品牌塑造中的关系营销应用研究

品牌是消费者与产品之间建立的一种关系，品牌塑造的过程，就是企业与消费者、公众、相关组织及媒体关系形成的过程。因此，品牌塑造对关系营销的思想和方法有着本质的要求。本文在对关系营销理论进行综述研究的基础上，分析了品牌塑造中关系营销的重要性，并提出了品牌塑造中的关系营销框架。     

中国企业的技术选择

本文以“企业技术能力”研究范式为基础 ,运用技术学习战略决定的数理模型 ,从理论角度剖析了现实企业选择技术学习战略的动因。并以案例为实证 ,探究了中国企业技术选择的行为机理 ,提出了相关对策。     

现代职业经理人能力特征分析

现代企业处在一个变化迅速、竞争激烈的环境中，雇佣职业经理人来扮演公司经营者这一角色，是现代公司经营管理的一个重要发展趋势。职业经理人产生的历史背景及其发展历程，决定了职业经理人是企业雇员中的重要群体，其所应具备的能力特征主要有：以诚实信用为核心的能力素质，以卓越的管理才能为核心的专业素质以及以决策能力为核心的综合能力素质等。     

基于组合权的灰色关联分析在供电企业营销效果综合评价中的应用

在供电企业电力营销效果综合评价中,客观赋权法体现了指标的信息量,而主观赋权法体现了指标的价值量,综合评价应当体现二者的统一.针对电力营销效果评价,提出了基于组合权的灰色关联分析方法.对传统的灰色关联法进行改进,将该方法用于供电企业电力营销效果评价,得到了较好的结果.     

冲动性购买行为的实证分析及其营销策略

消费者的冲动性购买行为是多种因素共同作用的结果。其中，外在刺激起主要影响作用，个人内在因素也有不可忽略的影响。这一研究结果对企业的意义在于：消费者的冲动性购买行为是可诱导、可激发的；企业可以针对冲动性购买行为的影响因素采取相应的营销措施和手段，有效地引导或诱导消费者冲动性购买欲望，从而推动和促进冲动性购买行为的最终实现。     

倾销指控与出口企业营销战略

中国出口产品频繁遭遇倾销指控长期以来受到理论界的关注，大量的研究成果从不同侧面对如何应对国外倾销指控进行了探讨。频繁遭遇倾销指控与中国出口企业的营销战略存在重要联系。出口企业在产品定位、营销定价、市场选择和渠道建设等方面存在的一些问题，导致中国出口产品过于依赖低价竞争，易于引发倾销指控。为避免反倾销对出口贸易的不利影响，出口企业应主动调整营销战略。     

关于我国企业目前实施CRM的理性思考

在绝大部分市场领域中 ,顾客已取得绝对的支配权。作为一种新兴的竞争手段 ,客户关系管理 (CRM)正备受瞩目。然而 ,作为一种先进的管理技术 ,ERP在中国的实施情况至少可以说是远远低于理论界和企业界的预期 ,ERP是CRM的物质和思想基础 ,同时CRM相对于ERP的实施具有更大的不确定性 ,这一不确定性主要来源于市场的不确定性。面对CRM的兴起 ,我们是否必要、是否有能力引进和实施CRM系统 ,还需要对实施CRM的成本收益和环境约束作出详细的分析。     

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.     

Industrial distributors: Can they survive in the new economy?

As e-commerce evolves and gains power in the business-to-business (B2B) marketplace, what lies ahead for the industrial distributor? The fundamental issue from the distributor's point of view is how to compete more effectively and profitably, given the changing business environment of the new economy. This paper reviews the literature on the distributor's role and relationships and introduces a conceptual model of distributor viability. The model identifies sources of value that distributors offer to manufacturers and customers, including customer relationship management (CRM), production and operations management (POM), and knowledge management (KM). The paper explores the managerial implications of distributor relationships and sources of value. This provides the foundation for better understanding of the viability of industrial distributors in the new economy.     

Business suppliers' value creation potential : A capability-based analysis

Joint value creation through partnering and networking is a topic of current interest. This paper proposes that the dimensions of the supplier's value creation in a supplier-customer relationship could be classified according to efficiency, effectiveness and network functions. These functions are interrelated, but they are conceptually distinct. The value creation process could be described as a spectrum ranging from core value, to added value, to future value. The value-producing potential of a supplier can be assessed reasonably well only in the case of the core value, where there is sufficient benchmarking information in the form of existing alternative offerings and solutions. A priori evaluation of the costs and benefits of added value and, especially, future value projects is problematic, because the realisation of the value is dependent on the development of multiple partners, technologies and industries. In these cases, we suggest that a customer could use a supplier's capability profile as an indicator of how suitable that particular supplier is for specific value creation projects. A framework connecting specific capabilities to different types of value production is suggested, and its managerial implications are discussed.