电子商务数字化转型和运营外文文献翻译
文献信息
文献标题：Digital Transformation & Digital Business Strategy in Electronic Commerce - The Role of Organizational Capabilities（电子商务中的数字化转型与数字化经营战略——组织能力的作用）
文献作者及出处：Nadeem A, Abedin B, Cerpa N, et al. Digital transformation & digital business strategy in electronic commerce-the role of organizational capabilities[J]. Journal of theoretical and applied electronic commerce research, 2018, 13(2): i-viii.
字数统计：英文2652单词，16575字符；中文4797汉字
外文文献
Digital Transformation & Digital Business Strategy in Electronic Commerce - The Role of Organizational Capabilities
Overview
Digital transformation is widely affecting various industries particularly healthcare, telecommunications, automotive, banking and manufacturing sectors. It enables innovation practices, improved designs, and new business models, and shapes how organizations create value on the Internet. Companies can leverage robust customer relationships and increase cross selling opportunities through successful digital transformation. Digital transformation is not solely about acquiring and deploying the fit for purpose technologies; rather it is a significant approach in tackling managerial issues such as human resources, business efficiency, and business process redesign.
According to Hess, digital transformation has become a high priority on the leadership agenda of many organizations. Almost 70% of reported organizational transformation practices fail to meet organizations ambitions, the timeline for the
transformation, or both, emphasizing the importance of the need for more research in this field. However, while the term digital transformation is increasingly being used in the electronic commerce research and practice, it has rarely been defined in the extant literature and professional articles. Thus, the first objective of this study is to review current understanding of this notion in the extant literature, and to explore what digital transformation entails.
Past studies in the information systems and electronic commerce literature have already reported the influence of various isolated technical factors such as technology use, data integration, and type of digital technologies, as well as non-technical factors like digital leadership and human resource management, and business process management on digital transformation of organizations. The next objective of this editorial emphasizes the importance of digital strategy and organizational capabilities in successful digital transformation of organizations. Past research shows that business digital strategy, digital capabilities, and implementation of right set of organizational capabilities, are critical requirements for an effective and efficient enterprise transformation towards creating superior electronic-commerce customer-centric services in the digital era. Currently there is an inconsistent understanding of what constitutes organizational capabilities and a digital business strategy in a digital transformation process. Thus, this study conducts a systematic literature review on a selected set of journals to explore what entails organizational capabilities and digital business strategy, and uses current empirical evidences for proposing a framework for future research on how these two factors may affect organizations’ digital transformation.
Methodology
We have conducted a systematic literature review on selected leading Information Systems journals (see Table 1) for papers published from the year 2000 to 2017. We used combinations of three key terms for conducting the search on titles, abstracts, and keywords of each paper: Digital business strategy, Digital transformation, Business digitalization.
Table 1: Selected Journals for systematic literature review
Following Bandara’s guidelines, two main steps were conducted: (i) selecting the relevant sources to be searched, and (ii) defining the search strategy in terms of a time frame, search terms, and search fields. Figure 1 shows the process of relevant article selection.
Figure 1: Process for selecting articles through systematic literature review The first stage of our search resulted in 292 articles. After that, we checked the relevancy of the each paper to the research objectives in two stages: Firstly, we assessed this using each article’s title, abstract, and keywords; this resulted in selection of 54 articles. Secondly, we examined the body of the selected articles, which led us to a final set of 28 articles. We then analysed these selected 28 articles thoroughly for their demographic information such as location, industry, and research
methods, and then used Wolifswinkel’s guidelines for discovering the underlying dimensions of organizational capabilities, digital business strategy, and digital transformation.
Wolifswinkel’s guidelines involve a systematic reading and application of codes to the final set of published articles, which would lead to identification of categories, sub-categories and core categories or themes. Figure 2 shows the qualitative process of analysing the systematic literature review final set of articles. We carried out the analysis of the articles in a stepwise mode. Initially, we read all the papers in detail, and highlighted sentences that seemed relevant to the research questions and research scope. The highlighted part from every article was termed as Excerpts. We then read the excerpts repeatedly and noted in the logbook for future reference. During this process of excerption open coding takes place.
