谈市场营销渠道的冲突、竞争与合作

营销渠道管理是保证营销渠道有效运行的条件。营销渠道管理主要包括渠道成员的选择、渠道成员的激励、渠道成员的评价和营销渠道的改进等方面。另外,营销渠道的冲突、竞争和合作等方面的关系,也是在营销渠道运行过程中需要妥善处理的问题。     

基于中国关系下渠道成员选择AHP评价模型

渠道成员选择是企业重要的一项工作,选中的成员在一定程度上代表着生产企业的形象。以往的成员选择往往靠管理层的经验,现代管理科学告诉我们,经验容易产生主观主义,基于此,运用AHP法解决渠道选择问题,依据专家打分,把定性与定量的方法结合起来评价渠道企业,选择得分较高的企业。然而,在我国重视私人关系的国度里,管理层之间的私人关系也应该纳入评价的指标中,从而更好地做出综合决策。     

电子商务对营销渠道管理的影响

通过对近些年来学术界关于电子商务对营销渠道影响相关文献的总结,本文评述了电子商务在营销渠道设计、营销渠道成员选择和管理、营销渠道评价等方面的影响:在营销渠道设计方面,学者们的研究集中在电子商务作为一种新的营销渠道的特性,与这一个新的渠道和旧渠道之间的关系等方向;在营销渠道成员选择和管理方面,相关研究主要集中在渠道冲突管理上;营销渠道评价方面的研究主要是为新的渠道设计新的绩效评价体系。因此,未来的相关研究应该集中在电子营销渠道和传统营销渠道的协同和替代作用,不同国家、不同经济水平和文化氛围对于渠道间关系的影响,以及多种渠道下企业营销策略研究等方面。     

商用厨房设备渠道建设与管理策略浅析

营销渠道的建设和管理是企业成功的关键因素,商用厨房设备营销渠道建设的具体步骤包括制定渠道目标、确定渠道方案,对各种方案进行比较、评价和选择、确定渠道方案。商用厨房设备企业应重视网络营销渠道建设,充分发挥好网络营销渠道的优势,处理好网络营销渠道和传统营销渠道之间的关系,营销渠道管理由渠道成员管理、渠道成本管理、渠道信息管理和渠道调整组成。     

怎样选择IT产品分销渠道成员

IT产品分销渠道成员的选择,要综合考虑渠道成员的专业背景、从业人员的专业素养、行业行销经验、市场扩展能力等因素。选择渠道成员的基本条件:(1)与生产厂商目标市场的吻合度;(2)渠道成员的信誉;(3)渠道成员的财务状况及管理水平;(4)渠道成员的产品线;(5)经营理念。对技术的理解与宣传能力往往是IT渠道成员取得IT厂商授权并取得销售成功的关键。对渠道成员的市场渗透能力也提出了很高的要求。     

论渠道营销网络的冲突与治理

随着市场经济的发展,企业之间的竞争逐渐走向"渠道为王"的时代,如何提高渠道运行的效率,降低渠道成员之间的冲突是每个企业所面临的问题。首先介绍了渠道、渠道冲突的概念以及渠道冲突的分类,接着分析了渠道冲突的起因,最后从渠道成员沟通、渠道成员选择以及渠道成员激励等方面提出了解决渠道成员冲突的方法。     

IT企业渠道管理发展的趋势及探索

IT企业的发展对传统的渠道及其管理者提出了新的要求,未来的IT企业渠道管理将呈现渠道管理过程电子化,渠道管理中成员选择多元化,渠道管理中成员发展增值化,渠道管理过程成员评估丰富化,渠道管理客户终端生动化的特征。     

持续增长产业现金流量管理

持续增长产业由于销售额的快速增长,必然受到资金规模及资金来源渠道、风险的制约,因此,企业经营决策者一定要对财务决策进一步完善,使其具有更高的科学性。这就需要对企业的存货、应收账款、商业信用等各个方面加强管理。     

中间商渠道绩效评价

本文认为,企业通过对中间商渠道绩效进行评价,可以为企业改进渠道关系,调整渠道成员,提高渠道运行效率提供必要的反馈机制。为对中间商渠道绩效进行合理评价,文章确立了销售额、按时回款率、服务质量、合作程度及信息沟通等五个评价指标,建立了中间商渠道绩效的模糊综合评价模型,从而实现了对中间商渠道绩效的科学评价与判断,为企业进行渠道决策提供了参考。     

