基于细分市场的第三方物流企业商业模式研究
|
摘要
当今的中国物流业正在发生深刻的变革。这种变革,集中体现为企业获取和创造价值方式的变革。由此导致第三方物流企业所面临的竞争,不再是传统物流企业关注的运输、仓储、供应链或简单的扩大规模和市场份额的竞争,而是供应链整合价值创新能力和拓展生存空间的竞争。因而,具有创造性的、能整合一系列内外部要素能力的商业模式设计是第三方物流企业在新的经营战略中寻求竞争优势的关键。以往,人们对第三方物流企业经营战略的认识,大多集中在资源依赖、能力依赖的视角上,忽略了企业经营的整体性和系统性。著名管理学大师彼得·F·德鲁克说：“当今企业之间的竞争,不是产品之间的竞争,而是商业模式之间的竞争”。商业模式的竞争,已经成为企业竞争的战略利器。通过对第三方物流企业商业模式的研究,可以把企业经营战略实现的形式凸现出来,这有助于企业竞争战略从这些传统视角转向重视企业经营组成中的各部分之间的联系,转向重视经营活动结构的整体性。这样,就能从纷繁复杂的商业模式中找到第三方物流企业创造和获取价值、实现竞争优势的新路径。
为此,本文尝试着在理论研究的基础上,探索出一种基于细分市场的第三方物流企业商业模式,以期为第三方物流企业拓展经营和管理的价值空间提供理论和实践的重要支撑。
首先,论文从当前国内外对商业模式的研究文献出发,通过分析和评价,梳理出当前理论界对商业模式研究的脉络,导出商业模式作为企业创造和获取价值的逻辑,是企业经营战略执行系统的概念。这一概念的确定,对于认识商业模式的设计作为企业战略的利器,在市场竞争中的地位和作用至关重要。
其次,企业作为市场的主体,必须从市场中寻找其所适宜经营的价值区域,这是企业安身立命的关键。为此,本文应用细分市场理论,为第三方物流企业寻找价值源泉,扩展了市场选择的空间。在对市场要素的分析中,通过抽取关键性指标,建立了基于细分市场的物流市场评估模型,从而为第三方物流企业的市场定位和价值区域的确定提供了理论依据。
再者,在筛选出具有潜在价值的物流市场后,如何使这些潜在的价值为第三方物流企业所捕捉和获取,无疑是第三方物流企业商业模式的定位和设计的首要问题。为破解此题,本文从实现细分市场与商业模式的对接入手,提出了将价值定位作为连接细分市场与商业模式的桥梁的新观点,并在此基础上,分析了第三方物流企业商业模式的构成要素及其内在关联进行分析,勾勒出其普适的图景。
最后,在上述理论研究的基础上,本文对中远物流的商业模式设计进行实证分析,通过对其所面临的经营环境考察和自身能力的评估,界定了细分市场下的中远物流的市场价值定位,建立了细分市场下个性化的中远物流商业模式,并以汽车物流为例,对其商业模式的设计和相关的保障措施提出了自己的见解和论证。
Nowadays, the industry of logistics in China is undergoing profound changes, which has embodied in the change of corporations'acquiring and the value of creation. Hence, it causes the competitions for third-party logistics corporations, no longer as simple as the competitions of expanding the scales and the proportions of the market, but the competitions of creative ability for value integration and the development of marketing. Therefore, the essential factor for third-party logistics corporations to achieve competitive advantages is to create a series of internal and external integration for the capacity of business models' design. In the past, the understanding of third-party corporation management concentrated in the perspective of resource dependence and capability dependence and paid less attention on the integrity and systematic of corporation management.
A well-known management consultant Peter Ferdinand Drucker once said, the competitions of enterprises nowadays was not the competition of products, but the business models. So, the competition of business model has already become the strategical method amongst enterprises. Through the research of business model in third-party corporations, it can be analyzed the form of business strategy. This also helps us to swerve the focus of enterprises competition from traditional perspective to every part of the connections of business management, and to the integrity of business activities'structure. In this way, we can seek the creation of third-party corporations and the value of gaining in the complicated business model to access the new path of competitive advantages.
Therefore, this project is based on theoretical research to explore the market segmentation on business model in third-party corporations. The references below will show the view of expanding the value of third-party logistics enterprise, and enhancing competitiveness.
First of all, this project starts from the documents that related to domestic and international research of business model. Via the analysis and evaluation, to tease out the theme of the current business model and to gain the logic of enterprise creation and values are the strategical methods in marketing competition. Business model suppose to be the strongest weapon in business strategy. The orientation and design need to bring up to this stage.
Secondly, enterprises, as the alternative of the market, must be found their ranges of value, which is the reason of existence. So that, this project shows the theory of segmentation market in order to seek the source of value to third-party corporations, and to develop the choice of market. In the analysis of market factors, we have established the evaluation of logistics market by market segmentation through extracting the key indicators. Consequently, the ranges of values are provided to the third-party logistics.
