Scrapping subsidies during the financial crisis — Evidence from Europe

We study the effects of car scrapping subsidies in Europe during the financial crisis. We make use of a rich data set of all car models sold in eight European countries, observed at a monthly level during 1998–2011. We employ a difference-in-differences approach, exploiting the fact that different countries adopted their programs at different points in time. We find that the scrapping schemes played a strong role in stabilizing total car sales in 2009: they prevented a total car sales reduction of 30.5% in countries with schemes targeted to low emission vehicles, and a 29.0% sales reduction in countries with non-targeted schemes. We find evidence of crowding out due to substitution from non-eligible to eligible cars in France and Spain. Because eligible cars tend to be more fuel efficient, targeted scrapping schemes had significant environmental benefits in the form of improved fuel consumption: without the schemes, the average fuel consumption of new purchased cars would have been 3.6% higher. Those benefits did not materialize under non-targeted schemes, in which the fuel consumption would have been only 0.7% higher absent the scheme. Finally, we find some evidence that domestically produced cars benefited at the expense of foreign competitors especially in countries where the schemes were not targeted.     

全景天窗汽车车身刚度分析及优化设计

为了提高全景天窗汽车的车身刚度,满足汽车车身设计要求,利用HyperWorks软件建立了全景天窗车型(A型车)白车身有限元模型,分析其车身扭转刚度和扭转工况下的开口变形量,并与无天窗原型车进行对比研究。对A型车和原型车车身扭转刚度及开口变形量进行试验测量,并将仿真结果进行对比分析;对全景天窗的A型车车身刚度进行结构优化,如增大顶盖前后横梁截面积、改进水箱上横梁断面及截面形式、减少前后横梁孔洞及增加连接点等。结果显示,增加汽车天窗会使汽车的扭转刚度下降52%,同时车身在扭转工况下的开口变形量也会大幅增加,而对A型车进行结构优化后满足了设计要求。研究结果为全景天窗车身的刚度设计提供了一定的理论支持和设计参考。     

基于系统动力学的汽车产业技术创新能力影响因素研究

本文在分析汽车产业技术创新能力影响因素的基础上，构建汽车产业技术创新能力影响因素的系统动力学模型并进行模拟仿真，对影响汽车产业技术创新能力的各因素及其关系进行系统分析。仿真结果表明：增加要素的投入，尤其是增加企业家因素、产学研合作强度及外商投资力度对自主品牌汽车销量具有显著的正向影响；增加企业R&D和人力资源的投入不能给新产品销量带来显著影响；政府的支持有时会增加企业的创新成本。研究结果可为汽车产业进行技术创新提供决策依据。     

Do supplier perceptions of buyer fairness lead to supplier sales growth?

Despite the growing number of studies focusing on fairness perceptions in buyer–supplier relationships, the pertinent literature mostly focuses on understanding the buyers' perceptions of fairness. In this study, we argue that sellers' perceptions of the fairness of the buyer are equally important but often overlooked. Moreover, existing research fails to provide empirical evidence for examining the long-term effects of fairness on sales growth. We address these gaps by reporting the results of a longitudinal study based on both primary data collected from automotive suppliers in 2009, and objective sales data for these suppliers from an automotive manufacturer over a three-year period after 2009. We employ a latent growth curve model, which reveals that only interactional and distributive fairness have a positive and significant effect on both trust and commitment. Our analysis further reveals that the positive effect of trust and commitment on sales growth is smaller as the supplier's level of dependency on the car manufacturer increases. When the buyer's perception of dependence is considered, these effects are reversed. Several managerial implications of these findings are provided.     

