外文翻譯--電子商務(wù)對農(nóng)業(yè)投入產(chǎn)業(yè)的影響

1、<p>　　1700單詞， 1萬英文字符，中文 2950 字 </p><p>　　文獻(xiàn)出處: Akridge J T. E-Business in the Agricultural Input Industries[J]. Applied Economic Perspectives and Policy, 2003, 25(1):3-13.</p><p><b>　

2、　外文文獻(xiàn): </b></p><p>　　E-Business in the Agricultural Input Industries</p><p>　　A variety of factors are creating pressure for increased use of information technologies and e-business concep

3、ts in the agricultural input industries. Understanding where information technology and e-business concepts will add value to the distribution channels for agricultural inputs requires an understanding of the needs of th

4、e two primary agents in the channel: agricultural producers and manufacturers. In this paper, a framework for understanding the changes information technology and e-busin</p><p>　　The focus of this paper is

5、the impact of e-business on the agricultural input industries. Three objectives are pursued. First, the key drivers setting the stage for e-business in agricultural input markets are highlighted. There are important chan

6、ges taking place in these markets that make them receptive to developments in e-business and e-commerce. Second, this paper presents a framework for understanding how the changes taking place in the input sector as a res

7、ult of information technology wil</p><p>　　Forces of Change in Agricultural Input Markets </p><p>　　There are several forces bringing about change in the agricultural input markets. Because the

8、customer base of agricultural input markets is very fragmented, increasingly there is a wide range of agricultural producer requirements with respect to products, services, and information across the different input mark

9、ets. These requirements are related to the size of the farm operation, the intensity of use of management tools and processes, and the value structure of individual farm operators. This </p><p>　　Escalating

10、customer expectations have increased performance standards that input suppliers have to meet. Part of the increase in expectations is related to the size of farming operations? larger farming operations typically demand

11、higher levels of performance. The more intense use of management tools and processes by farm business managers plays an important role in higher performance standards. Many producers face intense profit pressure in the m

12、arketplace, forcing them to reconsider and reeval</p><p>　　The demand for convenience in the supplier? producer relationship is an example of increasing performance standards. In 1998, the Center for Food an

13、d Agricultural Business at Purdue University conducted a survey of 1,700 commercial farm operators. The survey asked farmers to evaluate their use of time spent on purchasing farm inputs. The results suggest that purchas

14、ing farming inputs is becoming more time-consuming, particularly for farm operators with more than $500,000 in annual gross farm inc</p><p>　　The development and introduction of new information management te

15、chnologies is another force changing input industries. Information technologies, such as the Internet, have expanded managers’ capabilities and are fundamentally changing management practices, taking products, services,

16、and, most importantly, information directly to producers. New ways of acquiring data are readily available. New ways of communicating with suppliers and other producers offer the potential to change existing market </

17、p><p>　　The final factor driving change in agricultural input markets considered here is the intense competitive rivalry that exists in these markets. Input suppliers are engaged in a battle for market share in

18、 generally slow-growing markets. Competition with other firms for the volume larger producers’ offer has forced industry firms to reevaluate all phases of their business strategy in order to maintain market share. In add

19、ition, pressure for acceptable rates of return from investors has prompted mos</p><p>　　A Model of Distribution Decisions </p><p>　　How can e-business concepts and information technology affect

20、the future configuration of the distribution channels for agricultural inputs? And how can products, services, and information flow through these new and/or modified channels? To answer these questions, it is important t

21、o understand the fundamental economics of the channel. The impact of getting caught up in the euphoria that characterized e-business for several years has become painfully apparent. There is a tendency to frame the inp&l

22、t;/p><p>　　The complexity of the marketplace both from an agricultural producer and manufacturer’s standpoint implies that a similarly complex set of distribution arrangements will unfold. These arrangements wi

23、ll be driven by the producer’s need for farm business solutions, and by the input manufacturer’s need for representation in the marketplace. The channel must deliver some bundle of product, services, and information that

24、 fulfills a particular set of producers’ requirements. Currently, the elements of</p><p>　　Agricultural Producers </p><p>　　The agricultural producer’s needs for a product? service? information

