【作者】 刘刚；

【导师】 汪涛；

【作者基本信息】 武汉大学 ， 市场营销管理， 2010， 博士

【摘要】 当前经济环境中最为显著的变化,无疑是组织或个人越来越多地嵌入层次多样、型态各异的经济与社会网络当中。造成这一变化的因素,既来自经济的全球化、价值的外包安排等制度层面,也受到远程通讯技术、互联网技术等技术变革的推动。为应对变化,企业自身的组织型态也呈现出崭新特点,一种介于传统层级模式和市场模式之间的不同模式,即“网络组织”应运而生。这种新模式在资源配置上极具弹性,具体表现为虚拟企业、供应链网络、战略联盟、产业集群等,范围也从最初的制造业,逐渐扩大到销售、服务、贸易等非生产性领域。组织的网络模式区别于传统模式的不同在于,组织和它所处环境的关系发生了根本变化。作为独立经济单位的组织或个人而言,原有的清晰边界不复存在,资源并不都在自己的企业内部,相当程度上还受制于别的组织或个人能否与之协调跟合作。这种现象被称之为所谓的“资源依赖”：企业放弃一部分决策上的独立性,来换取关系伙伴的长期支持,从而稳定地获得成长与竞争所需的各种稀缺资源。在这种新的背景中,传统营销不论从战略思维、销售策略到职能管理,都在经受极大的挑战。这种挑战在深层次上的现实根源,无外乎营销所服务的市场也因为市场中购买主体在组织模式上的变化,而出现了日益网络化的现象。这种现象在本研究中被称之为“市场网络化”：在某种特定价值的目标市场中,作为购买主体的组织或个人由于嵌入在网络当中,他们之间的态度、意向和行为会因之而形成了一定程度的关联(connection)。所谓关联,指的是购买者之间在决策上互为函数,或者说企业与某一个购买者的关系会受到网络当中企业与其他成员关系的影响。在这种网络化的市场格局中,原有的交易营销模式和关系营销模式开始丧失其充分的解释性,究其原因,在于它们处理的营销现象基本上是“一对一”的二元关系。而在网络市场当中,购买一方的行为具有某种程度的结构决定,因而需要在网络的整体层次上加以理解和沟通,实现价值的有效创造和传递。这种新的营销思维在实践上甚为新鲜,在理论上也缺乏系统的概念与模型构建,预示着营销新范式出现的可能。本文的目的正希图于此,旨在通过多案例研究方法,对网络化营销在实践当中的运作细节加以模型化归纳,以期为今后更为深入的实证研究奠定基础。在案例的选取上,本研究以中国银行业作为案例的素材来源,并以中国工商银行在网络化营销中的实际经验作为分析的对象,并为其寻求系统的理论解释。之所以采用银行业作为案例样本,是出于以下三方面的考虑：一,银行业作为金融服务的主体,能经常与大型集群网络发生营销业务往来。这些网络包括产业协会、供应链、企业集团、甚至个人社区等,因而以该行业为基础展开案例研究能够收集较为丰富的素材；二、银行业的市场供应物既有金融服务,也有信用卡、借记卡等有形产品,因而该行业的网络化营销实践具有充分的代表性；三,由于笔者本身就在工行中工作的关系,使得本人在收集案例材料、访谈相关当事人、理解和阐释案例材料的意义、保证研究对象的配合性等方面,有着独特的优势。在内容的安排上,本研究围绕银行网络化营销模型构建这一中心议题,始终贯彻案例研究“三方验证”的基本原则,即通过理论文献、二手数据与直接观察三者之间相互的佐证、推演,来得出相关判断与结论。通过五个案例的分析和总结,本研究在现有文献的基础上,提出了银行业网络化营销的A-E-M模型。该模型指出了在网络范式下,企业要有战略网络思维,从网络结构的角度去思考企业营销的策略,在网络中发现机会。在网络范式下,企业营销能力不是体现在定价等方面,而是体现在整合、共享资源的能力以及发挥网络外部性,共同创造网络价值的能力。在该模型中,我们将银行的网络化营销流程概括为三个主要的阶段,分别是市场网络分析(Analysis)、市场网络嵌入和市场网络管理(Management).这三个阶段和传统营销相比,在理论发展和新型构念的提出上进行了创新和尝试。譬如,在市场网络分析阶段,我们提出了“市场网分”的概念；在市场网络嵌入阶段,我们探讨了营销意义上的“网络外部性”概念；在市场网络管理阶段,我们则提出了“网络资产”的概念,以区别于现有的品牌资产、关系资产、顾客资产等一对一关系营销模式中的各种资产。总之,本研究总结的网络化营销模型,不仅能提供银行业实践上的细节描述,更重要的意义在于,它为后续完备的理论构建和概念测量开启了新的可能。更多还原

