research paper代寫范文：Objectives For An E Business Strategy
research paper代寫范文-電子商務戰略的目標，本文是一篇留學生research paper寫作格式范文，該項目的目的是調查該公司的現狀，以期進行投資。 research paper的研究目的是確定和設定電子商務戰略的目標。正在研究的公司擁有一支在科學機械和配件的制造、維護、服務和支持方面擁有150多年經驗的員工隊伍。它是由五家私營公司組成的更大集團的一部分。該公司渴望將其業務擴展到新的國家，并生產具有卓越質量的創新產品，但目前它使用的設備陳舊過時，沒有長期的企業對企業協議，利潤率最低，也沒有電子商務戰略。 該報告將審查該公司在新國家擴張業務的過程分析，以提高業績。下面就一起參考這篇research paper寫作范文。
Executive Summary (Synopsis) 執行摘要
The aim of the project is to investigate the current state of the company with a view to investment.
The intention is to identify and set objectives for an e-business strategy.
The company under study has a workforce with over 150 years of experience in manufacturing, maintaining, service and support of scientific machinery and accessories. It is part of a larger group of five privately owned companies. The company aspires to expand its operations into new countries and produce innovative products with exceptional quality however it currently operates with dated and obsolete equipment with no long term business to business agreements, minimal profit margins and no e-business strategy.
The report will review a process analysis of the company in relation to expanding its operations into a new country with a view to improving performance.
The first part of this report applies five analytical tools in strategic management concluding with an evaluation of a proposed approach. The second part of this report details the challenges of e-business adoption ending with an evaluation of the critical success factors. The third part of this report is a critical review of the process analysis.
本報告第一部分在戰略管理中應用了五種分析工具，最后對擬議的方法進行了評估。本報告的第二部分詳細介紹了采用電子商務所面臨的挑戰，并對關鍵成功因素進行了評估。本報告的第三部分是對過程分析的批判性審查。
Task A
The objective of this task is to formulate a suitable E-business strategy for the company. Competition has always been central to the agenda of companies. Strategic planning has now become widely accepted as the important task of charting a long term direction for a company. Strategies offer a frame work for understanding position and the underlying forces of competition (M Porter). Reviewing Information Systems (IS) and Information Technology (IT) are used in business to add value and achieve objectives (McKay and Marshall, 2004). Identifying internal and external forces is essential to understanding and defining strategic goals and objectives. The rate of change in both internal and external environments of manufacturing firms is increasing, which necessitates that increased attention be paid to strategic planning and strategy formulation. The approach for this task will mirror that suggested by McKay and Marshal who recommended that internal and external analysis can create an e-vision. An appropriate devised e-business strategy can then be proposed.
本任務的目標是為公司制定合適的電子商務戰略。競爭一直是公司議程的核心。戰略規劃現在已被廣泛接受為制定公司長期方向的重要任務。戰略為理解地位和競爭的潛在力量提供了框架（M波特）。審查信息系統（IS）和信息技術（IT）在企業中用于增加價值和實現目標。識別內部和外部力量對于理解和確定戰略目標至關重要。制造企業內外部環境的變化速度正在加快，這就需要更加重視戰略規劃和戰略制定。這項任務的方法將反映麥凱和馬歇爾的建議，他們建議內部和外部分析可以創建電子愿景。然后可以提出一個適當的電子商務戰略。
McFarlan’s Strategic Grid 麥克法蘭戰略網格
In 1993 McFarlan and McKenney provided a strategic grid to examine the strategic role of information technology. The tool is useful in balance decision making. Analysing and understanding the company’s information technology and information systems will be vital in terms of how the company does its business currently and how its business model or e-business strategy is formulated for the future. 1993年，McFarlan和McKenney提供了一個戰略網格來研究信息技術的戰略作用。該工具在平衡決策中很有用。分析和了解公司的信息技術和信息系統對于公司當前的業務運作方式以及未來的商業模式或電子商務戰略制定方式至關重要。
Factory: High operational impact, low strategic impact, this quadrant is about operational improvements that affect large portions of the firm, and are aimed at improving performance or decreasing cost.
工廠：高運營影響，低戰略影響，此象限涉及影響公司大部分的運營改進，旨在提高績效或降低成本。
Turnaround: low operational impact, high strategic impact. This quadrant is about exploiting new technologies to provide strategic opportunities.
周轉：低運營影響，高戰略影響。這一象限涉及利用新技術提供戰略機遇。
Strategic: High operational impact, high strategic impact. IT organisations that have most projects in this quadrant understand that IT can both improve core operations of the firm while simultaneously generating strategic options.
戰略：高運營影響，高戰略影響。在這個象限中擁有大多數項目的IT組織都明白，IT既可以改善公司的核心運營，又可以同時產生戰略選擇。
Application of Model.模型的應用
Figure 1.0 Illustrates the company’s position in the McFlarans’s strategic grid as strategic quadrant. The company has identified that information technology and information systems are an important part of their future. This has been identified by the company’s desire for an e-business strategy. If the company utilised IS & IT more then the business will perform more efficiently and potentially gain a competitive advantage. Future investment in IT & IS is a necessity for the company’s growth. It can not be ignored that the company is positioned close to the turnaround quadrant but on analysis the company has identified its needs for growth thus strategic planning is of higher importance.
