E-commerce and enterprise's core competitiveness
With the popularization of computers and the wide application of the Internet, the business philosophy and marketing methods of enterprises are gradually changing, especially the development of e-commerce, which makes enterprises have to rethink their business model, development direction and how to reorganize their core competitiveness. In today's 2 1 century, the enterprise form of e-commerce will surely guide the transformation of the whole enterprise.
In today's diversified environment, enterprises must improve their core competitiveness, or products and services, in order to gain a firm foothold, not be knocked down by competitors and gain greater benefits. In this process, e-commerce plays an extremely important role. With the help of e-commerce, enterprises can reduce costs, optimize industrial chain, shorten product cycle, collect comprehensive information, reduce risks and facilitate management. , comprehensively enhance the corporate image, so that enterprises can stand firm in a highly competitive society.
Keywords: e-commerce; Core competitiveness; Development; Promotion; Attention.
The first chapter is thread theory.
Since 1990s, with the development and integration of computer and communication technology, as well as the popularization and development of the Internet, information processing and transmission have broken through the limitations of time and region. In particular, the emergence and application of e-commerce not only changed people's thinking and lifestyle, but also changed the management mode of enterprises.
With the wide application of e-commerce on the Internet, the business philosophy and marketing methods of enterprises are gradually maturing from initial agitation. Through e-commerce, on the one hand, enterprises can obtain and publish a lot of information at a very low cost, saving a lot of time and money, on the other hand, they can optimize the management structure of enterprises and improve the efficiency of internal management through e-commerce, thus improving the quality of products and services. E-commerce is the survival way of enterprises in the 2 1 century, and it is the main factor that affects the core competitiveness of enterprises.
Section 1 Overview of E-commerce
The content of e-commerce is very extensive. It came into being more than ten years ago, and Electronic Data Interchange (EDI) is a typical e-commerce activity. However, at that time, computer users were limited and the network coverage was not wide, which led to high cost, complicated use and strong professionalism, so that it was not popularized. Until recent years, with the gradual maturity of communication technology, the rapid growth of network users and the increasingly obvious benefits of online business activities, e-commerce has begun to attract worldwide attention.
E-commerce in a broad sense refers to any business activity conducted through the Internet, including trading of goods and services, financial remittance, online advertising or providing entertainment programs. E-commerce is divided into three categories: one is inter-enterprise e-commerce, which mainly takes EDI as the core and develops the integration and utilization of information between upstream and downstream enterprises; The second category is e-commerce between enterprises and consumers; The other is e-commerce within the enterprise.
Section II Overview of Enterprise Core Competitiveness
Core competitiveness refers to the technology or skills that a company is good at in management, production or service mode, and can maintain long-term advantages compared with competitors. Theoretically, the earliest Philip from 1957? Sonny Cole's sociological analysis of leadership behavior in the management process and the latest research of contemporary management scholars on the frontier issues of organizational theory have reached a conclusion: whether an enterprise can grasp the pulse of the times and win in the competition depends on its core competitiveness. This is the key for enterprises to gain an advantage in the competition. In the process of dynamic analysis of enterprises, some scholars put forward in 1988 that the different ownership of enterprises is the reason for the different competitiveness of enterprises. In the empirical analysis in the 1990s, another scholar revealed that "the long-term profits of industries are much more dispersed than the profits between industries, generally three to five times. Therefore, it shows that the particularity between enterprises is the most important source of excess profits of enterprises, not the reason for the differences between industries. " Therefore, after analyzing the enterprise resource theory, the concept of enterprise core competence is put forward: "This kind of competence is the knowledge accumulated in the organization, especially the knowledge about how to coordinate different production skills and organically combine various schools".
Core competitiveness is the source of sustainable competitive advantage of enterprises, but it will not be automatically transformed into competitive advantage. If there is no corresponding mechanism and conditions to support it, the core competitiveness will be useless and worthless. It is also based on this point that people now extend the extension of core competitiveness to all aspects of enterprises, including various functional systems, instead of being mainly limited to research and development and product production as in the past.
Core competitiveness has the following characteristics: core competitiveness is valuable; Core competitiveness is heterogeneous; Core competitiveness can't be imitated at all; Core competitiveness is difficult to be replaced; Core competitiveness continues to develop; The source of core competitiveness is learning organization.
Based on these characteristics, the competitive advantage of enterprises based on core competitiveness is sustainable. However, the maintenance and use of enterprise's core competitiveness also has relative cost and value. For the short-term goal of an enterprise, the cost of using this competitiveness can be regarded as transaction cost. The level of this transaction cost determines the true value of enterprise competitiveness. It can be considered as a kind of friction that prevents enterprises from realizing all their capabilities and bringing value. For example, the acquisition and analysis of information increases the utilization cost of enterprises, which makes it difficult for enterprises to sign meaningful contracts on the one hand and increases the control cost on the other. Therefore, it is difficult to realize the core competitiveness of enterprises in reality, even those successful enterprises are no exception.
