抢占“跨国采购”制高点 专访上海世贸商城总经理田浩

为中国纺织服装企业提供商机,与国际高端市场实现对接。     

服务产业链 先行一步 专访上海世贸商城总经理田浩

随着首届日本北陆纺织品展的完美落幕和中日韩三国面料体验中心概念的成功搭建,上海世贸商城的华丽转型引起了海内外纺织服装产业界的极大关注。从地产商到产业链的深度参与者,从出口为主转向内外贸并重、管理输出……一步一个脚印,上海世贸商城今天的红火热闹彰显的正是管理者的慧眼与雄心。     

秋季服装跨国采购交易会9月在上海世贸商城举行

据悉随着贸易全球化趋势的加剧中国的优势资源将对全球市场更具诱惑。为进步促进国际贸易加强全球买家与中国服装纺织品企业的经贸交流．由上海世贸商城与美国达拉斯市场管理中心等机构主办的“2005秋季服装跨国采购交易会”．将于9月12～14日在上海世贸商城隆重举办。本次服装跨采活动除引包括Wal-mart,Metro、Tesco、K-Mart、Carrefour、Auchan Group，QVC等全球服装纺织品采购巨鳄在内的8000买家光临之外，     

企业代表考察上海世贸商城

8月24日我市十多家企业负责人，在周少雄会长的带领下，就福建纺织服装企业建立与国际采购链对接的展示平台的构想对上海世贸商城进行了考察，考察团成员就建立福建展区的事宜与世贸商城管理层进行了充分的沟通，认为随着2005年纺织服装配额的全面取消，海外买家直接进人中国和生产商面对面将     

零售巨头首探世贸跨采"2007中国国际服装跨国采购交易会"9月开锣

日前,"2007中国国际服装跨国采购交易会"亮相上海世贸商城。中国国际服装跨国采购交易会,自2004年起已连续成功举办了六届。交易会始终立足上海,以建立全球畅通的服装贸易体系为己任,以打造一个高水准、高效率的贸易平台为目标,从而获得了业界的广泛认可和赞誉。     

面辅料交易会"动"起来上海世贸商城举办第八届国际流行面辅料交易会

2007年8月8日10日,第八届国际流行面辅料交易会在上海世贸商城举办。国际流行面辅料交易会是上海世贸商城自办展的一个重要品牌,至今已连续举办7届。我国5大纺织产业集群、500家面辅料展商、100位设计名师、50家国际采购商、万名买家云集上海,共同见证盛会的上演。     

蛋糕当前 何不分享——上海世贸商城4月亮出海外品牌推广会

金融风暴让全球经济步入寒冬。老牌成熟型市场遭遇空前厄运,而新兴成长型市场却充满商机。目前中国年财政收入已超过日本,居民年存款余额已超过整个欧洲,中国国民消费总额每年超过10000亿美元,奢侈品消费超过20亿美元,占全球奢侈品消费总额的25%。这一连串的数字。让全世界把中国市场当作金融危机下梦寐以求的大蛋糕。而中国政府顺应时势地提出扩大内需的方针,更是让海外品牌对中国的市场潜力垂涎欲滴。     

"跨采"有市场还需企业化运作--专访上海跨国采购中心有限公司董事长吴承璘

上海作为全国最大的经济中心,其对全国经济的发展具有很强的辐射力和拉动力.同时上海是背靠纺织服装生产和加工基地的港口城市,由于有强大的纺织服装生产能力为依托,交通便利、设施完备、服务配套,将进一步成为跨国公司在华采购的切入点,尤其将吸引一批跨国公司采购中心.     

大纺织大商贸--关注九月纺织跨国采购

2004年9月26～28日,将在上海世贸商城举行规模空前的纺织跨国采购大会.跨采大会将组织国际采购商300多家,其中包括欧盟、美国的多家知名采购商,Wal-Mart(沃尔玛)、Metro(麦德龙)、Auchan Group(欧尚)、Kmart Far East Ltd.(凯玛特)、Tesco(德斯高)也将实实在在地带着他们采购清单在上海与中国纺织业的制造商面对面,实现商贸对接.这是中国纺织工业协会为全行业呈现的一份秋天的盛宴.对此次跨采大会的个中情况,中国纺织工业协会副会长陈树津--道来.     

Coalitions in organizational buying

It has been argued that many, if not most, organizational buying decisions are made not by individuals, but by coalitions. At the same time, coalition formation has been all but ignored in theoretical and empirical research on the buying process. This article discusses the nature of coalitions and their likelihood in industrial buying. Managerial implications of the presence of coalitions are drawn for both the industrial buying and selling organization.     

Industrial buying in high-tech markets

This article examines the buying behavior of purchasers of high technology laboratory instrumentation. Research was undertaken with 54 organizations. The primary objective of this article is to analyze the buying process and to identify and determine the relative importance of the factors influencing supplier selection in high technology markets.     

Industrial buying behavior in Brazil

Many firms in less developed countries (LDCs) make little use of available information when they are considering investing in new production technology. A very small number of alternative suppliers are generally considered and supplier evaluation is often perfunctory. A number of questions concerning the information on alternative suppliers are raised and answers were sought in a field study carried out in Brazil. The factors that influence the degree of search by managers for information on alternatives included the relative cost of the equipment, the familiarity of the buyer with the technology, the cost of acquiring the information, the available resources of the company, and the buyer's expectations concerning quality and price, Implications for industrial marketing in LDCs are discussed and suggestions are made concerning the assistance that LDC governments can provide to firms that import production technology from the industrialized countries.     

New replacement part buying

This article reports on buying industrial equipment in the paper manufacturing industry. An analysis of written call reports by sales representatives at 26 paper mills, and interviews with sales representatives indicated that several generalizations on industrial buying behavior for this industry are possible. Buying behavior for the equipment part describes five decision stages and five overlapping buying centers.     

Organizational buying in selected Yugoslav firms

Findings from a study of 14 Yugoslav industrial marketing managers support two hypotheses on the behavior of buying centers: (1) membership in the buying center changes through the buying process, and (2) top management playing a ratifying role of choices to maintain long-term, stable relationships between suppliers and customers may substantially affect exchange behavior.     

Bases of power in organizational buying decisions

Managers developing industrial marketing strategy need information about the internal relationships among the key participants in an organizational buying center. This is particularly important in identifying the expected informal or nontask determinants in an organization's decision to buy. In this study, selected bases of power that tend to shape interpersonal influence processes in organizational buying centers are assessed for three key buying center participants in a new task purchase situation. The findings reveal the relative importance of selected bases of power, and differences in these relative importances by organizational position. The implications of these findings for the development of industrial marketing strategy are discussed.     

Organizational buying in the offshore oil industry

A model of organizational buying is advanced based on interview data from the offshore oil industry. The variable linking complexity and organizational participation was the criteria of evaluation in the buying process.     

Organizational size and buying influences

This article evaluates organization size as a segmenting variable and as an influence on industrial buyer behavior. The results demonstrate that organization size is an important factor in predicting certain aspects of industrial buyer behavior.     

Lateral influences and vertical authority in organizational buying

Eight hypotheses are developed to guide research on the prediction of two structural dimensions of organizational buying behavior. The structural dimensions examined are: (1) the extent of lateral influence on buying decisions; and (2) the distribution of vertical authority for buying decisions. Predictor variables include organizational size, environmental diversity, environmental uncertainty, and the scope, complexity, and newness of the purchases themselves. Some implications of the hypotheses for industrial marketing management are also developed.