基于资源与竞争的营销力管理研究
|
摘要
本文从资源与竞争这两个理论基点出发,依据企业资源理论、企业能力与竞争力理论、经典与现代营销理论以及企业安全管理理论等基础理论,借鉴已有的营销力相关理论研究成果,重新界定了营销力的基本概念。本文认为营销力是企业有效整合其内外资源,在市场营销层面上加以优化配置和高效运用,并在动态环境中不断强化和提升,进而转化为企业竞争力,并最终依靠这种竞争力获得市场竞争优势、支撑企业可持续发展的合力。在此基础上,首次提出了营销力管理的概念,指出营销力管理是企业为获得竞争优势,依据其战略目标,以营销力为对象,在对企业现有营销力测评的基础上,通过分析和识别企业营销力现状,以培育和提升营销力为核心,并适时监控,防范和修复可能出现的营销力风险与危机,对企业营销力生命周期进行有效把握和控制的一系列管理活动。基于对营销力管理内涵的分析,提出了营销力管理的理论框架和理论模型。并对营销力和营销力管理的基本理论进行扩展和深化,提出并探讨了营销力的生成理论、协同理论和动力理论,以及营销力管理的流程理论、价值链理论、生态学理论和集成理论。
营销力生成理论分析了营销力的内外双层生成机制,企业竞争力体现企业的外在特征,而企业能力则体现企业的内部特征。企业能力是企业竞争力的源泉,企业竞争力又是企业外在竞争优势的源泉。营销力管理作为最为关键的资源内生转换机制,搭起了由优势资源向竞争优势和持续性竞争优势转化的桥梁,这是营销力管理产生的深层次成因。营销力协同理论重点研究了营销力各亚力之间、亚力与整体之间的协同关系。营销力管理协同包括两个方面:一是单个亚力与其他亚力之间的共生关系;二是营销力子系统之间的协同进化,只有当系统间存在共生关系时才会产生协同进化。重点分析企业部门间的协同关系。营销力动力理论从物理学中的流体力学视角出发,重点研究了营销力各亚力对竞争对手、顾客和合作者这三个作用空间维度的作用效力关系。营销力管理的流程理论提出了营销力管理的流程化运作系统模型,并分析了营销力管理流程的实施与控制过程;营销力的价值链管理从价值链层面切入,以价值创造和增值为主线,将企业营销力管理的各种价值活动整合成链状结构,通过科学的管理方法,提高各个营销力管理环节的价值增值能力,同时,使其形成有机整体,打造企业的核心竞争力,提高企业的竞争优势。营销力的价值链管理以构建和优化营销力价值链为目的,其本质在于通过不断完善和强化企业的内部价值创造系统,以维持和持续高效的价值创造能力,基于此概念详尽分析了营销力价值链管理的中心内容。营销力
Began with two base points: resources and competition, and according to the Enterprise Resource Theory, Enterprises Power and Competition Power Theory, Classical and Modern Marketing Theory and Enterprises Security Management Theory, this dissertation uses the research results of those related marketing theories to redefine the basic definition of marketing force. This dissertation considers that marketing force is a composition of forces, which integrates the interior and exterior resources effectively, puts the optimization and the efficiency collocation in marketing, consolidates, improves and transforms the resources into competition power, then finally makes the enterprises gain the market advantage and sustainable development. On this foundation, this dissertation proposes the concept of marketing force management for the first time, and points out that marketing force management are a series of management activities that help the enterprises gain the competition advantages, including in accord with the strategy target, taking the marketing force as the object, on the foundation of the evaluation of the existing marketing power, then through analyzing and identifying the actuality of marketing force, focusing on the cultivation and improvement of marketing, supervising, controlling, preventing and repairing those potential marketing risk and crisis, and controlling the life cycle of marketing force effectively. Based on the analysis to the connotation of marketing force management, this dissertation proposes a framework and a model of marketing force management. Furthermore, it develops and improves the basic theories in marketing force and marketing force management. With particular analysis and research in each theory content, this dissertation puts forward and discusses several theories in marketing force and marketing force management: Generative Theory of Marketing, Synergy Theory of marketing force, Dynamic Theory of marketing force, Management Process Theory of Marketing force, Value Chain Theory, Ecology Theory and Integration Theory.Generative Theory of Marketing Force analyzes the interior and exterior generative system. The enterprises competition power indicates its external characteristics, and the enterprises competence indicates the internal characteristics. The enterprises competence is the origin of the enterprises competition power, comparatively, the enterprises competition power is the origin of the external competition advantage for the enterprises. Taking the marketing force management as a sticking point, the resources endogenetic transform system makes a bridge from advantage resources to competition resources and durative resources, and which is the
deep-seated reason of the production of marketing force management. Synergy Theory of marketing force researches the relationships between the subpowers of marketing, the synergy relationship between the subpower and the integration. Marketing force management includes two aspects: one is the synergy relationship between a single subpower with other subpowers, the other is the synergy evolution between the subsystems of marketing, and the synergy evolution only happens when the subsystems have the symbiosis relationship. The synergy relationship between different departments of the enterprises is the main object in this research. From the point of hydromechanics in physics, Dynamic Theory of marketing force mainly researches the relationship between the subpower with the three-dimensional interspaces of competitors, customers and cooperators and its effect;Management Process Theory of Marketing force proposes a flowage structure system model of marketing force management, and analyzes the execution and controlling processes of marketing force management;along with the main line of value creation and increment, Value Chain Management Theory of Marketing force puts every value activities of in a whole chain structure from the point of value chain, and with scientific management method, to improve the ability in value increment of each part of the value chain, and at the same time, make them as an organic integration, create the enterprises core competition and improve the competition advantage. In order to construct and optimize the value chain, the hypostasis of value chain management of marketing force is the amelioration and consolidation of the internal value creation system, for the maintenance of the ability in value creation, and based on this concept, this dissertation analyzes the main content of the value chain management reasonedly. Ecology Theory of marketing force is simulating the management targets—marketing force as a natural objects and the ecosystem, and simulating the marketing force management environment as the ecology environment, and using the theories and methods in Ecology to analyze the framework, function structure, dynamic development and the related theories to the dynamic exchange theory in marketing environment of management ecosystem. It is the key point in the ecology research of marketing force management that simulate the relationship between marketing force management and environment as relationship between an ecosystem and ecology environment .Furthermore, this dissertation mainly analyzes the composition of the ecology environment of marketing force management and the mutual effect and relationship with the environment. Integration Theory of marketing force management uses five basic fields in Integration Theory to analyze the concept and connotation of marketing force management, and then build a system model in integration marketing
force management. Integration marketing force management is a process and activity in taking different kinds of enterprises resources and marketing force subpowers as many integration units, and in a certain integration condition and integration environment, using certain integration model to make them become an organic integration, and then collocating and using reasonably in marketing force concept. From this definition we can make this conclusion, marketing force management includes two aspects of connotations: one side is the issue of marketing force integration;the other is the activities of marketing force management integration.On the basis of the seven theories, this dissertation proposes a viewpoint in strategic marketing force management, the framework and the idea based on the life cycle. In view of enterprise strategy, the strategic marketing force management breaks the function border, puts the marketing force activities of enterprises into the overall strategic management activities of the enterprises, and takes the enterprise life cycle as the main line, through the identification, cultivation, integration and promotion to make the enterprises marketing power, to ensure the continual development of the enterprises. The strategic marketing force management discusses the essential countermeasure in strategic marketing force management from three dimensions in the marketing civilization integration, marketing strategy integration and marketing policy integration, this theory believes we should divide the cultivation strategy into two stages, which mean to identify the resources essential of marketing and cultivate the identified marketing force essential. The enterprises resources identification is the precondition and base of marketing force cultivation. In marketing force integration strategy, this dissertation proposes the enterprises should take measure from the marketing force civilization integration, marketing strategy integration and marketing policy integration, its basic integration model is marketing function integration, mainstream integration model is marketing strategy integration, and the most advanced is marketing civilization integration. In the strategy of marketing improvement, this dissertation proposes, in different stages, according to different conditions, through the innovation in marketing and information, the enterprises should follow the life cycle discipline, resume and improve the marketing force power.The marketing power evaluation evaluates the marketing power with the ration analysis method. It may provide the objective evidence for the enterprises ' development, simultaneously, enhance the enterprise marketing force with the data support. Comparing with the reference in mathematics method, the enterprises should divide its advantage and the disadvantage into the marketing power component
concretely. The marketing force evaluation introduces the goal, function and the basic principle of marketing force evaluation firstly. Secondly, it gives a specific analysis of the target system of marketing force evaluation, which is the level system of marketing power to constitute the respective subpower and force component, and makes the structure of flow chart and the evaluation model of marketing power evaluation. It analyzes the target system of marketing power evaluation, which is the level system of respective subpower and force component in the constitution of marketing force, and makes the structure of flow chart and based on octagon evaluation model of the fuzzy evaluation.The safe management of marketing force mainly analyzes and researches the crisis management and the risk management of marketing force. The crisis management of marketing force defines the concept, characteristic, symbols and basic contents of the crisis management of marketing force. The risk management of marketing force analyzes its reasons, characteristic, the key content, and introduces the method and the way of the risk management of marketing force.
