電子商務(wù)概論(ppt 81頁)

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1、ELEVENTH EDITION ELECTRONIC COMMERCEGARY P. SCHNEIDER1 Cengage Learning 2015電子商務(wù)概論張昕瑞管理學(xué)院上海理工大學(xué)2ELEVENTH EDITION ELECTRONIC COMMERCEGARY P. SCHNEIDER2017-09-193Introduction to Electronic Commerce2017-09-264Selling on the Web 12017-10-035國慶假期2017-10-106Selling on the Web 22017-10-177Marketing on the

2、Web 12017-10-248Marketing on the Web 22017-10-319Business-to-Business Activities: Improving Efficiency and Reducing Costs 1ELEVENTH EDITION ELECTRONIC COMMERCEGARY P. SCHNEIDER2017-11-0710Business-to-Business Activities: Improving Efficiency and Reducing Costs 22017-11-1411Social Networking, Mobile

3、Commerce, and Online Auctions2017-11-2112Planning for Electronic Commerce2017-11-2813Case Study2017-12-0514The Environment of Electronic Commerce: Legal, Ethical, and Tax Issues2017-12-1215Electronic Commerce Security2017-12-1916Payment Systems for Electronic Commerce2017-12-2617Group Presentation20

4、18-01-0218Test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：46人一組Discussion What is e-commerce/business? What e-commerce/business company do you know? Whats the core business of this company? Why people choose to do business online? Whats th

5、e trend of e-commerce/business? 1-7ELEVENTH EDITION ELECTRONIC COMMERCEGARY P. SCHNEIDERIntroduction to Electronic CommerceChapter 18 Cengage Learning 2015Learning ObjectivesIn this chapter, you will learn about: What electronic commerce is and how it has evolved Why companies concentrate on revenue

6、 models and the analysis of business processes instead of business models when they undertake electronic commerce initiatives How economic forces have created a business environment that is fostering the continued growth of electronic commerce Cengage Learning 20159 9Learning Objectives (contd.) How

7、 businesses use value chains and SWOT analysis to identify electronic commerce opportunities The international nature of electronic commerce and the challenges that arise in engaging in electronic commerce on a global scale Cengage Learning 20151010Introduction Late 1990s: few companies doing buying

8、 or selling online Amazon, EBay establishing footholds 1998: Google search engine established Provided more relevant search results than existing search engine Web sites Sells advertising based on a keyword bidding model One of most successful online companies today Cengage Learning 201511The Evolut

9、ion of Electronic Commerce Electronic commerce history Rapid growth from mid-1990s to 2000 “Dot-com boom” followed by “dot-com bust” 2000 to 2003: overly gloomy news reports 2003: signs of new life Sales and profit growth return Electronic commerce growing at a rapid pace Electronic commerce becomes

10、 part of general economy Cengage Learning 20151212The Evolution of Electronic Commerce Electronic commerce history (contd.) 2008 general recession Electronic commerce hurt less than most of economy From 2003 to the present Electronic commerce expanded more in good times and contracted less in bad ti

11、mes Cengage Learning 20151313Electronic Commerce and Electronic Business Electronic commerce Shopping on the Web Businesses trading with other businesses Internal company processes Broader term: electronic business (e-business) Includes all business activities using Internet technologies Internet an

12、d World Wide Web (Web) Wireless transmissions on mobile telephone networks Dot-com (pure dot-com) Businesses operating only online Cengage Learning 20151414Categories of Electronic Commerce Business-to-consumer (B2C) Consumer shopping on the Web Business-to-business (B2B): e-procurement Transactions

13、 conducted between Web businesses Supply management (procurement) departments Negotiate purchase transactions with suppliers Business processes Use of Internet technologies within the business1515 Cengage Learning 2015Categories of Electronic Commerce (contd.) Business activity Task performed by a w

14、orker in the course of doing his or her job May or may not be related to a transaction Transaction Exchange of value Purchase, sale, or conversion of raw materials into finished product Involves at least one business activity Cengage Learning 201516Categories of Electronic Commerce (contd.) Business

15、 processes Group of logical, related, sequential activities and transactions Web helping people work more effectively Telecommuting (telework) Cengage Learning 201517Relative Size of Electronic Commerce Elements Rough approximation shown in Figure 1-1 Dollar volume and number of transactions B2B muc