Thirdly, after selecting the potentially valuable logistic market, how to achieve these potentials has become the essential problem of orientation and design of the business model for third-party logistics. In order to obtain market segmentation and business model docking, the design of business model in third-party logistic corporations must be value-oriented. On this basis, this project has analyzed the elements of third-party logistics business model and its interlinkage and outlined the model. To further related interpretations, it also draws the design, implementation and protection of business model.
Subsequently, according to the theory that has mentioned, taking COSCO Logistics as an example, from the evaluation of environmental analysis and own capacity that faced by COSCO Logistics, this project is on the basis of design business model, and in accordance with the developing strategy of COSCO Logistics to analyze the general model of COSCO Logistics. And later on, taking market segmentation in vehicles logistics as an example, I will evaluate vehicles logistics in COSCO and the market of vehicle logistics to expand the business model of COSCO vehicle logistics and to bring up related guarantee steps. At the last part of the essay, I have completed the summary and future plans
为此,本文尝试着在理论研究的基础上,探索出一种基于细分市场的第三方物流企业商业模式,以期为第三方物流企业拓展经营和管理的价值空间提供理论和实践的重要支撑。
首先,论文从当前国内外对商业模式的研究文献出发,通过分析和评价,梳理出当前理论界对商业模式研究的脉络,导出商业模式作为企业创造和获取价值的逻辑,是企业经营战略执行系统的概念。这一概念的确定,对于认识商业模式的设计作为企业战略的利器,在市场竞争中的地位和作用至关重要。
其次,企业作为市场的主体,必须从市场中寻找其所适宜经营的价值区域,这是企业安身立命的关键。为此,本文应用细分市场理论,为第三方物流企业寻找价值源泉,扩展了市场选择的空间。在对市场要素的分析中,通过抽取关键性指标,建立了基于细分市场的物流市场评估模型,从而为第三方物流企业的市场定位和价值区域的确定提供了理论依据。
再者,在筛选出具有潜在价值的物流市场后,如何使这些潜在的价值为第三方物流企业所捕捉和获取,无疑是第三方物流企业商业模式的定位和设计的首要问题。为破解此题,本文从实现细分市场与商业模式的对接入手,提出了将价值定位作为连接细分市场与商业模式的桥梁的新观点,并在此基础上,分析了第三方物流企业商业模式的构成要素及其内在关联进行分析,勾勒出其普适的图景。
最后,在上述理论研究的基础上,本文对中远物流的商业模式设计进行实证分析,通过对其所面临的经营环境考察和自身能力的评估,界定了细分市场下的中远物流的市场价值定位,建立了细分市场下个性化的中远物流商业模式,并以汽车物流为例,对其商业模式的设计和相关的保障措施提出了自己的见解和论证。
Nowadays, the industry of logistics in China is undergoing profound changes, which has embodied in the change of corporations'acquiring and the value of creation. Hence, it causes the competitions for third-party logistics corporations, no longer as simple as the competitions of expanding the scales and the proportions of the market, but the competitions of creative ability for value integration and the development of marketing. Therefore, the essential factor for third-party logistics corporations to achieve competitive advantages is to create a series of internal and external integration for the capacity of business models' design. In the past, the understanding of third-party corporation management concentrated in the perspective of resource dependence and capability dependence and paid less attention on the integrity and systematic of corporation management.
A well-known management consultant Peter Ferdinand Drucker once said, the competitions of enterprises nowadays was not the competition of products, but the business models. So, the competition of business model has already become the strategical method amongst enterprises. Through the research of business model in third-party corporations, it can be analyzed the form of business strategy. This also helps us to swerve the focus of enterprises competition from traditional perspective to every part of the connections of business management, and to the integrity of business activities'structure. In this way, we can seek the creation of third-party corporations and the value of gaining in the complicated business model to access the new path of competitive advantages.
Therefore, this project is based on theoretical research to explore the market segmentation on business model in third-party corporations. The references below will show the view of expanding the value of third-party logistics enterprise, and enhancing competitiveness.
First of all, this project starts from the documents that related to domestic and international research of business model. Via the analysis and evaluation, to tease out the theme of the current business model and to gain the logic of enterprise creation and values are the strategical methods in marketing competition. Business model suppose to be the strongest weapon in business strategy. The orientation and design need to bring up to this stage.
Secondly, enterprises, as the alternative of the market, must be found their ranges of value, which is the reason of existence. So that, this project shows the theory of segmentation market in order to seek the source of value to third-party corporations, and to develop the choice of market. In the analysis of market factors, we have established the evaluation of logistics market by market segmentation through extracting the key indicators. Consequently, the ranges of values are provided to the third-party logistics.
Thirdly, after selecting the potentially valuable logistic market, how to achieve these potentials has become the essential problem of orientation and design of the business model for third-party logistics. In order to obtain market segmentation and business model docking, the design of business model in third-party logistic corporations must be value-oriented. On this basis, this project has analyzed the elements of third-party logistics business model and its interlinkage and outlined the model. To further related interpretations, it also draws the design, implementation and protection of business model.
