基于不同市场圈定策略下的垂直整合与创新激励研究

垂直整合策略已成为企业整合渠道资源和优化产业结构的重要竞争性战略决策。本文以纵向质量差异化模型为研究框架， 考察连续双寡头纵向市场结构中质量差异化厂商在实施不同市场圈定策略前后的变化。研究结果表明， 在低质量厂商进行垂直整合的情况下， 任何一方的质量提升均会降低其竞争对手的创新激励； 高、低质量厂商的垂直整合策略能够消除双重加价效应， 降低最终产品价格， 并将这种成本节约传递给消费者。对于下游两家高、低质量厂商而言， 垂直整合策略下的市场销量和利润收益均有所提高， 其中完全纵向市场圈定下的市场销量明显高于部分纵向市场圈定策略下的市场销量； 部分纵向市场圈定策略下的厂商利润高于完全纵向市场圈定策略下的厂商利润。     

关于企业价值最大化理念的思考

市场经济体制的逐步完善和资本市场的发育,不断推动着企业管理的进步和发展,对企业管理的目标取向也在发生着转变和争论。如由上世纪90年代前主要追求产量、产值,到90年代初演变为主要追求质量、收入,再到90年代中以后更加着重利润、收益,而进入21世纪,在企业界和理论界出现了利润最大化、每股盈余最大化、股东财富最大化、企业价值最大化等不同的认识和实践。笔者认为,企业价值最大化应作为企业的根本目标取向,即企业的核心价值观。一、企业价值与企业价值最大化1.什么是企业价值。MM定理(Midigliany-Miller)对企业价值作了如下阐述:(1)…     

基于云制造服务平台的供应商质量激励策略研究

本文总结了云制造服务平台 （简称云平台） 的特征， 采用Hotelling模型建立价格竞争和需求函数模型， 研究了在线下供应市场价格和质量水平确定的情况下， 剩余资源供应商为追求自身利润最大化所采取的价格和质量水平策略， 以及在面对具有质量偏好的需求方时， 云平台如何通过制定合理的质量罚金比率和交易佣金比例， 激励供应商提高质量水平， 同时最大化自身的收益。 研究发现： 当给定线下供应市场质量和价格水平时， 云平台制定的质量罚金比率与剩余资源供应商的质量成本系数成正比。 当其他条件一定时， 剩余资源供应商成本越高， 云平台制定的佣金比例越低。     

如何评估企业员工个人的人力资源开发(培训)效益

人力资源会计界一直在研究人力资源开发(培训)上投入多少才能达到产出收益最大化?怎样进行量化的计算?基本思路是首先计算员工个人人力资本投入;其次计算对个人培训投入的效益,具体方法是总收益=(常规工作超标收益P1+科研项目成果收益P2+软件开发收益P3+专利贸易收益P4)×团队收益个人贡献系数a。通过具体的实例对比展示了上述思路和模型。     

刚性经营模式下的企业产品结构优化研究

刚性经营模式下,企业的精力往往聚焦于企业生产,企业追求的是以相对有限的资源投入获得最大的企业效益,因此如何将有限的资源分配到现有产品体系中,通过优化产品结构获得最大收益便成为我国众多中小企业面临的日常课题。文章采用线性代数与AHP相结合的方法,结合刚性经营模式下的企业资源投入的特点,建立收入最大化函数模型,然后运用AHP理论及其在模糊决策中的优势,对模型作进一步补充和求解,最终确立得到企业产品服务结构最优的函数模型。文章的落脚点正是基于此,希望能为企业资源的优化配置提供更加科学的决策。     

质量规制有效性和消费者信任的市场均衡效应

产品质量规制有效性和消费者信任对市场均衡具有重要影响,引入预期产品质量水平和能够检测出假冒高质量产品概率两个变量,分别表示消费者对产品质量信任状况和产品质量规制有效性,研究产品质量规制有效性和消费者对产品质量信任对产品均衡价格和数量的影响.结果表明无论是国内市场还是出口市场,消费者对产品质量信任状况对高质量产品市场均衡价格和均衡数量都有正向影响;而质量规制有效性对高质量产品市场均衡价格有正向影响,对均衡数量有负向影响.     

