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1.
房地产产品售后服务解析   总被引:1,自引:0,他引:1  
结合一般产品的售后服务内涵及房地产产品的特性,在总结众多人时房地产产品售后服务理解的基础上,给出房地产产品售后服务的概念及其包含的内容.对房地产产品售后服务的特征进行了较为系统的阐述,并论述了房地产产品售后服务的作用.  相似文献   

2.
基于4C理论的房地产营销创新战略研究   总被引:5,自引:1,他引:5  
4C营销理论主张重视消费导向,其精髓是消费定位产品,其关键是真正重视消费的行为反应。基于4C营销理论的房地产营销创新战略,即面向4C的房地产市场、面向4C的房地产市场目标选择、面向4C的房地产产品定位,其核心理念是以消费为核心,以消费的表象需求和潜在需求为导向,通过深入细微的市场调研分析,进行房地产市场细分、房地产目标市场选择和房地产产品定位,为房地产营销组合活动的顺利执行指明方向,较好地满足房地产开发商的运作需求。  相似文献   

3.
我国房地产企业市场定位策略研究   总被引:3,自引:0,他引:3  
我国房地产企业市场定位目前存在着产品定位不准确、客户管理不到位、销售过程管理不规范和缺乏战略规划等问题。房地产企业市场定位决定了企业的成败,只有通过准确地定位,房地产企业才能取得成功。房地产企业市场定位策略包括产品定位策略、品牌定位策略和企业战略定位策略。  相似文献   

4.
如何加强房地产开发企业成本管理   总被引:1,自引:0,他引:1  
<正>目前,许多房地产企业只重视建筑产品的成本控制而不考虑市场需要什么样的产品以及建筑产品的投入产出比。另外,许多房地产企业的事前成本管理薄弱,成本预测、成本决  相似文献   

5.
面对新形势和房地产宏观调控政策,房地产企业应该尽快调整战略目标。完成战略转型,以此提高核心竞争力。在新形势下房地产企业应该从经营理念、赢利模式和产品结构上尽快完成企业的战略转型。  相似文献   

6.
作业成本法在房地产开发中的应用研究   总被引:1,自引:0,他引:1  
近几年来,我国房地产行业的发展较为突出,由此引发的房地产开发企业竞争日趋激烈,在这场竞争中决定胜负的一个关键因素就是开发企业自身产品的成本管理.在其它条件不变的情况下,开发产品的节约也就意味着企业利润的增加.而我国房地产开发企业产品成本核算却存在着很大的成本核算弊端,无法真正做到准确、正确的房产开发核算.鉴于此,本文拟提出一种新的成本核算方法--作业成本法并将其引入到房地产开发产品成本核算中,从而引发出作业成本法在房地产行业应用的有益探索.  相似文献   

7.
房地产投资信托基金(REITs)在我国内地已谈论了好几年,但一直是雷声大,雨点小,也曾有个别产品自诩是REITs,实际上却是四不像,严格意义上只能说是对传统房地产信托产品的改头换面。去年12月国务院常务会议出台的"金九条"中,首次提出"开展房地产投资信托基金试  相似文献   

8.
房地产信托融资分析与研究   总被引:3,自引:0,他引:3  
介绍房地产信托的基本概念,简要描述了其发展现状和其产品模式,指出了房地产信托的局限性及其风险,并提出了相应的对策建议,以供房地产信托融资参考。  相似文献   

9.
马颋 《工业会计》2005,(7):48-53
房地产类信托产品在目前已发行的信托产品中最为普遍。尤其是当2003年9月中国人民银行下发121号文件之后,商业银行不能再对四证(土地规划许可证,国有土地使用证,建设工程规划许可证和建设工程施工许可证)不齐全的房地产项目发放贷款,导致全国很多房地产开发商的建设奖金短缺,一时间信托投资公司门前车水马龙,登门借款的开放商数不胜数,  相似文献   

10.
翁晟 《工业会计》2011,(11):70-71
房地产基金在海外非常流行,其核心配置品种REITs(房地产信托凭证)具有风险低于股票等高风险产品、收益稳定且高于债券平均回报率的特点,一直在海外被投资者所追捧,得到了迅速发展。在美国,REITs的市值已经超越了房地产上市企业市值的总和。  相似文献   

