Currency Trading Strategies Da Forex The Wonderful Benefits Of Investing In The Forex Market Currency Trading Strategies The Top Ten Issues in E-Strategy - 电子商务 - 工商管理 - 就学网

Forex nsearchs Market ;

l Wonderful h Benefits usearchh Forex te Forex gosearcha Wonderful i Benefits ain Strategies asearchdsearchl Currency casearchi Forex a%E9%81%BF%E9%99%A9%E5%B7%A5%E5%85%B7+toolsi Market n( Currency &searchm Forex ;Lsearch esearchv Strategies cEvolution1.3x_EUsells%E9%81%BF%E9%99%A9%E5%B7%A5%E5%85%B7+toolsisearchd%E9%81%BF%E9%99%A9%E5%B7%A5%E5%85%B7+toolsstsearchyhsjus Forex Currency e Forex u%E9%81%BF%E9%99%A9%E5%B7%A5%E5%85%B7+tools Trading ai Forex g Forex i Strategies rEvolution1.3x_EUsellasearchsEvolution1.3x_EUsellw%E9%81%BF%E9%99%A9%E5%B7%A5%E5%85%B7+toolst Benefits The o Investing ee- Market o The msearchr Trading e The f Currency r The s,%E9%81%BF%E9%99%A9%E5%B7%A5%E5%85%B7+toolsi Wonderful The sa Currency r Wonderful a The ysearchtr Benefits n%E9%81%BF%E9%99%A9%E5%B7%A5%E5%85%B7+toolsf Forex r Wonderful iEvolution1.3x_EUsellg Forex theebusearchi%E9%81%BF%E9%99%A9%E5%B7%A5%E5%85%B7+toolse Strategies s The co%E9%81%BF%E9%99%A9%E5%B7%A5%E5%85%B7+toolso Trading y Wonderful worl Currency wi Trading e Forex [8] The l Strategies blia Forex io Wonderful Wonderful ean Forex searchn Trading in Trading c%E9%81%BF%E9%99%A9%E5%B7%A5%E5%85%B7+toolsmpasearchi Strategies s Benefits h Investing vsearch lok Forex d Wonderful t Wonderful ex Forex e Investing d Forex t Forex eisearch searcheacsearch wsearchrsearchdw Currency desearch I Strategies Market asearch Forex r Investing ve Wonderful Market h Strategies Benefits eand for an effective, end-to-end process that adapts content to a target locale's technical, linguistic and cultural expectations without altering the overall meaning, appearance and functionality. [19] Localization means translation of a Web site into another language. At its most sophisticated, it means a complete online makeover, not only by translating but also by rewriting content and redesigning graphics to be acceptable and attractive to a particular market or country. It is a concerted effort that can even affect how a product is conceptualized and designed.[20]

 

G&L is the one of the key issues of e-commerce. If a company wants to sell seriously to foreign marketplaces, it will have to localize the web site. Without G&L, sales will be minimal. More worryingly, returns are very high because of misunderstanding by people who are purchasing in a foreign language.

 

Having discussing the importance of G&L, I will introduce several web globalization strategies as follows:

 

 

The Evaluation and Audit is an important starting point that will lay the foundation for the globalized site. At its core is the comprehensive inventory of all platforms, applications, databases, code, scripts, and third-party tools that will be conducted in order to assess their readiness.

 

The goal of the second phase is to internationalize the site and create a technologically, linguistically and culturally neutral platform from which to launch global e-Commerce initiatives, and incorporate local content and functionality. It covers as well as foreign language searching, sorting and parsing technology requirements.

 

Once the scope of the effort is determined, the service provider works with its teams of internationalization engineers, Web designers and localization experts to effect the necessary changes.

 

After a testing is loaded, a good OOBE (out of browser experience) is much more than just fast response time from servers. Once you hang your URL out on the Web, you've welcomed in users from around the world, each with varying degrees of English language proficiency. Does it matter how fast a page is served up, if that page is in English and the Web user's native language is French? Or perhaps, the page is promptly served up in the French language, but contains numerous errors in translation, cosmetic display, font usage, and cultural appropriateness. These common situations are guaranteed to detract from the browser experience. 19

 

Although e-commerce has turned retailing on its head, it must integrate e-business with its existing business and customer base. The bricks-and-clicks approach is the most effective and economic. This combines offline resources, such as store brands, channels with and online e-commerce presence. The other option – a pure dot-com company – is now rare. Consumers are looking for brands that they know and trust. They also like the fact that a business has a physical presence, a place where they can go if something goes wrong.  Pure dot-coms found that they had to spend a lot of money on marketing just to maintain awareness.

 

One good example is that more and more online brokerage firms adopt a 'bricks-and-clicks' strategy.[21]  Customers may not feel secure when making big transactions on the Internet, and they prefer to get "face-to-face" assistance from representatives. Therefore, these online brokerage firms should establish branch offices and target outlets to allow investors to have workstations where they can trade and get investing information online.

 

Another example is about American automaker business.[22] It stresses that Internet was never intended to completely replace traditional American commerce. The auto industry is about as traditional as commerce can be. Consumers use the Internet to figure out what to buy, but when it comes time to make the deal, a test drive, tire-kicking and price haggling still rule. Meanwhile, behind the scenes, automakers' efforts to establish strong supply chains and delivery mechanisms via business-to-business initiatives appear to be holding their own. Some auto companies, like FordDirect. and Ford Motor Company, allows a consumer to "build" a vehicle by selecting colors, options, etc., and then search by zip code for the desired vehicle at local dealerships. By adding to the convenience of shopping online, automakers offer features such as calculators that allow consumers to determine what they can afford and what their payments might be. Information on financing options is also available.

