基于SaaS的软件服务业混合渠道服务竞争与协调研究
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摘要
软件即服务（SaaS：Software as a Service）是基于云计算的软件应用服务，也是云计算的重要组成部分。电子直销渠道是SaaS服务提供商普遍采用的渠道结构，但目前国内外众多SaaS服务提供商在迅速扩大实体渠道，逐渐形成电子直销渠道与实体代理渠道共存的混合渠道结构。在该结构下，SaaS服务提供商与SaaS代理商横向是供应链合作关系，纵向是市场竞争关系。虽然混合渠道在降低交易成本和扩大市场规模方面优势突出，但同时也使混合渠道成员陷入既合作又竞争的尴尬境地。SaaS服务提供商为客户交付软件服务而非软件产品，服务已成为SaaS的营销主体，所以对SaaS混合渠道服务竞争与协调的研究将有助于优化SaaS混合渠道，对推进SaaS快速发展具有重要意义。
本文主要研究结论体现在以下四个方面：
第一，SaaS混合渠道形成的必要性来源于SaaS产品特征与客户偏好。从SaaS服务提供商网络直销渠道到混合渠道的渠道结构变化现实出发，以资源基础理论、资源依赖理论、交易成本理论与委托代理理论作为SaaS混合渠道形成的初步理论基础，利用案例研究方法，从产品、市场和成本角度诠释了SaaS混合渠道结构产生的必要性，以初步理论基础角度阐释了SaaS服务提供商从网络直销渠道转为SaaS混合渠道的可行性。研究发现，资源、交易成本、委托代理成本以及外部环境为SaaS混合渠道结构形成提供了可行性，而SaaS产品特征以及客户市场偏好可以诠释SaaS混合渠道结构形成的必要性。
第二，SaaS混合渠道中实体渠道准自治效率较高。基于以往渠道自治度的分类，将SaaS混合渠道中的实体渠道自治度分为完全整合、准自治和完全自治三类。研究发现，从供应链总利润来看，当SaaS服务提供商的单位服务成本低于SaaS代理商时，增设混合渠道比仅采用直销渠道有优势；从SaaS服务提供商利润来看，当SaaS代理商的客户安装基础高于某一特定值之后，吸引加盟商加盟的混合渠道策略比仅采用直销渠道有优势。SaaS混合渠道中新增实体渠道的准自治策略优于完全整合和完全自治策略。
第三，SaaS混合渠道服务模式的优劣具有情景依赖性。基于SaaS服务及SaaS混合渠道特征，根据提供服务方的不同，本文提出了独立服务，SaaS服务提供商整合服务和SaaS代理商整合服务三种SaaS混合渠道服务模式，研究SaaS混合渠道在各种模式下的服务竞争，并分别从SaaS混合渠道供应链，SaaS服务提供商，SaaS代理商以及客户视角比较三种服务模式的优劣。研究发现，各种服务模式优劣具有情景依赖性，受单位服务成本以及服务水平成本等因素的影响，当单位服务成本及服务水平成本参数相同时，从SaaS服务提供商以及客户角度来看，SaaS代理商整合服务优于其他两种服务模式。
第四，收入共享契约及其改进契约对SaaS混合渠道的协调能力有限。本文基于SaaS特性及以往对于混合渠道协调契约的研究，在不同服务模式下，研究收入共享契约及改进的收入共享契约对SaaS混合渠道的协调能力。研究发现逆收入共享契约的协调条件十分严格，适用性非常有限，在独立服务模式SaaS混合渠道的协调中发现，由于逆收入共享—变动成本分摊契约中的变动成本分摊因子不发挥协调作用，互相分享收入契约中的收入分享因子也不发挥协调作用，而且逆收入共享—变动成本分摊契约、互相分享收入契约与逆收入共享契约的协调条件相同，所以逆收入共享—变动成本分摊契约，互相分享收入契约与逆收入共享契约协调能力相同。但逆收入共享—固定成本分摊契约可以协调不同服务模式下的SaaS混合渠道，虽然在非协调状态下，采用该契约可以实现SaaS服务提供商与SaaS代理商的双赢，但在协调状态下该契约会使SaaS代理商利润为零。
本文的创新主要体现在以下三方面：
第一，服务竞争下的SaaS混合渠道需要重新设定服务水平。在混合渠道的价格竞争研究中认为两个渠道设定同样的价格会对供应链成员都有利，而在服务竞争中，新增实体渠道完全整合和新增渠道准自治时，SaaS服务提供商重新确定服务水平的决策方式优于其他方式。
第二，服务竞争下的SaaS代理商的最优服务水平与SaaS服务提供商服务水平设定无关。在服务竞争中研究三种服务模式的竞争均衡，发现与价格竞争不同的是SaaS代理商最优服务水平反应并不依赖SaaS服务提供商的服务水平，仅是SaaS服务提供商转移价格的反应函数。
第三，能够协调价格竞争下混合渠道的契约对服务竞争下SaaS混合渠道协调乏力。通过对传统混合渠道契约协调能力的检验，发现能够协调传统混合渠道的收入共享契约，逆收入共享契约对SaaS混合渠道协调乏力。改进逆收入共享契约发现逆收入共享—变动成本分摊契约与互相分享收入契约适用情景有限，且协调能力与逆收入共享契约并无差异，而逆收入共享—固定成本分摊契约可以协调不同服务模式下的SaaS混合渠道。
本论文共分八章。第一章论述了本文的研究背景，研究问题，研究目标、研究方法等。第二章综述相关文献，为本文研究奠定理论基础。第三章研究SaaS混合渠道结构形成动因，利用案例研究方法检验并修正理论模型。第四章梳理SaaS混合渠道经济技术特征，依据这些特征提出了SaaS混合渠道服务模式，构建SaaS混合渠道的服务竞争模型。第五章研究SaaS混合渠道新增实体渠道不同自治度对SaaS混合渠道供应链利润的影响，并比较SaaS服务提供商的不同服务水平确定策略。第六章研究SaaS混合渠道在SaaS服务提供商整合服务模式以及SaaS代理商整合服务模式下的服务竞争，并分别从SaaS混合渠道供应链，SaaS服务提供商，SaaS代理商以及客户视角比较三种服务模式的优劣。第七章基于SaaS特性及以往混合渠道协调契约的研究，在不同服务模式情景下，验证收入共享契约及改进契约对SaaS混合渠道的协调能力。第八章总结本文的研究结论及其对理论与实践贡献，并客观地指出本文研究局限与不足，提出未来可以继续研究的方向。
