B2B电子商务 文献原文+译文译文3000多字.docx

B2B电子商务 文献原文+译文译文3000多字.docx

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B2B电子商务文献原文+译文译文3000多字

原文

MakingSenseofEmergingMarketStructuresinBusiness-to-BusinessECommerceB.Mahadevan

Abstract

Overthelastfiveyears,avarietyofmarketmechanismshaveemergedtoaddressvariousissuespertainingtoBusiness-to-Business（B2B）E-Commerce.However,thereisagenerallackofunderstandingonthepartofresearchersandpractitionersontwokeyissues:

Whatarethekeycharacteristicsofthesemarketmechanisms?

Whatfactorsdrivethechoiceofonemarketmechanismovertheother?

Ourcurrentresearchaddressesthesequestionsthroughastudyof12differentmarketmechanismsinoperationtoday.Theresearchisbasedonananalysisofabout200B2BE-marketplaces.Fourfactorsviz.,degreeoffragmentation,assetspecificity,complexityofproductdescriptionandcomplexityofvalueassessmentsignificantlydrivethechoiceofanappropriatemarketmechanismforanorganization.Theframeworksuggeststhatinordertogainfullyexploitthesemarketstructuresorganizationsneedtodevisenewstrategiesandreconfiguretheirsupplychain.

Thegrowthofelectronicmarketshasdwarfedhistoricalgrowthpatternsofothersectorsoftheindustry.WorldwideB2BmarketisestimatedtogrowfromUS$919Billionsin2001toaboutUS$6Trillionsbytheendof2004.Overyears,severalmarketmechanismshavesprunginelectronicmarketspacetotapnewvaluecreationopportunities.FreeMarketsintroducedtheideaofconductingreverseauctionsusingtheelectronicmediaduring1995.GEISpioneeredtheconceptofTradingPartnerNetwork（TPN）inthemid1990’s.Similarly,thebigthreeautoplayerscreatedinFebruary2000COVISINT,aconsortia-basedmarketstructure.OtherexamplesincludecatalogueaggregationbySciquestandvirtualcommunitybuildingbyVerticalNet.ManyotherssuchasOracle,i2,SAPandAribadevelopedavarietyofsupplychaincollaborationtools.Recently,B2Bmodelsarewitnessingamovetowardsnewermarketstructuressuchasprivatelyownedandconsortia.

Whileemergenceofnewermarketstructuresforconductingbusinessthroughelectronicmarketisanindicationofgreateracceptanceamongthepractitioners,itintroducesnewerissuesfordetailedstudy.Themostsignificantamongthemisthatofmakingsenseoftheseemergingmarketstructuresandansweringthecrucialquestionofwhentoexploitthese.Thispaperaddressesthesequestionsandoffersnewinsightstohelpmanagersdealwiththesemarketstructures.WebeginthepaperbyabriefdiscussionofexistingtaxonomiesforB2Bmarketsandtheneedforalternativeclassificationschemes.WefollowitwithastudyofseveralB2BsitesandidentifyfactorsthatcouldbeusedfordevelopingaframeworkforunderstandingB2Bmarkets.Usingtheframework,weclassifytheemergingB2Bmarketsanddiscusssomeimplicationsforpractice.

ClassificationofB2BMarketStructures

Forthemostpart,earlierstudiesonalternativemarketstructuresfocusedonwhatthemarketstructuresareandthebenefitsthattheyoffer，to，organizations.Ourstudy,ontheotherhand,shiftsthe，discussiontowhenalternativemarketstructuresareappropriate.Hence,ourchoiceoffactorstoclassify,themarketstructureswasmainlybasedon:

linkingtheoperationalfeaturesandkeyvaluepropositionsofB2Bsiteswiththegoverningeconomicprinciples;relatingthemtoissuesofdealingwithproductsandmarketsinB2Bdomainandcorroboratingwithevidences,fromearlierstudies.Basedon,theseconsiderationsweidentifiedfragmentation,assetspecificitycomplexityofproductassessmentandcomplexityofvalueassessmentasthefactorsforclassification.

Dramatically,increasedreachprovidesnewalternativesforaddressingfragmentedsupplychainsinB2Bmarkets.Reductioninthetransactioncostsintroducescorrespondingchangesinassetspecificity21Furthermore,assetspecificitycanbeausefulattributetodifferentiatemarketstructures22Deepcustomizationcapabilitieshelporganizationsmitigateproblemsarisingoutofcomplexitiesinproductdescriptionandvalueassessment.

DegreeofFragmentation

Thedegreeoffragmentationinamarketisdefinedbythenumberofplayersandthegeographicalspread.Thekeymotivationbehindthisdefinitionofdegreeoffragmentationisthedegreeofcontrolorinfluencethebuyersorthesupplierscanexertonthemarketplace.Fragmentationmayexisteitherinthebuyersideorinthesellersideorboth.Weidentifyfoursub-classificationsoffragmentationofmarketparticipants.Thedegreeoffragmentationpointstoafewbehavioralpatternsinthemarket.Whenthereislessfragmentation,thereWhenthedegreeoffragmentationishighonboththe,supplierandthebuyerside,themarkettendstobeopenand,competitiveisanopportunityforcontrol-orientedmechanismstocharthemarket.However,whenthedegreeoffragmentationisverylow,organizationstendtobenefitfromcollaborativepracticesasopposedtocontrol.

