【導(dǎo)讀】11世紀(jì)歐洲出現(xiàn)了信貸和銀行系統(tǒng)等金融工具，如外匯支出。念的改變，當(dāng)時(shí)，它們是現(xiàn)代商業(yè)形式。信息技術(shù)的到來(lái)和發(fā)展前景徹底改變?；ヂ?lián)網(wǎng)的出現(xiàn)也引起了普遍的溝通渠道的變化，以電子商務(wù)巨大的潛力。有許多辯論懷疑這種商業(yè)模式的支付安全性，這顯然是一個(gè)經(jīng)濟(jì)增長(zhǎng)的熱點(diǎn)。/SVP時(shí)代鏡和電子商務(wù)網(wǎng)站)發(fā)現(xiàn)在美國(guó)至少有10萬(wàn)互聯(lián)網(wǎng)用戶(hù)。電腦數(shù)量(主機(jī))連接因。支持用戶(hù)都有成千上萬(wàn)的使用者?，F(xiàn)代信息技術(shù)幫助企業(yè)掌握并處理有用信息。集體和個(gè)人,這些地區(qū)將發(fā)生重大變化,一個(gè)公司的方式進(jìn)行經(jīng)營(yíng)，其中，65%認(rèn)為他們是缺乏信心的對(duì)于這些技術(shù)能否應(yīng)用。這些統(tǒng)計(jì)來(lái)看，許多組織懷疑這種技術(shù)的好處。企業(yè)角色變化必須領(lǐng)先于互聯(lián)網(wǎng)的崛起。業(yè)交易.行政總裁柯達(dá)據(jù)說(shuō)說(shuō)他唱看柯達(dá)網(wǎng)站找廠商.但據(jù)他所知,這是最重要的,柯達(dá)的CEO斷言陳述,他不能告訴是否柯達(dá)網(wǎng)站。為解除企業(yè)和市場(chǎng)之間的界限,網(wǎng)絡(luò)營(yíng)銷(xiāo)和組織。這些客戶(hù)使用電子渠道，有可能達(dá)到

　　

【正文】 re knowledge of the address (URL) and are unlikely to be accessed when similar information, products or services are readily available inside the munity. Contributing to the rise of intermediaries are associated issues of privacy, trust and security (Schell, 1996). Whilst there is much discussion on the issues of Inter privacy and security, in the context of normal business activities, many millions of people trust others with their personal financial information. Examples include ordering over the telephone, passing a credit card to an unknown waiter, even signing direct debit mandates. If an error occurs in these types of transactions we trust the service provider to correct the error. So why is it that we expect the Inter to support a level of trust and security which we do not observe in everyday life? There is no reason why similar trust relationships cannot be established in electronically mediated discussions. If anything, it bees easier for an individual (or group of individuals) to seek retribution on those that break the rules within an electronic munity. Evidence of this can be found in the tendency to attack those that try to advertise on academic discussion groups (mail bombs) and munity policing against pornographers in the Netherlands. Marketeers must reconstruct their advertising models for the interactive, consumer controlled medium. The traditional customer loyalty ladder (Suspect, Prospect, Customer, Client, Partner, Advocate) is still applicable, but now operates in a different fashion. The first three stages are often instantaneous in electronic merce. The transition from customer to advocate relies on loyalty earned through trust. The instantaneous nature of the Inter makes this more difficult. Communicating Across The Value Chain It should be recognized that processes are not confined within one organization they cross the value chain as demonstrated by the following example. Steinfield, et al (1995) describe a large, multinational, electrical appliance and consumer electronics manufacturer that used France Tele’s Tel system to support EDIlike connections to approximately 10,000 separate retailers and independent service engineers throughout France (accessed through Minitel terminals). The ubiquitous Tel service and the mercial applications which emerged to exploit it, provide insights into the development of merce on a worldwide Inter. The aftersales service subsidiary of this manufacturer provided replacement parts and training to its widely dispersed customer base. The Tel system permitted electronic transactions, even with the smallest trading partners. Through the use of online ordering, coupled with courier service for rapid delivery, the firm was able to eliminate regional parts warehouses and reduce the average repair time from two weeks to two days. In the past, service engineers waited until they had a sufficient need for parts before driving to a regional warehouse. Once the system was implemented, they used the Tel based justintime stocking practice for replacement parts. Moving to a centralised warehouse reduced the need for replicated inventories and extra personnel around the country, creating substantial savings. Moreover, service engineers were further boundin following the introduction of a revenue producing, expert systembased, training application. Technicians connected to the expert system which asked a series of questions designed to diagnose the fault and indicate the repairs needed. This justintime training service meant that technicians no longer required expensive and lengthy inperson training a difficult task given the short life cycle of new electronics products. Service engineers were charged a fee for connecting to the service, but it clearly helped them to provide a faster service to the end customer whilst also further enforcing their dependence on the supplying firm. The expert system also accumulated data on repair problems and provided valuable feedback to the design and manufacturing divisions of the pany. A primary motivation for this service was to dissuade service engineers from obtaining parts and services from other suppliers. The ubiquity of Minitel merely created the environment within which the supplier could manage relationships with a very large set of buyers, without opening their service to other suppliers.