Incumbency advantages,distribution networks and exclusivity — Evidence from the European car markets

This paper investigates the role of distribution networks in explaining incumbency advantages in the European car market. We compare three approaches to incorporate the size of distribution networks in discrete choice models of product differentiation: as an extra product characteristic, as a new dimension of product differentiation in a nested logit framework, or as a measure of the expected travel cost under a spatial Poisson distribution of locations. We obtain robust conclusions across all three approaches: distribution networks play an important role in explaining car producers' market shares, but they only appear to explain part of the bias towards domestic brands in the car market. We also report on an ongoing research project where we analyze the role of distribution networks at a much more detailed local market level, and investigate the specific role of exclusive dealing as a possible entry barrier.     

Financial Incentives and Salesperson Time Orientation in New Product Launch: A Longitudinal Study

The success of a new product launch critically depends on an engaged and dedicated sales force. Salespeople who are involved in a new product launch must overcome significant uncertainty associated with the new product's performance, which can affect success expectations and, in turn, sales effort for the new product. Moreover, success expectations may drop in the first few months of the launch period, due to initial negative market feedback or general decline in sales force enthusiasm. Diminished expectations may start a vicious circle effect where lower success expectations for the new product lead to lower sales effort that, in turn, leads to lower performance, which further lowers expectations, and so on. Based on insights from attribution‐expectancy theory, this study investigates two distinct mechanisms to counteract the potential downward spiral in success expectations and sales effort devoted to a new product. Specifically, this research examines the role of financial incentives and salespersons' long‐term orientation in creating and maintaining high new product success expectations and sales effort during a new product launch. To investigate how the effect of these factors changes over time, success expectations and sales effort are examined across two critical points in time: the start of a new product launch and at completion of the first sales cycle. To test the model empirically, the North American sales force (n = 129) of a business unit of a global firm is surveyed longitudinally during the launch of a new line of industrial products. The data are analyzed using a partial least squares model. The results show that initial success expectations have a significant effect on sales effort later in the launch, and that this relationship is mediated by success expectations later in the launch. Success expectations and sales effort early in the launch are also shown to impact the perceived attractiveness of the financial incentives offered, but this does not translate into higher success expectations or sales effort at the end of the launch. In contrast, the long‐term orientation of salespersons is key to maintaining higher success expectations and sales effort at the end of the launch.     

The Significance of the New Venture's First Sale: The Impact of Founders' Capabilities and Proactive Sales Orientation

Initial sale success in the market with a new product is a critical milestone for a new venture. Failure at the introduction stage of a new product could have lethal consequences for the venture. In the present study, the authors investigate the role of a new venture company's first successful sale in the venture's future commercial success. The authors develop and test a model of the impact of the founders' entrepreneurial and commercial capabilities and proactive sales orientation on the significance of the first sale and sales growth of a new venture. Using survey data and partial least squares estimation, the results reveal that the founders' commercial capabilities have a positive effect on proactive sales orientation, while their entrepreneurial capabilities positively moderate the effect of commercial capabilities. Further, the results reveal that a proactive sales orientation positively affects the significance of the first sale and that value‐based selling approach positively moderates the effect of proactive sales orientation. Finally, the results reveal that the significance of the first sale is positively related to sales growth. Thus, the authors conclude that combining the founders' commercial and entrepreneurial capabilities strengthens proactive sales orientation and that, in turn, a proactive sales orientation particularly increases the significance of the first sale when new venture companies practice value‐based selling. Research has convincingly demonstrated proactive selling behavior to be one of the most powerful predictors of sales performance. Value‐based selling is a sales approach to identify, quantify, communicate, and verify value of a new product to the customer. Our findings suggest that founders who possess both strong commercial and entrepreneurial capabilities engage considerably more in proactive sales practice as compared with founders that only possess strong commercial capabilities. Hence, rather than hiring specific sales expertise, founders should develop their proactive, value‐selling capabilities.     

Emerging production systems in the transnationalisation of German car manufacturers: adaptation,application or innovation?

Based on case studies, this article seeks to determine whether or not German car manufacturers are exporting a 'German production model' to overseas plants and to what extent the overseas operations have a reciprocal effect on production methods in the originating country. It is argued that the most adequate analytical concept is one that emphasises interest-driven organisational learning processes.     