AssetSpecificity

Assetspecificityisafunctionofthecostsofsettinguparelationshipbetweentwomarketparticipantsinordertomanagebusinesstransactionsinacost-effectivemanner.Thecostsarisebecauseofspecificresources,thatthetwomarketparticipantshavetodeployainordertotransactbusiness.Theseinvestmentscanbeinmachinetoolsdiesinformationsystemsorinvestmentinpeoplewithspecialskills.Clearly,alltheseinvestmentsarespecifictotherelationshipbetweenthetwomarketparticipantsandareirreversible.Forinstance,inthecaseofanaircraftmanufacturer,theasset,specificitywillbeveryhighinthecaseofprocurementofenginesfromasupplier.Ontheotherhand,theaircraftmanufacturerneedsnorelationship-specificinvestmentstoprocureofficestationery.

Thishasimportantimplicationstothebehaviorofthemarketparticipants.Whentheassetspecificityishighthemarketparticipantsarebetteroffbyengagingincollaborativepracticesandsuperiorcoordinationmechanisms.Ontheotherhand,whentheassetspecificityisverylow,competitivemarketpracticesandrelationshipsbasedonpricebenefitboththebuyersandthesuppliers.Inthemedium,assetspecificsituationsquasi-marketmechanismsthatblendbothcollaborationandcompetitionareaviablealternativeforthemarketparticipants.Figure3showsaclassificationofthemarketstructuresonthebasisofdegreeoffragmentationandassetspecificity.Assetspecificityanddegreeoffragmentationhaveadirectrelationship,especiallyintheextremecases.Whentheassetspecificityisverylow,themarketislikelytobehighlyfragmented.Hence,thetwodiagonalgridlocationsinthefigurearenotrelevant.Ourclassificationofthetwelvemarketstructuresfallsintothistwodimensionalframework.

Theframeworksuggeststhatwhenthefragmentationofmarket,participantsishighneutralmarketstructuresareappropriate.Consequently,neutralmarketstructuresaregroupedtogetherintotwogridpositionsinFigure3.Whileitisgenerallythecase,theframeworkstilllacksclarityanddoesnotindicatewhenorganizationsshouldusetheseneutralmarkets.Otherfactorsinfluencethechoiceofoneneutralmarketstructureovertheother.

ClassificationofNeutralMarkets

Neutralmarketssufferfrompoormarketliquiditybecauseofseveralfactors.Prominentamongthemarecomplexityofproductdescriptionandcomplexityofvalueassessment.Clearly,electronicmarketsaddsubstantialvalueinsituationsinvolvingcomplexproductcharacteristics.

ComplexityofProductDescription

Complexityofproductdescriptionrelatestotheamountofinformationabuyerneedstounderstandthefunctionalandtechnicalspecificationsoftheproductorservice24Forinstance,anautomobileishighlycomplexindescription.Similarly,anairlineticketisanotherexampleofproduct-descriptioncomplexity.Therearenumerousalternativesforroutingandseveralconditionsareattachedtoeachcategoryoffarestructure.Electroniccomponentsbearingsandvalvesandmanycatalogueitemscanalsointroducemediumtohighcomplexitybecauseofthelargevarietyintheirofferingsandthedetailedtechnicalandcommercialspecificationspertainingtoeachvariety.Furthersuchalargemenuofofferingsinducesadditionalcostsrelatedtomaintainingpricelistsandrepeatedcommunicationofchangesinpricelists.

ComplexityofValueAssessment

Complexityofvalueassessmentreferstotheamountofinformationneededtoestimateaccuratelytheworthofanitemandtoeitherarriveatapriceorselectitemsofferedataprice.Itiseasiertoassessthevalueofanewitemthantoassessthevalueofsecond-handitemsanduniqueproducts.Furthermore,productswithnocomplexityinproductdescriptioncanposecomplexityinvalueassessmentasinthecaseofcommodities.Thecomplexityarisesbecauseofseveralfactors.First,theprice-settingmechanismcanbedynamicthroughasetofbidsandoffers.Thebenefitsofoperatinginsuchmarketsaredirectlyafunctionofthesizeofthemarketparticipants.Secondistheamountofinformationandpre-assessmentrequiredbeforemakingachoiceasinthecaseofauctionsandexchanges.Finally,thecomplexityofvalueassessmentisalsoduetoinformationasymmetryproblems.Electronicmarketssubstantiallyeliminatetheseproblemsandhelpreducethecomplexityofvalueassessment.

Figure4showstheclassificationoftheneutralmarketsonthisbasis.Catalogueaggregationseekstoaddresstheproblemsarisingoutofcomplexityinproductdescription.Ontheotherhand,exchangesaddress.value-assessmentproblemsarisingoutofdynamicpricesetting.Exchanges,bringtogetheravastsetofbuyersandsellersandfacilitatethetrade.Auctionsit