考虑可持续性设计的闭环供应链差异定价研究

为了解决回收产品再制造成本增加甚至难以进行再制造的难题,制造商在产品生产的前期就要考虑后期再制造活动的可实施性,即考虑可持续性设计。在考虑可持续性设计情况下,本文针对由一个制造商和一个经销商构成的两级闭环供应链系统,分别建立经销商从事再制造和制造商从事再制造两种模式下的差异定价模型,得到了相应的最优定价策略,并主要针对可持续性努力程度,讨论其与各个最优决策变量、产品单位成本及可持续性努力程度系数之间的关系。研究给出了可持续性努力程度分别对新产品和再制造产品的最优中间价、最优销售价、最优销售量及最优利润的影响,同时论证了新产品和再制造产品的单位成本及其可持续性努力程度系数分别对可持续性努力程度的影响,并对经销商从事再制造和零售商从事再制造两种模式进行了对比分析。     

考虑拆解补贴分配的闭环供应链物流服务偏好研究

本文在物流外包和物流自营两类不同物流模式下， 构建了政府同时补贴制造商和拆解企业的闭环供应链模型， 运用博弈论方法， 对两类模型进行比较分析， 研究发现： （1） 补贴分配系数仅仅影响回收转移价格大小， 并不会对供应链节点企业利润造成影响； （2） 无论是正向供应链还是逆向供应链， 当物流服务成本较小时， 制造商、销售商和拆解企业均偏好于选择物流外包； 当物流服务成本进一步增加时， 制造商偏好于选择物流外包， 销售商和拆解企业偏好于选择物流自营； 当物流成本较大时， 制造商、销售商和拆解企业均倾向于选择物流自营； （3） 闭环供应链系统中， 物流服务成本相对较小时， 物流外包模式下的系统利润高于物流自营模式； 物流服务成本较大时， 物流外包模式下的系统利润低于物流自营模式， 物流服务成本的大小决定企业物流决策。因此企业可以通过物流服务成本的大小制定相应的物流策略， 以维持供应链的长期稳定性。最后通过数值算例对结论进行验证。     

价值增值“双十策”在价值分析中的应用

价值增值“双十策”是阳煤集团在推行岗位价值精细管理实践中，提炼总结出的煤矿生产经营中实现价值增值的方法，它主要包括双杜绝（杜绝丢失和杜绝浪费）、双再生（回收复用再生和修旧利废再生）、双替代（低成本替代和高功能替代）、双挖潜（人的技能挖潜和物的潜能挖潜）、双改进（设备改进和工艺改进）、双开发（劳动组织效率开发和岗位作业功能开发）、双精心（精心操作和精心维护检修）、双卓越（质量卓越和服务卓越）、双到位（责任考核到位和奖惩激励到位）、双索取（索酬和索赔）等。     

电动汽车充换电设施新型经营模式初探

为解决电动汽车充换电设施建设投资回收困难等难题，提出一种新型的电动汽车充换电设施经营模式，即：向用户提供电力衍生产品、快速换电服务以及车辆电池到电网（V2G）的合同管理等相关增值服务，并以充电时间和服务次数等计价方式灵活计算费用。与传统的售电经营模式相比，新型经营模式内涵丰富，具有较强的适应性和灵活性，既能对正常充电和快速充电进行科学合理计费，又能满足快速换电的结算要求，还能适应将来可能出现的V2G合同管理等增值服务的经营需要。     

基于确定性近似方法的再制造生产计划

再制造是一种以节约资源和保护环境为指导思想的新兴制造模式。由于再制造过程中存在诸多不确定性因素,其生产计划的制订远比传统制造方式复杂。针对再制造过程的不确定性特点,建立单一产品再制造生产计划的机会约束规划模型,并运用确定性近似方法对模型进行求解;进而探讨确定性近似问题与原问题的误差范围。特殊分布下的算例分析表明确定性近似解的误差在可接受的范围之内。     

基于产品服务化的循环经济发展模式研究

本文分析了产品服务化模式与传统商业模式的差异,指出传统商业模式内在的激励冲突对发展循环经济的阻碍作用。在闭环供应链框架下,作者区分了“功能评价点”和“价值增值点”的概念,用以说明供应链上不同性质资源的功能实现位置,并识别不同性质的资源通过商业模式创新实现资源消耗减量化的机会和潜力。最后,本文就产品服务化实施中可能遇到的实际问题进行了讨论。     

