1. Introduction
Electronic industry is for the age of data Technology what mercantilism, the quest for gold and the conquest of new lands were for the age of discovery. Like the prow of a large fishing boat, it draws towards itself all other interests and elements of society, and it will leave new discoveries and changes in its wake. The vast networking of world straight through optic fibers, satellites and wireless transportation is creating a new global society and a new global market, in which most of the countries should participate. It is strengthening, approximately paradoxically, the identity of small groups, isolated communities and minority interests and driving them towards a less costly communal and economic operation and widening their opportunities. And most importantly, it is empowering small businesses to compete with multinational corporations and enabling consumers to hunt the world for exactly what they needed.
E-Commerce basically means using networks (Internet) to carry out all the activities involved in firm supervision and operation: buying and selling of products and services, technology and partner search, dealing with counterparts, choosing the most suitable transportation and insurances, performing bank transactions, paying and billing, communicating with firm salesmen, picking up orders, and any other activities critical for trading.
A firm will be able to post a faultless catalog of it's products and services on the Internet, which can be continuously updated to gift new or updated products, proving a large virtual showcase for potential clients, a means to recite with clients and in that way, adjusts it's offer to their requirements; while at the same time it will get passage to virtual markets where it can buy what it needs.
Through integral systems already under development, one firm will associate to other clubs placed in any place in the world, to buy and sell, choosing the products and services which best meets its needs from a huge network. And it's true that this revolution involves us all.
2. Business-To-Business (B2B)
B2B e-commerce means clubs buying from and selling to each other online. It automates and streamlines the process of buying and selling the intermediate products. It provides more trustworthy updating of firm data. B2B makes stock data ready globally and updates it in real time. Hence, procuring club can take benefit of vast number of stock information. [3]
Now, we must know what are the entities of B2B e-commerce & their concerns:
- Selling company: with marketing supervision perspective.
- Buying company: with procurement supervision perspective.
- Electronic intermediary: A third party intermediating assistance provider (the scope of assistance may be extended to contain the order fulfillment ).
- Deliverer: who should fulfill the Jit (Just in Time Delivery)
- Network platform: such as the Internet, Intranet, and Extranet.
- Protocols and communication: such as Edi (Electronic Data Interchange) and comparison shopping, maybe using software agents.
- Back-end data system: maybe implemented using the intranet and firm reserved supply Planning (Erp) systems.
B2B e-commerce implies that both the sellers and buyers are firm corporations. It covers a broad spectrum of applications that enable an firm or firm to form electronic connection with their distributors, re-sellers, suppliers, and other partners. B2B applications will offer enterprises passage to the following sorts of information:
- Product: Specifications, prices, sales history.
- Customer: Sales history and forecasts.
- Supplier: stock lines and lead times, sales terms and conditions.
- Product process: Capacities, commitments, stock plans.
- Transportation: Carries, lead-times, costs.
- Inventory: list levels, carrying costs, locations.
- Supply chain alliance: Key contacts, partners roles and responsibilities, schedules.
- Competitor: Benchmarking, competitive stock offering, shop share.
- Sales and marketing: Point of sales (Pos), promotions.
- Supply chain process and performance: Process descriptions, execution measures, quality, delivery time and buyer satisfaction.
2.1 How to get the best
People all the time want to get the best shot in life. To deliver a sound return on your venture you must add on time delivery and flavor of some strategies. This strategy should contain allowable marketing, channel management, solid technology, strategic partners and great products. Let us have a look on each of them.
2.1.1 Just in Time delivery (Jit)
In such a case (Jit), delivery materials and parts on time is a must. Using E-Commerce, it is highly potential to assure Jit deliveries. Just in time delivery can be realized by the co-coordinated attempt of delivery- assistance firm and suppliers list policy.
