Analysis on the E-commerce Operation Model Selection of Traditional Enterprises

Along with the rapid development of information technology and the Internet, the network has gradually begun to develop its business function, which is providing an e-commerce trading platform. To keep pace with the development of the times and ensure a steadfast competitive position, traditional enterprises should pay attention to the development of e-commerce business and achieve enterprise marketing strategies through enough channels. In this paper, through the analysis on the current situation and restriction factors of e-commerce in traditional enterprises, suggestions are provided for traditional enterprises to construct sales model and marketing strategy, hoping a help can be provided for the enterprises to develop e-commerce and enhance the competitiveness in the market.

Regaining Competitive Advantage by Developing E-commerce in Traditional Enterprises

E-commerce is the motive to push on the human society progress and economic development in the 21st century, and also the inexorable choices for traditional enterprises to gain competitive advantage facing new economy. Developing E-commerce may reduce trading cost, enhance trading efficiency, allocate social resources and push forward reform and innovation in the management of traditional enterprises. E-commerce facing entry into WTO of China, business administration and computer applications has fallen behind, E-commerce infrastructure has not been built well, and network society has not formed a definite scale. On the basis of analysis on the environment of the development of E-commerce, this paper puts forward some appropriate countermeasures. They are to lay down China E-commerce strategy, carry out knowledge management, establish E-commerce strategy alliance, reconstruct digital core products, reorganize enterprise resources, practice administration technology such as SCM, CRM and ERP, and strengthen E-commerce infrastructure for a better environment of E-commerce development.

Digitalizing Traditional Manufacturing Enterprises:A Three-Stage Evolutionary Model from the Perspective of Structure and Agency

Emerging digital technology are bringing convenience to the global economy and transforming business organizations.The structural changes brought about by digitalization are particularly significant for enterprises in traditional industries.Starting from the perspective of the debate between structure and agency in sociology,this paper first discusses the necessity of digital transformation of traditional manufacturing enterprises under the background of digital economy,and then explains the drivers and potential obstacles of digital transformation from the perspective of the coexistence of structure regulation and agency initiative.Based on this,this paper further studies the practice of enterprise digital transformation,and proposes a three-stage model of organizational adaptation(EEI model),namely,the experimentation period(partial digitalization),the expansion period(platform digitalization)and the integration period(ecosystem digitalization).Each of these three stages has its own independent characteristics,and is also an indispensable link in the process of enterprise digitalization,which determines the continuity and integrity of its transformation.The three-stage evolution model based on the structure and agency perspective has important theoretical and practical significance for enterprise digital development.

Peer Effects of Internet Business Models:Strategic Drive or Conceptual Catering?

In recent years,the internet business model has become a popular concept,and has been adopted by an increasing number of traditional enterprises.However,the question remains whether this adoption is a strategy-driven decision or a blind follow of trends.Therefore,this study is conducted on Chinese listed companies from 2007 to 2020 to examine the existence,underlying motives,and economic consequences of peer effects in traditional enterprises adopting internet business models.The results show significant peer effects among traditional enterprises adopting internet business models.The examination of driving mechanisms reveals that peer effects of internet business models are more significant in enterprises with asset-light structures,higher degrees of virtualization,lower market valuations,and greater financing pressure,supporting the conceptual catering hypothesis rather than the strategic drive hypothesis.Further tests reveal that while adopting internet business models enables enterprises to receive some government subsidy and market reaction in the short term,it only promotes tactical innovation rather than real innovation and does not improve the financial performance of these enterprises.This further indicates that peer effects of internet business models are not a strategic drive but rather a matter of conceptual catering.