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[考古] 整理7月阅读JJ的同学来看下~~JJ类似文章<继续更新>

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楼主
发表于 2011-7-11 15:49:55 | 只看该作者 回帖奖励 |倒序浏览 |阅读模式
阅读很弱,不敢放松哇~~我找到了一些7月JJ中的类似文章,不一定是原文,大家看看作为参考吧~


1. 零售商机会主义
见以下link
http://mktsci.journal.informs.org/cgi/content/abstract/20/4/382  

重点看最后一段
Trade promotions are temporary price cuts that manufacturers offer retailers to encourage them to reduce retail prices. While trade promotion spending as a percentage of marketing budget has increased dramatically, the inefficiency of trade promotion represents the "number-one concern" among manufacturers, as indicated by recent trade surveys. At the heart of this dissatisfaction lies manufacturers' concern regarding widespread retailer opportunism with low retail pass through.
Our objective is to develop a simple game-theoretic framework to examine the strategic considerations that underlie a retailer's decision to pass through a trade deal. In particular, we are interested in answering the following questions:
    What and how do product-market characteristics impact the extent of retail opportunism?

    How can the manufacturer alleviate the retail pass-through problem by strategically supplementing trade promotions with advertisingtrade deals directly to consumers?

    To address these issues, we consider a stylized channel with a single manufacturer who serves two customer segments through a single (focal) retailer. We implicitly capture the essence of retail competition by allowing customers to have an outside option: other retailers that customers might search if they deem the price at the focal retailers to be "too high." Customers differ in their valuation for the manufacturer's product and in the costs they incur when searching for a better price at other retailers. While customers are unaware of the existence of a trade deal in any particular time period, through prior experience they know the frequency of such deals and, furthermore, they update their beliefs about the occurrence of a deal by observing the posted retail price. The retailer decides whether to pass through a deal or not, recognizing the impact of his pass-through policy on customers' search propensity, and hence, their willingness to pay.

(重点部分)  The main message of the paper is that in an environment where manufacturer offers trade promotions, a retailer may not have the incentive to pass a low wholesale price onto consumers because consumers do not have perfect information about ongoing trade promotions. When consumers observe a high price at the focal retailer and yet are not sure if a trade promotion is on, they may not look around for a low price. Therefore, the retailer can price opportunistically to gain a higher margin by not passing a low price to consumers. However, if the retailer never passes savings on, consumers can infer opportunistic pricing based on prior knowledge of trade promotion frequency and have a higher tendency to shop elsewhere, thus reducing sales volume. The retailer resolves the conflicting incentives by occasionally charging a low price when a trade promotion is on, while posting a high price on other occasions. We find that the extent of retail opportunism depends on product-market characteristics, such as the retailer's clientele and the heterogeneity in consumer search costs, as well as on the characteristics of the manufacturer's trade promotion policy, such as the frequency of trade promotion and the depth of discount offered. When the low-valuation consumers have search costs that make them exit the market when the focal retailer posts a high price, the manufacturer will intervene by advertising his trade promotion directly to consumers, thus performing a channel coordination function.
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沙发
 楼主| 发表于 2011-7-11 16:31:30 | 只看该作者
2. 非洲的钻石加工业。结构基本和JJ中差不多,但肯定不是原文啦。
http://www.fm.co.za/Article.aspx?id=111552


3. 女权运动的没找到。了解一下背景知识吧。
美国的两次女权运动:
第一次:http://en.wikipedia.org/wiki/First-wave_feminism  19世纪末二十世纪初,妇女要求选举权

第二次:http://en.wikipedia.org/wiki/Second-wave_feminism  20世纪60年代,女权运动和民权运动(就是马丁路德金搞的那个)结合

3. 有钱黑人
根据JJ八成来自于这篇论文。但是原文很长,我感觉和考试相关的部分就是前三段。
http://libres.uncg.edu/ir/uncg/f/L_Schweninger_Prosperous_1990.pdf


