基于消费者心理模型的营销策略分析

心理模型对消费者的购买决策影响巨大。基于心理模型下的模糊营销,应依据消费者所处场合,匹配性宣传产品,适当性投放产品以建立和顺应模糊心理模型;隐喻心理模型则是依据消费者的心理去塑造商品形象,明确企业的核心竞争力和核心创意,并实践企业的核心创意;潜意识心理模型是依据消费者潜意识的趋同效应、环境效应和促销等购买动因来制定营销策略,从而有利于企业根据不同的心理模型制定相应的营销策略,在激烈的市场竞争中顺应消费者心理,促进消费者做出积极的购买决策。     

市场营销之消费者心理初探

企业的成长与消亡是优胜劣汰的一般规律,本不该大惊小怪,但值得注意的是企业的胜出或淘汰,问题不全是出在产品质量、品牌打造和资源禀赋上,而更多的是出在消费者心理的变化,以及营销手段是否适应消费者的心理变化上,遵循着一条市场随消费者的心理变化而变化,赢得消费者企业就兴盛,失去消费者企业就衰竭的定律。     

基于消费者行为学的企业品牌文化建立研究

企业的品牌文化必须充分考虑消费者心理归属的需要,在分析消费者需求的心理的基础上,找到适合企业的切入点,建立能与消费者产生共鸣的企业品牌文化。本文通过论述消费者行为理论与企业品牌文化的建设现状,分析消费者行为与企业品牌文化的关系,提出了消费者行为学视角下的企业品牌文化建立的策略。     

基于消费者心理的深度营销

我们处在一个变化的社会中,产品和企业的更新速度加快,出现了消费者对企业的忠诚度降低,电商企业的竞争加剧等这些问题。现在电商企业主要通过分析大数据来寻找消费者的偏好,但是这种通过大数据的精准营销仍然存在缺点,例如淘宝上基于消费者行为数据的推荐会使消费者视野受限。消费者在历经"需求-选择-购买"这三个阶段时,从始至终都需要用"心理"来支配购买行为,所以消费者的购物行为是由消费者的心理主导,要推测和影响消费者行为,就需要研究消费者的心理,所以更为科学的是基于消费者心理的深层营销。人的心理因素是难以捉摸、变幻莫测的,在不同的情景下会产生变化,我将消费者的行为和心理进行量化,从源头进行深度分析,寻找影响消费者心理因素。电商企业可以根据这些影响因素制定策略影响消费者的购买行为,从而有效地销售产品并获取更大的利润。     

试论心理定价策略

商品价格是影响消费者购买心理的最重要、最敏感的因素之一。采用适当的心理定价策略来制定商品的最终价格 ,迎合消费者的心理 ,使企业制定的客观价格与消费者的主观价格相一致 ,会令消费者容易接受这个价格 ,较易形成购买行为。     

从消费心理透析文化营销

进入的买方市场的消费时代,要求企业在营销活动中,根据消费者心理的变化趋势,分析和把握消费者心理的特点与规律,通过产品设计、品牌理念、服务、促销等方面的文化营销策略,以满足消费者的心理需求。     

商家对消费者的心理透析及引导研究——以海底捞问题曝光为例

本文将通过对消费者的心理分析,以海底捞卫生问题曝光为例,从表明企业以人为本增强消费者心中的品牌情感成分的重要性。通过心理学理论来解决企业的实际问题,表明企业应通过对消费者心理透析与引导研究来实现企业的长远发展。     

电子商务环境下的网络消费者

电子商务的出现,使消费者的消费观念、消费方式、行为模式和购物心理都随之发生巨大的变化。了解网络消费者需求特征、掌握消费者购物心理和动机,更好地满足消费者需求,是企业在电子商务环境下的市场竞争中立于不败之地的根本,探讨电子商务环境下消费者的心理和购物动机具有重要的现实意义。     

浅析消费者心理对企业发展的重要性

企业的发展离不开消费者,而消费者在购买公司产品和劳务时,会产生购买行为,购买行为与消费者心理息息相关。研究消费者心理一方面可使消费者提高消费效益,另一方面在市场竞争异常激烈的今天,可以让企业经营者提高经营效益,让企业有一个长足的发展。     

浅析基于网络消费者行为特征的网络营销策略

与传统消费模式相比,在电子商务这种特殊的消费模式下,消费者心理以及购买行为都表现得更为复杂和微妙。如何正确分析网络消费者的消费心理,是企业进行网络营销的首要任务。本文通过对我国网络消费主要群体的行为特征的探究,为企业提供相应的营销策略来满足网络消费者的需求,影响消费者的心理及行为,最终实现企业的营销目标。     

Antecedents of customer participation in business ecosystems: evidence of customers’ psychological ownership in Facebook

Customers can influence the health of business ecosystem through their participation. What are the determinants of customer participation at the business ecosystem level? This study addresses this question by proposing a research model integrating the organizational socialization of customers, customer participation, and psychological ownership. It proposes customers’ psychological ownership as an antecedent of their participation in the business ecosystem. No study to date has empirically examined customer participation in business ecosystems. This study tests the hypotheses based on online survey data from 397 Facebook users. The results show that psychological ownership is a significant determinant of customer participation in the business ecosystem via word-of-mouth (WOM) and boycott intention. The result of our study also indicates that customer socialization significantly affects customer participation in the individual firm, which in turn leads to an increased psychological ownership. This study (a) broadens the concept of customer participation by examining it via the business ecosystem lens and (b) highlights WOM and boycott activities as examples of customer participation at the business ecosystem level.     

