintegrationsweaterexample(Figure1-7)OliverWilliamson(extendedCoase’sanalysis)Complexmanufacturing,assemblyoperationsHierarchicallyorganized,verticallyintegratedManufacturinginnovationsincreasedmonitoringactivities’efficiencyandeffectiveness?CengageLearning20154949MarketsandHierarchiesCoase’s?CengageLearning201550FIGURE1-7Hierarchicalformofeconomicorganization?CengageLearning2015?CengageLearning201550FIGURMarketsandHierarchies(cont’d.)Strategicbusinessunit(businessunit)PartofacompanylargeenoughtomanageitselfSmallenoughtoquicklyrespondtobusinessenvironmentchangesExceptiontohierarchytrendCommodities?CengageLearning201551MarketsandHierarchies(cont’UsingElectronicCommercetoReduceTransactionCostsElectroniccommercecan:ImproveflowofinformationIncreasecoordinationofactionsChangeattractivenessofverticalintegrationExample:employmenttransactionTelecommutingreduceoreliminatetransactioncosts?CengageLearning20155252UsingElectronicCommercetoRNetworkEconomicStructuresNeithermarketnorhierarchyStrategicalliances(strategicpartnerships)Coordinatestrategies,resources,skillsetsFormlong-term,stablerelationshipswithothercompaniesandindividualsBasedonsharedpurposesStrategicpartnersCometogetherforspecificprojectoractivityFormmanyintercompanyteamsUndertakevarietyofongoingactivities?CengageLearning20155353NetworkEconomicStructuresNei?CengageLearning201554FIGURE1-8Networkformofeconomicorganization?CengageLearning2015?CengageLearning201554FIGURNetworkEconomicStructures(cont’d.)NetworkorganizationsWellsuitedtoinformation-intensivetechnologyindustriesElectroniccommercemakesnetworkseasiertoconstructandmaintainManuelCastellspredictseconomicnetworkswillbecometheorganizingstructureforallsocialinteractions?CengageLearning20155555NetworkEconomicStructures(cNetworkEffectsLawofdiminishingreturnsActivitiesyieldlessvalueasconsumptionamountincreasesExample:hamburgerconsumptionNetworkeffectExceptiontolawofdiminishingreturnsAsmorepeopleororganizationsparticipateinnetwork,thevaluetoeachparticipantincreasesExamples:Landlinephones,e-mail?CengageLearning20155656NetworkEffectsLawofdiminishIdentifyingElectronicCommerceOpportunitiesFocusonspecificbusinessprocessesBreakbusinessdownSeriesofvalue-addingactivitiesthatcombinetomeetfirm’sgoalsBusinessactivitiesconductedbyfirmsofallsizesFirmMultiplebusinessunitsownedbyacommonsetofshareholdersIndustryMultiplefirmssellingsimilarproductstosimilarcustomers?CengageLearning20155757IdentifyingElectronicCommercDiscussionWhatnewbusinesshavebeensetupinrecent5years?Trytofindanexampleofsuccess/fail,andwhy(success/fail)??CengageLearning201558DiscussionWhatnewbusinesshStrategicBusinessUnitValueChainsValuechainOrganizingstrategicbusinessunitactivitiestodesign,produce,promote,market,deliver,andsupporttheproductsorservicesMichaelPorterincludessupportingactivitiesHumanresourcemanagementandpurchasingStrategicbusinessunitprimaryactivitiesIdentifycustomers,design,purchasematerialsandsupplies,manufactureproductorcreateservice,marketandsell,deliver,provideafter-saleserviceandsupport?CengageLearning201559StrategicBusinessUnitValueStrategicBusinessUnitValueChains(cont’d.)Importanceofprimaryactivitiesdependson:ProductorserviceCustomersCentralcorporateorganizationsupportactivitiesFinanceandadministrationHumanresourceTechnologydevelopment?CengageLearning201560StrategicBusinessUnitValue?CengageLearning201561FIGURE1-9Valuechainforastrategicbusinessunit?CengageLearning2015?CengageLearning201561FIGURIndustryValueChainsExaminewherestrategicbusinessunitfitswithinindustryPorter’svaluesystemDescribeslargeractivitiesstreamintowhichparticularbusinessunit’svaluechainisembeddedIndustryvaluechainreferstovaluesystemsAwarenessofbusinessesvaluechainactivitiesAllowsidentificationofnewopportunitiesUsefulwaytothinkaboutgeneralbusinessstrategy?CengageLearning201562IndustryValueChainsExaminew?CengageLearning201563FIGURE1-10Industryvaluechainforastrategicbusinessunit?CengageLearning2015?CengageLearning201563FIGURSWOTAnalysis:EvaluatingBusinessUnitOpportunitiesDefineSWOT(strengths,weaknesses,opportunities,andthreats)FirstlookintobusinessunitIdentifystrengthsandweaknessesThenreviewoperatingenvironmentIdentifyopportunitiesandthreatspresentedTakeadvantageofopportunitiesBuildonstrengthsAvoidthreatsCompensateforweaknesses?CengageLearning201564SWOTAnalysis:EvaluatingBusi?CengageLearning201565FIGURE1-11SWOTanalysisquestions?CengageLearning2015?CengageLearning201565FIGUR?CengageLearning201566FIGURE1-12ResultsofDell’sSWOTanalysis?CengageLearning2015?CengageLearning201566FIGURInternationalNatureofElectronicCommerceInternetconnectscomputersworldwideWhencompaniesuseWebtoimprovebusinessprocess:TheyautomaticallyoperateinglobalenvironmentThirdwaveRapidlyincreasingproportionoutsideUSChina,India,andBrazilhaveseenenormousrecentgrowth?CengageLearning201567InternationalNatureofElectr?CengageLearning201568FIGURE1-13ProportionofonlineB2Csalesbygeographicregion,2013?CengageLearning2015?CengageLearning201568FIGURInternationalNatureofElectronicCommerce(cont’d.)KeyinternationalcommerceissuesTrustCultureLanguageGovernmentInfrastructure69?CengageLearning2015InternationalNatureofElectrTrustIssuesontheWebImportanttoestablishtrustingrelationshipswithcustomersCompaniescanrelyonestablishedbrandnamesDifficultforonlinebusinessesAnonymityexistsinWebpresenceBankingexample:browsingsite’spagesDifficulttodeterminebanksizeorhowwellestablishedBusinessmustovercomedistrustinWeb“strangers”?CengageLearning201570TrustIssuesontheWebImportaLanguageIssuesBusinessmustadapttolocalcultures“Thinkglobally,actlocally”P(pán)rovidelocallanguageversionsofWebsiteCustomersmorelikelytobuyfromsitesinownlanguage25-55percentofInternetcontentinEnglishHalfofcurrentInternetusersdonotreadEnglishBy2015:70%ofe-commercetransactionswillinvolveatleastonepartyoutsideoftheUnitedStatesLanguagesmayrequiremultipletranslationsSeparatedialects?CengageLearning201571LanguageIssuesBusinessmustaLanguageIssues(cont’d.)Largesitetranslationmaybecost-prohibitiveCertainpagesmaybetranslatedHomepageshouldbetranslatedintoallsupportedlanguagesAllfirst-levellinkstohomepageHighprioritypagestotranslateMarketing,productinformation,establishingbrandUsetranslationservicesandsoftwareHumantranslation:keymarketingmessagesSoftware:routinetransactionprocessingfunctions?CengageLearning201572LanguageIssues(cont’d.)LargeCulturalIssuesImportantelementofbusinesstrustAnticipatinghowtheotherpartytoatransactionwillactinspecificcircumstancesCultureCombinationoflanguageandcustomsVariesacrossnationalboundaries,regionswithinnationsCulturalissueexamplesVirtualVineyards(nowW)packagingGeneralMotors’ChevroletNovaautomobileBabyfoodinjarsinAfrica?CengageLearni