电子商务对农业投入产业的影响外文文献翻译文档格式.docx
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电子商务对农业投入产业的影响外文文献翻译文档格式.docx
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国外作者:
JayT.Akridge
文献出处:
《ReviewofAgriculturalEconomics》,2003,25
(1):
3-13
字数统计:
英文1764单词,10292字符;
中文2952汉字
外文文献:
E-BusinessintheAgriculturalInputIndustries
Avarietyoffactorsarecreatingpressureforincreaseduseofinformationtechnologiesande-businessconceptsintheagriculturalinputindustries.Understandingwhereinformationtechnologyande-businessconceptswilladdvaluetothedistributionchannelsforagriculturalinputsrequiresanunderstandingoftheneedsofthetwoprimaryagentsinthechannel:
agriculturalproducersandmanufacturers.Inthispaper,aframeworkforunderstandingthechangesinformationtechnologyande-businessmaybringtothedistributionchannelisdeveloped.Inaddition,someoftheattitudesofmanagerstowarde-businessandtheimpactsofinformationtechnologiesfortheagriculturalinputsindustriesareconsidered.
Thefocusofthispaperistheimpactofe-businessontheagriculturalinputindustries.Threeobjectivesarepursued.First,thekeydriverssettingthestagefore-businessinagriculturalinputmarketsarehighlighted.Thereareimportantchangestakingplaceinthesemarketsthatmakethemreceptivetodevelopmentsine-businessande-commerce.Second,thispaperpresentsaframeworkforunderstandinghowthechangestakingplaceintheinputsectorasaresultofinformationtechnologywillimpactthedistributionofagriculturalinputs.Finally,someimplicationsofexpandinguseofinformationtechnologiesande-businessconceptsfortheagriculturalinputdistributionchannelsaredeveloped.
ForcesofChangeinAgriculturalInputMarkets
Thereareseveralforcesbringingaboutchangeintheagriculturalinputmarkets.Becausethecustomerbaseofagriculturalinputmarketsisveryfragmented,increasinglythereisawiderangeofagriculturalproducerrequirementswithrespecttoproducts,services,andinformationacrossthedifferentinputmarkets.Theserequirementsarerelatedtothesizeofthefarmoperation,theintensityofuseofmanagementtoolsandprocesses,andthevaluestructureofindividualfarmoperators.Thisfragmentationhasforcedinputsupplierstoconsiderabroadrangeofalternativesfordistributingproductstoproducers,andhasledtoprovidingtailoredvaluebundlesindividualizedsetsofproducts,services,andinformationtofittheneedsofindividualproducersorsegmentsofproducers.
Escalatingcustomerexpectationshaveincreasedperformancestandardsthatinputsuppliershavetomeet.Partoftheincreaseinexpectationsisrelatedtothesizeoffarmingoperations?
largerfarmingoperationstypicallydemandhigherlevelsofperformance.Themoreintenseuseofmanagementtoolsandprocessesbyfarmbusinessmanagersplaysanimportantroleinhigherperformancestandards.Manyproducersfaceintenseprofitpressureinthemarketplace,forcingthemtoreconsiderandreevaluateeverypartoftheirbusinessoperation,includingthevaluebundlesthatinputsuppliersprovide.
Thedemandforconvenienceinthesupplier?
producerrelationshipisanexampleofincreasingperformancestandards.In1998,theCenterforFoodandAgriculturalBusinessatPurdueUniversityconductedasurveyof1,700commercialfarmoperators.Thesurveyaskedfarmerstoevaluatetheiruseoftimespentonpurchasingfarminputs.Theresultssuggestthatpurchasingfarminginputsisbecomingmoretime-consuming,particularlyforfarmoperatorswithmorethan$500,000inannualgrossfarmincome.Fromtheinputsupplier’sperspective,therefore,thereisarealopportunitytobringfarmersbusinesssolutionsthathelpsimplifytheirexternalbusinessrelationships.Thegoalwouldbetoreducefarmers’timecommittedtoinputpurchasingactivitieswhilemeetinganescalatingstandardofperformance.
Thedevelopmentandintroductionofnewinformationmanagementtechnologiesisanotherforcechanginginputindustries.Informationtechnologies,suchastheInternet,haveexpandedmanagers’capabilitiesandarefundamentallychangingmanagementpractices,takingproducts,services,and,mostimportantly,informationdirectlytoproducers.Newwaysofacquiringdataarereadilyavailable.Newwaysofcommunicatingwithsuppliersandotherproducersofferthepotentialtochangeexistingmarketrelationshipsandcreatenewones.
Thefinalfactordrivingchangeinagriculturalinputmarketsconsideredhereistheintensecompetitiverivalrythatexistsinthesemarkets.Inputsuppliersareengagedinabattleformarketshareingenerallyslow-growingmarkets.Competitionwithotherfirmsforthevolumelargerproducers’offerhasforcedindustryfirmstoreevaluateallphasesoftheirbusinessstrategyinordertomaintainmarketshare.Inaddition,pressureforacceptableratesofreturnfrominvestorshaspromptedmostagriculturalsupplierstolookforwaystobemoreefficientandmoreeffective.Allthesefactorshavecontributedtotheinterestinnewdistributionoptions.