制造型企业分销渠道的冲突与化解

渠道冲突是渠道运作中的常态,也是制造商营销管理上的重点和难点。本文深入剖析了渠道冲突的成因,并从选择适当中间商、建立关系型分销渠道和规范渠道成员的市场行为等方面提出了制造商化解渠道冲突的具体策略。     

Impact of Leadership Style on Channel Partner Motivation

Abstract

While channel decision makers can expend considerable effort in designing efficient and effective distribution channel systems to serve their target markets, success in achieving the firm's distribution objectives may not be realized without implementing a systematic program for motivating distribution channel partners. This places a premium on the identification and use of effective channel strategies for motivating channel partners as well as the capacity of the channel captain to provide leadership as a means of attaining a differential advantage. Thus, channel leadership style has become a critical issue in the administration of distribution channels. Despite the importance of motivating channel partners, there is a paucity of research on this construct. To augment the existing knowledge on channel partner motivation-a fundamental area of interorganizational management-this study empirically examined the influence of participative, supportive, and directive leadership styles on channel partner motivation. Moreover, the relationship between channel partner motivation and channel partner performance is also investigated.

The linkages among the constructs were empirically tested on data drawn from a sample of distributive institutions for new automobiles. The findings from this investigation indicate that participative, supportive and directive leadership styles are statistically significant predictors of channel partner motivation, which, in turn, is a determinant of channel partner performance. Distribution channel management implications are discussed, the limitations of the study are identified, and directions for future research are proffered.     

A New Framework Integrating Environmental Effects into Technology Evaluation

This study aims to propose a framework considering both economic issues and environmental effects in technology evaluation in order to provide firms’ decision makers a useful reference in adopting technologies that will enable them to fulfill corporate social responsibilities and get competitive advantages at the same time. Recently, the demands for technology evaluation have increased with the flourishing development of technology licensing, technology transaction or joint venture on the one hand and with the pressing needs of environmental protection for human beings’ sustainable development on the other hand. Under such conditions, it thus goes without saying that firms’ decision makers are propelled to take into account both economic benefits and environmental effects in evaluating technologies by choosing low or nonpolluting technologies for manufacturing products. Although technology evaluation is not a new and emerging subject currently besetting scholars in the field of management, previous research on this topic has unwittingly left behind the pressing issue of environmental effects. Based on this observation, this study purports to develop a new framework for technology evaluation by taking both economic benefits and environmental perspectives into consideration. In it, we seek to demonstrate that our proposed framework will not only be a workable model but also can serve as a useful point of reference for technology appraisers and firms’ decision makers.     

Upstream social marketing strategy: An integrated marketing communications approach

This article provides an organized approach for managers to develop social marketing strategies that target upstream decision and policy makers. A conceptual application model and five-stage process is presented for an upstream social marketing strategy based on integrated marketing communications (IMC). IMC concepts are described in the context of social marketing, as well as specific stages for creating an IMC social marketing strategy; these include target audience research and determination, channel selection and integration, strategic message creation, and measurement and control. A central and novel feature of the IMC social marketing strategy model is the simultaneous targeting of an upstream decision maker and influential peripheral (upstream) audiences in order to triangulate and increase campaign effectiveness. An IMC approach to upstream social marketing ensures consistent, persuasive messages specifically crafted for the selected target audiences and coordinated through precise channels to maximize impact. This multi-channel, multi-audience approach to message creation and channel selection produces synergies that increase the potential to influence an upstream decision/policy maker.     

利益相关者财务治理的一致性聚类分析

本文利用聚类分析方法研究利益相关者参与企业财务治理的决策机制,以融资决策为例,将内部融资、债务融资、股权融资三种不同的融资类型作为决策者判断的方案,不同类型融资的具体数值作为三角模糊数,考虑决策者的权重对决策者一致度计算的影响,计算不同决策者之间的一致度距离,进行决策者聚类,依据聚类的结果,计算一致性相同的决策者集合的最终方案集,最后通过实例演示了上述的计算过程。     

The effect of decision makers’ time perspective on intention–behavior consistency