SaaS (Software as a Service), based on cloud computing, is an importantsoftware application service and a critical part of cloud computing as well. Thoughelectronic direct channel is universally adopted by SaaS service providers, more andmore SaaS service providers, both at home and abroad, are expanding physicalchannels promptly, making mixed channel structure in which electronic directchannel coexists with physical agent channels come into being. With such structure,SaaS service providers and SaaS agents are supply chain partners in the horizontalperspective, and market competitors in the vertical perspective. Although mixedchannel structure shows advantages in reducing transaction costs and expandingmarket share, mixed channel members often find them in an awkward situation thatthey must cooperate and compete with each other at the same time. SaaS serviceproviders deliver software services other than software products to customers, whichmeans services become SaaS’ competing targets. Under this circumstance, researcheson services competition and coordination of SaaS’ mixed channel would contribute tooptimize mixed channel and promote SaaS’ rapid development.
Four primary conclusions are drawn from this paper:
First, for the characteristics of SaaS products as well as customers’ preference, itis necessary to form SaaS’ mixed channel. Enlightened by the great transformationfrom electronic direct channel to mixed channel and based on theories such asresource-based theory, resource dependence theory, transaction cost theory and agenttheory, this research conducts in-depth case studies, not only to interpret the necessityof forming SaaS’ mixed channel from combined perspectives of products, marketsand cost, but also explain the feasibility of transforming from electronic directchannel to SaaS’ mixed channel from the perspective of preliminary theoretical basis.With in-depth case study, this research finds that resources, transaction costs,principal-agent cost and external environment make it feasible to form SaaS’ mixedchannel, and that characteristics of SaaS products and customers’ preference wellinterpret the necessity of the transformation.
Second, physical channels under semi-autonomous status in SaaS’s mixedchannel achieve higher efficiency. Based on previous classification of channelautonomous degrees, this research divides physical channels of SaaS’s mixed channelinto four types, fully integrated channel, semi-autonomous channel and totallyautonomous channel. Considering the total profits of the supply chain, this researchfinds out that when SaaS service provider’s unit cost of services is lower than that ofits’ agent, mixed channel is more advantageous than the mere use of direct channel.Considering the profit of SaaS’ service provider’s proft, this paper maintains thatwhen the agent’s customer base surpasses a certain value, mixed channel is moreadvantageous than the mere use of direct channel. The strategy of adding physicalchannels’ semi-autonomous channel degree is opitmal to that of adding fullyintegrated and totally autonomous channel.