Hedonic Amenity Valuation and Housing Renovations

Hedonic and repeat sales estimators are commonly used to value such important urban amenities as schools, environmental quality and access to transit. Given that property data often omits information on quality differences between same‐aged homes as well as changes in structural attributes over time, researchers must assume that property renovations are uncorrelated with neighborhood amenities. We formally test if this assumption is valid by incorporating detailed data on renovations in Charlotte, North Carolina. We begin by testing how the inclusion of minor and major home improvements influences hedonic and repeat sales indices. Results find limited bias in hedonic indices and that renovated properties are no more likely to be sold than nonrenovated properties. Using the introduction of Charlotte's light rail‐transit system in 2000, we estimate a positive bias of between 1.6% and 19.9% on the capitalized benefits of access to light rail due to omitted information on renovations. Our results show that a number of common data cleaning techniques used to address missing information on structural improvements may worsen this bias.     

基于单片机的遥控自动送药小车及门禁系统

介绍了基于单片机的自动送药小车控制系统的软硬件设计。本设计的最大特点是小车能够自动充电,保证了工作的连续性。并设计了与小车协调的门禁系统,在小车进出防爆室时,可以及时准确地控制门的开关,保证了防爆室的密封性,提高了工作的安全性。该成果经实际使用取得了良好的应用效果。     

The Effect of Sales Force Adoption on New Product Selling Performance

Although several studies have suggested that the sales force is a major contributing factor to new product success, few studies have focused on new product adoption by the sales force, particularly with respect to its relationship with selling performance. The present article presents empirical evidence on the impact of sales force adoption on selling performance. We defined sales force adoption as the combination of the degree to which salespeople accept and internalize the goals of the new product (i.e., commitment) and the extent to which they work hard to achieve those goals (i.e., effort). It was hypothesized that the impact of sales force adoption on selling performance will be contingent on supervisory factors (sales controls, internal marketing of the new product, training, trust, and supervisor's field attention), and market volatility. Therefore, this article also provides evidence of the conditions under which sales force adoption of a new product is more or less effective in engendering successful selling performance. The hypothesized relationships were tested with data provided by 97 high technology firms from The Netherlands. The results show that sales force adoption is positively related to selling performance. This finding suggests that salespeople who simultaneously exhibit commitment and effort will achieve higher levels of new product selling performance. Outcome based control, internal marketing and market volatility are also positively related to new product selling performance. The effect of sales force adoption on selling performance is stronger where outcome based control is used and where the firm provides information on the background of the new product to salespeople through internal marketing. Training and field attention weaken the adoption‐performance linkage. These findings may indicate that salespeople in The Netherlands interpret training as “micromanaging” and field attention as “looking over their shoulder.” We conclude with implications of our study for research and managerial practice.     

The dynamics of business orientation: the case of the Volvo Car Corporation

The traditional marketing literature generally sees the adoption of business orientation either from a static, cross-sectional viewpoint or as a one-way evolutionary or catastrophic process from production to sales to marketing. An examination of the changes in business orientation in the Volvo Car Corporation suggests that the pattern has been rather more cyclical than linear: market-production-market. The rationales of this pattern are analyzed in the context of both the nature of the particular market context and the evidence available. Both the managerial and academic implications are discussed.     

Exploring the key services and players in the smart car market

The traditional role of cars as a means of transport is now expected to undergo major changes as a result of the emerging smart car industry, whereby connection to the Internet can not only improve traffic safety by enabling self-driving but also entertain passengers. Under these circumstances, it is important to explore the killer services that are expected to be in high demand by consumers and keystone players in the emerging market. This study identifies the promising services from a consumer's perspective using analytic hierarchy process analysis and examines experts' views on which industries and firms, as keystone players, are expected to provide the competitive killer services in the market. The results show that the service that consumers find the most important is driving assistance, followed by infotainment and Internet of Things hubs. Meanwhile, the experts rank the importance of industrial player as in the order of Information Technology device manufacturers, followed by platform providers, automobile manufacturers, and network providers, while at the company level, the rank is in the order of Samsung Electronics, Hyundai Motor, Naver, and SK Telecom, respectively. These findings show that consumers regard smart cars as futuristic vehicles, yet continue to emphasize their conventional value as a means of transport, while the experts expect that among the various industry players, IT companies are most likely to enable the concept of the smart car to become a reality.     