并购整合的策略能力

统一以及壳牌的并购是一个罕见的异文化的两个企业（民营VS外资）整合成功的案例。进行并购的时候,双方企业所追求的是资源互补,进而能够产生综效。在这个案例当中,统一有的是深入了解中国消费者和本土市场,产品细分策略,以及经销商网络。而壳牌有的是统一所没有的管理经验以及制     

新管理浅议信息时代的企业管理创新

企业管理指的是企业的领导者和经营者，根据一定的理论，原则、法令、法规，运用一定的方法和方式，对企业所能支配的人、财、物、信息、能量等有形资产和无形资产，进行合理的配置，把产品和市场有效地结合起来，并使之正常运营，以求达到企业所要实现的盈利最大化（或市场份额最大化、财富最大化、股东利益最大化）的战略目标和策略目标。20世纪90年代末期，信息技术将整个世界经济的发展带入前所未有的高速增长期。在这个以信息技术为代表的时代，企业不能再墨守成规．被动的接受变化，而是要积极主动地去适应变化。企业作为一个有着生命活力的主体，在各方面都发生了转变，这其中也包括了企业管理的创新．     

制度创新是“靖远管理模式”成功的基础

追求利润的最大化，是置身于市场环境中企业经营遵循的基本法则，也是经营者为之奋斗的目标。但是，对于有形产品生产企业，通过扩大生产规模，占据市场较大份额等外部竞争因素，是实现利润最大化的重要途径；而对于发电厂这种生产规模相对固化、市场空间相对狭小和局限（短期内很难完全市场化）的企业，则主要通过加强管理节约资源，降低成本来扩大赢利的空间。     

煤炭企业成本控制问题的探讨

一、以企业价值最大化为核心 ,突出成本控制目标的战略性在市场经济条件下 ,煤炭企业目标已由过渡时期的短期利润最大化转变为企业价值最大化 ,蕴含于这一目标之中的成本 ,既包括战术成本 ,更包括战略成本。企业价值最大化目标要求煤炭企业必须树立成本控制的战略与效益观 ,正确处理成本控制与企业长期发展之间的关系 ,尤其是成本控制与企业生产布局的安排、产业转换与替代、安全生产等影响企业长期发展的战略性因素之间的关系 ,寻求战略成本与战术成本、收益的最佳组合。具体言之 :1 煤炭开采所使用的生产设施 ,只能服务于一定范围内的资源…     

Quality differentiation and firms’ choices between online and physical markets

We study firms’ choices between online and physical markets with respect to product quality and competition, and examine consequences of transparency policies on price competition and market structure. We investigate two contrasting forces. First, since consumers cannot fully inspect an online product’s quality prior to purchase, conventional wisdom and some of the literature suggest that this attracts low-quality products to the online market (a pooling effect). On the other hand, the literature on vertical product differentiation indicates that a firm with a lower-quality product may prefer to reveal its product quality in the physical market because quality differentiation helps alleviate price competition (a differentiation effect). We show that an entrant firm with product quality lower than that of the offline incumbent may choose the physical market, whereas the entrant with a quality higher than the incumbent’s may sell online. More generally the two contrasting forces can give rise to a wide range of product quality—from low-end to high-end—in both markets.     

The Differentiation Triangle

The paper formalizes the observation that submarkets for high-quality and low-quality variants are markedly different from each other. We study a simple model where variants of low quality cannot be horizontally differentiated, whereas customers disagree about the value of variants in the high-quality range. We determine the outcome under price competition in the differentiation triangle with sequential entry when each firm can develop the vertical product line or decide to follow a niche strategy, i.e. to develop only one variant.     

Strategic Vertical Differentiation and Durable Goods Monopoly

This paper considers a novel and strategic use of quality as a means for solving the durable-goods time inconsistency problem. It demonstrates how durable-goods producers can exploit the cannibalization of high-quality markets by low-quality goods. Relative to the static product line solution, this strategic dimension of quality choice implies higher quality levels of low-end goods and the production of some low-end products that would not otherwise be produced. In some cases, low-end goods may rationally be sold below cost. The paper, therefore, offers a purely Coasian explanation for vertical product differentiation.     

