Assignment寫作格式-通過在線展示提高業(yè)務(wù)量。本文是一篇留學(xué)生Business Assignment寫作的范文,主要內(nèi)容是講述互聯(lián)網(wǎng)提供了獨(dú)特的接入方式和巨大的潛力,但人們卻傲慢地認(rèn)為這是一個(gè)容易成功的環(huán)境:“互聯(lián)網(wǎng)泡沫”在過去幾年中已經(jīng)證明了這一點(diǎn)?;ヂ?lián)網(wǎng)是一個(gè)競(jìng)爭(zhēng)異常激烈的市場(chǎng),價(jià)格只是一個(gè)問題,這個(gè)問題并不像一些人想象的那么關(guān)鍵。在初創(chuàng)階段,折扣作為贏得客戶的一種手段,拍賣網(wǎng)站也比比皆是,許多新的商業(yè)活動(dòng)形式正在出現(xiàn)。然而,比競(jìng)爭(zhēng)對(duì)手便宜并不是唯一的考慮因素:為了取得成功,公司需要為客戶提供卓越的服務(wù)和易用性,因?yàn)榛ヂ?lián)網(wǎng)的快速增長(zhǎng),許多客戶對(duì)互聯(lián)網(wǎng)并不熟悉。大多數(shù)電子商務(wù)只是順應(yīng)潮流,并因此而失敗。亞馬遜創(chuàng)造了一種趨勢(shì),并繼續(xù)開拓新天地:他們足夠靈活地應(yīng)對(duì)拍賣時(shí)尚,并將繼續(xù)為客戶提供他們可以信任的獨(dú)特零售體驗(yàn)。下面就一起來看一下這篇留學(xué)生Business Assignment格式范文的具體內(nèi)容。
Assignment prepared for VG Jones concerning redevelopment and enhancement of their online business presence and e-business strategy.為VG Jones編寫的關(guān)于重新開發(fā)和加強(qiáng)其在線業(yè)務(wù)和電子商務(wù)戰(zhàn)略的作業(yè)。
Executive Summary 執(zhí)行摘要
The Internet offers unique access and huge potential, yet it is arrogant to believe that this is an easy environment to succeed in: the “dot com bubble” has shown this over preceeding years . The Internet is an incredibly competitive market, with price just one issue and an issue not as critical as some would think. In the start-up phase discounting as used as a means to win customers, auction sites also abound and many new forms of commercial activity are emerging. However, being cheaper that competitors is not the only consideration: in order to succeed, companies need to offer excellent service and ease of use to customers, many of whom are unfamiliar with the Internet due to its rapid growth. Most of the e-businesses are just following trends, and failing as a result. Amazon.com made a trend and continues to break new ground: they were flexible enough to respond to the auction fad and will continue to offer customers unique retail experiences they can trust.
Amazon.com, Inc. is a Website where customers can find and discover anything they may want to buy online. The Company lists millions of unique items in categories such as books, music, DVDs, videos, consumer electronics, toys, camera and photo items, software, computer and video games, tools and hardware, lawn and patio items, kitchen products, and wireless products. Through its Amazon Marketplace, Auctions and zShops services, any business or individual can sell virtually anything to the Company’s approximately 30 million cumulative customers, and with Amazon.com Payments, sellers can accept credit card transactions. In addition to its U.S.-based Website, www.amazon.com , the Company operates four internationally focused Websites: www.amazon.co.uk , www.amazon.de , www.amazon.fr and www.amazon.co.jp . The Company also operates the Internet Movie Database, www.imdb.com, a comprehensive and authoritative source of information on movies and entertainment titles, and cast and crewmembers.
