电信运营商终端销售运营管理能力提升研究

从终端销售系统运营支撑、库存管理、渠道管理、营销管理、售后服务五个方面提出了提升终端销售的措施，并重点对系统建设、渠道拓展、营销资源匹配等方面提出了具体的落地方案，以全面提升电信运营商终端销售的运营管理能力。     

R&D/marketing linkage and innovation strategy: some West Germanexperience

In focusing on R&D and marketing departments within the same business units in 31 German companies, data were obtained on the success rate of innovations, causes for failure of innovations, marketing and technology strategy, and the dynamics of the technological environment. Semistructured interview protocols were used for obtaining the data. Although marketing was mentioned as the most important cause for innovation failure, it was found that the reasons for the failure of product innovation were embedded in complex multidimensional factors related to the fit between strategic behavior and the demands of the competitive environment. Four different technology strategies were identified: defensive imitator, process developer, aggressive specialist, and aggressive innovator. Four different marketing strategies were identified: defensive imitator, market defender, market penetrator, and innovative marketer. The data did not show any relationship between the technology and marketing strategies     

三星手机的跨国营销策略

运用PEST和SWOT分别从宏观和微观2个方面进行分析;其次从产品?价格?渠道?促销等方面论述三星手机的营销组合策略的特点,总结其不足之处;最后,制定相应的策略?     

Task Conflict, Integrative Potential, and Conflict Management Strategies in Joint Ventures

Existing studies of conflict management in joint ventures (JVs) assume that the characteristics of the tasks that generate conflict have no impact on either the conflict-performance relationship or on the effectiveness of conflict management techniques. In this paper, we challenge this assumption by examining JV conflict over R&D and marketing tasks. Because JVs decisions are made by two or more partners, often with very different goals and agendas, the potential for conflict is high. In some cases, this conflict can have a positive impact on performance. We hypothesize that this possibility is more likely in the context of R&D task conflict, because: 1) marketing task conflict is relatively more likely to involve distributive (win-lose) issues and 2) when win-win (integrative) potential exists, disputants are relatively less likely to perceive this potential in marketing task conflicts (i.e., the disputants in a marketing task conflict are more likely to approach their conflict from a fixed-pie perspective). Our analysis of data collected from 196 JVs clearly supports this hypothesis. We also find that the relative effectiveness of different conflict management strategies varies depending on whether they are applied to R&D or marketing task conflict. Our results demonstrate the importance of aligning conflict management strategies with the integrative potential of R&D and marketing tasks.     

Marketing, R&D, and Startup Valuation

The problem focus is on startup decisions associated with staged venture financing, where both R&D and marketing are significant percentages of overall expenses. When should a startup owner acquire working capital, and how should she/he distribute that capital between R&D (to improve product quality) and marketing (to increase sales) to ultimately grow valuation? Also, should the startup owner cap the total R&D and marketing budgets to increase profitability during staged venture financing? We develop a model to study resource acquisition and allocation decisions across successive stages of startup growth. The model incorporates a funding process whereby the startup valuation is positively impacted by improved product quality and market growth. This model provides insights on optimal acquisition and allocation practices and characterizes the impact of changes in productivity, along with the evolution rate of R&D and marketing payoffs, on the underlying decisions. Our results also illustrate conditions for optimal capping of R&D and marketing expenses as a percentage of revenues.     

On identifying and estimating the cycle time of product development process

A timely introduction of a new product has become invaluable to the firm since the competitors are capable of introducing new or similar products once the driving technology becomes available. In order to generate a high profit from a new product, managers in other departments, such as marketing and production, have to plan ahead of time so that a seamless series of operations can be executed from product development to mass production. Needless to say, a competitive edge is given to the firm with better knowledge on product development process. Such knowledge, nonetheless, is not easy to acquire since a typical product development process is a complex network of many relationships among activities, which we call patterns. In addition to its complex topology, the product development process is often uncertain, iterative, and evolving over time; therefore, even studying individual islands of relationships (patterns) is challenging. Although there were some existing models that shed lights on some of these patterns, very little has been done to systematically analyze the product development process as a whole. In this paper, we develop analytical models that capture essential properties, including uncertainty, iteration and evolution, and estimate the cycle time of each pattern. With our proposed models, the cycle time of a set of patterns (or the whole product development process) can be effectively estimated. As demonstrated in a case study, our model provides valuable insights on how product development process progresses over time, while the corresponding time estimate can help managers to set appropriate manufacturing and marketing strategies.     

