互联网从盲目烧钱过渡到理性经营的今天,大多数纯互联网企业在赢利模式上多多少少存在单调、滞后的缺陷。于是,鼠标+水泥的新模式应运而生。而传统企业也开始了成规模地向e转移,希望凭借自己的网下优势,在新经济的赛场上再一次掌握先机。难道互联网仅是传统经济竞争的延续?新兴的互联网企业真的难有作为?著名的投资银行高盛用风车模型为我们描述了B2B的市场架构,其中,有一个很重要的角色:Emarket,即在线中间商,能够为企业和用户提供资源整合,使交易双方的成本降低,这是新兴企业的价值所在。当然,他们的价值绝不仅局限在这个领域,但无论做什么,他们都要懂得自己是在经营。本期我们收录了两个热心读者发来的稿件,他们分别就新兴互联网公司的商业化运作问题和传统企业经营电子商务的思路发表了自己的见解。互联网还是新兴事物,在黑暗的摸索中,我们需要来自各方的光芒…… Internet from blind money-making transition to rational management today, most pure Internet companies in the profit model more or less monotonous, lag defects. Thus, the new model of mouse + cement came into being. The traditional enterprises have begun to scale shift to e, hoping to take advantage of their own offline, once again grasp the opportunities in the new economy stadium. Is the Internet just a continuation of the traditional economic competition? Emerging Internet companies really hard to do? Well-known investment bank Goldman Sachs used windmill model for us to describe the B2B market structure, of which there is a very important role: Emarket, that is, online The middleman, which can provide enterprises and users with resource integration and reduce the costs of both parties, is the value of emerging enterprises. Of course, their value is by no means limited to this area, but whatever they do, they all need to know that they are operating. In this installment, we have included two articles sent by enthusiastic readers who expressed their opinions on the commercial operation of emerging Internet companies and on the traditional way of doing business in e-commerce. The Internet is still something new, and we need the light of all parties in dark exploration ...