地质勘探行业技术人员的技术营销

地质勘探行业的技术人员在企业里属于中坚力量，他们往往不直接面对客户，与客户沟通联络的一般是企业的营销部门。但营销部门在遇到客户咨询产品技术问题时，又不得不向技术部门寻求帮助，导致营销部门在与客户商谈业务时，沟通遇阻、效率不高。所以企业的技术人员也要适时从只管技术的“后台”走向“前台”，直接面对客户，进行有效的技术营销。     

企业微博营销效果和粉丝数量的短期互动模型

根据AISAS模型,企业微博营销的影响力存在放大、衰减等复杂过程,而企业微博的粉丝数量是衡量营销效果的重要影响因素。研究企业微博营销的影响力与粉丝数量之间的定量关系,在收集、整理新浪微博上10个典型企业微博营销案例真实数据的基础上,通过相关分析和回归分析进行实证研究,建立衡量企业微博营销效果的短期互动模型,即企业微博营销效果和粉丝数量的一阶自回归模型,并验证模型的合理性。研究结果表明,当期企业微博营销影响力效果与前一期影响力正相关,企业微博营销影响力效果与发布微博数量和粉丝数量正相关。进一步讨论模型参数的适用范围和影响因素,结果表明知名品牌在微博营销中具有先发优势,大小品牌有不同的微博营销战略,企业微博营销影响力随时间自然衰减。企业应保持微博活跃,并将企业微博运营作为长期品牌建设的战略。     

绿色营销实施的博弈分析

绿色营销是一种新的营销理念和营销模式,企业实施绿色营销不仅涉及到自身经营的众多环节和方面,而且也受其它企业决策的影响,绿色营销的全面实施是企业间博弈的结果.建立了完全信息下企业间的绿色营销博弈模型,讨论了不同条件下博弈模型的不同解,并据此提出了取得模型帕累托解的措施.     

中国加入WTO以后的企业市场营销绩效评价模型研究

本文探讨了适应加入WTO以后的环境变化与竞争要求,中国企业营销绩效评价应实现的六大根本转变重点研究了中国企业营销绩效评价的模型及构成要素,深入分析了企业营销环境、企业经营目标与战略、企业营销的基本功能及企业营销成功要素的特点,以及与企业营销绩效评价的关系.本文的研究对中国企业入世后的营销战略调整与绩效评价系统的建立具有决策参考意义.     

企业营销信息失真的原因探究

信息时代的企业,已经意识到营销信息对企业发展的至关重要性,但由于存在着营销信息的失真,使得企业并不能高效地处理和利用营销信息.本文借鉴水流模型来分析营销信息失真的原因,并简要提出一些治理意见.     

企业营销绩效评价模型研究

本文从多角度梳理了影响营销绩效评价的主要因素,基于市场导向提出了营销绩效评价指标体系构建概念模型.并在实证研究的基础上,进行了模型的假设检验.该模型证实了市场导向、管理者认知等因素对营销绩效评价的显著影响,强调了进行非财务评价、以及向企业高层报告营销绩效评价指标的必要性.这种框架性的路径对于营销绩效评价的理论研究和企业中营销评价指标体系的构建都是十分必要的.     

济南烟草企业协同营销模型和机制构建

充分发挥不同部门之间资源整合和资源共享的优势,通过协同营销渠道、营销方式、营销工具,实现优势互补、相互协同,共同提升营销资源配置的效率。在经济转型发展背景下,烟草企业面临的外部竞争环境和市场格局发生了剧烈变化。如何通过优化营销机制,提升卷烟营销能力,成为烟草企业扩大市场份额、实现可持续发展的关键。烟草企业营销模式存在的问题依靠行政垄断地位,我国烟草行业经历了数十年的蓬勃发展,获得了较为强劲的竞争优势,资金实力与日俱增。然而,自2012年以来,烟草行业的外部政策环境发     

基于善因营销策略的企业竞争博弈模型研究

以善因营销为竞争手段,构建基于善因营销策略的两企业博弈模型,对比分析不同情形下实施善因营销策略企业利润的变化,并探究消费者社会责任感对企业公益行为的影响,优化确定企业获利的公益投入区间。研究表明：(1)消费者社会责任感越强烈,企业实施善因营销策略的动力越大;(2)相比于两企业均实施善因营销策略情形,单一企业实施善因营销策略获利更大;(3)当企业双方公益投入差额较小时,两企业均能通过善因营销获利;(4)相比于市场强势企业,弱势企业也有动机提供更多的公益投入。     

TMC营销模型——营销4.0时代的战略管理工具

营销工作已经进入了4.0时代,即信息、整合时代。目前为止,业内还没有权威的说法能够为4.0时代准确定义,但可以确定的是,科特勒先生的营销3.0理论——满足情感需求的情感营销、体验营销、品牌营销的手段已经无法为企业提供长期、稳定的利润。因此,企业迫切需要一种方法以更好的应对4.0时代。TMC营销模型正是企业战略管理所需要的。     