PCB新产品制造导入系统探讨

PCB研发管理日益规范、系统化,传统简单或粗放的新产品导入方法/机制难以满足国际市场化的要求。文章从新产品导入部门组织架构、新产品导入流程、新产品制作过程和品质管控等方面做系统介绍与探讨,供同行业参考。     

Technical Preplanning for Litigation

Litigation strategies often depend upon decisions made during or prior to the start of design or development of a product The features of a liability prevention program are reviewed so that documents with the necessary technical content for successful defense of a litigation will be available if needed. Their development during the design, manufacturing, and marketing phases of a product's life can benefit product safety, quality, and cost.     

A process model for packaged software development

As software development migrates from its roots as a process for building a custom product to a process for building packaged products, there is a greater need for an appropriate product development process model that is market-oriented. Field data suggests that process models are not widely used in the package industry. An overview of normative process models in the software engineering, engineering management, and marketing disciplines reveals that all of them fall short in one way or another for packaged software processes. Eight special needs are identified that set the packaged software process model apart from other individual models: addressing multiple user types; differentiating the product; finding the remote customer; involving the remote customer; facilitating speed of development; creating the marketing interface; developing in a highly iterative mode; and releasing a near defect-free product. These needs are operationalized into the proposed packaged software process model. The process model is based on two central constructs: a requirements loop; and a quality loop. The loops are separated by a stage in which requirements specifications are frozen. The requirements loop's goal is to discover requirements early and comprehensively. It is incremental (relying on prototyping), has several evaluation and exit points, and structures involvement of customers and other external sources such as marketing. The quality loop addresses the need to reduce defects; it begins with design and coding stages. It is also incremental and has several evaluation and exit points     

RETRACTED ARTICLE: Skyline Query Optimization for Preferable Product Selection and Recommendation System

Many social marketing systems use decision-making strategies for implementing product dominance analysis. The objective of the proposed work is to classify on-time issues in observing highly preferable market products, which is newer in online market places. Existing researches are interested to be useful for customers to identify the best possible products groups from the vast product details. To deal with this main objective, different types of product instances are reviewed. In this case, the price of popular products and the product groups are evaluated. This proposed system analyses the need for online market growth using novel skyline query analysis. The proposed system monitor user-based ratings affect the sales of various products. After finding the desirable products, the market prices are predicted. Once products are predicted, the new packages are assigned with optimal prices and added to the package database. Moreover, the proposed Skyline Query Optimization and Security Management System (SQOSMS) approach is focused on authorized user ratings and ensures they are more secured. The review system validates each and every user identities with the user activities involved with in review system. This is considered as major objective of this proposed system. The implementation section shows that the proposed system provides 10–15% of reduced movie lists than other systems. This illustrates the proposed SQOSMS’s controlled performance over the selection of preferable products.

     

It's not just about the technology

The communication technology space is a very positive environment, bursting with opportunities for entrepreneurs with the right approach. However, while fine technology is a good starting point, many fledging companies just don't understand the business environment or develop competitive marketing strategies. Communication technology is fast-moving world in which technically skilled entrepreneurs can make their mark. But there are many pitfalls on the road to riches, which in this paper are discussed. Broadband has opened up related areas for the entrepreneur to expand into. What potential entrepreneurs need to remember that it is not just about developing a product. It is more about developing a product that consumers see value in owning     

差别电价及其对电力市场的影响

差别电价是政府倡导、电力行业试行的电力营销策略。本文从经济学原理出发,研究了差别电价的经济学基础和法规依据,并分析了差别电价制度对电力市场的影响,以期为差别电价的政策执行提供有益的借鉴。     

2G/3G转网视角下电信运营商物联网发展策略分析

在2G/3G减频退网背景下,窄带物联网（narrow band Internet of things,NB-IoT）和LTE UE-Category 1 （即用户设备能够支持的4G LTE网络传输速率的等级,简称LTE Cat.1）承接其业务发展已是大势所趋。在回顾分析2G/3G物联网业务的发展现状及趋势,重点梳理国内三大运营商在终端、网络以及应用层面的物联网业务发展策略的基础之上,总结概括了电信运营商在NB-IoT和LTE Cat.1业务领域现有的流量主导型、平台支撑型和应用赋能型3种商业模式。最后,从商机拓展、产品营销和团队服务3个方面展望了未来商业模式的升级之路。     

关于博物馆服务营销时代的研究思考

介绍近十几年来博物馆服务营销兴起的原因,借鉴营销管理学服务营销理论,分析博物馆服务营销的实质,对博物馆服务产品进行分类,通过服务营销的案例,探究博物馆服务营销策略和特点。     

