Export marketing,interfunctional interactions,and performance consequences

Firms with export operations have internal environments that are often geared toward serving the home market. As a result, export marketing and other business functions compete for resources, which thus increases the likelihood of conflict between them. Using survey responses from more than 700 exporting firms, the authors test a model of the antecedents and consequences of two important interaction variables: exporting’s interfunctional connectedness and conflict. The model explains 52 percent and 49 percent of variance in exporting connectedness and conflict, respectively. The authors identify the key drivers of successful interactions as follows: management commitment, organizational training and reward systems, relative functional identification, centralization, and export employee job satisfaction and commitment. The authors also demonstrate that connectedness is most critical for export success when export markets are in a state of turbulence, whereas conflict is most detrimental when the firm’s export environment is stable. John W. Cadogan (j.w.cadogan@lboro.ac.uk), Ph.D., is a professor of marketing in the Business School at Loughborough University, United Kingdom. His primary areas of research interest are international marketing, marketing strategy, and sales management. He has published on these issues in theJournal of International Business Studies, theInternational Journal of Research in Marketing, theJournal of Business Research, Industrial Marketing Management, theEuropean Journal of Marketing, theInternational Marketing Review, theJournal of Marketing Management, theJournal of Strategic Marketing, and other academic journals. He received his degree from the University of Wales (United Kingdom). Sanna Sundqvist (sanna.sundqvist@lut.fi), Ph.D., is a professor in international marketing in the Department of Business Administration at the Lappeenranta University of Technology (Finland). Her research interests deal with the international diffusion of innovations, market orientation (especially in an international context), and consumers’ adoption behavior. She has published in theJournal of Business Research, theInternational Journal of Research in Marketing, theEuropean Journal of Marketing, theCanadian Journal of Administrative Sciences, and theAustralasian Marketing Journal. She received her degree from the Lappeenranta University of Technology, Finland. Risto T. Saiminen (risto.salminen@lut.fi), Ph.D., is a professor of industrial engineering and management, especially marketing, in the Department of Industrial Engineering and Management at Lappeenranta University of Technology, Finland. His primary areas of research interest are customer relationships and networks in business marketing, pedagogy in industrial engineering and management, and international marketing. He has published on these issues in theJournal of Business and Industrial Marketing, theJournal of Marketing Management, theEuropean Journal of Engineering Education, theInternational Journal of Research in Marketing, theEuropean Journal of Marketing, and theAustralasian Marketing Journal. He received his degree from Lappeenranta University of Technology, Finland. Kaisu Puumalainen (kaisu.puumalainen@lut.fi), Ph.D., is a professor in technology research in the Department of Business Administration at Lappeenranta University of Technology, Finland. Her primary areas of research interest are innovation, international marketing, and small businesses. She has published on these issues in theInternational Journal of Research in Marketing, theJournal of Business Research, theEuropean Journal of Marketing, R&D Management, theCanadian Journal of Administrative Sciences, theJournal of International Entrepreneurship, theAustralasian Marketing Journal, and theInternational Journal of Production Economics. She received her degree from the Lappeenranta University of Technology, Finland.     

价值型投资在中国证券市场上的有力证据

本文给出了1994年至2005年间价值型投资在中国A股市场中的有力证据。Fama—MacBeth回归表明在中国A股市场中存在着显著的市盈率和市净率溢价，1994年至2005年中牛市和熊市的滚动策略显示了我国A股市场中的价值效应，并且风险和收益之间基本上呈现出收益大、风险大的特征。本文的实证研究结果将有助于中小投资者以及机构投资者的长期投资决策。     

莫让“天使”变“魔鬼”——中国引进外资战略回顾与瞻望

利用外资是我国对外开放战略的重要组成部分.改革开放以来，我国在引进外资方面取得了巨大的成就，但其也出现了许多不容忽视的问题。面对当前国际国内利用外资的新形势，我国应及时调整引资战略和引资重点，强化中国经济的主体意识，改变外资对内资的“挤出效应”，获取利用外资的技术“溢出效应”。     