25、solution will shape channel decisions. Product characteristics will be one element of this solution. It is difficult to plan for “acute” products that may be needed urgently and under duress, whereas the use of “maintena

26、nce” products can be planned in advance. Hence, different distribution relationships are likely to result depending on product characteristics. </p><p>　　Traditionally, agricultural input services have been

27、bundled with the product provided. But this could change for a variety of reasons. Some agricultural producers can perform their own services on the farm. Others may have a traditional dealer perform the service or secur

28、e the services through a third-party provider. Likewise, information can be sourced from inside the farm business made possible by high-speed Internet access, be provided by a traditional supplier perhaps using nontradit

29、ional m</p><p>　　Manufacturers have very specific demands of the distribution channel, most of which can be encompassed under the general theme of representation. First, manufacturers want access to the righ

30、t customers and to get their products and services in front of their target markets. Second, having invested considerable resources in the design, development, testing, and manufacture of their products, manufacturers wa

31、nt to exert influence over transactions to maximize revenues. In many traditional distribu</p><p>　　Distribution </p><p>　　The solution requirements of the agricultural producer and the specific

32、 representation requirements of the manufacturer will have a major impact on what distribution systems emerge. Traditionally, some distribution arrangements involving dealers, distributors, and direct sales by the manufa

33、cturers have been complex. E-business and information technologies also have evolved, multiplying the number of options and ways to perform different distribution functions. </p><p>　　Which agents can perfor

34、m these functions most efficiently and effectively? Fundamental economics will determine the answer to this question. While new options using the Internet will emerge, market forces will determine where and when these al

35、ternative methods of distribution will pay. Experience has shown that it is relatively simple to write a business plan for an e-business company that effectively eliminates the “middlemen,” and far more challenging to ex

36、ecute such a plan successfully. In th</p><p>　　Observations on the Future </p><p>　　In 1999, the Center for Food and Agricultural Business at Purdue University conducted a survey of about 700 ag

37、ribusinesses from across the United States. Questions related to the application and use of e-commerce in their businesses. One of the statements evaluated was “E-commerce will fundamentally change the way we do business

38、 in our industry in the next three years.” Responses were measured on a five-point Likert scale where 1 was strongly agree and 5 was strongly disagree. At the time of the</p><p>　　A follow-up question addres

39、sed the future role of dealers in the agricultural inputs industries. The statement posed was “The emergence of e-commerce will greatly reduce the role for local dealers in our industry in the next three years,” with the

40、 same possible responses, the respondent’s position in the channel? manufacturer, distributor, or dealer. A priori one would expect dealers to be less enthusiastic and tend to disagree with this statement more strongly t

41、han manufacturers. This expected </p><p>　　The dealers’ response is interesting because it could simply reflect dealers wanting to protect their position in the channel. At the same time, input dealers are c

42、losest to agricultural producers and may best understand the value provided at the dealer level. As a result, dealers may be more familiar, and tend to be more realistic, about the ability or lack thereof of other player

43、s and technologies to move them out of their current position.  </p><p><b>　　譯文：</b></p><p>　　電子商務(wù)對農(nóng)業(yè)投入產(chǎn)業(yè)的影響 </p><p>　　Jay T. Akridge</p><p>　　越來越多的因素在

44、不斷地表明,電子商務(wù)要素以及信息技術(shù)在農(nóng)業(yè)生產(chǎn)中所起到的重要作用,以及認(rèn)識和理解信息技術(shù)和電子商務(wù)是如何在農(nóng)業(yè)投入的分銷渠道中兩個最重要的因素:農(nóng)產(chǎn)品生產(chǎn)者和制造商中提高產(chǎn)品的附加值的。本文提供了一個信息技術(shù)以及電子商務(wù)下催生的分銷渠道的分析框架,另外,還借鑒了一些傾向于電子商務(wù)以及信息技術(shù)經(jīng)營農(nóng)業(yè)投入產(chǎn)業(yè)的經(jīng)理人態(tài)度和看法。 </p><p>　　電子商務(wù)對農(nóng)業(yè)生產(chǎn)的影響是本文的重點(diǎn)。這里我們要表明三點(diǎn):其一,