营销力生成理论分析了营销力的内外双层生成机制,企业竞争力体现企业的外在特征,而企业能力则体现企业的内部特征。企业能力是企业竞争力的源泉,企业竞争力又是企业外在竞争优势的源泉。营销力管理作为最为关键的资源内生转换机制,搭起了由优势资源向竞争优势和持续性竞争优势转化的桥梁,这是营销力管理产生的深层次成因。营销力协同理论重点研究了营销力各亚力之间、亚力与整体之间的协同关系。营销力管理协同包括两个方面:一是单个亚力与其他亚力之间的共生关系;二是营销力子系统之间的协同进化,只有当系统间存在共生关系时才会产生协同进化。重点分析企业部门间的协同关系。营销力动力理论从物理学中的流体力学视角出发,重点研究了营销力各亚力对竞争对手、顾客和合作者这三个作用空间维度的作用效力关系。营销力管理的流程理论提出了营销力管理的流程化运作系统模型,并分析了营销力管理流程的实施与控制过程;营销力的价值链管理从价值链层面切入,以价值创造和增值为主线,将企业营销力管理的各种价值活动整合成链状结构,通过科学的管理方法,提高各个营销力管理环节的价值增值能力,同时,使其形成有机整体,打造企业的核心竞争力,提高企业的竞争优势。营销力的价值链管理以构建和优化营销力价值链为目的,其本质在于通过不断完善和强化企业的内部价值创造系统,以维持和持续高效的价值创造能力,基于此概念详尽分析了营销力价值链管理的中心内容。营销力
Began with two base points: resources and competition, and according to the Enterprise Resource Theory, Enterprises Power and Competition Power Theory, Classical and Modern Marketing Theory and Enterprises Security Management Theory, this dissertation uses the research results of those related marketing theories to redefine the basic definition of marketing force. This dissertation considers that marketing force is a composition of forces, which integrates the interior and exterior resources effectively, puts the optimization and the efficiency collocation in marketing, consolidates, improves and transforms the resources into competition power, then finally makes the enterprises gain the market advantage and sustainable development. On this foundation, this dissertation proposes the concept of marketing force management for the first time, and points out that marketing force management are a series of management activities that help the enterprises gain the competition advantages, including in accord with the strategy target, taking the marketing force as the object, on the foundation of the evaluation of the existing marketing power, then through analyzing and identifying the actuality of marketing force, focusing on the cultivation and improvement of marketing, supervising, controlling, preventing and repairing those potential marketing risk and crisis, and controlling the life cycle of marketing force effectively. Based on the analysis to the connotation of marketing force management, this dissertation proposes a framework and a model of marketing force management. Furthermore, it develops and improves the basic theories in marketing force and marketing force management. With particular analysis and research in each theory content, this dissertation puts forward and discusses several theories in marketing force and marketing force management: Generative Theory of Marketing, Synergy Theory of marketing force, Dynamic Theory of marketing force, Management Process Theory of Marketing force, Value Chain Theory, Ecology Theory and Integration Theory.Generative Theory of Marketing Force analyzes the interior and exterior generative system. The enterprises competition power indicates its external characteristics, and the enterprises competence indicates the internal characteristics. The enterprises competence is the origin of the enterprises competition power, comparatively, the enterprises competition power is the origin of the external competition advantage for the enterprises. Taking the marketing force management as a sticking point, the resources endogenetic transform system makes a bridge from advantage resources to competition resources and durative resources, and which is the
deep-seated reason of the production of marketing force management. Synergy Theory of marketing force researches the relationships between the subpowers of marketing, the synergy relationship between the subpower and the integration. Marketing force management includes two aspects: one is the synergy relationship between a single subpower with other subpowers, the other is the synergy evolution between the subsystems of marketing, and the synergy evolution only happens when the subsystems have the symbiosis relationship. The synergy relationship between different departments of the enterprises is the main object in this research. From the point of hydromechanics in physics, Dynamic Theory of marketing force mainly researches the relationship between the subpower with the three-dimensional interspaces of competitors, customers and cooperators and its effect;Management Process Theory of Marketing force proposes a flowage structure system model of marketing force management, and analyzes the execution and controlling processes of marketing force management;along with the main line of value creation and increment, Value Chain Management Theory of Marketing force puts every value activities of in a whole chain structure from the point of value chain, and with scientific management method, to improve the ability in value increment of each part of the value chain, and at the same time, make them as an organic integration, create the enterprises core competition and improve the competition advantage. In order to construct and optimize the value chain, the hypostasis of value chain management of marketing force is the amelioration and consolidation of the internal value creation system, for the maintenance of the ability in value creation, and based on this concept, this dissertation analyzes the main content of the value chain management reasonedly. Ecology Theory of marketing force is simulating the management targets—marketing force as a natural objects and the ecosystem, and simulating the marketing force management environment as the ecology environment, and using the theories and methods in Ecology to analyze the framework, function structure, dynamic development and the related theories to the dynamic exchange theory in marketing environment of management ecosystem. It is the key point in the ecology research of marketing force management that simulate the relationship between marketing force management and environment as relationship between an ecosystem and ecology environment .Furthermore, this dissertation mainly analyzes the composition of the ecology environment of marketing force management and the mutual effect and relationship with the environment. Integration Theory of marketing force management uses five basic fields in Integration Theory to analyze the concept and connotation of marketing force management, and then build a system model in integration marketing
force management. Integration marketing force management is a process and activity in taking different kinds of enterprises resources and marketing force subpowers as many integration units, and in a certain integration condition and integration environment, using certain integration model to make them become an organic integration, and then collocating and using reasonably in marketing force concept. From this definition we can make this conclusion, marketing force management includes two aspects of connotations: one side is the issue of marketing force integration;the other is the activities of marketing force management integration.On the basis of the seven theories, this dissertation proposes a viewpoint in strategic marketing force management, the framework and the idea based on the life cycle. In view of enterprise strategy, the strategic marketing force management breaks the function border, puts the marketing force activities of enterprises into the overall strategic management activities of the enterprises, and takes the enterprise life cycle as the main line, through the identification, cultivation, integration and promotion to make