电子商务第二讲课件

Chapter1IntroductiontoElectronicCommerce耿立校

Email:lixgeng@Chapter1IntroductiontoElecChapter1IntroductiontoElectronicCommerceLearningObjectivesWhatelectroniccommerceisandthecategoriesofitHowelectroniccommercehasevolvedintoasecondorThirdwaveofgrowthHoweconomicforceshavecreatedabusinessenvironmentthatisfosteringthegrowthofelectroniccommerceHowbusinesstoidentifyelectroniccommerceopportunitiesTheopportunities,cautionsandconcernsthatariseinengaginginelectroniccommerceChapter1IntroductiontoElecChapter1IntroductiontoElectronicCommerceKeyItemsActivityBondedwarehouseBusinessmodelBusinessprocessesBusinessunitBusiness-to-business(B2B)Business-to-consumer(B2C)Business-to-government(B2G)CommodityitemCompanyConsumer-to-consumer(C2C)CultureCustomsbrokerChapter1IntroductiontoElecChapter1IntroductiontoElectronicCommerceKeyItemsDot-comE-procurementElectronicbusiness(e-business)Electroniccommerce(e-commerce)Electronicdatainterchange(EDI)Electronicfundstransfer(EFT)FirmFirst-moveradvantageFreightforwarderHierarchicalbusinessorganizationIndustryIndustryvaluechainLawofdiminishingreturnsChapter1IntroductiontoElecChapter1IntroductiontoElectronicCommerceKeyItemsLocalizationMachinetranslationMarketMerchandisingMobilecommerce(m-commerce)NetworkeconomicstructureNetworkeffectPrimaryactivitiesProcurementPuredot-comRevenuemodelShippingprofileSmartphoneSocialcommerceChapter1IntroductiontoElecChapter1IntroductiontoElectronicCommerceKeyItemsSocialnetworkingsiteStrategicallianceStrategicbusinessunit(SBU)StrategicpartnersStrategicpartnershipSupplymanagementSupportingactivitiesSWOTanalysisTelecommutingTeleworkTradingpartnersTransaction\TransactioncostsValue-addednetwork(VAN)ValuechainChapter1IntroductiontoElecChapter1IntroductiontoElectronicCommerceKeyItemsValuesystemVerticalintegrationVirtualcommunityVirtualcompanyWeb2.0WiretransferChapter1IntroductiontoElecChapter1IntroductiontoElectronicCommerce1.1ElectronicCommerce:ConceptsandCategories1.2TheDevelopmentandGrowthofE-Commerce1.3EconomicForcesandElectronicCommerce1.4IdentifyingElectronicCommerceOpportunities1.5EC:Opportunities,Cautions,andConcernsChapter1IntroductiontoElec1.1ElectronicCommerce:ConceptsandCategories1.1.1ElectronicCommerceandElectronicBusiness1.1.2CategoriesofElectronicCommerce1.1ElectronicCommerce:ConceElectronicCommerceElectronicBusiness1.1.1ElectronicCommerceandElectronicBusinessElectronicCommerceElectronicElectronicCommerce(e-commerce,EC)ShoppingontheWebIncludesmanyotheractivities,suchasbusinessestradingwithotherbusinessesandinternalcompanyprocessesElectronicBusiness(e-business)—BroadersenseThetransformationofkeybusinessprocessesthroughtheuseofinternettechnologies(IBM)“electroniccommerce”and“electronicbusiness”interchangeably1.1.1ElectronicCommerceandElectronicBusinessElectronicCommerce(e-commercElectronicCommerceAllbusinessactivitiesusingInternettechnologiesInternetandWorldWideWeb(Web)Othertechnologies,suchaswirelesstransmissionsonmobiletelephonenetworksDot-com(puredot-com)Companiesoperatingonlyonline1.1.1ElectronicCommerceandElectronicBusinessElectronicCommerce1.1.1ElecFivegenerale-commercecategories(bytypesofentitiesparticipatinginthetransactionsorbusinessprocess)Business-to-consumer(B2C)Business-to-business(B2B)BusinessprocessesConsumer-to-consumer(C2C)Business-to-government(B