零售商纵向约束的演化逻辑

随着零售市场集中度提升和信息技术的普及,零售商对制造商行使纵向约束,这种新型流通组织创新模式极大地提升产品服务效率。文章从分工深化、顾客需求、信息技术三个方面分析零售商纵向约束的演化逻辑,研究表明分工深化是推动零售商的纵向约束演进的动力机制,信息技术是零售商行使纵向约束的充分条件,顾客需求变化是零售商行使纵向约束的必要条件。     

我国零售商实施纵向约束状况分析

随着我国零售商在纵向产业链上主导地位的确立,市场上由零售商主导的纵向约束行为也越来越频繁.一般意义上,纵向约束是零售商为应对产业链上的纵向外部性和横向外部性而采取的举措.在我国,由于社会信用体系缺失、零售业内竞争激烈、零售商经营战略选择不当等原因,导致我国零售商实施的纵向约束存在很大的随意性和损他性.     

零售商对制造商行使纵向约束的绩效——基于生产者服务视角的区域与行业的实证研究

本文利用中国2001—2007年区域与制造行业的面板数据,从生产者服务视角实证研究零售商对制造商行使纵向约束的绩效。研究结果表明,在零售商纵向约束下,零售商通过专业化分工优势、市场集中的规模效应和连锁经营的服务创新对制造业产生积极的生产者服务绩效。在市场化程度较高的区域,其生产者服务绩效更显著。在行业层面,零售商行使的纵向约束在劳动密集型行业的生产者服务绩效最大,在资本密集型行业的服务绩效次之,而在技术密集型产业其生产者服务绩效不显著。现阶段为发挥零售商主导的生产者服务绩效,我国需要加强法制化、专业化分工、信息化和标准化等方面建设工作。     

浅谈纵向约束理论的发展分析

如果一方以另一方的产出品为投入品，进行生产、销售或消费，那么双方就构成了一组纵向关系。每个企业都处于以产品（或服务）为中心的纵向产业链中，并在受到本产品链中其他厂商的影响。制造商和零售商之间的关系就是一种典型的纵向关系。纵向关系各方在合同中，除线性价格之外，还规定了更复杂的契约安排，这些契约安排称之为纵向约束。纵向约束理论可以追溯到现代经济学起源时代，新古典经济学派、新制度经济学派等经济学家共同构筑了纵向约束理论，形成比较完整的理论体系。泰勒尔的《产业组织理论》是这样介绍纵向约束含义的：“经济理论所研究的大多是线性价格的情形，即买者对卖着的支付与所购买的数量成比例的情形。而纵向关系常常包含着更复杂的契约安排，这些契约安排被概括的称之为纵向约束。”（泰勒尔，1997）     

大型零售商的双边市场特征及其政策含义

本文研究零售商主导的纵向约束的性质。运用已有文献为分析同业市场结构而建立的理论和模型，假定零售商处于买方垄断地位。以这种处理方式来研究非同业的纵向结构关系是不恰当的，其结论也没有获得实证检验的支持。本文基于双边市场理论，分析在零售商占主导的市场环境下顾客、零售商、制造商三者的利益关系，并寻求相应的规制含义。     

专业化资产与纵向一体化

专业化资产是经济中普遍存在的经济现象,它实际上表明了资产之间的技术关联程度,这种技术关联影响了投资者之间的交易范围、方式和交易效率。本文通过对专业化资产的分析,讨论存在资产专用性的条件下,交易双方是如何通过纵向一体化及垂直约束克服机会主义的。     

价值链视角下产业链整合实例分析

本文以全球知名工程机械企业卡特彼勒为例,分析其产业链结构,提出在进行海外市场拓展时面临供给和需求脱节以及竞争日益激烈等问题时,应采取怎样的战略来应对,又该如何完善产业链、优化供应链、提升价值链。卡特彼勒可以优化其产业链,通过整合产业链,以扁平化组织结构和流程来贴近市场,对下游的经销商采取合理的纵向约束,将分销业务转移出去,集中资源发展自己的优势业务,提高国际竞争能力及定价决策能力,最终赢得稳步持续的发展。     

电力产业的纵向经济与电力体制改革

纵向经济是电力产业成本结构的重要特征,是电力体制改革必须关注的首要问题.随着世界各国电力体制改革的发展,理论研究和实证结果都对纵向经济和电力体制改革有了更深入的认识.本文从理论和实证两个方面对电力产业纵向经济进行分析,并结合中国已经推行的厂网分离和即将开始的输配分离改革,对纵向经济的政策含义进行探讨,指出以输配分离为导向的电力体制改革可能导致严重的纵向经济损失,因此改革应该慎重.     

