B2B电子商务 文献原文+译文译文3000多字.docx
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B2B电子商务 文献原文+译文译文3000多字.docx
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B2B电子商务文献原文+译文译文3000多字
原文
MakingSenseofEmergingMarketStructuresinBusiness-to-BusinessECommerceB.Mahadevan
Abstract
Overthelastfiveyears,avarietyofmarketmechanismshaveemergedtoaddressvariousissuespertainingtoBusiness-to-Business(B2B)E-Commerce.However,thereisagenerallackofunderstandingonthepartofresearchersandpractitionersontwokeyissues:
Whatarethekeycharacteristicsofthesemarketmechanisms?
Whatfactorsdrivethechoiceofonemarketmechanismovertheother?
Ourcurrentresearchaddressesthesequestionsthroughastudyof12differentmarketmechanismsinoperationtoday.Theresearchisbasedonananalysisofabout200B2BE-marketplaces.Fourfactorsviz.,degreeoffragmentation,assetspecificity,complexityofproductdescriptionandcomplexityofvalueassessmentsignificantlydrivethechoiceofanappropriatemarketmechanismforanorganization.Theframeworksuggeststhatinordertogainfullyexploitthesemarketstructuresorganizationsneedtodevisenewstrategiesandreconfiguretheirsupplychain.
Thegrowthofelectronicmarketshasdwarfedhistoricalgrowthpatternsofothersectorsoftheindustry.WorldwideB2BmarketisestimatedtogrowfromUS$919Billionsin2001toaboutUS$6Trillionsbytheendof2004.Overyears,severalmarketmechanismshavesprunginelectronicmarketspacetotapnewvaluecreationopportunities.FreeMarketsintroducedtheideaofconductingreverseauctionsusingtheelectronicmediaduring1995.GEISpioneeredtheconceptofTradingPartnerNetwork(TPN)inthemid1990’s.Similarly,thebigthreeautoplayerscreatedinFebruary2000COVISINT,aconsortia-basedmarketstructure.OtherexamplesincludecatalogueaggregationbySciquestandvirtualcommunitybuildingbyVerticalNet.ManyotherssuchasOracle,i2,SAPandAribadevelopedavarietyofsupplychaincollaborationtools.Recently,B2Bmodelsarewitnessingamovetowardsnewermarketstructuressuchasprivatelyownedandconsortia.
Whileemergenceofnewermarketstructuresforconductingbusinessthroughelectronicmarketisanindicationofgreateracceptanceamongthepractitioners,itintroducesnewerissuesfordetailedstudy.Themostsignificantamongthemisthatofmakingsenseoftheseemergingmarketstructuresandansweringthecrucialquestionofwhentoexploitthese.Thispaperaddressesthesequestionsandoffersnewinsightstohelpmanagersdealwiththesemarketstructures.WebeginthepaperbyabriefdiscussionofexistingtaxonomiesforB2Bmarketsandtheneedforalternativeclassificationschemes.WefollowitwithastudyofseveralB2BsitesandidentifyfactorsthatcouldbeusedfordevelopingaframeworkforunderstandingB2Bmarkets.Usingtheframework,weclassifytheemergingB2Bmarketsanddiscusssomeimplicationsforpractice.
ClassificationofB2BMarketStructures
Forthemostpart,earlierstudiesonalternativemarketstructuresfocusedonwhatthemarketstructuresareandthebenefitsthattheyoffer,to,organizations.Ourstudy,ontheotherhand,shiftsthe,discussiontowhenalternativemarketstructuresareappropriate.Hence,ourchoiceoffactorstoclassify,themarketstructureswasmainlybasedon:
linkingtheoperationalfeaturesandkeyvaluepropositionsofB2Bsiteswiththegoverningeconomicprinciples;relatingthemtoissuesofdealingwithproductsandmarketsinB2Bdomainandcorroboratingwithevidences,fromearlierstudies.Basedon,theseconsiderationsweidentifiedfragmentation,assetspecificitycomplexityofproductassessmentandcomplexityofvalueassessmentasthefactorsforclassification.
Dramatically,increasedreachprovidesnewalternativesforaddressingfragmentedsupplychainsinB2Bmarkets.Reductioninthetransactioncostsintroducescorrespondingchangesinassetspecificity21Furthermore,assetspecificitycanbeausefulattributetodifferentiatemarketstructures22Deepcustomizationcapabilitieshelporganizationsmitigateproblemsarisingoutofcomplexitiesinproductdescriptionandvalueassessment.
DegreeofFragmentation
Thedegreeoffragmentationinamarketisdefinedbythenumberofplayersandthegeographicalspread.Thekeymotivationbehindthisdefinitionofdegreeoffragmentationisthedegreeofcontrolorinfluencethebuyersorthesupplierscanexertonthemarketplace.Fragmentationmayexisteitherinthebuyersideorinthesellersideorboth.Weidentifyfoursub-classificationsoffragmentationofmarketparticipants.Thedegreeoffragmentationpointstoafewbehavioralpatternsinthemarket.Whenthereislessfragmentation,thereWhenthedegreeoffragmentationishighonboththe,supplierandthebuyerside,themarkettendstobeopenand,competitiveisanopportunityforcontrol-orientedmechanismstocharthemarket.However,whenthedegreeoffragmentationisverylow,organizationstendtobenefitfromcollaborativepracticesasopposedtocontrol.