45、電子商務(wù)在農(nóng)業(yè)生產(chǎn)中突出的重要性,讓他們相信,通過電子商貿(mào)和電子商務(wù),市場確實(shí)發(fā)生了重大的變化;其次,本文討論的框架重點(diǎn)在于在信息技術(shù)影響農(nóng)業(yè)投入的情況下,理解這些生產(chǎn)領(lǐng)域是如何發(fā)生變化的;最后,介紹信息技術(shù)以及電子商務(wù)在農(nóng)業(yè)生產(chǎn)分銷渠道的擴(kuò)大應(yīng)用中的一些含義。 </p><p>　　農(nóng)業(yè)投入市場變化產(chǎn)生的影響 </p><p>　　有很多因素可以造成農(nóng)業(yè)投入市場的變化,由于農(nóng)業(yè)生產(chǎn)市場的

46、客戶群是十分分散的,所以這些要素涉及到農(nóng)場的經(jīng)營規(guī)模、管理工具和流程的程度,以及個別農(nóng)場經(jīng)營者的價值觀。這種現(xiàn)象使得供應(yīng)商不得不考慮多種捆綁式的量身化價值替代品(包括個性化的生產(chǎn)設(shè)備、服務(wù)以及信息等),滿足個人以及部分生產(chǎn)者的需求。 </p><p>　　供應(yīng)商必須滿足不斷升級的客戶的更多需求,更大的農(nóng)場經(jīng)營模式和高技術(shù)的操作是一部分的原因,更多的則集中在更高的經(jīng)營標(biāo)準(zhǔn)中對農(nóng)場經(jīng)營者更有績效的管理性能標(biāo)準(zhǔn)的要求。

47、許多生產(chǎn)者面對市場上強(qiáng)烈的利潤壓力,迫使他們考慮重新考慮和評估其營業(yè)的每個部分,包括供應(yīng)商提供的捆綁式的量身化價值替代品服務(wù)。 </p><p>　　為供需雙方提供更方便的交易方式是一個提高性能標(biāo)準(zhǔn)的例子。在 1998 年,波圖大學(xué)的食物與農(nóng)業(yè)中心進(jìn)行了一項(xiàng)針對于 1700 多家商業(yè)農(nóng)場經(jīng)營者的調(diào)查,該調(diào)查詢問農(nóng)民其在購買農(nóng)業(yè)投入上花費(fèi)的時間。結(jié)果表明,購買農(nóng)業(yè)投入越來越費(fèi)時,特別是對于農(nóng)場年收入高于 50 萬美

48、元的農(nóng)場主來說。從供應(yīng)商的角度來 看,需要有一個真正的機(jī)會,為農(nóng)民提供解決方案,簡化他們的對外業(yè)務(wù)關(guān)系。這樣的好處是減少農(nóng)民在購買活動中所消耗的時間同時滿足不斷提高的經(jīng)營標(biāo)準(zhǔn)。 </p><p>　　信息管理技術(shù)的發(fā)展和新型技術(shù)的引進(jìn)是改變投入產(chǎn)業(yè)的另一種方式。比如因特網(wǎng)之類的信息技術(shù)擴(kuò)大了管理者的管理能力,而且從根本上改變了管理方式、農(nóng)產(chǎn)品收入、服務(wù)。新技術(shù)使得數(shù)據(jù)的實(shí)時獲取變得相當(dāng)容易。而且最重要的是雙方能通

49、過實(shí)時獲取的數(shù)據(jù)信息,建立起一種新的交流途徑。這種新的交流方式創(chuàng)新,且改變了現(xiàn)存的市場關(guān)系模式。 </p><p>　　最后一個被認(rèn)為推動農(nóng)業(yè)投入市場的要素是激烈的競爭。投入供應(yīng)商都在如何搶占現(xiàn)有的市場份額上面下足了功夫。在維護(hù)現(xiàn)有市場份額的商業(yè)策略上來說,與其他更大規(guī)模的生產(chǎn)商相比,行業(yè)內(nèi)的公司不得不重新考慮重新評估他們每個階段的策略。另外,可接受的投資回報率促使大多數(shù)的農(nóng)業(yè)供應(yīng)商研究如何更有效的商業(yè)模式。這些