Figure 2: Process of analyses of systematic literature review articles With open coding as the first step, we initiated the abstraction stage through reading all the papers and extracting dimensions. We used the term dimensions instead of categories (as shown in figure 2) to reflect a characteristic or feature. Next, axial coding was conducted, in which dimensions were sub divided into sub-categories called attributes. Attributes would be characteristics of each dimension. Each attribute of a dimension would be a unique feature and essential part of the dimension. Lastly, the process of comparative analysis took place, where linking and mapping of dimensions with attributes was carried out. This last stage of selective coding involved identification of core dimensions. The core dimensions represent the central phenomenon behind the study. It identifies the main idea the literature review represents. In this stage, we highlighted dimensions with a poor explanation or with
no specific attributes representing, and we either eliminated them or merged them with another similar dimension.
This above literature data coding process was carried out by going forward and backward between the articles as suggested by Wolifswinkel’s. Once the data was exhausted or fully saturated only then the process of theory building starts. Therefore, if any new dimensions or attributes emerged in this stage, we reviewed the data again starting from the excerptions process until the data was saturated.
Outcomes of the Systematic Review
As Figure 3 shows, the level of publication activity in this field started to increase from 2009 and then increased considerably in 2016. Furthermore, results also demonstrate that research on digital transformation has extensively been focusing on automotive industry, banking sector, telecommunications and healthcare, oil and gas and manufacturing sectors as shown below in Figure 4. Moreover, the literature review portrays that a large number of studies has concentrated on the US and European countries such as France, Germany, Switzerland, Denmark and UK, and in comparison, less work has been so far undertaken in Asia other regions like the Middle East, Latin America, and Africa.
Figure 3: Publication trend of reviewed articles
Figure 4: Selected papers by industry sector
In this study, we discuss the outcomes of the systematic review in two groups: firstly, we present what the notion of digital transformation entails and identify its underlying dimensions. We also discuss what digital business strategy and organizational capability may mean and what their underlying dimensions are based on past studies in the literature. Secondly, we aggregate the current empirical evidences to demonstrate how these three concepts may relate.
The Underlying Dimensions
Following Wolifswinkel’s guidelines and after completion of the coding process, the core dimensions and attributes for digital transformation, digital business strategy, and organizational capability were extracted and identified as shown below in Table 2. The final set of dimensions for digital transformation, digital business strategy and organizational capabilities were given a specific code as shown in the table below for proper identification and presentation.
Table 2: Underlying Dimensions of digital transformation, digital business strategy, and
organizational capability
Table 2 delineates the dimensions the each of the three concepts along with their
description. We identified twelve dimensions of digital transformation. Similarly, we identified six dimensions of digital business strategy and ten dimensions of organizational capabilities. This was to address the gap in the literature in terms of providing a synthesis of the literature for identification of underlying dimensions for each of the three factors. The above table summarizes the findings from the extant literature and gives a guideline to the upcoming researchers and industry professionals.
Next, we assessed how the dimensions in Table 2 may overlap. It signifies the common dimensions that have overlapped, and highlights how they are related. This graphical representation depicts that the common dimension shared by digital transformation, digital business strategy and organizational capabilities is collaborative ecosystem of digital platform. And the common dimension shared by digital transformation and digital business strategy are named as use of technology and structural changes whereas the common dimensions shared by digital transformation and organizational capabilities are names as digital leadership, agile and scalable operations, digitally enabled customer service unit (CSU) & digital artefacts. Moreover, the common dimension shared by digital business strategy and organizational capabilities is dynamic capabilities as shown in Figure 5.
Figure 5: Conceptual framework depicting the graphical representation of organizational capabilities, digital transformation and digital business strategy
Previous literature has not presented the inter-relationship of the digital transformation, digital business strategy, and organizational capabilities. Thus, Figure 5 is what our review resulted in proposing a relationship between digital business strategy, and digital transformation, are organizational capabilities. It suggests that digital transformation is the digital business strategy in action. If deployed successfully, digital business strategy is only the blueprint that can lead to digital transformation. This framework shown in figure 5 signifies and highlights the organizational capabilities that an organization need to acquire for deploying digital transformation and digital business strategy. Although digital transformation, digital business strategy, and organizational capabilities are termed as three different concepts, they actually have inter-relationships as shown in figure 5. The external collaboration of ecosystem of digital platforms shared by all the three concepts highlights that developing the collaboration with external partners is significant in today’s digital world for co-creating value and better organizational performance. The firm’s digital leadership, agile and scalable operations, digital enabled customer service unit (CSU) and digital artefacts, can manifest organizational capabilities required for pursuing the digital transformation to align with the changing external environments. Digital leadership describes that organizations should acquire more recent and updated digital skills and competencies whilst introducing new leadership roles to match the electronic commerce’s changing external environments. Likewise, building flexible and vigorous operations would assist in overcoming the previously embedded legacy systems further assisting the organization in deploying the digital transformation to make the firm’s electronic commerce remaining relevant. Furthermore, digitally enabled CSU is another important element in response to changing customer, as it assists with analysing customers value proposition in the electronic commerce context, which would be achieved by developing and implementing the digital processes and infrastructures that would be beneficial in handling large amount of data. Digital capabilities facilitated by digital artefacts would therefore enable the firm to create or adapt new products / services for its electronic commerce to fulfil the desired digitally enabled CSU to fit with the
changing customer needs.