16、h greater than B2C Number of transactions Supporting business processes greater than B2C and B2B combined Cengage Learning 201518 Cengage Learning 201519FIGURE 1-1 Elements of electronic commerce Cengage Learning 2015Relative Size of Electronic Commerce Elements (contd.) Consumer-to-consumer (C2C) I

17、ndividuals buying and selling among themselves Web auction site C2C sales included in B2C category Seller acts as a business (for transaction purposes) Business-to-government (B2G) Business transactions with government agencies Paying taxes, filing required reports B2G transactions included in B2B d

18、iscussions Cengage Learning 20152020 Cengage Learning 201521FIGURE 1-2 Electronic commerce categories Cengage Learning 2015The Development and Growth of Electronic Commerce People engaging in commerce: Adopt available tools and technologies Internet Changed way people buy, sell, hire, and organize b

19、usiness activities More rapidly than any other technology Electronic Funds Transfers (EFTs) Wire transfers Electronic transmissions of account exchange information Uses private communications networks Cengage Learning 20152222The Development and Growth of Electronic Commerce (contd.) Electronic Data

20、 Interchange (EDI) Business-to-business transmission of computer-readable data in standard format Standard transmitting formats benefits Reduces errors Avoids printing and mailing costs Eliminates need to reenter data Trading partners Businesses engaging in EDI with each other EDI pioneers (example:

21、 Walmart) improved purchasing processes and supplier relationships Cengage Learning 20152323The Development and Growth of Electronic Commerce (contd.) Problem faced by EDI pioneers High implementation cost Expensive computer hardware and software Establishing direct network connections to trading pa

22、rtners or subscribing to value-added network (VAN) Value-added network (VAN) Independent firm offering EDI connection and transaction-forwarding services EDI continues to be a large portion of B2B electronic commerce Cengage Learning 20152424The First Wave of Electronic Commerce, 1995-2003 1997 to 2

23、000 More than 12,000 Internet businesses begun 2000 to 2003 $200 billion invested Fueled online business activity growth rebirth 2008 to 2009 recession Growth continued, but at a slower rate Cengage Learning 20152525 Cengage Learning 201526FIGURE 1-3 Actual and estimated global online sales in B2C a

24、nd B2B categories Cengage Learning 2015The Second Wave of Electronic Commerce, 2004-2009 Electronic commerce first and second wave characteristics Regional scope First wave: United States phenomenon Second wave: international Start-up capital First wave: easy to obtain Second wave: companies using i

25、nternal funds Internet technologies used First wave: slow and inexpensive (especially B2C) Second wave: broadband connections Cengage Learning 20152727The Second Wave of Electronic Commerce, 2004-2009 (contd.) First and second wave characteristics (contd.) Electronic mail (e-mail) use First wave: un

26、structured communication Second wave: integral part of marketing, customer contact strategies Revenue source First wave: online advertising (failed) Second wave: Internet advertising (more successful) Cengage Learning 20152828The Second Wave of Electronic Commerce, 2004-2009 (contd.) First and secon

27、d wave characteristics (contd.) Digital product sales First wave: fraught with difficulties (music industry) Second wave: supports legal distribution on the Web Business online strategy First wave: first-mover advantage Second wave: second mouse gets the cheese Web 2.0 technologies Users participate

28、 in creating and modifying content Cengage Learning 20152929The Third Wave of Electronic Commerce Factors in the third wave Emergence of mobile commerce Smart phone technology and tablet computers have made Internet available everywhere Ever-increasing number of people have access to the Internet Cr

29、itical mass of mobile users with powerful devices Widespread participation in social networking Often used to promote or sell goods and services Cengage Learning 201530The Third Wave of Electronic Commerce (contd.) Factors (contd.) Smaller businesses using Internet for sales, purchasing, and raising

30、 capital Crowdsourcing Analysis of large amounts of collected customer data Big data Data analytics Tracking technologies integrated into B2B electronic commerce RFID devices Biometric technologies Cengage Learning 201531 Cengage Learning 201532FIGURE 1-4 Key characteristics of the first three waves

31、 of electronic commerce Cengage Learning 2015Business Models, Revenue Models, and Business Processes Business model Set of processes combined to achieve company goal (typically profit) Electronic commerce first wave Investors sought Internet-driven business models Expectations of rapid sales growth,

32、 market dominance Successful “dot-com” business models were emulated Michael Porter argued business models did not exist Cengage Learning 20153333Business Models, Revenue Models, and Business Processes (contd.) Instead of copying model, examine business elements Streamline, enhance, and replace with