the enterprises marketing power, to ensure the continual development of the enterprises. The strategic marketing force management discusses the essential countermeasure in strategic marketing force management from three dimensions in the marketing civilization integration, marketing strategy integration and marketing policy integration, this theory believes we should divide the cultivation strategy into two stages, which mean to identify the resources essential of marketing and cultivate the identified marketing force essential. The enterprises resources identification is the precondition and base of marketing force cultivation. In marketing force integration strategy, this dissertation proposes the enterprises should take measure from the marketing force civilization integration, marketing strategy integration and marketing policy integration, its basic integration model is marketing function integration, mainstream integration model is marketing strategy integration, and the most advanced is marketing civilization integration. In the strategy of marketing improvement, this dissertation proposes, in different stages, according to different conditions, through the innovation in marketing and information, the enterprises should follow the life cycle discipline, resume and improve the marketing force power.The marketing power evaluation evaluates the marketing power with the ration analysis method. It may provide the objective evidence for the enterprises ' development, simultaneously, enhance the enterprise marketing force with the data support. Comparing with the reference in mathematics method, the enterprises should divide its advantage and the disadvantage into the marketing power component
concretely. The marketing force evaluation introduces the goal, function and the basic principle of marketing force evaluation firstly. Secondly, it gives a specific analysis of the target system of marketing force evaluation, which is the level system of marketing power to constitute the respective subpower and force component, and makes the structure of flow chart and the evaluation model of marketing power evaluation. It analyzes the target system of marketing power evaluation, which is the level system of respective subpower and force component in the constitution of marketing force, and makes the structure of flow chart and based on octagon evaluation model of the fuzzy evaluation.The safe management of marketing force mainly analyzes and researches the crisis management and the risk management of marketing force. The crisis management of marketing force defines the concept, characteristic, symbols and basic contents of the crisis management of marketing force. The risk management of marketing force analyzes its reasons, characteristic, the key content, and introduces the method and the way of the risk management of marketing force.
引文
[1] Philip Kotler. Marketing management analysis, planning, implementation & control[M]. Prentice-hall Inc, 1997.
[2] Graham hooley, John Fahy, Tony cox,Jozsef Betacs,Krzysztof Fonfara and Boris Snoj, Marketing Capabilities and Firm Pefformance:A Hierarchical Model[J]. Joumal of Market. 2000(4).
[3] Philip Kolter. How to Create, win and dominate markets[M]. Simon & Schuster Adult Publishing Group, 1999 (3).
[4] Baker M.J, Ballington L. Country of origin as a source of competitive advantage[J], Journal of Strategic Marketing. 2002(10).
[5] Shantanu.Dutta, Om.Narasimhan, Surentra Rajiv. Success in high technology markets is marketing capability critical[J]. Marketing Science, 1999(4).
[6] Barney. Firm resources and sustained competitive advantage[J]. Journal of Management, 1991(17).
[7] Prahalad, G Hamel. The core competence of the corporation[J]. Harvard Business Review, 1990(3).
[8] Wernerfelt. A resource-based view of the firm[J]. Strategic Management Journal, 1984(5).
[9] Man T Y, Lau T, Chan K F. The competitiveness of small and median enterprises: a conceptualization with focus on entrepreneurial competencies[J]. Journal of Business Venturing, 2002(17).
[10] Oliver C. Sustainable competitive advantage combing institutional and resource-based views[J]. Strategic Management Journal. 1997(9).
[11] Bolotho A. The assessment: international competitiveness[J]. Oxford Review of Economic Policy, 1996(3).
[12] Harmmer M, Champy J. Reengineering the corporation: a manifesto for business revolution[M]. New York: Harper Collins. 1993.
[13] Hsieh M. H. Identifying brand image dimensionality and measuring the degree of brand globalization: a cross-national study[J]. Journal of International Marketing, 2002(10).
[14] Geib P. Strategic management in vietnam's transition economy[J]. CR Special Issue. 1999 (9).
[15] James D. Back to vietnam: trade pact, consumer class bode well for marketers[J]. Marketing News. 2002.
[16] Roland T Rust,Peter J.Danaher. Use service quality data for competitive marketing decision[J]. International Journal of service Industry Management, 2000(5).
[17] Cheng Yanxia, HuangXue. The study of enterprise's marketing crisis under the new economic environment[J]. Global Economy & Law, 2003 (12).
[18] Barney, J. B. Looking inside for competitive advantage[J]. Academy of Management Executive, 1995(9).
[19] Teece D, G Pisano, A. Shuen. Dynamic capabilities and strategic management[J]. Strategic Management Journal, 1997(7).
[20] Porter, Michael E. The Competitive Advantage of Nations[M]. New York: Macmillan Business, 1998.
[21] Cheng H. & Schweitzer C. Cultural values reflected in Chinese and U.S television commercials[J]. Journal of Advertising Research, 2002(3).
[22] Batra R., Ramaswamy V., Alden D. Steenkamp J.B.E.M., Ramachander S. .Effects of brand local and nonlocal origin on consumer attitudes in developing countries[J]. Journal of Consumer Psychology, 2001(9).
[23] Nachum L,Jones G G,Dunning J H. The international competitiveness of the UK and its multinational enterprises[J]. Structural Change And Economic Dynamics. 2001(12).
[24] Bala Chakravarthy. A new strategy framework for coping with turbulence[J].Sloan Management Review, 1997.
[25] Eckhardt G.M., Houston M J. Cultural paradoxes reflected in brand[M]. 2002.
[26] Ewing M., Napoli J. & Pitt L. Managing southest asian brands in the global economy[J]. Business Horizons. 2001(3).
[27] Catherine Matraves. Market stratrure, R&D and advertising in the pharmaceutical industry[J]. 1998(9).
[28] Vogel Rj.Pharmaceutical patens and price controls[J]. Clin Ther 2002(24).
[29] Douglas W. An investigation of factors leading to the development of marketing capabilities and organizational effectiveness[J]. Journal of Strategic Marketing, 1998(6).
[30] Bolotho A. The Assessment :International Competitiveness .Oxford Review of Economic Policy[ J],1996(3).
[31] Ken Bumett. Key customer relationship management. Pearson Education Limited[M]. 2001.
[32] Johnson Gustafsson. Improving customer satisfaction, Loyalty, Jossey-bass[M]. 2000.
[33] Harry Alder. Mind to mind marketing. Kogan Page Limited[M]. 2002.
[34] Gordon R,Foxall. Consumer behavior analysis[M]. Routledge, 2002.
[35] Robert Duboff, Jim Spacth. Marketing research matters[M]. John Willey & Sons Inc,2000.
[36] Lynette Knowles Mathur, Ike Mathur. An analysis of the wealth effects green marketing strategies[J]. Journal of Business Research,2002.
[37] Peter Doyle. Valuing marketing's contribution[J]. European Management Journal,2000.