Subsequently, according to the theory that has mentioned, taking COSCO Logistics as an example, from the evaluation of environmental analysis and own capacity that faced by COSCO Logistics, this project is on the basis of design business model, and in accordance with the developing strategy of COSCO Logistics to analyze the general model of COSCO Logistics. And later on, taking market segmentation in vehicles logistics as an example, I will evaluate vehicles logistics in COSCO and the market of vehicle logistics to expand the business model of COSCO vehicle logistics and to bring up related guarantee steps. At the last part of the essay, I have completed the summary and future plans
引文
[1]崔介何.物流学概论[M].北京：北京大学出版社,2005
[2]吴清一.现代物流学概论[M].北京：机械工业出版社,2005
[3]Thomas S.Kuhn(1962).The Structure of Scientific Revolutions[M].2nd Edition,Chicago:The University of Chicago Press,1970.
[4]Stewart,D W,and Zhao.Q·Internet marketing,business models,and public policy[J], Journal of Public Policy & Marketing,,2000,19(3):287-296·
[5]Rappa,M·Managing the digital enterprise-business models on the Web [EB/OL] http://digitalenterprise-org/models/models·html,2000·
[6]Afuah,A,and Tucci,C·Internet business models and strategies:Text and cases [M], Boston: McGraw-Hill/Irwin,2001:32-33,196-201
[7]Timmers,P·Business models for electronic markets[J]. Journal on Electronic Markets,1998, 8(2):3-8·
[8]Mahadevan,B-Business models for Internet-based e-commerce:An anatomy[J]. California Management Review,2000,42(4):55-56·
[9]Applegate,L M-E-business models:Making sense of the Internet business landscape[A]·in Dickson,QGary,W,and de Sanctis,G(Eds·)·Information technology and the future enterprise: New models for managers[C]-New York:Prentice Hall,2001:136-157·
[10]Amit,R,and C Zott-Value creation in e-business[J]. Strategic Management Journal,2001,22(6/7): 493-520·
[11]KMLab Inc-The role of the business model in capturing value from innovation:Evidence from Xerox corporation's technology spin-off companies[R]. Harvard Business School,2000·
[12]Linder J,and S Cantrell-Changing business models:Surveying the landscape[R]. Accenture Institute for Strategic Change,2000·
[13]Weill,P,and Vitale,M R·Place to space:Migrating to e-business models[M]. MA:Harvard Business School Press,2001:96-101·
[14]Dubosson-Torbay,M,Osterwalder,A,and Pigneur,Y·E-business model design,classification and measurements[J]. Thunder-bird International Business Review,2002,44(1):5-23·
[15]Timmers,P·Business models for electronic markets[J]. Journal on Electronic Markets, 1998,8(2):3-8·
[16]Hamel,G·Lead the revolution[M]. MA:Harvard Business School Press,2000:156-198·
[17]Gordijn,J,Akkermans,J,and van Vliet,J·Designing and evaluating e-business models[J]. IEEE Intelligent Systems,2001,16 (4):11-17·
[18]Kenneth R.Andrews.The Concept of Corporate Strategy[M]. Homewood Illinois:Richard
D.Irwin,Inc.,1965.
[19]Peteraf,Margaret A."The Cornerstone of Competitive Strategy:a Resource-Based View" [J],Strategic Management Journal,Vol.14 (1993),p.179-191.
[20]Ghemawat, P.. Commitment:the dynamic of strategy[M],New York:Free Press,1991.
[21]Prahalad C.K.,Gary Hamel, "The Core Competence of the Corporation" [J],Harvard Business Review,May-June 1990, p79-91.
[22]Hofer,C.W.,and D.Schendel, Strategy Formulation:Analytical concepts[M],West Publishing Company,1978.
[23]Gary Hamel.Leading the Revolution:How to Thrive in Turbulent Times by Making Innovation a Way of Life.Boston,Massachusetts:Harvard Business School Press,2000.
[24]Patrick St?hler."Business Models as an Unit of Analysis for Strategizing [M]"International Workshop on Business Models,Lausanne,Switzerland,2002.
[25]Allan Afuah.Business Models:A Strategic Management Approach.Boston,Massachusetts: McGraw-Hill, August 2003.
[26]Gary Hamel.Leading the Revolution:How to Thrive in Turbulent Times by Making Innovation a Way of Life. Boston,Massachusetts:Harvard Business School Press,2000.
[27]Henry Chesbrough.A Better Way to Innovate [M]. Harvard Business Review,2003(7).
[28]Patrick Stchler."Business Models as an Unit of Analysis for Strategizing" [M] International Workshop on Business Models, Lausanne, Switzerland,2002.
[29]Henry Chesbrough.A Better Way to Innovate [M]. Harvard Business Review,2003(7).