圖1.0說明了公司在麥克法蘭戰略網格中作為戰略象限的地位。該公司已確定信息技術和信息系統是其未來的重要組成部分。這已被該公司對電子商務戰略的渴望所證實。如果公司更多地利用信息系統和信息技術，那么業務將更加高效，并可能獲得競爭優勢。未來對信息技術和信息系統的投資是公司發展的必要條件。不可忽視的是，該公司的定位接近周轉象限，但經過分析，該公司已確定其增長需求，因此戰略規劃更為重要。
Pest Analysis Pest分析
When analyzing the macro-environment, it is important to identify the factors that might in turn affect a number of vital variables that are likely to influence the organization’s supply and demand levels and its costs (Kotter and Schlesinger, 1991; Johnson and Scholes, 1993). The “radical and ongoing changes occurring in society create an uncertain environment and have an impact on the function of the whole organization” (Tsiakkiros, 2002).
在分析宏觀環境時，重要的是確定可能反過來影響許多重要變量的因素，這些變量可能會影響組織的供需水平及其成本。“社會中發生的劇烈和持續的變化造成了不確定的環境，并對整個組織的功能產生了影響”。
Kotler (1998) claims that the PEST analysis is a useful tool for understanding market growth or decline, and as such the position, potential and direction for a business. A PEST analysis is a business measurement tool. PEST is an acronym for Political, Economic, Social and Technological factors, which are used to assess the market for a business or organisational unit. The PEST analysis headings are a framework for reviewing a situation, and can also, like SWOT analysis, and PorterHYPERLINK
Kotler聲稱，PEST分析是了解市場增長或衰退以及企業的地位、潛力和方向的有用工具。PEST分析是一種業務衡量工具。PEST是政治、經濟、社會和技術因素的縮寫，用于評估企業或組織單位的市場。PEST分析標題是審查情況的框架，也可以像SWOT分析和Porter HYPER LINK一樣。
As PEST factors are essentially external, completing a PEST analysis is helpful prior to completing a SWOT analysis, a SWOT analysis – Strengths, Weaknesses, Opportunities, and Threats – is based broadly on half internal and half external factors.
由于PEST因素本質上是外部的，因此在完成SWOT分析之前完成PEST分析是有幫助的，SWOT（優勢、劣勢、機會和威脅）分析主要基于一半內部和一半外部因素。
PEST ensures that company’s performance is aligned positively with the powerful forces of change that are affecting business environment (Porter, 1985). PEST is useful when a company decides to enter its business operations into new markets and new countries. The use of PEST, in this case, helps to break free of unconscious assumptions, and help to effectively adapt to the realities of the new environment.
The results can be used to take advantage of opportunities and to make contingency plans for threats when preparing business and strategic plans (Byars, 1991; Cooper, 2000).
PEST確保公司績效與影響商業環境的強大變革力量保持積極一致。當公司決定進入新市場和新國家時，PEST非常有用。在這種情況下，PEST的使用有助于打破無意識的假設，并有助于有效地適應新環境的現實。在制定業務和戰略計劃時，可以利用這些結果來利用機會，并針對威脅制定應急計劃。
Application of Model 模型的應用
(P)olitical Factors 政治因素
The company opening in new countries must consider political factors such as regulations and legalities; for example an e-business may not be eligible to trade or have premises in a new territory. Chinese regulations for example have limited Google’s search engine, excluding Google’s You Tube. In March 2010 China banned Google’s search engine only to lift the ban a day after.
The company must monitor the new Country’s policies or regulations to ensure the way it conducts business is politically acceptable and thus not limiting any future strategies or goals. Ensuring the selected country has a stable political environment will aid company stability. Many countries have restrictive polices which are designed to protect local manufactures from larger organisations. Such policies often hinder foreign companies from entering into these markets. The company should form a strategic alliance with a local company to circumvent any limitations in opening in a new country.
公司在新國家開業必須考慮法規和法律等政治因素；例如，電子商務可能沒有資格在新的地區進行交易或擁有經營場所。例如，中國的法規限制了谷歌的搜索引擎，不包括谷歌的YouTube。2010年3月，中國禁止谷歌搜索引擎，但一天后才解除禁令。
公司必須監控新國家的政策或法規，以確保其開展業務的方式在政治上是可以接受的，從而不會限制任何未來戰略或目標。確保所選國家擁有穩定的政治環境將有助于公司穩定。許多國家制定了限制性政策，旨在保護當地制造商免受大型組織的影響。此類政策往往阻礙外國公司進入這些市場。該公司應與當地公司結成戰略聯盟，以規避在新國家開業的任何限制。
(E)conomic Factors 經濟因素
The industry is in growth, this is indicated by the company wishing to expand and develop an e-business strategy. Funding in new country’s can be affected by monetary and fiscal rates. Changing inflation rates and currency fluctuation can determine the profitability of the company.
A depressed economy will generally be a luxury which results in a number of organisations going out of business, it can provide opportunities for some (Robinson and et al., 1978; Thompson, 2002). If the company is restricted by political issues this would be considered if an alliance was required to set up operations in a new country. A depressed economy could also give an advantage on labour due to high unemployment.
Energy availability and cost will require analysing for suitability in the new country. This could affect the e-business strategy in a negative or positive way.