AssetSpecificity
Assetspecificityisafunctionofthecostsofsettinguparelationshipbetweentwomarketparticipantsinordertomanagebusinesstransactionsinacost-effectivemanner.Thecostsarisebecauseofspecificresources,thatthetwomarketparticipantshavetodeployainordertotransactbusiness.Theseinvestmentscanbeinmachinetoolsdiesinformationsystemsorinvestmentinpeoplewithspecialskills.Clearly,alltheseinvestmentsarespecifictotherelationshipbetweenthetwomarketparticipantsandareirreversible.Forinstance,inthecaseofanaircraftmanufacturer,theasset,specificitywillbeveryhighinthecaseofprocurementofenginesfromasupplier.Ontheotherhand,theaircraftmanufacturerneedsnorelationship-specificinvestmentstoprocureofficestationery.
Thishasimportantimplicationstothebehaviorofthemarketparticipants.Whentheassetspecificityishighthemarketparticipantsarebetteroffbyengagingincollaborativepracticesandsuperiorcoordinationmechanisms.Ontheotherhand,whentheassetspecificityisverylow,competitivemarketpracticesandrelationshipsbasedonpricebenefitboththebuyersandthesuppliers.Inthemedium,assetspecificsituationsquasi-marketmechanismsthatblendbothcollaborationandcompetitionareaviablealternativeforthemarketparticipants.Figure3showsaclassificationofthemarketstructuresonthebasisofdegreeoffragmentationandassetspecificity.Assetspecificityanddegreeoffragmentationhaveadirectrelationship,especiallyintheextremecases.Whentheassetspecificityisverylow,themarketislikelytobehighlyfragmented.Hence,thetwodiagonalgridlocationsinthefigurearenotrelevant.Ourclassificationofthetwelvemarketstructuresfallsintothistwodimensionalframework.
Theframeworksuggeststhatwhenthefragmentationofmarket,participantsishighneutralmarketstructuresareappropriate.Consequently,neutralmarketstructuresaregroupedtogetherintotwogridpositionsinFigure3.Whileitisgenerallythecase,theframeworkstilllacksclarityanddoesnotindicatewhenorganizationsshouldusetheseneutralmarkets.Otherfactorsinfluencethechoiceofoneneutralmarketstructureovertheother.
ClassificationofNeutralMarkets
Neutralmarketssufferfrompoormarketliquiditybecauseofseveralfactors.Prominentamongthemarecomplexityofproductdescriptionandcomplexityofvalueassessment.Clearly,electronicmarketsaddsubstantialvalueinsituationsinvolvingcomplexproductcharacteristics.
ComplexityofProductDescription
Complexityofproductdescriptionrelatestotheamountofinformationabuyerneedstounderstandthefunctionalandtechnicalspecificationsoftheproductorservice24Forinstance,anautomobileishighlycomplexindescription.Similarly,anairlineticketisanotherexampleofproduct-descriptioncomplexity.Therearenumerousalternativesforroutingandseveralconditionsareattachedtoeachcategoryoffarestructure.Electroniccomponentsbearingsandvalvesandmanycatalogueitemscanalsointroducemediumtohighcomplexitybecauseofthelargevarietyintheirofferingsandthedetailedtechnicalandcommercialspecificationspertainingtoeachvariety.Furthersuchalargemenuofofferingsinducesadditionalcostsrelatedtomaintainingpricelistsandrepeatedcommunicationofchangesinpricelists.
ComplexityofValueAssessment
Complexityofvalueassessmentreferstotheamountofinformationneededtoestimateaccuratelytheworthofanitemandtoeitherarriveatapriceorselectitemsofferedataprice.Itiseasiertoassessthevalueofanewitemthantoassessthevalueofsecond-handitemsanduniqueproducts.Furthermore,productswithnocomplexityinproductdescriptioncanposecomplexityinvalueassessmentasinthecaseofcommodities.Thecomplexityarisesbecauseofseveralfactors.First,theprice-settingmechanismcanbedynamicthroughasetofbidsandoffers.Thebenefitsofoperatinginsuchmarketsaredirectlyafunctionofthesizeofthemarketparticipants.Secondistheamountofinformationandpre-assessmentrequiredbeforemakingachoiceasinthecaseofauctionsandexchanges.Finally,thecomplexityofvalueassessmentisalsoduetoinformationasymmetryproblems.Electronicmarketssubstantiallyeliminatetheseproblemsandhelpreducethecomplexityofvalueassessment.
Figure4showstheclassificationoftheneutralmarketsonthisbasis.Catalogueaggregationseekstoaddresstheproblemsarisingoutofcomplexityinproductdescription.Ontheotherhand,exchangesaddress.value-assessmentproblemsarisingoutofdynamicpricesetting.Exchanges,bringtogetheravastsetofbuyersandsellersandfacilitatethetrade.Auctionsit
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