Abstract

本项研究得到了中欧国际工商学院众多校友和在读学员的积极参与，学院校友关系事务部、信息 技术部、市场传播部、各课程部门（EMBA, FMBA, GEMBA, HEMBA, MBA和高层经理培训）的 大力支持，以及学院研究经费的资助 (项目号：17BICS)，研究团队对此深表感谢。研究团队负全 部文责。 中欧国际工商学院（以下简称“中欧”）研究团队在2020年4月2日至9日期间就新冠肺炎疫情对 在华商业运营的影响做了线上问卷调查。本次调查共收到1,182份答卷，问卷填 写者中有892位（75.5%）任职于中资公司或中资占50%及以上的合资公司（以下简称“中资企 业”），有290位（24.5%）任职于外资（含港澳台）公司或外资占50%以上的合资公司（以下 简称“外资企业”）。

Keyword

中国 ;  中资企业 ;  商业运营 ;  外资企业 ;  新冠肺炎疫情 ;  Business Operations ;  China ;  COVID-19

Abstract

CEIBS Research Team with three professors and two research assistants conducted an online survey from April 2nd to April 9th 2020, receiving 1,182 responses in total. 892 (75.5%) survey participants work for Chinese-owned firms or firms with 50% or more Chinese ownership, and 290 (24.5%) work for foreign-owned firms in China or firms with more than 50% foreign ownership.

Keyword

中国 ;  中资企业 ;  商业运营 ;  外资企业 ;  新冠肺炎疫情 ;  Business Operations ;  China ;  COVID-19

Abstract

在快速增长、风起云涌的中国咖啡市场，以互联网外送和自提咖啡业务起家的本土新零售品牌瑞幸咖啡 (Luckin Coffee)，在一年的时间内开出1700家店，估值22亿美金，成为了中国成长最快的独角兽公司。 面对星巴克等老牌名将以及新兴O2O咖啡品牌的激烈竞争，瑞幸针对都市白领的消费需求，抓住外送趋势，发展新零售模式，以线上App和线下“小店带大店”为载体，推出号称人人都喝得起的“大师级”咖啡，通过社交媒体完成拉新裂变，线上线下实现智能一体化，积极与消费者互动，努力提升品牌格调并完成促销，把“咖啡”这个舶来的、传统的生意，用中国本土化的、互联网式的竞争战略重新做了一遍。“瑞幸模式”可以持续吗？随着以瑞幸为首的竞争者纷纷入局外送，并以更快、更高性价比的定位把星巴克逼到营收下滑，星巴克应该如何应对来自中国的挑战？

Keyword

CRM ;  创新 ;  数字营销 ;  新零售 ;  竞争战略 ;  餐饮业

Abstract

厚朴诺亚健康管理（北京）有限公司（以下简称厚朴方舟）是国内最早从事海外医疗服务的机构之一。经过几年的发展，公司已树立了良好的口碑，经营状况渐入佳境。但CEO王刚却不满足于此，他希望能给顾客带来“好”“快”“省”的海外医疗服务。在他看来，目前海外医疗服务市场上按服务量、时长和次数计费的模式在本质上与患者利益相悖：患者越治不了、治不好、拖得越久，收费就越高。因此，王刚考虑能否提供海外医疗包干（即以一价全包的方式兜底患者的医疗费、服务费以及围绕医疗产生的其他所有非医疗支出）这一新的定价模式，从而使企业和患者的利益统一起来，既免除顾客对费用不确定性的担忧，同时倒逼企业提升效率。但由于医疗本身的不确定性太高，这一想法遭到了其他管理层的一致反对。王刚到底该如何决策？

Keyword

一价全包 ;  博弈规则 ;  定价 ;  海外医疗 ;  消费升级

Abstract

烘焙龙是马海华和龙玥于2016年1月创立的烘焙品牌，其初心是做“全宇宙最好的吐司”。在消费升级的趋势下，烘焙龙以精品吐司这一单品切入烘焙行业的细分市场，并逐渐形成了“大烘焙房+小烘焙店+微烘焙群”的经营模式。经过一年多的发展，烘焙龙以优质的产品获得了一定的市场认可，并得到盒马鲜生（以下简称盒马）的青睐，于2017年12月开始在盒马销售。然而，合作并不如想象的顺利，烘焙龙的品牌在盒马上并没有得到凸显，盒马销售隔夜吐司（仍在保质期内）的行为也与烘焙龙的原则相悖。马海华和龙玥需要做出决策：是坚持产品为王，放弃与自身定位不太吻合的盒马？还是在新零售的风口中为了获取流量而抱紧这棵大树？

