中国电力产业链与工业经济波动关系研究

我国工业经济周期显著的特点之一是煤炭、电力及下游高耗能工业的大起大落。电力产业链是以煤炭工业为起点,电力工业为纽带,向钢铁、电解铝、电石等下游工业辐射而构成相对独立的产业链群系统。对电力产业链主要基础工业和工业经济在1985—2005年期间的三个周期上的增长率数据进行直观比较,发现它们在长期发展速度、波动幅度和波动关联性等方面存在此消彼长的关系。协整分析证实它们之间存在逆向长期均衡关系。这样的波动关系说明,产业链的扩张必然存在与工业经济不相容的动力来源,强化了工业经济传统增长方式所固有的资源路线。逆向长期均衡波动关系是三个因素相互耦合的结果:政府的有意推动;轻工业发展的边际效应缩小;我国资源环境定价过低。     

基于战略Partnering模式的工程项目组合管理研究

工程项目组合管理模式的选择对项目组合综合效益有显著影响,将战略Partnering模式应用于工程项目组合管理中,有助于提高工程项目组合的管理水平及收益。通过对战略Partnering模式概念和特点的分析,设计了战略Partnering模式的组织结构,提出了战略Partnering模式的工作流程,详述了基于战略Partnering模式的工程项目组合管理机制应包括信任机制、沟通机制、协作机制、利益机制与调节机制。     

营销能力对企业自主创新影响研究

中国企业普遍缺乏自主创新是否与营销能力低下有关,国内外已有研究没有能够很好回答该问题。本文提出了将企业的自主创新分为自主创新欲望、自主创新预期和自主创新绩效相互关联的行为逻辑过程,并建立了营销能力对这三个基本构面影响的理论假说和研究框架。通过企业实际数据验证表明:营销能力对企业自主创新过程存在正向显著影响。这一关系的证实将从营销能力视角,为提高中国企业自主创新的积极性、主动性和持续性提供新的对策研究思路与理论依据。     

“秒杀”营销的理论探究——基于在线服装营销

基于在线服装营销首次探讨一种新兴营销手段中的科学规律,结合对感知互动性理论、心流体验理论以及对消费者访谈与实验观察的结果,论述秒杀营销手段对消费者感知控制性、感知响应和感知沟通的改善作用,以及该模式对心流体验的促进机制及其对购买意愿的积极影响。     

试论融资融券业务对我国证券市场的影响

融资融券业务是建立在市场对未来投资预期基础上衍生出来的一种金融工具。2008年10月5日,中国证监会发布了《中国证监会近期正式启动证券公司融资融券业务试点工作》的通知,这既给我国证券市场带来机遇,也使其面临更加严峻的挑战,从远期看将会对促进我国资本市场稳定发展与改革创新具有积极意义。本文首先对融资融券进行理论概述,进而从市场主体和证券市场两个视角分析融资融券的影响效应,并进一步提出了完善我国融资融券制度的政策建议。     

行业标准的营销策略研究:交易费用经济学的视角

在新古典经济学的世界里，由于预设了交易费用为零，决定了它不可能成为企业研究制定营销策略的有效经济学理论基础。恰恰在这一点上，交易费用经济学(TCE)有着巨大威力。本文从TCE的视角出发，在对经典的行业标准之战(Standards War)案例的分析基础之上，给出了行业标准形成过程的经济学分析与解释，并对一般行业的标准营销策略的制定提供了相应建议。     

Measures of Marketing Success: A Comparison Between China and the United Kingdom

Despite the importance of assessing business performance, there is little research on the measures used to evaluate marketing effectiveness. This paper replicates in China some UK research into the relative importance of categories of marketing metrics, e.g., financial and non-financial, customer and competitive. The Chinese results are compared with those from the UK. In China, respondents saw financial metrics as less important than their UK counterparts and they appeared to be more marketing oriented, but the difference of consumer orientation across departments of firms in China appears larger than in UK. In both countries the importance given to metrics categories were consistent with orientation, while in China there is no relationship between consumer orientation and the important of direct customer metrics as in UK, but the relationship between competition orientation and the measurement of direct customers was found in China.     

Marketing activities and performance: A comparison of the Internet-based and traditional small firms in Taiwan

Emerging technologies, notably, have redefined business by erasing the traditional boundaries of time and geography and by creating new virtual communities of customers, distributors and suppliers, with new demands for products and services. Are there any differences between the marketing practices of the Internet-based and traditional small firms? This paper analyses published, undisguised stories of 112 traditional and 26 Internet-based small firms in Taiwan. The research results suggest that the owner-managers of both traditional and Internet-based small firms concentrate on sales, product planning and customer relationships. However, the owner-managers of traditional small firms in Taiwan place emphasis on quality control, whereas their Internet-based counterparts concentrate more on product schedules, sales forecasts, sales control and marketing research. These results indicate that cyber entrepreneurs have higher levels of marketing education and backgrounds, conduct marketing planning periodically and frequently and perform professional marketing activities. The research findings tend to suggest that though traditional marketing tenets are still suitable in the cyber environment of Taiwan, the Internet-based small firms have to utilise innovative marketing techniques to suit and compete in the ever-changing Internet business environment.     

