Analysis of optimal referral reward programs for innovative offerings

A nested Stackelberg game among a provider of a product,a sender(existing customer),and a receiver(new customer)is developed to explore the optimal referral reward programs(RRPs)for innovative offerings.The results indicate that the provider should forsake RRPs and purely rely on customers'organic word-of-mouth communication under certain conditions.In particular,when the innovativeness of the referred product is extremely high,the provider should forsake RRPs completely,even though few customers will make organic referrals for the product.When the innovativeness is on other levels,the provider should make optimal RRPs decision depending on both the sender's persuasion effectiveness and the tie-strength between the two customers.Moreover,the optimal rewards increase with the innovativeness of the referred product when the provider opts to use RRPs.These results seem contrary to the existing empirical finding to some extent,and it is due to the high referral cost for making a successful referral for the high innovative offerings.

Innovative Business Modelsinthe Morden Media Industry

In the modem media industry, in addition to the traditional business model of proprietary products selling, there are a number of new business models that involve free distribution of whole products, or some parts of the products. The advantage of the open business model is in the value creation by a large community of developers, whereas the proprietary business model means a simpler form of value capture. However, open and closed business models can not exist in pure form： the proprietary model does not give enough space for innovation, while the open model gives insufficient opportunities for generating profit. An investigation of the problem of optimal business model choice at the monopolistic market indicates that the fully closed business model is less efficient than the model with the closed core and open extensions; it is profitable for any firm to open all of those ideas and technologies that can not be used without the base module; the completely open business model is optimal if and only if a substantial part of the consumer value is determined by additional services or innovative activity of the users.

The effect of experiential value, perceived quality and customer satisfaction on customer lifetime value： An example using Star Cruises

The current study represents an attempt at experiential value, perceived quality and customer satisfaction influence on customer lifetime value. The sampling frame consisted of Star Cruises purchases in Taiwan. The authors have collected yield 268 questionnaires, by screening out 13 questionnaires, including those missing value or incomplete answer, and finally a usable sample of 255 questionnaires were utilized in this study. The results show that experiential value, perceived quality and customer satisfaction have positive effects to customer lifetime value. Especially, experiential value has the strongest direct effect. Therefore, if resources are limited, the manager should focus on shaping the experiential value to increase customer lifetime value. Implications for marketing theory and practitioners are discussed, and possible directions for future research are sketched.

Identification of Telecom Operators' Core Distribution Channels Based on Strategic Value Evaluation System

The strategic value evaluation ofphysical channels is the main purpose of thispaper.To interpret this value,we refine finance,location and competition dimensions.Atotal of 166 social high-star channels are selected as empirical samples.Practice showsthat all second-layer indicators can be quantified by information system or artificial collection.The weight of three first-layer indicatorscan be defined by correlation analysis.The valuecomprehensive ranking of the channels is clearbased on the first-layer and second-layer indicators.In the sample group in this study,theweight of location value is higher.The resultson channels' strategic value research may provide further insights on business value,servicevalue and other related fields.

配置差异化的工业品定价问题研究

对成本、竞争定价导向的依赖易导致企业间低成本模仿、恶性价格竞争和对产业生态的破坏,甚至会引发国际间贸易摩擦。向以价值识别、创造、分享为特征的价值定价和差异化经营的战略转变,是优化产业竞争环境和企业成长方式,实现持久、共赢、可持续发展必由之路。本文根据工业品营销特点,建立了一个基于配置差异的工业品定价模型。该模型具有支持价值导向定价、响应成本变化与可操作性强的特点。