浅析安踏体育用品的营销策略

一个飞速发展的企业,必然有一个成功的营销策略。本文以安踏体育用品制造有限公司的营销策略为剖析对象,对其独具特色的营销策略进行分析及探讨,以该企业的品牌营销、体育营销、整合营销等方面为切入点,揭示安踏几年来飞速发展、直逼国内龙头老大李宁的奥秘所在。并在其现有营销策略的基础上,深入研究该企业现有和潜在实力资源,提出对其具有一定建设性的新型营销建议,并以具体的营销模型进行诠释。     

A Dynamic Model of Product Quality and Pricing Decisions on Sales Response

This paper presents a dynamic model that examines the influence of price and customer perception of product quality on the sales rate of a firm producing durable goods. The sales rate of the firm is modeled as a function of its price, average product life, perceived quality, and market potential. Specifically, the model considers: (1) the process by which perceived quality is determined by including the effects of the average life of a product and quality weighted units in the market; (2) the time delay in the influence of actual quality on perceived quality; (3) the process by which demand (i.e., potential sales) is converted to realized sales due to the effects of price and perceived quality; and (4) the saturation effect and associated non-linearity in the demand function. The model presented is a reformulation and extension of the model originally proposed by Bass [2]. The validity of the model is tested using historical data on For Mustang.     

How Should a Firm Manage Deteriorating Inventory?

Firms selling goods whose quality level deteriorates over time often face difficult decisions when unsold inventory remains. Since the leftover product is often perceived to be of lower quality than the new product, carrying it over offers the firm a second selling opportunity, a product line extension to new and unsold units, and the ability to price discriminate. By doing so, however, the firm subjects sales of its new product to competition from the leftover product. We present a two period model that captures the effect of this competition on the firm's production and pricing decisions. We characterize the firm's optimal strategy and find conditions under which the firm is better off carrying all, some, or none of its leftover inventory. We also show that, compared to a firm that acts myopically in the first period, a firm that takes into account the effect of first period decisions on second period profits will price its new product higher and stock more of it in the first period. Thus, the benefit of having a second selling opportunity dominates the detrimental effect of cannibalizing sales of the second period new product.     

Optimal Per‐Use Rentals and Sales of Durable Products and Their Distinct Roles in Price Discrimination

We consider a setting in which consumers experience distinct instances of need for a durable product at random intervals. Each instance of need is associated with a random utility and the consumers are differentiated according to the frequency with which they experience such instances of need. We use our model of consumer utility to characterize the firm's optimal strategy of whether to sell, rent, or do a combination of both in terms of the transaction costs and consumers' usage characteristics. We find that the two modes of operation serve different roles in allowing the firm to price discriminate. While sales allow the firm to discriminate among consumers of different usage frequencies, rentals allow it to discriminate according to consumers' realized valuations. Consequently, even when transaction costs are negligible, it is often optimal for the firm to simultaneously rent and sell its product. In addition, we find that although sales and rentals are substitutes and that the offering of sales weakly increases rental prices, it is possible that the introduction of rentals to a pure selling operation can either increase or decrease the optimal sales prices.     

双重信息不对称下销售渠道双目标混合激励模型

销售渠道在企业与消费者之间扮演着重要的桥梁作用,销售人员的销售能力和销售努力等信息均为其私有而不为企业所共知时,企业如何甄别其真实能力信息并对其销售努力实施有效激励是个重要问题.针对上述问题,给出了基于线性合约的双目标混合激励模型,通过模型求解得到并刻画了最优合约的3个特征.首先,为辨别高能力类型与普通能力类型这两种不...     

Coordinating Sales and Raw Material Discounts in a Global Supply Chain

In this paper, the supplier of a key component to a global manufacturer offers a one‐time price discount; we study the firm's optimal response to the discount under two different strategies. In the first strategy, the firm does not pass along the discount to its customers (sales subsidiaries); the firm simply coordinates purchasing and production among the different factories to take advantage of this one‐time price discount. In the second strategy, the firm offers price discounts for its most profitable products in different sales subsidiaries to increase their demand. We carried out experiments for the two strategies based on a mathematical programming model, built around Toshiba's global notebook supply chain. Model constraints include, among others, material constraints, bill‐of‐materials, capacity and transportation constraints, minimum lot size constraints, and a constraint on minimum fill rate (service level constraint). Unlike most models of this type in the literature, which define variables in terms of single arc flows, we employ path variables, which allow for direct identification and manipulation of profitable and non‐profitable products.     