The Role of Sales in NPD: An Investigation of the U.S. Health‐Care Industry

The new product development (NPD) literature emphasizes that the success of new products strongly depends on a firm's capability to understand customer needs and translate them into new products. Because of their close relationships with customers, salespeople are in the ideal position to connect the firm's NPD efforts to its customers. The extant literature on the role of sales in NPD focuses on either sales’ contribution to generating new product ideas or the adoption of new products by salespeople, while a systematic study of sales’ contribution during all NPD stages is lacking. In addition, the role of sales is typically studied in isolation, while in practice, the role of sales depends on the relationship between sales and marketing. This article addresses these gaps in the literature by reporting on an empirical investigation of the role of sales during the entire NPD process in the U.S. health‐care industry, taking into account the complexities of the sales‐marketing dynamic. The article is based on interviews with 21 sales and 15 marketing informants from the U.S. health‐care industry, both pharmaceutical firms (selling drugs to physicians) and device manufacturing firms. Our findings highlight how salespeople are distant from NPD process during the discovery stage. Salespeople are focused on selling to customers, and marketing keeps sales distant from the NPD process. During the development stage, sales is still only indirectly involved in NPD through its relationship with marketing. During commercialization, however, marketing takes the driver's seat and strongly involves sales in the various (pre)launch activities. But while salespeople are mostly indirectly involved in NPD, sales managers have a closer relationship with sales and are more directly involved. The findings also show how the involvement of sales is influenced by characteristics of the health‐care industry. Thus, this article contributes to our understanding of the role of sales in NPD by integrating theoretical perspectives from the sales‐marketing interface literature into the NPD literature.     

Exclusive dealing and the pullman sleeping car corporation

The current paper discusses exclusive dealing in the context of the litigation which involved the sleeping car industry in the 1940's. Both efficiency and exclusionary considerations are analyzed. A novel aspect of the paper is its consideration of staggered contract expiration dates as a means of deterring entry.     

EU Commission versus Volkswagen: New Evidence on Price Differentiation in the European Car Market

This paper is motivated by the large fine the EuropeanCommission imposed on Volkswagen in January 1998 forobstructing sales to foreigners. The first partdiscusses the competitive framework in which the carsector operates, especially the exclusive dealershipsystem. This is followed by a detailed examination ofthe degree of price-differentiation across nationalmarkets by 24 major manufacturers. The evidencereveals VW and Audi not to be special cases. Thisfinding implies that the Commission should reconsiderits own block exemption if it wants to establisha more competitive car market along the principles ofthe Common Market.     

“I think I can…I think I can”: The impact of perceived selling efficacy and deal disclosure on salesperson escalation of commitment

Salespeople have considerable autonomy in the choices they make with respect to both the types and amounts of resources they deploy in pursuing potential customer accounts and specific sales opportunities. Building from a prospect theory framework and also leveraging self-justification theory, this research reports the results of three experimental studies conducted on practicing salespeople. The experiments help shed light on several factors that might influence a critical form of salesperson resource allocation decision — the allocation of the salesperson's own ‘selling time’ which is devoted to a specific sales opportunity. Study 1 establishes that an escalation of commitment effect exists when salespeople pursue a new customer opportunity, and that “competitive intensity” is a key variable that attenuates the escalation of commitment effect. Study 2 demonstrates that a salesperson's “selling efficacy” – or their confidence in their abilities and decision-making in sales – has important, but mixed, effects on the salesperson's allocation of scarce resources. Finally, study 3 broadens this research by showing that environmental factors such as the extent to which the salesperson has ‘disclosed’ their pursuit of a new sales opportunity within their own organization can also influence the escalation of commitment effect on how they allocate resources in pursuit of that business. The article's broader contribution is that it offers an overdue and preliminary glimpse into the levers which shape and influence how, when, and why salespeople apply resources in the pursuit of new customers.     