11.
Innovative industries are often characterized by rapid product turnover. Product longevity may be driven by both a product's position within a market as well as its position within a firm's larger product portfolio. However, we have little understanding of the relative importance of these factors in determining product turnover and how they interact as an industry evolves. Although researchers have invested substantial effort in analyzing firm survival and turnover, there are far fewer studies of the determinants of product survival and turnover. We use hazard rate models and count regression models to describe the behavior of firms and their products with a new and detailed database on the laser printer industry. We show, first, that competition and market structure variables have a large impact on both speeding product exit and delaying product entry. Second, there is some evidence that firms that have maintained a high market share for a number of years keep their products on the market longer than those with lower market share. Finally, firms with high innovative capacity tend to enter markets frequently, but withdraw their products at average rates. Firms with strong brands tend to introduce few products and withdraw their products slowly. With these findings, the paper links product entry and exit decisions to the broader literature on firm strategic and product management. Copyright © 2006 John Wiley & Sons, Ltd.  相似文献   

12.
The success of a new product launch critically depends on an engaged and dedicated sales force. Salespeople who are involved in a new product launch must overcome significant uncertainty associated with the new product's performance, which can affect success expectations and, in turn, sales effort for the new product. Moreover, success expectations may drop in the first few months of the launch period, due to initial negative market feedback or general decline in sales force enthusiasm. Diminished expectations may start a vicious circle effect where lower success expectations for the new product lead to lower sales effort that, in turn, leads to lower performance, which further lowers expectations, and so on. Based on insights from attribution‐expectancy theory, this study investigates two distinct mechanisms to counteract the potential downward spiral in success expectations and sales effort devoted to a new product. Specifically, this research examines the role of financial incentives and salespersons' long‐term orientation in creating and maintaining high new product success expectations and sales effort during a new product launch. To investigate how the effect of these factors changes over time, success expectations and sales effort are examined across two critical points in time: the start of a new product launch and at completion of the first sales cycle. To test the model empirically, the North American sales force (n = 129) of a business unit of a global firm is surveyed longitudinally during the launch of a new line of industrial products. The data are analyzed using a partial least squares model. The results show that initial success expectations have a significant effect on sales effort later in the launch, and that this relationship is mediated by success expectations later in the launch. Success expectations and sales effort early in the launch are also shown to impact the perceived attractiveness of the financial incentives offered, but this does not translate into higher success expectations or sales effort at the end of the launch. In contrast, the long‐term orientation of salespersons is key to maintaining higher success expectations and sales effort at the end of the launch.  相似文献   

13.
We study a signal-jamming model of product review manipulation in which rational consumers consult product reviews and price to better estimate a product's quality, and a firm, whose quality is either high or low, chooses its price and how much bias to insert into product reviews. We show that both firm types always exert positive effort to manipulate product reviews, and, depending on the equilibrium price level, one or both of them can increase its sales. When the high-type firm exerts more effort than the low-type, review manipulation benefits consumers by raising [lowering] their demand for the high-quality [low-quality] product.  相似文献   

14.
We study how demarketing interacts with pricing decisions to explain why and when it can be employed as the seller's optimal strategy. In our model, a monopolistic seller offers different price‐quality bundles of the product. A consumer's preference is private information. With demarketing, consumers must make a costly effort to purchase and/or utilize the product, whereas with marketing, the seller instead makes the effort so that the consumer's purchasing decision is independent of the cost of effort. Our result suggests that, for small or large effort costs, it is optimal for the seller to engage in marketing. For intermediate effort costs, however, demarketing can be optimal. With demarketing, the seller induces only the consumers with high valuation to make transaction effort. By doing so, the seller can price discriminate more effectively, thus extracting more surplus. We extend our analysis to the case where the seller can offer special deals through exclusive sales channels along with demarketing. Then, demarketing can be optimal even for large costs of effort.  相似文献   

15.
Most analysis of market power assumes that managers are perfect agents for shareholders. This paper relaxes that assumption. When managers of a multi‐product firm exert unobservable effort to improve product quality, there is a trade‐off between providing adequate effort incentives and ensuring sufficient price‐coordination between the product divisions. This makes some intra‐firm price competition optimal, explaining why many multi‐product firms allow for competition between divisions. When there are effort spillovers, the optimal amount of price competition can be as great as when the products are under separate ownership. Even with some profit‐sharing, intra‐firm price competition can reduce quality‐adjusted price, which has important implications for antitrust policy.  相似文献   

