b2b電子商務2【外文翻譯】

1、<p><b>　　外文翻譯</b></p><p><b>　　原文</b></p><p>　　Business-to-Business Electronic Commerce</p><p>　　Material Source: Journal of Economic Perspectives.2000(1

2、1)</p><p>　　Author:David Lucking-Reiley and Daniel F. Spulber</p><p>　　Market Structure and Ownership of B2B Intermediaries </p><p>　　At the formative stage of B2B e-commerce, segm

3、ents of the intermediary marketplace appeared to be highly competitive. There were hundreds of entrants with projections of thousands more(Latham, 2000, p.3).Rapid initial entry suggests that entry costs were low relativ

4、e to expected returns. Entry costs also appeared to be low because companies could rent communications and computer facilities without incurring irreversible capital costs. Moreover, market entrants could outsource opera

5、tion of their </p><p>　　Returns to scale and the importance of liquidity suggest that eventually only one or two markets will operate in each product or service category.Economies of scale result from the fa

6、ct that creating an Internet-based market involves large fixed costs , while the marginal costs of providing transaction information to market participants appear to be near zero. Moreover, as the number of participants

7、at a site increases, buyers and sellers both find it easier to realize transactions in a market, </p><p>　　The history of commodity futures markets demonstrates that new markets often</p><p>　　c

8、an fail. Carlton (1984, p. 256) observes that between 1921 and 1983, 180 different futures contract markets existed, with an average lifetime of less than 12 years. Those contract markets founded after 1921 had an averag

9、e lifetime of about nine years, with only three specific commodity contracts continuously listed in the Wall Street Journal for the entire period studied. An individual futures exchange can encompass many futures contrac

10、t markets, so the failure of an individual market need not </p><p>　　The rate at which concentration takes place in B2B e-commerce will depend on the speed at which buying and selling migrates to the Interne

11、t, what sorts of intercompany transaction mechanisms prove popular, and what methods evolve for standardizing transactions of goods that come in many closely related varieties.Some concentration appears to be occurring g

12、lobally in equities exchanges. For example, the Paris, Brussels and Amsterdam exchanges have merged to form the Euronext exchange. This concen</p><p>　　Consolidations in financial markets suggest that the pr

13、oliferation of B2B exchanges is likely to be a short-run phenomenon, with eventual concentration of volume in specific markets through mergers and by the exit of smaller exchanges. Industry reports and our own observatio

14、ns of dozens of e-commerce sites indicate that less than 15 percent of B2B exchanges were actively operating markets. Many were "vaporware," premature announcements designed to stake out market territory for co

15、mpanies before </p><p>　　There are several different forms of ownership of B2B e-commerce companies: independent firms that operate a web site, traditional dealers who also operate online</p><p>

16、;　　markets, and industry-operated exchanges. It is not clear whether one type of ownership structure will be more successful than others.</p><p>　　Many early B2B e-commerce companies were independent startup

17、s financed by venture capital. Some, like VerticalNet, became publicly traded companies. By mid-2000, there were at least 600 online trading exchanges funded by venture- capital firms ( Latham, 2000, p. 3). ChemConnect a

18、lso included customers BASF and Dow as equity partners , while PaperExchange included customers International Paper and Staples.</p><p>　　Many established distributors are shifting part of their business onl

19、ine or taking equity shares of online markets, as noted previously. At least to date, there are no prominent examples of an existing distributor being displaced by a purely online business (Eriksen, 2000, p. 7). DoveBid,

20、 a decades-old industrial machinery auctioneer that recently entered into online auctions, has established business arms for value-added transportation, appraisal, and inspection services.The on-line chemical ma</p>

21、;<p>　　Alliances of established manufacturers announced plans to sponsor market places. These industry-sponsored exchanges base their strategy on the idea that the technology of Internet marketplaces is relatively

22、 easy to reproduce, and that the most important asset of an intermediary is the business of its key buyers and sellers. For example, Weirton Steel, LTV and Steel Dynamics formed Metal Site, which conducts thousands of tr

23、ansactions monthly.Sears, Carrefour, and several other major retailers sta</p><p>　　The establishment of B2B exchanges has raised several critical antitrust issues. Antitrust policy makers are concerned that

24、 B2B web sites will allow competitors to exchange price information thus facilitating collusion to fix prices. Also, antitrust authorities worry that B2B web sites will foreclose participation by competitors, leading to