2G)mostcommonlyused1.1.2CategoriesofElectronicCommerceFivegenerale-commercecategoBusiness-to-consumer(B2C)BusinessessellproductsorservicestoindividualconsumersJ,TBusiness-to-business(B2B):e-procurementBusinessessellproductsorservicestootherbusinessesGBusinessprocessesthatsupportbuyingandsellingactivitiesBusinessesandotherorganizationsmaintainanduseinformationtoidentifyandevaluatecustomers,supplier,andemployees.D1.1.2CategoriesofElectronicCommerceBusiness-to-consumer(B2C)1.1.ConsideracompanythatmanufacturesstereospeakersThecompanymightsellitsfinishedproducttoconsumersontheWebItmightalsopurchasethematerialsitusestomakethespeakersfromothercompaniesontheWebThecompanymustalsoundertakemanyotheractivitiestoconvertthepurchasedmaterialsintospeakers.Theseactivitiesmightinclude:hiringandmanagingthepeoplewhomakethespeakers,rentingorbuyingthefacilitiesinwhichthespeakersaremadeandstored,shippingthespeakers,maintainingaccountingrecords,purchasinginsurance,developingadvertisingcampaigns,designingnewversionsofthespeakers.AnincreasingnumberofthesetransactionsandbusinessprocessescanbedoneontheWeb.案例CASEConsideracompanythatmanufaBusinessprocesses业务流程Thegroupoflogical,related,andsequentialactivitiesandtransactionsinwhichbusinessesengage相关术语1.1.2CategoriesofElectronicCommerceBusinessprocesses业务流程相关术语1.1Activity业务活动AtaskperformedbyaworkerinthecourseofdoinghisorherjobMayormaynotberelatedtoatransactionTransaction交易Anexchangeofvaluesuchasapurchase,asale,ortheconversionofrawmaterialsintoafinishedproductAlltransactionsinvolveatleastoneactivity,sometransactionsinvolvemanyactivities相关术语1.1.2CategoriesofElectronicCommerceActivity业务活动相关术语1.1.2CategorFIGURE1-1ElementsofelectroniccommerceDollarvolumeandnumberoftransactionsB2BmuchgreaterthanB2CNumberoftransactionsSupportingbusinessprocessesgreaterthanB2CandB2Bcombined1.1.2CategoriesofElectronicCommerceFIGURE1-1ElementsofelectroConsumer-to-consumer(C2C)IndividualsbuyingandsellingamongthemselvesWebauctionsite,Selleractsasabusiness(fortransactionpurposes)C2CsalesincludedinB2CcategoryBusiness-to-government(B2G)BusinesstransactionswithgovernmentagenciesB2GtransactionsincludedinB2Bdiscussions1.1.2CategoriesofElectronicCommerceConsumer-to-consumer(C2C)1.1.ClassificationofECbytransactionsorinteractions1.1.2CategoriesofElectronicCommerceClassificationofECbytransaOthersOnlinetoOffline(O2O)DesignertoCustomer(D2C)BusinesstoTeam(B2T)Mobilecommerce……1.1.2CategoriesofElectronicCommerceOthers1.1.2CategoriesofElec1.1.2CategoriesofElectronicCommerce1.1.2CategoriesofElectronic1.1.2CategoriesofElectronicCommerce1.1.2CategoriesofElectronicChapter1IntroductiontoElectronicCommerce1.1ElectronicCommerce:ConceptsandCategories1.2TheDevelopmentandGrowthofE-Commerce1.3EconomicForcesandElectronicCommerce1.4IdentifyingElectronicCommerceOpportunities1.5EC:Opportunities,Cautions,andConcernsChapter1IntroductiontoElec1.2.1EFTsandEDI1.2.2TheDot-ComBoom,Bust,andRebirth1.2.3TheSecondWaveofElectronicCommerce1.2.4TheThirdWaveBegins1.2TheDevelopmentandGrowthofE-Commerce1.2.1EFTsandEDI1.2TheDeveTheInternethaschangedthewaypeoplebuy,sell,hireandorganizebusinessactivitiesinmorewaysandmorerapidlythananyothertechnologyinthehistoryofbusinessInabroadersense,EChasexistedformanyyearsEFTsandEDI我的1.2.1EFTsandEDITheInternethaschangedthewElectronicfundstransfers