转移成本对感知质量与满意之间关系的调节作用——对B2B电子中介买方用户的实证研究

如何提高用户满意,对于为买卖双方提供交易支持服务的B2B电子中介而言,是扩大平台运营规模和增加市场竞争力的基础。本文以B2B电子中介的买方用户为研究对象,建立了基于转移成本调节的感知质量与用户满意因果关系概念模型,借助于国内知名的B2B电子中介采集了覆盖五大洲114个国家的649份样本数据,然后运用无约束方法验证了用户感知质量与满意之间、转移成本与满意之间的正向影响关系,以及转移成本对感知质量和满意之间关系影响的负向调节作用。实证研究结果显示,较高的转移成本会减弱买方用户的感知质量对满意的影响,有利于B2B电子中介提高买方用户的满意水平,进而为B2B电子中介如何从转移成本角度提高买方用户满意提供了实证基础。     

B2B电子中介买方用户忠诚形成机理实证研究——基于转移成本的调节作用

以提供买卖双方支持服务的B2B电子中介为研究对象,探索了买方用户忠诚的形成机理以及转移成本的关键维度,建立了基于转移成本调节作用的买方用户忠诚概念模型,然后采集数据,运用结构方程建模技术对买方用户忠诚的形成机理以及转移成本对买方用户忠诚形成机理的调节作用进行了检验,得出了买方用户忠诚的影响因素、影响程度以及转移成本的具体调节范围等。     

我国B2B电子商务信用信息的中介服务机制完善

B2B电子商务网络交易中的失信或欺诈行为不仅会制约交易契约的实现、增加电子交易成本,还会影响电子商务市场中的发展趋势走向。信用是电子商务活动的关键环节,现阶段信用机制尚存在不足与缺陷,因此建立交易企业的社会性信用信息管理机构,为广大用户提供企业信用信息的中介服务,完善其制度法规与运行机制,将有利于电子商务市场的诚信化、制度化和规范化,有利于推动电子商务市场及社会经济的健康持续发展。     

B2C电子商务网站成功实现盈利的关键因素

本文通过对国内B2C电子商务网站进行网上调研,得出B2C电子商务网站成功实现盈利的关键因素,以期为B2C电子商务网站经营者提供一些借鉴之处。     

基于网络外部性的企业技术标准控制策略

研究具有网络外部性特征的市场中,拥有主流技术标准的主导厂商对其技术标准的控 制策略. 结果表明,在从属厂商技术联盟等联合反击行为的影响下,网络外部性的强弱以及厂 商的用户基础规模决定了主导厂商的策略选择. 只有网络外部性较弱而且主导厂商的用户规 模优势较大时,主导厂商才会独占技术标准;当网络外部性较强或者主导厂商的用户基础优势 相对较小时,主导厂商应全面开放或者仅对部分厂商开放技术标准. 若政府强制主导厂商实行 非歧视性的技术标准控制策略,则可能会损害社会福利.     

B．T，危机下的双赢选择！——很大的IT投入不一定带来高效率

惠普卓有成效的IT变革，使其每年可以节约10亿美元成本，也证明了一点：采取积极的IT策略，将会改善企业运营成本，提高运营效率，有助于企业率先摆脱经济危机。惠普试图通过“业务科技（B．T．）”向客户传递这种商业思想，也准备将自身的成功经验和技术与他们分享。     

信息技术投资对零售市场均衡的影响分析

从一个基本模型出发,考察了没有IT投资的零售市场定价、市场份额和利润.然后考察有IT投资的零售市场,考虑搜索成本变化时的定价、市场份额和利润.最后,考察不同进货成本的零售商IT投资的条件及其市场均衡.     

网络外部性下质量决策与零售商经营目标选择

在网络外部性市场环境下,为研究制造商质量决策和零售商经营目标策略选择之间的影响机理,构建了制造商质量决策和单零售商群体的演化博弈模型,分析了网络外部性和可变质量成本系数对零售商经营目标选择、制造商质量决策、以及节点企业利润的影响.研究发现,1)当制造商只拥有部分市场决策权力时,其质量决策将受到零售商的经营目标策略调整的影响,而零售商经营目标的策略调整则取决于网络外部性大小.当网络外部性较小时,零售商的经营目标将演化稳定为利润最大化,此时制造商将制定较低的产品质量水平;当网络外部性处在中等水平时,零售商的经营目标将演化稳定为利润最大化和收入最大化的混合目标策略,此时制造商将制定中等产品质量水平;当网络外部性较大时,零售商的经营目标将演化稳定为收入最大化,此时制造商将制定高产品质量水平.2)当网络外部性处在中等水平时,其与可变质量成本对零售商经营目标的选择呈现出交叉影响效应,随着可变质量成本的减小,零售商经营目标策略将从利润最大化策略向混合策略,或者混合策略向收入最大化策略演变.3)网络外部性对制造商产品质量的影响效果与可变质量成本和零售商经营目标选择有关,网络外部性效应的增加并不总是使得产品的质量降低.     

