关系营销导向对于企业营销渠道控制行为的影响

基于营销渠道行为理论和关系营销理论,通过假设检验,本文探讨了在中国的营销渠道中关系营销导向对企业营销渠道控制行为的影响.研究结果显示,第一,关系营销导向对企业使用非强制性权力进行控制有正向的影响,对企业权力与企业使用强制性权力进行控制之间的正相关关系有负向的调节作用;第二,关系营销导向对企业通过与其渠道伙伴共同解决问题而进行控制有直接且正向的影响.此外,我们还发现企业营销渠道控制方法之间存在着交互影响.文章最后对研究结果进行了讨论,并指出了研究结果理论贡献与实际应用.     

权力、冲突与合作——中国营销渠道中私人关系的影响作用

以营销渠道行为理论为基础,通过实地调查和统计分析,检验私人关系在中国营销渠道中对于营销渠道行为的影响作用.研究结果发现,在中国的营销渠道中,私人关系可以分解为私人交往状态和私人亲近感两个维度,并且对于企业的营销渠道行为有直接影响.具体而言,私人交往状态对渠道成员使用强制性权力和非强制性权力均有显著的正向影响;私人亲近感对渠道成员使用非强制性权力有显著的正向影响,对其使用强制性权力和渠道冲突有显著的负向影响.另外还发现,私人关系中的私人亲近感对渠道合作虽然没有直接影响,但是却通过权力使用对渠道冲突有间接的正向影响.     

中国营销渠道中私人关系对渠道权力使用的影响

以营销渠道行为理论中关于权力的讨论为基础,实证性地探讨在中国的营销渠道中私 人关系对权力使用的影响. 研究结果发现:第一,供应商代表与零售商相关人员的私人关系对 零售商使用非强制性权力无显著性影响;第二,供应商代表与零售商相关人员的私人关系对零 售商使用强制性权力有显著的负向的影响. 最后,讨论了研究结果的应用     

渠道关系强度对渠道权力应用的影响——关系嵌入的视角

传统渠道权力研究缺少对渠道关系网络背景的关注。从社会网络关系嵌入的视角切入渠道权力的研究,将社会网络理论中的关系强度变量纳入渠道权力研究框架,考察渠道关系强度不同维度对渠道成员应用渠道权力以及权力应用对渠道冲突和渠道合作的影响。以制造商及其与分销商关系为研究对象,获得278个制造商样本的调查数据,应用SPSS 15.0软件和多元层次回归方法对研究假设进行检验。研究结果表明,渠道关系中的亲密程度和互惠程度对渠道成员应用强制性权力和非强制性权力分别具有负向和正向显著影响;情感强度对制造商应用强制性权力有显著正向影响,而对其应用非强制性权力没有显著影响;渠道关系嵌入的行为和情感要素对渠道权力应用有不同影响。     

连带责任治理在供应商集群中的有效性研究

在核心企业与供应商集群的渠道关系情境下探讨连带责任治理对机会主义行为的作用,将网络中心性和使用渠道权力纳入连带责任治理研究框架,考察二者对机会主义行为的影响以及对连带责任与机会主义行为之间关系的调节效应。以一家出口企业的供应商集群为研究对象,获得82个连带责任小组样本共246个被调查者的调查数据,应用SPSS 19．0软件和层级回归法对研究假设进行检验。研究结果表明,供应商之间的连带责任对其机会主义行为有显著的抑制作用;供应商领导者的网络中心性负向影响其他供应商成员的机会主义行为,并强化连带责任对机会主义行为的抑制作用;核心企业通过使用渠道权力负向影响供应商集群的机会主义行为,但会弱化连带责任对机会主义行为的抑制作用。     

基于渠道权力结构的权力影响

权力影响战略是渠道权力运用的方式,供应商在选择影响分销商的战略时,应该准确把握自身对分销商的渠道权力大小以及分销商对自己的依赖程度,据此选择最有效的影响战略;否则,不合适的影响战略选择不仅不能达到改变分销商行为的预期目的,而且还会破坏渠道关系。本文从权力结构视角出发,发现随着彼此相互依赖程度的增加,渠道成员倾向于多使用非强制性权力战略,同时减少强制性权力战略的使用。     

权力、冲突与合作:中国工商企业之间渠道行为的实证研究

本文以渠道行为理论中关于权力、冲突与合作的讨论为基础，应用实地调查所得到的 数据，实证性地探讨了中国工商企业之间的行为关系。研究结果显示：第一，在中国工商企 业的渠道行为中，一个渠道成页的权力越大，它将越倾向于少使用强制性权力，多使用非 强制性权力；第二，使用强制性权力会导致渠遂成员之间较高水平的冲突，而使用非强制 性权力对渠道成员之间的冲突则没有显著性影响；第三，运用强制性权力会降低渠道成员 的合作水平，而运用非强制。性权力则有助于加强渠道成员之间的合作。此外，研究还发现： 渠道冲突确实对渠道合作有负面影响，但渠道合作却不是渠道冲突的原因；渠道成员的权 力除了通过权力的使用间接影响渠道合作，还直接影响渠道合作。     

营销渠道成员行为的整合模型

合作、权力和冲突以及它们之间的关系历来为国外营销学者所关注。本文将着重介绍几个行为模型来加深对营销渠道系统管理的认识。合作、权力和冲突都是有助于加深理解营销渠道管理的概念,这三个概念和它们之间的关系为制定渠道管理策略和解决渠道中的问题提供了理论框架。本文首先通过对渠道中的合作、权力和冲突进行详细的阐述,进而推导出渠道成员整合的行为模型,在此基础上着手规划垂直渠道系统的营销策略。     