Managing intraorganizational diffusion of innovations: Impact of buying center dynamics and environments

Companies often introduce organizational innovations into their corporate environment with the aim of improving their operational efficiencies. While this practice has become a well-accepted percept among both practitioners and academics over the years for its intuitive appeal, there is an increasing evidence to suggest that companies often fail to fully capitalize on the adopted innovation throughout their organizations. To this end, this study sets out to identify the factors that play a tangible role in facilitating the intraorganizational diffusion of innovations. In this context, we not only examine the roles of buying center dynamics and environments in the intraorganizational diffusion process but also assess the impact on the innovation-adopting firm through the high level of intraorganizational diffusion.     

市场营销模拟实习教学实践研究与反思

市场营销专业注重对学生实践创新能力的培养,基于市场营销模拟软件的实践教学模式具有高度仿真的特点,因此在营销专业实践教学中被广泛采用和接受。本文分析Simmarketing营销模拟软件的实验内容及要求,深入浅出的分析了教学方法和教学效果,最终发现模拟教学中存在的问题并提出改进措施,为进一步提升教学效果起到了很大的帮助作用。     

厂网分开竞价上网对水电企业影响的研究

本文从水电厂现状谈“厂网分开、竞价上网”对直属水电厂和独立水电厂的影响,并提出了相应的措施和政策建议。     

营销心理学教学中的案例教学应用研究

开展营销心理学案例教学,有助于加深学生对消费者消费行为的理解,提高学生理论实践技能。基于师生间互动交流的案例教学能够营造良好的教学氛围,提高营销心理学的教学效果,增强学生未来更好地适应社会能力。教师在开展营销心理学案例教学过程中应认真做好案例教学的设计流程,在课堂上组织好学生的案例讨论活动,课后做好案例教学的评价与总结。     

新疆移动服务营销策略浅析-以乌鲁木齐市场为例

本文以服务营销组合策略为依据,简述新疆移动通信有限公司概况,分析新疆移动乌鲁木齐市场服务营销组合现状并从中发现问题,然后以乌鲁木齐市消费者需求为出发点,提出新疆移动乌鲁木齐市场服务营销组合策略的改善意见,为提高服务水平、企业竞争优势提供可行性依据。     

Global Outsourcing Relationships and Innovation: A Conceptual Framework and Research Propositions

Increasing globalization and the rapid growth of information technologies, including the Internet, have resulted in drastic changes in international activities of companies. Once limited to manufactured goods, currently, global outsourcing encompasses a wide variety of knowledge‐based services, such as accounting, financial services, taxation, customer service, information technology, engineering drawings, human resources, research and development (R&D), data processing, and sales. The domain of outsourcing knowledge‐based services is the focus of this paper. Moving beyond the inevitability of global outsourcing, this research takes the perspective of the outsourcer and focuses on managing its transition to providers in the context of innovation. In addition to delivering projected cost benefits to outsourcers, effective transition management can facilitate the generation of innovations. This research attempts to extend the current academic research on global outsourcing in three ways: (1) It offers a framework for understanding the transition process in outsourcing and its relationship to innovation; (2) it takes a broader perspective of outsourcing, including globalization, knowledge‐based services, and core activities of the firm; and (3) using a parsimonious set of theoretical concepts based on control theory, it develops several research propositions to clarify the linkages between variables. Based on our theorizing, outsourcing top management should ask two questions when planning outsourcing of knowledge‐based services to generate innovations in a globalized world. These two questions are: (1) How close is the task to our core competence? And (2) how much tacit knowledge is involved in doing the outsourced task? Next, managers must identify global providers and then spend considerable thought in operational execution of the transition of the task for that is the only time that both complete teams will work together. For tasks that are close to core competence, rigid‐explicit behavioral controls should be put in place; however, for tasks that have high tacit knowledge content, high norms‐based relational control would be more effective. These different types of controls would lead to different innovation outcomes. Rigid‐explicit behavioral controls would produce incremental innovation while relational norms‐based controls would encourage radical innovation.     