50、因素共同促進(jìn)了在新的分銷模式上的思考。 </p><p><b>　　銷售決策模型 </b></p><p>　　如何在農(nóng)業(yè)投入分銷渠道中配入電子商務(wù)要素和信息技術(shù),以及如何在這些改良的渠道中整合產(chǎn)品、服務(wù)以及信息流?回答這些問題,很重要的一點(diǎn)是理解渠道的基本經(jīng)濟(jì)學(xué)。想法太樂觀,近些年經(jīng)過電子商務(wù)模式整合的業(yè)務(wù)變得越來越艱難。有一種傾向,例如亞馬遜,通過高度透明的電子

51、商務(wù)模式整合投入市場。當(dāng)然零售業(yè)企業(yè)也可以在農(nóng)業(yè)投入市場領(lǐng)域開拓新的模式,但是它也只有這樣一個模型。 </p><p>　　市場的復(fù)雜性,以及從農(nóng)業(yè)生產(chǎn)者和制造商的角度來看,都暗示了類似復(fù)雜的分銷解決問題也會出現(xiàn)。這些協(xié)議會以農(nóng)業(yè)解決方案的生產(chǎn)者方的需求為主導(dǎo),以及以投入生產(chǎn)商在市場中的代理權(quán)為輔。該通道必須提供某種產(chǎn)品、服務(wù)捆綁和信息,滿足生產(chǎn)者的需求。目前,對于如何實(shí)現(xiàn)生產(chǎn)者的個性化需求,正是該產(chǎn)品捆綁的服務(wù)

52、信息要解決的問題。</p><p><b>　　農(nóng)業(yè)生產(chǎn)者 </b></p><p>　　針對農(nóng)業(yè)生產(chǎn)者對于產(chǎn)品信息服務(wù)解決方案的需求,該渠道解決方案可以初步定型。產(chǎn)品特點(diǎn)將成為該解決方案中的重要元素。熱門產(chǎn)品是迫切需要的,但 是,如何提供長期有效的產(chǎn)品又應(yīng)當(dāng)提前列入考慮范圍。因?yàn)?不同的產(chǎn)品特性將導(dǎo)致不同的分銷關(guān)系。 </p><p>　　傳

53、統(tǒng)上來說,農(nóng)業(yè)投入服務(wù)已經(jīng)于產(chǎn)品捆綁在一起,但是這會帶來很多問題。有些農(nóng)業(yè)生產(chǎn)者可以在自己農(nóng)場里自己發(fā)布信息服務(wù),也可能通過雇傭第三方或者傳統(tǒng)的商家為其提供服務(wù)。同樣地,假如一個傳統(tǒng)的供應(yīng)商(可能使用不傳統(tǒng)的手段),找到獨(dú)立的外包機(jī)構(gòu),也可以在網(wǎng)上及時發(fā)布農(nóng)業(yè)信息(前提是有高速的網(wǎng)絡(luò)接口)。因此,分銷的解決辦法很大程度上將會由生產(chǎn)者的具體需求來決定,以及他們選擇如何捆綁服務(wù)來達(dá)到他們個人業(yè)務(wù)的需求。 </p><p&

54、gt;<b>　　制造商 </b></p><p>　　制造商有很具體的分銷渠道需求,大多數(shù)可根據(jù)不同的主題來表達(dá)。首先,制造商希望獲取合適的客戶,推薦自己的產(chǎn)品和服務(wù);其次,有投資地設(shè)計(jì)、測試、開發(fā)大量的產(chǎn)品,以期望在交易中獲取最大利益的投資回報。在許多傳統(tǒng)的分銷渠道中,第三方分銷商扮演的關(guān)鍵角色直接影響了最終的產(chǎn)品銷路。顯然,制造商需要為用戶提供某些服務(wù),比如預(yù)購信息、售后服務(wù)、解決紛爭