[30]Allan Afuah.Business Models:A Strategic Management Approach.Boston [M], Massachusetts:McGraw-Hill,August 2003.
[31]Arthur W.Competing Technologies:Increasing Return and Lock-in by Historical Events [M]. Economical Journal,1989,99(394):11-13.
[32]Tom Duncan,Sandra Moriarty.Driving Brand Value:Using Integrated Marketing to Manage Profitable Stakeholder Relationship.ls ed [M]. New York:McGraw-Hill,1997.
[33]Gulati Ranjay,Nitin Nohria,Akbar Zaheer.Strategic Networks.Strategic Management Journal [M],2000,21(3):203-215
[34]Patrick Stephler."Business Models as an Unit of Analysis for Strategizing " [M] International Workshop on BusinessModels, Lausanne, Switzerland,2002.
[35]Peter F.Drucker."The Theory of the Business" [J].Harvard Business Review, Vol.72, 1994(5):95-104.
[36]Hugh Courtney.Foresight:Crafting Strategy in an Uncertain World. Boston, [M] Massachusetts: Harvard Business School Press, December 2001.
[37]Tom J.Peters.Liberation Management:Necessary Disorganization for the Nanosecond Nineties [M]. New York:Alfred P.Knopf,1992.
[38]Robert D.Russell. "Innovation in Organizations:Toward an Integrated Model" [J]. Review of Business,Vol.12,1990(2):19～47.
[39]Michael E.Porter. "What Is Strategy" [J]. Harvard Business Review,Vol.74,1996(11/12):61～78.
[40]Theodore Levitt.The Marketing Imagination.New Expanded Edition [MJ],New York:Free Press,September 1997.
[41]James C.Collins and Jerry I.Porras."Building Your Company's Vision" [J]. Harvard Business Review, Vol.74,September-October 1996(9/10):65～77.
[42]David Collis and Cynthia A.Motgomery. "Competing on Resources:Strategy in 1990s" [J]. Harvard Business Review,Vol.73,1995(7/8):118～128.
[43]Henry Mintzberg."Managing Quietly?" [J] Leader to Leader,Spring 1999(12):24～30.
[44]迈克尔.波特.竞争战略[M].北京：华夏出版社.2003,17-18
[45]迈克尔·波特.国家竞争战略[M].北京：华夏出版社,2002.
[46]詹姆斯·赫斯克特,厄尔·萨塞,伦纳德·施莱辛格.服务利润链.牛海鹏等译.[M].北京：华夏出版社.2001.17-18
[47](美)拉里·博西迪,拉姆·查兰著,刘祥亚译,执行[M].北京：机械工业出版社2003.
[48]约翰·科特,方正军等译.变革的力量[M].北京：华夏出版社.1997.
[49]詹姆斯·A.奈特,郑迎旭等译.基于价值的经营..[M].昆明：云南人民出版社,2002.
[50]伊查克·爱迪思,赵睿译.企业生命周期[M].北京：中国社会科学出版社.1997.
[51]唐纳德·R.库珀,帕梅拉·S.辛德勒.企业研究方法.[M].北京：机械工业出版社,1998.
[52]森尼尔·乔普瑞,彼得·梅因德尔,李丽萍等译.供应链管理：战略、规划与运营[M].北京：社会科学文献出版社,2003.
[53]克里斯托弗·H.洛夫洛克,陈雄文等译.服务营销,第三版[M].北京：中国人民大学出版社,2001.
[54]戴维·贝赞可,马克·尚利.公司战略经济学.[M].北京：北京大学出版社,1999.
[55]R.梅雷迪斯·贝尔滨,郑海涛译.未来的组织形式[M].北京：机械工业出版社,2001.
[56]罗珉.组织管理学.成都：西南财经大学出版社,2003.
[57]翁君奕.商务模式创新.北京：经济管理出版社,2004.
[58]程愚.交易分析：企业活动研究的范式创新[J],中国工业经济,2004(5)：97～104.
[59]孙英辉.关于企业商业模式创新的探讨[J].中国地质矿产经济,2003(1)：32-35.
[60]马骊.第二方物流企业的市场营销策略研究.西北农林科技大学.博士学位论文,2006,40.
[61]赵艳.物流市场研究：理论与事务[M].北京：中国物资出版社,2005：251-252.
[62]中国仓储协会,第五次中国物流市场供需状况调查报告R.物流技术与应用2004：37-45.
[63]李佳华.产业服务市场细分研究[J].天津师范大学学报(社会科学版),2006(6)
[64]廖怡基于模糊聚类的物流市场细分方法探讨[J].物流技术.2007(1)：61
[65]刘志超.第三方物流企业如何策划目标市场策略[J].商场现代化.2005(10)：25-27.
[66]袁炎清.合理定位创新物流服务[J].中国物流与采购.2003(17)：40-41
[67]邹晓燕,郝渊晓.基于营销视角的第三方物流企业顾客服务策略[J].中国管理信息化.2007,3：13-14.
