外文翻译---电子商务发展的竞争优势：一个案例研究(编辑修改稿)

外文翻译---电子商务发展的竞争优势：一个案例研究(编辑修改稿)内容摘要：

isled many people into a belief that the emarketplaces have rendered old rules of petition obsolete. As a consequence, many panies decided to shift their fundamental ways of doing business from quality, feature, innovations, service, and profits toward mainly low price and revenue growth. Without longterm profits, they failed. To succeed, panies will need to search and implement innovative strategies that capitalize on both the power of the Inter and the changes in both traditional and electronic markets. Companies that run ebusiness should have tight supply chain relationships with customers, suppliers, and distributors. In addition, the supply chain within ebusiness panies also continues to change. Businesses need to be sure that customers and suppliers can easily gain access to their websites to gain important product information for decision making. Currently, the major barrier to customers’ and suppliers’ access to the web is ease and speed of access, eloyalty, and etrust. Because the use of emerce technology tends to reduce the switching cost, it is important for ebusiness panies to build its strategic position by focusing on eloyalty which enpasses good relationships and trust with value chain partners. B2B procurement of direct goods requires a relationship, usually longterm, with a vendor who will deliver a known quality of goods. With mission critical buying, panies cannot just buy from anyone in the emarketplace. If an order for supplies goes unfilled, the missing goods could shut down a production line or an entire factory. In B2B procurement of direct goods, tight integration with major suppliers along the supply chain is absolutely essential. Major success factors for ebusiness include:  Inter technology fully integrated into the pany’s overall strategy.  Competitive advantage maintained in both operational efficiency and distinctive strategic positioning. Basis of petition not shifted from traditional petitive advantage, such as cost, profit, quality,  service, and features. Company’s strategic positioning well maintained. Support from top management.  Buyer behavior and customer personalization.  Quick time to market.  Right systems infrastructure.  Good cost control.  Good ebusiness education and training to employees, management and customers.  Customer’s and partners’ expectations wellmanaged.  Good products and services offered by ebusiness.  Current ebusiness systems expanded to cover entire supply chain. New petitors and market shares tracked.  Website of high quality that meets or exceed user expectations. Company’s virtual marketplace established. 3. Intel and its ebusiness development strategies Intel Corp. located in Santa Clara, California, is the world’s largest producer of Integrated Circuits Chips today. Incorporated in 1968, Intel supplies the puting and munications industries with chips, boards and systems building blocks that are integral to puters, servers, and working and munications products. Its products are offered at various levels of integration, and are used by industry members to create advanced puting and munications systems. Today, the pany has evolved from a processor maker into a supplier of work and server hardware, Inter hosting services, and other ebusiness ponents. Its technological leadership ranges from microprocessor design to advanced manufacturing and packaging. Most of Intel’s business is in the PC market. In past years, it was under intense petition from ot。