Mining Demand Chain Knowledge for New Product Development and Marketing

Many enterprises devote a significant portion of their budget to new product development (NPD) and marketing to make their products distinctive from those of competitors, and better fit the needs and wants of consumers. Hence, knowledge and feedback on customer demand and consumption experience has become an important information and asset for enterprises. This paper investigates the following research issues in a world leading bicycle brand/manufacture company, GIANT of Taiwan: what exactly are the customers’ “functional needs” and “wants” for bicycles? Does knowledge of the customers and the product itself reflect the needs of the market? Can product design and planning for production lines be integrated with the knowledge of customers and market channels? Can the knowledge of customers and market channels be transformed into knowledge assets of the enterprises during the stage of NPD? The a priori algorithm is a methodology of association rule for data mining, which is implemented for mining demand chain knowledge from channels (sales and maintenance) and customers. Knowledge extraction from data mining results is illustrated as knowledge patterns and rules in order to propose suggestions and solutions to the case firm for NPD and marketing.      

Innovation strategy and the R&D-marketing interface in Japanesefirms: a contingency perspective

This study proposes a contingency model suggesting that a firm's strategic position will affect cross-functional involvement and information sharing between R&D and marketing departments in five major new product development stages, as well as the quality of R&D-marketing relations and organizational structure. To test the model, the authors surveyed 274 R&D managers and 264 marketing managers in 315 Japanese high-technology firms. The results indicate that, contrary to anecdotal suppositions of Japanese firm homogeneity, Japanese firms differ among themselves and among the strategic types in several important ways. The results also suggest that the level of R&D-marketing integration should be contingent on new product development strategy, making uniform promotion of cross-functional team integration questionable. Despite the differences in innovation strategy pursued by aggressive new product developers versus nonaggressive new product developers, all three strategic types rank the stages of innovation in a similar manner     

Integrating R&D and marketing: a comparison of practices in theJapanese and American chemical industries

The authors analyze survey information collected from R&D and marketing managers working for American and Japanese chemical manufacturers. They report three key differences in the R&D marketing relationships between Japanese and American firms. Those differences involve the procedures for allocating the tasks between the functional areas, the activities assigned to each area as a result, and the potential for conflict between the two functions. Specifically, the authors find evidence that R&D departments in Japanese firms have a larger role in new product development than do marketing departments. American firms are not characterized by the same asymmetry in their relationship. Finally, the American firms studied did exhibit a greater potential for conflict between functions     

An Adaptive Questionnaire generation using <Emphasis Type="Italic">learning from fuzzy</Emphasis> and <Emphasis Type="Italic">post clustering</Emphasis> of customers responses: an Experience with Communication Products

A central problem in marketing is the clear understanding of consumer’s choice or preferences. Designing questionnaires and then analyzing the answers of probable customers can achieve this. The traditional approach in the marketing analysis has been the designing of non-adaptive questionnaires, questionnaires that are predetermined and not at all influenced by respondent’s answers. The aim of this paper is to design a questionnaire that is influenced by respondent’s answer through implementation of soft computing and approximate reasoning methodologies. The learning of particular pattern on respondent’s fuzzy responses has also been envisaged in the post-survey (Post-conjoint) and further better clustering of choices and segregation is accomplished. The module of learning and finer clustering from respondent’s choice pattern could be a major pre-requisite for construction of adaptive questionnaires. Further extensions of the soft computing methods for product recommender system have also been mentioned for the design of adaptive questionnaire.     

Data Mining and Causal Modeling of Customer Behaviors

This paper shows how to apply data-mining and modeling methods to learn predictive models of customer behaviors from survey and behavioral data. The models predict transition rates of individual customers among states, including product adds and drops and account attrition rates. A key insight is that classification tree algorithms from data mining can be used to test conditional independence (Cl) relations among variables in large multivariate data sets. This suggests constructive techniques for (a) Building causal graph models from data; and (b) Using data to define the states of a dynamic transition process. The resulting models can be used to help optimize product offers, forecast demand for products, and plan marketing campaigns. We use several real data sets to illustrate how to: (a) Develop predictive models from survey data and from billing data, (b) Validate model assumptions by using classification trees to identify and test conditional independence relations, (c) Evaluate model performance compared to other (e.g., logistic regression or discriminant analysis) models using cross-validation, and (d) Recommend the next logical product to offer to each customer and the best customers to target for each product in order to maximize sales.     

浅谈如何引导企业参与科普活动——从企业科普行为看科普活动市场化策略

本文以近年来国内外典型的企业科普行为为实证,同时借鉴北京奥运会和上海世博会的市场开发经验,运用案例分析法探寻科普活动市场化的策略,为今后高效引入企业开展科普活动提供参考。