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As electronic commerce is growing to be a part of everyday business life for companies, enterprises are required to establish the appropriate strategy to effectively realize their business visions. The correct choice of strategy enables organizations to make efficient use of internal resources and adjust to the external environment, affecting their performance. The nature of the firms' strategy has been currently focused on the new business model such as e-commerce. In the beginning of e-commerce, the decreasing cost of business transactions was a major benefit affecting its success. However, e-commerce firms are currently facing new advanced information technology, various business models and serious competition. To deal with these new challenges, there is an increasing demand for right strategy direction to effectively and efficiently manage a corporation's internal resources and external environments that are related to electronic commerce. Moreover, it is necessary both to set up the feasible strategy direction and to evaluate its outcome. The purpose of this study attempts to provide appropriate e-commerce strategy, which is well matched with e-commerce performance, as the different strategies affect different results of e-commerce. On the basis of the results of this research, we can see that the strategies selected by e-commerce companies differ according to the e-commerce type and firm's size.
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The Understanding of The New Paradigm of Logistics Management is very important competitive factors. Especially, Logistics Outsourcing are receiving increased attention as means of becomming competitive in globally challenging environment So, This paper presents a in-depth analysis for New logistics management recently and suggest that third-party logistics and its implications for korea logistics strategy is most effectively new logistics management.
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The world is now meeting the era of e-commerce by development of information technology and the fast increase of use of internet. So, Korean government prepared 'the colligation plan for electronic commerce activating' and WTO decides to prolong no custom on e-commerce till November 2001 when the fourth WTO Ministerial Conference holds a meeting. OECD discussed the construction of intellectual property rights of the global dimension at the Global Forum on January 2001 and reached to research the social influence of B-to-B e-commerce and to pursue the acceleration of e-commerce. UNCITRAL(United Nations Commission on International Trade Law) enacted UNCITRAL Model Law on Electronic Commerce in order to activate e-commerce, and Bolero.net serves electronic Bill of Lading to facilitate cyber trading. The purpose of this paper is to present the direction of confrontation to the these internal and external changes of business environment to Korean enterprises. Off-line enterprises should move fast to e-commerce on the condition that the existing trading at the original markets runs parallel with e-commerce. n needed, off-line enterprises should consider M&A with existing on-line firms. Also, off-line firms make use of Bolero system so that they can carry through paperless trade which means the achievement of efficiency in trading, On-line enterprises should advertise in the form of banner by combination of push and pull styles. B-to-B e-commerce firms should not depend on only the commissions, but they should create characteristic earnings by their peculiar services.
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The development of information technology is exerting a great influence on the national economy and the volume of B2B electronic commerce is increasing, especially by the Internet. In this respect, the development of e-commerce has not only changed the forms of transactions but also a new transaction method on settlements and at the same time, many e-payment systems have emerged that meet the different methods.However, the current B2B settlement payment system is using the traditional bill settlement system or the system of sending checks. In particular the payment settlement in the B2B e-transactions is an obstacle in the activation of e-commerce.The purpose of this study is to review the B2B electronic commerce & e-payment system, and to point out the problems to be solved.
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º» ¿¬±¸¿¡¼´Â À¥ ¸¶ÀÌ´×À» ÀÌ¿ëÇÏ¿© ±â¾÷°ú ¼ÒºñÀÚ°£ ÀüÀÚ»ó°Å·¡(Business-To-Customer Electronic Commerce)ȯ°æ¿¡ ±âÃÊÇÑ °¡»ó»óÁ¡(Cyber market)ÀÇ »óǰ °ü¸®ÀÚ ÀÔÀå¿¡¼ È¿À²ÀûÀÎ »óǰ°ü¸®¸¦ °¡´ÉÄÉ ÇÏ´Â ½Ã½ºÅÛÀû Á¢±Ù¹æ¹ýÀ» ÅëÇÑ »óǰ°ü¸® ¹æ¹ý·ÐÀ» Á¦½ÃÇϰíÀÚ ÇÑ´Ù. ¶ÇÇÑ ÀÌ »óǰ °ü¸® ¹æ¹ý·ÐÀ» ½ÇÁ¦ À¥ »ó¿¡¼ ¿î¿µµÇ°í ÀÖ´Â °¡»ó»óÁ¡¿¡ Á÷Á¢ Àû¿ëÇÏ¿© º½À¸·Î½á ½ÇÁõÀûÀÎ ¿¹¸¦ º¸¿©ÁÖ°íÀÚ ÇÑ´Ù.
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Buyer-carts to support the purchasing process in the B2B EC platform, can be categorized as s-cart, i-cart, and b-cart depending upon its residing sites : seller, intermediary, and buyer sites. In this paper, after proposing the desired features of buyer-carts in B2B EC as identification, collection, trashing, ordering, payment, tracking, recording, purchasing decision support, and transmission of records to e-procurement systems, we try to analyze each buyer-cart qualitatively from such viewpoints. Moreover, we propose an efficiency evaluation model for quantitative analysis. By setting variables from interview of employees in 30 listed companies In Korea, we try to evaluate the efficiency of buyer-carts in B2B EC. From this paper, we show that the b-cart platform is more efficient than other buyer-carts especially in B2B EC.
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The growing competition in the global market enforces companies to look for new opportunities so that they can enhance productivity and reduce cost. So far, the cost reduction was focused on production process. But with the development of production method and management skill, we can¡¯t expect any further cost reduction in the production process. Therefore, many companies have been interested in enhancing purchase process that is a part of the supply chain. It¡¯s no wonder that companies have a great interest in new purchase process, B2B electronic commerce, based on the internet. However, most of the companies don¡¯t know which method will lead them to success. This thesis suggests a solution to this difficult situation by designing an expert system called B2B Electronic Commerce Planning Advisor. The study is composed of several stages. First, classifies strategic goals of B2B electronic commerce in the point of value chain. Second, suggests methods of each goal in detail. Third, defines strategic conditions that can vary with the characteristics of each company. Then, these conditions are matched with methods. In the middle of this process, matching rules are created. These rules are used in realizing an expert system. Furthermore, several markets are analyzed and some characteristics which can be improved by adopting B2B electronic commerce are extracted. Those characteristics of each market were used as inputs to the expert system. Finally, induced appropriate strategic methods of each market.
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