[38] Dunfee Thomas W.;Smith, N. Craig social contracts and marketing ethics[J]. Journal of Marketing,1999.
[39] Jonathan Gershuny. The new service economy: the trans-formation of employment in industrial societies[J]. Harvard Business Review, 1998, May-June.
[40] M. H. Meyer,J.M.Utterback. The product family and the dunamic of core capability[J]. Slonan Management Review, 1993(5).
[41] Taylor W.Meloan, John L.Graham. International and global marketing concepts and cases, 1998.
[42] Michael D.Johnson. Competing in a service economy:how to create a competitive advantage through service development and Innovation. Wall Street Journal, April 27,1999.
[43] Jonathan Gershuny. The new service economy: the trans- formation of employment in industrial societies. Harvard Business Review, May-June,1998.
[44] Brigitte Andersen. Knowledge and innovation in the new service economy. Edward Elgar Publisher, 2000.
[45] Leyland, Ewing, Berthon Pierre. Turning competitive advantage into customer equity. Business Horizons, may, 2000
[46] 周晓敏,胡悦.论企业营销资源的优化配置[J].2004(4).
[47] 杨德立,郭惠玲.企业营销竞争力的理论初探[J].市场周刊,2003(5).
[48] 朱宏杰、陆雄文.在不成熟市场背景下企业部门间的协同研究[J],市场营销导刊,2005(1).
[49] 安德鲁·坎贝尔、凯瑟琳·萨默斯·卢斯著.核心能力战略[M].东北财经大学出版社,1999.
[50] 罗杰·A·凯琳,罗伯特·A·彼得森.战略营销教程与案例[M].沈阳:东北财经大学出版社,2001.
[51] 陈懋章编著.粘性流体动力学基础[C].北京:高等教育出版社,2002.
[52] 李蔚.营销流管理[M].四川出版集团,2004.
[53] 王庆喜,宝贡敏.企业资源理论述评[J].南京社会科学,2004(9).
[54] 周海炜.核心竞争力:知识管理战略与实践[M].南京:东南大学出版社,2002.
[55] 伊查克·爱迪思.企业生命周期[M].北京:华夏出版社,2004.
[56] 刘波俨.产品核心竞争力的三大支柱——产品概念 营销观念 价值创新策略[J].商业研究,2003(4).
[57] 魏光兴.论管理学融合生态学的三个层次[J].科技管理研究,2005(5).
[58] 托马斯·S·贝特曼.管理学[M].北京:北京大学出版社,2001.
[59] 徐丽娟,孟岳松.基于定量分析的企业营销力研究[J].中国管理科学,2000(11).
[60] 崔茂林.论适度营销[J].上海应用技术学院学报,2002(9).
[61] 吕巍.企业整体营销[M].复旦大学出版社.1999.
[62] 路风.动态企业理论的发展[J]·国际经济评论,2000(9).
[63] 李蔚.论营销流[J].商业研究,2000(6).
[64] 朱玉童.破解营销之谜[M].广州:广东经济出版社,2002.
[65] 佘廉.预警管理[J].中国商办工业,2000(9).
[66] 黄培伦.外向型企业战略管理实证研究[J].华南理工大学学报(自然科学版).1997(5).
[67] 任际泰.企业战略管理与企业成功之道[J].化工技术经济.1998(5).
[68] 李天和.企业战略管理—概要与案例[M].合肥:中国科学技术大学出版社,1990.
[69] 孙多勇,鲁洋.危机管理的理论发展与现实问题[J].江西社会科学,2004(4).
[70] 李怡靖.企业能力理论综述[J].云南财贸学院学报,2003(10).
[71] 朱玉童.中国企业急需战略营销[J].营销策划.2003.
[72] 杨锡怀.关于多样化战略研究的一个理论框架[J].东北大学学报(自然科学版),1995(8).
[73] 巢春来.面向知识经济的企业核心能力问题探讨[J].经济问题.1999(2).
[74] 王秉安,朱立民.论营销观念[J].销售与市场.1994(8).
[75] 刘铁明.关系营销与传统营销观念[J].税务与经济.1998(3).
[76] 胡泳.多蠃的合作营销[J].成功营销,2004(3).
[77] 向金,王积俭.新经济模式下注意力资源的稀缺对营销的影响[J].商业研究,2001(12).
[78] 李世丁.整合致胜:打造强势品牌的锐利武器[M].广东经济出版社.
[79] 王满仓,佘镜怀,王伟.现代企业危机管理理论综述[J].经济学动态,2004(3).
[80] 蔡希贤.现代企业战略管理[M].华中理工大学出版社,1998.
[81] 苗锡哲,张振刚,高福平.资源营销——营销学的全新发展方向[J],企业管理,2000(4).
[82] 刘志超,彭启洪.市场营销渠道的革命[J].企业经济,2001(4).
[83] 乔远生.探测:二十一世纪市场营销变革[J].博锐管理沙龙,2003(7).
[84] 郑玉香.新世纪经营环境的变化对企业营销的影响[J].辽宁经济,2002(11).
[85] 张朝敏.结构变化与经济增长的定量分析方法[J].中国青年科学技术论文精选,1994.
[86] 周筱莲.“点子”营销还是战略营销[J].价格与市场.2002.
[87] 李保宁.21世纪营销概念新转变[J].中国集体经济,2001(1).
[88] 宋学宝.新经济时代的战略营销[J].市场营销导刊,2003(2).
[89] 佘廉.企业预警管理论[M].河北科学技术出版社,1999.
[90] 张国平.把握市场机会,扩大消费需求[J].技术经济与管理研究,2000(4).
[91] 潘胜文.捕捉商业机会、促进企业发展[J].商业研究,2000(11).
[92] 范文正,王纲,梁亚民.对“机会”的理解应予扩充[J].统计与信息论坛,2001(11).
[93] 杨智,万后芬.基于相对嫡的营销机会模糊评价[J].孝感学院学报,2003(3).
[94] 孙勋成.基于相互影响的市场营销机会识别方法[J].哈尔滨理工大学学报,2004(1).
[95] 厉无畏,王玉梅.企业经营新战略——机会管理[J].上海管理科学,1998(4).
[96] 梁东生.营销机会概念特点和分类研究[J].技术经济,2002(3).
[97] 陈伟,高宇明.21世纪企业营稍管理创新研究[J].商业研究,2003(12).
[98] 温美荣,刘正春,王淑兰.简论如何优化市场营销管理系统[J].北方经贸,2001(8).
[99] 科特勒.打造中国市场营销力[J].企业研究,2001(5).
[100] 孟雷,吴颖.论企业核心营销能力的培育[J].商业研究,2003(16).
[101] 刘玉来.农业企业营销能力培育[J].乡镇经济,2004(5).
[102] 胡铭.企业核心竞争力及其评估分析模型[J].哈尔滨商业大学学报(社会科学版),2002(1).
[103] 刘太刚.企业核心竞争力的培育与提高[J].经济师,2002(6).
[104] 成六生,胡圣浩.21世纪中国企业营销策略[J].商业研究,2002(10).
[105] 吴光敏.浅论4P+4C的营销组合[J].经济问题,2004(5).
[106] 汪中华,黄清.试论打造企业核心竞争力的途径[J].中国林业企业,2004(1).
[107] 莫立崎.试论企业核心竞争力的培育[J].中国煤炭,2001(2).