[68]杜文,叶怀珍.第三方物流[M].北京：机械工业出版社,2003
[69]彭本鸿.基于生态位理论的第三方物流研究[J].科研管理.2006.9.
[70]龙海莉.市场细分与目标市场问题研究[J].西北工业大学学报.2005,29-32
[71]何佳讯.关系范式下市场细分的变革与关键变量[J].商业经济与管理.2003(4)：23-26
[72]金敏.如何进行市场细分变量的有效性检验[J].统计与决策.2005(12)：32-34
[73]刘军跃,陈礼军等.灰色系统理论在市场细分中的应用[J].经济问题探索.2000(4)：21
[74]陆耀新.企业选择目标市场的相关战略问题探析[J].江苏商论.2006(8)：41-43
[75]徐文静.物流战略规划与模式[M].北京：机械工业出版社,2002.
[76]罗珉.战略选择论的起源、发展与复杂性范式[J].外国经济与管理.2006(1)：21-25
[77]金碚.竞争力经济学[M],广州：广东经济出版社,2003
[78]刘德强,陈俊芳.关于未来企业范式的系统思考[J].管理科学.2003(4)：25-28
[79]李海舰,原磊.基于价值链层面的利润转移研究[J].中国工业经济,2005(6)
[80]原磊.商业模式体系重构[J].中国工业经济,2007(6).
[81]王普查.论传统价值链分析的创新[J]当代财经2003(7)：67-70.
[82]林莉.竞争优势探寻——价值链分析法的应用[J].商业研究2004(1)：42-44.
[83]胡笑寒,万迪枋.战略控制方法与管理控制方法的比较及发展研究[J].预测,2003(4)：36-40.
[84]张含漪.执行力是实现战略的重要保障[J].人力资源,2003(4)：52-53.
[85]才金正,杨锡怀.企业执行力与战略实施[J].东北大学学报(社会科学版),2005(7)：267-269.
[86]沈磊.打造战略执行力[J].企业研究,2004(2)：32-33.
[87]杜胜利.没有控制系统就没有执行能力[J].管理世界,2004(10)：145-146.
[88]齐大庆.战略执行与执行力[J].中国新时代,2004(12)：44-46.
[89]张卓.企业知识管理——战略、过程和组织生态[J].企业经济,2003(7)：43-45.
[90]韦华宁.中国企业战略执行现状研究[J].商业经济与管理,2005(2)：29-33.
[91]加里·尼尔逊等.企业DNA[J].管理与财富,2005(2)：52.
[92]郭银华.企业流程再造与管理变革[J].求索,2003(6)：16-18.
[93]左娟,汪剑眉.执行实现战略价值[J].通信企业管理,2005(8)：60-63.
[94]李桂艳.浅析企业流程再造[J].科技与管理,2005(4)：55-57.
[95]张守凤,罗荣桂,江涛.基于超竞争环境的企业战略选择——柔性战略[J].科学与管理,2005(3)：27-28.
[96]周建,战略联盟与企业竞争力[M].上海：复旦大学出版社,2002.
[97]李怀斌,邱晓文.客户性质新解与客户内部化.[J].中国工业经济,2004,(6)：46-49.
[98]杨忠振.购物中心选址及其交通影响评价[M],大连：大连海事大学出版社,2006
[99]陆化普.交通规划理论与方法(第二版)[M].北京：清华大学出版社,2006
[100]骆温平.第三方物流与供应链管理互动研究[M].北京：中国发展出版社,2007
[101]李锦飞.第三方物流运营实务[M].北京：中国时代经济出版社,2007
[102]国家发展和改革委员会经济运行局,南开大学现代物流研究中心.中国现代物流发展报告(2005年)[M].北京：机械工业出版社,2005
[103]魏际刚.物流经济分析[M].北京：人民交通出版社,2005
[104]曾丹.第三方物流市场环境研究.经济师[J].2005(1)：37-39
[105]邵震,计晓萍.经济全球化背景下我国第三方物流的发展策略[J].工业技术经济,2006(1)：23-25
[106]中国仓储协会.第五次中国物流市场供需状况调查报告R.物流技术与应用2004：37-45.
[107]谭炜,马士华.第三方物流企业运作模式分类与特征研究[J].物流技术,2005(5)：38-40
[108]张亦驰.物流企业核心竞争力[M].北京：中国物资出版社,2004
[109]骆温平.第三方物流——理论、操作与案例[M].上海：上海社会科学院出版社,2001
[110]李纲.国外物流管理模式及我国企业的正确抉择[J].理论探索,2003(9)：55-56
[111]刘从九.我国物流企业面对跨国竞争的战略思考[J].物流技术,2006(2)：54-57
[112]孙建丰.我国物流产业发展及研究综述[J].物流科技,2007(2)：34-37
[113]张可明,宋伯慧.物流系统分析[M].北京：清华大学出版社,2004
[114]杜培枫,韦福祥.类物流企业的战略化转型研究[J].天津商学院学报,2005(1)：23-25
[115]戴勇.国外第三方物流的产业比较和特点[J].物流科技,2002(1)：32-35
[116]彼得·圣吉著.郭进隆译.第五项修炼一学习型组织的艺术与实务[M].上海：上海三联书店,1998
[2]吴清一.现代物流学概论[M].北京：机械工业出版社,2005
[3]Thomas S.Kuhn(1962).The Structure of Scientific Revolutions[M].2nd Edition,Chicago:The University of Chicago Press,1970.
