网络市场新产品互补战略实施研究

:20060816:国家自然科学基金资助项目(70671070);上海市科技发展基金软科学研究博士论文资助项目(05010)网络市场新产品互补战略实施研究,,(浙江师范大学工商管理学院,浙江金华321004):近年来涌现出的网络市场具有与传统市场不同的消费者响应模式和市场竞争动力学,管理人员需要运用新的战略才能在网络市场取得成功本文首先提出企业应该从战略高度出发实施新产品互补战略以赢得新产品成功;接着指出如何在产品开发和市场渗透两个阶段实施互补战略新产品开发阶段的互补战略需要考虑与市场上已有的互补产品协同以及与将来最可能出现的互补产品协同市场渗透阶段的互补战略主要通过产品捆绑和搭配销售来降低消费者感知到的新产品采用风险和利用已有的安装基础:新产品;网络市场;互补战略:F062.5:A:10035192(2007)03001506ImplementComplementaryStrategyforNewProductsinNetworkMarketDUANWenq,iZHENGWenzhe,HUIShumin(SchoolofBusinessAdministration,ZhejiangNormalUniversity,Jinhua321004,China)Abstract:Networkmarketisemergentinrecentyears,whichisdifferentfromtraditionalmarketinconsumerrespondingpatternsandmarketingcompetitiondynamics.Managersneedapplynewstrategyinordertosucceedinnetworkmarket.Thispaperfirstlyproposesthatcompaniesshouldstrategicallyimplementnewproductcomplementarystrategytosucceedinmarket.Thenitshowshowtoimplementcomplementaryinthestepofnewproductdevelopmentandmarketingpenetration.Atthestepofnewproductdevelopment,companiesshouldconsidertosynergizewiththeexistingcomplementaryproductsandthemostpossibleemergentcomplementaryproductsinthefuture.Atthestepofmarketingpenetration,companiesshouldmainlyconsidertodecreasethenewproductadoptionriskperceivedbyconsumersandexploittheexistinguserinstalledbasebyproductbundlingandtyingselling.Keywords:newproduct;networkmarket;complementarystrategy1,,,,,[1],,,,(Netscape)199444,,19958,50070%,90%,,,,199811,,(AOL)ADOBE[2],OFFICE,GOOGLE,,PDF15Vo.l26,No.3FORECASTING2007330,300PDF,:(1),,()()(),PDF;(2),,,,,,;,PDF,PDF,,,,,,,,,,,,,,,,;,;,2,,[3]:(1);(2);(3),,,,,,,,,,,,,[4],,,,PC,,,,:(1)[5],,16Vo1.26,No.320073;(2)Frels(),,,[3];(3),,,,;(4),,,,,,,,,,,,,,,,,,,,,,,,3,,,,,,OEM,3.1,,,[6],,,,,,,,,,,,,17,:,,,,,,,,,,,,,[7],,,,,:(1),;(2)3.2,:(1);(2);(3)OEM;(4),,,,,;,,,OEM,,,,[8]:(1),,;(2),80,;(3),,;(4),,;(5),,,,18Vo1.26,No.3200734,,,,,,,,,,,,,?,,,,,,,,,IE,,,,;,,,,;,4.1,,,,,,,,,,,,,,Sarin()[9],,,,,:(1),;(2);(3),;(4);(5)4.2,[10]:(1),1936,IBM;(2)1970,IBM,;(3),,,,:,,19,:,PC,IE,;,,,,ADOBEPDF,Acrobat,,,,,,,5,,,,,,:[1]WindrumP.Leveragingtechnologicalexternalitiesincomplextechnologies:microsoftsexploitationofstandardsinthebrowserwars[J].ResearchPolicy,2004,33:385394.[2]ChakravortiB.Thenewrulesforbringinginnovationstomarket[J].HarvardBusinessReview,2004,3:5868.[3]FrelsJK,ShervaniT,SrivastavaRK.Theintegratednetworksmode:lexplainingresourceallocationsinnetworkmarkets[J].JournalofMarketing,2003,67(1):2945.[4]GuptaS,JainDC.SawhneyMS.Modelingtheevolutionofmarketswithindirectnetworkexternalities:anapplicationtodigitaltelevision[J].MarketingScience,1999,18(3):396416.[5]TseE.Grabberholderdynamicsandnetworkeffectsintechnologyinnovation[J].JournalofEconomicDynamics&Contro,l2002,26:17211738.[6]DhebarA.Complementarity,compatibility,andproductchange:breakingwiththepast[J].ProductInnovationManagement,1995,12:136152.[7]NambisanS.Complementaryproductintegrationbyhightechnologynewventures:theroleofinitialtechnologystrategy[J].ManagementScience,2002,48(3):382398.[8]SenguptaS.Someapproachestocomplementaryproductstrategy[J].ProductInnovationManagemen,t1995,15:352367.[9]SarinS.Strategicuseofbundlingforreducingconsumersperceivedriskassociatedwithpurchaseofnewhightechproducts[J].JournalofMarketingTheoryandPractice,2003,(SpecialIssue):7183.[10]CarltonDW,WaldmanM.Thestrategicuseoftyingtopreserveandcreatemarketpowerinevolvingindustries[J].TheRandJournalofEconomics,2002,33(2):194220.20Vo1.26,No.320073