[108] 朱捍华.试论中国企业的文化营销[J].西南民族大学学报(人文社科版),2004(11).
[109] 戴广忠.提高我省企业整体营销力的对策[J].经济与管理,2003(7).
[110] 蔡继荣.文化营销一企业营销能力构建的战略选择[J].商业研究,2003(10).
[111] 宁建新.我国企业核心竞争力的组合与构建[J].商业经济与管理,2001(3).
[112] 曾路.我国企业营销竞争力评价体系的构建及运行[J].商业时代,2003(14).
[113] 晃钢令.新经济 新营销 新观念[J].中国流通经济,2004(2).
[114] 杨望成.战略营销管理的几个基本问题[J].佛山科学技术学院学报(社会科学版),2003(1).
[115] 吕洪兵.营销战略PSI模型[J].商业研究,2000(9)
[116] 于坤章.论现代企业营销战略[J].财经理论与实践,2000(1).
[117] 田捷,陈宪.创造市场战略——营销的一支利剑[J].理论界,2004(1).
[118] 徐全军.企业竞争力理论基础[J].经济体制改革,2004(5).
[119] 蒋恩晓,冯飞.论关系营销理论模型及其应用[J].商业研究,2001(4).
[120] 许国栋,李心丹.风险管理理论综述及发展[J].北方经贸,2001(9).
[121] 杨丹.关系营销的经济学理论框架[J].当代经济研究,2004(10).
[122] 高怀,赵宇平.国内外企业竞争力理论研究现状分析[J].重庆工学院学报,2004(8).
[123] 吴伟浩,吴伯田,许庆瑞.基于核心能力的事业部制建设[J].科学管理研究,2000(6).
[124] 沈西林.企业竞争力的层次分析[J].工业技术经济,2002(3).
[125] 李艳娥.共赢——关系营销的核心理念[J].经济师,2001(6).
[126] 黄险峰.西方政治经济周期理论新发展[J].经济学家,2000(2).
[127] 周健.运用预警管理理论[J].交通企业管理,2002(10).
[128] 段小华,鲁若愚.基于资源的企业能力理论[J].经济评论,2002(6).
[129] 欧光军,卜晓锐,胡树华.构筑中国特色的战略营销体系[J].上汽销售,2001(3).
[130] 张丽娟.简述战略营销在企业中的应用[J].经济工作导刊,2003(10).
[131] 彭安玉.全球化背景下我国企业面临的营销环境及应对战略[J].江苏商论,2003(8).
[132] 杨望成.战略营销的性质[J].商业时代,2003(2).
[133] 郑红玲.战略营销在中国的理论与实践[JJ.鲁行经院学报,2003(6).
[134] 王淑兰.正确的营销战略决定商机无限[J].新闻知识,2004(7).
[135] 张亦梅.企业赢得竞争优势的新战略[J].经济了望,2004(2).
[136] 宗义湘,陈宇,张润清.企业价值评估方法评价[J].河北农业大学学报(农林教育版),2002(3).
[137] 叶少锋.论企业价值评估中的折现率[J].江西审计与财务,2000(5).
[138] 张维迎.博弈论与信息经济学[M].上海:上海三联出版社,1996.
[139] 波特.竞争战略[M].北京:华夏出版社,1997.
[140] 孔茨,韦里克.管理学[M].北京:经济科学出版社,1998.
[141] 徐二明.企业战略管理[M].北京:中国经济出版社,1998.
[142] 谢科范.企业风险防范[M].沈阳:辽宁人民出版社,1996.
[143] 周健.企业战略联盟的竞争力研究:核心竞争力的观点[J].南开管理评论,2000(1).
[144] 陈秀山.现代竞争理论与竞争政策[M].北京:商务印书馆,1997.
[145] 戴卫·贝赞可,戴维·德雷诺夫,马克·尚利.公司战略经济学[M].北京:北京大学出版社,1999.
[146] 彭丽红.企业竞争力—理论与实证研究[M].北京:经济科学出版社,2000.
[147] 张日希,刘洁.企业营销危机管理新思路——事中管理.山西高等学校社会科学学报,2004(12).
[148] 叶飞,孙东川.序时多指标决策的夹角模糊优选法[J].工业工程,2004(9).
[149] 夏清华.从资源到能力:竞争优势战略的一个理论综述[J].管理世界,2004(4).
[150] 李晓冬,刘萌,徐伟.关于商业企业核心竞争力的理论分析[J].中国软科学,2001(11).
[151] 陈玉保,刘宏,苗世敏等.基于知识维度的核心竞争力评价指标体系研究[J].河北工业大学学报,2002(3).
[152] 金碚.论企业竞争力的性质[J].中国工业经济,2001(10).
[153] 曹礼和,田志龙.CRM:企业管理营销新策略[J].中国流通经济,2003(3).
[154] 杨保军.营销竞争力[M].北京:清华大学出版社,2005.
[155] 苗宇.公司品牌经营[M].云南:云南大学出版社,2001.
[156] 宋跃征等.我国大企业竞争力的测评方法与实证分析[J].统计研究,2003(7).
[157] 杨保军,杨斌.竞争营销论[M].北京:中国文联出版社,1998.
[158] 张静中.市场营销与可持续发展[J].经济师,2004(12).
[159] J.佩帕德,P.罗兰.业务流程再造[M].北京:中信出版社,1999.
[160] 赵志,孙林岩,汪应洛.基于企业流程的管理方法探讨[J].西安交通大学学报(社会科学版),1999(3).
[161] 黄艾舟,梅绍祖.流程管理原理及卓越流程建模方法研究[J].工业工程与管理,2003(2).
[162] 王玉荣.流程管理[M].北京:机械工业出版社,2002.
[163] 张艳,刘道朋.品牌形象力的建立[J].经济工作导刊,2003(12).
[164] 张阡.品牌战略的三个支点[J].企业改革与管理,2004(4).
[165] 亨利·明茨伯格,布鲁斯·阿尔斯特兰德,约瑟夫·兰佩尔.战略历程一纵览战略管理学 派》[M].机械工业出版社,1998.
[166] 黄晓莉,王富荣.谈企业营销风险管理[J].技术经济与管理研究,2001(6).
[167] 艾略特.艾登伯格.4R理论[M].中国人民大学出版社,2000.
[168] 杨保军.竞争营销——分析·策略·执行[M].北京:经济管理出版社,2004.
[169] 张云起.营销风险预警与防范[M].商务印书馆出版社,2001.
[170] 杨保军.现代企业营稍危机分析及其防范[J].市场周刊·财经论坛,2003(7).
[171] 陈胜荣,蒋志锋.构建企业营销竞争力的评价指标体系[J].企业技术开发,2005(7).
[172] 瞿国忠,李海廷,周君生.企业市场营销能力的模糊综合评判[J].物流技术与应用,1999(3).
[173] 李品媛.企业核心竞争力研究——理论与实证分析[M].东北财经大学出版社,1999.
[174] 岳川博.新竞争优势[M].浙江人民出版社,2004.
[175] 张富山.资源管理:潜力的发挥[M].中国计划出版社,2001.
[176] 朱连心.注意力经济时代的品牌营销策略[J].商业经济,2004(10).
[177] 白仁春,郭红龄,刘平.企业资源发展性策划[J].北京大学出版社,2005.
[178] 彼得瑞夫.竞争优势的里程碑:一个资源基础理论的观点[J].战略管理,1990(5).
