发展先导型商品流通结构的理论与实践

先导型商品流通结构是在国民经济体系中具有重要战略地位,在国民经济规划中优先发展,并对其他产业发展起着导向作用的流通结构.这种结构是社会主义市场经济发展的客观要求,是全球经济一体化发展的必然趋势,也是商品流通自身发展的本质内涵.今后我们需要以物流为骨干建立先导型的流通结构框架,以连锁业为重点发展先导型的零售组织体系,以电子商务为枢纽强化先导型的经营结构功能.     

中国商品流通现代化的构成要素

商品流通现代化的内涵和中国商品流通现代化的特征决定着商品流通现代化的构成要素.本文认为商品流通现代化的构成要素包括商流、物流、信息流三个方面,每个方面又含有物质、制度和观念三个层面.由于在同一经济社会中,商流、物流、信息流的制度层面和观念层面相同,而物质层面不同,所以商品流通现代化的构成要素就可以合并为五个构成要素,即商流的物质层面、物流的物质层面、信息流物质层面、商品流通的制度层面和商品流通的观念层面等.     

深化流通改革的目标是提高社会流通效率

在三十年改革开放的历程中．中国商品流通体制发生了深刻的变化。从以国有垄断为特征的计划型批发流通体系的解体,到多渠道商品流通体系的形成;从国有资本从中小流通企业的退出,到大型商品流通企业集团的建立;从路边集市贸易的出现．到大型批发交易市场的发展;从城市百货商店的改造．到各种现代化零售业态的导入;     

电子商务环境下的第三方物流探讨

随着社会分工和科技革命的发展，商品流通方式和物流发生了很大变革，第三方物流正逐步成为物流的主导形式，对加快商品流通速度，缩短流通时间，提高社会生产效率具有重要的意义。本文从电子商务与第三方物流的概念出发，首先分析了电子商务与第三方物流之间的关系，并进一步探讨了电子商务环境下第三方物流发展所存在的问题。以此为依据，对第三方物流的发展提出了自己的思考并提出相应的建议。     

我国农产品现代流通体系建设中的问题与对策

加快农村现代流通体系建设,对于统筹城乡发展,提高农产品流通效率,增加农民收入,振兴农村经济具有重要意义。经过多年的发展,我国农村市场流通体系建设取得了重大进展,基本形成了多层次、多类型、多渠道、多主体的流通体系新格局。但在商流、物流、信息流建设方面仍然存在一些问题。为加快我国农村现代流通体系建设,应加强商流建设,积极发展多元化市场流通主体,进一步推进农村商品流通方式现代化;完善物流体系建设,夯实农村商品流通基础设施,加强先进物流技术的研究和应用;强化信息流建设,构建农村商品流通数据库和公共信息平台,建立农村商品流通信息服务体系。     

电子商务环境下逆向物流的实施

电子商务是随计算机网络与通信技术的迅速发展,特别是Internet的普遍应用,而产生的一种全新的商务运作模式。电子商务的出现使流通产业的内涵与外延都发生了重大变化,有关流通的执行部分和全部由信息流取代,物流手段和信息手段演变成现代流通的两大支柱。整个市场实务运行的处理工作主要由物流公司来提供,物流企业成了代表所有生产公司及供应商对客户进行实务供应的承担者,也是商品流通实务运作的最主要的载体。所以在电子商务环境下,物流提升到了前所未有的重要程度,也为物流业实现跨越式的发展创造了新的机遇。     

市场营销物流及其技术应用

文章指出,市场营销物流管理对于创造企业竞争价值具有重要战略意义。为实现生产物流和营销物流的无缝连接,文章提出,应将计算机技术、统计学和运筹学管理方法应用到营销物流过程中,打破生产和营销组织的边界,将以功能为核心的组织结构转变为以流程为核心的组织结构;建立一体化的物流业务流程,实现信息的实时共享及业务规划的动态调整;使供应链和营销服务链协调统一,为顾客提供最优价值链;建立服务响应物流,为顾客提供高效良好的服务。     