Seller curation in platforms

This article explores why market platforms do not expel low-quality sellers when screening costs are minimal. I model a platform market with consumer search. The presence of low-quality sellers reduces search intensity, softening competition between sellers and increasing the equilibrium market price. The platform admits some low-quality sellers if competition between sellers is intense. Recommending a high-quality seller and this form of search obfuscation are complementary strategies. The low-quality sellers enable the recommended seller to attract many consumers at a high price and the effect of the recommendation is strengthened as low-quality sellers become more adept at imitating high-quality sellers.     

Implementing COOL: Comparative welfare effects of different labeling schemes

Country-of-origin labeling (COOL) is being implemented in different forms and degrees in the United States and other countries across the world. The first implementation of mandatory country of origin labeling (MCOOL) in the United States was for seafood in 2005. This is an example of partial MCOOL because it exempts the foodservice sector and excludes processed seafood from labeling. Using a conceptual framework, we analyze the welfare impacts of partial MCOOL when compared to no, voluntary, and total mandatory COOL, taking into account imperfect competition in the downstream markets, information asymmetry, and diversion of low-quality product to the unlabeled market. The model is general enough to apply to any incomplete regulation for which the perceived low-quality product is required to be labeled, such as the labeling of genetically modified food in the European Union. Our results show that when consumers have a strong enough preference for domestic relative to imported product, regulators can overestimate the gain in consumer welfare from partial mandatory labeling if they ignore the diversion of lower quality imports to the unlabeled sector. We show that if the preference for domestic product is large enough, total MCOOL benefits the home market the most overall, including domestic consumers and producers, but not the imperfectly competitive downstream agents. However, if total MCOOL is too costly to implement, partial MCOOL is the second-best solution, but only if consumers falsely believe the unlabeled product to be of higher quality than it truly is. Our results suggest more research is needed to determine the extent to which consumers value the information provided by MCOOL and to enable regulators to consider the welfare impact of diversion in evaluating incomplete mandatory labeling regulations.     

First Product Success: A Mediated Moderating Model of Resources,Founding Team Startup Experience,and Product‐Positioning Strategy

The success of the first product is of paramount importance for the future development of the new venture. Developing and launching a first product in the Chinese market is even more challenging than in a well‐developed market economy because of weak enforcement of intellectual property laws, a general consumer distrust of new products developed by Chinese firms, and the immediate threat of copycat. This article develops a mediated moderating model to examine first product success in Chinese new ventures, in which product‐positioning strategy (conceptualized as the degree of product differentiation) mediates the impacts of marketing resources, technical resources, and founding team startup experience on product success (conceptualized as timing of product launch and product market and financial performance). Furthermore, we argue that founding team startup experience moderates the impact of marketing and technical resources on building strong product‐positioning strategy. We test our conceptual model using a sample of 909 new products developed by 909 Chinese new ventures in a two‐step selection model. The empirical results provide important insight for new ventures' first product development. Product differentiation does not mediate the impact of marketing resource on product success; but it fully mediates the impact of technical resources on timing of product launch and partially mediates the impact of technical resources on product performance. Marketing resources have significant direct positive effects on both product performance and timing of product launch. Surprisingly, the impacts of marketing resources on product differentiation and product performance are negatively, not positively, moderated by founding team experience. When the founding team has nine years or less startup experience, an increase in marketing resources leads to a significant increase in product differentiation; and when the founding team has more than nine years of startup experience, an increase in marketing resources will not lead to an increase in product differentiation. The impact of marketing resources on product performance is smaller for founding teams with more prior startup experience than those with less prior startup experience. The impacts of technical resources are not moderated by founding team startup experience. Technical resources positively affect product market and financial performance directly as well as through its positive impacts on product differentiation. However, technical resources can negatively affect timing of the product launch because developing a highly differentiated produce can potentially delay the launch of the product. Therefore, new ventures have to be mindful in managing the available resources to succeed in the first product development.     