(EFTs)电子资金转帐Usingbylargecorporation,financialinstitutions,andafewotherdaringbusinessesAlsocalledwiretransfers（电汇）Electronictransmissionsofaccountexchangeinformationoverprivatecommunicationsnetworks1.2.1EFTsandEDIElectronicfundstransfers(EFElectronicdatainterchange(EDI)电子数据交换Transmittingcomputer-readabledatainastandardformattoanotherbusinessBycreatingasetofstandardformatsfortransmittingthatinformationelectronically,businesseswereabletoreduceerrors,avoidprintingandmailingcosts,andeliminatetheneedtoreenterthedataForexamples:invoices,purchaseorders,billsoflading1.2.1EFTsandEDIElectronicdatainterchange(ETradingpartners贸易伙伴BusinessesthatengageinEDIwitheachotherEDIpioneers(GeneralElectric,Sears,Walmart)ImprovedpurchasingprocessesandsupplierrelationshipsOneseriousproblemthatpotentialadoptersofEDIfacedwasthehighcostofimplementation.TouseEDI:buyingexpensivecomputerhardwareandsoftware;establishingdirectnetworkconnectionstoalltradingpartnersorsubscribingtoaValue-addedNetwork1.2.1EFTsandEDITradingpartners贸易伙伴1.2.1EFTValue-addedNetwork(VAN)增值网Independentfirmthatoffersconnectionandtransaction-forwardingservicestobuyersandsellersengagedinEDIEnsuretransmitteddatasecurityChargefixedmonthlyfeepluspertransactionchargeGraduallymovedEDItraffictotheInternetReducedEDIcost1.2.1EFTsandEDIValue-addedNetwork(VAN)增值网1ManyresearchershavenotedthatelectroniccommerceisamajorchangeinthewaybusinessisconductedandcompareittootherhistoricchangesineconomicorganizationsuchastheIndustrialRevolution.FourwavesbasedontheIndustrialRevolutionElectroniccommerceandtheinformationrevolutionbroughtaboutbytheInternetwilllikelygothroughaseriesofwaves,too.1.2.2TheDot-ComBoom,Bust,andRebirthManyresearchershavenotedthDot-ComBoom繁荣(Irrationalexuberance)Between1997and2000:internet-relatedbusinesseswerestartedwithmorethan$100billionofinvestors’moneyDot-ComBust破产Morethan5000ofthesecompanieswentoutofbusinessorwereacquiredinthedownturnthatbeganin2000Dot-ComRebirth重生Between2000and2003:morethan$200billionwasinvestedinpurchasingelectroniccommercebusinessesthatwereintroubleandstartingnewonlineventures1.2.2TheDot-ComBoom,Bust,andRebirthDot-ComBoom繁荣(IrrationalexBetween2008and2009：Althoughtherecessiondevastatedmanytraditionalretailers,onlinesalescontinuedtogrowduringthatperiod.B2CandB2BincreasinggrowthratescontinueDrivingforce:peoplewithInternetaccessincreasingYearB2CSales$BillionsB2BSales$Billions201396311900201282110600201168195002010573860020094877500200845365002007426560020063614800200525541002004179280020031031600200291900200173730200052600199926550199811520199754901996<14601.2.2TheDot-ComBoom,Bust,andRebirthBetween2008and2009：AlthoughFirstandsecondwavecharacteristicsRegionalscopeFirstwave:UnitedStatesphenomenonSecondwave:internationalLanguagesFirstwave:EnglishSecondwave:MultiplelanguagesStart-upcapitalFirstwave:easytoobtainSecondwave:companiesusinginternalfunds1.2.3TheSecondWaveofElectronicCommerceFirstandsecondwavecharacteFirstandsecondwavecharacteristicsInternetconnectiontechnologiesusedFirstwave:slowandinexpensive(especiallyB2C)Secondwave:broadbandconnectionsElectronicmailcontactwithcustomers(e-mail)useFirstwave:unstructuredcommunicationSecondwave:integralpartofmarketing,customercontactstrategiesRevenuesource——AdvertisingFirstwave:onlineadvertising(failed)Secondwave:Internetadvertising(moresuccessful)1.2.3TheSecondWaveofElectronicCommerceFirstandsecondwavecharacteFirstandsecondwavecharacteristicsDigitalproductsalesFirstwave:fraughtwithdifficulties(musicindustry)Secondwave:fulfillingavailabletechnologypromise,suchasWeb2.0BusinessonlinestrategyFirstwave:first-moveradvantageSecondwave:businessesnotrelyingonfirst-moveradvantage1.2.3TheSecondWaveofElectronicCommerceFirstandsecondwavecharacteWeb1.0199?