5G技术时代背景下物流产业发展的挑战与机遇

论文立足于当前全面建设的5G技术支撑,重点分析了5G技术对物流产业发展构成的挑战与冲击,如设备升级耗资高,人员与技术更新的现实梗阻,人员和设备、技术融合的多维现实困境以及物流企业的自身桎梏。基于上述分析,论文提出加强业务流程及运作模式的双向调整及协同匹配,营造注重新技术、新概念的创新性氛围,积极拓展物流新业态、新模式的新时代发展建议。     

用生态学理论浅析企业可持续发展之路

文章遵循系统的作用原理,用生态学理论,解剖了处于当今环境下诸如企业这样的系统主体,浅析了企业的可持续发展之路。     

上市公司盈余管理行为研究——基于企业伦理理论的视角

本文将企业伦理引入盈余管理行为分析框架,认为盈余管理行为是企业的理财行为,更多的涉及到企业的理财道德;文章运用企业伦理的原则评价盈余管理行为,并剖析了过度盈余管理行为的伦理道德根源;认为相关者利益、企业利益与伦理道德是一致的,盈余管理使企业违背了伦理道德,其不能使个人利益和企业利益最大化。企业盈余管理行为可能能够促进企业短期利润的提高,但最终不利于企业的长期发展。     

Adaptive two-treatment two-period crossover design for binary treatment responses

Adaptive designs are sometimes used in a phase III clinical trial with the aim, of allocating a larger number of patients to the better treatment. In the present paper, we use some adaptive designs in a two-treatment two-period crossover design where the treatment responses are binary. We use some simple designs to choose between the possible treatment combinations AA, AB, BA or BB. The goal is to use the better treatment a larger proportion of times. We calculate the allocation proportions to the possible treatment combinations and their standard deviations. We also study related inferential problems. Related asymptotics are derived. The proposed procedure is compared with some possible competitors. Finally, we use real data to illustrate the applicability of our proposed design.     

Understanding sales force automation outcomes: A managerial perspective

Despite the growing importance and potential of sales force automation (SFA), failure rates for SFA implementations have been reported to be as high as 55-80%. Given the growth of SFA programs, the potential effectiveness and efficiency SFA can bring to the sales force, and the magnitude of SFA failures, it is surprising that relatively few studies have addressed this important and timely topic. Many of the early studies have focused on the adoption and diffusion/infusion of SFA programs from an information technology perspective. The results of these studies have been inconclusive in explaining SFA implementation failures. The purpose of this study is to add to our understanding of SFA failures by investigating a broader set of implementation factors than those typically included in acceptance of technology studies. We conducted in-depth personal interviews with executives from three global organizations who were responsible for SFA initiatives in their firm. Results from the in-depth analyses yield recommendations and a proposed model to assist managers in the implementation of their SFA as well as getting their salespeople to “buy-in” to the SFA, and ultimately reduce SFA failures.     

An empirical investigation of technology acceptance in a field sales force setting

Gaining technology acceptance by salespeople is critical in modern organizations. Sales technology is an integral tool for enhancing customer-related information management and knowledge development. Knowledgeable salespeople are able to use the information and knowledge to practice adaptive selling, improve performance, and enhance their firm's competitive advantage in the marketplace. This study proposes and tests a model linking technology acceptance to adaptive selling and job performance of field salespeople. The results provide evidence that behavioral intentions to use technology positively affect salesperson performance through enhanced propensity to practice adaptive selling. Implications of the study for managers and researchers are discussed.     

B2B sales force productivity: applications of revenue management strategies to sales management

Firms should be able to apply the time-based philosophy of revenue management to their sales forces. To do so requires a revision in the way most sales divisions traditionally have viewed salesperson time. Hence, a different type of proposed measure, revenue per available salesperson hour, is proposed to better integrate the value of the salesperson's time as a factor in sales potential and revenue calculation. This article seeks to (1) foster a positive perception of revenue management as a viable sales approach, (2) establish a framework for such a strategy, and (3) set a useful road map for facilitating execution.     

The difficulties of evaluating sales training

Practitioners and researchers acknowledge the importance of sales training; however, limited attention is devoted to empirical sales training evaluation practices. This article addresses four major sources of sales training evaluation difficulties: (1) managerial perceptions; (2) evaluation restrictions; (3) methodological problems; and (4) lack of empirical evidence. After discussing each area, managers are provided with suggestions that can be implemented to minimize sales training evaluation problems.     

Marketing channel management and the sales manager

For years, the channel manager remained an organizational position found mainly in textbooks and the literature and seldom on company organization charts. Recently, however, persuasive evidence has revealed that marketing channel management comes chiefly under the purview of the sales manager. Accepting this new reality, sales management training will need to be dramatically expanded to include these new channel management responsibilities. But, are all levels of sales managers involved or equally involved in channel management? If not, channel manager training must be tailored for specific levels of sales management in order to achieve desired channel effectiveness and efficiency. To date, no published research has explored whether channel management involvement varies at different levels in the sales manager hierarchy. In this age of channel dynamism, successful companies must determine the specific involvement of each sales management level in channel management so that appropriate training and support can be provided to optimize performance in this critical area of market competition. To address the foregoing issues, data were drawn from a random national sample of sales managers. Results indicate that sales managers at all hierarchical levels participate in administering various aspects of marketing channel management. The degree of involvement, however, varies significantly by sales manager level. Sales management implications are discussed, and areas for future research are suggested.     

乳化水含量快速观察法及原理分析

油库原油在销售前须进行乳化水含量测定,达标后才可销售。当油田产液量升高且现场采出原油含水过高时,三相分离器的处理效果会变差,影响销售和工作效率。为提高油库运行质量和工作效率,提出一种乳化水含量的快速观察法,根据原油在缸底倾斜面上的流动特征,可快速估算出油样的乳化水含量范围。实验选择刚放满原油待沉淀的储罐,从大罐放油口附近开始,自下而上依次取6个100mL油样,对比快速观察法和化验的结果。最后对快速观察法的原理进行分析。结果表明,快速观察法可以快速和较为准确地反映真实的乳化水含量,快速观察法依据的原理主要有破乳剂的作用、环境温度压力的变化、油水表面张力的差异和乳状液体系中的分子间作用力。快速观察法的提出有效提高了油库运行和工作效率。