This research demonstrates that decision makers?? time perspective??a cognitive, temporal bias that leads people to overemphasize the past, present, or future in their decision making??systematically influences self-reported behavioral intentions and thus intention?Cbehavior consistency for distant-future behaviors. Whereas present-hedonistic individuals overstate their intentions, present-fatalistic individuals understate theirs, so both types exhibit low intention?Cbehavior consistency. Future time-oriented individuals instead exhibit high intention?Cbehavior consistency because they are less likely to overstate their intentions. The findings are contributed to decision makers?? time perspective influencing the construal of distant-future behavior when reporting behavioral intentions. Accounting for decision makers?? time perspectives helps improve predictive accuracy and may change insights obtained from causal models that use self-reported intentions as a proxy for actual, distant-future behavior.     

筹资决策支持系统数学模型的面向对象表示方法

企业从组建到进行经营生产活动,都必须以占有和能够支配一定数额的资金为前提,因此企业能否选择一个合理、恰当的筹资决策方案势必影响到企业日后经营的成败。由于模型具有提供了决策者通过推广、对比已有结构来分析问题的能力。因此,从筹资决策问题模型入手,运用面向对象的模型表示法构建筹资决策支持系统,从而实现了及时辅助企业决策者做出正确决策的目的。     

A Study on Aggregation of TOPSIS Ideal Solutions for Group Decision-Making

The technique for order preference by similarity to ideal solution (TOPSIS) has become a popular multi-criteria decision making (MCDM) technique, since it has a comprehensible theoretical structure and is able to provide an exact model for decision making. For the use of TOPSIS in group decisions, the common approaches in aggregating individual decision makers’ judgments are the geometric and the arithmetic mean methods, although these are too intuitive and do not consider either preference levels or preference priorities among alternatives for individual decision makers. In this paper, a TOPSIS group decision aggregation model is proposed in which the construction consists of three stages: (1) The weight differences are calculated first as the degrees of preferences among different alternatives for each decision maker; (2) The alternative priorities are then derived, and the highest one can be denoted as the degree to which a decision maker wants his most favorite alternative to be chosen; (3) The group ideal solutions approach in TOPSIS is used for the aggregation of similarities obtained from different decision makers. A comparative analysis is performed, and the proposed aggregation model seems to be more satisfactory than the traditional aggregation model for solving compromise-oriented decision problems.     

Alignment of Divergent Organizational Cultures in IT Public-Private Partnerships

The cooperation of public and private sector organizations is a viable option for decision makers in the public sector for improving information technology (IT) infrastructures, acquiring innovation, and increasing management know-how. Effective partnering in public-private partnerships (PPP) is difficult though, because the involved stakeholder groups have divergent interests and organizational cultures. Using institutional logics as meta-theoretical lens, this exploratory, interpretive case study analyzes an IT PPP in Germany. The results reveal public- and private-side organizational culture differences and how the partners aligned their cultural differences by the development and legitimization of a partnership norm as well as the necessary partnership practices. The case analysis also illustrates how public sector and private sector organizations succeeded with the transition of public sector and private sector employees into a partnership organization and the management of different organizational cultures.     

Using the Analytic Hierarchy Process as a Two-phase Integrated Decision Approach for Large Nominal Groups

When decision makers who comprise a large nominal group face an unstructured decision problem and no simultaneous interactive communications are available, problem identification and consensus building are difficult, if not impossible. Few tools are available to assist decision makers in this situation. The Analytic Hierarchy Process (AHP) has typically been used to evaluate a set of alternatives after a decision problem has been structured as a hierarchy with various levels of criteria above the alternatives. With a group of decision makers, AHP has been used to evaluate those alternatives either by consensus building or by combining judgments or priorities using the geometric mean to aggregate their preferences. In this paper, we extend the use of AHP to a situation involving a large nominal group of dispersed decision makers where the entire hierarchy is not defined at the outset. In particular, we use the AHP as an integrative approach to identify the priorities of the various criteria and then use those priorities to screen and consolidate a large set of potential alternatives. This results in considering a reduced set of alternatives that will be affected by the more important criteria. The consolidated set of alternatives is evaluated by each individual in the group using AHP, combined using the geometric mean, and the results are synthesized to obtain the overall priorities of the alternatives. The approach is demonstrated and evaluated in a case study to select an alunmi anniversary gift to the U.S. Coast Guard Academy with a large nominal group of decision-makers dispersed throughout the United States.