Quick delivery does not necessarily mean Jit delivery, but the theory for quick delivery is the backbone of Jit delivery. For the B2B E-Commerce environment the expand confirmation of the delivery date at the compact stage is very important. [5][15]
2.1.2 Add strategies to your business
2.1.2.1 Direct Marketing
In a typical firm organization, buying decisions, especially for products over a few thousand dollars, are made by group of individuals. As a result, direct marketers need to extent the reach of their programs to distinct functional areas and maybe even distinct levels within a functional area.
There are many buyers and influences in any club who play a role in the buying decision. You may know with inexpensive certainty who your primary target is, but secondary target can be just as leading to reach. You may have to reach firm buyers and influencers in three basic supervision areas (functional management, financial supervision and normal management) and do it at middle to upper managerial, as well as technical levels. To do it clubs need exact E-mail list, which they can manufacture by viewing clubs Websites and reviewing annual reports and other communal documents.
2.1.2.2 connection Marketing
Business buyers are not all the time ready to buy products or services when you are ready to sell them. Factors you cannot control, such as the companies' budgeting process, the need for added approvals, or purchasing procedures, may have a direct impact on plans to purchase. There may be a casual interest in the stock but not an immediate need.
The smart B2B direct marketer compensates for this uncertainty by production sure a schedule of regular, ongoing communications (often called a continuity program) is in front of prospects periodically. This can be done by direct E-mail and by placing the data on the website.
2.1.2.3 Internet Marketing
Several potential marketing strategies can be used in B2B E-Commerce marketing. These strategies can be classified into the following five categories:
- Generating and qualifying leads with the Internet.
- Using Internet events to promote products and services.
- Executing instant fulfillment on the Internet.
- Generating orders straight through the Internet.
- Enhancing buyer connection with the Internet.
2.1.2.4 Channel Management
The first element is coherent marketing or channel management. The true test of a prosperous E-Commerce implementation is how well it exploits the Internet to reach, capture and hold the right customers. choosing which products and services will be offered straight through which channel is also a crucial decision.
E-commerce runs across many sales channels, along with direct, indirect and E-marketplaces. The selection of which marketplaces to use as sales channels is a crucial decision.
In expanding to marketplaces, using indirect sales channels is also an area for explosive sales opportunities. Enabling your selling partners to host your catalog, list and fulfillment databases on their systems can originate efficiency that grows their firm and yours. You also can continue your direct one-to-one trading connection with long time strategic vendors by "E-enabling" the entire firm process from the initial ask for quote straight through order fulfillment to self-acting billing and payment.
These channels originate a situation where the E-Commerce sell side platform must transact across multi-channel selling strategies --which brings us to the next element of your strategy: technology.
2.1.2.5 Technology
Industry proper tools often allow a distributor to build and carry on stock catalogs and content once and use them throughout the entire multi-channel selling conduits. Evolving tools and capabilities allow you to manufacture buyer friendly web sites and win repeat customers by building buyer loyalty. The front end for e-commerce selling is an leading piece of B2B success, connecting your new web systems with your existing systems. The 24*7 online marketplace means your E-business has to be continually available. It infrastructure must contribute more performance, reliability, safety and process integration than a bricks-and-mortar environment. In addition, mainframes hosting the databases and Erp (Enterprise reserved supply Planning) systems operating the supervision systems must be seamlessly integrated with the e-commerce engine to contribute the caliber of assistance customers expects and to comprehend the cost efficiencies B2B E-Commerce can provide. choosing a flexible E-Commerce platforms and a theory integrator experienced with the entire firm process is a must for success.
2.1.2.6 Partners
Like choosing the Internet as a sales channel, it's also leading to select the right partners, along with an integration partner who is experienced in helping to move ahead rapidly across the entire E-business process. We have to accept that any move to E-Commerce is not about incremental improvement, rather basal redesign of the key firm processes.
2.1.2.7 Products
With the presence on the web, we can effectively and efficiently transact firm with our clients 24*7. But so can our competitors. Survivals and success in E-Commerce entails more than plainly building a storefront to sell online. [5]
3. Business-To-Consumer (B2C)
While the term E-Commerce refers to all online transactions, B2C stands for "Business-to-Consumer" and applies to any firm or club that sells its products or services to consumers over the Internet for their own use.
