電子商務(wù)畢業(yè)外文翻譯---b2b電子商務(wù)在新興市場結(jié)構(gòu)方面的決策意識

1、<p>　　Making Sense of Emerging Market Structures in B2B E-Commerce </p><p>　　B. Mahadevan</p><p>　　Classification of B2B Market Structures </p><p>　　For the most part, earlier

2、studies on alternative market structures focused on what the market structures are and the benefits that they offer，to，organizations. Our study, on the other hand, shifts the，discussion to when alternative market structu

3、res are appropriate. Hence, our choice of factors to classify,the market structures was mainly based on: linking the operational features and key value propositions of B2B sites with the governing economic principles; re

4、lating them to issues of dealing </p><p>　　Dramatically,increased reach provides new alternatives for addressing fragmented supply chains in B2B markets. Reduction in the transaction costs introduces corresp

5、onding changes in asset specificity 21 Furthermore, asset specificity can be a useful attribute to differentiate market structures 22 Deep customization capabilities help organizations mitigate problems arising out of co

6、mplexities in product description and value assessment. </p><p>　　Degree of Fragmentation </p><p>　　The degree of fragmentation in a market is defined by the number of players and the geographic

7、al spread. The key motivation behind this definition of degree of fragmentation is the degree of control or influence the buyers or the suppliers can exert on the marketplace. Fragmentation may exist either in the buyer

8、side or in the seller side or both. We identify four sub-classifications of fragmentation of market participants . The degree of fragmentation points to a few behavioral patterns in the </p><p>　　Asset Speci

9、ficity </p><p>　　Asset specificity is a function of the costs of setting up a relationship between two market participants in order to manage business transactions in a cost-effective manner. The costs arise

10、 because of specific resources,that the two market participants have to deploy a in order to transact business. These investments can be in machine tools dies information systems or investment in people with special skil

11、ls. Clearly, all these investments are specific to the relationship between the two market</p><p>　　This has important implications to the behavior of the market participants. When the asset specificity is h

12、igh the market participants are better off by engaging in collaborative practices and superior coordination mechanisms. On the other hand, when the asset specificity is very low, competitive market practices and relation

13、ships based on price benefit both the buyers and the suppliers. In the medium,asset specific situations quasi-market mechanisms that blend both collaboration and competition</p><p>　　The framework suggests t

14、hat when the fragmentation of market,participants is high neutral market structures are appropriate.Consequently,neutral market structures are grouped together into two grid positions in Figure 3. While it is generally t

15、he case, the framework still lacks clarity and does not indicate when organizations should use these neutral markets.Other factors influence the choice of one neutral market structure over the other.</p><p>

16、　　Classification of Neutral Markets </p><p>　　Neutral markets suffer from poor market liquidity because of several factors. Prominent among them are complexity of product description and complexity of value

17、assessment. Clearly, electronic markets add substantial value in situations involving complex product characteristics. </p><p>　　Complexity of Product Description </p><p>　　Complexity of product

18、 description relates to the amount of information a buyer needs to understand the functional and technical specifications of the product or service 24 For instance, an automobile is highly complex in description. Similar

19、ly, an airline ticket is another example of product-description complexity.There are numerous alternatives for routing and several conditions are attached to each category of fare structure. Electronic components bearing

20、s and valves and many catalogue items c</p><p>　　Complexity of Value Assessment </p><p>　　Complexity of value assessment refers to the amount of information needed to estimate accurately the wor

21、th of an item and to either arrive at a price or select items offered at a price. It is easier to assess the value of a new item than to assess the value of second-hand items and unique products.Furthermore, products wit

22、h no complexity in product description can pose complexity in value assessment as in the case of commodities.The complexity arises because of several factors. First, the price</p><p>　　Figure 4 shows the cl

23、assification of the neutral markets on this basis.Catalogue aggregation seeks to address the problems arising out of complexity in product description. On the other hand, exchanges address.value-assessment problems arisi

24、ng out of dynamic price setting.Exchanges,bring together a vast set of buyers and sellers and facilitate the trade. Auction sites address the problems of medium complexity in product description as well as value assessme

25、nt.By bringing together a community of </p><p>　　Managerial Implications </p><p>　　The framework provides alternative perspectives on how organizations could benefit from these market structures

26、. Consider some of the problems involving high fragmentation and complexities in product description and value assessment. How does a cardiologist highly specialized in treating heart ailments through surgery identify cu

27、tting-edge developments in the field. Including new technology pertaining to diagnostics, medication and surgery?How do software developers writing business applications</p><p>　　The framework also suggests

28、that consortia marketplaces are relevant only in the case of items with low asset specificity. Typically, a consortia marketplace focuses on capturing a majority of the trading volume in the industry. It reduces opportun

