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1、中文3636字毕业论文（设计）外文翻译外文原文E-business development for competitive advantages: a case studyDien D. Phan*Department of Business Computer Information Systems, St. Cloud State University, St. Cloud, MN 56301, USAReceived 5 July 2001; received in revised form 4 March 2002; accepted 20 July 2002AbstractElectr
2、onic business (e-business) today plays a major role in the worlds economy. Forester Research estimated that, by 2003, the value of e-commerce of US and Europe will reach US$ 3 trillion. As the e-marketplace becomes more lucrative, it attracts new entrants and created turmoil in the market. There hav
3、e been many spectacular successes and many failures. This paper presents a study of e-business competitive advantage strategies using the success at Intel. After the initial deployment of its e-business pilot system in July 1998, Intel ramped US$ 1 billion sales on e-business each month for the rest
4、 of the year. Intel became the fifth most profitable company in the US in the year 2000, up from the rank of eighth in 1999. Despite the rapid decline in stock values of many Internet related companies and the recession, Intel is still successful. By the end of 2001, Intel was the seventh largest ma
5、rket capitalization company in the US. # 2002 Elsevier Science B.V. All rights reserved. Keywords: E-business; E-commerce; B2B; Supply chain; Value chain; Competitive advantage; Strategy; Extranet1. IntroductionE-business has received much attention from entrepreneurs, executives, investors, and ind
6、ustry observers recently. As information technologies (IT) develop, novel ways of business process redesign (BPR) emerged, creating turmoil in the industry. Organizations today frequently integrate Internet technology to redesign processes in ways that strengthen their competitive advantages. Succes
7、s breeds imitation and invites more entries. The rapid expansion of e-commerce values in the past few years convinced many people that a new economy has emerged. Chairman of Microsoft, Bill Gates, frequently expressed his fear that Microsoft is about 2 years away from failure, that somewhere out the
8、re is a formidable competitor, unborn and unknown, who will use better business models to put companies like Microsoft into obsolescence. And the most successful new business models are probably those that can integrate Internet technology to all activities of the enterprise-wide value chain. 2. E-b
9、usiness concepts, strategies, and frameworks Based on various types of trading partners, there are many categories of e-business, for example: Business to Business (B2B), Business to Consumer (B2C), Consumer to Business (C2B), Consumer to Consumer(C2C), People to People (P2P), Government to Citizen
10、(G2C), Citizen to Government (C2G), Exchange to Exchange (E2E) and Intra-business (Organization Unit to Organization Unit). Without the use of face to face operations, all e-business transactions are performed electronically by using computer and communication networks. The three principal categorie
11、s of e-business applications are:1. Electronic markets or e-marketplaces: buying and selling goods and services. 2. Inter-organizational systems: facilitating inter and intra-organization flow of goods, services, information, communication, and collaboration. 3. Customer service: providing customer
12、service, help, handling complaints, tracking orders, etc. 2.1. Information systems strategies for competitive advantage Studying the evolution of business organizations has received much of attention in organization theory and MIS research. Because organizations are not internally self-sufficient, t
13、hey require resources from the environment, and thus become interdependent with those elements of the environment with which they transact. Organizational and ecological theorists argued that organizations develop internal and external strategies which seek to minimize the uncertainty arising from d
14、ependence on the environment for resources.As the technology advances and the e-business market develops and grows, market niches open and close frequently, creating rapid changes in the market. The prevalence of technical innovations may be regular, sporadic, or seldom; these patterns of change hav
15、e different implications for business organizations. When innovations occur often, a niche may open up and the organization competes to take the advantage of cost savings and market penetration that often results in better profits and market share. From the IS perspective, the value chain model high
16、lights interdependence activities in businesses where competitive strategies can be best applied and where IS are most likely to have strategic impact . As information technologies developed, novel ways of business process redesign emerged. Most organizations today use Internet technology to redesign their processes in ways that provide new competitive advantage. Through the infrastructure of existing B2B exchanges in the e-marketplaces, many or