33、 Internet technology driven processes Revenue model used today Specific collection of business processes Identify customers Market to those customers Generate sales Classify revenue-generating activities for communication and analysis purposes Cengage Learning 20153434Focus on Specific Business Proc

34、esses Examples of business processes Purchasing raw materials or goods for resale Converting materials and labor into finished goods Managing transportation and logistics Hiring and training employees Managing business finances Identify processes benefiting from e-commerce technology Internet techno

35、logies as a means to facilitate business processes Cengage Learning 20153535Role of Merchandising Merchandising Combination of store design, layout, and product display knowledge Salespeople skills Identify customer needs Find products or services meeting needs Merchandising and personal selling Dif

36、ficult to practice remotely Web site success Transfer merchandising skills to the Web Easier for some products than others Cengage Learning 20153636Product/Process Suitability to Electronic Commerce Evaluating advantages/disadvantages of electronic commerce Suitability is dependent on available tech

37、nologies current state Change as new e-commerce tools emerge Cengage Learning 201537 Discussion: why Amazon began with selling books? Cengage Learning 201538FIGURE 1-5 Business process suitability to type of commerce Cengage Learning 2015Product/Process Suitability to Electronic Commerce (contd.) Co

38、mmodity item: well-suited to e-commerce selling Product or service hard to distinguish from same products or services provided by other sellers Features: standardized and well known Price: distinguishing factor Consider products shipping profile Collection of attributes affecting how easily that pro

39、duct can be packaged and delivered High value-to-weight ratio is desirable Cengage Learning 20153939Product/Process Suitability to Electronic Commerce (contd.) Easier-to-sell products have: Strong brand reputation Appeal to small but geographically diverse groups Traditional commerce better for: Pro

40、ducts relying on personal selling skills Transactions involving large amounts of money Combination of electronic and traditional commerce strategies best when: Business process includes both commodity and personal inspection aspects Cengage Learning 20154040Electronic Commerce: Opportunities, Cautio

41、ns and Concerns Businesses need to exercise caution in weighing risks and benefits of online business As technologies advance: More businesses may benefit from electronic commerce Cengage Learning 20154141Opportunities for Electronic Commerce Electronic commerce can help increase profits Increases s

42、ales Decreases business costs Virtual community Gathering of people online using Web 2.0 technologies Cengage Learning 201542Opportunities for Electronic Commerce (contd.) E-commerce buyer opportunities Increases purchasing opportunities Identifying new suppliers and business partners Efficiently ob

43、taining competitive bid information Easier to negotiate price and delivery terms Increases speed, information exchange accuracy Wider range of choices available 24 hours a day Immediate access to prospective purchase information Cengage Learning 201543Opportunities for Electronic Commerce (contd.) B

44、enefits extend to general society Lower costs to issue and secure: Electronic payments of tax refunds Public retirement Welfare support Provides faster transmission Provides fraud, theft loss protection Electronic payments easier to audit and monitor Telecommuting reduces traffic, pollution Products

45、 and services available in remote areas Cengage Learning 20154444Electronic Commerce: Current Barriers Poor choices for electronic commerce Perishable foods and high-cost, unique items Four barriers Need for critical mass of customers with appropriate technology Unpredictability in costs and revenue

46、s Insufficient tools for hardware and software integration Cultural and legal barriers Cengage Learning 20154545Economic Forces and Electronic Commerce Economics Study how people allocate scarce resources Markets Potential sellers come into contact with buyers Medium of exchange available (currency

47、or barter) Organization hierarchy (flat or many levels) Transaction costs Motivation for moving economic activity to hierarchically structured firms Cengage Learning 20154646Transaction Costs Total costs a buyer and seller incur While gathering information and negotiating purchase-and-sale transacti

48、on Costs include: Brokerage fees and sales commissions Cost of information search and acquisition Sweater dealer example (Figure 1-6) Cengage Learning 20154747 Cengage Learning 201548FIGURE 1-6 Market form of economic organization Cengage Learning 2015Markets and Hierarchies Coases analysis of high

49、transaction costs Hierarchical organizations replace market-negotiated transactions Supervision and worker-monitoring elements Vertical integration sweater example (Figure 1-7) Oliver Williamson (extended Coases analysis) Complex manufacturing, assembly operations Hierarchically organized, verticall

50、y integrated Manufacturing innovations increased monitoring activities efficiency and effectiveness Cengage Learning 20154949 Cengage Learning 201550FIGURE 1-7 Hierarchical form of economic organization Cengage Learning 2015Markets and Hierarchies (contd.) Strategic business unit (business unit) Par

51、t of a company large enough to manage itself Small enough to quickly respond to business environment changes Exception to hierarchy trend Commodities Cengage Learning 201551Using Electronic Commerce to Reduce Transaction Costs Electronic commerce can: Improve flow of information Increase coordinatio

52、n of actions Change attractiveness of vertical integration Example: employment transaction Telecommuting reduce or eliminate transaction costs Cengage Learning 20155252Network Economic Structures Neither market nor hierarchy Strategic alliances (strategic partnerships) Coordinate strategies, resourc

53、es, skill sets Form long-term, stable relationships with other companies and individuals Based on shared purposes Strategic partners Come together for specific project or activity Form many intercompany teams Undertake variety of ongoing activities Cengage Learning 20155353 Cengage Learning 201554FI

54、GURE 1-8 Network form of economic organization Cengage Learning 2015Network Economic Structures (contd.) Network organizations Well suited to information-intensive technology industries Electronic commerce makes networks easier to construct and maintain Manuel Castells predicts economic networks wil

55、l become the organizing structure for all social interactions Cengage Learning 20155555Network Effects Law of diminishing returns Activities yield less value as consumption amount increases Example: hamburger consumption Network effect Exception to law of diminishing returns As more people or organi

56、zations participate in network, the value to each participant increases Examples: Landline phones, e-mail Cengage Learning 20155656Identifying Electronic Commerce Opportunities Focus on specific business processes Break business down Series of value-adding activities that combine to meet firms goals

57、 Business activities conducted by firms of all sizes Firm Multiple business units owned by a common set of shareholders Industry Multiple firms selling similar products to similar customers Cengage Learning 20155757Discussion What new business have been set up in recent 5 years? Try to find an examp

58、le of success / fail, and why (success / fail )? Cengage Learning 201558Strategic Business Unit Value Chains Value chain Organizing strategic business unit activities to design, produce, promote, market, deliver, and support the products or services Michael Porter includes supporting activities Huma

59、n resource management and purchasing Strategic business unit primary activities Identify customers, design, purchase materials and supplies, manufacture product or create service, market and sell, deliver, provide after-sale service and support Cengage Learning 201559Strategic Business Unit Value Ch

60、ains (contd.) Importance of primary activities depends on: Product or service Customers Central corporate organization support activities Finance and administration Human resource Technology development Cengage Learning 201560 Cengage Learning 201561FIGURE 1-9 Value chain for a strategic business un

61、it Cengage Learning 2015Industry Value Chains Examine where strategic business unit fits within industry Porters value system Describes larger activities stream into which particular business units value chain is embedded Industry value chain refers to value systems Awareness of businesses value cha

62、in activities Allows identification of new opportunities Useful way to think about general business strategy Cengage Learning 201562 Cengage Learning 201563FIGURE 1-10 Industry value chain for a strategic business unit Cengage Learning 2015SWOT Analysis: Evaluating Business Unit Opportunities Define

63、 SWOT (strengths, weaknesses, opportunities, and threats) First look into business unit Identify strengths and weaknesses Then review operating environment Identify opportunities and threats presented Take advantage of opportunities Build on strengths Avoid threats Compensate for weaknesses Cengage

64、Learning 201564 Cengage Learning 201565FIGURE 1-11 SWOT analysis questions Cengage Learning 2015 Cengage Learning 201566FIGURE 1-12 Results of Dells SWOT analysis Cengage Learning 2015International Nature of Electronic Commerce Internet connects computers worldwide When companies use Web to improve

65、business process: They automatically operate in global environment Third wave Rapidly increasing proportion outside US China, India, and Brazil have seen enormous recent growth Cengage Learning 201567 Cengage Learning 201568FIGURE 1-13 Proportion of online B2C sales by geographic region, 2013 Cengag

66、e Learning 2015International Nature of Electronic Commerce (contd.) Key international commerce issues Trust Culture Language Government Infrastructure69 Cengage Learning 2015Trust Issues on the Web Important to establish trusting relationships with customers Companies can rely on established brand names Difficult for online businesses Anonymity exists in Web presence Banking example: browsing sites pages Difficult to determine bank size or how well established Business must overcome distrust in