29、ities for negotiations and squeezes margins. Hence, market participants can be reluctant to substantially invest in relation-specific assets. It follows that a consortia marketplace organized for medium to high asset spe

30、cificity items is less likely to</p><p>　　There are several situations that warrant a combination of click-and-mortar strategies. The framework suggests that these include situations in which product charact

31、eristics are fairly complex and value assessment is difficult. Consider for instance, procurement of capital equipments and services for MRO situations. Typically, in a traditional market, several intermediary channels w

32、ork both with the suppliers of equipment and services and the buyers to improve the liquidity. However, electronic </p><p>　　The framework dispels the notion that every organization can ind only one or two m

33、arket structures useful. In order to do this, managers have to begin by categorizing,the products and services that they procure from B2B markets into high, medium and low levels of asset specificity. For products and s

34、ervices falling under high asset specificity, they need to build tighter integration through electronic market structures.</p><p>　　specificity, they need to build tighter integration through electronic mark

35、et structures. For instance, key suppliers and dealers should be encouraged to participate in a TPN. Enlisting trading partners in the TPN is a challenging task. Managers need to build incentives for participation in suc

36、h markets. These may include sharing vital commercial and technical information primarily through the network sharing cost benefits accruing out of reduced transaction costs and hosting private auctions of</p><

37、;p>　　In the case of medium asset specificity, managers can discover,more value in engaging in more competitive mechanisms with existing trading partners with whom they have developed close relationships. For instance,

38、 a supplier of custom components with low or transferable tooling may be asked to participate,in a reverse auction where it will compete with a handful of other suppliers carefully pre-selected through a robust RFQ proce

39、ss 26 In the case,of low asset specificity items, managers will exa</p><p>　　B2B電子商務(wù)在新興市場結(jié)構(gòu)方面的決策意識</p><p>　　B2B市場結(jié)構(gòu)分類:大體來說，早期關(guān)于代替性市場結(jié)構(gòu)的研究是關(guān)于產(chǎn)品結(jié)構(gòu)和他們能夠提供給組織什么好處。另一方面，我們的研究是,當(dāng)替代的市場結(jié)構(gòu)適當(dāng)?shù)臅r候轉(zhuǎn)移討論，所以分類

40、市場結(jié)構(gòu)的可選擇因素，將運行特點和關(guān)鍵價值主張與B2B 網(wǎng)站的經(jīng)濟原則相聯(lián)系;有關(guān)他們在B2B領(lǐng)域里處理產(chǎn)品和市場方面的問題，并從早先的研究中得到確鑿證據(jù)。</p><p>　　基于這些考慮，作為分類的因素，我們確定了分散資產(chǎn)的特殊性，產(chǎn)品評估的復(fù)雜性，價值評估的復(fù)雜性。在B2B市場，為解決分散的供應(yīng)鏈，范圍大幅增加提供了新的替代品。在減少交易成本方面，介紹了相應(yīng)的資產(chǎn)特異性變化。此外，資產(chǎn)專用性，可以成為一個有

41、用的屬性來區(qū)分市場結(jié)構(gòu)。深度定制能力能幫助企業(yè)減輕復(fù)雜性，解決在產(chǎn)品說明和價值評估方面出現(xiàn)的問題。</p><p>　　碎片程度:市場中的碎片程度是由市場參與者的數(shù)量和地理分布來決定的。碎片程度的這一定義的主要動機是買家或供應(yīng)商在市場上可以發(fā)揮的控制或影響的程度。碎片可能存在于買賣雙方中的任何一方，或兩者兼而有之。我們確定了四個子市場參與者的碎片分類。在市場中，破碎化程度分為幾個行為模式，當(dāng)供應(yīng)商和買家方面都出現(xiàn)

42、較高的碎片程度時，市場趨向于以開放和競爭為導(dǎo)向的控制機制的機會市場。然而，當(dāng)破碎化程度很低時，企業(yè)往往從協(xié)作而不是控制的做法中受益。</p><p>　　資產(chǎn)專用性:資產(chǎn)專用性是在兩個市場的參與者之間建立關(guān)系成本函數(shù)，以便用成本效益的方式管理商業(yè)交易。成本因特定資源 （資產(chǎn)） 的出現(xiàn)而產(chǎn)生，兩個市場的參與者必須事先部署，以辦理業(yè)務(wù)。這些投資可以是用在機床，模具，信息系統(tǒng)方面，或投資給那些具有特殊技能的人。顯然，這