基于不同基金补贴方式的闭环供应链模型比较研究

本文构建了在制造商主导下， 由制造商和销售商组成的闭环供应链， 运用博弈理论， 根据不同的补贴分配方式， 分别探讨了政府仅补贴拆解企业及同时补贴拆解企业和回收企业的两类闭环供应链模型。研究结果表明： 制造商和销售商更倾向于同时补贴拆解企业和回收企业的闭环供应链系统， 此时产品的销售价格更低， 市场需求量与回收率更高， 相应的系统总利润也更优。同时补贴拆解企业和回收企业时， 市场需求量和回收率均与制造商补贴分配比例正相关， 销售价格与制造商补贴分配比例负相关； 节点企业利润与销售商补贴分配比例正相关， 闭环供应链系统利润与制造商补贴分配比例负相关。     

中国服务营销脉象透视

记得一位营销大师曾说:“不要老是向客户叫卖你的产品,要不断为他们创造价值”。其实,不断创造价值的过程也就是“附加价值”产生的过程,附加价值可使品牌溢价,使品牌增值。所谓品牌增值就是指与消费者相关的、被消费者感知的、超出和高于产品基本的功能性作用的那些价值。我们知道,使品牌增值主要有几个措施:一是通过包装增值;二是通过服务增值;三是通过代言人增值;四是通过忠诚消费者带动增值等。实践证明,通过服务使品牌增值的操作空间更大,极具现实性和可操作性,还可为企业长远发展提供动力。服务营销也进入整合时代,那种小打小闹、四面…     

经营链委托代理问题及其经营机制设计

一、经营链委托代理问题 1．经营链的定义。经营链系指精心谋划如何通过整合彼此相互连接的市场、技术、生产、销售等经营环节以实现其价值增值和整体价值最大化的一系列连续的战略经营活动和运作过程，是价值实现与创造的手段和方法。根据经营链的定义，不难看到，经营链的经营活动是不同企业构成的“市场经营”、“技术经营”、“生产经营”和“销售经营”等全部业务流程将市场需求转换成产品并到达最终用户的过程，它是一个包括市场开发商、技术和产品开发商、生产制造商、分销商、直到最终用户的更大范围、更为系统的概念。     

文化产业全球价值网络的运作特征及功能研究

文化产业全球价值网络的构建,是文化产业与传统产业融合,整合技术资本与文化资本、自然资源与文化资源、文化传播与产品（服务）全球营销,实现产品（服务）价值增值,促进国家或区域可持续发展、提升国际影响力,并引领经济向＂创意经济＂跃迁的历程。文化产业全球价值网络具有国家营销、产品（服务）营销和＂原产国效应＂创造的功能。     

How New Product Introductions Affect Sales Management Strategy: The Impact of Type of "Newness" of the New Product

How do firms adjust sales management strategy for new product launch? Does sales management strategy change more radically for different types of new products such as new‐to‐the‐world products versus product revisions? Because firms introducing a new product rely considerably on their sales force in the product launch effort, the types and degree of changes made in managing the selling effort are important issues. Past studies have demonstrated that firms make substantial adjustments in their sales management strategy when they introduce a new product. This study expands on previous investigations by examining whether sales management strategy changes are conditioned by the type of newness of the new product to the market and to the firm. Australian sales managers were asked to respond to a mail questionnaire concerning pre‐ and post‐new product launch sales management activities. Three groups of firms were compared: (1) those with new‐to‐the‐market and new‐to‐the‐firm products (i.e., new‐to‐the‐world products); (2) those with products new to the firm but not new to the market; and (3) those with products that are revisions to the firm and not new to the market. The study finds that firms do not make the most adjustments for products with the greatest degree of market newness—the new‐to‐the‐world types of products—except in the sales management strategy categories of compensation and supervision. In the other sales management strategy categories defined for study—organization, training, quotas and goals, and sales support as well as for all categories in the aggregate—sales management strategy changes were greatest in incidence, as measured both by the percent of firms making changes and the average number of changes per firm, when the new product was new to the firm but not new to the market. These results suggest that, because different types of new products face different competitive environments, there may be greater incentive for a not‐new‐to‐the‐market new‐to‐the‐firm product to make changes in sales strategy. Uncertainties about market size and customer location with new‐to‐the‐world products may limit the understanding of what changes to make in the strategy categories of quotas and territories. Similarly, uncertainties about product use and customer acceptance of new‐to‐the‐world products may limit the development of training and sales support materials by these firms. Instead, these firms may rely more on compensation and supervision to direct sales efforts for new‐to‐the‐world products. However, observing the market experience and performance of the first‐to‐market product can benefit firms launching a not‐new‐to‐market and new‐to‐the‐firm product, allowing them to rely more on strategy changes in training, sales support materials, organizational adjustments such as redeployments, and quotas.     

