面对共同供应商时的市场进入决策  

Market entry decision in presence of a common supplier

作　　者：叶青[1] 迟巍[1] 

机构地区：[1]清华大学经济管理学院,北京100084

出　　处：《管理科学学报》2012年第2期37-46,共10页Journal of Management Sciences in China

基　　金：国家自然科学基金资助项目(70901045;70890082)

摘　　要：研究了海外零售商在与本土零售商拥有相同供应商的情况下最优的市场进入策略,以及市场进入决策对供应商的定价决策和零售商的采购决策的影响.把进入决策分为3种类型,分别命名为"市场开拓型"、"采购导向型"和"双重收益型".研究发现当企业目标进入的市场规模比原有市场大时,企业的进入决策为"市场开拓型";而当企业的目标进入市场规模比原有市场小时,企业的进入决策为"采购导向型";当两个市场规模接近时,企业的进入决策为"双重收益型".还研究了市场进入成本对企业进入决策的影响.随着进入成本的增加,海外企业选择进入国内市场的可能性越来越小.而且当进入成本足够大的情况下,其进入只能为"市场开拓型"或"采购导向型",即不可能在两个市场同时获益.The paper studies a global retailer＇ s optimal entry decision when the retailer shares the same sup- plier with the local retailer in the domestic market. We analyze the impact of the entry decision on supplier＇ s wholesale price and retailers＇ procurement quantities. The entry decision is categorized into three types： mar- ket-expansion-oriented entry, procurement-oriented, and double-beneficial entry. The results show that when the market size of firm＇ s target market is relatively larger than that of its original market, firm＇ s entry is mar- ket-expansion-oriented ; and when the former is relatively smaller than the latter, firm＇ s entry is procurement- oriented ; and firm＇ s entry is double beneficial only when the size of both markets are similar. We also consid- er the influence of the entry cost on firm＇ s entry decision. We show that the possibility of the foreign firm en- tering the domestic market decreases as the entry cost increases. And when the entry cost is high enough, firm＇ s entry can be either market-expansion-oriented or procurement-oriented; in other words, firm can not make positive profits in both markets.

关 键 词：供应链 采购 定价策略 市场进入 

分 类 号：F270[经济管理—企业管理]