秦岭北麓森林公园生态旅游绿色营销策略研究

秦岭北麓是陕西省的生态安全屏障和水资源涵养地。当地森林公园开发过程中，由于行政管理者与开发权利主体错位以及盲目开发旅游项目等，导致生态环境破坏严重。秦岭北麓森林公园应采用绿色营销策略，包括采用绿色文化策略、绿色价格策略以及绿色产品等策略，开发生态旅游项目，形成当地经济效益、生态环境利益和旅游者需求三者的统一，实现当地旅游业的可持续发展。     

产业空间集聚的理论发展

产业空间集聚的本质是经济行为主体相互选择的结果.从主体策略选择的角度对产业空间集聚的理论研究进展进行诠释,体现了行为主体在空间区位上的策略均衡,也体现了空间经济理论的研究传统.作为经济干预主体的政府,其介入影响着微观经济主体的空间策略,从这一理论角度出发,阐述转型发展中经济资源的空间配置问题具有特定的现实意义.     

中国小城镇发展战略研究

在评价我国小城镇发展现状的基础上 ,分析了发展动因 ,提出了建设和发展小城镇的原则及目标构想 ,建议确立“小城镇带动战略” ,选择符合本地实际的发展模式。最后 ,从行政区划、土地流转、融资渠道等角度 ,为我国小城镇的建设提供了政策建议。建议以深化改革来推动小城镇上规模、上档次、上水平 ,进而带动整个农村经济快速、稳定发展。     

探讨小型企业在旅游实践中的竞争与生存之道

从分析企业常用的竞争手段入手，结合小型企业的特点及其在竞争中的处境，根据在旅游业中实际情况，列举和分析了小型企业的竞争手段，认为以创新、独有、多变的方式参与竞争才是小型企业的竞争与生存之道。     

我国大型百货商场的多角化经营战略

我国百货零售业在自身竞争手段落后导致的低准入门槛、市场成长缓慢和其它业态竞争者的大批跟进等多面夹击下销售增长急速下降、利润空间日益狭窄.应对全球化竞争,大型百货商场发展需要走内涵式道路,积极取向多角化经营,包括:跨区域组建企业集团、建设城乡统筹连锁网、优化商品结构、积极进入国际化购销链、运用现代信息技术降低物流成本等.     

市场化条件下的中国邮政战略环境分析

中国邮政要想在市场化条件不断地发展壮大,必须认真分析其所处的战略环境。通过SWOT战略分析,中国邮政应继续发挥其优势,不断改善其劣势,抓住机遇,变威胁为动力,更好地为社会提供优质、方便、快捷的服务,在市场竞争中取得最后的胜利。     

Using a customer-Level marketing strategy to enhance firm performance: A review of theoretical and empirical evidence

It is becoming increasingly apparent from the literature that marketers need to consider customer-level information when they generate a marketing strategy for the firm. In this article, the authors develop a customer-focused framework that uses a marketing strategy with an overall objective of maximized financial performance. This strategy is driven by seven customer-level marketing tactics and shows how actual customer data can be used to generate an actionable marketing strategy leading to optimal levels of profitability, customer equity, and shareholder value. In addition, the authors discuss a successful implementation of this strategy for several business-to-business and business-to-consumer firms and offer insights as to how to customize an implementation strategy for any firm, along with presenting potential challenges a firm may encounter during the implementation process. Several suggestions for future research are offered to explore and harness this newly available evidence. V. Kumar (VK) (vk@business.uconn.edu) is the ING Chair Professor of Marketing and the executive director of the ING Center for Financial Services at the University of Connecticut. He spends his time by transferring his knowledge (however little it may be) to his two daughters about customer lifetime value, diffusion models, forecasting sales and market share, retailing, and marketing strategy. J. Andrew Petersen (apetersen@business.uconn.edu) is a doctoral candidate in marketing at the University of Connecticut. His research interests include customer lifetime value, word-of-mouth effects, and customer-level marketing strategy. His research has been published inMarketing Research Magazine and theJournal of the Academy of Marketing Science.