基于消费者分享行为的拼团销售模式选择和定价策略研究

基于消费者分享行为的拼团销售模式是电子商务与社交媒体有机融合下的有效营销手段之一。电子商务平台中,企业可策略性选择普通销售模式、单一拼团销售模式、混合销售模式进行产品销售。本文充分考虑消费者拼团行为的利他动机,分别构建企业采用这三种销售模式时的决策优化模型,并对模型进行求解,通过比较分析各决策模型的均衡状态,探讨企业对不同销售模式的最优选择及最优定价策略。在此基础上,本文进一步分析消费者构成特征对企业最优策略的影响。研究发现,消费者构成特征直接影响企业销售模式选择策略：整体而言,混合销售模式要优于另外两个销售模式,而当两类消费者对产品初始感知价值差异很高,且高价值消费者市场分布比例处于某种适中水平时,存在普通销售模式中高价策略优于混合销售策略的情形;无论采用何种销售模式,两类消费者初始感知价值差异越大或高价值消费者市场分布比例越高,均使得企业更加倾向于采用高价格策略。     

考虑政府低碳政策的双销售模式供应链决策研究

消费者低碳消费趋势及政府碳排放政策的颁布和实施,迫使企业必须审视自身生产运营中的碳排放问题。本文研究单一销售模式和双销售模式下政府价格补贴、一次性补贴、碳税等政策对低碳供应链决策的作用机制,构建含有一个生产商和一个零售商的低碳供应链集中式决策模型。基于基准模型和三种政策决策模型,解析分析各政策对供应链产品定价和利润的影响。研究结果表明相同减排程度下,双销售模式的产品价格补贴力度大于单一销售方式;从政府角度来看,对于单一销售模式,要使企业达到相同的减排效果应当选择一次性补贴政策,而双销售模式应实行价格补贴政策;政府征收碳税提高了减排边界,促使更多企业进行减排,同时单一销售模式减排边界高于双销售模式;政府应该合理制定碳税,否则会导致企业不愿减排或退出市场。另外仿真分析了减排量对产品价格和供应链利润的影响以及三种政策参数对供应链利润的影响,揭示出相关的管理学启示,本文的研究结论能为政府制定低碳政策提供一定的理论依据。     

两种商业模式下高管团队与上市房地产企业业绩研究

房产企业销售所遵循的商业模式主要有自营销售和代理销售两种,本文将其作为调节变量引入房地产高管团队特质与地产企业业绩的研究之中,我们在对两种商业模式进行比较的基础上,结合“高层梯队理论”中高管团队的特质要素,对沪深两市2011年上市房地产企业高管团队构成与企业业绩进行实证研究.研究表明,高管团队以及董事长的个人特质与企业业绩相关联,较之代销模式,高管团队的任期与董事长的教育、年龄、任期等在自销模式下与业绩的正相关性较大,而高管团队年龄的异质性则在自销模式下与业绩的负相关更为明显.本文对研究房产企业治理结构与营销手段的协同性问题具有一定的启示作用.     

新媒体环境下的企业产品互联网销售模式探讨

一百多年前,市场销售思想诞生,经过了一个世纪的发展和成长,现在已经形成了一个较为成熟和完善的销售体系并在市场发展上起到巨大的推动作用。近些年,社会进步推动经济市场的发展,网络媒介的不断丰富和推进市场销售理念的革新和进步。互联网销售成了很多企业关注的新型销售模式,形成了销售与产品信息传播相结合的模式。在新媒体环境下,企业改革自身的网络销售模式以适应市场的发展是一个挑战。本文针对这一问题从新媒体环境对互联网销售模式的影响、企业网络销售现状及存在的问题、企业的可行性对策这三方面进行分析和探究。     

竞争战略视角下的中国汽车4S销售服务业研究

随着汽车产业在我国的快速发展,作为主流汽车销售服务模式的4S经营模式经历了高速发展的黄金十年。然而随着汽车市场的逐渐饱和,产品竞争的加剧和经营利润的缩水,4S销售服务模式和4S经营企业面临着严峻的挑战。本文从竞争战略的视角,对我国汽车4S销售服务企业进行研究,分析了4S销售服务业的未来发展趋势,提出了针对4S行业的宏观战略规划和面向4S企业的实用性竞争战略。     

房地产企业收入确认标准研究

房地产企业因为自身业务特点,销售模式与一般动产销售不同,导致销售收入在会计上的确认也不同。本文试图通过对房地产企业销售模式的探讨,相关会计制度、准则的分析,以及目前上市房地产企业惯例,分析收入确认标准。     