該行業正在增長，這表明該公司希望擴大和發展電子商務戰略。新國家的資金可能會受到貨幣和財政利率的影響。通貨膨脹率和貨幣波動的變化可以決定公司的盈利能力。
經濟不景氣通常是一種奢侈，會導致許多組織倒閉，它可以為一些人提供機會。如果該公司受到政治問題的限制，如果需要聯盟在新的國家建立業務，則會考慮這一點。由于失業率居高不下，經濟低迷也可能給勞動力帶來優勢。
能源可用性和成本需要分析其在新國家的適用性。這可能會對電子商務戰略產生消極或積極的影響。
(S)ocio Cultural Factors 社會文化因素
Recruitment in a new country will have to consider technology limitations due to education. Higher educational standards will raise the probability of technology advancement thus having a competitive edge.
Consumers attitudes towards online transactions may negatively influence the e-business strategy however if the new country is emerging as an online leader due to political influences such as investing in IT then this could gain a competitive advantage.
Cultural attitudes towards e-business across the globe may affect the company objectives.
在一個新的國家進行招聘時，必須考慮教育帶來的技術限制。更高的教育標準將提高技術進步的可能性，從而具有競爭優勢。
消費者對在線交易的態度可能會對電子商務戰略產生負面影響，但是，如果新國家由于政治影響（如投資IT）而成為在線領導者，那么這可能會獲得競爭優勢。
全球對電子商務的文化態度可能會影響公司的目標。
(T)echnological Factors 技術因素
Safer online transactions will aid online communication thus improving business to business communications and orders.
Internet accessibility can determine whether the company’s e-business strategy will work. Some locations may have limited services or none at all. This can also be a competitive advantage if the area is in development or an internet provider is expanding.
Technology advances could potentially aid the company in being more efficient and lean. Becoming a lean world class business will aid the company in being financially competitive. Government investment in technology and research will aid growth.
更安全的在線交易將有助于在線溝通，從而改善企業間的溝通和訂單。
互聯網的可訪問性可以決定公司的電子商務戰略是否有效。一些地點可能服務有限或根本沒有服務。如果該地區正在開發或互聯網提供商正在擴張，這也可能是一種競爭優勢。
技術進步可能有助于公司提高效率和精益。成為一個精益的世界級企業將有助于公司在財務上具有競爭力。政府對技術和研究的投資將有助于增長。
SWOT Analysis SWOT分析
SWOT has an extensive history as a model of strategic and marketing analysis. It has featured in strategy books since 1972. SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats in a project or in a business venture. It involves identifying the internal and external factors that are favourable and unfavourable to achieve that objective. The technique is credited to Albert Humphrey
SWOT作為戰略和營銷分析的模型，有著廣泛的歷史。自1972年以來，SWOT分析一直是戰略書籍的特色。SWOT是一種戰略規劃方法，用于評估項目或商業風險中的優勢、劣勢、機會和威脅。它涉及確定對實現這一目標有利和不利的內部和外部因素。這項技術歸功于阿爾伯特·漢弗萊
It advocates say that it can be used to gauge the degree of “fit” between the organisation’s strategies and its environment, and to suggest ways in which the organisation can profit from strengths and opportunities and shield itself against weaknesses and threats (Adams, 2005). The tool is relatively simple to use but its impact if used academically could be influential in a new business strategy.
它的倡導者說，它可以用來衡量組織的戰略與其環境之間的“契合”程度，并建議組織如何從優勢和機遇中獲益，并保護自己免受弱點和威脅。該工具使用相對簡單，但如果在學術上使用，其影響可能會對新的商業戰略產生影響。
A weakness is that SWOT, having been conceived in simpler times means it does not cope very well with some of the subtler aspects of modern strategic theory, such as trade-offs (De Witt and Meyer, 1998).
一個缺點是，SWOT是在較簡單的時代構想出來的，這意味著它不能很好地處理現代戰略理論的一些微妙方面，例如權衡。
Strengths: characteristics of the business or team that give it an advantage over others in the industry.
Weaknesses: are characteristics that place the firm at a disadvantage relative to others.
Opportunities: external chances to make greater sales or profits in the environment.
Threats: external elements in the environment that could cause difficulty for the business.
優勢：企業或團隊的特點，使其在行業中具有優勢。
劣勢：是指使公司相對于其他公司處于劣勢的特征。
機會：在環境中取得更大銷售額或利潤的外部機會。
威脅：環境中可能給企業帶來困難的外部因素。
Application of Tool 工具的應用
The tool has been applied to the company to establish the strengths, weaknesses, opportunities and threats. 該工具已應用于公司，以確定優勢、劣勢、機會和威脅。
(S)trengths 優勢
150 Years workforce experience.
Good company name.
High quality production and service.
Constantly lowering costs to compete.
Informative website
Desire to grow the business into new territory.
Competent workforce
Strategic growth into new country / territory
Supply directly to customer
After sales service
Privately owned
International customer base
Service and support is world wide
150年工作經驗。
良好的公司名稱。
高品質的生產和服務。
不斷降低競爭成本。
信息網站
渴望將業務拓展到新的領域。
稱職的勞動力
進入新國家/地區的戰略增長
直接提供給客戶
售后服務
私人所有
國際客戶群
服務和支持遍布全球
(W)eaknesses 劣勢
Limited resources.