16.
This paper examines the allocation of inventive effort in complex product systems. I argue that complex product systems, e.g., personal computers (PCs), are distinguished by functional interaction among several components, each guided by a relatively autonomous bundle of technical and economic characteristics. I try to explore whether the dynamics of such interactions between components of complex product systems can help us understand changes in the relative allocation of inventive effort. I advance and empirically test three hypotheses: (1) emergence of component constraints (bottlenecks) in product systems will trigger research and development (R&D) investment to resolve the constraints; (2) slack component firms have a strong incentive to invest in resolving component constraints; and (3) the incentive of slack component firms to invest in resolving component constraints is increasing in their prior sunk R&D investments in slack components. In sum, I argue that interactions between components in a product system conditions the R&D incentives of firms and also that the incentives are increasing in their prior investments or capabilities. Using product reviews from technical journals, I trace the constraint components in the PC from 1981 to 1998 and attempt to predict shifts in the allocation of inventive effort in the subsequent period. The empirical results strongly support all three hypotheses. This study highlights the paradoxical effect of modularity in complex product systems. Modular design architectures, while contributing to accelerating the pace of technical change, also tend to limit the economic benefits of firms' component R&D efforts, especially when different components technologies are progressing at different rates. This often creates an impetus to enlarge the scope of firm R&D activities beyond the component product markets that firms operate in. Other implications for R&D decision making are discussed. Copyright © 2007 John Wiley & Sons, Ltd.  相似文献   

17.
随着分销渠道的迅速发展和多渠道变得越来越普遍,消费者研究不仅要关注产品选择,还要去理解消费者进行渠道选择的理由。文章以证券交易为例,从顾客的角度来研究个体消费者对渠道的感知。通过间接研究(对学术和实践文献的回顾)和直接的消费者访谈相结合的方法,最终识别出了一系列的感知成本和收益。认为,证券交易中的渠道选择取决于下列因素:服务质量,价格,时间/精力成本,便利性,感知风险,体验价值。  相似文献   

18.
This article provides an analysis of product variety and scope economies in the microcomputer software industry by using detailed firm‐level and product‐level information on firms' bundling of functionalities over application categories and computing platforms. We find that the management of product variety through the way different application categories are integrated in products and the platforms on which these products are offered can be as important as the significance of scope economies at the more aggregated firm level. Specifically, we find that there is little evidence of firm benefits from economies of scope in production, but there is substantial evidence that products benefit from economies of scope in consumption. In addition, we find that firms with products that encapsulate more application categories perform better, and those with products that cover more computing platforms perform worse. Finally, changes in product variety through new product introductions improve firm performance, but extensions to existing products hinder the performance of the firm and the product. We conclude that research in scope economies can benefit from a more detailed model of the evolution of product variety that includes data and analysis at the firm level and at the product level. Copyright © 2004 John Wiley & Sons, Ltd.  相似文献   

19.
Throughout the pages of JPIM and other publications, researchers and practitioners devote considerable effort to identifying the dimensions of new-product development (NPD) performance that relate most closely to business success. Although we may hope to unveil a set of universal truths about the relationship between NPD performance and business success, the relevant NPD performance measures appear to depend on the industry in which a firm competes. In fact, Christian Terwiesch, Christoph Loch, and Martin Niederkofler suggest that the overall relevance of NPD performance to business success depends on the firm's competitive market environment. In a study of 86 business units operating in 12 different electronics industries worldwide, they develop a market contingency framework for understanding the impact of NPD performance on a firm's profitability. Their study uses data from the “Excellence in Electronics” project, a joint research effort by Stanford University, the University of Augsburg, and McKinsey & Co. They describe market context in terms of three dimensions: market share, market growth, and external stability—that is, the average product life cycle duration in the market. Looking at all 86 business units in the study, they find that industry membership accounts for 23% of the variance in profits, with 18 percent of the variance determined by industry profitability and 5% by the three dimensions of market context. For the firms in the study, development performance has the most significant effect in slow-growth markets and in markets with long product life cycles. In these stable industries, low development intensity, product line freshness, and technical product performance increase profitability. The results indicate that NPD performance plays a much more important role for explaining the profitability of dominant firms than that of the low-market-share firms in the study. NPD performance explains 30% of the profitability variance among the high-market-share business units in the study, but none of the variance for the low-market-share business units. Although the profitability of the smaller firms in the study is driven primarily by the industry environment, these firms can compete on the basis of superior technical performance.  相似文献   

20.
As the demand for eco-friendly products arises, many suppliers have devoted significant effort to green innovation. Prior studies have investigated how green innovation influences product and firm performance; however, its influence on the relationship between suppliers and organizational buyers (customers) is still unknown. Organizational buyers' receptivity to green products is uncertain as they must adjust their current systems to accommodate the new products. As such, understanding how supplier green innovation effort affects the supplier-customer relationship is essential for green innovation success. Using data collected from 196 B2B customers, we find that the relationship between supplier green innovation effort and relational performance depends on several customer- and relationship-level contingencies. Specifically, green innovation benefits a relationship more if customer participation and relational embeddedness are high, or if customer risk aversion and customer-perceived product criticality are low. This research provides valuable guidance for the effective implementation of green innovation.  相似文献   

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