[179] 汝宜红.资源管理学[M].中国铁道出版社,2001.
[180] 谢红霞.论环境营销与可持续发展[J].生产力研究,2003(6).
[181] 彭星闾.我国企业合作竞争营销战略模式的形成[J].信阳师范学院学报(哲学社会科学版),2003(1).
[182] 成栋,宋远方.论客户关系管理的理论体系[J].管理现代化,2004(6).
[183] 高凤民.关系营销理论与顾客关系管理[J].商业研究,2004(24).
[184] 陈小勇.电子商务环境下的关系营销[J].现代企业,2004(10).
[185] 戴亦一.战略营销[M].北京:朝华出版社,2004.
[186] 汪涛.竞争的演进[M].武汉:武汉大学出版社,2001.
[187] 方海萍,魏清江.当代战略市场营销[M].北京:电子工业出版社,2003.
[188] 邹明波.市场营销八大辩证新理念[J].中国中小企业,2003(9).
[189] 秦远建,胡继灵.企业战略管理[M].武汉:武汉理工大学出版社,2002.
[190] 张培峰.竞争论[M].天津:天津社会科学出版社,2004.
[191] 张培峰.获得与保持竞争优势[M].北京:清华大学出版社,2004.
[192] 张奎祥,全德暨.营销竞争战术[M].北京:中国经济出版社,2003.
[2] Graham hooley, John Fahy, Tony cox,Jozsef Betacs,Krzysztof Fonfara and Boris Snoj, Marketing Capabilities and Firm Pefformance:A Hierarchical Model[J]. Joumal of Market. 2000(4).
[3] Philip Kolter. How to Create, win and dominate markets[M]. Simon & Schuster Adult Publishing Group, 1999 (3).
[4] Baker M.J, Ballington L. Country of origin as a source of competitive advantage[J], Journal of Strategic Marketing. 2002(10).
[5] Shantanu.Dutta, Om.Narasimhan, Surentra Rajiv. Success in high technology markets is marketing capability critical[J]. Marketing Science, 1999(4).
[6] Barney. Firm resources and sustained competitive advantage[J]. Journal of Management, 1991(17).
[7] Prahalad, G Hamel. The core competence of the corporation[J]. Harvard Business Review, 1990(3).
[8] Wernerfelt. A resource-based view of the firm[J]. Strategic Management Journal, 1984(5).
[9] Man T Y, Lau T, Chan K F. The competitiveness of small and median enterprises: a conceptualization with focus on entrepreneurial competencies[J]. Journal of Business Venturing, 2002(17).
[10] Oliver C. Sustainable competitive advantage combing institutional and resource-based views[J]. Strategic Management Journal. 1997(9).
[11] Bolotho A. The assessment: international competitiveness[J]. Oxford Review of Economic Policy, 1996(3).
[12] Harmmer M, Champy J. Reengineering the corporation: a manifesto for business revolution[M]. New York: Harper Collins. 1993.
[13] Hsieh M. H. Identifying brand image dimensionality and measuring the degree of brand globalization: a cross-national study[J]. Journal of International Marketing, 2002(10).
[14] Geib P. Strategic management in vietnam's transition economy[J]. CR Special Issue. 1999 (9).
[15] James D. Back to vietnam: trade pact, consumer class bode well for marketers[J]. Marketing News. 2002.
[16] Roland T Rust,Peter J.Danaher. Use service quality data for competitive marketing decision[J]. International Journal of service Industry Management, 2000(5).
[17] Cheng Yanxia, HuangXue. The study of enterprise's marketing crisis under the new economic environment[J]. Global Economy & Law, 2003 (12).
[18] Barney, J. B. Looking inside for competitive advantage[J]. Academy of Management Executive, 1995(9).
[19] Teece D, G Pisano, A. Shuen. Dynamic capabilities and strategic management[J]. Strategic Management Journal, 1997(7).
[20] Porter, Michael E. The Competitive Advantage of Nations[M]. New York: Macmillan Business, 1998.
[21] Cheng H. & Schweitzer C. Cultural values reflected in Chinese and U.S television commercials[J]. Journal of Advertising Research, 2002(3).
[22] Batra R., Ramaswamy V., Alden D. Steenkamp J.B.E.M., Ramachander S. .Effects of brand local and nonlocal origin on consumer attitudes in developing countries[J]. Journal of Consumer Psychology, 2001(9).
[23] Nachum L,Jones G G,Dunning J H. The international competitiveness of the UK and its multinational enterprises[J]. Structural Change And Economic Dynamics. 2001(12).
[24] Bala Chakravarthy. A new strategy framework for coping with turbulence[J].Sloan Management Review, 1997.
[25] Eckhardt G.M., Houston M J. Cultural paradoxes reflected in brand[M]. 2002.
[26] Ewing M., Napoli J. & Pitt L. Managing southest asian brands in the global economy[J]. Business Horizons. 2001(3).
[27] Catherine Matraves. Market stratrure, R&D and advertising in the pharmaceutical industry[J]. 1998(9).
[28] Vogel Rj.Pharmaceutical patens and price controls[J]. Clin Ther 2002(24).
[29] Douglas W. An investigation of factors leading to the development of marketing capabilities and organizational effectiveness[J]. Journal of Strategic Marketing, 1998(6).
[30] Bolotho A. The Assessment :International Competitiveness .Oxford Review of Economic Policy[ J],1996(3).
[31] Ken Bumett. Key customer relationship management. Pearson Education Limited[M]. 2001.
[32] Johnson Gustafsson. Improving customer satisfaction, Loyalty, Jossey-bass[M]. 2000.
[33] Harry Alder. Mind to mind marketing. Kogan Page Limited[M]. 2002.
[34] Gordon R,Foxall. Consumer behavior analysis[M]. Routledge, 2002.
[35] Robert Duboff, Jim Spacth. Marketing research matters[M]. John Willey & Sons Inc,2000.
[36] Lynette Knowles Mathur, Ike Mathur. An analysis of the wealth effects green marketing strategies[J]. Journal of Business Research,2002.
[37] Peter Doyle. Valuing marketing's contribution[J]. European Management Journal,2000.
[38] Dunfee Thomas W.;Smith, N. Craig social contracts and marketing ethics[J]. Journal of Marketing,1999.
[39] Jonathan Gershuny. The new service economy: the trans-formation of employment in industrial societies[J]. Harvard Business Review, 1998, May-June.
[40] M. H. Meyer,J.M.Utterback. The product family and the dunamic of core capability[J]. Slonan Management Review, 1993(5).
[41] Taylor W.Meloan, John L.Graham. International and global marketing concepts and cases, 1998.
[42] Michael D.Johnson. Competing in a service economy:how to create a competitive advantage through service development and Innovation. Wall Street Journal, April 27,1999.
[43] Jonathan Gershuny. The new service economy: the trans- formation of employment in industrial societies. Harvard Business Review, May-June,1998.
[44] Brigitte Andersen. Knowledge and innovation in the new service economy. Edward Elgar Publisher, 2000.
[45] Leyland, Ewing, Berthon Pierre. Turning competitive advantage into customer equity. Business Horizons, may, 2000
[46] 周晓敏,胡悦.论企业营销资源的优化配置[J].2004(4).
[47] 杨德立,郭惠玲.企业营销竞争力的理论初探[J].市场周刊,2003(5).
[48] 朱宏杰、陆雄文.在不成熟市场背景下企业部门间的协同研究[J],市场营销导刊,2005(1).