Barriers to Increased Market-Oriented Activity: What the Literature Suggests

Most research on market orientation has dealt with assessing how market orientation behaviour is related to business performance. This work has established an intense market-oriented activity as significantly and positively related to business performance under most circumstances. In a maturing field of research and practice the question on how to design programs for building market orientation is about to be answered. This branch looks deeper into the nature of market orientation and into designing and managing the increase of market orientation. However, the question on why marketing and related activities still seem to attract relatively few resources is not answered by supplying another checklist or package of facilitators. Based on published conceptual writings and empirical studies this article makes an account of what the intra-organizational barriers may be to increased market-oriented activity. A framework of six generic domains is suggested: Organizational structure, human resource management, market-oriented activity competence, psychological climate, managers' personality characteristics, and individually held beliefs. A model is suggested interrelating the domains.     

Network view of MNCs' socio-political behavior

While business networks and relationships in international and industrial marketing studies are explored extensively, relationships between firms and socio-political actors are rarely been studied. This paper addresses this gap and examines how MNCs manage their relationship with socio-political organizations. The study builds from the proposition that business firms, besides their actions in business market, have to manage their socio-political market. The study aims to develop a theoretical view that is based in business networks and contains the three concepts of legitimacy, commitment and trust. The proposition is that business firms behave proactively towards the actors in the socio-political environment which is related to their business goals. The three conceptual elements will enable us to understand more deeply the varieties in the firms' managerial behavior. Two cases test the concept in the model — those of Daewoo Motor Company (a South Korean MNC) and the Swedish MNC, Vattenfall. The study will contribute towards deeper understanding of socio-political market and how firms manage their socio-political relationships. The conclusions describe the theoretical and managerial implications.     

How market orientation and outsourcing create capability and impact business performance

For most firms, developing the capability to compete and perform is crucial. The literature suggests that market orientation and outsourcing are two such sources for building capabilities in the marketplace. However, the relative contribution of market orientation and outsourcing to capability and superior business performance is unclear. To bring clarity, two pathways through which market orientation and outsourcing build capability and enhance business performance are proposed. Using data from foreign and Indian firms, the results indicate that both market orientation and outsourcing contribute to building capability, and that outsourcing further contributes to business performance. Also, it was discovered that low‐risk market‐oriented and high‐risk outsourcing firms experienced a positive impact on business performance. The implication of these results for managers is that market orientation and outsourcing can be complementary tools in their efforts to build capability, enhance business performance, and manage risky environmental conditions. © 2009 Wiley Periodicals, Inc.     

掏空、支持与上市公司经营业绩关系研究

以1998-2003年的非金融类上市公司为样本,以大股东占款为研究对象,检验了我国上市公司大股东掏空与支持行为对上市公司经营业绩的影响,研究发现大股东的掏空行为对上市公司的经营业绩具有显著的降低作用,大股东的支持行为对上市公司以会计指标表示的经营业绩具有显著的提高作用,但对以市场指标表示的经营业绩的提高作用不显著,大股东占款程度与上市公司业绩具有显著的负线性关系。     

Efficiency and Ethically Responsible Management

One common justification for the pursuit of profit by business firms within a market economy is that profit is not an end in itself but a means to more efficiently produce and allocate resources. Profit, in short, is a mechanism that serves the market’s purpose of producing Pareto superior outcomes for society. This discussion examines whether such a justification, if correct, requires business managers to remain attentive to how their firm’s operation impacts the market’s purpose. In particular, it is argued that the value of efficiency, despite views to the contrary, cannot be fully separated from the planning and intentions of business managers as long as those managers direct their firms in an ethically responsible fashion. This position is inspired by, and serves as a supportive clarification of Joseph Heath’s so-called “market failures approach” to business ethics.     