It is noted that digital business strategy requires the development of new organizational capabilities that are developed and reconfigured on a continuous basis. Additionally, in order to seize the benefits of digital transformation, more efforts need to be focused on the development of a competitive digital business strategy -i.e. specifically digital strategy initiatives need to be defined for the execution of the digital transformation. In addition, past literature also highlights that market-alignment drivers of organizational capabilities would help identify the organization’s drivers for digital transformation in electronic-commerce, which in turn would lead to better business performance. Figure 6 below represents the relationship between organizational capabilities, digital transformation and digital business strategy.
Figure 6: Relationship between organizational capabilities, digital transformation & digital
business strategy
Conclusion
This study explores the inter-relationship between the organizational capabilities, digital transformation and digital business strategy, which further led to the emergence of the conceptual framework. It explains and demonstrates how the
requisite set of organizational capabilities and unique dimensions of digital business strategy would drive an organization towards digital transformation. The digital transformation framework described by Figure 5 together with the causal interrelationship between organizational capabilities and digital transformation (moderated by digital business strategy) as shown in Figure 6 would represent a new important body of knowledge on the fundamental managerial practices for digital transformation towards a successful electronic commerce.
The analysis resulted in distinctive dimensions of digital transformation, digital business strategy, and organizational capabilities. This study provides a broader and substantial theoretical contribution on digital transformation literature and it enriches the literature by providing a framework of the inter-relationship of the organizational capabilities, digital transformation and digital business strategy. This research also represents the unique set of dimensions entailed by digital transformation, digital business strategy and organizational capabilities.
The findings would assist organizations’ CEOs and CIOs (C-suite management) who are looking for an effective framework depicting the inter-relationship between the digital transformation, organizational capabilities and digital business strategy. Companies usually hire consulting firms to assist them in developing and deploying fit-for-purpose organizational capabilities for pursuing digital business strategy that further leads to digital transformation. However, they would often end up investing a huge amount in implementing digital technologies instead and would still be unable to achieve effective digital transformation throughout the organization. Therefore, this study would guide them in determining and deploying the right organizational capabilities for their organization for digital transformation leading to better performance.