55、的方法以及傾聽客戶抱怨。每個分配制度必須使這些獨(dú)立的功能得以成功實(shí)現(xiàn)。 </p><p><b>　　分銷 </b></p><p>　　農(nóng)業(yè)生產(chǎn)者和制造商的具體要求的解決方案很大程度上依賴使用了什么分銷系統(tǒng)。傳統(tǒng)意義上,涉及經(jīng)銷商、分銷商、以及制造商直接銷售已經(jīng)使得一些分銷渠道變得很復(fù)雜,當(dāng)然電子商務(wù)和信息技術(shù)也在不斷進(jìn)化,他們多方在分銷渠道中扮演著各自不同的角色。

56、 </p><p>　　哪個主體可以最有效地運(yùn)用這些功能?基礎(chǔ)經(jīng)濟(jì)學(xué)可以解答這個問題。互聯(lián)網(wǎng)的出現(xiàn),市場會出現(xiàn)新的選擇,市場力量將決定何時何地產(chǎn)生相應(yīng)的分銷替代辦法。經(jīng)驗(yàn)表明,一份商業(yè)策劃可以完善地解決實(shí)施電子商務(wù)戰(zhàn)略的公司的中間渠道,但是如何成功實(shí)施這個方案將是一項(xiàng)挑戰(zhàn)。在這些商業(yè)計(jì)劃中,電子零售商提供信息發(fā)布以及使客戶的在線購買成為可能。但是,誰又能處理這些業(yè)務(wù)模式下的庫存管理、客戶抱怨 、倉儲以及配送等等問

57、題?如果一個電子零售商可以提供這些以及比其他傳統(tǒng)分銷渠道更有效的分銷功能,那么這就是他成功的機(jī)會, 但是它仍然是一個懸而未決的問題。不過,雖然電子零售企業(yè)到今天都沒有獲得顯著的銷售數(shù)量,電子商務(wù)對于農(nóng)業(yè)投入產(chǎn)業(yè)仍在不斷擴(kuò)大應(yīng)用,扮演著跨渠道分銷的角色。 </p><p><b>　　對未來的展望 </b></p><p>　　1999年,波圖大學(xué)的食物與農(nóng)業(yè)中心對于全

58、美700多家農(nóng)業(yè)綜合企業(yè)進(jìn)行了一次調(diào)查。問卷涉及電子商務(wù)在其商貿(mào)活動中的應(yīng)用。經(jīng)評審的陳述之一是“電子商務(wù)在未來三年內(nèi)將從根本上改變我們行業(yè)內(nèi)的業(yè)務(wù)”,這項(xiàng)回答是基于里克特量表得出的結(jié)論。在調(diào)研其間,有普遍觀點(diǎn)認(rèn)為,電子商務(wù)將從根本上引導(dǎo)企業(yè)轉(zhuǎn)型,同時在小范圍的大規(guī)模生產(chǎn)廠商中影響更加強(qiáng)烈。 </p><p>　　隨之而來的后續(xù)問題是在未來的農(nóng)業(yè)投入產(chǎn)業(yè)中,經(jīng)銷商扮演何種角色。聲明提出,“電子商務(wù)的應(yīng)用,在未來三

59、年內(nèi)將大大減少當(dāng)?shù)亟?jīng)銷商在我們這個行業(yè)的作用”,制造商、分銷商和經(jīng)銷商也是在被告之席。經(jīng)銷商對于這份調(diào)查的抵觸情緒超過了制造商,問卷意愿不是很明顯,這份結(jié)果被保留,雖然沒有預(yù)期的程度?僅 20%的經(jīng)銷商同意該聲明的觀點(diǎn),29%的制造商和 34%的分銷商相信電子商務(wù)將會極大削弱經(jīng)銷商的作用。 </p><p>　　經(jīng)銷商的反應(yīng)很有趣,因?yàn)楹芎唵蔚胤从沉怂麄兿氡Ａ羲麄冊谇罓I銷中原有的地位的強(qiáng)烈意愿。在同時,投入經(jīng)銷