25、their exclusion from segments of the market.The FTC negotiated with the auto makers regarding the independence of the industry-sponsored parts exchange Covis</p><p>　　In industry- sponsored exchanges as they

26、 have been announced, ownership tends to be on the side of the market with the greatest concentration of market power; for example, few buyers and many suppliers in automotive parts, many buyers and few suppliers in pape

27、r products. In contrast, smaller buyers and sellers may favor independently-owned exchanges offering transparency in execution of trades and up-to-date pricing information ( Brown,2000). Competition between exchanges sho

28、uld create incentive</p><p>　　Effects of E-commerce on the Organization of Firms</p><p>　　Ronald H. Coase's (1937) classic article introduced the concept of transactions costs.Coase explaine

29、d that the costs of using the market were an important determinant of whether firms would carry out an economic activity within their organization or rely on purchases from other firms. When using the market is costly re

30、lative to management costs, companies have an incentive to vertically integrate. Yet, outsourcing is compelled by the buyer's need for flexibility and focus, supplier economies of </p><p>　　The potential

31、 effects of B2B e-commerce extend beyond saving money on transactions between existing firms. Cost and allocative efficiencies in e-commerce suggest a more fundamental change in the way that businesses are organized. Ver

32、tically integrated firms engage in substantial internal sales and procurement activities. With B2B e-commerce, such vertically integrated companies might reorganize to outsource production of goods and services that were

33、 previously produced internally, as well as out</p><p>　　The automobile industry offers a vivid example of this change. At the beginning of the 20th century, the automobile industry exhibited a strong prefer

34、ence for vertical integration. Ford had a slogan:" From Mine to Finished Car, One Organization" (Casadesus-Masanell and Spulber, 2000). By 1920, General Motors "had extended its scope so that not only all

35、the engines used in its cars, but a large proportion of such units as gears, axles, crankshafts, radiators, electrical equipment, roller bearings</p><p>　　But by the beginning of the 21st century, the automo

36、bile industry had begun to reevaluate its organizational structure. GM had spun off its parts manufacturing unit Delphi Automotive Systems Corp, thus creating the world's largest auto parts supplier with over 200,000

37、 employees . Similarly, Ford had spun off its Visteon parts division in summer 2000, converting internal transactions into B2B transactions. GM, Ford, and DaimlerChrysler have announced a plan to start a company called C

38、ovisint that</p><p><b>　　譯文</b></p><p><b>　　B2B電子商務</b></p><p>　　資料來源：Journal of Economic Perspectives.2000(11)</p><p>　　作者：David Lucking-Reiley

39、 and Daniel F. Spulber</p><p>　　B2B媒介中的市場結(jié)構(gòu)與所有權(quán)</p><p>　　在B2B電子商務形成的階段中，市場中的媒介環(huán)節(jié)的競爭相當激烈。在這場競爭中有成千上百的人（Latham,2000,p .3）在初次進入競爭中時，都想以低的成本費用來獲取高的回報。公司之所以希望通過租用方式來獲得通訊設備與電腦設施，是因為降低投入的費用，從而降低投資費用的不可

40、逆轉(zhuǎn)性。此外，市場參與者可能會將他們的網(wǎng)站外包給專業(yè)的網(wǎng)站運營服務提供商，這就是所謂的電子商務平臺。例如，Ariba和CommerceOne開發(fā)運營的電子商務交易市場軟件平臺（通過固定的價格表或是招標確定價格），和他們所提供的軟件公司。這讓多種多樣應用軟件的出現(xiàn)成為可能。因此，許多B2B公司主要將投資集中在電子商務服務的設計，市場推廣與銷售開支方面，以此來吸引買家和賣家。</p><p>　　規(guī)模報酬和資產(chǎn)流動的

41、重要性表明了，最后只有一兩個市場會將每個產(chǎn)品和服務放在電子商務平臺上來運作。根據(jù)規(guī)模經(jīng)濟效應，要創(chuàng)造一個網(wǎng)絡環(huán)境的市場需要大量的資金投入，不然以提供交易信息條件下的為市場參與者的邊際成本將接近零。此外，隨著一個網(wǎng)站中的參與者的增加，買家與賣家都會意識到交易的容易性，所以一定數(shù)量的賣家能夠吸引更多的買家，相反的，一定數(shù)量的買家能夠吸引更多的賣家。因此，有大量交易者的場所能夠刺激買家和賣家的交易。這些規(guī)模與流動性將簡化為一個開放的行業(yè)標準，