Another stakeholder of this study would be the IS researchers, who are in the search for a step forward in developing and implementing digital business strategy and digital transformation. IS researchers have previously published many articles on this topic in various journals and therefore have shown a growing concern for an awareness of this field. The IS researchers would gain an improved understanding of
the challenges faced in digital transformation.
中文译文
电子商务中的数字化转型与数字化经营战略
——组织能力的作用
概述
数字化转型正在广泛影响各个行业，尤其是医疗、电信、汽车、银行和制造业。它支持创新实践、改进设计和新的商业模式，并告诉企业如何在互联网上创造价值。企业可以利用强大的客户关系，并通过成功的数字化转型增加交叉销售机会。数字化转型不仅仅是获取和部署适合目标的技术，而且，它是解决诸如人力资源、业务效率和业务流程重新设计等管理问题的重要方法。
根据赫斯（Hess）的说法，数字化转型已成为许多组织
领导议程中的一件高度优先事项。报告的组织转型实践中有将近70％的没有达到组织的目标、转型时间表，或者这两者都没有达到，这就强调了在这一领域进行更多研究的重要性。然而，尽管“数字化转型”这一术语在电子商务研究和实践中越来越多地被使用，但在现有文献和专业文章中却很少对其进行定义。因此，本研究的首要目标是回顾现有文献中对这一概念的理解，并探索数字化转型所带来的影响。
过去在信息系统和电子商务文献中的研究已经报告了各种孤立的技术因素（例如技术使用、数据集成和数字技术类型）以及非技术因素（例如数字领导力、人力资源管理和企业数字化转型的业务流程管理）的影响。本研究的另一个目标是强调数字化战略和组织能力在组织成功数字化转型中的重要性。过去的研究表明，数字化经营战略、数字化能力和正确的组织能力的实施，是企业在数字化时代向创建卓越的以客户为中心的电子商务服务有效转型的关键要求。目前，在数字化转型过程中，对组织能力和数字化经营战略的构成存在不一致的理解。因此，本研究选取了一组期刊进行系统的文献回顾，探讨组织能力与数字化经营战略的关系，并利用现有的实证证据，为未来研究这两个因素如何影响组织的数字化转
型提供一个框架。
方法
我们对2000年至2017年期间所发表的精选论文进行了系统的文献综述（见表1）。我们使用三个关键术语的组合对每篇论文的标题、摘要和关键词进行了搜索：数字化经营战略、数字化转型、商业数字化。
表1：系统文献综述的精选期刊
遵循班达拉（Bandara）的指导方针，进行了两个主要步骤：（1）选择要搜索的相关资源，（2）根据时间范围、搜索词和搜索字段来定义搜索策略。图1显示了选择相关文章的过程。
图1：通过系统的文献回顾选择文章的过程
我们搜索的第一阶段得到了292篇文章。在这之后，我们分两个阶段检查了
每篇论文和研究目标的相关性：首先，我们使用每篇文章的标题、摘要和关键词来进行评估，最终选择了54篇文章。其次，我们检查了所选文章的正文，最终得出了28篇文章。然后，我们对这28篇文章进行了全面的分析，包括地理位置、行业和研究方法等人口统计信息，然后使用沃里夫斯温克尔（Wolifswinkel）的指导方针来发现组织能力、数字化经营战略和数字转型的潜在维度。
沃里夫斯温克尔的指导方针涉及系统地阅读并将代码应用于最终出版的文章集，这将促使确定类别、子类别和核心类别或主题。图2显示了分析系统文献综述最终文章集的定性过程。我们以循序渐进的方式对文章进行了分析。最初，我们详细阅读了所有的论文，并突出了与研究问题和研究范围相关的句子。每篇文章中突出的部分被称为摘录。然后，我们反复阅读摘录，并记录在日志中，以备将来参考。在这个摘录过程中，会进行开放编码。
图2：系统文献综述文章的分析过程
以开放编码为第一步，我们通过阅读所有的论文并提取维度，开始了抽象阶段。我们使用术语维度而不是类别(如图2所示)来反映特征或特性。接下来，进行轴向编码，将维度细分为称为属性的子类别。属性将是每个维度的特征。维度的每个属性将是维度的唯一特征和基本部分。最后，进行比较分析，将维度与属性进行关联和映射。选择性编码的最后阶段涉及核心维度的识别。核心维度代表了这项研究背后的核心现象。它确定了文献综述所代表的主要观点。在此阶段，我们突出显示了解释不佳或没有表示特定属性的维度，然后我们要么删除它们，要么将它们与另一个类似的维度合并。
上述文献数据的编码过程，是按照沃里夫斯温克尔的建议在文章之间来回进行的，一旦数据耗尽或完全饱和，理论构建的过程才会开始。因此，如果在这一阶段出现了任何新的维度或属性，我们将从摘录过程开始重新检查数据，直到数
据饱和为止。
系统评审的结果
如图3所示，该领域的出版活动水平从2009年开始上升，然后在2016年大幅上升。此外，研究结果还表明，数字化转型的研究一直广泛集中在汽车工业、银行业、电信和医疗保健、石油天然气和制造业，如图4所示。此外，文献综述还显示，大量研究集中在美国和欧洲国家，如法国、德国、瑞士、丹麦和英国，相比之下，亚洲和中东、拉丁美洲和非洲等地区迄今开展的工作较少。
图3：评论文章发表趋势
图4：按行业划分的论文
在这项研究中，我们分两组讨论了系统回顾的结果：首先，我们提出了数字化转型的概念，并确定了其潜在的维度。我们还讨论了数字化经营战略和组织能力可能意味着什么，以及它们的潜在维度是基于过去文献中的研究。其次，我们汇总了当前的经验证据，以证明这三个概念之间的关系。
