【作者】 宋绍峰；

【导师】 萧柏春；

【作者基本信息】 四川大学 ， 管理科学与工程， 2006， 博士

【摘要】 随着信息技术的发展与科技的进步，高科技产业正成为新形势下国际竞争的核心和经济发展的制高点，它将决定一个国家未来的经济实力、国防实力和产业竞争力。作为高科技产业的基本单元，高科技企业通过提供技术含量高、附加值大的高科技产品，在社会分工中正扮演着越来越重要的角色。而伴随着高收益的是高科技产品的高研制成本与高开发风险。与此同时，随着科学技术的迅猛发展与市场竞争的日趋激烈，高科技产品的创新步伐日趋加快，生命周期日趋缩短，更新换代日趋频繁，使得高科技产品具有易逝性。高额的研发投入、缩短的生命周期使得高科技企业必须为易逝性高科技产品制定合适的价格策略，以提高产品竞争力、增加企业收益。传统的市场营销理论依据不同时期产品的销售情况将整个产品的生命周期分为四个阶段：导入期、成长期、成熟期和衰退期，且生命周期曲线呈钟型。相对于传统产品，高科技产品的生命周期形态并不理想：产品开发阶段较长，产品导入期和成长期也较长，但产品成熟期较短，产品衰退阶段加快。因此，为了更好地制定高科技产品的价格策略，必须构建一种新的生命周期曲线。本文利用新摩尔定律重新定义易逝性高科技产品生命周期，认为易逝性高科技产品生命周期分为早期接纳者期、中断期、保龄球道期、旋风期、主街期、衰退期等六个阶段。在新摩尔定律基础上，论文通过分析生命周期各阶段的特点，阐释了易逝性高科技产品在不同阶段的价格策略，以实现企业营销目标。在生命周期每一阶段，论文鉴别了影响产品价格的关键因素。在分析关键因素的基础上，论文试图寻找当前阶段最适宜的定价方法从而制定合理的价格策略。衰退期的定价是高科技产品定价研究的重点和难点。尽管针对高科技产品从导入期到成熟期的研究比较丰富，理论和方法都已十分成熟，但针对衰退期的定价却较少，现有的方法无法解决衰退期决定价问题。同时，由于衰退期较短且属于产品退市前的最后阶段，企业在产品管理过程中容易忽视该时期的产品管理，而衰退期合理的定价有助于帮助企业最大可能的回收产品价值，提高企业资产回报率，帮助企业获得最高的收益，高科技产品衰退期定价成了一个急需解决的问题。为了能够更为精确地指导高科技产品衰退期定价，本文引入收入管理思想构建了考虑衰退期新、老产品共存特性的静态定价模型与动态定价模型。对于静态定价模型，本文借鉴哈夫模型的思想，通过对哈夫模型的参数重新进行定义，将消费者选择某一代高科技产品的概率定义为该产品的性价比(性能／价格)，考虑消费者在不同代产品之间的转移概率，能够帮助同时向市场提供多代产品的高科技企业制定各代产品的合理价格，以实现企业收入最大化。论文同时用算例对静态模型进行了进一步说明。对于动态定价模型，本文借鉴动态规划思想，同时考虑新、老产品库存可以补充，通过对新、老产品制定合适的价格，能够实现高科技新、老产品两阶段利润最大化。更多还原

【Abstract】 Advancement of information science and technology has made the high-tech sector a driving force behind economic growth and global competition. While the industry brings tremendous opportunities to high-tech firms, it also creates unprecedented competition. Because of rapid development of technology and constant innovations, clife-cycles of high-tech products are significantly shortened. To some extent these products have become perishable; i.e., they lose partial or all values when new generations emerge in the market. For high-tech firms, if they do not manage and price their products properly, they will face the risk of having obsolete inventories, not recovering the R&D cost, and even going out of business.It is well known that the product life cycle consists of four phases: introduction, growth, maturity and decline. Marketing and pricing strategies for traditional products during each phase have also been extensively studied. However, given the perishability of high-tech products and their distinct features in each phase, the traditional approach cannot be simply applied. This research redefines the life cycle of the perishable high-tech products using New Moore’s Law. It divides the cycle into six phases: early market, chasm, bowling alley, tornado, main street, and assimilation. Through analyzing the characteristic of each phase, the author identifies the key elements concerning product price and develops different price strategies in these periods to meet company’s revenue and profit goals. A quantitative model is proposed for pricing high-tech products in the competitive market. The model uses the concept of Huff’s retail model but restructures the framework and parameters to fit the feature of high-tech products. Numerical experiments are presented to illustrate applicability of the model.Pricing for perishable high-tech product in decline period is a key and difficult point for high-tech product management. The research for pricing from introduction period to maturity period is very rich, but that for decline period is very few. On the other hand, as the decline period is always for short and is the last period before exiting from the market, the decision-makers are easy to ignore the management over this period. However, the right pricing for decline period is beneficial for enterprises to maximize the product value and improve the asset return rate hence enhance the firms’ profits. There, pricing over decline period is an urgent problem to be solved.The study conducted in this dissertation helps high-tech firms, retailers, and other practitioners develop more effective price strategy when perishable high-tech products are competing with substitutable lines and generations. This is particularly relevant in view of the fact that firms strive to increase revenues and profit in order to survive in today’s competitive business environment.更多还原