[4]Stewart,D W,and Zhao.Q·Internet marketing,business models,and public policy[J], Journal of Public Policy & Marketing,,2000,19(3):287-296·
[5]Rappa,M·Managing the digital enterprise-business models on the Web [EB/OL] http://digitalenterprise-org/models/models·html,2000·
[6]Afuah,A,and Tucci,C·Internet business models and strategies:Text and cases [M], Boston: McGraw-Hill/Irwin,2001:32-33,196-201
[7]Timmers,P·Business models for electronic markets[J]. Journal on Electronic Markets,1998, 8(2):3-8·
[8]Mahadevan,B-Business models for Internet-based e-commerce:An anatomy[J]. California Management Review,2000,42(4):55-56·
[9]Applegate,L M-E-business models:Making sense of the Internet business landscape[A]·in Dickson,QGary,W,and de Sanctis,G(Eds·)·Information technology and the future enterprise: New models for managers[C]-New York:Prentice Hall,2001:136-157·
[10]Amit,R,and C Zott-Value creation in e-business[J]. Strategic Management Journal,2001,22(6/7): 493-520·
[11]KMLab Inc-The role of the business model in capturing value from innovation:Evidence from Xerox corporation's technology spin-off companies[R]. Harvard Business School,2000·
[12]Linder J,and S Cantrell-Changing business models:Surveying the landscape[R]. Accenture Institute for Strategic Change,2000·
[13]Weill,P,and Vitale,M R·Place to space:Migrating to e-business models[M]. MA:Harvard Business School Press,2001:96-101·
[14]Dubosson-Torbay,M,Osterwalder,A,and Pigneur,Y·E-business model design,classification and measurements[J]. Thunder-bird International Business Review,2002,44(1):5-23·
[15]Timmers,P·Business models for electronic markets[J]. Journal on Electronic Markets, 1998,8(2):3-8·
[16]Hamel,G·Lead the revolution[M]. MA:Harvard Business School Press,2000:156-198·
[17]Gordijn,J,Akkermans,J,and van Vliet,J·Designing and evaluating e-business models[J]. IEEE Intelligent Systems,2001,16 (4):11-17·
[18]Kenneth R.Andrews.The Concept of Corporate Strategy[M]. Homewood Illinois:Richard
D.Irwin,Inc.,1965.
[19]Peteraf,Margaret A."The Cornerstone of Competitive Strategy:a Resource-Based View" [J],Strategic Management Journal,Vol.14 (1993),p.179-191.
[20]Ghemawat, P.. Commitment:the dynamic of strategy[M],New York:Free Press,1991.
[21]Prahalad C.K.,Gary Hamel, "The Core Competence of the Corporation" [J],Harvard Business Review,May-June 1990, p79-91.
[22]Hofer,C.W.,and D.Schendel, Strategy Formulation:Analytical concepts[M],West Publishing Company,1978.
[23]Gary Hamel.Leading the Revolution:How to Thrive in Turbulent Times by Making Innovation a Way of Life.Boston,Massachusetts:Harvard Business School Press,2000.
[24]Patrick St?hler."Business Models as an Unit of Analysis for Strategizing [M]"International Workshop on Business Models,Lausanne,Switzerland,2002.
[25]Allan Afuah.Business Models:A Strategic Management Approach.Boston,Massachusetts: McGraw-Hill, August 2003.
[26]Gary Hamel.Leading the Revolution:How to Thrive in Turbulent Times by Making Innovation a Way of Life. Boston,Massachusetts:Harvard Business School Press,2000.
[27]Henry Chesbrough.A Better Way to Innovate [M]. Harvard Business Review,2003(7).
[28]Patrick Stchler."Business Models as an Unit of Analysis for Strategizing" [M] International Workshop on Business Models, Lausanne, Switzerland,2002.
[29]Henry Chesbrough.A Better Way to Innovate [M]. Harvard Business Review,2003(7).
[30]Allan Afuah.Business Models:A Strategic Management Approach.Boston [M], Massachusetts:McGraw-Hill,August 2003.
[31]Arthur W.Competing Technologies:Increasing Return and Lock-in by Historical Events [M]. Economical Journal,1989,99(394):11-13.
