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1、精选优质文档-倾情为你奉上文献信息：文献标题：E-Business in the Agricultural Input Industries（电子商务对农业投入产业的影响）国外作者：Jay T. Akridge文献出处：Review of Agricultural Economics, 2003, 25(1):3-13字数统计：英文1764单词，10292字符；中文2952汉字外文文献：E-Business in the Agricultural Input IndustriesA variety of factors are creating pressure for increased u
2、se of information technologies and e-business concepts 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 the two primary agents in the
3、channel: agricultural producers and manufacturers. In this paper, a framework for understanding the changes information technology and e-business may bring to the distribution channel is developed. In addition, some of the attitudes of managers toward e-business and the impacts of information techno
4、logies for the agricultural inputs industries are considered.The focus of this paper is 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 import
5、ant changes 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 result of information technology will impact the distribution of agricultur
6、al inputs. Finally, some implications of expanding use of information technologies and e-business concepts for the agricultural input distribution channels are developed.Forces of Change in Agricultural Input MarketsThere are several forces bringing about change in the agricultural input markets. Be
7、cause the 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 markets. These requirements are related to the size of the farm operation,
8、 the intensity of use of management tools and processes, and the value structure of individual farm operators. This fragmentation has forced input suppliers to consider a broad range of alternatives for distributing products to producers, and has led to providing tailored value bundles individualize
9、d sets of products, services, and information to fit the needs of individual producers or segments of producers.Escalating 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?l
10、arger farming operations typically demand 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 marketplace, forcing them to reconsider
11、 and reevaluate every part of their business operation, including the value bundles that input suppliers provide.The demand for convenience in the supplier?producer relationship is an example of increasing performance standards. In 1998, the Center for Food and Agricultural Business at Purdue Univer
12、sity 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 purchasing farming inputs is becoming more time-consuming, particularly for farm operators with more than $500,000 in annual gr
13、oss farm income. From the input suppliers perspective, therefore, there is a real opportunity to bring farmers business solutions that help simplify their external business relationships. The goal would be to reduce farmers time committed to input purchasing activities while meeting an escalating st
14、andard of performance.The development and introduction of new information management technologies is another force changing input industries. Information technologies, such as the Internet, have expanded managers capabilities and are fundamentally changing management practices, taking products, serv
15、ices, 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 relationships and create new ones.The final factor driving change in agricultur
16、al 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 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 addition, pressure for acceptable rates of return from investors has prompted