43、些所有的投資都是特定于兩個市場參與者之間不可逆的關(guān)系。</p><p>　　例如，對一個飛機制造商來說，在引擎從供應(yīng)商采購的情況下，飛機制造商的資產(chǎn)專用性將會很高。另一方面，飛機制造商不需要特定的投資購買辦公文具。</p><p>　　這對市場參與者的行為具有重要影響。當(dāng)資產(chǎn)專用性高時，市場參與者會有更好地參與協(xié)作的做法和優(yōu)越的協(xié)調(diào)機制。另一方面，當(dāng)資產(chǎn)專用性非常低時，市場競爭力的做法和關(guān)

44、系基礎(chǔ)上的價格使買家和供應(yīng)商雙方受益?？紤]到中期資產(chǎn)的具體情況，合作和競爭混合的準(zhǔn)市場機制對市場參與者來說是可行的替代方案。</p><p>　　圖中顯示了在市場結(jié)構(gòu)的基礎(chǔ)上的分類碎片和資產(chǎn)專用程度。資產(chǎn)特異性和破碎化程度有直接的關(guān)系，尤其是在極端的情況下，當(dāng)資產(chǎn)專用性非常低的情況下，市場很可能是高度分散的。故而，兩個對角線網(wǎng)格位置是不相關(guān)的，我們的12個市場結(jié)構(gòu)分類屬于這兩個三維框架。該框架表明，當(dāng)市場參與者的

45、碎片程度高時，中立的市場結(jié)構(gòu)是適當(dāng)?shù)?。雖然這是在一般的情況下，框架仍然不夠明確，但是并不表明當(dāng)時組織應(yīng)使用這些中性的市場。在現(xiàn)實中，其他因素對一個中立市場結(jié)構(gòu)的影響，比其他的選擇的影響更高。</p><p>　　中立市場的分類:受幾個因素的影響，中性市場對于市場流動性的承受能力較差。其中最為突出的是產(chǎn)品描述的復(fù)雜性和價值評估的復(fù)雜性。顯然，在涉及復(fù)雜產(chǎn)品特性的情況下，電子市場擁有更大的價值。</p>

46、<p>　　產(chǎn)品描述的復(fù)雜性：產(chǎn)品描述的復(fù)雜性與信息的數(shù)量相關(guān)。買方需要去了解產(chǎn)品或服務(wù)的功能和技術(shù)規(guī)范。例如，對汽車的描述是非常復(fù)雜的。同樣，機票是產(chǎn)品描述復(fù)雜性的另一個案例。有眾多替代路由和幾個條件都連接到每一類票價結(jié)構(gòu)的替代品。電子元件，軸承和閥門，以及許多目錄項，也可以將中級復(fù)雜性引入到高級復(fù)雜性，因為他們的產(chǎn)品種類繁多，涉及到每個品種的詳細(xì)技術(shù)和商業(yè)規(guī)格也可以引進(jìn)。此外，這么大一個菜單上的產(chǎn)品所引起的額外費用與保持

47、價格單和反復(fù)溝通價格變化表（通常稱為菜單成本）。</p><p>　　價值評估的復(fù)雜性：價值評估的復(fù)雜性是指信息的數(shù)量需要準(zhǔn)確地估計項目的價值可以到達(dá)的價格，或選擇項目提供一個價格。評估一個新產(chǎn)品的價值比評估二手物品和獨特產(chǎn)品的價值更容易一些。此外，就商品而論沒有產(chǎn)品復(fù)雜性描述的產(chǎn)品會造成價值評估的復(fù)雜性。有幾個因素導(dǎo)致了這種復(fù)雜性的出現(xiàn)：第一，通過買賣雙方的出價和要價，價格制定機制可以是動態(tài)的。這些市場經(jīng)營的好

48、處是市場參與者可以直接體會到不同大小的市場的功能。二是在拍賣和交流的情況下才作出選擇所需的信息和預(yù)評估金額。最后，信息不對稱問題也導(dǎo)致了價值評估的復(fù)雜性。電子市場將會很大程度上減少這些問題，并有助于減少價值評估的復(fù)雜性。</p><p>　　圖中所顯示的中立市場的分類就是以這個為基礎(chǔ)的。目錄聚集旨在解決在產(chǎn)品描述方面所產(chǎn)生的復(fù)雜性問題。另一方面，交換價值評估解決了由此產(chǎn)生的動態(tài)定價的問題。交流帶來了大量的買家和賣

49、家并促進(jìn)了貿(mào)易。拍賣網(wǎng)站解決了中等復(fù)雜產(chǎn)品描述以及價值評估，通過匯集社區(qū)的競買人與拍賣人，使電子通信提高市場的流動性。</p><p>　　管理啟示:該框架提出了替代的觀點如何組織才能夠從這些市場結(jié)構(gòu)中獲益的問題?？紤]到，在產(chǎn)品描述和價值評估方面涉及到高分散性和復(fù)雜性的問題。一個心臟病專家如何通過一個高度專業(yè)化的心臟疾病手術(shù)來確定該領(lǐng)域的發(fā)展前沿，包括新技術(shù)的有關(guān)診斷，藥物治療和外科手術(shù)。軟件開發(fā)商如何為世界范圍