[32]Tom Duncan,Sandra Moriarty.Driving Brand Value:Using Integrated Marketing to Manage Profitable Stakeholder Relationship.ls ed [M]. New York:McGraw-Hill,1997.
[33]Gulati Ranjay,Nitin Nohria,Akbar Zaheer.Strategic Networks.Strategic Management Journal [M],2000,21(3):203-215
[34]Patrick Stephler."Business Models as an Unit of Analysis for Strategizing " [M] International Workshop on BusinessModels, Lausanne, Switzerland,2002.
[35]Peter F.Drucker."The Theory of the Business" [J].Harvard Business Review, Vol.72, 1994(5):95-104.
[36]Hugh Courtney.Foresight:Crafting Strategy in an Uncertain World. Boston, [M] Massachusetts: Harvard Business School Press, December 2001.
[37]Tom J.Peters.Liberation Management:Necessary Disorganization for the Nanosecond Nineties [M]. New York:Alfred P.Knopf,1992.
[38]Robert D.Russell. "Innovation in Organizations:Toward an Integrated Model" [J]. Review of Business,Vol.12,1990(2):19～47.
[39]Michael E.Porter. "What Is Strategy" [J]. Harvard Business Review,Vol.74,1996(11/12):61～78.
[40]Theodore Levitt.The Marketing Imagination.New Expanded Edition [MJ],New York:Free Press,September 1997.
[41]James C.Collins and Jerry I.Porras."Building Your Company's Vision" [J]. Harvard Business Review, Vol.74,September-October 1996(9/10):65～77.
[42]David Collis and Cynthia A.Motgomery. "Competing on Resources:Strategy in 1990s" [J]. Harvard Business Review,Vol.73,1995(7/8):118～128.
[43]Henry Mintzberg."Managing Quietly?" [J] Leader to Leader,Spring 1999(12):24～30.
[44]迈克尔.波特.竞争战略[M].北京：华夏出版社.2003,17-18
[45]迈克尔·波特.国家竞争战略[M].北京：华夏出版社,2002.
[46]詹姆斯·赫斯克特,厄尔·萨塞,伦纳德·施莱辛格.服务利润链.牛海鹏等译.[M].北京：华夏出版社.2001.17-18
[47](美)拉里·博西迪,拉姆·查兰著,刘祥亚译,执行[M].北京：机械工业出版社2003.
[48]约翰·科特,方正军等译.变革的力量[M].北京：华夏出版社.1997.
[49]詹姆斯·A.奈特,郑迎旭等译.基于价值的经营..[M].昆明：云南人民出版社,2002.
[50]伊查克·爱迪思,赵睿译.企业生命周期[M].北京：中国社会科学出版社.1997.
[51]唐纳德·R.库珀,帕梅拉·S.辛德勒.企业研究方法.[M].北京：机械工业出版社,1998.
[52]森尼尔·乔普瑞,彼得·梅因德尔,李丽萍等译.供应链管理：战略、规划与运营[M].北京：社会科学文献出版社,2003.
[53]克里斯托弗·H.洛夫洛克,陈雄文等译.服务营销,第三版[M].北京：中国人民大学出版社,2001.
[54]戴维·贝赞可,马克·尚利.公司战略经济学.[M].北京：北京大学出版社,1999.
[55]R.梅雷迪斯·贝尔滨,郑海涛译.未来的组织形式[M].北京：机械工业出版社,2001.
[56]罗珉.组织管理学.成都：西南财经大学出版社,2003.
[57]翁君奕.商务模式创新.北京：经济管理出版社,2004.
[58]程愚.交易分析：企业活动研究的范式创新[J],中国工业经济,2004(5)：97～104.
[59]孙英辉.关于企业商业模式创新的探讨[J].中国地质矿产经济,2003(1)：32-35.
[60]马骊.第二方物流企业的市场营销策略研究.西北农林科技大学.博士学位论文,2006,40.
[61]赵艳.物流市场研究：理论与事务[M].北京：中国物资出版社,2005：251-252.
[62]中国仓储协会,第五次中国物流市场供需状况调查报告R.物流技术与应用2004：37-45.
[63]李佳华.产业服务市场细分研究[J].天津师范大学学报(社会科学版),2006(6)
[64]廖怡基于模糊聚类的物流市场细分方法探讨[J].物流技术.2007(1)：61
[65]刘志超.第三方物流企业如何策划目标市场策略[J].商场现代化.2005(10)：25-27.
[66]袁炎清.合理定位创新物流服务[J].中国物流与采购.2003(17)：40-41
[67]邹晓燕,郝渊晓.基于营销视角的第三方物流企业顾客服务策略[J].中国管理信息化.2007,3：13-14.
[68]杜文,叶怀珍.第三方物流[M].北京：机械工业出版社,2003
[69]彭本鸿.基于生态位理论的第三方物流研究[J].科研管理.2006.9.