Third, the advantages and disadvantages of SaaS mixed channel service modesheavily depend on the situation and context it is employed. Considering thecharacteristics of SaaS service and SaaS mixed channel, this research proposes threeservice modes, that is, the independent service, the integrated service by SaaS serviceprovider and the integrated service by SaaS service agent. Also, it studies the servicecompetition of SaaS mixed channel in different modes and compares the advantagesand disadvantages from different standpoints of SaaS mixed channel supply chain,SaaS service provider and SaaS service agent. The current study finds that theadvantages and disadvantages of SaaS mixed channel service modes depend on thesituation, and are especially affected by factors such as the unit cost of services andthe cost of service level. When parameters of the cost of service level and the unitcost of service are at the same level between SaaS provider and SaaS agent, theintegrated service by SaaS agent is better than the other two service modes from thestandpoint of SaaS service provider and customers.
Fourth, revenue sharing contract and its improved contract have limited capacityin coordinating the mixed SaaS channel. Based on the characteristics of SaaS andprevious findings about mixed channel coordinating contract, this research exploresthe coordination capacity revenue sharing contract and its improved contract in SaaSmixed channel. It finds that conditions of the coordination of the reverse revenue sharing contract are very strict, and the applicability is rather limited. However, in thecoordination of the independent service mode, the variable cost allocation factor inthe inverse revenue sharing and variable cost allocation contract does not have anysignificant effect on the coordination as well as the factor of revenue sharing in themutual revenue sharing contract. That is the same case in the conditions of thecoordination of the inverse revenue sharing and variable cost allocation contract, themutual revenue sharing contract as well as the reverse revenue sharing contract.Therefore, the coordination capacity of the coordination of the inverse revenuesharing and variable cost allocation contract, the mutual revenue sharing contract andthe reverse revenue sharing contract are the same. The reverse revenue sharing andfixed cost allocation contract could coordinate the SaaS mixed channel in differentservice modes. While adopting this contract can achieve a win-win of the SaaSservice providers and agents without the coordination, the profit of the SaaS agent iszero when the coordination is achieved.
With the above findings, this research has generally made the followingcontributions:
First, in service competitions, SaaS mixed channel needs to reset its service level.Researches on price competition hold that establishing same price in two channels isbeneficial to supply chain members, however in service competition, SaaS serviceprovider reset its service level in order to maximizing the supply chain profit will bebetter than others when newly added physical channel fully integrated and besemi-autonomous.
Second, the optimal service level of SaaS agent in service competition isindependent with the service provider’s service level. We found competitiveequilibrium of the three service modes in service competition is different from that inprice competition. In service competition, the optimal service level reflection of SaaSagent is just a reaction function on transfer price by SaaS service provider,independent from the service level of SaaS service provider
Third, traditional contract lacks in coordination in service competition. Bymeans of checking coordination with traditional mixed channel contract, it is foundthat revenue sharing contract which coordinates with traditional mixed channels, as well as inverse revenue sharing contract lack in coordination with SaaS mixedchannels. On improvement of inverse revenue sharing contract, we found thelimitation of inverse revenue sharing and variable cost allocation contract, mutualsharing revenue contract, the coordination of which shows no difference with that ofinverse revenue sharing contract. However, inverse revenue sharing and fixed costallocation contract is able to coordinate with SaaS mixed channels in different servicemodes.
This dissertation is divided into8chapters. Chapter1introduces the researchbackground, research questions, research objectives and methods. Chapter2reviewsrelated previous studies and lays theoretical foundations for the current research.Chapter3discusses causes of the mixed channel structure of SaaS, and in-depth casestudies are conducted to check and correct proposed theoretical models. Chapter4reviews and describes major characteristics of SaaS's mixed channel economictechnology. Based on that, the service mode of SaaS mixed channel and thecompetition modes of SaaS mixed channel are put forward and established. Chapter5explores the influence from different autonomous degrees of newly added physicalchannels of SaaS mixed channel on the profit of SaaS mixed channel. Meanwhile,comparisons are made between different strategies which determine different servicelevels. Chapter6focuses on competitions of SaaS mixed channel between SaaSprovider and agent under its integrated service modes. Comparisons are made amongthe three service modes respectively from standpoints of SaaS mixed channel, theprovider, the agent and the customer. Chapter7, based on the characteristics of SaaSand previous findings on mixed channel coordination contract, examines thecoordination of revenue sharing contract and its improved contract in SaaS mixedchannels in different service modes. Chapter8summarizes major findings of thisresearch and presents primary theoretical and practical contributions. It also pointsout the limitations of this study and proposes directions of further studies.