亞馬遜是一個(gè)網(wǎng)站,客戶可以在這里找到和發(fā)現(xiàn)他們想在網(wǎng)上購(gòu)買的任何東西。該公司列出了數(shù)百萬(wàn)種獨(dú)特的物品,如書籍、音樂、DVD、視頻、消費(fèi)電子產(chǎn)品、玩具、相機(jī)和照片、軟件、電腦和視頻游戲、工具和硬件、草坪和庭院用品、廚房產(chǎn)品和無線產(chǎn)品。通過其亞馬遜市場(chǎng)、拍賣和zShops服務(wù),任何企業(yè)或個(gè)人都可以向公司約3000萬(wàn)累計(jì)客戶出售幾乎任何東西,通過亞馬遜支付,賣家可以接受信用卡交易。除了總部位于美國(guó)的網(wǎng)站www.amazon.com外,該公司還運(yùn)營(yíng)著四個(gè)專注于國(guó)際的網(wǎng)站:www.amazon.co.uk、www.amazon.de、www.amason.fr和www.amazon.com.jp。該公司還經(jīng)營(yíng)著互聯(lián)網(wǎng)電影數(shù)據(jù)庫(kù)www.imdb.com,這是一個(gè)全面而權(quán)威的電影和娛樂標(biāo)題以及演員和工作人員信息來源。
Amazon Website Analysis 亞馬遜網(wǎng)站分析
Impact of the Home Page 主頁(yè)的影響
Amazon has been a pioneer in the designing of e-business homepages: “From Amazon to eToys, major e-commerce sites are increasingly adopting a strikingly similar layout on their home pages. While colors and fonts vary, the tops of these sites feature not just the company logo, but a horizontal row of tabs for general site navigation, often underpinned by a row of subtabs; a search box; a triumvirate of “help,” “shopping cart,” and “my account,” usually at the top right; and a left-side vertical column beneath it all offering more detailed navigation.” (Marlatt, 1999)
亞馬遜一直是設(shè)計(jì)電子商務(wù)主頁(yè)的先驅(qū):“從亞馬遜到eToys,主要的電子商務(wù)網(wǎng)站在主頁(yè)上越來越多地采用驚人的相似布局。雖然顏色和字體各不相同,但這些網(wǎng)站的頂部不僅有公司標(biāo)志,還有一排用于一般網(wǎng)站導(dǎo)航的水平選項(xiàng)卡,通常由一排子選項(xiàng)卡、搜索框、“幫助”、“購(gòu)物車”和“我的賬戶”組成通常在右上角;以及它下方的左側(cè)垂直柱,所有這些都提供了更詳細(xì)的導(dǎo)航。”
Further evidence from Marlatt’s article indicates that roughly 20 percent of the elements on an e-commerce home page are becoming standardized. Although this may lead to complaints about a lack of originality in webpage design, and Amazon.com claims that others are simply following its lead, experts believe that, as early as 1999, the trend seems destined to help consumers by allowing them to move from site to site without having to relearn a new layout each time. The implications of this are that designers can never assume that their site is the only one that people use, so it is important to plagarise good user interface designs, rather than create brand new ones that people would have to learn all over again. As such, the proposed new website design for VG Jones will be heavily based upon incorporating the company’s existing branding and marketing into a generic structure that is striking, like Amazon.com’s, but also easily recognisable and usable to any regular e-commerce user.