Interactive Multiple Objective Decision Support for Sales Force Sizing and Deployment*

An interactive decision aid is introduced for the deployment of two sales resources: salespeople and sales support staff. The aid consists of a normative sales resource allocation model with five objectives and an interactive multiple objective programming solution procedure. The specific decision problem addressed involves the assignment of salespeople and sales support people to customer accounts and the allocation of the time they spend on these accounts. The authors contribute to the existing sales resource modeling literature by dealing with the deployment of two sales resources and interactively solving this problem with respect to five short-run and long-run objectives of the firm. This approach differs from existing sales force modeling efforts in which the solution is found noninteractively by optimizing a single sales resource model with respect to a single objective, often short-run sales. An application of the decision aid to the deployment problem of an industrial sales force manager is presented. Furthermore, useful extensions of the basic sales resource allocation model are discussed.     

Production and Sales Planning in Capacitated New Product Introductions

How should a firm with limited capacity introduce a new product? Should it introduce the product as soon as possible or delay introduction to build up inventory? How do the product and market characteristics affect the firm's decisions? To answer such questions, we analyze new product introductions under capacity restrictions using a two‐period model with diffusion‐type demand. Combining marketing and operations management decisions in a stylized model, we optimize the production and sales plans of the firm for a single product. We identify four different introduction policies and show that when the holding cost is low and the capacity is low to moderate, a (partial) build‐up policy is indeed optimal if consumers are sensitive to delay. Under such a policy, the firm (partially) delays the introduction of its product and incurs short‐term backlog costs to manage its future demand and total costs more effectively. However, as either the holding cost or the capacity increases, or consumer sensitivity to delay decreases, the build‐up policy starts to lose its appeal, and instead, the firm prefers an immediate product introduction. We extend our analysis by studying the optimal capacity decision of the firm and show that capacity shortages may be intentional.     

An Anatomy of International Trade: Evidence From French Firms

We examine the sales of French manufacturing firms in 113 destinations, including France itself. Several regularities stand out: (i) the number of French firms selling to a market, relative to French market share, increases systematically with market size; (ii) sales distributions are similar across markets of very different size and extent of French participation; (iii) average sales in France rise systematically with selling to less popular markets and to more markets. We adopt a model of firm heterogeneity and export participation which we estimate to match moments of the French data using the method of simulated moments. The results imply that over half the variation across firms in market entry can be attributed to a single dimension of underlying firm heterogeneity: efficiency. Conditional on entry, underlying efficiency accounts for much less of the variation in sales in any given market. We use our results to simulate the effects of a 10 percent counterfactual decline in bilateral trade barriers on French firms. While total French sales rise by around $16 billion (U.S.), sales by the top decile of firms rise by nearly $23 billion (U.S.). Every lower decile experiences a drop in sales, due to selling less at home or exiting altogether.     

THE TRADE DISCOUNT DECISION: A MARKOV CHAIN APPROACH*

Economic theory indicates that higher returns are required from investments that have higher risk. Two major reasons for offering trade discounts are to stimulate sales and to speed up cash receipts. Both sales increases and the earlier receipt of cash impact the risk/return characteristics of a firm. This study uses a Markov chain model to demonstrate how alternative trade credit policies impact the risk and required returns of a firm. The amount of risk and return per credit sale is calculated, and the coefficient of variation is used as a risk/return measure per credit sale. The study concludes that trade discounts can have a favorable impact on the risk/return characteristics of a firm, even in the absence of increased sales volume. Other discount decision factors which are either directly or indirectly determined in this paper include: (1) the average number of periods for which an account is outstanding, (2) the probability of collection and bad-debt losses over the average account period, (3) the average speed of payment, and (4) the average amount of cash tied up in accounts receivable.     

Coordinating Production and Marketing with Dynamic Transfer Prices

Decentralized decision making is a fact in the modern business world accompanied by extensive research that looks into its consequences for overall firm profits. We study the interactions of decentralized marketing and operations divisions in a corporation and explore their impact on overall firm profits in the case with and without coordination of the two decentralized units. We assume that the marketing department is responsible for the price that influences the demand (sales), and the operations department is responsible for the production rate. We allow for backlogging over time. We model the interdependence involving marketing and operations decisions as a non‐cooperative differential game, with the two divisions as strategically interacting players. We find that, without coordination, strategic interactions of marketing and production result in inefficiencies that can quantitatively be substantial. Next, we introduce a dynamic transfer pricing scheme as a coordination device and evaluate if it establishes efficient (first best and fully coordinated) outcomes. We show that if production and marketing play a game with pre‐commitment strategies, there exists a dynamic transfer price that efficiently (fully) coordinates decentralized decision making and hence results in Pareto‐efficient company profits. If the two decentralized divisions play a game without pre‐commitment, dynamic transfer prices can partially coordinate decentralized decision making but fail to fully eliminate overall inefficiencies arising from strategic interactions among decentralized divisions.