Estimating Market Growth for New Products: An Analogical Diffusion Model Approach

There has been a lot of interest in diffusion models as a basis for prelaunch estimates of the sales of new products, and indeed there have been several models developed that have achieved fairly good acceptance by new product managers. One of the limitations of such models, however, has been the requirement that a sales history for the new product, even a short one from a test market, for example, be available to derive the parameters of the model. For some types of products—consumer durables, services, industrial products, for example—a sales history isn't available. In this article, Professor Robert Thomas suggests some steps toward the development of models that incorporate the attractive features of diffusion models. His approach is to use, in a systematic way, the sales histories of products that can be considered to have analogous features from a buyer's point of view. He illustrates the approach by forecasting the sales of a new service.     

When to outsource the sales force for new products

Executives and researchers continue to seek factors that lead to new product success. While prior research has suggested that outsourcing the selling function can help make the innovation process leaner and limit future liability, outsourcing can also pose risks in terms of safeguarding both customer relationships and confidential innovation capabilities. Moreover, examining the effects of outsourcing has been identified as a key research priority in recent marketing literature. Thus, using privileged access to managers in the biochemical industry, we employed a multi-group analysis of 229 new products to investigate the effect of outsourcing the sales force on new product success. Our empirical results demonstrate that outsourcing the sales force moderates the relationship between new product superiority and customer meaningfulness such that the relationship is stronger when outsourcing is employed; however, outsourcing the sales force moderates the relationship between new product good value and customer meaningfulness such that it is weaker when outsourcing is employed. These findings suggest that outsourcing may serve as a signal of added risk for customers. Thus, the decision to outsource the sales force should be made based upon customer needs and the characteristics of the new product.     

New Product Development For Service Companies

It is well known that services differ from manufactured goods in a number of significant ways. Services are largely intangible, produced and consumed simultaneously, heterogeneous and perishable. These differences can lead to changes in service management. Christopher J. Easingwood has investigated how new products development practices in service organizations may reflect these differences. He has profiled practices found in a sample of service companies in the United Kingdom on topics ranging from idea generation to post-launch assessment, together with the strategic role and organizational location of new products. A number of special characteristics of the new product activity in services companies are identified. For instance, the number of new product introductions may be restricted due to customer and staff confusion when faced with a proliferation of service products. Test markets are used primarily to ensure the proper functioning of the service rather than to provide a base for a national sales projection. These and other characteristics appear to be appropriate adaptations to the special features of services. They are part of a pattern that shows some of the ways that service companies have adapted the new product development process to meet unique problems in the service environment.     

New product adoption and sales performance from the importer perspective

From an international business setting, this paper investigates how importers determine new product adoptions and how exporters diffuse new products to offshore markets through importers. Using the technology–environment–organization framework, we examine the effect of innovative characteristics of selected new products, importer-specific organizational capability, and exporter-specific environmental factors, on the adoption of new products by importers. Our sample included 585 new products from 152 local import firms nested in 34 foreign export firms. The results indicate that product meaningfulness, product superiority, and customer familiarity facilitate importer success in new product adoption. Importer host-market experience enhances new product adoption and moderates the relationship between adoption and sales performance. Exporter influence of market reputation in the host market and product-innovation capability is beneficial in promoting new products for enhanced sales performance. Instead of a single focus on new product adoption, we used a cross-level model to test the factors that foster new product adoption by importers.     