-2003Web2.02003-20??特点通过浏览器阅读网页网页和其它通过web分享的内容，更互动，类似程序模式“读”“写”的贡献主要内容单元网页篇/记录形态静态动态浏览方式浏览器浏览器、RSS阅读器、其它体系结构Clientserver(C/S)WebServer(W/S)内容创建者网页编写者任何人主导者IT精英精英+业余人士1.2.3TheSecondWaveofElectronicCommerceWeb1.0Web2.0特点通过浏览器阅读网页网页和其它1.2.3TheSecondWaveofElectronicCommerce1.2.3TheSecondWaveofElect1.2.3TheSecondWaveofElectronicCommerce1.2.3TheSecondWaveofElect1.2.3TheSecondWaveofElectronicCommerce1.2.3TheSecondWaveofElectAccentuatedbymobiletelephonebasedmobilecommerceInternetaccessandsmartphonesSmartphoneMobilephonesthatincludeaWebbrowser,fullkeyboard,andanidentifiableoperatingsystemthatallowsuserstorunvarioussoftwarepackagesTabletcomputersInternettrulyavailableeverywhere1.2.4TheThirdWaveBeginsAccentuatedbymobiletelephonInternettechnologyintegrationFirstwave:barcodes,scannersSecondwave:RadioFrequencyIdentification(RFID)devices,smartcards,biometrictechnologiesIncreasingintegrationwillleadtomoreeffectiveB2BWeb2.0:makingnewWebbusinesspossibleSocialcommerceistheuseofinterpersonalconnectionsonlinetopromoteorsellgoodsandservices1.2.4TheThirdWaveBeginsInternettechnologyintegratioNotallofthefutureofECisbasedonsecondandthirdwavedevelopments.Someofthefirstwavecompaniesweresuccessful,suchasA,eBay,andYahoo,tencent,alibaba.ThethirdwaveofECwillprovidenewopportunitiesforthesebusiness.1.2.4TheThirdWaveBeginsNotallofthefutureofECisChapter1IntroductiontoElectronicCommerce1.1ElectronicCommerce:ConceptsandCategories1.2TheDevelopmentandGrowthofE-Commerce1.3EconomicForcesandElectronicCommerce1.4IdentifyingElectronicCommerceOpportunities1.5EC:Opportunities,Cautions,andConcernsChapter1IntroductiontoElec1.3.1TransactionCosts1.3.2MarketsandHierarchies1.3.3UsingElectronicCommercetoReduceTransactionCosts1.3.4NetworkEconomicStructures1.3.5NetworkEffects1.3EconomicForcesandElectronicCommerce1.3.1TransactionCosts1.3EcoEconomicsIsthestudyhowpeopleallocatescarceresourcesOneimportantwaythatpeopleallocateresourceisthroughcommerceTheothermajorwayisthroughgovernmentactions,suchastaxesorsubsides1.3EconomicForcesandElectronicCommerceEconomics1.3EconomicForcesaManyeconomistsareinterestedinhowpeopleorganizetheircommerceactivities.Onewaypeopledocommerceactivitiesistoparticipateinmarkets.TwoconditionsofamarketPotentialsellerscomeintocontactwithpotentialbuyersAmediumofexchangeisavailable(currencyorbarter)1.3EconomicForcesandElectronicCommerceManyeconomistsareinterestedMosteconomistsagreethatmarketsarestrongandeffectivemechanismsforallocatingscarceresources.Expectmostbusinesstransactionstooccurwithinmarkets.However,muchbusinessactivitytodayoccurswithinlargehierarchicalbusinessorganizations,whicheconomistsgenerallyrefertoasfirms,orcompanies.Theselargefirmsoftenconductmanydifferentbusinessactivitiesentirelywithintheorganizationalstructureofthefirmandparticipateinmarketsonlyforpurchasingrawmaterialsandsellingfinishedproducts.1.3EconomicForcesandElectronicCommerceMosteconomistsagreethatmarOrganizationhierarchy(flatormanylevels)BottomlevelincludeslargestnumberofemployeesPyramidstructureNobellaureateRonaldCoasewroteanessayin1937:whyindividualswhoengagedincommerceoftencreatedfirmstoorganizetheiractivities.Coaseconcluded:thattransactioncostswerethemainmotivationformovingeconomicactivityfrommarketstohierarchicallystructuredfirms.1.3EconomicForcesandElectronicCommerceOrganizationhierarchy(flatoTransactioncost交易成本Totalcoststhatabuyerandsellerincurastheygatherinformationandnegotiatingpurchase-and-saletransactionSignificantcomponentsoftransactioncosts:BrokeragefeesandsalescommissionsCostofinformationsearchandacquisitionInvestmentofthesellerinequipmentorinthehiringofskilledemployeestosupplyproductsorservicestothebuyerSweaterdealerexample(Figure1-6)1.3.1TransactionCostsTransactioncost交易成本1.3.1TranFIGURE1-6Marketformofeconomicorganization1.3.1TransactionCostsFIGURE1-6MarketformofeconCoase’sanalysisofhightransactioncostsHierarchicalorganizationsformedReplacemarket-negotiatedtransactionsStrongsupervisionandworker-monitoringelementsTheorganizationmay:HireknittersinsteadofnegotiatingwithindividualsSupplythemwithyarnandknittingtoolsSuperviseandmonitortheirworkactivityInformationflow1.3.2MarketsandHierarchiesCoase’sanalysisofhightransFIGURE1-7Hierarchicalformofeconomicorganization1.3.2MarketsandHierarchiesFIGURE1-7HierarchicalformoFIGURE1-8Networkformofeconomicorganization1.3.4NetworkEconomicStructuresFIGURE1-8NetworkformofecoVerticalintegration垂直一体化ThepracticeofanexistingfirmreplacingoneormoreofitssuppliermarketswithitsownhierarchicalstructureforcreatingthesuppliedproductOliverWilliamson(extendedCoase’sanalysis)Complexmanufacturing,assemblyoperationsHierarchicallyorganized,verticallyintegratedManufacturinginnovationsincreasedmonitoringactivities’efficiencyandeffectiveness1.3.2MarketsandHierarchiesVerticalintegration垂直一体化1.3.2DuringtheyearsfromtheIndustrialRevolutionthroughthepresent,thesizeandlevelofverticalintegrationoffirmshaveincreased.Insomeverylargeorganizations,however,monitoringsystemshavenotkeptpacewiththeorganization’sincreaseinsize.Strategicbusinessunit(SBU,businessunit)AnautonomouspartofacompanyTheirownmissionandobjectives1.3.2MarketsandHierarchiesDuringtheyearsfromtheInduBusinessesandindividualscanuseelectroniccommercetoreducetransactioncostsby:ImprovingtheflowofinformationIncreasingcoordinationofactionsECcanchangetheattractivenessofverticalintegrationformanyfirmsby:Reducingthecostofsearchingforpotentialbuyersandsellersincreasingthenumberofpotentialmarketparticipants1.3.3UsingECtoReduceTransactionCostsBusinessesandindividualscanNetworkeconomicstructuresNeitheramarketnorahierarchyCompaniescoordinatetheirstrategies,resources,andskillsetsbyforminglong-term,stablerelationshipswithothercompaniesandindividualsbasedonsharedpurposes(Strategicalliances)VirtualcompaniesStrategicalliancesthatoccurbetweenoramongcompaniesoperatingontheInternet1.3.4NetworkEconomicStructuresNetworkeconomicstructures1.3Networkorganizations