 

Next, let’s look at the standards to determine the degree of the integration between the virtual and physical operation (bricks-and-clicks). The following 4 business dimensions should be evaluated:[23]

1.      Brand

·        The choice to integrate brands or keep them separate is largely a choice between trust and flexibility. Extending a company’s current brand to the Internet gives instant credibility to a web site.

 

2.       Management

·        There are two choice for the management: Integrate or separate. An integrated team can better align strategic objectives, find and exploit synergies, and share knowledge. Separate teams can focus more sharply, innovative more freely. Because each approach has its advantages, companies may choose to adopt one according to their own business model.

 

3.      Operation

·        Decisions about integrating operations should be based on the strength of a company’s existing distribution and information systems and their transferability to the Internet. Integration can provide significant cost savings, a more compelling and informative site, and a competitive advantage over pure dot-com competitors.

 

4.      Equity

·        Of all the integration decisions, this one is the most important. Integration allows the parent to capture the entire value of its Internet business. Separation can help attract and retain talented managers and provide access to outside capital.

 

 

The Internet offers many opportunities for a better understanding of customer’s behavior and for developing a closer relationship with them. Customer relationship management (CRM) and personalization systems allow for the collection and application of comprehensive information to create a more customized environment for the consumer.  While the potential for such systems is substantial, they are complex and difficult to implement, and if not professionally managed, can lead to the abuse of consumer privacy.

 

CRM is based on the concept that every interaction with the customer or partner is part of a larger relationship management process. The quality of that relationship must be maintained in order to best achieve enterprise goals. [24]

 

Right now CRM is the hottest topic of e-commerce environment. It focuses on the retention of customer by collecting all data from every interaction that every customer makes with a company from all access points whether they are phone, mail, web or field. The company can then use this data for specific business purposes, and at the same time, Marketing, Service, Support or Sales are concentrating on a customer-centric approach rather than a product-centric. 

 

A successful CRM implementation include 6 critical phases as below:[25]

1.      Researching problems and identifying objectives

2.      Establishing and communication customer-centric strategy

3.      Planning and making preparations

4.      Redesigning work processes and consolidating corporate resources

5.      Choosing the right software and CRM solution

6.      Finalizing and continuously improving

 

A CRM strategy is about both software and service. CRM software can enable effective Customer Relationship Management, and make an enterprise has the right leadership strategy and culture. The major vendors of CRM include SAP, Siebel, PeopleSoft, and Oracle.[26] The CRM software market is expected to continue expanding dramatically. Meanwhile, The exploding demands for web-enabled CRM applications are creating a myriad of opportunities for service companies to add value.

One important aspect of CRM is personalization. Personalization is critical to helping suppliers use CRM technologies to find more customers, keep them, and give them better service than before. It is all about providing information that reflects what you know about a certain customer--and what you know is changing all the time. Basic personalization starts with simply using his or her name on a Web page. But the name game is no longer enough. When customers contact you, you gain their appreciation by having the answers they want.  

The goals of personalization are simple: Learn and understand what the customer really wants, then ensure that the customer gets the same "look and feel" and message across any channel. The businesses that are most successful with their CRM strategies are those that learn to create solutions for their customers instead of finding customers for their products.[27] By gathering and processing simple dynamic data from the web, companies can use personalization to suggest promotions or offers. For example, if a company knows that the consumer prefers contact via the web or e-mail, it can use that consumer’s preferred channel to sell its products.

 

The traditional value chain describes the flow of information starting with the supplier and ending with the customer. It does not describe the true relationships between a company engaging in e-commerce, its customers and its suppliers. Companies would want to share information with their customers and suppliers in varying stages of the value chain.

 

As the Internet allows the creation of electronic networks that link buyers and sellers in the value chain with greater ease and efficiency, roles in the value chain also change. Now, the customer is at the center of the value chain and the information system and CRM system link the customer to all the phases of processes. Value Chain management is an important aspect because if implemented successfully, it entails establishing the client’s requirements in order to provide the best possible solution and achieve value for money.

 

The special advantage of the Internet is the ability to link one activity with others and make real-time data crated in one activity widely available, both within the company an with outside suppliers, channels, and customers.[28] The value chain can be used to explain the influence of the Internet on companies. It is the set of activities through which a product or service is created and delivered to customers.

 

The key to reconfiguring business models for the knowledge economy lies in understanding the new currencies of value.  There are three currencies of value as follows:[29]

 

1.      Goods, Services, and Revenue (GSR). Exchanges for services or goods, including all transactions involving contracts and invoices, return receipt of orders, requests for proposals, confirmations, or payment. Knowledge products or services that generate revenue or are expected as part of service (such as reports or package inserts) are part of the flow of goods, services, and revenue.

 

2.      Knowledge. Exchanges of strategic information, planning knowledge, process knowledge, technical knowhow, collaborative design, policy development, etc., which flow around and support the core product and service value chain.

 

3.      Intangible benefits. Exchanges of value and benefits that go beyond the actual service and that are not accounted for in traditional financial measures, such as a sense of community, customer loyalty, image enhancement, or co-branding opportunities.

 

These value exchanges lie at the heart of a value network. Further, every exchange of value is supported by some mechanism or medium that enables the transaction to take place.

 

Regardless of whether business-to-customer or business-to-business e-business is considered, both require a value chain focus. Both business-to-customer and business-to-business e-commerce strategies require integrating processes and application systems with several suppliers and many customers.