In the late 90s, dotcoms-- which were fast gaining in size and shop capitalization -- posed a threat to primary brick and mortar businesses. In many ways, these dotcoms seemed to be rewriting the rules of firm -- they had the customers without the expenses of maintaining physical stores, diminutive inventory, unlimited passage to capital and diminutive concern about actual earnings. The idea was to get big fast and worry about profits later. And a popular concept automatically comes into our mind: " Learn to swim while the tide is out. Learn from the kinds of customers that are out there now. It is a small market- play with it; learn to price firm in this market, learn how to assess risk. If you can do it well, the stakes will get higher and you will effect where others may not."
3.1 What are the major challenges of B2C e-commerce
3.2 Six Keys to B2C E-Commerce success
So, what does it as a matter of fact take to capture the E-consumer and originate online assurance sales? Based on assurance & Technology's interviews with both early adopters and industry analysts, there appear to be six key success factors:
- Strategic Goals Assessment/Customer Needs evaluation What are your goals as a company? Who are your customers? What are their needs? These may sound like basic questions, but both insurers and analysts emphasize that a company's Web presence must reflect this information.
- Create a Usable, Targeted and Sticky Web Site Usability and site execution are some of the key factors insurers need to keep in mind when developing their B2C E-Commerce strategies. Insurers also need to be aware of all of their discrete constituencies when developing B2C initiatives. The Web can reach many audiences and none should be overlooked. A good Web site will recite with consumers as well as firm partners, agents, suppliers and vendors. Stickiness, or the success of a Web site in attracting and retention new and returning visitors, is an additional one success factor. Turning the site into more of an data portal with real-time news feeds with retention content updated and synchronized will help keep customers arrival back.
- Integration The Internet is not a stand-alone platform or medium. To be an productive assistance and distribution channel, it must be integrated with back-end heritage systems, agent systems, call centers, marketing initiatives and pricing and underwriting systems. The Internet is plainly an additional one buyer connection channel and integration with other buyer assistance functions is absolutely a number-one priority.
- Innovate with Web Applications and Real-Time Transactions B2C online applications range from the relatively basic, such as updating procedure information, to the complex, such as comparative rate quoting and electronic claims submission. Regardless of the specific functions a firm plans to add to its Web site, they must serve the needs of the E-consumer. This means that web sites should have interactivity and immediate gratification.
- Partnerships Although insurers need to be selective in initiating online partnerships, such agreements have the potential to extend shop reach and add features in a relatively low-cost manner. Agreeing to a recent Gartner Group study, 46 percent of assurance firms active on the Web have partnerships with banks, 30 percent have partnerships with other assurance clubs and 22 percent have partnerships with venture firms. Partnerships with assurance portals contribute comparative quoting capabilities and may originate business.
- Put Tools in Place To Keep Learning E-consumer is a absorbing target. Investor should all the time say that they are still playing and all the time capturing data from all of their channels. They must focus on groups, used third-party assessments and have hired user interface specialists. "The process is iterative: You just keep learning." [5]
4. Infrastructure Integration
In this web enabled world, customers rule. The potential to offer mass customization has become a practical reality. To rapidly meet these requirements, time to deployment of new or enhanced application is shrinking dramatically. These applications must be built to be easy to use, nimble, open, extensible, and ready across all platforms and all these demanding characteristics must be achieved at minimal cost.
Replacement of heritage theory application is costly so it is seen that people started to mixture data from disparate sources and couple them for seamless data flow, the quiz, to recite with a wide range of movable devices, and the shortage of skills and knowledge that are added compounded by shrinking time-to-deployment requirements.
These software integration technologies lower development and deployment costs by doing the following:
- Supplying the transportation and integration code so application developers can couple on the value-added firm logic;
- Providing a proper platform on which to build, deploy, and carry on distributed applications;
- Reducing the It skills required to deliver difficult firm requirements;
- Providing rapid application development tools to eliminate practice coding and simplify integration; and
- Enabling the reuse of integration components over many projects.
