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论文编号：	3283
作者编号：	1120050722
上传时间：	2011/6/7 9:44:52
中文题目：	基于顾客组合价值的动态业务层战略类型的实证研究
英文题目：	The Empirical Study on the Types of Dynamic Businese Strategies Based on Customer Portfolio Value: Two Airline Service Companies Cases
指导老师：	韩德昌
中文关键字：	市场导向，顾客组合价值，顾客组合价值生命周期模型，动态业务层战略类型
英文关键字：	Market Orientation, Customer Portfolio Value, Customer Portfolio Life Cycle Value Model, Types of Dynamic Business Strategy Types
中文摘要：	在全球经济一体化进程加快，市场竞争日益激烈，企业经营环境不确定性加剧和信息量巨大的21世纪，基于稳定环境下的战略规划、环境适应、产业组等战略模式无法应对多变、混沌和无序的外部环境，企业的生存环境的变化引发了企业内部能力的变化，迫切需要企业战略研究从静态范式向动态化方向转型。相对于公司层战略（Corporate Strategy）而言，业务层战略（Business Strategy）作为企业的核心战略，通过业务层战略类型表达出企业的战略选择和竞争特征，因此，业务层战略类型的动态性已经成为学术界需要亟待研究的理论问题。 20世纪80年代，国外开始启动顾客组合价值与业务层战略类型动态关系问题的研究，取得了一些有价值的研究成果，我国学者也在动态能力理论下的战略管理、顾客资产等理论展开了多视角、多分支的研究。但就市场导向如何对具有动态能力的业务层战略变动的研究问题上一直处于概念的理论论证的层面，市场导向作为引导企业战略转型的指示器作用已经在理论界和实业界广泛达成共识，但市场导向是通过哪个载体的量化变动对业务层战略类型进行动态引导的研究还不多见，从一定程度上已经成为市场导向的战略作用从理论走向理论应用性研究的瓶颈，更是导致了企业战略管理实践活动的指导性理论的缺失。因此，研究基于顾客组合价值的业务层战略类型的理论框架，构建顾客组合生命周期价值模型和实证研究，不仅对顾客资产和企业战略契合的理论研究有所贡献，而且也有较好的应用价值。 本研究运用文献研究和实证研究（包括案例研究和数量分析）相结合的研究方法，结合企业动态能力理论和有关业务层战略理论，在回顾企业战略和顾客关系管理等相关文献的基础上，研究了具有动态能力的企业战略形成的基本框架，将具有动态能力的企业战略体系与市场导向进行对接，提出了基于市场导向的动态业务层战略类型的理论框架，对顾客组合价值、顾客组合生命周期价值进行了界定，论证了顾客组合价值作为市场导向载体的合理性，提出了顾客组合生命周期价值模型的量化变动作为市场导向量化指标动态调整业务层战略类型变动的假设，并通过中国航空业两家具有不同业务层战略类型特征的企业超过31个月的数据和实地调研，验证了基于市场组合价值（顾客组合生命周期价值模型）的理论命题。 论文主要得出以下结论: 1. 构建的市场导向的动态业务层战略类型理论框架揭示了市场导向对业务层战略类型变动的刚性具有纠偏作用，企业管理层战略判断和偏好及动态能力的业务层战略类型的初步抉择，必须受到市场导向的验证、引领，而市场导向本身是复杂的、不确定的和快速变化的，因此，它会以刚性的要求引领企业业务层战略与之形成动态的粘连，这就是市场导向对于业务层战略类型的强制性纠偏和引导作用，该结论对推动基于市场导向的业务层战略类型的研究进行了有益的探讨。 2. 将顾客组合价值作为市场导向的载体进行了理论框架建立和实证研究，顾客组合价值是从企业整体与顾客交换关系的视角来综合性地考察企业各顾客类型对企业贡献价值的总和。企业可以通过对各顾客类型的为企业贡献价值水平的分析，来分配适宜的企业资源到不同的顾客类型，从而塑造企业的竞争优势，达到企业整体价值的最大化，本文提出了顾客组合价值对业务层战略类型的作用机理理论框架，得出了顾客组合价值对业务层战略类型具有动态引领作用的结论。 3. 将顾客组合生命周期价值作为顾客组合价值的量化指标进行了模型构建和实证研究，研究结果证明顾客组合生命周期价值不仅可以检测企业动态能力所形成的企业战略类型选择的正确性、同时还可以判断企业操作层面执行业务层战略类型操作方案的有效性。顾客组合价值作为一种可以长期经营并能产生持续现金流的资产，可以量化为顾客组合生命周期价值。当企业的业务层战略类型变动方向正确时，企业的实际收益会达到顾客组合生命周期价值模型的测算值，如果方向有误，实际收益将不能达到顾客组合生命周期价值的测算值，业务层战略类型背离的程度越远，实际收益与顾客组合生命周期价值的差距越大。在顾客组合生命周期价值模型中，当总价值既定、顾客组合结构既定时，各顾客分类的平均收益可以判断业务层战略类型操作方案是否有效，当有效性高时，实际各顾客类型的单位顾客收益会接近甚至超过模型中的平均单位顾客收益，当有效性低时，实际各顾客类型的单位顾客收益会低于模型中的平均单位顾客收益。
英文摘要：	In the 21st century, with the economic globalization process, tight market competition, intensified uncertainty enterprise management environment, and enormous information, the strategy models, for example strategic planning, environmental adaptation, industry group etc., which are based on the stable environment can not overcome the changeable, chaotic and disordered external environment. The changing of enterprise survival environment triggers the changing of enterprise internal ability so that enterprise strategy researches urgently need to transform from the static paradigm to dynamic paradigm. With respect to corporate strategy, business strategy is the corporate core strategy, which shows the enterprise’s strategic choice and competition characteristics by business strategy types. Therefore, the dynamics of business strategy types have become the academic questions which need to be solved urgently. In the 1980s, foreign scholars begin to research the dynamic relationship between customer portfolio value and business strategy types, and have made some valuable research achievements. Chinese scholars also begin to study the theories of strategic management and customer assets from multi-angled, many-branched perspective under dynamic capability theory. However, how market orientation to affect the enterprise business strategy transformation with dynamic abilities is only at a theoretical research stage. Market orientation is seen as indicators of enterprise strategic transformation in both theory and practice. But the research on by which variables market orientation to guide dynamically business strategy types is also not much seeing. To a degree, the bottleneck has formed which the strategic functions of market orientation develop from theory to practice, and also lead to that the enterprise strategic management practice is lack of guiding theory. Therefore, the research doesn’t only contribute to the theoretical research, but also has a good application value, on which constructing the theoretical framework