浅析系统集成行业的销售模式

销售是企业实现价值的主要方式。研究销售模式对销售过程的精细化控制以及提高销售效率有着重要意义。学者们之前对销售的研究通常把市场分为面对消费者购买市场及面对组织购买市场,并且根据不同的市场特点有着不同的销售模式。系统集成行业在中国只有二十年的历史,但是发展很快,业务范围覆盖面很广,系统集成业务的客户分布在电信、金融、政府、教育、医疗等几乎各行业。系统集成销售过程中需要处理多个产品、服务及解决方案的复杂关系,有其行业的特殊性,目前尚未见到成型的研究成果,研究系统集成行业销售模式,对于企业的实际运转非常重要。     

不同线上销售模式的产品定价策略研究

现售和预售是线上销售的主要模式。考虑不同模式下消费者对产品估值的差异,分析现售、预售和混合销售（同时开展现售和预售）三种模式下消费者购买决策过程,构建Stackelberg博弈和Nash均衡模型,得到三种模式的产品均衡定价及需求,并探讨开展不同销售模式对应的消费者估值差异阈值以及不同主导结构对供应链企业绩效的影响。结果表明：任意主导结构下,销售模式只会影响现售产品价格,对预售产品定价没有影响;任意销售模式下,制造商主导结构的产品定价和批发价更高,但产品销售量较低;消费者延迟收货敏感度增强使预售模式的供应链成员企业的利润降低,但混合销售模式可以有效防止由此引起的损失,且制造商主导可以同时实现供应链成员企业的利益最大化。     

管制放松后的企业竞争行动、竞争对手分类与销售绩效

基于亚洲14个国家(地区)电信企业的二手数据,本文检验了企业竞争行动与销售绩效之间的主效应,以及组内竞争和组间竞争对上述主效应的调节作用。研究发现,企业竞争行动密集性、异质性与销售绩效正相关,企业竞争行动简单性与销售绩效负相关;市场竞争(包括组内竞争与组间竞争)对企业竞争行动密集性、异质性与销售绩效之间的关系存在负向调节,对企业竞争行动简单性与销售绩效之间关系存在正向调节。从3个战略群组的对比看,在企业成员规模越小的战略群组中,组内竞争对企业竞争行动与销售绩效之间关系的调节效应越强;在企业成员规模越大的战略群组中,组间竞争对企业竞争行动与销售绩效之间关系的调节效应越强。上述结论表明,组内竞争对小企业最为不利,组间竞争对大企业最为不利。     

对烟草行业营销渠道趋势浅析

营销渠道是销售系统中最为关键的环节,在很大程度上影响着一个企业的产品在市场上的竞争力以及企业所能获取的利润。由于我国的烟草行业采用了专卖的制度,竞争水平低,导致了烟草的生产商和销售商销售渠道建设缺乏足够的重视;本文考察了我国烟草行业目前销售中存在的问题,提出了使用网络销售的模式实现销售渠道的扁平化,加快产品的流通,建立销售渠道信息共享平台,实现渠道资源的内部整合。     

服务企业跨国营销活动的集中和协调策略:基于产品相关和非产品相关营销活动的划分研究

本文以服务企业为研究对象,基于决策制定和执行的视角探讨了不同类型的服务营销活动在国际市场的配置策略(集中、协调)对竞争优势的影响关系,并借助获取的220家服务企业样本作了结构方程模型检验。研究发现:(1)非产品相关营销决策的集中化显著负向影响企业的竞争优势,而产品相关营销决策的集中化对竞争优势不存在显著影响;(2)产品相关营销活动的协调程度显著正向影响竞争优势,而非产品相关营销活动的协调程度与竞争优势之间的关系不显著。上述结论有助于指导中国服务企业在国际市场合理规划营销活动、建立国际竞争优势。     

Competitive strategies: a cognitive choice model

A theory of competition between firms in heterogeneous markets is formulated using a psychological model of choice, the heteroscedastic form of the Thurstone random strength model. Market shares are defined in terms of random variables which portray individual variation in perceived utility. The analysis focuses on the relationship between market shares and utility variances. Besides the general theory of competition two special cases are analyzed, each of which can be identified without precise knowledge of the utility parameters. The conclusions tend to support conventional marketing wisdom but emphasize that the degree of dominance of the market leader is a significant factor in its competitive strategy. Short and long-run analyses of the model are presented, and it is shown that the best policy for a particular firm in the short run remains optimal in the presence of competitors' reactions, but it may no longer be effective. The paper concludes with some comments on statistical implementation.     