基本维度
根据沃里夫斯温克尔的指导方针，在编码过程完成后，提取并识别了数字化转型、数字化经营战略和组织能力的核心维度和属性，如表2所示。数字化转型、数字化经营战略和组织能力的最后一组维度被赋予了具体的代码，如下表所示，以便正确识别和呈现。
表2：数字化转型、数字化经营战略和组织能力的基本维度
表2描述了这三个概念的维度及其描述。我们确定了数字化转型的十二个维度。同样，我们确定了数字化经营战略的六个维度和组织能力的十个维度。这是为了填补文献中的空白，即提供文献综合以识别这三个因素中的每一个的潜在维度。上表总结了现有文献的发现，并为将来的研究人员和行业专业人员提供了指导。
接下来，我们评估了表2中的维度如何重叠。它表示重叠的公共维度，并突出显示了它们之间的关联。这个图示描绘了数字化转型、数字化经营战略和组织能力的共同维度是数字化平台的协同生态系统。数字化转型与数字化经营战略的共同维度称为技术使用和结构变革，数字化转型与组织能力的共同维度称为数字化领导、灵活可扩展运营、数字化支持的客户服务部（CSU）和数字化人工制品。此外，数字化经营战略和组织能力的共同维度称为动态能力，如图5所示。
图5：描述组织能力、数字化转型和数字化经营战略的概念框架以前的文献没有提出数字化转型、数字化经营战略和组织能力之间的相互关系。因此，图5是我们的审查得出的结果，提出了数字化经营战略与数字转型之间的关系，即组织能力。这表明，数字化转型是数字化经营战略的实际行动。如果部署成功，数字化经营战略就是通向数字转型的蓝图。图5中所示的框架表示并强调了组织在部署数字化转型和数字化经营战略时需要获得的组织能力。尽管数字化转型、数字化经营战略和组织能力被定义为三个不同的概念，但它们实际上具有相互关系，如图5所示。这三个概念共享的数字平台生态系统的外部协作
突出表明，在当今的数字世界中，发展与外部合作伙伴的协作对于共同创造价值和提高组织绩效具有重要意义。公司的数字领导力、灵活且可扩展的运营、支持数字的客户服务部门（CSU）和数字化产品，可以体现出为实现数字化转型所需的组织能力，以适应不断变化的外部环境。数字化领导力是指组织在引入新的领导角色以适应电子商务不断变化的外部环境的同时，应获得更新的数字化技能和能力。同样，建立灵活而有力的运营将有助于克服以前嵌入的遗留系统，进一步帮助组织部署数字化转型，使公司的电子商务保持相关性。此外，数字化的CSU 是应对不断变化的客户的另一个重要因素，因为它有助于分析电子商务环境下的客户价值主张，这将通过开发和实施有利于处理大量数据的数字流程和基础设施来实现。因此，由数字人工制品推动的数字化能力将使公司能够为其电子商务创造或调整新的产品/服务，以满足所需的数字化CSU，以适应不断变化的客户需求。
值得注意的是，数字化经营战略需要不断开发和重新配置新的组织能力。此外，为了抓住数字化转型的好处，需要将更多的精力集中在发展竞争性数字化经营战略上，即，需要为实施数字化转型明确数字化战略举措。此外，过去的文献还强调，组织能力的市场一致性驱动因素将有助于确定组织在电子商务中进行数字化转型的驱动因素，从而可以改善业务绩效。下面的图6展示了组织能力、数字化转型和数字化经营战略之间的关系。
图6：组织能力、数字化转型与数字化经营战略之间的关系
结论
本研究探讨了组织能力、数字化转型和数字化经营战略之间的相互关系，进而引出了概念框架。它解释并演示了一套必要的组织能力和数字化经营战略的独特维度将如何推动一个组织走向数字化转型。图5所描述的数字化转型框架，以及图6所示的组织能力和数字化转型(由数字化经营战略调节)之间的因果相互关系，将代表走向成功的电子商务的有关数字化转型的基本管理实践的新的重要知识体系。
分析得出了数字化转型、数字化经营战略和组织能力的不同维度。本研究为数字化转型文献提供了更广泛和实质性的理论贡献，为组织能力、数字化转型和数字化经营战略三者之间的相互关系提供了一个框架，丰富了现有文献。这项研究也描述了数字转型、数字化经营战略和组织能力所涉及的一系列独特的维度。
这些发现将有助于组织的首席执行官（CEO）和首席信息官（CIO）(高级管理人员)，他们正在寻找一个有效的框架来描述数字化转型、组织能力和数字化经营战略之间的相互关系。公司通常会聘请咨询公司来帮助他们开发和部署适合目标的组织能力，以追求进一步促进数字化转型的数字化经营战略。然而，他们最终往往会在实施数字技术方面投入大量资金，但仍然无法在整个组织内实现有效的数字化转型。因此，本研究将指导他们确定和部署正确的组织能力，以实现数字化转型，从而获得更好的绩效。
这项研究的另一个利益相关者将是信息系统的研究人员，他们正试图在开发和实施数字化经营战略和数字化转型方面取得进展。信息系统的研究人员先前已在各种期刊上发表了许多有关此主题的文章，因此人们越来越关注这一领域。信息系统的研究人员将更好地理解数字化转型所面临的挑战。
电子商务的发展【外文翻译】
外文翻译 原文 The development of e-commerce Material Source:The Economist, 2003 Author:Laudon, K.C When 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 dot-cons 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 Departme nt 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 “brick s-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 https://www.360docs.net/doc/f617428101.html, and https://www.360docs.net/doc/f617428101.html,, 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
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零售企业营销策略中英文对照外文翻译文献
零售企业营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)
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市场营销_外文翻译_外文文献_英文文献_顾客满意策略与顾客满意
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跨境电商外文翻译参考文献