For many  years, historians paid only  slight  attention  to  blacks who  reached  the
upper economic levels in the nineteenth-century South.  In  1905, amateur historian
Calvin Dill Wilson wrote a ten-page essay in the North American Review called "Black
Masters:  A  Side-Light  on Slavery,"  and  a decade  later John Russell  added  a  brief
article in the Journal ofNeg;ro History on the same subject.2 The "scientific historians"
of the William A. Dunning school-Walter Lynwood Fleming, Mildred Thompson,
James  G.  De  Roulhac  Hamilton, James  W.  Garner,  among  others-almost  com­
pletely  ignored  black  landholders  and  prosperous  black  business  people,  but  to
some extent this was also true for a later group of historians who attacked the racist
assum ptions of the Dunning school. The books and articles of Carter G. Woodson,
Abram Harris, Merah Stuart, Luther Porter Jackson, John Hope Franklin, Vernon
Lane Wharton, and other revisionist authors included only brief notations of blacks who  had  acquired  substantial  amounts  of  property.
Even  with  the  explosion  of
research  on  various  aspects  of  the  black  experience  during  the  late  1960s  and
1970s,  historians  seemed more  interested  in racial  exploitation,  black culture  and
black consciousness, and the political activities of blacks during Reconstruction than
with  those who  achieved financial success.

4. 产品生命周期
米有找到原文,wiki里关于PLC的介绍: http://en.wikipedia.org/wiki/Product_lifecycle_(marketing)#Product_life_cycle_.28PLC.29

PLC的四个阶段:
StageCharacteristics
1. Market introduction stage
    costs are very high
    slow sales volumes to start
    little or no competition
    demand has to be created
    customers have to be prompted to try the product
    makes no money at this stage
2. Growth stage
    costs reduced due to economies of scale
    sales volume increases significantly
    profitability begins to rise
    public awareness increases
    competition begins to increase with a few new players in establishing market
    increased competition leads to price decreases
3. Maturity stage
    costs are lowered as a result of production volumes increasing and experience curve effects
    sales volume peaks and market saturation is reached
    increase in competitors entering the market
    prices tend to drop due to the proliferation of competing products
    brand differentiation and feature diversification is emphasized to maintain or increase market share
    Industrial profits go down
4. Saturation and decline stage
    costs become counter-optimal
    sales volume decline or stabilize
    prices, profitability diminish
    profit becomes more a challenge of production/distribution efficiency than increased sales

PLC的限制在于它并非对于所以的product都是适合的,wiki里举了pepsi和coca-cola的例子(jj中是麦片,都是快消品,可以参照下):
The PLC model offers some degree of usefulness to marketing managers, in that it is based on factual assumptions. Nevertheless, it is difficult for marketing management to gauge accurately where a product is on its PLC graph. A rise in sales per se is not necessarily evidence of growth. A fall in sales per se does not typify decline. Furthermore, some products do not (or to date, at the least, have not) experienced a decline. Coca Cola and Pepsiare examples of two products that have existed for many decades, but are still popular products all over the world. Both modes of cola have been in maturity for some years.
Another factor is that differing products would possess different PLC "shapes". A fad product would hold a steep sloped growth stage, a short maturity stage, and a steep sloped decline stage. A product such as Coca Cola and Pepsi would experience growth, but also a constant level of sales over a number of decades. It can probably be said that a given product (or products collectively within an industry) may hold a unique PLC shape, and the typical PLC model can only be used as a rough guide for marketing management. This is why its called the product life cycle. The duration of PLC stages is unpredictable. It is not possible to predict when maturity or decline will begin. Strict adherence to PLC can lead a company to misleading objectives and strategy prescriptions.
板凳
发表于 2011-7-11 16:41:04 | 只看该作者
地板
发表于 2011-7-11 16:54:54 | 只看该作者
求考过的筒子确认啊~~~~
5#
发表于 2011-7-11 17:20:21 | 只看该作者
顶起来~~等考过的来确认撒~~~
6#
发表于 2011-7-11 20:02:19 | 只看该作者
DING!!
7#
发表于 2011-7-11 20:03:38 | 只看该作者
求确认
8#
发表于 2011-7-11 20:10:51 | 只看该作者
如此凶猛~果断顶起~
9#
发表于 2011-7-11 21:58:27 | 只看该作者
这帖子好啊,果断顶起啊
10#
发表于 2011-7-11 22:11:46 | 只看该作者
ding~
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