[70]龙海莉.市场细分与目标市场问题研究[J].西北工业大学学报.2005,29-32
[71]何佳讯.关系范式下市场细分的变革与关键变量[J].商业经济与管理.2003(4)：23-26
[72]金敏.如何进行市场细分变量的有效性检验[J].统计与决策.2005(12)：32-34
[73]刘军跃,陈礼军等.灰色系统理论在市场细分中的应用[J].经济问题探索.2000(4)：21
[74]陆耀新.企业选择目标市场的相关战略问题探析[J].江苏商论.2006(8)：41-43
[75]徐文静.物流战略规划与模式[M].北京：机械工业出版社,2002.
[76]罗珉.战略选择论的起源、发展与复杂性范式[J].外国经济与管理.2006(1)：21-25
[77]金碚.竞争力经济学[M],广州：广东经济出版社,2003
[78]刘德强,陈俊芳.关于未来企业范式的系统思考[J].管理科学.2003(4)：25-28
[79]李海舰,原磊.基于价值链层面的利润转移研究[J].中国工业经济,2005(6)
[80]原磊.商业模式体系重构[J].中国工业经济,2007(6).
[81]王普查.论传统价值链分析的创新[J]当代财经2003(7)：67-70.
[82]林莉.竞争优势探寻——价值链分析法的应用[J].商业研究2004(1)：42-44.
[83]胡笑寒,万迪枋.战略控制方法与管理控制方法的比较及发展研究[J].预测,2003(4)：36-40.
[84]张含漪.执行力是实现战略的重要保障[J].人力资源,2003(4)：52-53.
[85]才金正,杨锡怀.企业执行力与战略实施[J].东北大学学报(社会科学版),2005(7)：267-269.
[86]沈磊.打造战略执行力[J].企业研究,2004(2)：32-33.
[87]杜胜利.没有控制系统就没有执行能力[J].管理世界,2004(10)：145-146.
[88]齐大庆.战略执行与执行力[J].中国新时代,2004(12)：44-46.
[89]张卓.企业知识管理——战略、过程和组织生态[J].企业经济,2003(7)：43-45.
[90]韦华宁.中国企业战略执行现状研究[J].商业经济与管理,2005(2)：29-33.
[91]加里·尼尔逊等.企业DNA[J].管理与财富,2005(2)：52.
[92]郭银华.企业流程再造与管理变革[J].求索,2003(6)：16-18.
[93]左娟,汪剑眉.执行实现战略价值[J].通信企业管理,2005(8)：60-63.
[94]李桂艳.浅析企业流程再造[J].科技与管理,2005(4)：55-57.
[95]张守凤,罗荣桂,江涛.基于超竞争环境的企业战略选择——柔性战略[J].科学与管理,2005(3)：27-28.
[96]周建,战略联盟与企业竞争力[M].上海：复旦大学出版社,2002.
[97]李怀斌,邱晓文.客户性质新解与客户内部化.[J].中国工业经济,2004,(6)：46-49.
[98]杨忠振.购物中心选址及其交通影响评价[M],大连：大连海事大学出版社,2006
[99]陆化普.交通规划理论与方法(第二版)[M].北京：清华大学出版社,2006
[100]骆温平.第三方物流与供应链管理互动研究[M].北京：中国发展出版社,2007
[101]李锦飞.第三方物流运营实务[M].北京：中国时代经济出版社,2007
[102]国家发展和改革委员会经济运行局,南开大学现代物流研究中心.中国现代物流发展报告(2005年)[M].北京：机械工业出版社,2005
[103]魏际刚.物流经济分析[M].北京：人民交通出版社,2005
[104]曾丹.第三方物流市场环境研究.经济师[J].2005(1)：37-39
[105]邵震,计晓萍.经济全球化背景下我国第三方物流的发展策略[J].工业技术经济,2006(1)：23-25
[106]中国仓储协会.第五次中国物流市场供需状况调查报告R.物流技术与应用2004：37-45.
[107]谭炜,马士华.第三方物流企业运作模式分类与特征研究[J].物流技术,2005(5)：38-40
[108]张亦驰.物流企业核心竞争力[M].北京：中国物资出版社,2004
[109]骆温平.第三方物流——理论、操作与案例[M].上海：上海社会科学院出版社,2001
[110]李纲.国外物流管理模式及我国企业的正确抉择[J].理论探索,2003(9)：55-56
[111]刘从九.我国物流企业面对跨国竞争的战略思考[J].物流技术,2006(2)：54-57
[112]孙建丰.我国物流产业发展及研究综述[J].物流科技,2007(2)：34-37
[113]张可明,宋伯慧.物流系统分析[M].北京：清华大学出版社,2004
[114]杜培枫,韦福祥.类物流企业的战略化转型研究[J].天津商学院学报,2005(1)：23-25
[115]戴勇.国外第三方物流的产业比较和特点[J].物流科技,2002(1)：32-35
[116]彼得·圣吉著.郭进隆译.第五项修炼一学习型组织的艺术与实务[M].上海：上海三联书店,1998