Website is designed for marketing, no transactions.
Limited investment.
Bricks and mortar organisation no web transactions
Skills shortage or little innovation.
Weak marketing with no e-commerce or e- business strategy.
Dated processing of supply chain management, lack of information technology and information systems.
Profit margins are set to compete for business
Still using some dated equipment
資源有限。
網站是為營銷而設計的，沒有交易。
有限投資。
實體組織無網絡交易
技能短缺或創新不足。
市場營銷薄弱，沒有電子商務或電子商務戰略。
供應鏈管理流程陳舊，缺乏信息技術和信息系統。
利潤率將與商業競爭
仍在使用一些過時的設備
(O)pportunities 機會
Competition is unwilling to take on less important projects.
Mergers or strategic alliances in new country
IS and IT improvements for competitive advantage enhancing a professional company image.
Website sales developing market.
International market
LTA (long term agreements) with suppliers and customers.
Educated general manager.
Logistics / transportation.
Diversification
Up to date technology manufacturing.
Potential to open new site.
Development of new technology, processes and materials.
Faster manufacturing with less power (competitive pricing)
Environmental leader
Unsaturated market
IT director with 20 years’ experience in e-business
競爭不愿意承擔不太重要的項目。
新國家的合并或戰略聯盟
信息系統和信息技術的改進，以增強競爭優勢，提升專業公司形象。
網站銷售開發市場。
國際市場
LTA（長期協議）與供應商和客戶。
受過教育的總經理。
物流/運輸。
多元化
最新技術制造。
可能開設新網站。
開發新技術、新工藝和新材料。
更快的生產，更少的電力（具有競爭力的價格）
環境負責人
不飽和市場
具有20年電子商務經驗的IT主管
(T)hreats 威脅
Language barriers in potential new country
Competitive rivalry in global market for larger contracts.
Fluctuation in global monetary policy fiscal/interest rates could leave the company exposed (supply chain).
Cheap labour abroad.
Fierce competition from larger companies.
Possibility of a competitor developing new technology.
潛在新國家的語言障礙
大型合同在全球市場上的競爭。
全球貨幣政策財政/利率的波動可能會使公司面臨風險（供應鏈）。
國外廉價勞動力。
來自大公司的激烈競爭。
競爭對手開發新技術的可能性。
Porters ‘Five Forces’ Model of Competition 波特五力競爭模型
The Porter’s Five Forces model is a simple tool that supports strategic understanding where power lies in a business situation. It also helps to understand both the strength of a firm’s current competitive position, and the strength of a position a company is looking to move into. Despite the fact that the Five Force framework focuses on business concerns rather than public policy, it also emphasizes extended competition for value rather than just competition among existing rivals, and the simpleness of its application inspired numerous companies as well as business schools to adopt its use (Wheelen and Hunger, 1998).
波特的五力模型是一個簡單的工具，它支持對商業環境中權力所在的戰略理解。這也有助于了解公司當前競爭地位的優勢，以及公司希望進入的地位的優勢。盡管“五種力量”框架側重于商業問題而非公共政策，但它也強調了價值競爭的延伸，而不僅僅是現有競爭對手之間的競爭，其應用的簡單性激勵了許多公司和商學院采用它。
The original competitive forces model, as proposed by Porter, identified five forces which would impact on an organization’s behaviour in a competitive market. These include the following:
波特提出的原始競爭力模型確定了五種影響組織在競爭市場中行為的力量。其中包括以下內容：
The rivalry between existing sellers in the market. 市場上現有賣家之間的競爭
The power exerted by the customers in the market.客戶在市場中的影響力
The impact of the suppliers on the sellers.供應商對賣方的影響
The potential threat of new sellers entering the market.新賣家進入市場的潛在威脅
The threat of substitute products becoming available in the market.替代產品進入市場的威脅
Understanding the nature of each of these forces gives organizations the necessary insights to enable them to formulate the appropriate strategies to be successful in their market (Thurlby, 1998).
了解每一種力量的性質可以使組織獲得必要的洞察力，從而制定適當的戰略，在市場上取得成功。
Application of Tool 工具的應用
Rivalry Amongst Existing Firms 現有公司之間的競爭
Strong amount of rivalry within the company’s chosen products/industry. Rivalry is evident by the presence of larger businesses in the same industry. Competitive pricing indicates fierce competition.
公司所選產品/行業內的競爭激烈。在同一行業中，大型企業的存在表明了競爭的存在。競爭性定價表明競爭激烈。
Bargaining Power of Buyers 購買者的議價能力
Buyers can approach the company and the competition (larger companies) thus creating competition and fierce pricing strategies. Long term agreements are essential to long term stability. The company accepting minimal profit demonstrates the bargaining power of buyers. The company doesn’t hold a niche product thus the cost of a buyer switching supply will be minimal.
買家可以接近公司和競爭對手（較大的公司），從而形成競爭和激烈的定價策略。長期協議對長期穩定至關重要。接受最低利潤的公司顯示了買家的討價還價能力。該公司不持有利基產品，因此買方更換供應的成本將最低。
Bargaining Power of Suppliers 供應商的議價能力
Suppliers could strategically integrate forward for example assemble the product and sell direct to customer.