跨境电商外文翻译参考文献(文档含中英文对照即英文原文和中文翻译)
译文： 跨境电子商务在欧盟的发展动力和壁垒 摘要 互联网的兴起，往往是与“距离的消亡”或至少减少相关的地理距离在供应信息相关。我们研究距离 事宜仍在实物商品的网上交易是否。我们使用的数据从一个网络消费者调查小组对网上跨境货物贸易中的 一个语言支离破碎的欧盟市场。分析结果表明，相比线下交易在同一商品的距离相关的交易成本大大降低。然而，语言相关的交易成本的增加。此外，网上交易介绍新能源贸易成本如包裹递送和在线支付系统。在 平衡，没有迹象显示在线贸易不偏向于国内市场的产品比线下交易支持。我们提供给政策制定者推动欧盟数 字单一市场的跨境电子商务的选项。在高效灵活的跨境支付系统的使用增加1%可以增加多达7%的跨境电子 商务。我们还表明，在线交易给英语语言输出国家的比较优势。 关键词电子商务/引力方程/欧盟 1.介绍 本文实证研究的在线电子商务跨境贸易模式的影响。互联网的兴起，更一般地，数字通信技术，具有LED许多观察家宣布，距离“死”（Cairncross，1997）。在这方面，它不在乎信息所在的位臵因为它只是一个鼠标点击和信息成本不再是物理距 离有关。在传统的线下实物商品贸易，证据却指向距离成本增加（disdier和头，2008）。贸易相结合的基础上的信息和物理的货物运输。问题是是否将贸易从线 下到线上平台是一个足够大的凹痕在信息成本改变贸易总成本因此货物贸易模式。Blum 和Goldfarb（2006）表明，即使是纯粹的信息产品，距离仍然起着重要的 作用。他们认为这是文化上的差异，随着物理距离的增加。除了信息成本的影响， 可能会有副作用，对贸易模式的影响。网上贸易开辟了一个潜在的更大的地理汇水 面积，为供应商和消费者，在产品品种和价格竞争的增加。这两
外文文献(市场营销策略)
Marketing Strategy Market Segmentation and Target Strategy A market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets. Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency. The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails selecting two or more segments and developing a separate marketing mix to reach segment. Positioning the Product Management's ability to bring attention to a product and to differentiate it in a favorable way from similar products goes a long way toward determining that product's revenues.Thus management needs to engage in positioning,which means developing the image that a product projects in relation to competitive products and to the firm's other products. Marketing executives can choose from a variety of positioning strategies.Sometimes they decide to use more than one for a particular product.Here are several major positioning strategies:
文献翻译----电子商务中英文对照
外文文献及译文 文献、资料题目：Electronic Commerce 外文文献： Electronic Commerce Electronic commerce, or Electronic trade, or electronic business as a newly rising mode of commerce will have far-reaching influence on social economy and play an important role in social development worldwide. It represents the trend of world trade in the 21st century and beyond. 1. What is Electronic Commerce? Electronic commerce refers to commercial data exchange in digital form through electronic transmission means and commercial activities conducted on-line. Usually, electronic commerce can be divided into two levels: One is low-level electronic commerce that is, electronic commercial intelligence, electronic trade, and electronic contracts. Another is high-level electronic commerce which includes all commercial activities done via Internet, ranging from searching for clients, commercial negotia-tion, making orders, on-line payment, releasing electronic invoice, to electronic dec-laration to Customs, electronic tax-payment, all conducted on Internet. Electronic commerce means electrification of all trade transactions. It is featured by these characters: ①fairness and freedom, ②high efficiency, ③globalization, ④virtualization, ⑤interactivity, ⑥autonomy, ⑦personalized service. With electronic commerce, clients and
