买方市场条件下企业营销新举措

目前中国市场上的生活资料用品和生产资料商品，都已进入了买方市场状态，与此同时．市场需求减弱，销售疲软，失业人数大增，企业开工不足．库存增大，中国的企业遇到了前所未有的严峻形势。企业必须树立全新的营销观念，采取迥异于传统习惯的营销行为，在产品的开发和宣传、销售网络的建立、营销方式的创新、促销手段的应用等方面全面出击．把企业的营销目标和消费需求紧密联系在一起，变被动为主动．这样才能求得生存并不断得以发展壮大。     

绿色营销:旅行社营销战略新观念

基于可持续发展要求，提出旅行社绿色营销的新战略现；强调旅行社作为旅游业的先导应担负起生态责任；分析了绿色营销对旅行社经营的重要性；指出我国旅行社企业在绿色营销过程中存在的普遍问题；并初步探讨了旅行社实现绿色营销战略的途径。     

消费者认可移动营销的影响因素研究综述

目前关于消费者认可移动营销的研究尚未受到相应的重视，应对国外的研究进行必要的梳理，根据前人的研究，可将影响消费者认可移动营销的主要因素分为四类：（1）信息因素，包括信息的内容、时空、情景营销等客观因素；（2）个体因素，包括消费者的年龄、信息需求、知识结构、态度等主观因素；（3）消费者感知和控制因素，包括消费者的感知成本、感知价值、感知风险和消费者控制等决定因素；（4）移动设备及技术等辅助因素。     

企业信息化营销管理

伴随着知识经济的到来和ＩＴ技术的普及，市场竞争越来越激烈，企业要想获取和保持竞争优势，必须抽调管理及营销决策的科学性、时效性和有效性。企业管理信息系统及在其基础上发展起来的企业计划综合管理系统，以及一些面向客户服务与管理的软件（如呼叫中心、销售地理信息系统、业务信息仓库等），就为企业提供了强大的信息化管理手段，可以帮助企业建立信息丰富的客户数据库，有效地加强与客户的联系，全方位改善企业营销、财务、     

经济全球化背景下的企业营销创新

经济全球化给中国企业营销带来了严峻的挑战，而中国企业又面临管理水平低下与管理手段落后等诸多问题。因此，中国企业要开展创新型营销，必须制定全球化营销战略，积极参与国际市场竞争；铸造核心理念，提高管理水平，增强对全球化环境的适应力；构造灵活的营销渠道网络，为业绩增长建立一个良好的平台；建立品牌形象。     

变革型商业模式、双元营销能力与价值创造

“互联网+”时代,分享经济的爆发催生了商业模式的创造性交革,而价值创造是变革型商业模式的核心.基于组织学习理论和资源配置理论,分别引入双元营销能力和市场竞争强度概念,构建“变革型商业模式—双元营销能力—价值创造”关系模型.实证研究发现,变革型商业模式不仅对价值创造具有直接的正向影响,而且能对营销探索能力和营销开发能力产生中介作用而间接促进价值创造,但其影响程度依次递减;营销探索能力与营销开发能力的交互作用负向影响价值创造;市场竞争强度正向调节变革型商业模式与营销探索能力的关系.这一研究探讨了变革型商业模式通过双元营销能力的适应性调整来实现价值创造的传导路径,有助于在理论层面厘清它们之间的内在逻辑关系,进而为企业创新商业模式、获取竞争优势提供决策参考.     

烟草营销环境的调整与优化

随着以保护消费者健康为主题的“国际控烟”运动的推进，烟草企业的营销环境日益严峻。但只要未被禁止销售，烟草企业就得生存与发展。而任何企业的生存与发展必须分析营销环境，对企业所面临的营销环境进行调整与优化，以降低环境威胁，利用环境机会。文章从宏观和微观两个方面对烟草企业所面临的营销环境进行了分析，并提出了调整与优化的措施。     

"营销策划书"实际运用之新解

许多企业由于没有对自己的营销问题进行理性的策划性思考，常常不能做出优秀的营销决策；许多企业也曾做出过优秀的营销决策，但常常由于没有把营销问题用策划书的形式明确化、程序化，最终导致执行的结果与决策的初衷大相径庭。本是作在多年营销理论与实践结合的基础上，以营销策划书编制原则和内容的形式，分析并整理归纳出营销决策的科学有效的实现形式——营销策划书，以便对营销实践有所裨益。     

企业营销竞争力的双因素分析

企业营销竞争力应该是企业整体实力在市场上的体现,评价和分析企业营销竞争力应该站在企业整体的角度。根据双因素理论,文章把影响企业营销竞争力的因素分为企业营销竞争力的保障因素和企业营销竞争力的增长因素,企业对这两类因素应该区别对待,才能取得稳定的、可持续的发展。     