4.1 What is needed for Integration
- RequirementsTraditional requirements definition based on the functionality desired is compliancy to a definition Based on time-to-deployment and the potential to couple time to come technologies. New infrastructure requirements are emerging which places more point on the task of planning the migration path to newer technologies.
- Technology selectionFor the best effect the right technology should all the time be picked up. Technology should be such that the integrated solution fulfill the following criteria's: Extensibility and reusability, Flexibility, Efficiency, Interoperability and breadth, Cost effectiveness, Ease of maintenance, Deployment ease and efficiency, Ease of administration, industry acceptability, firm integration, Technological innovation. [1]
4.2 Benefits of Integration
It has been surveyed that the end users are benefited in discrete ways after the completion of
Integration project. Benefits thus obtained are:
- Simple and faultless development platform,
- Platform independence,
- Network-aware development and run-time platform,
- Technologically unified intranet, extranet and Internet,
- Central supervision of new software versions,
- Easy passage to firm It resources,
- Rich and highly functional user interface component,
- Simple and robust safety model. [1]
5. safety Issues
Security is a major issue in developing E-Commerce because this is probably the most leading guess people hesitates to buy things on the Net. Buying on the Net requires your credit card number and other personal information. But broadcasting your credit card number straight through the ether? It sounds pretty dicey. So, it's a challenge for clubs to make their site gain and safe so that people can fully rely on them.
5.1 What does safety imply
Whatever the environment, paper or electronic, securing it necessarily implies the prevention of
- Destruction of data and
- Unauthorized availability of information.
5.2 safety issues
The issues that confront us in relation to securing electronic transaction are therefore:
- Confidentiality
- Integrity
- Availability
- Authenticity/Non-reputability
- Auditability
Confidentiality:
Information should be protected from prying eyes of unauthorized internal users, external hackers and from being intercepted while transmission on transportation networks by production it unintelligible to the attacker. The content should be transformed in such a way that it is not decipherable by anything who does not know the transformation information.
Integrity:
On retrieval or receipt at the other end of a transportation network the data should appear exactly as was stored are sent. It should be potential to originate an alert on any modification, expanding or deletion to the primary content. Integrity also precludes data "replay" i.e., a fresh copy of the data is generated or resent using the authorization features of the earlier authentic message. suitable mechanisms are required to ensure end-to end message content and copy authentication.
Availability:
The data that is being stored or transmitted across transportation networks should be ready whenever required and to anything extent as desired within pre-established time constraints. Network errors, power outages, operational errors, application software errors, hardware problems and viruses are some of the causes of unavailability of information. The mechanisms for implementation of counter measures to these threats are ready but are beyond the scope of end-to-end message safety for implementing Electronic Commerce.
Authenticity:
It should be potential any man or object from masquerading as some other man or object. When a message is received it should therefore be potential to verify it has as a matter of fact been sent by the man or object claiming to be the originator. Similarly, it should also be potential to ensure that the message is sent to the man or object for whom it is meant. This implies the need for trustworthy identification of the inventor and recipient of data.
Non-reputability:
After sending / authorizing a message, the sender should not be able to, at a later date, deny having done so. Similarly the recipient of a message should not be able to deny receipt at a later date. It should, therefore be potential to bind message acknowledgements with their originations.
Auditability;
Audit data must be recorded in such a way that all specified confidentiality and integrity requirements are met.[2]
5.3 safety solutions
- Cryptography is the most widely used technique for implementing technology solution for the above mentioned safety problems. It comprises encryption -- the process of production data unintelligible to the unauthorized reader and decryption - reserving encryption to make the data readable once again. Conventional cryptography uses a secret code or key to encrypt information. The same secret key is used by the receiver to decrypt the information.[14]
- Password is the most base mechanism used for authenticate people. Passwords are incredible to be known only by the owner. The onus is on the owner to keep the password secret.