大力推进流通现代化进程

<正> 商品流通现代化是指在商品流通的全过程运用先进的流通技术设施、手段和现代的流通方式、管理方法。遵循市场经济规律的国际通行规则,使商品流通领域的商流、物流、信息流建立在现代科学技术基础上,形成高效率、高效益的商品流通体系,促进国民经济的发展。     

刍议我国商品流通的现代化发展

商品流通现代化,是指在商品流通过程中运用先进的流通技术设施、手段和现代流通方式、管理方法,遵循现代市场经济规律和国际通行规则,使商品流通领域的商流、物流、信息流建立在现代科学技术基础上,形成高效率、高效益的商品流通体系.它包括商品流通人员意识及知识素质的现代化;商品流通设施及工艺标准的现代化;商品流通管理、流通方式和经营方式的现代化等.     

连锁零售企业物流管理与业务流程再造

随着我国经济的发展,连锁零售企业迎来了一个新的发展高峰。连锁零售企业的发展过程主要是通过物流管理与业务流程再造开始的。物流管理主要是针对货物运送的一个管理,准时发货、准时到货的一个过程。物流管理作为供应链中心管理的一个环节,它通过供应链将企业外部的一个外延进行合理融入,从而提高整个物流管理的原有能力。而业务流程再造就是现代化新型组织的一个观点,它的中心思想主要是依靠分析组织流程,设计创新型的组织物流,以此提高整个连锁零售企业的工作实效,从而发挥更大的工作能力,提高顾客对企业的信任度,使企业能够更好地发展。     

Large established firms entry into franchising: an exploratory investigation of strategic and operational issues

Although franchising is traditionally associated with newly emerging businesses which need to finance growth, this marketing technique is being increasingly utilized by large established firms as a method of business development. This article analyses the business objectives which led a sample of such firms in the UK to introduce franchising as a means of channel management. The modes of franchising-including the master franchise-selected by these firms as well as their operational and organizational experiences are investigated. In particular, there is an examination of the major managerial/cultural issues which these firms encountered in trying to reconcile the decentralized organization and operating methods implicit in the franchising concept with the centralized decision making and organization of a corporate concern. The implications for management of this dichotomy are explored.     

人民币汇率波动、成本粘性与企业自由现金流--来自A股上市公司2003－2011年经验证据

人民币汇率波动对进出口商品价格具有显著传导效应，研究发现，当企业销售量下降、营业收入减少时，企业成本粘性增强，企业自由现金流下降明显，这表明我国上市公司确实存在成本粘性行为，宏观经济政策调控是导致企业成本粘性行为之一。当企业存在成本粘性特质时，研究发现，企业收入呈负增长，人民币升值幅度较快，成本粘性加剧，企业自由现金流下降趋势更加显著，人民币汇率波动作用于微观企业现金流或通过成本粘性机制来实现。     

Decision and information systems for strategic planning

Most modern organizations are concerned with how well their strategic planning systems guide the organization. The authors hold that effective strategic planning can be carried on only through the development and implementation of a strategic planning decision and information system (SPDIS). The concept suggests that strategic planning, the management information system, and the organizational structure and management processes are so interdependent that one subsystem cannot be effectively implemented without making appropriate changes in the others. The authors discuss the five critical elements of the SPDIS, recognizing the operational inter-dependence of the subsystems, focusing on support of the strategic decision-making aspect of the manager's job, and emphasizing the role of the manager.     