[49] 安德鲁·坎贝尔、凯瑟琳·萨默斯·卢斯著.核心能力战略[M].东北财经大学出版社,1999.
[50] 罗杰·A·凯琳,罗伯特·A·彼得森.战略营销教程与案例[M].沈阳:东北财经大学出版社,2001.
[51] 陈懋章编著.粘性流体动力学基础[C].北京:高等教育出版社,2002.
[52] 李蔚.营销流管理[M].四川出版集团,2004.
[53] 王庆喜,宝贡敏.企业资源理论述评[J].南京社会科学,2004(9).
[54] 周海炜.核心竞争力:知识管理战略与实践[M].南京:东南大学出版社,2002.
[55] 伊查克·爱迪思.企业生命周期[M].北京:华夏出版社,2004.
[56] 刘波俨.产品核心竞争力的三大支柱——产品概念 营销观念 价值创新策略[J].商业研究,2003(4).
[57] 魏光兴.论管理学融合生态学的三个层次[J].科技管理研究,2005(5).
[58] 托马斯·S·贝特曼.管理学[M].北京:北京大学出版社,2001.
[59] 徐丽娟,孟岳松.基于定量分析的企业营销力研究[J].中国管理科学,2000(11).
[60] 崔茂林.论适度营销[J].上海应用技术学院学报,2002(9).
[61] 吕巍.企业整体营销[M].复旦大学出版社.1999.
[62] 路风.动态企业理论的发展[J]·国际经济评论,2000(9).
[63] 李蔚.论营销流[J].商业研究,2000(6).
[64] 朱玉童.破解营销之谜[M].广州:广东经济出版社,2002.
[65] 佘廉.预警管理[J].中国商办工业,2000(9).
[66] 黄培伦.外向型企业战略管理实证研究[J].华南理工大学学报(自然科学版).1997(5).
[67] 任际泰.企业战略管理与企业成功之道[J].化工技术经济.1998(5).
[68] 李天和.企业战略管理—概要与案例[M].合肥:中国科学技术大学出版社,1990.
[69] 孙多勇,鲁洋.危机管理的理论发展与现实问题[J].江西社会科学,2004(4).
[70] 李怡靖.企业能力理论综述[J].云南财贸学院学报,2003(10).
[71] 朱玉童.中国企业急需战略营销[J].营销策划.2003.
[72] 杨锡怀.关于多样化战略研究的一个理论框架[J].东北大学学报(自然科学版),1995(8).
[73] 巢春来.面向知识经济的企业核心能力问题探讨[J].经济问题.1999(2).
[74] 王秉安,朱立民.论营销观念[J].销售与市场.1994(8).
[75] 刘铁明.关系营销与传统营销观念[J].税务与经济.1998(3).
[76] 胡泳.多蠃的合作营销[J].成功营销,2004(3).
[77] 向金,王积俭.新经济模式下注意力资源的稀缺对营销的影响[J].商业研究,2001(12).
[78] 李世丁.整合致胜:打造强势品牌的锐利武器[M].广东经济出版社.
[79] 王满仓,佘镜怀,王伟.现代企业危机管理理论综述[J].经济学动态,2004(3).
[80] 蔡希贤.现代企业战略管理[M].华中理工大学出版社,1998.
[81] 苗锡哲,张振刚,高福平.资源营销——营销学的全新发展方向[J],企业管理,2000(4).
[82] 刘志超,彭启洪.市场营销渠道的革命[J].企业经济,2001(4).
[83] 乔远生.探测:二十一世纪市场营销变革[J].博锐管理沙龙,2003(7).
[84] 郑玉香.新世纪经营环境的变化对企业营销的影响[J].辽宁经济,2002(11).
[85] 张朝敏.结构变化与经济增长的定量分析方法[J].中国青年科学技术论文精选,1994.
[86] 周筱莲.“点子”营销还是战略营销[J].价格与市场.2002.
[87] 李保宁.21世纪营销概念新转变[J].中国集体经济,2001(1).
[88] 宋学宝.新经济时代的战略营销[J].市场营销导刊,2003(2).
[89] 佘廉.企业预警管理论[M].河北科学技术出版社,1999.
[90] 张国平.把握市场机会,扩大消费需求[J].技术经济与管理研究,2000(4).
[91] 潘胜文.捕捉商业机会、促进企业发展[J].商业研究,2000(11).
[92] 范文正,王纲,梁亚民.对“机会”的理解应予扩充[J].统计与信息论坛,2001(11).
[93] 杨智,万后芬.基于相对嫡的营销机会模糊评价[J].孝感学院学报,2003(3).
[94] 孙勋成.基于相互影响的市场营销机会识别方法[J].哈尔滨理工大学学报,2004(1).
[95] 厉无畏,王玉梅.企业经营新战略——机会管理[J].上海管理科学,1998(4).
[96] 梁东生.营销机会概念特点和分类研究[J].技术经济,2002(3).
[97] 陈伟,高宇明.21世纪企业营稍管理创新研究[J].商业研究,2003(12).
[98] 温美荣,刘正春,王淑兰.简论如何优化市场营销管理系统[J].北方经贸,2001(8).
[99] 科特勒.打造中国市场营销力[J].企业研究,2001(5).
[100] 孟雷,吴颖.论企业核心营销能力的培育[J].商业研究,2003(16).
[101] 刘玉来.农业企业营销能力培育[J].乡镇经济,2004(5).
[102] 胡铭.企业核心竞争力及其评估分析模型[J].哈尔滨商业大学学报(社会科学版),2002(1).
[103] 刘太刚.企业核心竞争力的培育与提高[J].经济师,2002(6).
[104] 成六生,胡圣浩.21世纪中国企业营销策略[J].商业研究,2002(10).
[105] 吴光敏.浅论4P+4C的营销组合[J].经济问题,2004(5).
[106] 汪中华,黄清.试论打造企业核心竞争力的途径[J].中国林业企业,2004(1).
[107] 莫立崎.试论企业核心竞争力的培育[J].中国煤炭,2001(2).
[108] 朱捍华.试论中国企业的文化营销[J].西南民族大学学报(人文社科版),2004(11).
[109] 戴广忠.提高我省企业整体营销力的对策[J].经济与管理,2003(7).
[110] 蔡继荣.文化营销一企业营销能力构建的战略选择[J].商业研究,2003(10).
[111] 宁建新.我国企业核心竞争力的组合与构建[J].商业经济与管理,2001(3).
[112] 曾路.我国企业营销竞争力评价体系的构建及运行[J].商业时代,2003(14).
[113] 晃钢令.新经济 新营销 新观念[J].中国流通经济,2004(2).
[114] 杨望成.战略营销管理的几个基本问题[J].佛山科学技术学院学报(社会科学版),2003(1).
[115] 吕洪兵.营销战略PSI模型[J].商业研究,2000(9)
[116] 于坤章.论现代企业营销战略[J].财经理论与实践,2000(1).
[117] 田捷,陈宪.创造市场战略——营销的一支利剑[J].理论界,2004(1).
[118] 徐全军.企业竞争力理论基础[J].经济体制改革,2004(5).
[119] 蒋恩晓,冯飞.论关系营销理论模型及其应用[J].商业研究,2001(4).
[120] 许国栋,李心丹.风险管理理论综述及发展[J].北方经贸,2001(9).