Keyword

新零售 ;  消费升级 ;  精品吐司 ;  细分市场

Abstract

This paper investigates whether and how emerging markets reward firms’ corporate social responsibility (CSR) performance. We focus on the socially responsible investment (SRI) index, which lists the top CSR performers and serves as a tool to help investors make investment decisions based on financial and social criteria. We empirically test the financial market responses to the announcements of pioneering SRI indices recently launched in Brazil, China, and South Africa. We find that inclusion on an SRI index in these markets is associated with positive abnormal returns. However, inclusion on an SRI index does not benefit all firms equally: the positive financial response is strengthened by R&D expenditures but weakened by advertising expenditures; it is stronger for firms that have expanded globally to developing countries than those to developed countries. Rajendra Srivastava and V. Kumar served as Special Issue Guest Editors for this article.

Keyword

Emerging markets ;  Corporate social responsibility ;  Socially responsible investment index ;  Event study

Abstract

This study investigates a novel mechanism—multiple‐winner award rules—that are widely used in e‐procurement auctions and crowdsourcing sites. In many e‐procurement auctions, the auctioneer (i.e., the buyer) specifies three rules before the auction starts: (i) the size of the finalist set (from which the winner[s] will be chosen); (ii) the number of winners; and (iii) the allocation of the contract among the winners. We examine how these three rules affect auction performance using a dataset of online procurement auctions across a variety of product categories. We find that the multiple‐winner award rules significantly impact the suppliers’ participation decisions, which is an important factor in determining the economic performance of the auction (i.e., buyer's savings). Most interestingly, these three rules systematically induce opposite effects on auction participation for two types of suppliers: experienced and inexperienced bidders. For example, increasing the number of winners encourages experienced suppliers, but discourages inexperienced suppliers from participating in the auction. On the other hand, raising the disparity in the contract allocation among winning bidders (e.g., from 50/50 to 90/10 split) deters experienced suppliers, but motivates inexperienced suppliers to participate. These findings provide guidelines for industrial buyers and crowdsourcing hosts on how to effectively make use of multiple‐winner design levers to promote suppliers’ participation when designing procurement auctions and crowdsourcing contests.

Keyword

online auctions ;  industrial procurement ;  auction desig ;  multiple winners ;  award allocation

Abstract

Determining the optimal market entry timing for successive product generations is a critical decision for firms. Pioneering studies on market entry timing have focused on purchase-to-own (PTO) products (e.g., computers) and assumed that an old product generation can continue to be sold after the release of a new generation. In this study, both PTO products and subscribe-to-use (STU) products (e.g., Office 365) are considered, and an old generation can either coexist with or be completely replaced by the new generation. We develop a multi-generation diffusion modeling framework to help determine the optimal market entry timing for a new product generation under such diverse business scenarios. Unlike prior literature, we find that for PTO products, the optimal entry timing for a new generation can be any time during a finite planning horizon; not introducing a new generation may be optimal only if the old generation will be completely replaced upon the introduction of the new generation. Under an infinite planning horizon, the second PTO product generation should not be released until the first generation has reached full market penetration. Of greater interest, for STU products, a new generation should either be released now or never be released, regardless of the length of the planning horizon and whether the old and new generations can coexist in the market or not.

Keyword

market entry strategy ;  Multigeneration diffusion ;  purchase-to-own ;  subscribe-to-use

Abstract

零售业的逻辑正在从“场一货一人”向"人一场一货”演变,制胜之道将从流量为王变为谁能拥有更智能化的、更符合消费者需求的推荐算法,这其中,数据主权至关重要。

Keyword

Abstract

在数字经济和智慧商业不断发展的背景下,'看十年'是思维,是回顾市场的变与不变;'谋五年'是战略,是统筹和布局企业的未来发展。亚马逊的创始人曾经说过,相比于未来十年会有什么变化,他更看重十年里不变的事物。这是一种非常有智慧的商业思维。在数字经济和智慧商业不断发展的背景下,'看十年'是思维,是回顾市场的变与不变;'谋五年'是战略,是统筹和布局企业的未来发展。

Keyword