供應商可以戰略性地向前整合，例如組裝產品并直接銷售給客戶。
The World Wide Web reduces the possibility of supplier’s rates being overpriced and uncompetitive. The company can access the www to research suppliers and costs to ensure the right price is being paid thus forcing the supplier to have less bargaining power.
If the cost of switching supplier is high e.g. switching from one component supplier to another though there is no evidence of this to the company, it shouldn’t be overlooked.
萬維網降低了供應商價格過高和缺乏競爭力的可能性。該公司可以訪問www來研究供應商和成本，以確保支付正確的價格，從而迫使供應商降低議價能力。
如果更換供應商的成本很高，例如從一個組件供應商更換到另一個，盡管公司沒有證據表明這一點，但不應忽視。
Threat of New Entrants 新進入者的威脅
The high set up costs and technology reduce the risk of new entrants. This is indicated by larger organisations as competition. The desire to develop the business into a new country indicates that competition is minimal. Competitors could retaliate when made aware of the company establishing itself in a new country.
高昂的設置成本和技術降低了新進入者的風險。大型組織表示這是競爭。將業務發展到一個新國家的愿望表明，競爭是最小的。當競爭對手得知該公司在一個新的國家成立時，他們可能會進行報復。
Threat of Substitute Products 替代產品的威脅
The threat of a substitute product is high. The company are manufacturing dated products. New technology could eliminate the need for the dated product thus ending the majority of the company’s revenue.
替代產品的威脅很大。這家公司正在生產過時的產品。新技術可以消除對過時產品的需求，從而結束公司大部分收入。
The threat of the customer not needing the dated part, designed out of the end product. There is no evidence to support the threat but choosing to ignore it could be costly.
客戶不需要過時部件的威脅，這些部件是從最終產品中設計出來的。沒有證據支持這一威脅，但選擇忽視它可能代價高昂。
McKinsey 7S Model 麥肯錫7S模型
The McKinsey 7S model was developed in the late 1970s and named after a consulting company, McKinsey and Company, which has conducted applied research in business and industry (Pascale & Athos, 1981; Peters & Waterman, 1982). The 7-S model is a tool for managerial analysis and action that provides a structure with which to consider a company as a whole, so that the organisation’s problems may be diagnosed and a strategy may be developed and implemented. The 7-S diagram illustrates the multiplicity interconnectedness of elements that define an organisation’s ability to change.
麥肯錫7S模型開發于20世紀70年代末，以一家咨詢公司麥肯錫公司命名，該公司在商業和工業領域進行了應用研究。7-S模型是一種管理分析和行動的工具，它提供了一種將公司視為一個整體的結構，從而可以診斷組織的問題，制定和實施戰略。7-S圖說明了定義組織變革能力的要素的多重互連性。
The Seven-Ss is a framework for analyzing organizations and their effectiveness. It looks at the seven key elements that make the organisations successful, or not:
七個S是分析組織及其有效性的框架。它著眼于組織成功與否的七個關鍵因素：
Strategy plan of action 戰略行動計劃
Structure dictates way the company operates and performs (Waterman, 1980)結構決定了公司的運營和執行方式
Systems user friendly as possible (Lynch, 2005)盡可能方便用戶使用系統
Style important in the performance of strategy (Martins and Terblanche 2003)風格對戰略績效至關重要
Skill to maintain competitive edge in technology advancement 保持技術進步競爭優勢的技能
Staff people make a business successful 員工使企業成功
Shared values common goals working together to achieve them 共同價值觀共同目標共同努力實現
Application of Tool 工具的應用
Strategy 戰略
The company has a desire for growth by entering in to a new country and establishing an e-business strategy. Realisation of company’s business strategy and the group’s corporate goals requires substantial capital investment in the near future.
該公司渴望通過進入一個新的國家并制定電子商務戰略來實現增長。實現公司的業務戰略和集團的企業目標需要在不久的將來進行大量的資本投資。
Structure 結構
The structure of the company often dictates the way it operates and performs (waterman et al 1980).
No formal alliances.
Privately owned.
公司的結構通常決定其運營和執行的方式。
沒有正式聯盟。
私人所有。
Systems 系統
Customer satisfaction the website offers a feedback mechanism
Local area network provides administration a range of functional applications. The wider area network enables access to email and the World Wide Web.
The company utilises computer aided design (CAD) and has a new stock control system which will drive forward control and the desire for efficiency.
客戶滿意度網站提供反饋機制
局域網為管理提供了一系列功能應用程序。廣域網使人們能夠訪問電子郵件和萬維網。
該公司使用計算機輔助設計（CAD），并擁有一個新的庫存控制系統，該系統將推動向前控制和對效率的渴望。
Style 風格
The company prides itself on quality of products and services satisfying customers has a grate deal of focus. Over engineering a product to achieve superior quality may hinder effectiveness to compete in pricing. Utilising a competitive prising strategy to establish sales.
該公司以產品和服務的質量為榮，以客戶滿意為重點。過度設計產品以實現卓越質量可能會阻礙價格競爭的有效性。利用競爭性定價策略建立銷售。
Skill 技能
Over 150 years experience. Develops machinery from design to manufacturing with the use of computer aided design (CAD).
Educated and enthusiastic general manager
Appears to be a lack of creativity/innovation amongst the company’s workforce.
In house training offered to customers in all aspects of machinery and instrumentation demonstrates a high skill level.