AModelofDistributionDecisions
Howcane-businessconceptsandinformationtechnologyaffectthefutureconfigurationofthedistributionchannelsforagriculturalinputs?
Andhowcanproducts,services,andinformationflowthroughthesenewand/ormodifiedchannels?
Toanswerthesequestions,itisimportanttounderstandthefundamentaleconomicsofthechannel.Theimpactofgettingcaughtupintheeuphoriathatcharacterizede-businessforseveralyearshasbecomepainfullyapparent.Thereisatendencytoframetheinputmarketplacethroughthelensofhighlyvisiblee-businesses,suchasAmazon.Whilee-retailisabusinessmodelthatmayfindaplaceintheagriculturalinputmarkets,itisonlyonesuchmodel.
Thecomplexityofthemarketplacebothfromanagriculturalproducerandmanufacturer’sstandpointimpliesthatasimilarlycomplexsetofdistributionarrangementswillunfold.Thesearrangementswillbedrivenbytheproducer’sneedforfarmbusinesssolutions,andbytheinputmanufacturer’sneedforrepresentationinthemarketplace.Thechannelmustdeliversomebundleofproduct,services,andinformationthatfulfillsaparticularsetofproducers’requirements.Currently,theelementsofthisproduct?
service?
informationbundleareundergoingevaluationbyproducerswithrespecttowhatbestservestheirindividualneeds.
AgriculturalProducers
Theagriculturalproducer’sneedsforaproduct?
informationsolutionwillshapechanneldecisions.Productcharacteristicswillbeoneelementofthissolution.Itisdifficulttoplanfor“acute”productsthatmaybeneededurgentlyandunderduress,whereastheuseof“maintenance”productscanbeplannedinadvance.Hence,differentdistributionrelationshipsarelikelytoresultdependingonproductcharacteristics.
Traditionally,agriculturalinputserviceshavebeenbundledwiththeproductprovided.Butthiscouldchangeforavarietyofreasons.Someagriculturalproducerscanperformtheirownservicesonthefarm.Othersmayhaveatraditionaldealerperformtheserviceorsecuretheservicesthroughathird-partyprovider.Likewise,informationcanbesourcedfrominsidethefarmbusinessmadepossiblebyhigh-speedInternetaccess,beprovidedbyatraditionalsupplierperhapsusingnontraditionalmeans,orbeoutsourcedtoanindependentconsultant.Hence,distributionsolutionswillvarydependingonwhatspecificproducersrequirefromthedistributionchannelandhowtheychoosetoassembleinputbundlestomeettheirindividualbusinessneeds.
Manufacturers
Manufacturershaveveryspecificdemandsofthedistributionchannel,mostofwhichcanbeencompassedunderthegeneralthemeofrepresentation.First,manufacturerswantaccesstotherightcustomersandtogettheirproductsandservicesinfrontoftheirtargetmarkets.Second,havinginvestedconsiderableresourcesinthedesign,development,testing,andmanufactureoftheirproducts,manufacturerswanttoexertinfluenceovertransactionstomaximizerevenues.Inmanytraditionaldistributionchannelarrangements,manufacturers’influenceishandedofftoathird-partydistributorwhoplaysapivotalroleininfluencingtheultimatepurchasedecision.Obviously,themanufacturerrequiresthatcertainservices,suchasprepurchaseinformation,postpurchaseservice,troubleshooting,andcomplainthandling,beprovidedtopurchasers.Eachdistributionsystemmustexecutetheseparticularfunctionstobesuccessful.
Distribution
Thesolutionrequirementsoftheagriculturalproducerandthespecificrepresentationrequirementsofthemanufacturerwillhaveamajorimpactonwhatdistributionsystemsemerge.Traditionally,somedistributionarrangementsinvolvingdealers,distributors,anddirectsalesbythemanufacturershavebeencomplex.E-businessandinformationtechnologiesalsohaveevolved,multiplyingthenumberofoptionsandwaystoperformdifferentdistributionfunctions.
Whichagentscanperformthesefunctionsmostefficientlyandeffectively?
Fundamentaleconomicswilldeterminetheanswertothisquestion.WhilenewoptionsusingtheInternetwillemerge,marketforceswilldeterminewhereandwhenthesealternativemethodsofdistributionwillpay.Experiencehasshownthatitisrelativelysimpletowriteabusinessplanforane-businesscompanythateffectivelyeliminatesthe“middlemen,”andfarmorechallengingtoexecutesuchaplansuccessfully.Inthesebusinessplans,thee-retailerprovidesinformationservicesandmakesonlinebuyingavailabletocommunitiesofproducers.However,whowillhandletheinventorymanagement,complaints,andstorageanddeliveryinthesebusinessmodels?
Thereisarealopportunityifane-retailercanprovidetheseandotherdis
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- 关 键 词:
- 电子商务 农业 投入 产业 影响 外文 文献 翻译
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