基于纵向关联产业的药品价格规制研究

稳定药品价格是一项全局性、系统性的工作,涉及药品纵向产业链中的各个环节。本文在探讨纵向产业链结构及价格形成机制的基础上,分析了药品纵向产业链各环节存在的问题,提出了鼓励药品生产企业兼并重组、加快药品流通体制改革、放开处方药零售市场等改变药品纵向产业链市场势力的政策措施,以期为药品价格规制提供新的视角和着力点。     

基于网络外部性的企业纵向兼并模型及其规制研究

本文研究了基于网络外部性,在上下游各有一个完全垄断厂商生产完全互补产品的简单市场结构中,厂商是否有进行纵向兼并的动机。研究表明,在此条件下,企业有进行纵向兼并的动机,虽然在兼并以后消费者剩余降低并且产品价格要高于不兼并时的价格,但是兼并后产品的质量及社会福利都要优于不进行兼并。     

通道费与大型零售商盈利模式研究:基于双边市场的视角

文章基于产业组织研究领域新兴的双边市场理论,分析在零售商主导的市场环境下消费者、零售商、制造商三者的利益关系,理论上证明了大型零售商已经演变为双边市场中的交易平台。在此基础上,构建主导零售商定价策略模型研究通道费的各种影响因素,并针对我国零售市场特点,提出了对通道费进行规制的相关原则。研究结果表明：通道费是大型零售商为平衡制造商与消费者利益,将外部性内部化的重要机制,具有一定的合理性。     

Retailing in the Transition Economies of Poland and Romania: A Comparative Analysis

This research compares and contrasts the current state of development in the retailing industry in the transition economies of Poland and Romania. Two issues examined in this research are (a) the process of market reforms and resulting developments in store-based and non-store retailing, including the competition among large multinational retail chains and small local retail stores, and (b) the structure of the retail industry in terms of market share of 17 different categories of retailers within their respective sectors, namely, grocery retailers, specialty retailers, and non-store retailers, and overall growth registered by these retailers in the last 5 years (2004–2009). Managerial implications of the findings in terms of the opportunities and challenges in different categories of retailing business in the two countries are discussed, and directions for future research are identified.     

零供发展困境、协同战略与内生化产业升级

全球化竞争以及网络化购物方式的冲击,使得我国制造商与零售商不同程度地陷入了发展困境。本文以零供发展困境为切入点,突破零供纵向竞争的研究框架,从发展中国家基于本土市场需求构建国内价值链的视角,探讨零售商与制造商采用协同战略,以不同的角色共同合作创造价值,从而培育一批本土企业成为全球价值链的“链主”以及全球创新链的主导者,进而使得“中国制造”超越国际代工、实现内生化产业升级以及经济结构的战略转换。     

双边议价框架内主导零售商买方势力及政府规制取向

在双边议价框架内,外部选择价值决定纵向关系中交易双方各自的议价势力。规模以及作为产品进入市场的"守门人"角色是主导零售商自身所具备的影响外部选择价值的因素,是主导零售商买方势力的主要来源。在对称性寡头竞争的零售市场,主导零售商的买方势力产生有益的"抵消效应",而在非对称性寡头竞争的零售市场,主导零售商的买方势力可能产生有害的"水床效应"。"水床效应"既可能会加剧零售市场垄断化趋势,又可能损害消费者福利。因此,政府规制应高度关注主导零售商的市场兼并行为,高度关注主导零售商剥削中小供应商的行为,高度关注主导零售商过度低价促销行为。     

Retailing Innovations in a Globalizing Retail Market Environment

In recent years, the combination of economic growth and population growth in emerging markets and less developed markets has accelerated the progression of globalization of retailing and globalization by retailers. The challenges faced by global and globalizing retailers (retailers who currently have or intend to establish a market presence in mature markets, emerging markets and less developed markets) can be more daunting compared to those faced by firms in other industries such as automobiles, steel, and computers. Retailing innovations that are responsive to the characteristics of distinctive national markets and broader aggregations of markets such as mature, emerging and less developed markets are critical to the success of global and globalizing retailers. Against this backdrop, this paper focuses on retailing innovations in the context of a globalizing retailing environment. It attempts to shed insights into the characteristics of retailing innovations conducive to superior performance in distinctive national markets and across broader aggregations of markets. Towards this end, we first examine the environmental conditions of markets in different development stages, namely mature, emerging and less developed markets, and explore consumer based, industry based, and legal/regulatory based challenges faced by globalizing retailers in these markets. Second, we show how these challenges can be transformed into opportunities with retailing innovations. We conclude with a roadmap for future research and present propositions on future development with respect to retailing innovations in these markets.     

Crafting Integrated Multichannel Retailing Strategies

Multichannel retailing is the set of activities involved in selling merchandise or services to consumers through more than one channel. Multichannel retailers dominate today's retail landscape. While there are many benefits of operating multiple channels, these retailers also face many challenges. In this article, we discuss the key issues concerning multichannel retailing, including the motivations and constraints of going multichannel, the challenges of crafting multichannel retailing strategies and opportunities for creating synergies across channels, key retail mix decisions facing multichannel retailers, and the dynamics of multichannel retailing. We synthesize current knowledge drawn from the academic literature and industry practice, and discuss potential directions for future research.     

Part-time working in the ‘super-service’ era Labour force restructuring in the UK food retailing industry during the late 1980s and early 1990s

The paper begins to explore and unravel the intricate relationship between corporate strategy and labour market restructuring within the UK food retailing industry during the late 1980s and early 1990s. It is argued that the increasingly diverse and heterogeneous nature of part-time working within UK food retailing has facilitated the metamorphosis of the corporate strategies employed by the major UK food retailers away from ones dominated by productivity enhancement of the new ‘Super-Service’ era. The introduction of Super-Service is shown to have had significant qualitative effects on the working practices and quality of work experienced by part-time workers within UK food retailing.     

Service innovativeness in retailing: Increasing the relative attractiveness during the COVID-19 pandemic

COVID-19 primarily spreads through close contact between humans and has affected retailing industries extremely hard. To manage the situation retailers have turned to service innovation to change their operations to make consumers feel safe while shopping. This research focuses on the role of service innovativeness in retailing firms during the COVID-19 pandemic through an empirical study of almost 6000 consumers of 28 retailing firms. The results suggested that retailers with high service innovativeness performed COVID-19 imposed innovations better to improve their relative attractiveness. For retailers with physical stores, changes to the servicescape and the offering were found to be the key antecedents of service innovativeness. The findings on COVID-19 imposed service innovations demonstrate the importance of service innovativeness in successfully changing retailing services to adjust to the restrictions from governments and safety needs of customers.     

Supply chain management and the evolution of the “Big Middle”

The authors define the “Big Middle” as the marketspace in which the bulk of retailers compete for the majority of customers and the preponderance of expenditures occur. Therefore, it is the space in which retailers aspire to exist in their quest for increased revenues, scale economies, and profits. An enduring concept, the Big Middle appears in any economy in which large-scale retailing has developed. In general merchandise retailing in the U.S., there have been three Big Middle subperiods, each defined by a distinct branch of the general merchandising tree; driven by geographic, technological, and socioeconomic changes; and dominated by preeminent retail chains. During the variety store subperiod, the F.W. Woolworth chain dominated. In the national-chain department store subperiod, Sears Roebuck and JCPenney were the primary retailers, and in the modern discounter subperiod, Wal-Mart, Kmart, and Target have emerged as leaders. The authors argue that the development of these subperiods and the success of their major retailers have depended on the efficient and effective flow of merchandise from suppliers to customers. Optimizing this flow always has entailed harnessing current technology, given the geographic and socioeconomic realities of the time. Currently, technology facilitates a comprehensive application of supply chain management, whereas previous technology only permitted a simplified version.     

Going liquid: French food retail industry experiencing an interregnum

ABSTRACT

By calling the present condition of the French food retail industry an interregnum, this research considers the impact of liquid modernity on this sector and looks for signs of a new order at a designing stage. Nine experts representing large retailers and entrepreneurs using alternative modes of food retailing were interviewed. An interpretive analysis reveals a wide diversity of changes. Following Bauman’s liquid metaphor, we identify shock, transformations, and crisis in food retailing, which we describe as phases that mark the dynamics in the shift from solid to liquid retailing. We discuss how retailers are adapting and deploying tactics both to respond and belong to these liquid times and how retailers can regain some legitimacy by claiming a role in territorial sovereignty.