of business strategy types based on customer portfolio value, modeling customer portfolio life cycle value, and the related empirical research. This research adopts the combined research methods of literature research and empirical research (including case study and quantity analysis). Based on reviewing enterprise strategy and customer relationship management etc, this paper researches the basic framework of enterprise strategic formation with dynamic capabilities; matches market orientation with enterprise strategic system with dynamic capabilities; proposes the theoretical framework of dynamic business strategy types based on market orientation; defines customer portfolio and customer portfolio life cycle value; demonstrates the rationality which customer portfolio values is seen as market orientation; puts forward the assumption that adjust dynamically business strategic types by the quantitative changing of customer portfolio life cycle value; carries out the empirical research by two Chinese airlines with more than 31 months of data and on-the-spot investigation, and verifies the market portfolio value the theoretical hypothesis which is put forward based on customer portfolio life cycle value. This paper obtains mainly the following conclusions: 1. The theoretical framework of dynamic business strategy types based on customer orientation reflects that there is the deviation rectifying mechanism about market orientation’s effect on business strategy types. Based on the enterprise management strategic judgments, preferences and dynamic capabilities, the preliminary decision of business strategy types must be verified and leaded by the market orientation. However, the market orientation itself is complex, uncertain and rapid changing. Therefore, it will lead on the dynamic matching with market orientation by rigid requirements. This is the mandatory deviation-rectifying and guidance function of market orientation on business strategy types. This conclusion has useful suggestions for the research of business strategy types based on market orientation. 2. Customer portfolio value as the carrier of market orientation has carried on the theory framework establishment and empirical research. Customer portfolio value is the sum total of the contributions to enterprises from different types of customer based on the perspective of enterprises and customer relationships. Enterprises can allocate suitable enterprise resource to different customer types by analyzing different customer types’ contribution to enterprises, thus shape the enterprises’ competitive advantage, and maximize the whole enterprise value. This paper puts forward the theoretical framework of the customer portfolio value’s mechanism for business strategy types. It is concluded that customer portfolio value has the dynamic leading role for business strategy types. 3. Customer portfolio life cycle value, as the quantitative indexes of customer portfolio value has carried on the theory framework establishment and empirical research. The results prove that customer portfolio life cycle value can not only test the correction of enterprise strategy types based on enterprise dynamic capabilities, is also can judge the effectiveness of executing enterprise strategy types in the operational level. Enterprise customer portfolio value is a kind of long-term business and can produce sustained cash flow assets. When business strategy types’ change is right, the actual income can reach the calculating value from customer portfolio life cycle value model. On the contrary, the actual income can’t reach the calculating value from customer portfolio life cycle value model. The greater the gap, the higher the deviation rectifying degree of business strategy types is. In the customer portfolio life cycle value model, when the total value and customer structure are established, the average earning of different customer types can judge if the operation of business strategy types is effective: in high effectiveness, the actual average earning of different customer types can reach close to or exceed the modeled average earning; conversely, the actual average earning of different customer types can be below the modeled average earning.
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