论区域市场及营销问题

从区域市场的角度研究探索营销目标、营销活动和营销效果，对现代企业的经营活动至关重要。本文指出开展区域市场营销可以充分保证企业经营的开拓性、稳定性、竞争性和发展性，并对实施区域市场营销所需要的前提条件和基本要求进行了分析     

Improving customer-focused marketing capabilities and firm financial performance via marketing exploration and exploitation

Evidence within the marketing literature has shown that marketing capabilities are important drivers of firm performance. However, very little is known about how firms improve their marketing capabilities via the embedding of new market knowledge. Organizational learning theory provides us with a theoretical lens through which we can examine how existing customer-focused marketing capabilities may be improved and new customer-focused marketing capabilities may be created via marketing exploitation and exploration capabilities. In addition, this study investigates whether ambidexterity in marketing exploration and exploitation exists and finds that firms cannot do both at high levels without risking a negative impact on customer-focused marketing capabilities. This study also presents findings demonstrating how improving the two customer-focused marketing capabilities in our study, brand management and customer relationship management, impacts objective financial performance.     

The paradox of a marketing planning capability

Strategy scholars have long debated the value of formal planning, and research has offered inconsistent support for planning to enhance firm performance. Given these mixed empirical effects, we draw from the resource-based view of the firm to illustrate a paradox firms may face. In particular, a strong marketing planning capability may not only reduce the incidence of postplan improvisation but also contain inherent process rigidity. Since both of these can also increase performance, results illustrate a performance paradox in marketing planning. Rebecca J. Slotegraaf (rslotegr@indiana.edu) is an assistant professor of marketing in the Kelley School of Business at Indiana University. Her research focuses on the nature and effect of organizational resources, marketing capabilities, and deployment actions on competitive advantage. She received her Ph.D. from the University of Wisconsin-Madison. In addition to this publication in theJournal of the Academy of Marketing Science, she has also published several articles in theJournal of Marketing Research. Peter R. Dickson (dicksonp@fiu.edu) is the Knight-Ridder Eminent Scholar in Global Marketing at Florida International University. He was previously the Arthur C. Nielsen Jr., Chair of Marketing Research at the University of Wisconsin-Madison and before that the Crane Professor of Strategic Marketing and a professor of industrial design at the Ohio State University. He received his Ph.D. from the University of Florida. Thirty of his articles on buyer and seller behavior have been published in leading marketing journals.     

The international marketing strategies of New England high-technology firms

This paper examines the relationship between international marketing strategy, foreign sales performance and overall corporate performance for a small sample of 39 New England high technology firms. The results show that existence of an international marketing commitment is beneficial to overall corporate performance; however, no incremental contribution to corporate performance is evident from the use of foreign manufacturing operations over foreign sales subsidiaries.     

Determinants of retail profit performance: A consideration of retail marketing strategies

The influence of retail marketing strategies on profit performance was investigated for a sample of thirty-five retail firms for the nine year period from 1970–1978 (n=315). Sales growth, market share, the capital-to-labor-ratio, and average inventory were found to be significantly associated with profit performance as hypothesized. Findings suggest that the keys to evaluating and selecting retail marketing strategies are: the impact on sales growth, market share, capital-to-labor ratios, and the average inventory level. Managerial implications are presented.     

Achieving relationship marketing effectiveness in business-to-business exchanges

Relationship marketing research and practice operate according to the paradigm that firms should invest in relationship marketing to build better relationships, which will generate improved financial performance. However, findings that relationship marketing efforts vary in their effectiveness across customers and may even be detrimental to performance challenge this belief. This article, therefore, offers a theoretical model that addresses three key issues: 1) what factors determine a customer’s need for relational governance (relationship orientation); 2) what mediating mechanism captures the negative effects of relationship marketing on performance (exchange inefficiency); and 3) how does a customer’s relationship orientation determine the effectiveness of relationship marketing, thus allowing for effective segmentation. The authors demonstrate in an empirical study that the trust in the salesperson and exchange inefficiency both mediate the effect of relationship marketing on seller financial outcomes. In addition, customers’ relationship orientation moderates the impact of relationship marketing on both trust and exchange inefficiency.     