Areparticularlywellsuitedtotechnologyindustriesthatareinformationintensive.SweaterexampleKnittersorganizeintonetworksofsmallerorganizationsSpecializeinstylesordesignsElectroniccommercecanmakesuchnetworks,whichrelyextensivelyoninformationsharing,mucheasiertoconstructandmaintain.Someresearchersbelievethatthesenetworkformsoforganizingcommercewillbecomepredominantinthenearfuture1.3.4NetworkEconomicStructuresNetworkorganizations1.3.4NetLawofdiminishingreturns边际效益递减MostactivitiesyieldlessvalueastheamountofconsumptionincreasesExample：hamburgerNetworkeffectExceptiontolawofdiminishingreturnsAsmorepeopleororganizationsparticipateinanetwork,thevalueofthenetworktoeachparticipantincreasesExample：EmailandmobilephonesInternete-mailaccountsarefarmorevaluablethansingle-organizatione-mailaccountsbecauseofthenetworkeffect.1.3.5NetworkEffectsLawofdiminishingreturns边际效NeedwaytoidentifybusinessprocessesRegardlessofhowbusinessesinaparticularindustryorganizethemselves—asmarkets,hierarchies,ornetworks—youwillneedawaytoidentifybusinessprocessesandevaluateelectroniccommercesuitabilityforeachprocess1.3.5NetworkEffectsNeedwaytoidentifybusinessChapter1IntroductiontoElectronicCommerce1.1ElectronicCommerce:ConceptsandCategories1.2TheDevelopmentandGrowthofE-Commerce1.3EconomicForcesandElectronicCommerce1.4IdentifyingElectronicCommerceOpportunities1.5EC:Opportunities,Cautions,andConcernsChapter1IntroductiontoElec1.4.1BusinessModels,RevenueModels1.4.2BusinessProcesses1.4.3FocusonSpecificBusinessProcesses1.4.4StrategicBusinessUnitValueChains1.4.5IndustryValueChains1.4.6SWOTAnalysis:EvaluatingBusinessUnitOpportunities1.4IdentifyingElectronicCommerceOpportunities1.4.1BusinessModels,RevenueBusinessmodel商业模式Agoodbusinessmodelwasexpectedtoleadtorapidsalesgrowthandmarketdominance.Ifcompanywassuccessfulusinganewdot-combusinessmodel,investorswouldclamortocopythebusinessmodelorfindastart-upcompanythatplannedtouseasimilarbusinessmodel.Asetofprocessesthatcombinetoachieveacompany'sprimarygoal,whichistypicallytoyieldaprofit.1.4.1BusinessModels,RevenueModelsBusinessmodel商业模式1.4.1Busin网络发展之后，产生了哪些新的商业模式呢？1.4.1BusinessModels,RevenueModels网络发展之后，产生了哪些新的商业模式呢？1.4.1Busi1.4.1BusinessModels,RevenueModels1.4.1BusinessModels,RevenueBusinessmodel商业模式Thisstrategyledthewaytomanybusinessfailures,someofthemquitedramatic.Copyingoradaptingsomeoneelse‘sbusinessmodelisneitheraneasynorwiseroadmaptosuccess.1.4.1BusinessModels,RevenueModelsBusinessmodel商业模式1.4.1BusinBusinessmodel商业模式Instead,companiesshouldexaminetheelementsoftheirbusiness;thatis,theyshouldidentifybusinessprocessesthattheycanstreamline,enhance,orreplacewithprocessesdrivenbyInternettechnologies.1.4.1BusinessModels,RevenueModelsBusinessmodel商业模式1.4.1BusinRevenueModel盈利模式Aspecificcollectionofbusinessprocessesusedto:IdentifycustomersMarkettothosecustomersGeneratesalestothosecustomersTherevenuemodelideaishelpfulforclassifyingrevenuegeneratingactivitiesforcommunicationandanalysispurposes.1.4.1BusinessModels,RevenueModelsRevenueModel盈利模式1.4.1BusineIdentifythosebusinessprocessesthatfirmcanaccomplishmoreeffectivelybyusingelectroniccommercetechnologyInternettechnologiesasameanstofacilitatebusinessprocessesImproveexistingbusinessprocesses,identifynewbusinessopportunities,adapttochange1.4.2BusinessProcessesIdentifythosebusinessprocesMerchandising零售推销Combinationofstoredesign,layout,productdisplayknowledgeSalespeopleskillsIdentifycustomerneedsandfindproductsorservicesmeetingneedsTheskillsofmerchandisingandpersonalsellingDifficulttopracticeremotelyWebsitesuccessTransfermerchandisingskillstotheWebEasierforsomeproductsthanothers1.4.3FocusonSpecificBusinessProcessesMerchandising零售推销1.4.3FocusoSuitabilityisdependentonavailabletechnologies’currentstateFIGURE1-9