150多年經驗。利用計算機輔助設計（CAD）將機械從設計發展到制造。
受過教育、熱情的總經理
公司員工似乎缺乏創造力/創新能力。
為客戶提供的機械和儀器各方面的內部培訓顯示出較高的技能水平。
Staff 員工
New general manager has ethicised the need for a flexible work force and working environment. A new recruitment policy has been recognized as a driver for development.
新任總經理強調需要靈活的勞動力和工作環境。一項新的征聘政策被認為是發展的推動力。
Shared values 共享的價值觀
Service support contracts with emphasis on creating quality products and services.
Good relationships with a number of organisations, sector manufacturers and developers.
服務支持合同，強調創造優質產品和服務。
與許多組織、行業制造商和開發商保持良好關系。
E- Business Strategy Objectives 電子商務戰略目標
Strategy is designed to transform the firm from the present position to the new position described by objectives, subject to constraints of the capabilities or the potential (Ansoff, 1965).
The author recommends the following objectives for the company’s e-business strategy supported by the data provided from the analytical tools used; SWOT, Porters Five Forces, Mckinsey’s 7S, PEST and McFarlan’s Strategic Grid.
To innovate new technology and efficiency through strategic investment, employee motivation and empowerment.
Increase efficiency and effectiveness e-procurement
Increase revenue from global markets
Establish an long term agreement (LTA)
戰略旨在根據能力或潛力的限制，將公司從目前的職位轉變為目標所描述的新職位。
作者根據所用分析工具提供的數據，為該公司的電子商務戰略提出了以下目標；SWOT、波特五力、麥肯錫7S、PEST和麥克法蘭戰略網格。
通過戰略投資、員工激勵和授權創新新技術和效率。
提高電子采購的效率和效力
加全球市場收入
建立長期協議（LTA）
E-Business Strategy Evaluation and Alignment with Business Objectives 電子商務戰略評估和與業務目標的一致性
To remain competitive in today’s global economy, the company must decide what methods, processes, and technologies will best optimize their operations. They have to weigh the company analysis and take action quickly in this ultra-competitive environment. Innovations and faster product development can also often create a barrier for potential new entrants (Porter, 2004) .The Company’s dependence on obsolete products and lack of innovation has been analysed as a threat in Mckinsey’s 7S analysis and SWOT. The workforce has a wealth of over 150 years experience yet the business relays on obsolete components as its main revenue. It is essential to form strategic alliances with suitable organisations across the globe. Collaboration between the businesses will form the foundation for the development of new products. To aid the process of managing the change the author would recommend a well chosen project management technique or tool be applied especially in the planning stage. A suitable tool would be Critical Path Analysis which was originally created to benefit large defence projects.
為了在當今的全球經濟中保持競爭力，公司必須決定哪些方法、流程和技術能夠最好地優化其運營。他們必須權衡公司分析，并在競爭激烈的環境中迅速采取行動。創新和更快的產品開發通常也會給潛在的新進入者帶來障礙。麥肯錫的7S分析和SWOT分析將公司對過時產品的依賴和缺乏創新分析為威脅。員工擁有超過150年的豐富經驗，但企業的主要收入依賴于過時的組件。必須與全球各地合適的組織結成戰略聯盟。企業之間的合作將構成新產品開發的基礎。為了幫助管理變更的過程，作者建議特別是在規劃階段應用精心選擇的項目管理技術或工具。一個合適的工具是關鍵路徑分析，它最初是為了幫助大型國防項目而創建的。
Two models, SWOT and Mckinsey’s 7S identified a lack of creativity/innovation amongst the company’s workforce. It is important for the organisation to instil confidence among the employees about their future in the organisation and future career growth as an incentive for hard work (Purcell and Boxal, 2003) Emphasis is needed on hiring the best staff, providing them with rigorous training and mentoring support, and pushing personnel to their limits to achieve professional excellence. Creating professional excellence will gain competitive advantage over competitors. Empowered employees become more proactive with ideas and solutions. To overcome pockets of reluctance to change, the company’s vision for change must provide an atmosphere of communication where concerns about transformation are not seen negatively but rather welcomed. Achieving empowerment and employee motivation requires continuous articulation and communication of reporting results and monitoring each individual’s contribution and accountability to the overall company’s objective. Leading others to think innovatively and promoting the continual discovery of new solutions and technologies is essential for the company to achieve its goal.