Marlatt文章中的進(jìn)一步證據(jù)表明,電子商務(wù)主頁(yè)上大約20%的元素正在標(biāo)準(zhǔn)化。盡管這可能會(huì)導(dǎo)致人們抱怨網(wǎng)頁(yè)設(shè)計(jì)缺乏獨(dú)創(chuàng)性,亞馬遜網(wǎng)站聲稱其他人只是在效仿它,但專家們認(rèn)為,早在1999年,這一趨勢(shì)似乎注定會(huì)幫助消費(fèi)者,讓他們從一個(gè)網(wǎng)站移動(dòng)到另一個(gè)網(wǎng)站,而不必每次都重新學(xué)習(xí)新的布局。這意味著設(shè)計(jì)師永遠(yuǎn)不能認(rèn)為他們的網(wǎng)站是人們唯一使用的網(wǎng)站,所以重要的是要推廣好的用戶界面設(shè)計(jì),而不是創(chuàng)造人們必須重新學(xué)習(xí)的全新設(shè)計(jì)。因此,VG Jones擬議的新網(wǎng)站設(shè)計(jì)將在很大程度上基于將公司現(xiàn)有的品牌和營(yíng)銷納入一個(gè)通用結(jié)構(gòu),該結(jié)構(gòu)與亞馬遜一樣引人注目,但也很容易被任何普通電子商務(wù)用戶識(shí)別和使用。
Context of use 使用環(huán)境
Amazon.com’s website is used by a variety of consumers in a variety of ways. Many consumers simply visit the site directly looking for a specific article, or with specific search parameters in mind, others are “just browsing” certain categories or with vague parameters in mind, possibly for a gift idea. However, an increasing large number of consumers are coming from the “Amazon Associates Program” where Amazon pays a small one off royalty to the any registered site that directs a consumer to it for the first time. Video Business (2002) reported when amazon.com made available, free of charge, new software that allowed “registered third-party Web sites to search and display items that are available at the e-commerce giant.” At the time, more than 800,000 sites were enrolled in the Amazon Associates Program, and since that time the number has increased dramatically, and contributed to Amazon’s growing profitability, as well as its exposure and customer numbers.
亞馬遜網(wǎng)站被各種各樣的消費(fèi)者以各種方式使用。許多消費(fèi)者只是直接訪問網(wǎng)站,尋找特定的文章,或者考慮到特定的搜索參數(shù),其他人則“只是瀏覽”某些類別,或者考慮了模糊的參數(shù),可能是為了禮物。然而,越來越多的消費(fèi)者來自“亞馬遜聯(lián)合計(jì)劃”,亞馬遜向第一次引導(dǎo)消費(fèi)者訪問的任何注冊(cè)網(wǎng)站支付少量一次性版稅?!兑曨l商業(yè)》報(bào)道稱,亞馬遜網(wǎng)站免費(fèi)提供了一款新軟件,允許“注冊(cè)的第三方網(wǎng)站搜索和顯示這家電子商務(wù)巨頭的商品”。當(dāng)時(shí),超過80萬(wàn)個(gè)網(wǎng)站加入了亞馬遜聯(lián)合計(jì)劃,自那以來,這一數(shù)字急劇增加,并為亞馬遜不斷增長(zhǎng)的盈利能力、曝光率和客戶數(shù)量做出了貢獻(xiàn)。
With this in mind, VG Jones’ site would have to aim to cater to these three groups of consumers as well as Amazon does. It would have to ensure that its search engine was state of the art, allowing visitors with specific parameters to find the object they are searching for quickly and easily, lest they become frustrated and begin searching another site. Equally, it needs a functional and straightforward navigation system that allows browsers to find the category they are looking for with equal ease, whilst not being overly restrictive. The referral business, Amazon’s most dominant and recognisable area of customer acquistion, ironically could be the easiest to break into: VG Jones simply needs to launch a similar program, and enrol as many of the major search engine and shopping sites as possible, ensuring that people have the choice of an Amazon or VG Jones product wherever possible.
考慮到這一點(diǎn),VG Jones的網(wǎng)站必須像亞馬遜一樣,致力于滿足這三類消費(fèi)者的需求。它必須確保其搜索引擎是最先進(jìn)的,允許具有特定參數(shù)的訪問者快速輕松地找到他們正在搜索的對(duì)象,以免他們感到沮喪并開始搜索另一個(gè)網(wǎng)站。同樣,它需要一個(gè)功能強(qiáng)大、簡(jiǎn)單明了的導(dǎo)航系統(tǒng),讓瀏覽器能夠同樣輕松地找到他們想要的類別,同時(shí)又不受過度限制。具有諷刺意味的是,作為亞馬遜最占主導(dǎo)地位和最受認(rèn)可的客戶獲取領(lǐng)域,推薦業(yè)務(wù)可能是最容易進(jìn)入的:VG Jones只需要推出一個(gè)類似的計(jì)劃,并注冊(cè)盡可能多的主要搜索引擎和購(gòu)物網(wǎng)站,確保人們盡可能選擇亞馬遜或VG Jones的產(chǎn)品。
Usability 可用性
Usability has long been viewed as one of Amazon’s greatest strengths, and is largely covered in the “Context of Use” section above, for customers with specific product requirements. However, New Media Age (11/11/2004) has recently reported that etailers could double sales made from keyword-based searches within a site if they improved poor search mechanisms, based on its study of British retail sites. The study, which included, Amazon, revealed that on average only 43 percent of all goods available were listed in results after shoppers searched for particular items. The article cites this as a key usability issue and blamed etailers for using unsophisticated search tools that don’t predict the varying search terms and word formations consumers use. Catriona Campbell, chairman of The Usability Company, claimed that this is a common problem with retail sites, and that it’s extremely important that etailers watch how people are using their search engines. According to the report, although online sales account for just 7 percent of total British retail sales, the market value is huge, with the Interactive Media in Retail Group (IMRG) estimating e-shopping to be worth £17 billion in 2004. Meanwhile, online sales in the U.S. rose by 28 percent in the third quarter of 2004 on the previous year, according to analyst Forrester.