市场营销策略外文文献及翻译
市场营销策略外文文献及翻译 Marketing Strategy Market Segmentation and Target Strategy A market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets. Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency. The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails
电子商务英语专业外文资料翻译--电子商务战略
附件1：外文资料翻译译文 电子商务战略 电子商务战略也许有益于发展组织在倡议一项电子商务活动实施之前考虑很多问题，其中涉及到该组织的任务，发展目标和组织结构。涉及的主要问题包括：资源扩张 - 主要目标是通过网上销售商品和提供服务产生的收入以抵销营运成本吗？如果是这样，组织期望或希望生成的收入是多少？这些战略问题将允许该组织把多少资金用于电子商务活动。如果该组织是以一个接近电子商务为主要手段不仅包括生产商品的总费用、服务成本和宣传开发新产品，而且希望扩大其收入基础，以支持其他项目的花费，那么它可能需要建立一个电子商务平台和制定策略以吸引顾客。该组织可能把运用电子商务活动作为资源的一种扩张，并使用经营策略和完整的营销手段。这导致了一个问题，该组织是否适应这种发展方式，并符合其慈善组织的地位的问题。将把电子商务活动置于扭曲的免税地位的发展组织吗？该组织在与法律冲突的情况下承担责任吗？如果他们出售的出版物和其他意味着“传统”的产品那么大多数开发组织已经面临的这些问题。 资本成本 - 是指该组织愿意把多少资金用于电子商务活动？电子商务平台可以是高价，这取决于复杂的程度。一个发展组织开展电子商务活动应考虑是否要承担比预期的要高的费用和预期销售水平可能的成本回收。这项活动收到来自捐助机构或合作伙伴组织的财政援助的可能是什么？发展组织根据其财政能力追求电子商务活动的多种选择可能决定他们的网上销售活动。这些选项可以分为1）技术的硬件和2）网站设计和维护。该组织将根据其组织的规模和计算需求决定是否要投资建立自己的内部服务器，或者寻找一个第三方愿意在其服务器托管网站。是把第三方作为组织发展的重点，还是把它作为私有公司/ ISP吗？关于设计和电子商务网站的维护，是组织聘请内部的技术人员来处理设计，开发和维护，还是聘用比较划算的外部人处理这些任务呢？开发一个电子商务网站产生的高水平的收入将响应商界的电子商务平台上的变化。开发组织可能要考虑使用信用卡安全加密软件进行付款，某种程度上的成本的增长还受益于增加顾客在事务处理过程中建立的信心。该网站设置醒目,希望吸引客户，可能增加更高级别的图形和设计网站开发成本吗？淘金的合作伙伴目前没有承担上述所有资金成本，但可能
网络营销策略外文文献翻译
文献出处：Guzzo T, D’Andrea A, Ferri F, et al. Evolution of Marketing Strategies: From Internet Marketing to M-Marketing[C]//On the Move to Meaningful Internet Systems: OTM 2012 Workshops. Springer Berlin Heidelberg, 2012: 627-636. 原文 Evolution of Marketing Strategies:From Internet Marketing to M-Marketing Tiziana Guzzo, Alessia D’Andrea, Fernando Ferri, and Patrizia Grifoni 1 Introduction Marketing is “the process which creates, communicates, delivers the value to the consumers, and maintains the relationship with consumers. It generates the strategy that underlies sales techniques, business communication, and business developments. It is “an integrated process through which companies build strong consumers relationships and create value for their consumers and for themselves” Marketing strategies have a long history and mainly interested economists and sociologists. The wide use of Internet, pervasiveness of social networks and the evolution of mobile devise are implying a wider involvement of interdisciplinary competences enlarging the interest toward ICT competences. This paper is to describe the evolution of marketing strategies from the advent of the Web (Internet Marketing) - through the advent of Social Networks (Marketing 2.0) - to the evolution of Mobile Social Networks (M-marketing). In particular, the paper analyses the use that Italian people make of mobile devices and the user perception and acceptance of M-marketing.