SWOT和麥肯錫7S這兩種模型表明，公司員工缺乏創造力/創新能力。對于組織來說，重要的是要讓員工對自己在組織中的未來和未來的職業發展充滿信心，以此激勵他們努力工作。需要強調的是，招聘最好的員工，為他們提供嚴格的培訓和指導支持，并將員工推向極限，以實現專業卓越。創造專業卓越將獲得競爭優勢。有能力的員工在想法和解決方案方面變得更加積極主動。為了克服對變革的不情愿，公司的變革愿景必須提供一種溝通的氛圍，在這種氛圍中，對變革的擔憂不會被視為負面的，而是受到歡迎的。實現授權和員工激勵需要持續闡述和溝通報告結果，并監控每個人對公司整體目標的貢獻和責任。領導他人進行創新思維，促進新解決方案和技術的不斷發現，對于公司實現其目標至關重要。
Motivation is the art of getting people to do what you want them to do because they want to do it (Dwight Eisenhower)
In order to maximise efficiencies across the supply chain the company needs to invest in information technology and information systems, the SWOT analysis has identified efficiency gains in e-procurement. IS and IT efficiencies will offer a competitive advantage also enhancing professionalism of the company and its overall image thus being more attractive to potential customers. Information systems and information technology are used in business to add value and achieve objectives (McKay and Marshall, 2004)
動機是讓人們做你想讓他們做的事，因為他們想這樣做的藝術
為了最大限度地提高整個供應鏈的效率，公司需要投資于信息技術和信息系統，SWOT分析已經確定了電子采購的效率收益。信息系統和信息技術效率將提供競爭優勢，也將提高公司的專業性和整體形象，從而對潛在客戶更具吸引力。信息系統和信息技術在企業中用于增加價值和實現目標
The data from SWOT and PEST indicate the company’s weakness of not utilising e-commerce thus missing an opportunity. The analysis demonstrates that the website is non transactional and therefore does not generate revenue from new or existing customers. To achieve an increase in revenue from global markets the company must form an e-commerce facility on its already established website. Search engine optimisation and key word density will ensure the company websites place on the World Wide Web. A recommendation would be for an external company to monitor the company website and scan competitor’s sites, frequently reporting results. Recruiting a specialist company would guarantee the site is in the top 10 results for the company’s sector. Engaging in e-commerce will positively reduce risk of falling behind the competition. To address complexities of change, each component must be aligned, along with the enabling technology, (Statoil’s Data Quality Manager; Hesterbrink, 1999). Product suitability will need to be established during the planning stage. The company needs to be cable of adapting its business to thrive in this ever-changing world of e-business.
SWOT和PEST的數據表明，該公司在不利用電子商務方面存在弱點，因此錯失了機會。分析表明，該網站是非交易性的，因此不會從新客戶或現有客戶那里產生收入。為了增加全球市場的收入，公司必須在其已建立的網站上建立電子商務設施。搜索引擎優化和關鍵詞密度將確保公司網站在萬維網上的位置。建議外部公司監控公司網站并掃描競爭對手的網站，經常報告結果。招聘一家專業公司將確保該網站在該公司所在行業排名前十。從事電子商務將積極降低落后于競爭對手的風險。為了解決變化的復雜性，每個組成部分都必須與使能技術保持一致。需要在規劃階段確定產品的適用性。該公司需要調整其業務以在這個不斷變化的電子商務世界中蓬勃發展。
In order to recoup costly investments in new production technologies the company needs to be assured that there will be income in the future to pay for the investment, as a way of reducing the risk in the investment decision. Establishing positive relationships and service are extremely important in winning business.
為了收回對新生產技術的昂貴投資，公司需要確保未來有收入來支付投資，這是降低投資決策風險的一種方式。建立積極的關系和服務對于贏得業務至關重要。
It would be clear with an LTA (long term agreement) that customer is committed to the company. The technology advanced product would be key to a successful business to business (B2B) relationship. The company vision shows the company is committed to delivering to the customer a high quality product, on time and at a competitive price which in its self and with the SWOT analysis shows the need to invest. Securing long term agreements will create a competitive advantage.
通過LTA（長期協議），可以清楚地看到客戶對公司的承諾。技術先進的產品將是成功的企業對企業（B2B）關系的關鍵。公司愿景表明，公司致力于按時以具有競爭力的價格向客戶提供高質量的產品，而這一目標本身和SWOT分析表明了投資的必要性。獲得長期協議將創造競爭優勢。
Task B
The objective of this task is to discuss the challenges of adoption of e-business and evaluate the critical success factors (CFS’s) for e-business in relation to the company.
本任務的目標是討論采用電子商務的挑戰，并評估與公司相關的電子商務的關鍵成功因素（CFS）。
Critical success factors are the essential areas of activity that must be performed well if you are to achieve the objectives. The concept was developed by D. Ronald 1961 and refined by John F Rockart 1981. The company faces various challenges in implementing e-business. Critical success factors can typically be identified for each individual objective.
關鍵成功因素是要實現目標必須做好的活動的基本領域。該概念由D.Ronald 1961年提出，John F Rockart 1981年完善。該公司在實施電子商務方面面臨各種挑戰。通常可以為每個目標確定關鍵成功因素。
Financial implications 財務影響
The initial test is financing the change process. The company has previously restricted investment due to the unavailability of resources and the absence of commercial awareness of innovation. Positive changes have been put into operation to overcome the obstacles such as employing an enthusiastic, educated general manager and a IT director with over 20 years experience. Initial costs of implementing e-business are:
最初的測試是為變革過程提供資金。由于缺乏資源和缺乏商業創新意識，該公司此前限制了投資。積極的變革已經開始實施，以克服障礙，例如聘用一位熱情、受過教育的總經理和一位擁有20多年經驗的IT主管。實施電子商務的初始成本是：
Preparation or project management and communicating the strategy
Consultancy fees for Information systems and Information technology
Recruitment is costly when advertising for specialists
Equipment and software installation including maintenance / service costs
Reorganisation of business to ensure world class lean principles are applied
Human implications
Implementing an e-business strategy will raise numerous issues within the workforce and business.
Essential training will need time allocating. The company will have to capacity plan the impact on the business.