Exploring the Relationships Between Product Development and Environmental Turbulence: The Case of Mobile TLC Services*

Managing innovation in turbulent environments (e.g., in environments with extreme uncertainty and complexity in market needs and technological opportunities) is a major challenge. A recent stream of studies in the management literature has suggested that when facing turbulent environments, firms should deploy more flexible development processes. This paper approaches this issue by looking at the Italian mobile telecommunications (TLC) industry. Nine in‐depth case studies were conducted in five different companies. Data analysis showed some important results. First of all environmental turbulence should be considered to be project specific rather than company or industry specific. Moreover, it can come from both shift in the market needs and in the technology. Nevertheless, it seems clear that having rapid changes is not enough to have environmental turbulence. If rapid changes can be somehow foreseen, there is no turbulence at all. Hence, when approaching projects in potentially turbulent environments, managers should assess both rapidity and unpredictability of the environment. Finally, looking at the in‐depth cases, the paper points out what of the main practices to increase flexibility that are described in literature are actually adopted by companies. In case of turbulence (both in the market and/or in the technology) companies delay concept freezing point. Moreover, in the case of technological turbulence, they also leverage on rapid project iterations, whereas in case of market turbulence they more likely adopt early experiments involving customers, formal and cross‐functional project teams, and flat organizational structures.     

创业者与风险投资家间信任对增值服务的影响研究

基于创业者与风险投资家间信任的内涵及各维度特征,在界定增值服务概念及内容划分的基础上,分析了双方间信任与增值服务各变量的关系,得出信任总体分别正向促进网络资源支持、后续融资支持、战略支持、管理支持;指出了解型信任、认同型信任对物质资源支持——网络资源支持和后续融资支持的正向促进作用均比谋算型信任强;对于知识资源支持——战略支持和管理支持,了解型信任对其正向促进作用最强,而认同型信任的正向促进作用并不比谋算型信任强.     

FROM EXPERIENCE: Creating Synergy between Marketing and Research and Development*

The tensions between marketing and research and development (R&D) are so common that we have come to accept them as the way organizations are. If we remain resigned like this, how will we ever reap some of the benefits that can accrue from these groups working better together? If we can improve the working relationships between marketing and R&D, researchers promise a variety of desirable organizational outcomes, such as cycle‐time reduction and new product success. This article describes in detail the changes that a Fortune 500 company made to its product development process to foster synergy between marketing and R&D. The modified process formalized the roles of marketing and R&D at both the front and back ends of the product development process, increasing productive interaction between the groups. The company found that at the front end, marketing and R&D needed to work together (1) to clarify the market requirements implicit in the market attack plan and (2) to develop a technical strategy that responded to the market requirements and that consequently implemented the market attack plan. At the back end, the groups needed to work together (3) to formulate the value messages used to market the company's products. The synergy created between marketing and R&D through the new process is credited for enabling the company to compete successfully in a market it never before had entered.     

The Impact of User‐Oriented Design on New Product Development: An Examination of Fundamental Relationships*

Design offers a potent way to position and to differentiate products and can play a significant role in their success. In many ways it is the focus on deep understanding of the customer or user—what may be termed user‐oriented design (UOD)—that transforms a bundle of technology with the ability to provide functionality into a “product” that people desire to interact with and from which they derive benefits. Even though the importance of this type of design is gaining recognition, several fundamental relationships between user‐oriented design contributions and the new product development (NPD) process and outcomes (i.e., product) remain unresearched, although they are assumed. This article examines the fundamental relationships underlying the incorporation of a user orientation into the NPD process. The discussion is organized around UOD's impact in terms of enhancing collaborative new product development (process oriented), improving idea generation (process oriented), producing superior product or service solutions (product oriented), and facilitating product appropriateness and adoption (product oriented). Each of these is developed and presented in the form of a research proposition relating to the impact of user‐oriented design on product development. The fundamental relationships articulated concerning UOD's impact on NPD form a conceptual framework for this approach to product design and development. For practitioners, the article suggests how user‐oriented design can improve NPD through its more grounded and comprehensive approach, along with the elevated appreciation of design challenges and heightened sense of possibilities for a product being developed. For scholars, the article identifies four important areas for UOD research. In addition to the rich avenues offered for research by each of these, the framework presented provides a foundation for further study as well as the development of new measures and tools for enhancing NPD efforts.     

Marketing Hype: A New Perspective for New Product Research and Introduction

Marketing research procedures typically used to support new product development activities often emphasize the collection of data from potential customers, even when the product success depends on the decisions of a number of key stakeholders such as distributors, media, etc. Consequently, most conventional product introduction efforts focus on a target customer segment and ignore the needs of other stakeholders. These narrowly concentrated research efforts can lead to unfounded expectations regarding the product performance. Similarly, the lopsided focus on consumers can lead to reduced marketing effectiveness. Jerry Wind and Vijay Mahajan argue for the recognition of the process of "marketing hype," a set of prelaunch activities leading to the creation of a supportive market environment. This can lead to the creation of broader strategies that focus on the key stakeholders as subjects for new product research, and targets for the introductory marketing programs. This could lead to a richer understanding of the intergroup influences on the adoption of the new product and increase the chances of a successful new product launch.