長(zhǎng)期以來,可用性一直被視為亞馬遜最大的優(yōu)勢(shì)之一,上面的“使用上下文”部分主要針對(duì)有特定產(chǎn)品要求的客戶進(jìn)行了介紹。然而,《新媒體時(shí)代》最近報(bào)道稱,根據(jù)其對(duì)英國(guó)零售網(wǎng)站的研究,如果電子零售商改進(jìn)了糟糕的搜索機(jī)制,他們可能會(huì)使網(wǎng)站內(nèi)基于關(guān)鍵詞的搜索銷售額翻倍。這項(xiàng)包括亞馬遜在內(nèi)的研究顯示,在購(gòu)物者搜索特定商品后,平均只有43%的商品會(huì)出現(xiàn)在結(jié)果中。這篇文章指出這是一個(gè)關(guān)鍵的可用性問題,并指責(zé)etailer使用了不成熟的搜索工具,無法預(yù)測(cè)消費(fèi)者使用的不同搜索詞和單詞結(jié)構(gòu)。易用性公司主席Catriona Campbell聲稱,這是零售網(wǎng)站的一個(gè)常見問題,零售商關(guān)注人們?nèi)绾问褂盟阉饕媸菢O其重要的。根據(jù)該報(bào)告,盡管在線銷售額僅占英國(guó)零售總額的7%,但市場(chǎng)價(jià)值巨大,據(jù)零售業(yè)互動(dòng)媒體集團(tuán)估計(jì),2004年電子購(gòu)物價(jià)值170億英鎊。與此同時(shí),據(jù)Forrester分析師稱,2004年第三季度,美國(guó)的在線銷售額比前一年增長(zhǎng)了28%。
These two pieces of information reveal a key potential way for VG Jones to challenge Amazon and succeed. If only 43% of goods available are being listed, then it is possible that around half of all potential online customers are being converted to true online customers; hence in the UK there could be a further £17 billion of business available to a site with a truly accurate search engine. Thus, if such an engine can be developed, or licensed, by VG Jones, then it could conceivably compete with, and maybe even outgrow, Amazon over the next few years, especially given the rapid growth of the e-commerce market.
這兩條信息揭示了VG Jones挑戰(zhàn)亞馬遜并取得成功的關(guān)鍵潛在途徑。如果只有43%的商品上市,那么大約一半的潛在在線客戶可能會(huì)轉(zhuǎn)變?yōu)檎嬲脑诰€客戶;因此,在英國(guó),一個(gè)擁有真正準(zhǔn)確搜索引擎的網(wǎng)站可能會(huì)有170億英鎊的業(yè)務(wù)。因此,如果VG Jones能夠開發(fā)或授權(quán)這樣的引擎,那么在未來幾年內(nèi),它可能會(huì)與亞馬遜競(jìng)爭(zhēng),甚至超越亞馬遜,特別是考慮到電子商務(wù)市場(chǎng)的快速增長(zhǎng)。
Page layout and navigation 頁(yè)面布局和導(dǎo)航
Layout and navigation are more of a concern for the users who are simply browsing: interested potential customers who, if they can be directed to the right product, can become buyers, and if the process is straightforward, possibly even loyal customers. Unfortunately, it appears that here Amazon is doing everything right: Wolf (2004) reported that: “The pioneering electronic-tailer Amazon.com ranked highest among 52 cyber stores analyzed in a 2004 Customer Respect Study that grades electronic-commerce sites on ease of navigation, responsiveness to inquiries, privacy protection, customer focus, openness and honesty of policies and regard for customer data.” This survey, which was conducted by the Consumer Research Group, a research and consulting firm in the U.S., showed that 54 percent of shoppers abandon Web sites due to difficult navigation and that nearly 30 percent of retailers share customers’ data without permission.