42、而去滿足產(chǎn)品信息的交流，因為一個小的交易場所比起大的交易場所，能夠更容易收集信息和找到商業(yè)合伙人，但是目前還不清楚這種互操作性是否能夠在市場實現(xiàn)。</p><p>　　商品期貨交易市場的歷史表明新的市場往往會失敗。卡爾頓指出，1921年到1983年之間，180個不同的期貨合約市場的存在平均壽命不足12年。在1921年成立的合約市場的平均壽命大概為9年，只有3個特殊的商品合約不斷地在華爾街日報中推出每個階段的研究。

43、個人期貨市場可以出現(xiàn)在很多期貨合約市場，所以，個人市場不需要因為期貨交易的壽命而發(fā)生改變?？栴D指出，期貨交易競爭是各自數(shù)量的競爭，以及行業(yè)經(jīng)趨向于市場結(jié)構(gòu)的集中。</p><p>　　要集中提高B2B電子商務的發(fā)展，就要依靠買賣轉(zhuǎn)移到互聯(lián)網(wǎng)的速度，什么樣的公司之間的交易機制先進，以及什么樣的方法使得商品交易標準化，促進相關(guān)多樣化。有一些目光開始關(guān)注于全球交易的公平性，例如巴黎、布魯塞爾和阿姆斯特丹已經(jīng)合并形成了

44、歐洲證券交易所。集中于公平性交易在一定程度上對電子通訊網(wǎng)絡的效益起了作用。如Instinet，Island 與Archipelago，其中已經(jīng)占美國納斯達克交易的百分之三十（Morgens on, 1999）。</p><p>　　聯(lián)營體在金融市場表明，B2B的擴散可能只是一個短暫的現(xiàn)象，通過兼并與關(guān)閉比較小的交易場所，最終集中于一些特殊市場。根據(jù)行業(yè)報告與許多電子商務站點表明，只有不到百分之十五的B2B交易市場

45、正在積極運作。許多“霧件”在沒有證實他們的服務實際上是否可用之前，過早的公布了對市場領(lǐng)域進行監(jiān)視的結(jié)果。一些觀察者預測，在幾年內(nèi)隨著市場的建立，這些將被大量的淘汰（King, 2000）。</p><p>　　B2B電子商務公司有幾種不同形式的所有權(quán)：獨立的公司運營一個網(wǎng)站，傳統(tǒng)的經(jīng)銷商運營在線市場，產(chǎn)業(yè)運作交易。目前尚不清楚是否有一種所有制結(jié)構(gòu)比其他的更成功。</p><p>　　許多早

46、期的B2B電子商務公司是由風險資本資助的。到2000年年中，至少有600家網(wǎng)上交易的風險資本公司成立。</p><p>　　許多老牌的經(jīng)銷商將其部分業(yè)務轉(zhuǎn)移到網(wǎng)上，或是將其部分產(chǎn)權(quán)在在線市場上分配。至少到今天為止，沒有一個經(jīng)銷商將其業(yè)務完全的轉(zhuǎn)移到網(wǎng)絡上。DoveBid，一個幾十年的老工業(yè)機械拍賣商，在最近通過網(wǎng)絡進行拍賣，現(xiàn)在已經(jīng)有一些商業(yè)手段，如增值運輸，鑒定和檢查服務。在線化工市場Chempoint，是一個

47、傳統(tǒng)經(jīng)銷商皇家孚寶公司的一個子公司。另外其他大型經(jīng)銷商有建立B2B電子商務的包括艾睿電子，安富利，英邁，技術(shù)數(shù)據(jù)這些電子和計算機行業(yè)的公司。</p><p>　　制造商會盟宣布的計劃是將贊助市場。在他們認為互聯(lián)網(wǎng)交易市場的技術(shù)，是在相對比較容易復制的前提下，他們才進行產(chǎn)業(yè)贊助交流，最重要的是，業(yè)務的媒介是吸引買家與賣家的關(guān)鍵。例如，威爾頓鋼鐵，該網(wǎng)站交易的人數(shù)為每月數(shù)千人。破音，洛克西德馬丁公司，BAE系統(tǒng)公司和