本文主要研究结论体现在以下四个方面：
第一，SaaS混合渠道形成的必要性来源于SaaS产品特征与客户偏好。从SaaS服务提供商网络直销渠道到混合渠道的渠道结构变化现实出发，以资源基础理论、资源依赖理论、交易成本理论与委托代理理论作为SaaS混合渠道形成的初步理论基础，利用案例研究方法，从产品、市场和成本角度诠释了SaaS混合渠道结构产生的必要性，以初步理论基础角度阐释了SaaS服务提供商从网络直销渠道转为SaaS混合渠道的可行性。研究发现，资源、交易成本、委托代理成本以及外部环境为SaaS混合渠道结构形成提供了可行性，而SaaS产品特征以及客户市场偏好可以诠释SaaS混合渠道结构形成的必要性。
第二，SaaS混合渠道中实体渠道准自治效率较高。基于以往渠道自治度的分类，将SaaS混合渠道中的实体渠道自治度分为完全整合、准自治和完全自治三类。研究发现，从供应链总利润来看，当SaaS服务提供商的单位服务成本低于SaaS代理商时，增设混合渠道比仅采用直销渠道有优势；从SaaS服务提供商利润来看，当SaaS代理商的客户安装基础高于某一特定值之后，吸引加盟商加盟的混合渠道策略比仅采用直销渠道有优势。SaaS混合渠道中新增实体渠道的准自治策略优于完全整合和完全自治策略。
第三，SaaS混合渠道服务模式的优劣具有情景依赖性。基于SaaS服务及SaaS混合渠道特征，根据提供服务方的不同，本文提出了独立服务，SaaS服务提供商整合服务和SaaS代理商整合服务三种SaaS混合渠道服务模式，研究SaaS混合渠道在各种模式下的服务竞争，并分别从SaaS混合渠道供应链，SaaS服务提供商，SaaS代理商以及客户视角比较三种服务模式的优劣。研究发现，各种服务模式优劣具有情景依赖性，受单位服务成本以及服务水平成本等因素的影响，当单位服务成本及服务水平成本参数相同时，从SaaS服务提供商以及客户角度来看，SaaS代理商整合服务优于其他两种服务模式。
第四，收入共享契约及其改进契约对SaaS混合渠道的协调能力有限。本文基于SaaS特性及以往对于混合渠道协调契约的研究，在不同服务模式下，研究收入共享契约及改进的收入共享契约对SaaS混合渠道的协调能力。研究发现逆收入共享契约的协调条件十分严格，适用性非常有限，在独立服务模式SaaS混合渠道的协调中发现，由于逆收入共享—变动成本分摊契约中的变动成本分摊因子不发挥协调作用，互相分享收入契约中的收入分享因子也不发挥协调作用，而且逆收入共享—变动成本分摊契约、互相分享收入契约与逆收入共享契约的协调条件相同，所以逆收入共享—变动成本分摊契约，互相分享收入契约与逆收入共享契约协调能力相同。但逆收入共享—固定成本分摊契约可以协调不同服务模式下的SaaS混合渠道，虽然在非协调状态下，采用该契约可以实现SaaS服务提供商与SaaS代理商的双赢，但在协调状态下该契约会使SaaS代理商利润为零。
本文的创新主要体现在以下三方面：
第一，服务竞争下的SaaS混合渠道需要重新设定服务水平。在混合渠道的价格竞争研究中认为两个渠道设定同样的价格会对供应链成员都有利，而在服务竞争中，新增实体渠道完全整合和新增渠道准自治时，SaaS服务提供商重新确定服务水平的决策方式优于其他方式。
第二，服务竞争下的SaaS代理商的最优服务水平与SaaS服务提供商服务水平设定无关。在服务竞争中研究三种服务模式的竞争均衡，发现与价格竞争不同的是SaaS代理商最优服务水平反应并不依赖SaaS服务提供商的服务水平，仅是SaaS服务提供商转移价格的反应函数。
第三，能够协调价格竞争下混合渠道的契约对服务竞争下SaaS混合渠道协调乏力。通过对传统混合渠道契约协调能力的检验，发现能够协调传统混合渠道的收入共享契约，逆收入共享契约对SaaS混合渠道协调乏力。改进逆收入共享契约发现逆收入共享—变动成本分摊契约与互相分享收入契约适用情景有限，且协调能力与逆收入共享契约并无差异，而逆收入共享—固定成本分摊契约可以协调不同服务模式下的SaaS混合渠道。
本论文共分八章。第一章论述了本文的研究背景，研究问题，研究目标、研究方法等。第二章综述相关文献，为本文研究奠定理论基础。第三章研究SaaS混合渠道结构形成动因，利用案例研究方法检验并修正理论模型。第四章梳理SaaS混合渠道经济技术特征，依据这些特征提出了SaaS混合渠道服务模式，构建SaaS混合渠道的服务竞争模型。第五章研究SaaS混合渠道新增实体渠道不同自治度对SaaS混合渠道供应链利润的影响，并比较SaaS服务提供商的不同服务水平确定策略。第六章研究SaaS混合渠道在SaaS服务提供商整合服务模式以及SaaS代理商整合服务模式下的服务竞争，并分别从SaaS混合渠道供应链，SaaS服务提供商，SaaS代理商以及客户视角比较三种服务模式的优劣。第七章基于SaaS特性及以往混合渠道协调契约的研究，在不同服务模式情景下，验证收入共享契约及改进契约对SaaS混合渠道的协调能力。第八章总结本文的研究结论及其对理论与实践贡献，并客观地指出本文研究局限与不足，提出未来可以继续研究的方向。
SaaS (Software as a Service), based on cloud computing, is an importantsoftware application service and a critical part of cloud computing as well. Thoughelectronic direct channel is universally adopted by SaaS service providers, more andmore SaaS service providers, both at home and abroad, are expanding physicalchannels promptly, making mixed channel structure in which electronic directchannel coexists with physical agent channels come into being. With such structure,SaaS service