第三方电子交易平台的双边市场特征——基于在线个人借贷市场的实证分析

以Prosper在线个人借贷平台为研究对象,实证考察了第三方电子交易市场中用户的交叉网络外部性、自网络外部性和平台定价策略对双边用户效用和平台利润的影响.结果表明:受市场供小于求、平台运营模式和借贷双方交易行为的影响,新借入者规模对借出者收入、前期借出者总规模对借入者需求均产生了显著的正交叉网络外部性;借入者之间由于竞争存在负自网络外部性,而借出者之间由于协同关系存在正自网络外部性;借贷双方对平台交易费具有显著的负价格弹性,平台利润与借贷双方的交易费分别呈现二次线性关系;在市场供小于求的情况下,平台利润主要受到借出者规模及其费率的影响.     

网络经济下企业兼容性选择与用户锁定策略研究

通过两阶段的Hotelling双头竞争模型,本文将网络外部性与产品兼容性视为导致用户锁定的主要因素,研究了网络外部性以及兼容性所产生的转移成本对消费者的锁定效应,以及网络外部性与兼容性对企业竞争策略的影响。     

Capacity Investment and Product Line Decisions of a Multiproduct Leader and a Focus Strategy Entrant

In this article, I investigate the capacity investment cost conditions where a multiproduct market leader may respond to a focus strategy entrant by using different strategies such as changing the product mix, production volumes, quality levels, and/or by investing in more capacity. The products offered in the market are quality differentiated and customers are heterogeneous in their willingness to pay for quality. The capacity investment costs of the two firms (i.e., the leader and the entrant) may also be different. The classical Stackelberg model predicts that an incumbent does not change its position in response to entry. However, when heterogeneous customer base, product differentiation, and capacity costs are taken into consideration, I find that the leader with a low capacity cost may choose to expand its product line and increase its production. The leader with low capacity cost may introduce a product that it was holding back when the entrant has to bear the high‐capacity cost and cannibalization threat is relatively small. Nevertheless, the extent of production volume strategies reduces as the capacity cost increases for the leader. I also find that when the leader has the power to set the industry standards by deciding the quality levels, as a response to a high‐quality focused entrant, the leader increases both levels of quality and production of the low‐quality product. Moreover, when the capacity investment cost is high for both the entrant and the leader, I find that market prices may increase with entry.     

Divide and Conquer: Competing with Free Technology Under Network Effects

We study how a commercial firm competes with a free open source product. The market consists of two customer segments with different preferences and is characterized by positive network effects. The commercial firm makes product and pricing decisions to maximize its profit. The open source developers make product decisions to maximize the weighted sum of the segments' consumer surplus, in addition to their intrinsic motivation. The more importance open source developers attach to consumer surplus, the more effort they put into developing software features. Even if consumers do not end up adopting the open source product, it can act as a credible threat to the commercial firm, forcing the firm to lower its prices. If the open source developers' intrinsic motivation is high enough, they will develop software regardless of eventual market dynamics. If the open source product is available first, all participants are better off when the commercial and open source products are compatible. However, if the commercial firm can enter the market first, it can increase its profits and gain market share by being incompatible with its open source competitor, even if customers can later switch at zero cost. This first‐mover advantage does not arise because users are “locked in,” but because the commercial firm deploys a “divide and conquer” strategy to attract early adopters and exploit late adopters. To capitalize on its first‐mover advantage, the commercial firm must increase its development investment to improve its product features.     

市场竞争优势不对等下投资决策的期权博弈分析

可获得的竞争优势对不确定性和竞争性环境下的企业的投资决策有着重要影响.在引入市场份额因子后建立了体现这种竞争优势不对等情形下的双寡头期权博弈模型,并进行了数值分析,发现领先者拥有竞争优势能激励其更早进入,而追随者拥有竞争优势而不怕其它企业抢先进入的威胁.最后分析了模型对企业的投资策略选择和产业进入壁垒等实际应用中的意义.     

顾客忠诚对差异化竞争制造商市场入侵的影响研究

本文针对一个在位制造商和一个入侵制造商组成的供应链,结合两个竞争性制造商各自生产和销售一种存在差异化的替代产品,以及存在的顾客忠诚行为,建立了不存在差异化竞争制造商和竞争环境下的博弈模型,并得到唯一均衡解。研究结果表明,两个竞争性制造商均存在四种不同的定价策略;在满足一定条件下,在位制造商通过策略性定价有可能阻止差异化竞争制造商入侵市场;市场入侵并不一定会影响在位制造商的最优定价策略,但当差异化竞争制造商成功进入市场时,市场竞争会促使在位制造商实施低价策略,并导致位在制造商利润损失。     

基于用户规模的双边平台适应性动态定价策略研究

鉴于交叉网络效应导致用户加入双边平台的效用随用户规模动态变化,提出根据用户规模进行适应性动态定价的策略思想,并运用数值计算方法对该定价策略的效果进行深入研究。首先,引入平台动态竞争建模方法,构建了包含用户规模的双边平台适应性动态定价模型;接着,根据数值计算结果对动态定价与静态定价的效果进行比较;最后,考察了平台竞争主要参数的变化对动态定价策略效果的影响。研究表明：（1）动态定价显著优于静态定价,模型主要参数的取值变动不会改变动态定价具有相对优势这个定性结论;（2）提升服务质量或改变基准用户数不会明显增加动态定价的相对优势,但强交叉网络效应或前瞻性用户都会增强动态定价的相对优势。研究结果有助于平台企业管理者更好地制定平台定价策略。     