【Abstract】 One of the most significant changes in the current economic environment is organizations and individuals are increasingly embedded in various and different types of economic and social networks. Furthermore, these intertwined relationships exist at many different levels. Factors contributing to this change are systematic, such as economic globalization, the increased value of outsourcing arrangements, and the accelerated promotion of technological change (like long-range communication technology, internet technology, etc.). In response to these changes, a present organizational form of enterprises is also representative of new and different model. Instead of the traditional hierarchy model or market model, what we see is the so-called "network organization."The greater flexibility of this new model can be seen within the framework of resource allocation. Specifically, virtual enterprises, complex and sophisticated supply chain networks, strategic alliances, industry clusters, etc., are all examples. Initially this innovation was found in manufacturing, but it has gradually been extended to the sales, service, trade and other non-production areas.The difference between the network model of organizations and the traditional model is that the organization, and its relationship to its environment, has fundamentally changed. As independent economic units, the original clear boundaries of organizations or individuals now no longer exist. Many relevant resources are not in the actual enterprise, per se. The enterprise depends largely on the cooperation of organizations or individuals associated with them. This phenomenon is known as "resource dependence":enterprises give up part of the decision-making independence in exchange for long-term support from partners to gain consistent access to a variety of scarce resources vital for growth and successful competition.In this new regime, traditional marketing may face a great challenge. This may be true because of the current strategic thinking about marketing strategies is counter to the traditional functions of management. The root cause of this challenge is the markets are increasingly networked because of the changes in purchasing authorities within organizational patterns.In this study, this phenomenon is referred to as the "market network.":in a target market of certain value, because organizations or individuals, as purchasing authorities, are embedded within the network, a certain degree of connection forms between their attitudes, intentions and behavior patterns. The referred to connection, acknowledges the idea that buyers are each other’s functions in decision-making. Said differently, the relationship between an enterprise and a particular buyer will be influenced by the relationship of the enterprise and other members of the network. In this network market structure, the conventional transaction marketing and relationship marketing model the original transaction with respect to marketing and the relationship of marketing models begin to lose their previous contexts. The reason is that they address the marketing phenomenon as basically a binary relationship of "one to one". In the network marketplace, the behaviors of a buyer have structure to some extent. This structure needs to be understood and communicated, but at a network’s overall level, to achieve an effective result and to deliver value. This new marketing thinking is pretty new in practice and in theory, for it lacks systematic concepts and modeling. This means a new marketing paradigm will probably be developed. The purpose of this paper is to lay the foundation for future in-depth empirical studies. These studies will involve a multi-case study approach, supported by modeling of the detailed operation of network marketing in practice.This study takes China’s banking sector as a source for case materials with the network marketing experience of Industrial and Commercial Bank of China (Guangdong Branch) as the specific object for analysis. We search for the systematic and theoretical explanation for various phenomenons. The reason for choosing the banking industry the industry for this case study is for the three following considerations:First, the banking sector, as the major financial services provider, often deals with large cluster networks in its marketing business. These networks include industry associations, supply chains, enterprise groups, and even individual communities. Therefore, we can collect more extensive materials by expanding the industry-base. Second, the supply materials related to the banking industry are both financial services and tangible products, such as credit cards, debit cards, etc. Consequently, the network marketing practiced by this industry is typical. Third, as the author works in a bank (a provincial bank headquarters office), the author has advantages in the collection of case materials, in interviewing relevant parties, in understanding and explaining the significance of case materials, and in ensuring the cooperation of key individuals and appropriate organizations.This study builds the central theme and always carries out the basic principle of "three-party certification," (theoretical literature, secondary data and direct observation) to draw relevant judgments and conclusions, which is a typical for case studies. Through analysis and summary of five cases, and reliance on the existing literature, this study proposed the AEM model for bank industry network marketing.In our model, we summarize the process of bank network marketing into three major phases; namely, the market network analysis, the embedded market network and the market network management. The three phases, when compared to traditional marketing, embody the proposed innovation and attempts theoretical development for new theoretical constructs. For example, in the analysis phase of the market network, we propose a "network of sub-market" concepts; on the network immersed market stage, we explore the marketing sense of "network externalities" concept; with respect to market network management, we put forward the concept of "network assets." This is distinct from the existing "one-to-one" relationship marketing model for various concepts such as brand equity, relationship assets, customer assets, etc.In conclusion, this study summarizes the network marketing model, not only providing a detailed description of banking practice, but also building a complete theory and concept of measurement construct, from the ground up. We feel strongly that this construct will open up host of new possibilities.更多还原