批发商业的SWOT分析

随着我国市场经济的建立和发展,批发商业的生存空间发生了巨大变化。大型生产企业建立自己的批发网络已经成为潮流;中小生产企业依赖广泛兴起的批发市场作为销售的主渠道;大中型零售企业的零售与批发兼营;个体批发商无孔不入。由此使批发商业处于来自生产企业与零售企业两方面的“双重挤压”之中,面临着被市场淘汰出局的危险。运用SWOT(战略分析工具)全面分析批发商业,为批发商业彻底走出困境、恢复生机和活力指明道路,必须进行经营战略调整与创新,以适应现代市场经济条件下生产、零售体制变革的要求。     

Marketing planning: Operationalising the market orientation strategy

Abstract

Despite strong empirical validation of the relationship between market orientation and business performance, the literature is inconclusive on the implementation of the strategy. This paper reviews the implementation of market orientation, and investigates the associations between market orientation and marketing planning and their associations with business performance. A survey of 216 Australian larger business organisations was conducted to find evidence of these relationships. The results highlight a close association between market orientation and marketing planning, with virtually the same level of association between them, and the business performance measures used. This evidence suggests that they arguably represent the same domain. The results suggest that marketing practitioners may use the marketing planning technique as an intangible productive resource to operationalise the market orientation strategy, and use it to design a specific style and magnitude of market orientation suitable for an organisation.     

A proclivity for entrepreneurship: A comparison of entrepreneurs,small business owners,and corporate managers

Despite intensive inquiry, relatively little is known about the entrepreneur, the central figure in entrepreneurship. The question of how an individual who operates his or her own business differs from a corporate manager remains unanswered. In addressing this question, the primary purpose of this study was to investigate the potential of psychological constructs to predict a proclivity for entrepreneurship. The research model includes three classic themes in the literature: achievement motivation, risk-taking propensity, and preference for innovation.A survey of 767 small business owner-managers and corporate managers was assembled from a 20-state region, primarily the southeastern United States. The participants completed a questionnaire composed of the Achievement Scale of the Personality Research Form, the Risk-Taking and Innovation Scales of the Jackson Personality Inventory and questions pertaining to numerous individual and organizational variables. Respondents were first divided into two groups, managers and small business owner-managers. Subsequently, due to the often cited variations in entrepreneurs, the owner-managers were further categorized as either an entrepreneur or small business owner, using the widely cited Carland et al. (1984) theoretical definitions. Entrepreneurs are defined by their goals of profit and growth for their ventures and by their use of strategic planning. Alternatively, small business owners focus on providing family income and view the venture as an extension of their personalities. In this study, both groups of owner-managers were simultaneously compared with managers using hierarchical set multinomial LOGIT regression.The results indicated that the psychological constructs are associated with small business ownership, but with some important caveats. As hypothesized, those labeled entrepreneurs were higher in achievement motivation, risk-taking propensity, and preference for innovation than were both the corporate managers and the small business owners. This profile of the entrepreneur as a driven, creative risk-taker is consistent with much of the classic literature concerning the entrepreneur. Nonetheless, not all of the owner-managers fit this profile. When compared with managers, the small business owners demonstrated only a significantly higher risk-taking propensity. In terms of the constructs studied, the small business owners were more comparable to managers than to entrepreneurs.In addition to theoretical and methodological implications, the results presented here have important implications for small business owner-managers of both types. A major issue is the connection between the owner’s psychological profile and the characteristics of the venture, including performance. It would appear that psychological antecedents are associated with owner goals for the venture. Some owners will be more growth oriented than will others, and performance should be assessed in light of the owner’s aspirations for the venture. Moreover, owners should be aware of their own personality sets, including risk preferences, which may be more or less suited to different venture circumstances, including those with relatively high levels of risk.Planning in small businesses appears to enhance venture performance. Research has demonstrated the connections between psychological factors and planning behaviors in small businesses. Those labeled entrepreneurs in this study have goals of profit and growth, and tend to engage in more planning. An awareness of these psychological preferences and concomitant attention to planning behaviors have the potential to improve the performance of the venture, irrespective of owner aspirations.Venture teaming is becoming more popular among entrepreneurs. Balanced venture teams appear to improve the chances of entrepreneurial success (Timmons 1990), but a common source of conflict among venture team members is inconsistent or ambiguous motives for the new venture. Awareness of venture partners’ psychological predispositions in areas such as risk-taking could be used to identify and reconcile areas of potential conflict, and enhance the planning process in the small firm. In sum, an individual’s awareness of his or her psychological profile provides a number of advantages, not only to existing entrepreneurs, but also to aspiring entrepreneurs who should assess their perceived entrepreneurial opportunities against the backdrop of their psychological proclivity for entrepreneurship.     

Does market orientation pay off without brand orientation? A study of small business entrepreneurs

Market orientation and brand orientation are usually modelled as distinct antecedents of business performance, and the simultaneous performance effects of these orientations are empirically under-explored. Moreover, studies of market orientation and branding tend to focus on large corporations and the views of managers rather than the views of small business entrepreneurs. Addressing these research gaps, the current study explores market orientation and brand orientation by empirically testing their simultaneous effects on the business performance of small firms. Using primary data from 328 effective responses gathered from small business entrepreneurs, the study finds that market orientation improves the financial performance of a small firm only if it is implemented through brand orientation and eventually translated into brand performance. The results further indicate that older firms benefit more than younger firms from investing in branding, while younger firms benefit from paying attention to the actions of their rivals.