Section III Significance of Developing E-commerce in Enterprises
Under the new economic conditions, some changes have taken place in business rules, and e-commerce puts forward higher requirements for the basic framework of enterprises in terms of speed and efficiency. The environment and competition of e-commerce are changing so fast that if enterprises want to implement e-commerce strategy, they must cut red tape and avoid or smash bureaucracy that hinders the progress of e-commerce programs. The manager in charge of e-commerce scheme must have full freedom and power to make the project blossom and bear fruit quickly. In the "Internet age", procrastination strategy is definitely a failure strategy.
First, enterprises to develop e-commerce goals
As a new business model, e-commerce has great potential to push enterprises to "break" the shackles of the original enterprise strategy, completely change the operation process of enterprises, strengthen the contact between customers and suppliers, and open up new markets. No matter from the development direction of e-commerce or from the development environment of e-commerce, the competition of e-commerce and its competition results will eventually be reflected in the comprehensive competitiveness of participating enterprises and other auxiliary factors. E-commerce is of strategic significance to the competitiveness of participating enterprises, which will be manifested in the improvement of product competitiveness, management ability and technological innovation ability. At the same time, e-commerce should make full use of information technology, cultivate and develop a good competitive environment, enhance the comprehensive competitiveness of participating enterprises, and build a strategic alliance based on supply chain, information exchange and technological innovation.
Narrow understanding of e-commerce or blindly following e-commerce for quick success and instant benefit may ignore the potential strategic significance of e-commerce. With the development and diffusion of information technology, the technical barriers to e-commerce entry have been greatly eased, and the degree of competition in e-commerce will be intensified.
Second, the significance of enterprise development e-commerce strategy
(A) effectively establish the company's brand and corporate image
Put the company's business scope and service commitment on the company's website and publish it in time, so that potential customers have an intuitive first impression of the company; We can deal with all kinds of feedback information in time to adjust our products and the company's business strategy, so that enterprises can respond to market changes in time; We can introduce our latest products to customers in time, thus promoting our products. It is the cheapest and fastest way to promote yourself and find the demand, which is unmatched by the traditional enterprise model.
(B) reduce the operating costs of enterprises
This is mainly reflected in two aspects: 1, e-commerce is directly traded on the internet, thus reducing the cost of documents in the traditional trade process and improving efficiency; 2. E-commerce goes deep into the intermediate links such as product ordering, sales and advertising, which reduces the expenses of enterprises in this respect. In the United States, companies that use e-commerce can generally save 5%- 10% of procurement costs.
(C) improve work efficiency and promote enterprises to gain competitive advantage.
E-commerce enables information to be received, processed and transmitted at the fastest speed, which not only simplifies some procedures of information processing, but also improves the accuracy of information processing. Through e-commerce, enterprises can get more information at the fastest speed, thus gaining an advantage in the competition.
(d) Providing more effective after-sales service.
After-sales service can be provided through the Internet, and information such as product introduction and technical support can be published on the company's existing website. Doing so can not only save money, but also save a lot of manpower expenditure, so that we can have more time to deal with more complicated problems and improve our relationship with customers.
Chapter II Emergence and Development of Electronic Commerce
At the end of the 20th century, information technology advanced by leaps and bounds, constantly creating a refreshing world. Just when people just know the Internet, the brand-new concept of e-commerce is rising at an immeasurable speed, which is changing all aspects of social and economic life. According to Business Weekly, 400,000 companies have started selling online. 1998 165438+ AOL, which merged Netscape in October, announced that during the Christmas period of 1998, the online structure sales through the website surged by 350% compared with the same period of last year; Amazon.com, an online bookstore, was established only three years ago, and was ranked 37th among the top companies in global information industry 100 by Business Week 1998, ranking ahead of established companies such as Intel and Hewlett-Packard. Television, newspapers, radio, advertisements and many other news media are vigorously promoting e-commerce and trying to cultivate the mass market of e-commerce. There are indications that e-commerce will develop greatly in the next few years and will reorganize and form the core competitiveness of enterprises.
The first section the emergence of electronic commerce
E-commerce originated from enterprises, and they hope to make better use of computers, especially network technology, to improve business activities and information exchange inside and outside enterprises, especially with customers. The emergence of e-commerce is not a day's work. It has gone through the process from local electronic transactions on private networks to open electronic transactions based on the Internet. As early as 1970s, electronic transactions existed in different forms, such as American Airlines (AA) air ticket reservation system (SABRE), electronic fund exchange (EFT), electronic data exchange (EDI) and home banking system in 1980s.
From another perspective, the source power of e-commerce is the progress of information technology (IT) and the development of social commerce. In 1990s, the appearance of Internet pushed the progress of information technology to a new climax. At the same time, the integration of information technology and social commerce has led to the trend of social networking, economic digitalization, competition globalization and trade liberalization. E-commerce is produced under this background, as shown in figure 1- 1:
Social networking
Economic digitalization
Competitive globalization
trade liberalization
The progress of information technology
The development of business