Signaling Quality: An Examination of the Effects of Marketing‐ and Nonmarketing‐Controlled Signals on Perceptions of Automotive Brand Quality

When introducing new products to market, firms often leverage marketing signals in an effort to increase perceptions of product quality. While prior research mostly focuses on marketing‐controlled signals that firms can directly influence to affect consumer perceptions of product quality, the proliferation of nonmarketing‐controlled signals in the form of third‐party product reviews introduces a new layer of complexity to a consumer's inference process. Given the fact that propagation of marketing signals and third‐party reviews has made the marketplace more interactive, it is no longer diagnostic to analyze the impact of various quality signals on consumer perceptions, separately. The purpose of this study is twofold. There has been extant research on the individual effects of marketing‐controlled signals on quality perception, but research providing a simultaneous examination of multiple signals is scarce. The first purpose is to examine interaction effects between various marketing signals on consumer perceptions of quality. Firms may be able to control the communication strategy of internal signals (e.g., price, advertising), but third‐party signals are external to the firm, and hence are often perceived as being more credible and less biased than marketing signals. Despite the popularity of third‐party product reviews, there is scarce empirical research about how they impact perceptions in the presence of marketing‐controlled quality signals. Thus, the second purpose is to examine the interaction effects between marketing signals and independent third‐party reviews on perceived product quality. This study advances existing models of market signaling to account for the potential interactions between various types of quality signals. Hypotheses are tested using a longitudinal data set comprising all car brands that have existed in the U.S. automotive industry between 1990 and 2007. The automotive industry provides an ideal context for the analyses as quality is an indispensable yet not easily discernible attribute of cars. Furthermore, consumer perceptions of the quality of new vehicle introductions can have a profound effect on product performance. Data are compiled from various secondary sources, including Harris Interactive's Equitrend, Consumer Reports, and TNS Media Intelligence, among others. Econometric techniques are used to estimate the empirical model. Findings show that effects of quality signals are codependent such that third‐party quality ratings reduce the effectiveness of pricing and advertising, whereas they enhance the credibility of warranty signal. Furthermore, warranty positively interacts with price and advertising. It is also demonstrated that car sales in the previous period and the country of origin of the car brand significantly impact perceived quality. Overall, the research findings can help car manufacturers better understand how their initial product configurations and marketing strategies impact the perception of new vehicle introductions.     

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.     

Joint marketing and sales appointment: Uncertainty from intertwining of marketing and sales in one position

The integration of diverging thought worlds of marketing and sales can have many synergistic benefits for industrial firms. However, intertwining marketing and sales in one position introduces coordination costs—costs that have, for the most part, been ignored by the existing B2B literature. The authors argue that appointment announcements of new executives to joint marketing and sales positions (M&S) puts these costs in stark relief, especially relative to new marketing-only (M) or sales-only (S) appointments' announcements. Leveraging event-study methodology and latent instruments, this research examines secondary data on over 800 executive appointment announcements, 436 of which are related to marketing and sales. The authors find that new appointments to joint M&S positions introduce hard to simultaneously balance change across diverging thought worlds that results in uncertainty and hurt firm value. Drawing on structural-contingency framework, this study finds that less formalization of tasks, represented by insider status of an appointee, can mitigate this disruption, by stabilizing structures during change. Furthermore, specialization in B2B marketing technology weakens the negative effect of announcements of joint M&S appointments, because such positions lean heavily towards sales and thus require less coordination between the two functions. However, specialization with respect to industry environment, represented by market concentration, exacerbates the disruptive effect of appointing new executives to joint M&S positions.