我国农村流通产业组织分析

我国目前的农村流通产业组织不能满足日益增长的市场需求,农村流通产业组织的市场集中度非常低,企业规模普遍偏小,所提供服务的差异化不明显,而且农村流通市场的进入壁垒低、退出壁垒高,在组织策略、价格策略和产品策略等方面存在着明显的局限,直接影响了农村流通产业组织的经济效益,经营效率难以提高。要优化农村流通产业组织,应实施权责明确的统一管理体制,加大政府扶持力度,推进城乡流通一体化进程,完善保障体系,降低退出壁垒。     

粮食供应链脆弱性分析与整合研究

粮食供应链的脆弱性分为结构型和胁迫型两种。结构型脆弱性由供应链的主体组织化程度和网络一体化程度决定,胁迫型脆弱性则由供应链的风险承受弹性和风险发生概率决定。粮食供应链管理目标就是降低这两种脆弱性,形成"高效+安全"的粮食供应链。供应链整合是降低粮食供应链脆弱性的有效途径。本文从探索组织创新模式、完善利益分配机制、实施信息共享技术和实行风险闭环管理等四个方面给出了整合思路,并提出了由政府、产业化龙头企业、商业流通企业和农民专业合作经济组织主导的四种可供操作的整合模式。     

中国对外直接投资发展结构特征研究

为了提高中国企业国际竞争力,保证关键资源的供给,中国政府实施了＂走出去＂战略。此后,中国对外直接投资出现了急剧上升趋势,通过分析中国对外直接投资发展趋势及结构特征,可以发现以下特点：对外投资发展结构在区位上侧重亚洲和拉丁美洲地区;在行业上则侧重于以贸易导向为主的服务业和以资源导向为主的采矿业;在主体上有限责任公司占主要地位,国有企业比重大,但在投资额度上,国有企业占有绝对主导地位,特别是中央直属企业在其中发挥着决定性作用。     

Complete and Partial Organizing for Corporate Social Responsibility

This paper investigates different modes of organizing for corporate social responsibility (CSR). Based on insights from organization theory, we theorize two ways to organize for CSR. “Complete” organization for CSR happens within businesses and depends on the availability of certain organizational elements (e.g., membership, hierarchy, rules, monitoring, and sanctioning). By contrast, “partial” organization for CSR happens when organizers do not have direct access to all these organizational elements. We discuss partial organization for CSR by analyzing how standards and cross-sector partnerships make selective use of organizational elements. We maintain that an important feature of the increasing institutionalization of CSR—not only within businesses but also among non-governmental, governmental, and professional actors—is the rise of partial forms of organization. We discuss the contributions to this Special Issue in the context of our theorization of complete/partial organization for CSR and outline avenues for further research.     

Midea’s Re-adoption of M-form Structure

With a focus on the alignment between business strategies and organization design, this illustrative case study describes and analyzes the evolution and reform of Midea’s organizational structure when confronting both internal and external changes. As one of China’s biggest and fastest-growing household appliance enterprises, Midea adopted, discarded and readopted an M-form1 organizational structure within a five-year period from 1997. This case study first investigates the reasons behind Midea’s reform toward decentralization and the formation of governing rules to balance centralization and decentralization. Different decentralized structures are then contrasted basing on product segments, business streams or even key subsidiaries acting as second-tier group companies. After its trial transformation into an H-form company that holds majority shares in several incorporated subsidiaries, Midea chose to switch to a group company incorporated structure soon after its leadership transition in 2012. Preceding the shortening of the group’s ownership chain was the construction, refinement, and evolution of its 9+2+4 divisional structure. This case study is prepared to provoke discussion and thoughts on the (re)design of a properly decentralized structure suitable for large-sized companies with multiple businesses and the links with external and internal factors.     

Study on the relations among the customer knowledge management,learning organization,and organizational performance

This article reports the results of a study of customer knowledge management (CKM) of Taiwanese service businesses in China. Over 600 questionnaires were sent out to the Taiwanese directors and staff in 150 Taiwanese service businesses in Kun-Shan City, China, with 322 valid responses included in the study. Four relationships were examined in the study: the correlation between CKM and organizational performance, between CKM and the learning organization, between organizational performance and the learning organization, and finally the effect of the learning organization on the relationship between CKM and organizational performance. Findings and conclusions are discussed.