跨境电商外文文献综述
跨境电商外文文献综述 跨境电商外文文献综述跨境电商外文文献综述(文档含英文原文和中文翻译) 译文: 本地化跨境电子商务的模型摘要通过对国际供应链的B2B电子商务交易量的快速增长和伊朗快速增加的跨境交易业务，跨境电商过程的有效管理对B2B电子商务系统十分重要。对局部模型的结构是基于B2B电子商务的基础设施三大层，消息层、业务流程层和内容层。于伊朗的电子商务的要求，每一层的需要适当的标准和合适的方案的选择。当电子文件需要移动顺利向伊朗，建议文件的标准为文件内容支持纸质和电子文件阅读。验证提出的模型是通过案例研究方法呈现一到四阶段的情景。试图通过交换商业文件在贸易过程中这一局部模型，实现在全球电子贸易供应链更接近区域单一窗口建设的关键目
标。关键词：电子商务;跨境贸易;电子文档管理;国际供应链跨境电商外文文献综述 1.简介电子商务是关于在互联网或其他网络电子系统购买和销售产品或服务。术语B2B，描述了企业间的电子商务交易，如制造商和批发商，或批发商和零售商之间。的研究目标是上两个不同国家贸易商之间的通信。今天的世界贸易组织的主要目标之一是建立区域单一窗口，可以提高世界各地的贸易便利化。建立区域单一窗口需要跨境海关，可以有效地交换贸易文件。因此，首先，简化跨境贸易文件的关键在于朝着国家单一窗口移动。然后，区域单一窗口可以授权国家之间的通信。电子商务模型是基于三个主要逻辑层的研究。这三个层消息传输层，业务处理层和内容层。的局部模型是一种能够自动交换读取文件的过程。通过与东亚和中东国家的建立区域单一窗口可以在将来得到改善的更多的互操作性，从而建立伊朗国家单一窗口
在的第二部分讨论引进国际供应链中的跨境B2B模式所需的基本概念和标准。第三部分介绍在大的模型中引入的组件功能和范围。第四部分讨论了B2B交易层模型的定位，最后结束。 2.背景在本节中，除了了解B2B电子商务在伊朗的情况，还有参考模型的背景等概念以及讨论B2B电子商务跨境模式的本土化。B2B电子商务在伊朗如今伊朗在贸易进程的变现是一个关键的贸易成功点。伊朗和许多其他国家接壤，它的进口和出口过程可以通过公路，铁路，海上和空中的方式来完成。因此，这个国家的中部和战略作用，使得它在亚洲和中东地区货物运输的主要贸易点。今天，在伊朗海关几乎所有的贸易过程通过纸质表格完成，商务部提供的电子服务仅限于谁该国境内交易的商人。今天，伊朗海关几乎所有的贸易流程都是通过纸质表格来完成的，商务部给出的电子服务只限于该国的商人。介绍了模型试图简化在伊朗交易的跨境电
电子商务发展趋势外文翻译文献
电子商务发展趋势外文翻译文献 电子商务发展趋势外文翻译文献(文档含中英文对照即英文原文和中文翻译) 外文： On The E-Commerce Business Development Is Inevitable Abstract Paper Introduction: E-commerce refers to the use of computer and Internet technologies to support the business activities carried out. Business efficiency, the paper Daquan, On the development of e-commerce business is inevitable. Keywords: E-Commerce, E-Business,Business Efficiency
Introduction E-commerce refers to the use of computer and Internet technology to support business activities carried out. Paper Encyclopedia, business efficiency. . E-commerce is not so much in the development of enterprise innovation to as it is inevitable, as has its unique advantages. Today, enterprises in the market economy, the ring, who can take advantage of e-commerce, one might get the winning edge. 1The Current Form Of Electronic Commerce 1.1 Within The Enterprise In The Form Of E-Commerce Companies to establish their own websites, local area network, also known as enterprise-wide intranet. Intranet has become an effective business management and business matters dealing with economic business tool, but also in the form of e-commerce enterprises. It provides enterprise between the various administrative departments, fast, efficient, safe and reliable information exchange channels and support between policy and administration departments to transmit data, voice and video images, resource sharing of information, as well as for online media office, online communication, online services. Paper Encyclopedia, business efficiency. . Such as decision-making departments announcement, documents, decisions; management departments to provide sales, planning, production, inventory, equipment, human resources, accounting, statistics and other reports or dynamic data, for personnel access, analysis, and utilization. Can also be related to the business of processing, financial accounting and other economic matters. The web site also should the enterprise market positioning, brand positioning, service commitments, product superiority displayed, the corporate philosophy to show up, making it independent of the soul, inspiring site. Enterprises must also establish contact with customers and consumers channel, interactive communication is healthy to get feedback and revise corporate business strategy or remedy defects or deficiencies. Internal e-commerce saves time, manpower and material resources to enable