Competition Between Banks and Building Societies in the Retailing of Financial Services

Within the financial services sector there has been diversification on a vast scale, with varying degrees of success. Financial services are increasingly viewed as products, the various branch networks as channels of distribution. The competition between banks and building societies has become a major battleground in the war for consumers' financial services expenditure. Both types of organization have a strong presence in the high street and have become major users of media advertising and other marketing weaponry. Historically, they have both enjoyed strong but different forms of relationship with their customers; these differences are rapidly diminishing as each invades the other's trading territory. This paper presents results from a study of bank-building society competition, illustrating the attributes and dimensions upon which consumers tend to base their choices. Financial services retailers are urged to base their marketing strategies upon a clear understanding of consumer needs and motives, not upon ‘me-too’ responses to competitors' moves. As many product retailers have discovered to their cost, heavy marketing expenditure cannot be a substitute for a well founded retail marketing strategy.     

Environmental pressures and marketing in the 1970s

Leadership in both private and public institutions is devoting considerable attention to the effects of rapidly increasing rates of environmental change on its areas of responsibility. To fulfill the requirements of their obligations to customers and the firm, marketing executives, particularly, must be aware of and responsive to events external to the business.The study upon which this article is based, sought to uncover the perceptions of senior marketing executives in leading U.S. industrial corporations concerning the importance of several environmental issues to their marketing strategies, tactics and operating performance expectations for the 1970s. Awareness and response tendencies of executives to the following items were investigated: (1) the role of marketing in the firm; (2) consumerism; (3) air and water pollution; (4) urban substandard housing; (5) deterioration of downtown areas; (6) consumer market changes; (7) distribution system changes; (8) civil rights movement; (9) nature and intensity of competition. The competition was completed just prior to the emergence of the energy crisis and the removal of price controls in the U.S.     

基于卡特尔模型的营销渠道分销商联盟机制设计

营销渠道分销商联盟是双方提高利润的主要手段之一,尽管联盟是不稳定的,但双方仍希望通过谈判形成联盟,并建立相互制约机制,此时,市场结构将从垄断竞争向卡特尔联盟转变,本文主要基于卡特尔模型分析营销渠道分销商联盟的可能性,并提出相应的合作机制设计.     

Marketing’s contribution to business strategy: market orientation,relationship marketing and resource-advantage theory

Although overlooked to some degree by non-marketing disciplines, the discipline of marketing has contributed significantly to the body of knowledge on business strategy over the last two decades. This paper evaluates these contributions, examines how they complement dominant non-marketing theories of business strategy, and shows how marketing offers a generalized theory of competition that integrates the concepts of both marketing and non-marketing theories of business strategy.     

Managing Capital Market Reactions to Corporate Social Resposibility

Although overlooked to some degree by non-marketing disciplines, the discipline of marketing has contributed significantly to the body of knowledge on business strategy over the last two decades. This paper evaluates these contributions, examines how they complement dominant non-marketing theories of business strategy, and shows how marketing offers a generalized theory of competition that integrates the concepts of both marketing and non-marketing theories of business strategy.     

Centralized versus Decentralized Competition for Price and Lead‐Time Sensitive Demand

We study two firms that compete on price and lead‐time decisions in a common market. We explore the impact of decentralizing these decisions, as made by the marketing and production departments, respectively, with either marketing or production as the leader. We compare scenarios in which none, one, or both of the firms are decentralized to see whether decentralization can be the equilibrium strategy. We find that under intense price competition, with intensity characterized by the underlying parameters of market demand, firms may suffer from a decentralized structure, particularly under high flexibility induced by high capacity, where revenue‐based sales incentives motivate sales/marketing to make aggressive price cuts that often erode profit margins. In contrast, under intense lead‐time competition, a decentralized strategy with marketing as the leader can not only result in significantly higher profits, but also be the equilibrium strategy. Moreover, decentralization may no longer lead to lower prices or longer lead‐times if the production department chooses capacity along with lead‐time.      

营销能力对企业创新影响的正负效应——兼及对“Christensen悖论”的实证与解释

营销能力对企业创新具有何种影响是理论界存有争论的问题.营销学家认为具有正向影响;Christensen等认为具有负向影响.文章通过重新设计的研究模型和实证研究说明,营销能力对企业创新影响可能存在正向效应,也可能存在负向效应,这要由环境动荡性决定.根据所得结论,处于较低环境动荡性的企业,无论规模大小,只能不断提高营销能力和选择渐进式创新才能获得良好的创新绩效;而处于较高环境动荡性的企业,营销能力对创新会有双重影响效应,采用颠覆性创新是营销能力较弱的企业战胜大企业的一个有效策略.     

Competitive Advantage, Quality Strategy and the Role of Marketing

The improvement of product and service quality has been widely discussed in the literature as an appropriate competitive strategy for achieving sustainable competitive advantage. However, neither the linkage between competitive strategy and quality, nor the role of marketing in the implementation of quality-based competitive strategy, has received detailed attention in the marketing and strategy literatures. This paper explores the interface between marketing and quality management in seller organizations, by developing a contingency model of quality strategy. This model is grounded in the literatures of marketing, strategy and quality management, and the perceptions of managers uncovered in exploratory interviews.