Training the workforce to operate the new equipment / tools
Creation of new procedures is time consuming
Support, emotional and stress often employees dislike change
If an alliance is formed will both sites be utilised potential redundancies
準備或項目管理并傳達戰略
信息系統和信息技術咨詢費
廣告招聘專家時，招聘成本高昂
設備和軟件安裝，包括維護/服務成本
重新組織業務，確保應用世界級精益原則
人類影響
實施電子商務戰略將在員工和企業中引發許多問題。
基本培訓需要時間分配。該公司將不得不規劃對業務的影響。
培訓員工操作新設備/工具
創建新程序非常耗時
支持、情緒和壓力往往使員工不喜歡改變
如果成立聯盟，兩個站點都將利用潛在的冗余
A formal approach for managing change, beginning with the leadership team and then engaging key stakeholders and leaders should be developed early and adapted often as change moves through the organization the leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the organisation. They must speak with one voice and model the desired behaviors.
應盡早制定正式的管理變革的方法，從領導團隊開始，然后讓關鍵利益相關者和領導者參與進來，并隨著變革在組織中的推進而不斷調整。領導者自己必須首先接受新的方法，以挑戰和激勵組織的其他成員。他們必須用一種聲音說話，并模仿期望的行為。
Data Protection 數據保護
Security is a prime concern for the successful adoption of e-business (Chaffey, 2007). Data utilized by the company requires safeguarding against:
安全性是成功采用電子商務的首要考慮因素（Chaffey，2007）。公司使用的數據需要防范：
Fire
Fraud or theft
Failures in the system data recovery and backups on or off site
Electronic espionage
Customer information
火災
欺詐或盜竊
現場或場外系統數據恢復和備份失敗
電子間諜
客戶信息
Strategic Alliances 戰略聯盟
Firstly a suitable company needs to be identified for its qualities and business presence. The alliance company will need to compliment the company regards to vision and objectives. Organisational differences will need aligning for example one company may have a strong environmental stance when the other chooses to ignore the issues thus causing friction and possibly undermining already implemented procedures. Once the organisations have formed realignment or restructuring will need to be completed for example in lean world class manufacturing both sites would not require a human resource executive. The alliance formed must be mutually beneficial to both sides thus creating harmony between the two businesses.
首先，需要根據質量和業務狀況確定合適的公司。聯盟公司需要贊揚公司的愿景和目標。組織差異需要調整，例如，當一家公司選擇忽略這些問題時，另一家公司可能具有強大的環境立場，從而導致摩擦，并可能破壞已經實施的程序。一旦組織形成重組，就需要完成重組，例如在精益世界級制造業中，兩個工廠都不需要人力資源主管。形成的聯盟必須對雙方都有利，從而在兩個企業之間創造和諧。
Long Term Agreements 長期協議
It would be clear with an LTA (long term agreement) that the customer is committed to the company. Developing innovative technology would be required to approach potential new and old customers with the objective of securing an LTA. The technology advanced product or products would be key to a successful business to business (B2B) relationship and long term agreement.
The company vision and the acknowledgment of a required investment demonstrates the company is committed to delivering to the customer a technology advanced high quality product, on time and at a competitive price which in its self and with the SWOT analysis shows the need to invest. Securing long term agreements will create a competitive advantage and a secure future.
通過LTA（長期協議）可以清楚地看出客戶對公司的承諾。需要開發創新技術來接觸潛在的新老客戶，以確保LTA。技術先進的產品將是成功的B2B關系和長期協議的關鍵。
公司愿景和對所需投資的認可表明，公司致力于按時以具有競爭力的價格向客戶交付技術先進的高質量產品，其自身和SWOT分析表明了投資的必要性。確保長期協議將創造競爭優勢和安全的未來。
Worldwide Business 全球業務
Worldwide trading is a competitive market with numerous challenges. E-business will encounter cultural variances which will need to be overcome if the implementation is to be fully successful. Operating in a worldwide market will create a fiercely competitive environment. The United Kingdom is known for technology development but not mass production. Technology development is suggested to be skills related. Mass production is suggested to be low cost labour operating with proven processes if a suitable product is developed then a consideration must be applied for outsourcing production to a low cost labour facility which will allow the company to compete in the worldwide market.
全球貿易是一個充滿挑戰的競爭市場。電子商務將遇到文化差異，如果要實現完全成功，需要克服這些差異。在全球市場運營將創造一個激烈的競爭環境。英國以技術開發而聞名，但不是大規模生產。建議技術開發與技能相關。如果開發出合適的產品，那么大規模生產建議采用低成本勞動力，并采用經過驗證的工藝，那么必須考慮將生產外包給低成本勞動力設施，以使公司能夠在全球市場上競爭。
Technology 技術
Small and medium sized businesses are often reluctant to develop into e-business due to resource. The company will have to commit to resourcing the e-business strategy.
Implementation of the software will be challenging, adapting the workforce to an automated business process will be difficult. Employees are often reluctant to change. A transformational management style would be beneficial in impleme
research paper提出由于資源的原因，中小型企業往往不愿意發展成電子商務。該公司必須承諾為電子商務戰略提供資源。
軟件的實施將具有挑戰性，使員工適應自動化業務流程將很困難。員工通常不愿意改變。轉型管理風格將有利于實現。
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