48、雷聲公司有航空部件和服務的業(yè)務超過700億美元和3.7萬的供應商。同樣的，國際紙業(yè)與格魯吉亞加入太平洋和惠好公司，進行對紙張和森林產(chǎn)品的貿(mào)易交流。在2000年年中，估計有60個買方主導的國際財團，提出超過278個公司的參與和3萬億的采購計劃，計劃建立他們所有的電子市場，比依靠獨立的市場要好的多（Roberti, 2000）。</p><p>　　建立B2B交流時提出幾個有關(guān)反壟斷的問題。反壟斷政策執(zhí)行者擔心B2B

49、網(wǎng)站使得競爭對手通過交流價格信息，相互勾結(jié)，操縱價格。此外，反壟斷當局擔心B2B網(wǎng)站被競爭對手取消抵押品贖回權(quán)，導致該網(wǎng)站從細分市場中被排擠出來。這些現(xiàn)象使得反壟斷組織調(diào)查計算機預定系統(tǒng)中涉嫌勾結(jié)，排斥和偏見的做法。買房或賣方主導的網(wǎng)站據(jù)稱可能成為市場行駛權(quán)利的機制。</p><p>　　在行業(yè)贊助交流中，他們表明，所有權(quán)趨向于市場力量集中的一邊，例如，這種情況出現(xiàn)在很少的買家與很多的汽車零部件供應商之間，或是很

50、多買家與很少的紙制品供應商之間。與此相反的，規(guī)模較小的買家和賣家可能贊成具有透明的制度和最新價格信息的獨立的交易場所。交易場所之間的競爭應該建立激勵機制，以避免喪失抵押贖回權(quán)或是市場行使權(quán)。交易場所的擁有者應該以增加數(shù)量與流動性，從而來吸引更多的買家和賣家，如果情況相反，則應該發(fā)展獨立，自然的交易場所。</p><p>　　電子商務對企業(yè)組織的影響</p><p>　　Ronald H.

51、Coase's (1937)的經(jīng)典文章介紹了交易成本的概念。Coase解釋說，在一個公司是否會在他們組織內(nèi)部生產(chǎn)或是從其他公司購買的經(jīng)濟活動中，利用市場成本是一個重要的因素。當利用市場是一個相對昂貴的管理費用時，公司鼓勵進行垂直管理。然而，外包是迫于買方需要靈活性和針對性，和供應商的經(jīng)濟規(guī)模和范圍，以及供應商的專業(yè)知識。在某種程度上，電子商務降低了公司間的交易成本，使得外部市場達到平衡。</p><p>

52、　　B2B電子商務潛在的影響不僅僅是節(jié)約了公司之間的交易成本。電子商務成本配置中，建議要根本改變商業(yè)的組織方式，垂直綜合管理的公司從事大量的內(nèi)部銷售和采購活動。在進行B2B電子商務中，這種垂直綜合管理的公司可能將原先由公司內(nèi)部生產(chǎn)的產(chǎn)品或是服務外包出去，同時也有交易管理的外包。對于公司外部購買，B2B電子商務媒介將會取代公司的許多活動，如采購，銷售，市場甚至是會計部門。隨著B2B電子商務的成熟，使得市場交易成本下降，外包與垂直非一體化形

53、式的出現(xiàn)，使得許多獨立的實體形成整個供應鏈。</p><p>　　汽車行業(yè)提供了這種變化的一個生動的例子。在20世紀初，汽車行業(yè)都偏向于垂直統(tǒng)一的管理模式。福特公司有一個口號：“從我到成品汽車，一條龍”（Casadesus-Masanell and Spulber, 2000）。到1920年，通用汽車“已經(jīng)擴大了生產(chǎn)范圍，不僅僅生產(chǎn)自己汽車的發(fā)動機，還大量生產(chǎn)如齒輪，車橋，曲軸，散熱器等，不僅在通用公司生產(chǎn)，而且

54、在其附屬公司也生產(chǎn)（Edmonds, 1923）。</p><p>　　但是到了21世紀初，汽車行業(yè)已經(jīng)重新考慮其組織結(jié)構(gòu)。通用汽車公司已經(jīng)剝離其零件制造公司德爾福汽車系統(tǒng)公司，從而形成擁有20萬員工的世界上最大的汽車零部件供應商。同樣，福特在2000年的夏季剝離了偉世通零部件部門，轉(zhuǎn)換為B2B電子商務交易事務。通用，福特和戴姆勒克萊斯勒公司宣布了一項計劃，啟用一個名叫可維森特的公司來處理與供應商之間的零部件交易