中国营销渠道中关系营销导向对企业关系型治理的影响

基于关系营销理论及渠道行为理论,以中国营销渠道中制造商与经销商之间的关系为研究对象,检验了制造商的关系营销导向(RMO)、企业间的私人关系状态和组织间关系之间的互动以及它们对关系型治理的影响.研究发现,在中国营销渠道中,①RMO的强弱对企业与其渠道伙伴共同制订计划没有影响,但会通过企业与其渠道伙伴的私人关系状态和组织间关系状态的中介作用对共同解决问题产生正向影响;②RMO对私人关系和组织间关系均存在显著正向影响,私人关系对RMO与组织间关系产生中介作用;③私人关系和组织间关系会对关系型渠道治理的共同解决问题有显著正向影响,私人关系对组织间关系与关系型治理机制有中介作用;④关系型治理无法抑制投机行为.     

双元文化、创新战略与科技企业创业绩效:一个知识流的视角

运用组织双元理论、战略管理理论和认知学习理论,构建了一个基于知识流动过程的双元文化机制、创新战略与科技企业创业绩效的关系框架,通过介入网络结构和领导调节因子来观察双元性三种前因机制的共同作用过程。对长江三角洲科技园区的283家小微创业型科技企业进行了实证调查,采用SPSS和AMOS软件进行统计分析,结果表明:双元文化通过改善企业创新战略的均衡实施来提高其创业绩效,其对突破及利润导向的战略行为均有正向影响;网络关系强度和权力距离在双元文化与创新战略之间产生调节作用,网络关系强度对利润导向行为产生正向调节,权力距离对利润导向行为的影响不显著,它们对突破导向行为均呈负向调节。研究将双元视角引入到组织与战略关系研究当中,对信息时代下的中国科技企业创业创新有一定的指导意义。     

What can health care marketing learn from bank marketing?

A useful technique in assessing opportunities for international marketers is called "lead lag" analysis. It suggests that one can predict developments, such as demand patterns, in one country by looking at an analogous country. Applying such a technique to the domestic scene, what could we predict about the development and application of marketing to the health care sector if we looked at an analogous service such as banking? Many experts believe that health care is following in the footsteps of banking and point to environmental similarities such as changes in government regulation, new forms of nontraditional competition, increased concern about retail sectors, and pressures on scarce resources. Are there lessons that health care marketers can learn from bankers that might help them avoid some false starts or expensive mistakes?     

Competitive industrial marketing strategies

This paper argues that for firms marketing industrial goods, the terms—system, product, service and commodity—are better employed to characterize the way the firm competes rather than any intrinsic attributes of what it markets. It is shown that the same hardware can be transacted as a system, service, product of commodity, and the nature of the most popular transaction changes over time. The nature of these shifts and how the firm needs to match its strategy to reflect them are discussed, and the special case of diversified firms in industries subject to rapid transaction shifts is taken up. It is suggested that for such firms a divisional structure based on the type of transaction—‘transaction divisions’—rather than the conventional Product Type divisions may make the firm better able not only to match its strategy to such shifts but also better able to anticipate them.     

Where marketing planning fails

This article discusses the results of a recent study of marketing planning in U.K. manufacturing companies. A sample survey revealed some strengths in marketing planning, but also revealed many weaknesses. For example, only a small proportion of companies prepare a comprehensive marketing plan. These identified weaknesses suggest that, in many situations, marketing planning has failed and the author suggests where it has failed. After discussing the results in detail, the author summarizes the identified strengths and weaknesses and suggests several implications for managers who are responsible for marketing planning.     

Measurement and control in marketing

Various reasons for the comparative lack of success of management science in marketing are examined in general, but provocative, terms. There are the basic complexity of the market, the volumes of often unreliable data, the division between the various measurement and control professionals involved in marketing. There are the different perspectives, time scales, rewards and objectives of the brand manager and the management scientist. Some similarity of intellectual approach, perhaps even arrogance, does little to improve common understanding. But the central obstacle to progress is the “3M Problem”: how much Money should be devoted to Measurement and control relative to direct Marketing activities?A general increase in educational and professional standards is called for, with a clear division of roles between the generalist, the specialist and the academic management scientist. The 3M Problem is thrown out as a challenge to the academic.     

The marketing approach to purchasing

The determination of supply and demand is a complex problem to which both sides of the equation must contribute. Although marketing departments have organized themselves to provide such a contribution to data, purchasing has done little to promote its contribution to demand forecasting. Until it does the equation will remain not merely complex but insoluble.A continuous inter-change between marketing and purchasing, supplier and customer, is essential for improving the accuracy of longer range forecasting and for logistical co-ordination of investment planning. The corporate plans of manufacturing organizations, at least, should reflect these considerations.     

The role of marketing in evaluating acquisitions

This paper studies a series of acquisitions made between February 1969 and November 1972 by United Builders Merchants Limited (UBM), a public company based in Bristol. The authors have highlighted the dangers of giving insufficient attention to marketing aspects of acquisitions and, in this study, test some of the contentions previously accepted as to the contribution which market analysis can make towards acquisition policy. As the authors state likely future performance can only be gauged in many sectors, from a thorough understanding of the acquisition candidates' marketing prospects. The authors conclude by making some interesting and potentially useful observations on the utilization of formal marketing inputs in this particular case and on the possible future utilization of such inputs.     

Sampling information in new product marketing

The traditional evaluation of a new product proposal is a determination of the break-even volume, with no consideration of the uncertain nature of the data. In this paper sampling information is used to reduce uncertainty. The optimal number of customers to be sampled is determined for a proposal formulated in terms of an expected market share.