50、內(nèi)的組織編寫商務(wù)程序，以解決他們在編碼和調(diào)試他們的軟件面臨的問題？做高科技專用設(shè)備的制造商如何運用國家最先進(jìn)的研發(fā)技術(shù)和所開發(fā)的產(chǎn)品去吸引潛在用戶進(jìn)行購買？在傳統(tǒng)的市場中，這些人由于受到產(chǎn)品特色的復(fù)雜性和價值評估問題的影響，并由于較高的碎片度，他們發(fā)現(xiàn)與那些在各自領(lǐng)域的專家進(jìn)行網(wǎng)絡(luò)聯(lián)系幾乎是不可能的。該框架表明，在涉及到產(chǎn)品復(fù)雜性描述和價值評估的特性的情況，在線社區(qū)下對提高市場的流動性能夠期待很大的作用。</p><

51、p>　　該框架還表明，只有在有關(guān)案件項目資產(chǎn)專用性非常低時，聯(lián)盟市場才會產(chǎn)生作用。通常情況下，一個聯(lián)盟市場的重點收入集中在那些大交易量所存在的行業(yè)。這就減少了談判和擠壓利潤的機會。因此，市場參與者不愿意在關(guān)系專用資產(chǎn)上大幅投資。因此，聯(lián)盟市場組織中高資產(chǎn)專用性的項目是不太可能成功的。</p><p>　　在很多情況下，需要結(jié)合虛實結(jié)合的策略。該框架表明，這些情況包括產(chǎn)品特性相當(dāng)復(fù)雜和價值評估困難的情況，例如

52、，考慮到資本設(shè)備和維修的情況下的服務(wù)的采購。</p><p>　　通常情況下，在傳統(tǒng)市場中，幾個中介渠道通過與提供設(shè)備和服務(wù)的供應(yīng)商和買家合作以提高流動性，然而，電子通訊和電子經(jīng)紀(jì)效果可以幫助組織制訂一套新型的虛實相結(jié)合的策略。電子市場，最終可能導(dǎo)致非中介化的這些渠道伙伴去精心調(diào)配虛實結(jié)合策略。</p><p>　　對于該框架的驅(qū)散概念，每一個組織發(fā)現(xiàn)只有一個或兩個市場結(jié)構(gòu)很有用。為此，管

53、理人員必須開始對他們在資產(chǎn)專用性不同的高、 中、 低級別的B2B市場所采購得商品和服務(wù)進(jìn)行分類。</p><p>　　為了那些屬于高資產(chǎn)特性的產(chǎn)品和服務(wù)，他們需要在電子市場結(jié)構(gòu)的基礎(chǔ)上建立更緊密的集成。融合到中組織有戰(zhàn)略上畫一個藍(lán)圖，他們將如何利用所有這些市場結(jié)構(gòu)派生價值。例如，主要供應(yīng)商和經(jīng)紀(jì)人應(yīng)被鼓勵去參與主題方案網(wǎng)絡(luò)。爭取貿(mào)易伙伴的主題方案網(wǎng)絡(luò)是一個具有挑戰(zhàn)性的任務(wù)。管理人員需要構(gòu)建參與這種市場的參與者的激

54、勵機制。這些可能包括共享重要的商業(yè)和技術(shù)信息，主要是通過網(wǎng)絡(luò)共享收益，共享由降低成本所帶來的收益，甚至在放出其它傳統(tǒng)渠道之前，并在這種市場舉辦私人拍賣的過剩和過時的項目。</p><p>　　在中等資產(chǎn)專用性的情況下，管理者能夠從所從事的更具競爭力的機制中和與其建立密切貿(mào)易關(guān)系的貿(mào)易伙伴中發(fā)現(xiàn)更多價值。例如，供應(yīng)商定制有著低等或可轉(zhuǎn)讓工具的組件可能被要求參加一個反向拍賣，并將與其他一些精心選定的供應(yīng)商通過一場強有

55、力的詢價過程。在資產(chǎn)專屬性非常低的情況下，項目經(jīng)理將檢查供應(yīng)鏈的碎片，并對他們的方法進(jìn)行相應(yīng)的更改。將供應(yīng)鏈的一方面上的更低碎裂與另一邊的更高碎裂連在一起，將驅(qū)使他們在原有的基礎(chǔ)上建立一個社團市場，在涉及中立電子市場時，一些供應(yīng)商可能會采用更具競爭力的采購決定。</p><p>　　作者：mahadevan，B 1 mahadev@iimb.emet.in</p><p>　　來源：加州管