带有转移成本寡头垄断的二次定价及仿真

寡头垄断企业往往通过二次定价或价格歧视来获取更多的利润,尤其是后入者经常采用先低价抢占市场,再高价获取利润的策略.研究了两个寡头垄断企业二次定价的竞争.证明了定价及总利润与转移成本负相关,第一阶段实行低价策略的寡头企业会在第二阶段定价中失去部分第一阶段获取的超额市场.将第一次定价产生的转移成本看作新产品投放市场广告或市场推广等成本效果,进一步讨论了产品在毗邻位置竞争的情况,指出寡头垄断的利润主要来自转移成本.     

竞争环境下双边平台增值服务质量投资竞争研究

为了提高竞争环境下双边平台效益与竞争优势,讨论了平台企业对双边用户增值服务质量投资竞争决策问题。在考虑三种不同用户归属条件的基础上,构建了双边平台增值服务投资竞争模型。通过比较分析发现：当双边用户单归属时,无论对平台单边还是双边进行增值服务投资,投资高质量增值服务均是两平台的占优策略。当单边用户多归属时,若对消费者边进行增值服务投资,则投资低质量增值服务为平台的占优策略;若对供应商边或双边进行增值服务投资,则投资高质量增值服务为平台的占优策略。当双边用户多归属时,无论对平台单边还是双边进行增值服务投资,投资低质量增值服务均是两平台的占优策略。     

基于策略性竞争博弈的供应链信息共享策略

在供应链成员的市场信息以及成本非对称的情形下,讨论两个终端企业（一个自产自销,一个从上游批发产品）,在供应链中信息共享策略的方案,包括：信息优势企业如何根据市场需求情况确定是否信息共享（若是,则如何共享）;信息劣势企业如何根据对方透露出的市场信息来决策订货量;上游供应链如何决策批发价,从而控制整个供应链的博弈态势,使下游销售商在竞争中更为主动。经过研究发现,低市场类型时,自产自销商乐于共享信息,使竞争对手摄于低迷的市场状况从而降低订货量;在高市场类型且市场波动较小时自产自销商依然选择共享,在乐观的市场条件下表明自己的竞争优势,从而一定程度上威摄入侵者;而市场波动较大时,由于信息共享的额外收益不足以抵消信息共享需付出的额外成本,从而选择不共享信息。     

Environmental Factors,Managerial Processes,and Information Technology Investment Strategies

Although significant research attention has been directed at understanding the value of information technology (IT) investments for firms, very little attention has been paid to understand the IT investment behavior of firms. This article seeks to fill this void. We introduce the concept of IT investment strategy, defined by dimensions of intensity and proactiveness, to characterize the IT investment behavior of firms. Synthesizing the environmental deterministic and strategic choice perspectives of a firm's strategic decision making, we examine the effects of environmental factors, managerial processes, and the interplay between them on IT investment strategy. Specifically, we examine the impact of environmental factors such as industry clockspeed and information intensity on IT investment strategy. We also incorporate the strategic choice perspective to argue that managerial processes such as frequent chief executive officer—chief information officer communications and collective information systems planning play a critical role in shaping the firm's IT investment strategy. The empirical results show that the environmental variables are related to IT investment strategy. Besides, managerial processes serve as a means to understand the environment and thus moderate the relationships between the environmental variables and the various facets of IT investment strategy. The conceptualization of IT investment strategy and the focus on both environmental determinism and strategic choice should enrich our understanding of firms’ IT investing behavior.     

Entry Deterrence of Capacitated Competition Using Price and Non‐Price Strategies

We analyze the role of pricing and branding in an incumbent firm's decision when facing competition from an entrant firm with limited capacity. We do so by studying two price competition models (Stackelberg and Nash), where we consider the incumbent's entry‐deterrence pricing strategy based on a potential entrant's capacity size. In an extension, we also study a branding model, where the incumbent firm, in addition to pricing, can also invest in influencing market preference for its product. With these models, we study conditions under which the incumbent firm may block the entrant (i.e., prevent entry without any market actions), deter the entrant (i.e., stop entry with suitable market actions) or accommodate the entrant (i.e., allow entry and compete), and how the entrant will allocate its limited capacity across its own and the new market, if entry occurs. We also study the timing difference between the two different dynamics of the price competition models and find that the incumbent's first‐mover advantage benefits both the incumbent and the entrant. Interestingly, the entrant firm's profits are not monotonically increasing in its capacity even when it is costless to build capacity. In the branding model, we show that in some cases, the incumbent may even increase its price and successfully deter entry by investing in consumer's preference for its product. Finally, we incorporate demand uncertainty into our model and show that the incumbent benefits from demand uncertainty while the entrant may be worse off depending on the magnitude of demand uncertainty and its capacity.