对提高企业营销道德水平的思考

界定了企业的营销道德,从产品生产、产品价格、产品促销、产品分销、企业与政府的交往以及企业的公共关系等方面列举了企业营销道德缺失的表现,阐述了企业营销道德缺失的危害,从国家、企业自身、消费者三个层面提出了企业提升营销道德水平的措施。     

Using a customer-Level marketing strategy to enhance firm performance: A review of theoretical and empirical evidence

It is becoming increasingly apparent from the literature that marketers need to consider customer-level information when they generate a marketing strategy for the firm. In this article, the authors develop a customer-focused framework that uses a marketing strategy with an overall objective of maximized financial performance. This strategy is driven by seven customer-level marketing tactics and shows how actual customer data can be used to generate an actionable marketing strategy leading to optimal levels of profitability, customer equity, and shareholder value. In addition, the authors discuss a successful implementation of this strategy for several business-to-business and business-to-consumer firms and offer insights as to how to customize an implementation strategy for any firm, along with presenting potential challenges a firm may encounter during the implementation process. Several suggestions for future research are offered to explore and harness this newly available evidence. V. Kumar (VK) (vk@business.uconn.edu) is the ING Chair Professor of Marketing and the executive director of the ING Center for Financial Services at the University of Connecticut. He spends his time by transferring his knowledge (however little it may be) to his two daughters about customer lifetime value, diffusion models, forecasting sales and market share, retailing, and marketing strategy. J. Andrew Petersen (apetersen@business.uconn.edu) is a doctoral candidate in marketing at the University of Connecticut. His research interests include customer lifetime value, word-of-mouth effects, and customer-level marketing strategy. His research has been published inMarketing Research Magazine and theJournal of the Academy of Marketing Science.     

Shedding light on the CMO revolving door: a study of the antecedents of Chief Marketing Officer turnover

Investigating Chief Marketing Officer (CMO) tenure through a longitudinal study of the antecedents of CMO turnover, the authors find that CMO turnover increases if firms’ sales growth is poor, while profitability has a similar though smaller effect when a new CEO is appointed, highlighting marketing’s contextual role vis-à-vis performance metrics. Coupled with other results related to industry sales growth and stability that make CMO turnover less likely, these findings underscore marketing’s demand- or customer-facing role in the firm. The authors also show that some of these results are distinct to turnover among CMOs compared to other top management team (TMT) executives. While this research does show support for extant theory, its focus on the CMO within the TMT results in important contributions to the turnover literature. These include the inverted-U effect of TMT marketing experience on CMO turnover and the nuanced attenuation by CMO insider-ness of a similar relationship between CMO tenure and turnover. Overall, the results lead to important practical implications for managing CMO turnover.     

Globalization, marketing resources, and performance: Evidence from China

Two important areas are underexplored in the relationship between marketing resources and performance. First, the subject has been primarily investigated in the context of Western countries, and inadequate attention has been given to emerging economies. Second, despite the recent growth in globalization, the moderating role of globalization on the link between marketing resources and performance has not been investigated. Addressing these important gaps, this article focuses on an emerging economy (China) and explores the moderating effect of globalization on this link. Specifically, the authors develop several hypotheses highlighting the moderating role of globalization activities (global product sourcing, global market seeking, and global partnership) on the link between marketing resources (market orientation, entrepreneurial orientation, and innovative capability) and firm performance. The findings of the moderating role of globalization provide several important implications for marketing theory development and managerial practice. Xueming Luo (luoxm@uta.edu) is an assistant professor in the Department of Marketing in the College of Business Administration at the University of Texas at Arlington. Before joining the University of Texas at Arlington faculty, he was on the faculty of the State University of New York at Fredonia. His research has appeared in various journals, including theJournal of Business Research, the International Journal of Research in Marketing, the Journal of Advertising Research, the Journal of Interactive Advertising, and Industrial Marketing Management. K. Sivakumar (Ph.D., Syracuse University; k.sivakumar@lehigh. edu) is the Arthur Tauck Professor of International Marketing & Logistics and a professor of marketing at Lehigh University. Prior to joining Lehigh in 2001, he spent 9 years at the University of Illinois in Chicago. His research interests include pricing, global marketing, and innovation management. His research has been published or is forthcoming in theJournal of the Academy of Marketing Science, the Journal of Marketing, the Journal of International Business Studies, Decision Sciences Journal, Marketing Letters, the Journal of Business Research, International Marketing Review, the Journal of Product Innovation Management, Pricing Strategy & Practice: An International Journal, Psychology & Marketing, and other publications. He has won several awards for his research (including theDonald Lehman Award) and is on the editorial board of several scholarly journals. He has won outstanding reviewer awards from two journals. Sandra S. Liu (liuss@purdue.edu) is an associate professor in the Department of Consumer Sciences and Retailing at Purdue University. She received her Ph.D. from the University of London, and her current research interest focuses on strategic marketing issues in the context of customer contact, including knowledge management in a corporation in transition and sales management in a knowledge economy. With her extensive industry experience, she has written a number of books and journal articles, which have appeared in theInternational Journal of Research in Marketing, the Journal of Business Research, theEuropean Journal of Marketing, Marketing Intelligence and Planning, among others.