providers and SaaS agents are supply chain partners in the horizontalperspective, and market competitors in the vertical perspective. Although mixedchannel structure shows advantages in reducing transaction costs and expandingmarket share, mixed channel members often find them in an awkward situation thatthey must cooperate and compete with each other at the same time. SaaS serviceproviders deliver software services other than software products to customers, whichmeans services become SaaS’ competing targets. Under this circumstance, researcheson services competition and coordination of SaaS’ mixed channel would contribute tooptimize mixed channel and promote SaaS’ rapid development.
Four primary conclusions are drawn from this paper:
First, for the characteristics of SaaS products as well as customers’ preference, itis necessary to form SaaS’ mixed channel. Enlightened by the great transformationfrom electronic direct channel to mixed channel and based on theories such asresource-based theory, resource dependence theory, transaction cost theory and agenttheory, this research conducts in-depth case studies, not only to interpret the necessityof forming SaaS’ mixed channel from combined perspectives of products, marketsand cost, but also explain the feasibility of transforming from electronic directchannel to SaaS’ mixed channel from the perspective of preliminary theoretical basis.With in-depth case study, this research finds that resources, transaction costs,principal-agent cost and external environment make it feasible to form SaaS’ mixedchannel, and that characteristics of SaaS products and customers’ preference wellinterpret the necessity of the transformation.
Second, physical channels under semi-autonomous status in SaaS’s mixedchannel achieve higher efficiency. Based on previous classification of channelautonomous degrees, this research divides physical channels of SaaS’s mixed channelinto four types, fully integrated channel, semi-autonomous channel and totallyautonomous channel. Considering the total profits of the supply chain, this researchfinds out that when SaaS service provider’s unit cost of services is lower than that ofits’ agent, mixed channel is more advantageous than the mere use of direct channel.Considering the profit of SaaS’ service provider’s proft, this paper maintains thatwhen the agent’s customer base surpasses a certain value, mixed channel is moreadvantageous than the mere use of direct channel. The strategy of adding physicalchannels’ semi-autonomous channel degree is opitmal to that of adding fullyintegrated and totally autonomous channel.
