Everyone help smooth translation, to be smooth, thank you The score is not high, thank you for your

companies, thereby eliminating significant cost disadvantages in the development of acquisition, or use of technological infrastructure (Mata et al.). ，1995）。Thus, business models that exploit the Internet, based on commercial possibilities, are at best seen as a temporary competitive advantage** or a source of "level play" (Mata et al.).

A new development model for the "pure" is known as the new venture capital firm, used exclusively for the new Internet market. These enterprises are represented by new junior enterprises (green fields) or corporate spin-offs for the purpose of market development. Other models, known as bricks and clicks, are a hybrid arrangement in which the incumbent company uses Internet-based e-commerce as a technology to diversify its distribution channels.

Businesses use this model with the existing management usually established in the form of a company, organizational structure, as well as the actual existence of a retail store, warehouse facilities, and supporting logistics system. These traditional firms, in some cases, have emerged as a "disruptive technology", i.e. Internet innovation is difficult because of the embracing of cultural inertia and established business-related sunk cost models and stakeholder relationships (The Economist, 2000). The conventional view of Iseg-Gerst changing distribution channels could lead to devastating conflict and lead to dysfunc-Giordano exercising power (Gunski, 1984; Langan et al.

1992）。For the remainder of this study, we will refer to the number of hits of incumbents that utilize as Internet and e-commerce bricks, and use the market as a pure entry into new Internet-specialized companies.

There are four basic types of companies that utilize the Internet at the core of their business:

1) e-commerce companies, goods on the Internet market; (2) content integration, who collects and displays content from multiple **;

3) market makers act as intermedi-Aries or conduct electronic markets; and (4) service providers who provide Internet-based services (AFUAH and Tus, 2000). The company, in the Internet market for goods, is further divided into EMEs on the basis of a business-to-business or business-to-consumer model, on the basis of the nature of the end customer. This study focuses on the use of the Internet for businesses to enter the consumer market (B2C) as a new business entry, either entirely (play-only) or as part of the diversification of the company's sales channels for its B2C Internet system (and then click).

As a pure use of the Internet market entry strategy and the use of the Internet as a candidate allocation channel for bricks and clicks. From the theoretical framework of entrepreneurship to marketing, Melche of e-com is used to explore the performance differences between business models. This study uses a sample of 240 small businesses in the Internet-based consumer market using a sample of different regions.

The results show that the net income of bricks and clicks exceeds the growth of international performance advantages. The increase in income from Internet spending in colleges and universities had a positive impact. Businesses use the Internet for sales transactions to experience negative profits and clear or revenue growth expectations.

Enterprises use the Internet to experience a significant increase in sales of products. Product thickness affects profit expectations and domestic revenue growth. These results should provide an impact of infrastructure theory on the business performance of Internet-based small businesses.

1。Introduction The recent failures of Internet companies raise doubts about the viability of new enterprises, The Economist of Cloud, 2000).

Incumbent companies, otherwise known for bricks and clicks, use Internet-based electronic ** diversified distribution channels or ** chain management strategies. Support.

In the marketing research literature, Nel recently focused on Internet-based e-commerce as part of the company's multi-channel distribution strategy (Geyskens et al.). ，2002）。However, not all traditional retailers, often referred to as bricks and mortars, have.

Embracing the loss of existing market share (Enders and Jelassi Afraid of the Internet, 2000). As the Internet becomes more and more prevalent without the presence of an electronic device, retailers have become almost extinct. The business model design is expected to integrate the Internet e-commerce department to complement the existing channel structure to avoid channel conflicts.

Amit and Zott (2001) argue that e-commerce business models facilitate the value of the comprehensive recruitment exam, which deals with entrepreneurship and strategy theory, beyond the traditional boundaries of specific firms to include virtual marketplaces and corporate networks.

The two models constitute a pure secondary entrepreneurial strategy used in this sense.

The teacher stood in front of the 30 students in their class, ready to hand out the final exam papers. "I know all the hard work that all of you have put into preparing for this entrance exam," he said. "Since I know that you all know these questions, I am going to give a B to those who choose not to take this test."

Some of the students jumped up, thanked the teacher and left the classroom. The teacher looked at the rest of the students and said, "Is there anyone else who wants to get a B?"

This is your last chance." Two more classmates left, and seven stayed behind. The teacher then handed out the papers.

There are only three sentences on the paper: Congratulations! You got an A in your class.

Keep your beliefs!

I have never met a teacher who has taken such an exam. The students who got A's are the ones who believe in what they are doing because they learn a lot from their successes and failures. Whether from schooling or from the events of life, they have learned the lessons of life and become better people.

Scientists note that by the age of 8, 80% of self-trust has been formed. You're a big kid now, and you recognize that you have limitations. However, there is nothing you can't do or try.

His Excellency Edmund Hillary, the first person to climb Mount Everest, said: "We did not conquer the mountain, we conquered ourselves".

In order to perform the action of the end effector, the software used for the control causes the machine to follow a predetermined run program to achieve the bonding task, and then to engage continuously. In this way, the software used for control is set up for four-layer operation. The contents of each layer are as follows:

1. Task management. Help the trainer manage the tasks provided by the user through communication with it. 2. Task plan.

The tasks received from the task management step are carried out in a series of set procedures. 3. Set up the program. This step manages the program steps received in the previous step, obtains the working environment data and the robot's own state from the task performer, and helps the robot arrange the work track (after confirming that there is no problem).

4. Perform tasks. Control actuators to help machines perform the tasks they receive and interpret environmental data and robot status data obtained from sensitivity systems. Therefore, it is obvious that the tasks that are asked to be performed can be continuously engaged through layers of setting procedures.

In addition, to make the new hardware easier to use, the interface of the task executor has been modularized. FIG7 and 8 show a diagram of the 4 modular structural levels that enable the control software to operate.