顾客参与公司治理研究

华中科技大学博士学位论文顾客参与公司治理研究姓名：张文辉申请学位级别：博士专业：工商管理指导教师：陈荣秋20080425I“”“”“”“”“”TCP“”TCP“”II——“”;;;;IIIAbstractInthecurrenttheoverallpatternoftoday’sworldeconomyshiftingfromshortageeconomytosurpluseconomy,replacementofbuyer'smarketbyseller'smarket,bottlenecksinsupplychaintransferringfromproductionprocessestoconsumerlink,decisionofmanufacturerstocustomers’hands,andcustomersbecomingthedecisivefactorsofsurvivalanddevelopmentofenterprises.Underthepresenteconomicsituationthispaperproposesanewpropositionofcustomerparticipationincorporategovernance,andmakesafurtherstudyonconnotation,inevitabilityandfeasibility,andsystemdesignofthisnewproposition.Theconnotationofcustomerparticipationincorporategovernancewasproposed.Customerparticipationincorporategovernanceisasystemarrangement,whichmeansthatthecompanyinvitestherepresentativeofitsmostvaluablecustomerstobethecompanydirector,thatis,customerdirector,whoisdirectlyinvolvedinthecompany'smanagementanddecision-making.Customershererefertotheenduserswhoconsumeproductsofthecompanydirectly,includingbusinessusersandindividualconsumers.Theinevitabletrendofcustomerparticipationincorporategovernancewasproposed.Itisquiteimpossibleforcustomerdirectortoparticipatethecorporategovernanceandstrategicdecisioninadirector-orientedsystem.However,throughdiscussionaboutbirth,developmentandhistoricalvicissitudeofgovernancestructureofstockcompany,itcanbediscoveredthatthereisatendencyoftransformationfromsingleownershiptomulti-ownershipandcentralizationofpowerinstockholder’shandtodecentralizationofpowertointerest-relatedsubjects,whichisthemutualaffectoftheneedofeconomicdevelopment,profit-pursuingmechanism,efficiencyprincipleandcompetitionandchoiceofinterest-relatedsubjects.Withcomingoferaofsurpluseconomyandformationofbuyermarket,relativestatusbetweencustomersandenterpriseschangefundamentally.Relationsbetweencustomersandenterprisesarethesourceofvaluecreation.Customersoccupytheobvioussuperiorityandtheinitiativepositionincompetitionwithothersubjects.Then,customerparticipationbecomesaninevitabletrend.IVThefeasibilityofcustomerparticipationincorporategovernancewasproposed.Forcustomerequitymanagement,TCPisaindispensablemeanswhicheffectivelymaximizecustomers’assets.AndcustomerparticipationincorporategovernanceisthekernelofTCP.Customerparticipationincorporategovernanceis,inessence,arepresentativeofonenewtypeofstrategicalliance,thatis,governancepoweralliance,whichassimilatesadvantagesandstrengthsandovercomesinherentshortcomingsanddefectsoftheexistingstockholder'srightsallianceandcontractalliance.Thusitcangivefullplaytotheroleofstrategicalliancesandwineffectivelyitsinterests.Inaddition,customerparticipationincorporategovernancecanimprovecorporategovernancestructureandmechanism,andenhancecorporateperformance,whichisthenecessarychoicetoensurethesustainedandhealthydevelopmentofthecompany.Concerningsystemdesign,theauthorsuggeststhatacustomerboardbesetupundercompany'sboardofdirectorsenablingcustomerdirectorstoparticipatethedesignofcorporategovernance.Andtheauthorgoesfurtherintothespecificsystemsandoperationalmechanismsfromtwoaspects,thatis,customersbeingindividualconsumersandcustomersbeingbusinessusers.Basedonthis,aframeofsystemdesignofcustomerdirectorisadvanced.Keywords:totalcustomerparticipation;corporategovernance;customerdirector;corporatestrategicalliances;governancepowerallianceofcorporate_____“”111.1200,,,207080,,,180“”TMassProductionMPLeanProductionLPComputerIntegratedManufacturingCIMAgileManufacturingAMMassCustomizationMCGreenManufacturingGM“”2JustInTimeProduction“enrichingthecustomer”90CustomerLifetimeValueCLMReichheld19961996Robert.BlattbergJohn.Deighton,(CustomerEquity),,.T.20011999GartnerGroupCustomerRelationsManagementCRM,,,CRM,..2090“”,32003“”“”ZeroTime“”InstantCustomerizationIC“”TotalCustomerParticipationTCP“”TCP“”TCPTCPTCP“”,,“”,“”TCPTCPTCP41.2“”“”“”123TCP5451.31-161-11.4“”“”“”71-21-21235467881.512345“”9102,,2.11983,TheodoreLevitt“,”1999GartnerGroupCustomerRelationsManagementCRMCRMCRMCRM25%~85%5%5R.KalakotaA.Whinston,1-111IT/2-12.21996,Robert.BlattbergJohn.Deighton,(CustomerEquity),,,,RolandT.RustValarieA.Zeithaml(2-2)ValueEquityBrandEquityRetentionEquity3IT/12.T.20012-220052-32-3Leyland2000Griffin1995,,13,2002———,,2005,(),,2.3AlvinToffler“”.1993“”AlvinToffler199425“”96%StrategicHorizonsLLPB.JosephPineIIJamesH.Gilmore1999,,,,,,,Kiska,John,2002200414,,,,“”,“”“”“”Bernd(1999)[23](commodities)(goods)(services)(experiences),,2-42-4Gronroos1997,,2002:·,(MassCustomization,MC),“”,·(JosephPine),,,,,MC2003“”InstantCustomerizationICIC,15,20062004LovelockC.H.andYoungR.F1979SilpakitP.andRaymondP1985GersunyRosengren1973MillsMorris1986“‘’”“”,519962.4“”“”Customer-CenteredProducts“”(Customer-CenteredSelling),8“”2005“”16“”“”,“”“”,2-12-1“”“”“”“”TotalCustomerParticipationTCPTCP,,(InstanCustomerization,IC),“”“”“TCP”“”“”2.52080“Corporate17Governance2000“”“”80“”“”“”9090902002“”“”251820011993Tricker2001199212Cadbury“”“——”20020ECD19981119.1996.“”.J.2001“”1994“””1997“”1998“20“”——1940W.19952060“”stakeholders1963SRI“”“”“”196330Mitc