Refunds and returns in a vertically differentiated industry

Firms frequently offer refunds, both when physical products are returned and when service contracts are terminated prematurely. We show how refunds act as a “metering device” when consumers learn about their personal valuation while experimenting with the product or service. Our theory predicts that low-quality firms offer inefficiently strict terms for refunds, while high-quality firms offer inefficiently generous terms. This may help to explain the observed variety in contractual terms.     

Product‐market strategy and the marketing capabilities of the firm: impact on market effectiveness and cash flow performance

We report on two studies (a single and a multi‐industry) that empirically investigate a nomological network of relationships between strategic business unit product‐market strategy (differentiation, cost‐focus, and product‐market scope), marketing capabilities (architectural and specialized capabilities, as well as their integration), and business unit performance (market effectiveness and subsequent one‐year objective cash flow), along with a series of controls. Addressing important lacunae in the resource‐based view our main research objective is to augment understanding of how critical firm‐level marketing capabilities enable the realization of strategy, thus, further advancing both the resource‐based view and more recent capabilities theorizing. Specifically, we test seven hypotheses and find strong evidence that both architectural and specialized marketing capabilities, and their integration, positively mediate the product‐market strategy and derived business unit performance relationship. In contrast to many extant studies, both survey and objectively measured data are combined, and because the secondary data collected contains both resource‐level (input) data and subsequent one‐year financial data, a higher level of confidence may be attributable to our findings. Copyright © 2009 John Wiley & Sons, Ltd.     

Non-linear pricing and conscious consumption

We consider a duopolistic market in which a green firm competes with a brown rival and each firm sells two quality-differentiated products. We study optimal non-linear contracts offered by the two firms when consumers: (i) Are privately informed about their willingness to pay for quality, and (ii) differ in their environmental consciousness. We characterize how consumers with different valuations for quality self-select into firms and show that the ranking of qualities, relative prices and profits all depend on the interplay between consumers’ valuations and firms’ cost heterogeneity. Interestingly, when consumers’ valuations for quality are relatively low, the brown firm does not offer a low-quality variety. This contrasts with the situation of full information, in which both firms commercialize a high- and a low-quality variety. Hence, the lack of information about consumers’ valuations may not only favor the green firm in terms of higher prices and profits, but also reduce the product range offered by the brown rival.     

The Relationships between Resource Configurations and Launch Strategies in Taiwan's IC Design Industry: An Exploratory Study

Within the last decade, the link between launch strategies and new product performance has been widely investigated. However, the relationship between resource configurations and launch strategies has received little attention. This study endeavors to fill that void by examining the relationships between resource configurations and launch strategy selections. In addition, this study investigates the moderating effects of market growth and competitiveness on the relationship between resources and launch strategies. Drawing on contingency theory and strategic studies, this study proposes that resource contingencies affect changes in launch strategies. This study also suggests that market characteristics play a contingent role in the relationships between the configurations of resources and launch strategy choices. Based on extensive studies reporting on market characteristics and their links to strategies, this study proposes that two market characteristics—market growth and competitiveness—are relevant for launch strategy decision making. Taiwan's integrated circuit (IC) design industry has been used as the analytical sample, as it has been identified as a promising sector for new product development. Based on the result of investigating 90 firms, four resource configurations are identified: (1) strategic and organizational abilities; (2) technological capabilities; (3) societal assets and goodwill; and (4) physical assets. Furthermore, two different launch strategies—innovative and product advantage and cost oriented—also are discovered. The results from a seemingly unrelated regression model reveal that technological capabilities and societal assets and goodwill contribute to the variation in the firms' choices of launch strategies. This study further conducted the simple slope analysis to observe the effect of the technological capabilities on the innovative and product advantage strategy under different levels of the market growth rate. The results interestingly showed that firms with technological capabilities demonstrated different degree of tendencies in employing this strategy in alignment with various market growth rates. The finding sheds some lights on the moderating role market characteristics play on the relationships between resource configurations and launch strategy selections. Academic implications and suggestions for practitioners also are provided.