[121] 杨丹.关系营销的经济学理论框架[J].当代经济研究,2004(10).
[122] 高怀,赵宇平.国内外企业竞争力理论研究现状分析[J].重庆工学院学报,2004(8).
[123] 吴伟浩,吴伯田,许庆瑞.基于核心能力的事业部制建设[J].科学管理研究,2000(6).
[124] 沈西林.企业竞争力的层次分析[J].工业技术经济,2002(3).
[125] 李艳娥.共赢——关系营销的核心理念[J].经济师,2001(6).
[126] 黄险峰.西方政治经济周期理论新发展[J].经济学家,2000(2).
[127] 周健.运用预警管理理论[J].交通企业管理,2002(10).
[128] 段小华,鲁若愚.基于资源的企业能力理论[J].经济评论,2002(6).
[129] 欧光军,卜晓锐,胡树华.构筑中国特色的战略营销体系[J].上汽销售,2001(3).
[130] 张丽娟.简述战略营销在企业中的应用[J].经济工作导刊,2003(10).
[131] 彭安玉.全球化背景下我国企业面临的营销环境及应对战略[J].江苏商论,2003(8).
[132] 杨望成.战略营销的性质[J].商业时代,2003(2).
[133] 郑红玲.战略营销在中国的理论与实践[JJ.鲁行经院学报,2003(6).
[134] 王淑兰.正确的营销战略决定商机无限[J].新闻知识,2004(7).
[135] 张亦梅.企业赢得竞争优势的新战略[J].经济了望,2004(2).
[136] 宗义湘,陈宇,张润清.企业价值评估方法评价[J].河北农业大学学报(农林教育版),2002(3).
[137] 叶少锋.论企业价值评估中的折现率[J].江西审计与财务,2000(5).
[138] 张维迎.博弈论与信息经济学[M].上海:上海三联出版社,1996.
[139] 波特.竞争战略[M].北京:华夏出版社,1997.
[140] 孔茨,韦里克.管理学[M].北京:经济科学出版社,1998.
[141] 徐二明.企业战略管理[M].北京:中国经济出版社,1998.
[142] 谢科范.企业风险防范[M].沈阳:辽宁人民出版社,1996.
[143] 周健.企业战略联盟的竞争力研究:核心竞争力的观点[J].南开管理评论,2000(1).
[144] 陈秀山.现代竞争理论与竞争政策[M].北京:商务印书馆,1997.
[145] 戴卫·贝赞可,戴维·德雷诺夫,马克·尚利.公司战略经济学[M].北京:北京大学出版社,1999.
[146] 彭丽红.企业竞争力—理论与实证研究[M].北京:经济科学出版社,2000.
[147] 张日希,刘洁.企业营销危机管理新思路——事中管理.山西高等学校社会科学学报,2004(12).
[148] 叶飞,孙东川.序时多指标决策的夹角模糊优选法[J].工业工程,2004(9).
[149] 夏清华.从资源到能力:竞争优势战略的一个理论综述[J].管理世界,2004(4).
[150] 李晓冬,刘萌,徐伟.关于商业企业核心竞争力的理论分析[J].中国软科学,2001(11).
[151] 陈玉保,刘宏,苗世敏等.基于知识维度的核心竞争力评价指标体系研究[J].河北工业大学学报,2002(3).
[152] 金碚.论企业竞争力的性质[J].中国工业经济,2001(10).
[153] 曹礼和,田志龙.CRM:企业管理营销新策略[J].中国流通经济,2003(3).
[154] 杨保军.营销竞争力[M].北京:清华大学出版社,2005.
[155] 苗宇.公司品牌经营[M].云南:云南大学出版社,2001.
[156] 宋跃征等.我国大企业竞争力的测评方法与实证分析[J].统计研究,2003(7).
[157] 杨保军,杨斌.竞争营销论[M].北京:中国文联出版社,1998.
[158] 张静中.市场营销与可持续发展[J].经济师,2004(12).
[159] J.佩帕德,P.罗兰.业务流程再造[M].北京:中信出版社,1999.
[160] 赵志,孙林岩,汪应洛.基于企业流程的管理方法探讨[J].西安交通大学学报(社会科学版),1999(3).
[161] 黄艾舟,梅绍祖.流程管理原理及卓越流程建模方法研究[J].工业工程与管理,2003(2).
[162] 王玉荣.流程管理[M].北京:机械工业出版社,2002.
[163] 张艳,刘道朋.品牌形象力的建立[J].经济工作导刊,2003(12).
[164] 张阡.品牌战略的三个支点[J].企业改革与管理,2004(4).
[165] 亨利·明茨伯格,布鲁斯·阿尔斯特兰德,约瑟夫·兰佩尔.战略历程一纵览战略管理学 派》[M].机械工业出版社,1998.
[166] 黄晓莉,王富荣.谈企业营销风险管理[J].技术经济与管理研究,2001(6).
[167] 艾略特.艾登伯格.4R理论[M].中国人民大学出版社,2000.
[168] 杨保军.竞争营销——分析·策略·执行[M].北京:经济管理出版社,2004.
[169] 张云起.营销风险预警与防范[M].商务印书馆出版社,2001.
[170] 杨保军.现代企业营稍危机分析及其防范[J].市场周刊·财经论坛,2003(7).
[171] 陈胜荣,蒋志锋.构建企业营销竞争力的评价指标体系[J].企业技术开发,2005(7).
[172] 瞿国忠,李海廷,周君生.企业市场营销能力的模糊综合评判[J].物流技术与应用,1999(3).
[173] 李品媛.企业核心竞争力研究——理论与实证分析[M].东北财经大学出版社,1999.
[174] 岳川博.新竞争优势[M].浙江人民出版社,2004.
[175] 张富山.资源管理:潜力的发挥[M].中国计划出版社,2001.
[176] 朱连心.注意力经济时代的品牌营销策略[J].商业经济,2004(10).
[177] 白仁春,郭红龄,刘平.企业资源发展性策划[J].北京大学出版社,2005.
[178] 彼得瑞夫.竞争优势的里程碑:一个资源基础理论的观点[J].战略管理,1990(5).
[179] 汝宜红.资源管理学[M].中国铁道出版社,2001.
[180] 谢红霞.论环境营销与可持续发展[J].生产力研究,2003(6).
[181] 彭星闾.我国企业合作竞争营销战略模式的形成[J].信阳师范学院学报(哲学社会科学版),2003(1).
[182] 成栋,宋远方.论客户关系管理的理论体系[J].管理现代化,2004(6).
[183] 高凤民.关系营销理论与顾客关系管理[J].商业研究,2004(24).
[184] 陈小勇.电子商务环境下的关系营销[J].现代企业,2004(10).
[185] 戴亦一.战略营销[M].北京:朝华出版社,2004.
[186] 汪涛.竞争的演进[M].武汉:武汉大学出版社,2001.
[187] 方海萍,魏清江.当代战略市场营销[M].北京:电子工业出版社,2003.
[188] 邹明波.市场营销八大辩证新理念[J].中国中小企业,2003(9).
[189] 秦远建,胡继灵.企业战略管理[M].武汉:武汉理工大学出版社,2002.
[190] 张培峰.竞争论[M].天津:天津社会科学出版社,2004.
[191] 张培峰.获得与保持竞争优势[M].北京:清华大学出版社,2004.
[192] 张奎祥,全德暨.营销竞争战术[M].北京:中国经济出版社,2003.
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |