基于战略联盟的零供关系探析

零售商与供应商的矛盾是流通领域的焦点问题,由来已久。但实际中越来越多的企业认识到零供双方本就应该是一种“双赢”的战略关系,厂商关系加快了向合作共赢、和谐发展的方向全面推进的步伐。零供战略联盟由于将价值链中生产、供应、销售渠道、市场营销环节充分联系,发挥各环节中的优势资源,实现了优势互补、强强联合,而成为改善零供关系的有益探索。     

与制造商争夺是个根本的错误

沃尔玛和家乐福，我更欣赏前者，因为它懂得与制造商分享价值链，而家乐福更多的是与客户争夺价值链。制造商和零售商是同处一条价值链上的企业，它们之间应该是一种战略合作关系，而不仅仅是一种简单的买卖关系。科特勒说，制造商希望渠道合作，该合作产生的整体渠道利润将高于各自为政的各个渠道成员的利润。“你死我活”不应该成为零售商与制造商最后的结局。     

我国制造商与零售商协同升级战略与路径选择

在消费渠道多元化的时代，如何实现制造商与零售商的协同升级，已经成为现阶段的重要课题。本文认为自有品牌的研发，是制造商与零售商协同升级与发展的重要途径，并就此提出政策性建议，以加快我国企业超越国际代工，成为全球价值链主导者的转换。     

零售成本对称下制造商的定价战略

在零售商与制造商的渠道关系中,零售商渠道势力的增强使得制造商面临渠道利润分配比例缩小的威胁。本文通过数学模型分析了制造商应对强势零售商的定价战略。市场结构中两家成本对称的零售商为单一制造商提供的单个商品的销售展开竞争,处于强势地位的零售商向制造商规定商品的批发价格;处于弱势的零售商就由制造商给定批发价格。制造商从自身利益最大化出发,给定弱零售商的批发价格要高于强零售商的批发价格,从而强势零售商通过比弱零售商低的零售价格获得更多的市场份额,制造商也因此获得更多的利润。     

零售商抵御消费市场寒流的营销方略

全球金融危机危及到国内消费市场,严重影响消费者购买信心,造成零售商销售业绩下滑。为了激发消费者购买信心,零售商应尽快调整营销战略,为低迷的消费市场注入活力。即建立供零联盟,降低商品成本;加强供零合作,让利消费者;发展零售商自有品牌实现商品低价。通过全新的营销方略,提升零售商的市场竞争力。     

零售成本对称下制造商的定价战略

在零售商与制造商的渠道关系中,零售商渠道势力的增强使得制造商面临渠道利润分配比例缩小的威胁.本文通过数学模型分析了制造商应对强势零售商的定价战略.市场结构中两家成本对称的零售商为单一制造商提供的单个商品的销售展开竞争,处于强势地位的零售商向制造商规定商品的批发价格;处于弱势的零售商就由制造商给定批发价格.制造商从自身利益最大化出发,给定弱零售商的批发价格要高于强零售商的批发价格,从而强势零售商通过比弱零售商低的零售价格获得更多的市场份额,制造商也因此获得更多的利润.     

新冠疫情冲击下的全球价值链重构与中国方案

2020年初,新冠疫情在全球各国的传播与扩散使得全球价值链的重构趋势进一步加快,一些国家出于对本土安全的保护,纷纷推动本国产业链回流,以分散外部风险。全球价值链面临结构性调整,机遇与挑战并存。面对此次新冠疫情的冲击,我国也急需制定具有针对性的全球价值链战略,构建健全的产业链供应链体系,确保我国经济持续健康发展;以人类命运共同体思想为指导,加大对外开放程度,促进经济全球化发展;以数字新技术为驱动,逐步向数字经济时代迈进。     

跨国零售商在华市场优化管理供应商问题研究

本文在实地调查基础上,阐明跨国零售商在华市场优化管理供应商的基本模式,表明在华跨国零售商过度优化管理供应商的"过激"行为,分析由此引发制造商的短视效应与发展效应;零售业的竞争效应与互补效应;市场环境的失衡效应与整合效应,并针对我国中小供应商、本土零售商以及政府职能管理部门提出应对建议.     

对我国零售企业开发自有品牌的思考

零售商自有品牌的出现,是零售业态的创新和发展、零售商和制造商之间的关系发生深刻变化的产物。这一经营方式被商业零售领域的专家和经营者称为商业经营的一大变革,并日益成为全球商业发展的新热点。在竞争日趋激烈且同质化日益严重的零售市场上,创建和培育自有品牌成为零售商实施差异化战略,保持竞争优势的有力武器。     

论后金融危机时代本土代工企业转型升级模式

国际金融危机以来,国际市场日益需求萎缩,本土代工企业面临利润下降、传统竞争优势逐渐丧失等问题及困境。在新的国际经济形势下,通过转型升级摆脱全球价值链"低端锁定"的生存危机,获取企业持续发展动力成为本土代工企业面临的必然战略选择。在此基础上,提出本土代工企业的转型升级模式,即开拓国内市场、产品或产业链升级、建立自主品牌、向服务型制造转变。     

全球价值链中零售企业创新战略研究

经济全球化时代零售企业竞争力的提高,取决于零售企业的全球价值链创新能力、整合全球客户资源和供应链资源的能力。7-11、宜家、沃尔玛、巴黎春天等跨国零售企业制定和实施了不同的全球价值链创新战略,吸引一流供应商和客户进入自身价值链,进而掌握了全球价值链主导权和控制权。     

大型零售商主导产业链:中国产业转型升级新方向

在全球价值链演化逐渐从生产者驱动向采购者驱动的大趋势下,受分工深化、交换协同、价值创新和市场化、国际化、信息化等内外因素交织影响,在部分行业形成大型零售商主导产业链的格局和趋势,成为中国产业转型升级的重要方向。本文系统阐述这一现象产生的背景、动因和发展条件,并对未来大型零售商主导产业链可能出现的全产业链控制、关键环节控制、标准和核心技术控制等重点形式进行剖析。     

降低成本新利器:协同供应商产品开发——以无锡捷利电气公司为例

随着全球范围内市场竞争的不断加剧和企业内部制造成本的节节攀升,作为“世界工厂”的我国制造型企业在国际生产领域中的成本优势正逐步受到侵蚀和冲击。为了保持持续的成本领先优势,我国企业应当与主要供应商建立良好的供应链伙伴关系,协同供应商进行产品开发设计,从而更有效地降低成本、提升质量。本文以捷利公司为例,首先对供应商协同产品开发的含义及活动进行了阐述,然后对协同开发的六个主要步骤进行了归纳,提出了协同产品开发的基本模式,该模式涉及了从顾客需求到初始运行测试五个阶段的关键活动和协同方式,最后总结了捷利公司通过协同供应商产品开发所获得的效益改善和双赢回报。     

Supply Chain Management and Retailer Performance: Emerging Trends, Issues, and Implications for Research and Practice

In an environment with increasing competition and a growing need for operational efficiencies and customer orientation, retailers are looking beyond their organizational boundaries to develop and leverage the resources and capabilities of their supply chain partners to create superior value and competitive advantages in the marketplace. In this article, the authors discuss how three recent trends—global sourcing practices, multichannel routes to market, and relationship-based innovation—are transforming the retail landscape and leading to a variety of performance improvements with regard to brand image, reputation, sales and profits, innovation, and relationships. For each of these major trends, this article highlights key issues, identifies relevant literature, and offers propositions for further research.     

Shopping in the omnichannel supply chain under price competition and product return

In recent years, omnichannel retailing has created value for prospective consumers. The rise of omnichannel retailing has changed consumers' buying habits, and manufacturers are facing stiff competition from retailers. To reduce this competition effect, manufacturers and retailers often work together to reduce showroom display costs. Despite this practice, there is little understanding of how omnichannel retailing impacts supply chain (SC) profit under competitive conditions. We investigate the test-in-store-and-buy-online (TSBO) retailing strategy and its impact on SC profit and price competition between manufacturers. The retailer sells products of both manufacturers through its website but displays products of only one manufacturer in the showroom, which bears the displaying cost. The retailer adopts a return policy for the other manufacturer. Stackelberg game was used to examine how members of the chain interact, and Nash equilibrium was used to find optimal strategies for players under decentralized and integrated channels. The results show that the TSBO strategy in retailing benefits all supply chain players under the integrated channel. A further interesting finding is that omnichannel SC profits are highest when retailers adopt a return policy. When two manufacturers compete and adopt different sales models, the manufacturer who uses the TSBO retail model reaps the most profit. Several other managerial insights are drawn from sensitivity analyses.     

全球价值链下日韩纺织服装产业升级路径的比较

从全球价值链的视角出发,对日本和韩国纺织服装产业在升级过程中采用的升级路径进行了比较分析表明,当一国纺织服装产业发展陷入“低端锁定”时,可以采用两国所实施的升级路径,以求得向全球价值链高端附加值较高的方向发展.     

Compete in Price or Service?—A Study of Personalized Pricing and Money Back Guarantees

Retailers use both pricing and service strategies to respond to intensified competition. Here we develop a duopoly model to investigate the impact of the increasingly popular personalized pricing strategy (PPS) and the widely used Money Back Guarantee (MBG) customer returns policy. We consider two retailers who differ in customer satisfaction rates. Each retailer chooses a pricing strategy, PPS or uniform pricing, and a product return strategy, MBG or ‘no returns.’ We show that both PPS and MBG are dominant strategies, but their impact on retailers’ prices and profits are different; while PPS intensifies price competition and may lead to a prisoner’s dilemma in which both retailers may lose profit, MBG mitigates price competition and may result in a Pareto improvement in both retailers’ profits. Both PPS and MBG increase the size of the overall market, but not the total duopoly profit. The total customer surplus and social welfare may increase under either strategy. In addition, we obtain some interesting observations as to how our results may change if the product quality/customer satisfaction rate is endogenously chosen in the duopoly. Some of our findings are in contrast to related results reported in the literature.     

基于利益博弈的食品安全治理困境与对策

食品安全问题是事关消费者福祉的重要现实问题和理论问题。从食品供应链的纵向联系和食品生产企业的横向竞争来看,食品安全问题主要是食品产成品生产企业利益博弈的结果。在目前社会经济体制下,地方政府和地方企业的利益具有一致性,政府对不安全食品生产者施以较轻的惩罚不足以改变食品生产企业博弈的均衡,然而较重的惩罚又具有不可信性,这使得政府治理食品安全问题存在困境。只有从根本上改变政府利益的非独立性,明确食品安全治理的重点,强化食品生产企业的内外约束,才能有效解决食品安全问题。     

Competitive location-based mobile coupon targeting strategy

At present, retailers are increasingly targeting consumers based on consumers' geographic locations by distributing mobile coupons. We develop a theoretical model to compare uniform coupon targeting with one-to-one coupon targeting for two competing retailers with asymmetric mobile accessibilities. We find that retailers engage in targeting promotion only when the marginal cost of targeting is not too high. Adopting uniform coupon targeting does not necessarily lead to the prisoner's dilemma. Additionally, the asymmetry of mobile accessibility lessens inter-firm price competition. Finally, our results further demonstrate that marketers should switch from offensive to defensive targeting as the marginal cost of targeting declines.     

基于模块化的先进制造业价值网络构建研究

本文认为,先进制造企业以模块化运作为基础,对自身价值链进行整合,通过构建价值网络为企业融入全球价值链、参与全球竞争提供平台,由此带来整个价值体系的跃迁.文章提出,随着信息技术的发展、知识经济的兴起和经济全球化趋势的加快,柔性化的生产方式和个性化的消费品越来越受到消费者的欢迎.先进制造企业应充分利用模块化和价值网络带来的便利条件,不断提高产品的规模实力,提升企业的技术创新水平.