布局和導(dǎo)航更關(guān)心那些只是瀏覽的用戶:感興趣的潛在客戶,如果他們能找到合適的產(chǎn)品,就可以成為買家,如果流程簡(jiǎn)單,甚至可能是忠誠(chéng)的客戶。不幸地在這方面,亞馬遜似乎做得很好:Wolf報(bào)道稱:“在2004年的一項(xiàng)客戶尊重研究中,開創(chuàng)性的電子零售商亞馬遜在52家網(wǎng)店中排名最高,該研究對(duì)電子商務(wù)網(wǎng)站的導(dǎo)航方便性、對(duì)查詢的響應(yīng)性、隱私保護(hù)、以客戶為中心、政策的開放性和誠(chéng)實(shí)性以及對(duì)客戶數(shù)據(jù)的尊重進(jìn)行了評(píng)分?!斑@項(xiàng)由美國(guó)研究和咨詢公司消費(fèi)者研究小組進(jìn)行的調(diào)查顯示,54%的購(gòu)物者因?qū)Ш嚼щy而放棄網(wǎng)站,近30%的零售商未經(jīng)許可共享客戶數(shù)據(jù)。
Given these statistics, it is clear that navigation is another key to successfully attracting customers, and creating the all important loyalty. As a seperate side issue, in order to maintain customer loyalty, and be seen as an ethical business, it has equally been shown that it is important that sites respect customer’s privacy and data. With this in mind, VG Jones’ new website should focus strongly on ease of navigation, borrowing heavily from Amazon’s layout, and using focused consumer surveys to determine what other features customers would like to see in a site, and implementing these wherever possible, but without detracting from the overall navigation. Equally, VG Jones should ensure that the data protection act is adhered to at all times, in spirit as well as letter, as the Internet is well known for spreading unfavourable news at high speed, and thus ethics become even more important in the e-commerce markets.
根據(jù)這些統(tǒng)計(jì)數(shù)據(jù),很明顯,導(dǎo)航是成功吸引客戶和創(chuàng)造所有重要忠誠(chéng)度的另一個(gè)關(guān)鍵。作為一個(gè)單獨(dú)的次要問題,為了保持客戶忠誠(chéng)度,并被視為一項(xiàng)道德業(yè)務(wù),網(wǎng)站尊重客戶隱私和數(shù)據(jù)同樣重要??紤]到這一點(diǎn),VG Jones的新網(wǎng)站應(yīng)該大力關(guān)注導(dǎo)航的易用性,大量借鑒亞馬遜的布局,并使用重點(diǎn)消費(fèi)者調(diào)查來確定客戶希望在網(wǎng)站上看到的其他功能,并盡可能實(shí)現(xiàn)這些功能,但不影響整體導(dǎo)航。同樣,VG Jones應(yīng)確保數(shù)據(jù)保護(hù)法在任何時(shí)候都得到遵守,無論是在精神上還是在文字上,因?yàn)榛ヂ?lián)網(wǎng)以高速傳播不利消息而聞名,因此道德在電子商務(wù)市場(chǎng)變得更加重要。
Information content 信息內(nèi)容
Information content is one of the least understood dimensions to e-commerce: too little information and the consumer may be unwilling to buy something they have not had the chance to see. Too much information, and the consumer may feel that they are being misled or sold to, or may simply be confused, especially if the information is technical. Amazon’s system seem to tred the middle path quite skillfully: a reasonable amount of information is released at first, with the option for consumers to navigate to more complex and technical information should they wish.