- Digital signature can be used not only to verify the authenticity of the message and the claimed identity of the sender, but also to verify the message integrity. The recipient, however, should not be able to use the received digital signature to falsely "sign" messages on behalf of the primary sender. Here a message is encrypted with the sender's secret key to originate the 'signature'. The message is then sent to the destination along with this signature. The recipient decrypts the signature using the sender's communal key, and if the effect matches with the copy of the message received, the recipient can be sure that the message was sent by the claimed inventor and that the message has not been modified while transmission, since only the inventor is in ownership of the corresponding encryption key. It is a two key cryptosystems.
- A more productive solution can be obtained by using a biometric authentication device, such as a fingerprint scanner, in the e-wallet.
- Smart card are similar to credit cards except that they have chips embedded in them. These cards can be used to store value and carry authentication information.
6. Conclusion
Changing shop scenario puts pressure on firm persons to adapt new and smart strategies to reach the pinnacle of success. New inventions are rapidly becoming part of It infrastructure. But to get productive feedback we need a multi functional team coming consisting of firm people who can correctly identify firm requirements, technology requirements and success criteria. people can sacrifice the risk and time-to-deployment by inspecting the factors described above.
7. References
- Aberdeen Group, Inc. "e-Business Infrastructure Integration: Practical Approaches," An administrative White Paper, Boston, Massachusetts 02108, Usa, November 2001
- Kamlesh K. Bajaj and Debjani Nag, "E-Commerce: The Cutting Edge of Business," Tata-McGrawHill, 1999
- Efraim Turban, Jae Lee, David King, H. Michael Chung, "Electronic Commerce-A Managerial Perspective," Pearson schooling Asia, 2001
- Ravi Kalakota and Andrew B. Whinston, "Frontiers of Electronic Commerce," Addison Wesley, 2001
- Susmita Das, Malabika Dinda, Sudipa Batabyal, Sangeeta Mishra, "A Study on discrete Aspects of E-Commerce Paradigms with One manufacture Implementation," B.Tech.(Honours) Thesis, Haldia manufacture of Technology (Vidyasagar University), 2002
- Simon S. Y. Shim, Vishnu S. Pendyala, Meera Sundaram, and Jerry Z. Gao, "Business to firm E-Commerce Frameworks," Computer, Ieee Computer Society, Volume 33, Number 10, October 2000.
- Wenli Wang, Zoltan Hidvegi, Andrew D. Bailey Jr., and Andrew B. Whinston, "E-Process manufacture and assurance Using Model Checking," Computer, Ieee Computer Society, Volume 33, Number 10, October 2000
- Tim Ebringer, Peter Thorne, and Yuliang Zheng, "Parasitic Authentication To protect Your E-Wallet," Computer, Ieee Computer Scciety, Volume 33, Number 10, October 2000
- Abhijit Chaudhury, Debasish Mallick, and H. Raghav Rao, "Web Channels in E-Commerce," Communications of the Acm, Volume 44, Number 1, January 2001
- Ted Becker, "Rating the Impact of New Technologies on Democracy," Communications of the Acm, Volume 44, Number 1, January 2001
- Joe Mohen and Julia Glidden, "The Case for Internet Voting," Communications of the Acm, Volume 44, Number 1, January 2001
- Deborah M. Philips and hans A. Von Spakovsky, "Gauging the Risks of Internet Elections," Communications of the Acm, Volume 44, Number 1, January 2001
- Lance J. Hoffman and Lorrie Cranor, Guest Editors, " Internet Voting for communal Officials," Communications of the Acm, Volume 44, Number 1, January 2001
- Andrew S. Tanenbaum, "Computer Networks," Third Edition, Prentice-Hall
- Debajyoti Mukhopadhyay and Sangeeta Mishra, "How to Meet The Challenges Of Managing E-Commerce Successfully," Journal of the Calcutta supervision Association, Volume Vii, Number 2: August 2002