Businessprocesssuitabilitytotypeofcommerce1.4.3FocusonSpecificBusinessProcessesSuitabilityisdependentonav1.4.3FocusonSpecificBusinessProcesses1.4.3FocusonSpecificBusineCommodityitem:商品Wellsuitedtoe-commercesellingProductorservicehardtodistinguishfromsameproductsorservicesprovidedbyothersellersFeatures:standardizedandwellknownPrice:distinguishingfactorGasoline,officesupplies,soap,computers,andairlinetransportationareallexamplesofcommodityproductsorservices,asarethebooksandCDssoldbyA1.4.3FocusonSpecificBusinessProcessesCommodityitem:商品1.4.3FocusShippingprofile运输规格CollectionofattributesaffectinghoweasilythatproductcanbepackagedanddeliveredNotevalue-to-weightratio价值/重量比CanhelpbymakingoverallshippingcostasmallfractionofthesellingpriceAnairlineticketisanexcellentexampleofanitemthathasahighvalue-to-weightratio.Expensivejewelryhasahighvalue-to-weightratio,butmanypeoplearereluctanttobuyitwithoutexaminingitinpersonunlessthejewelryissoldunderawell-knownbrandnameandwithagenerousreturnpolicy1.4.3FocusonSpecificBusinessProcessesShippingprofile运输规格1.4.3FocEasier-to-sellproductshave:StrongbrandreputationAproductthathasastrongbrandidentity—suchasaCanoncamera—iseasiertosellontheWebthananunbrandeditem,becausethebrand‘sreputationreducesthebuyer’sconcernsaboutqualitywhenbuyingthatitemsightunseen1.4.3FocusonSpecificBusinessProcessesEasier-to-sellproductshave:1Easier-to-sellproductshave:AppealtosmallbutgeographicallydiversegroupsOtheritemsthatarewellsuitedtoelectroniccommercearethosethatappealtosmall,butgeographicallydispersed,groupsofcustomers.Collectiblecomicbooksareanexampleofthistypeofproduct.1.4.3FocusonSpecificBusinessProcessesEasier-to-sellproductshave:1TraditionalcommerceBetterforproductsrelyingonpersonalsellingskillsorwhentheconditionoftheproductsisdifficulttodeterminewithoutmakingapersonalinspectionasperishablefoodproductsCombinationofelectronicandtraditionalcommerceBusinessprocessincludesbothcommodityandpersonalinspectionitemscanbeabetterwaytoselltheitemsorservices1.4.3FocusonSpecificBusinessProcessesTraditionalcommerce1.4.3FocuIdentifyingelectroniccommerceopportunitiesOnewaytofocusonspecificbusinessprocessesascandidatesforECistobreakbusinessdownintoaseriesofvalue-addingactivitiesthatcombinetogenerateprofits,meetfirm’sgoal迈尔克

波特波特在1985年出版的《竞争优势》一书中，针对战略业务单元中的增值活动提出了价值链的思想。1.4.4StrategicBusinessUnitValueChainsIdentifyingelectroniccommercValuechainAwayoforganizingstrategicbusinessunitactivitiestodesign,produce,promote,market,deliver,andsupporttheproductsorservicesPrimaryactivitiesSupportingactivities1.4.4StrategicBusinessUnitValueChainsValuechain1.4.4StrategicBusFIGURE1-10ValuechainforastrategicbusinessunitLeft-to-rightflowDoesnotimplystricttimesequence1.4.4StrategicBusinessUnitValueChainsFIGURE1-10ValuechainforasStrategicbusinessunitprimaryactivitiesIdentifycustomers,design,purchasematerialsandsupplies,manufactureproductorcreateservice,marketandsell,deliver,provideafter-saleserviceandsupportTheimportanceofeachprimaryactivitydependson:ProductorservicebusinessunitprovidesTowhichcustomersissellsCentralcorporateorganizationsupportactivitiesFinanceandadministrationHumanresourceTechnologydevelopment1.4.4