The Augmented Service Offering: A Conceptualization and Study of Its Impact on New Service Success

Unlike companies that produce tangible goods, service firms typically cannot rely on product advantage as a means for ensuring the success of a new service. Developing a competitive response to a tangible product may require significant investments of time and effort. In many cases, however, competitors can easily duplicate the core elements of a firm's new service. This fundamental difference between new products and new services means that managers who hope to find the keys to new-service success must look to factors other than sustainable product advantage. Chris Storey and Christopher Easingwood suggest that managers must understand the totality of the service offering from the customer's perspective. They explain that the purchase of a service is influenced not only by the service itself, but also by such factors as the service firm's reputation and the quality of the customer's interaction with the firm's systems and staff—in other words, by the augmented service offering (ASO). Using the results of a study they conducted in the consumer financial services industry in the U.K., they identify the components of the ASO, and they examine the relative contributions of these components to the success of new services. In their model, the ASO comprises three elements: the service product, service augmentation, and marketing support. The core of the ASO—the service product—includes such dimensions as product quality, product distinctiveness, and perceived risk. The study's results suggest that improvements in the service product open up new opportunities for the firm, but have only modest effects on sales and profitability. Rounding out the ASO model are service augmentation and marketing support. Service augmentation encompasses such dimensions as distribution strength, staff-customer interactions, and reputation. The customer recognizes and responds to these elements of the ASO, but they are not part of the product core. Marketing support involves those marketing and management actions that affect the quality of the product and its augmentation, even though customers typically are not aware of them. These elements include knowledge of the marketplace, training of contact staff, and internal marketing. Enhanced service augmentation has significant effects on profitability and sales for the firms in this study, but it does not offer enhanced opportunities. The marketing support elements contribute significantly to all aspects of performance for the firms in this study.     

Steering the Sales Force for New Product Selling: Why Is it Different,and How Can Firms Motivate Different Sales Reps?

This study investigates how to direct and assemble the sales force for new product selling. In a first step, the authors draw on self‐determination theory to explore and empirically test a threefold conceptualization of motivation. Results provide insights into why sales force steering works differently in the new product selling context. Specifically, results show that for new products’ financial performance, internalized new product selling motivation is more important than intrinsic and controlled motivation. In a second step, the authors show how firms can motivate different sales reps to achieve higher financial performance of new products. In doing so, they examine the interaction effects of sales reps’ predispositions and widespread firm‐steering instruments on new products’ financial performance. Results reveal that the new product sales orientation of the bonus strengthens the positive relationship between sales reps’ performance predisposition and new product financial performance but weakens the relationship between sales reps’ learning predisposition and financial new product performance. Moreover, results reveal that the new product sales orientation of the periodic review strengthens the positive relationship between sales reps’ learning predisposition and financial new product performance. A post hoc analysis shows that a differentiated steering approach that matches appropriate steering instruments with sales reps’ varying predispositions substantially enhances reps’ financial new product performance.     

Marketing activities and performance: A comparison of the Internet-based and traditional small firms in Taiwan

Emerging technologies, notably, have redefined business by erasing the traditional boundaries of time and geography and by creating new virtual communities of customers, distributors and suppliers, with new demands for products and services. Are there any differences between the marketing practices of the Internet-based and traditional small firms? This paper analyses published, undisguised stories of 112 traditional and 26 Internet-based small firms in Taiwan. The research results suggest that the owner-managers of both traditional and Internet-based small firms concentrate on sales, product planning and customer relationships. However, the owner-managers of traditional small firms in Taiwan place emphasis on quality control, whereas their Internet-based counterparts concentrate more on product schedules, sales forecasts, sales control and marketing research. These results indicate that cyber entrepreneurs have higher levels of marketing education and backgrounds, conduct marketing planning periodically and frequently and perform professional marketing activities. The research findings tend to suggest that though traditional marketing tenets are still suitable in the cyber environment of Taiwan, the Internet-based small firms have to utilise innovative marketing techniques to suit and compete in the ever-changing Internet business environment.     

Remarks on Engineering Economy Studies from the Viewpoint of Statistical Decision Theory

Lack of credit during periods of financial stress can reduce sales in an entire supply chain. To reduce the reliance on external credit, we introduce a new financing framework in which key supply chain stakeholders accept delayed payment for a pre-agreed portion of their product or service. By doing so throughout the supply chain, each stakeholder must self-finance only their in-house activities—but not the cost of purchased components and services because those are in turn financed by their suppliers. Intended to account for only a small fraction of sales, this framework is limited to supplying customers who do not qualify for external financing. The payments from these customers are distributed among the value chain stakeholders according to an agreed-upon policy. These additional sales would otherwise be lost for lack of consumer credit. This approach increases sales and profitability for the entire supply chain and is especially advantageous during credit crunches. In addition to describing this new financing framework, this article places it in the context of other financing arrangements, provides an example with cash flow and net present value calculations, and identifies implementation challenges and characteristics of supply chains that are good candidates.