信息內(nèi)容是電子商務(wù)最不被理解的維度之一:信息太少,消費(fèi)者可能不愿意購(gòu)買他們沒有機(jī)會(huì)看到的東西。信息太多,消費(fèi)者可能會(huì)覺得自己被誤導(dǎo)或出賣了,或者可能只是感到困惑,尤其是在信息是技術(shù)性的情況下。亞馬遜的系統(tǒng)似乎非常巧妙地走上了中間道路:一開始會(huì)發(fā)布合理數(shù)量的信息,如果消費(fèi)者愿意,可以選擇瀏覽更復(fù)雜的技術(shù)信息。
However, there is another dimension to information, which Nutley (2004) believe will be more important than this in the long term: the personalization of information. Personalization has long been one of the great dreams of interactive media, and Nutley claims that the past four years have exposed a significant problem with this dream: its cost. As a result, its other problems are becoming apparent: the two most common methods of personalizing content for an individual are collaborative filtering, the technique used by Amazon to produce its recommendations, and channel selection, where the user specifies what they are interested in. Unfortunately, collaborative filtering can easily be perceived as attempts to sell more goods on the back of a current sales, and channel selection relies on the user making a conscious effort to inform the retailer, which many refuse to do for fear of receiving excessive promotional correspondance.
然而,信息還有另一個(gè)維度,從長(zhǎng)遠(yuǎn)來看,Nutley認(rèn)為這將比這更重要:信息的個(gè)性化。個(gè)性化一直是互動(dòng)媒體的偉大夢(mèng)想之一,Nutley聲稱,過去四年暴露了這個(gè)夢(mèng)想的一個(gè)重大問題:成本。因此,它的其他問題也變得越來越明顯:為個(gè)人個(gè)性化內(nèi)容的兩種最常見的方法是協(xié)作過濾,這是亞馬遜用來產(chǎn)生推薦的技術(shù),以及頻道選擇,用戶可以指定他們感興趣的內(nèi)容。不幸的是,協(xié)同過濾很容易被視為試圖在當(dāng)前銷售的基礎(chǔ)上銷售更多商品,而渠道選擇依賴于用戶有意識(shí)地通知零售商,而許多人因?yàn)閾?dān)心收到過多的促銷信件而拒絕這樣做。
In terms of information content, it is difficult to make recommendations: it is clear that a balance should be provided in terms of information to the consumer, not overloading them with too much information, but making sure all information is available, so as not to mislead the consumer, or provide too little information to those that require it. In terms of gathering information, there are the ethical considerations highlighted in the Navigation section, which must be balanced with the economic costs, and practical difficulties of gathering and using consumer data.
就信息內(nèi)容而言,很難提出建議:很明顯,應(yīng)該在向消費(fèi)者提供的信息方面保持平衡,不要讓他們的信息過載,而是確保所有信息都可用,以免誤導(dǎo)消費(fèi)者,或向需要的人提供的信息太少,導(dǎo)航部分強(qiáng)調(diào)了道德考慮因素,必須與經(jīng)濟(jì)成本以及收集和使用消費(fèi)者數(shù)據(jù)的實(shí)際困難相平衡。
Amazon Business Model Analysis 亞馬遜商業(yè)模式分析
It takes a great deal more than inexpensive global access to succeed: increasingly many companies claim to offer one-to-one relationship marketing but with little regard for the true scope such a strategy requires. One-to-one marketing is something you can not implement after reading one book. It is a great marketing strategy but it takes experience, investment, and most of all a respect for the customer, something many retailers simply do not have. You may learn a couple of lessons, but long-term success takes a commitment to succeed. (Budd, 1999)
要想成功,需要的不僅僅是廉價(jià)的全球渠道:越來越多的公司聲稱提供一對(duì)一的關(guān)系營(yíng)銷,但很少考慮這種策略所需的真實(shí)范圍。一對(duì)一營(yíng)銷是你讀了一本書就無法實(shí)施的。這是一個(gè)很好的營(yíng)銷策略,但它需要經(jīng)驗(yàn)、投資,最重要的是尊重客戶,而這是許多零售商所沒有的。你可能會(huì)學(xué)到一些教訓(xùn),但長(zhǎng)期的成功需要承諾才能成功。
Even after the dot com bubble burst, many people still expect the secrets of direct marketing to be so easy to attain. despite high failure rates even amongst experience experts. Reading a database may attain short-term success, but a long-term one has to possess some knowledge and experience of the customer. As such, Amazon’s business models and competitive advantage are based upon the three concepts of loyalty, quality and dependability.
即使在網(wǎng)絡(luò)泡沫破滅之后,許多人仍然期望直銷的秘密如此容易獲得。盡管即使在經(jīng)驗(yàn)豐富的專家中失敗率也很高。閱讀數(shù)據(jù)庫(kù)可能會(huì)獲得短期的成功,但長(zhǎng)期的數(shù)據(jù)庫(kù)必須擁有客戶的一些知識(shí)和經(jīng)驗(yàn)。因此,亞馬遜的商業(yè)模式和競(jìng)爭(zhēng)優(yōu)勢(shì)基于忠誠(chéng)度、質(zhì)量和可靠性這三個(gè)概念。
Customer loyalty is critical for success and Amazon finds over 40 percent of first time customers will reorder, due to Amazon.com being customer-focused, rather than product, technology or marketing-focused. An even more critical concept is that they are winning the cross genre loyalty of their customers: by providing a good service they have won not just the book customer, but their entertainment spending and soon their commodity spending and maybe later others.
客戶忠誠(chéng)度對(duì)成功至關(guān)重要,亞馬遜發(fā)現(xiàn)超過40%的首次客戶會(huì)重新訂購(gòu),這是因?yàn)閬嗰R遜以客戶為中心,而不是以產(chǎn)品、技術(shù)或營(yíng)銷為中心。一個(gè)更關(guān)鍵的概念是,他們正在贏得客戶的跨類型忠誠(chéng)度:通過提供良好的服務(wù),他們不僅贏得了圖書客戶,還贏得了他們的娛樂支出,很快他們的商品支出,也許還有后來的其他支出。
Quality is also essential and any Amazon customer knows that they can rely on a total customer service package, due to Amazon’s easy to navigate interface and page design, proving that a great design is worth more than the best price. Also an important element behind the quality feel of Amazon is the e-mail service that informs customers of the progress of an order. Many people also admire the ability of Amazon to make recommendations without insulting the customers intelligence nor overwhelm with over abundant messages, due to its information content handling. (Budd, 1999)
質(zhì)量也是至關(guān)重要的,任何亞馬遜客戶都知道,由于亞馬遜易于導(dǎo)航的界面和頁(yè)面設(shè)計(jì),他們可以依賴一個(gè)完整的客戶服務(wù)包,這證明了一個(gè)偉大的設(shè)計(jì)比最好的價(jià)格更有價(jià)值。亞馬遜質(zhì)量感背后的一個(gè)重要因素是向客戶通知訂單進(jìn)度的電子郵件服務(wù)。許多人還欽佩亞馬遜的信息內(nèi)容處理能力,它能夠在不侮辱客戶智力的情況下提供推薦,也不會(huì)被過多的信息淹沒。
Finally, dependability is what Amazon.com has invested in from the start, and persevered with throughout its early losses, and is what drives Amazon ahead of any competition. Too many e-commerce solutions exist today which have tried to succeed without making the investment necessary to provide fast and efficient service. Amazon.com’s customers know they can trust the service so the idea of moving happy customers into other areas of merchandise and services is not a difficult one to arrive at.
最后,可靠性是亞馬遜從一開始就投入的,并在早期的虧損中堅(jiān)持下來,也是亞馬遜在任何競(jìng)爭(zhēng)中領(lǐng)先的原因。如今,有太多的電子商務(wù)解決方案試圖在沒有進(jìn)行必要投資以提供快速高效服務(wù)的情況下取得成功。亞馬遜的客戶知道他們可以信任這項(xiàng)服務(wù),所以把快樂的客戶轉(zhuǎn)移到商品和服務(wù)的其他領(lǐng)域并不難。
Final Summary and Conclusions 最終總結(jié)和結(jié)論
Amazon’s dedication to their customers, and their policies of loyalty, quality and dependability, are strongly backed up by the ease of navigation, availability of information, ability to cater to a diverse range of users, and respect for their customer’s data. It is this that has lead to Amazon’s dominance of the e-commerce retail market over the last six years. However, in this six years, Amazon has not truly evolved with the times, in order to better serve its customers, rather it has relied on the continuing inability of its competitors to actually improve on its formula.
亞馬遜對(duì)客戶的奉獻(xiàn)精神,以及他們的忠誠(chéng)度、質(zhì)量和可靠性政策,都得到了導(dǎo)航方便、信息可用性、滿足各種用戶需求的能力以及對(duì)客戶數(shù)據(jù)的尊重的有力支持。正是這一點(diǎn)導(dǎo)致亞馬遜在過去六年中占據(jù)了電子商務(wù)零售市場(chǎng)的主導(dǎo)地位。然而,在這六年里,為了更好地為客戶服務(wù),亞馬遜并沒有真正與時(shí)俱進(jìn),而是依賴于競(jìng)爭(zhēng)對(duì)手持續(xù)無法真正改進(jìn)其配方。
As a result, if VG Jones can successfully develop a website in a similar fashion to Amazon’s, whilst also making improved offerings in the vital search engine and navigation areas, they can wrest customers away from Amazon and also tap into the vital new customers that are a feature of the rapidly growing e-commerce markets in the developed world. With “ 54 percent of shoppers abandon Web sites due to difficult navigation” and “only 43 percent of all goods…listed in results” if is clear that here is where the niche lies, and here is where the competitive advantage can, and must be gained, in order for VG Jones to beat its major threat.
References:參考文獻(xiàn)
1. Budd, M. (1999) An Amazon. com Story Lessons Learned! Direct Marketing; Vol. 62 Issue 3, p. 57.
2. Marlatt, A. (1999) When imitation works. Internet World; Vol. 5 Issue 31, p. 60.
3. New Media Age (11/11/2004) Poor search functions are hitting sales, etailers told. p.4.
4. Nutley, M. (2004) Context will be king in the Web’s second decade. New Media Age; 7/22/2004, p. 16.
5. Video Business. (2002) noted. Vol. 22 Issue 29, p. 38.
6. Wolf, A. (2004) Amazon Tops 52 Cyber Stores In Customer Respect. TWICE: This Week in Consumer Electronics; Vol. 19 Issue 12, p. 16.
因此Assignment給出結(jié)論,如果VG Jones能夠以與亞馬遜類似的方式成功開發(fā)一個(gè)網(wǎng)站,同時(shí)在重要的搜索引擎和導(dǎo)航領(lǐng)域提供改進(jìn)的產(chǎn)品,他們就可以從亞馬遜手中奪走客戶,并利用重要的新客戶,這是發(fā)達(dá)國(guó)家快速增長(zhǎng)的電子商務(wù)市場(chǎng)的一個(gè)特點(diǎn)?!?4%的購(gòu)物者因?qū)Ш嚼щy而放棄網(wǎng)站”,“只有43%的商品在結(jié)果中列出”,如果很清楚的話,這就是利基市場(chǎng)所在,這是競(jìng)爭(zhēng)優(yōu)勢(shì)可以而且必須獲得的地方,VG Jones才能戰(zhàn)勝其主要威脅。本站提供各國(guó)各專業(yè)留學(xué)生Assignment范文,Assignment代寫以及Assignment寫作指導(dǎo)服務(wù),如有需要可咨詢本平臺(tái)。
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