Third, the advantages and disadvantages of SaaS mixed channel service modesheavily depend on the situation and context it is employed. Considering thecharacteristics of SaaS service and SaaS mixed channel, this research proposes threeservice modes, that is, the independent service, the integrated service by SaaS serviceprovider and the integrated service by SaaS service agent. Also, it studies the servicecompetition of SaaS mixed channel in different modes and compares the advantagesand disadvantages from different standpoints of SaaS mixed channel supply chain,SaaS service provider and SaaS service agent. The current study finds that theadvantages and disadvantages of SaaS mixed channel service modes depend on thesituation, and are especially affected by factors such as the unit cost of services andthe cost of service level. When parameters of the cost of service level and the unitcost of service are at the same level between SaaS provider and SaaS agent, theintegrated service by SaaS agent is better than the other two service modes from thestandpoint of SaaS service provider and customers.
Fourth, revenue sharing contract and its improved contract have limited capacityin coordinating the mixed SaaS channel. Based on the characteristics of SaaS andprevious findings about mixed channel coordinating contract, this research exploresthe coordination capacity revenue sharing contract and its improved contract in SaaSmixed channel. It finds that conditions of the coordination of the reverse revenue sharing contract are very strict, and the applicability is rather limited. However, in thecoordination of the independent service mode, the variable cost allocation factor inthe inverse revenue sharing and variable cost allocation contract does not have anysignificant effect on the coordination as well as the factor of revenue sharing in themutual revenue sharing contract. That is the same case in the conditions of thecoordination of the inverse revenue sharing and variable cost allocation contract, themutual revenue sharing contract as well as the reverse revenue sharing contract.Therefore, the coordination capacity of the coordination of the inverse revenuesharing and variable cost allocation contract, the mutual revenue sharing contract andthe reverse revenue sharing contract are the same. The reverse revenue sharing andfixed cost allocation contract could coordinate the SaaS mixed channel in differentservice modes. While adopting this contract can achieve a win-win of the SaaSservice providers and agents without the coordination, the profit of the SaaS agent iszero when the coordination is achieved.
With the above findings, this research has generally made the followingcontributions:
First, in service competitions, SaaS mixed channel needs to reset its service level.Researches on price competition hold that establishing same price in two channels isbeneficial to supply chain members, however in service competition, SaaS serviceprovider reset its service level in order to maximizing the supply chain profit will bebetter than others when newly added physical channel fully integrated and besemi-autonomous.
Second, the optimal service level of SaaS agent in service competition isindependent with the service provider’s service level. We found competitiveequilibrium of the three service modes in service competition is different from that inprice competition. In service competition, the optimal service level reflection of SaaSagent is just a reaction function on transfer price by SaaS service provider,independent from the service level of SaaS service provider
Third, traditional contract lacks in coordination in service competition. Bymeans of checking coordination with traditional mixed channel contract, it is foundthat revenue sharing contract which coordinates with traditional mixed channels, as well as inverse revenue sharing contract lack in coordination with SaaS mixedchannels. On improvement of inverse revenue sharing contract, we found thelimitation of inverse revenue sharing and variable cost allocation contract, mutualsharing revenue contract, the coordination of which shows no difference with that ofinverse revenue sharing contract. However, inverse revenue sharing and fixed costallocation contract is able to coordinate with SaaS mixed channels in different servicemodes.
This dissertation is divided into8chapters. Chapter1introduces the researchbackground, research questions, research objectives and methods. Chapter2reviewsrelated previous studies and lays theoretical foundations for the current research.Chapter3discusses causes of the mixed channel structure of SaaS, and in-depth casestudies are conducted to check and correct proposed theoretical models. Chapter4reviews and describes major characteristics of SaaS's mixed channel economictechnology. Based on that, the service mode of SaaS mixed channel and thecompetition modes of SaaS mixed channel are put forward and established. Chapter5explores the influence from different autonomous degrees of newly added physicalchannels of SaaS mixed channel on the profit of SaaS mixed channel. Meanwhile,comparisons are made between different strategies which determine different servicelevels. Chapter6focuses on competitions of SaaS mixed channel between SaaSprovider and agent under its integrated service modes. Comparisons are made amongthe three service modes respectively from standpoints of SaaS mixed channel, theprovider, the agent and the customer. Chapter7, based on the characteristics of SaaSand previous findings on mixed channel coordination contract, examines thecoordination of revenue sharing contract and its improved contract in SaaS mixedchannels in different service modes. Chapter8summarizes major findings of thisresearch and presents primary theoretical and practical contributions. It also pointsout the limitations of this study and proposes directions of further studies.
引文
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