基于SaaS的软件服务业混合渠道服务竞争与协调研究
发布时间：2018-08-18 08:43
【摘要】：软件即服务（SaaS：Software as a Service）是基于云计算的软件应用服务，也是云计算的重要组成部分。电子直销渠道是SaaS服务提供商普遍采用的渠道结构，但目前国内外众多SaaS服务提供商在迅速扩大实体渠道，逐渐形成电子直销渠道与实体代理渠道共存的混合渠道结构。在该结构下，SaaS服务提供商与SaaS代理商横向是供应链合作关系，纵向是市场竞争关系。虽然混合渠道在降低交易成本和扩大市场规模方面优势突出，但同时也使混合渠道成员陷入既合作又竞争的尴尬境地。SaaS服务提供商为客户交付软件服务而非软件产品，服务已成为SaaS的营销主体，所以对SaaS混合渠道服务竞争与协调的研究将有助于优化SaaS混合渠道，对推进SaaS快速发展具有重要意义。 本文主要研究结论体现在以下四个方面： 第一，SaaS混合渠道形成的必要性来源于SaaS产品特征与客户偏好。从SaaS服务提供商网络直销渠道到混合渠道的渠道结构变化现实出发，以资源基础理论、资源依赖理论、交易成本理论与委托代理理论作为SaaS混合渠道形成的初步理论基础，，利用案例研究方法，从产品、市场和成本角度诠释了SaaS混合渠道结构产生的必要性，以初步理论基础角度阐释了SaaS服务提供商从网络直销渠道转为SaaS混合渠道的可行性。研究发现，资源、交易成本、委托代理成本以及外部环境为SaaS混合渠道结构形成提供了可行性，而SaaS产品特征以及客户市场偏好可以诠释SaaS混合渠道结构形成的必要性。 第二，SaaS混合渠道中实体渠道准自治效率较高。基于以往渠道自治度的分类，将SaaS混合渠道中的实体渠道自治度分为完全整合、准自治和完全自治三类。研究发现，从供应链总利润来看，当SaaS服务提供商的单位服务成本低于SaaS代理商时，增设混合渠道比仅采用直销渠道有优势；从SaaS服务提供商利润来看，当SaaS代理商的客户安装基础高于某一特定值之后，吸引加盟商加盟的混合渠道策略比仅采用直销渠道有优势。SaaS混合渠道中新增实体渠道的准自治策略优于完全整合和完全自治策略。 第三，SaaS混合渠道服务模式的优劣具有情景依赖性。基于SaaS服务及SaaS混合渠道特征，根据提供服务方的不同，本文提出了独立服务，SaaS服务提供商整合服务和SaaS代理商整合服务三种SaaS混合渠道服务模式，研究SaaS混合渠道在各种模式下的服务竞争，并分别从SaaS混合渠道供应链，SaaS服务提供商，SaaS代理商以及客户视角比较三种服务模式的优劣。研究发现，各种服务模式优劣具有情景依赖性，受单位服务成本以及服务水平成本等因素的影响，当单位服务成本及服务水平成本参数相同时，从SaaS服务提供商以及客户角度来看，SaaS代理商整合服务优于其他两种服务模式。 第四，收入共享契约及其改进契约对SaaS混合渠道的协调能力有限。本文基于SaaS特性及以往对于混合渠道协调契约的研究，在不同服务模式下，研究收入共享契约及改进的收入共享契约对SaaS混合渠道的协调能力。研究发现逆收入共享契约的协调条件十分严格，适用性非常有限，在独立服务模式SaaS混合渠道的协调中发现，由于逆收入共享—变动成本分摊契约中的变动成本分摊因子不发挥协调作用，互相分享收入契约中的收入分享因子也不发挥协调作用，而且逆收入共享—变动成本分摊契约、互相分享收入契约与逆收入共享契约的协调条件相同，所以逆收入共享—变动成本分摊契约，互相分享收入契约与逆收入共享契约协调能力相同。但逆收入共享—固定成本分摊契约可以协调不同服务模式下的SaaS混合渠道，虽然在非协调状态下，采用该契约可以实现SaaS服务提供商与SaaS代理商的双赢，但在协调状态下该契约会使SaaS代理商利润为零。 本文的创新主要体现在以下三方面： 第一，服务竞争下的SaaS混合渠道需要重新设定服务水平。在混合渠道的价格竞争研究中认为两个渠道设定同样的价格会对供应链成员都有利，而在服务竞争中，新增实体渠道完全整合和新增渠道准自治时，SaaS服务提供商重新确定服务水平的决策方式优于其他方式。 第二，服务竞争下的SaaS代理商的最优服务水平与SaaS服务提供商服务水平设定无关。在服务竞争中研究三种服务模式的竞争均衡，发现与价格竞争不同的是SaaS代理商最优服务水平反应并不依赖SaaS服务提供商的服务水平，仅是SaaS服务提供商转移价格的反应函数。 第三，能够协调价格竞争下混合渠道的契约对服务竞争下SaaS混合渠道协调乏力。通过对传统混合渠道契约协调能力的检验，发现能够协调传统混合渠道的收入共享契约，逆收入共享契约对SaaS混合渠道协调乏力。改进逆收入共享契约发现逆收入共享—变动成本分摊契约与互相分享收入契约适用情景有限，且协调能力与逆收入共享契约并无差异，而逆收入共享—固定成本分摊契约可以协调不同服务模式下的SaaS混合渠道。 本论文共分八章。第一章论述了本文的研究背景，研究问题，研究目标、研究方法等。第二章综述相关文献，为本文研究奠定理论基础。第三章研究SaaS混合渠道结构形成动因，利用案例研究方法检验并修正理论模型。第四章梳理SaaS混合渠道经济技术特征，依据这些特征提出了SaaS混合渠道服务模式，构建SaaS混合渠道的服务竞争模型。第五章研究SaaS混合渠道新增实体渠道不同自治度对SaaS混合渠道供应链利润的影响，并比较SaaS服务提供商的不同服务水平确定策略。第六章研究SaaS混合渠道在SaaS服务提供商整合服务模式以及SaaS代理商整合服务模式下的服务竞争，并分别从SaaS混合渠道供应链，SaaS服务提供商，SaaS代理商以及客户视角比较三种服务模式的优劣。第七章基于SaaS特性及以往混合渠道协调契约的研究，在不同服务模式情景下，验证收入共享契约及改进契约对SaaS混合渠道的协调能力。第八章总结本文的研究结论及其对理论与实践贡献，并客观地指出本文研究局限与不足，提出未来可以继续研究的方向。
[Abstract]:Software as a Service (SaaS) is a software application service based on cloud computing and an important part of cloud computing. Electronic direct selling channel is a channel structure commonly used by SaaS service providers. However, many SaaS service providers at home and abroad are rapidly expanding their physical channels and gradually forming electronic direct selling channels and real-time channels. Under this structure, the relationship between SaaS service providers and SaaS agents is a supply chain cooperative relationship horizontally and a market competition relationship vertically. Although the advantages of the mixed channel in reducing transaction costs and expanding the market scale are outstanding, it also makes the members of the mixed channel fall into the embarrassment of cooperation and competition. SaaS service providers deliver software services to customers rather than software products. Services have become the main marketing body of SaaS. Therefore, the research on competition and coordination of SaaS mixed channel services will help optimize the SaaS mixed channel, which is of great significance to promote the rapid development of SaaS.
The main conclusions of this paper are reflected in the following four aspects:
Firstly, the necessity of the formation of SaaS mixed channel comes from the characteristics of SaaS products and customer preference. Starting from the changing reality of the channel structure from SaaS service provider's network direct channel to mixed channel, this paper takes resource-based theory, resource-dependent theory, transaction cost theory and principal-agent theory as the preliminary theoretical basis for the formation of SaaS mixed channel. On the basis of case study, this paper explains the necessity of SaaS mixed channel structure from the perspective of product, market and cost, and explains the feasibility of SaaS service provider changing from network direct channel to SaaS mixed channel from the perspective of preliminary theoretical basis. The formation of mixed channel structure provides feasibility, and the characteristics of SaaS products and customer market preference can explain the necessity of the formation of SaaS mixed channel structure.
Secondly, the quasi-autonomy efficiency of entity channel in SaaS mixed channel is higher. Based on the previous classification of channel autonomy, the degree of entity channel autonomy in SaaS mixed channel is divided into three categories: complete integration, quasi-autonomy and complete autonomy. From the point of view of SaaS service provider's profit, when the customer installation base of SaaS agent is higher than a certain value, the strategy of attracting franchisee to join in the mixed channel is superior to that of using only the direct channel. Integration and complete autonomy strategy.
Thirdly, SaaS mixed channel service model is scenario-dependent. Based on the characteristics of SaaS service and SaaS mixed channel, this paper proposes three SaaS mixed channel service modes: independent service, SaaS service provider integration service and SaaS agent integration service, and studies various SaaS mixed channel service modes. The results show that the advantages and disadvantages of the three service modes are scenario-dependent, influenced by unit service cost and service level cost, when unit service cost and service water cost are considered. When the average cost parameters are the same, SaaS agent integration service is superior to the other two service modes from the point of view of SaaS service providers and customers.
Fourthly, revenue sharing contract and its improved contract have limited coordination ability to SaaS mixed channel. Based on the characteristics of SaaS and previous studies on mixed channel coordination contract, this paper studies the coordination ability of revenue sharing contract and improved revenue sharing contract to SaaS mixed channel under different service modes. The coordination conditions of the contract are very strict and the applicability is very limited. In the coordination of the independent service model SaaS mixed channel, we find that the variable cost allocation factor in the inverse revenue sharing-variable cost allocation contract does not play a coordinating role, and the income sharing factor in the mutual revenue sharing contract does not play a coordinating role, and the inverse revenue sharing factor does not play a coordinating role. Sharing-variable cost sharing contract has the same coordination conditions as reverse revenue sharing contract, so reverse revenue sharing-variable cost sharing contract has the same coordination ability as reverse revenue sharing contract. But reverse revenue sharing-fixed cost sharing contract can coordinate different service modes. The SaaS mixed channel can achieve win-win situation between SaaS service provider and SaaS agent under non-coordinated condition, but the contract will make the profit of SaaS agent zero under coordinated condition.
The innovation of this paper is mainly reflected in the following three aspects:
Firstly, the SaaS mixed channel under service competition needs to reset its service level. In the study of price competition in mixed channel, it is considered that setting the same price in two channels will benefit the members of supply chain. In service competition, when the new entity channel is fully integrated and the new channel is quasi-autonomous, the SaaS service provider redefines its service. The level of decision-making is superior to other ways.
Second, the optimal service level of SaaS agents under service competition is independent of the service level setting of SaaS service providers. Provider's transfer price response function.
Thirdly, the contract which can coordinate the mixed channel under the price competition is weak in the coordination of the SaaS mixed channel under the service competition. Through the test of the coordination ability of the traditional mixed channel contract, it is found that the revenue sharing contract can coordinate the traditional mixed channel, and the reverse revenue sharing contract is weak in the coordination of the SaaS mixed channel. Reverse revenue sharing-variable cost sharing contract and mutual revenue sharing contract have limited application scenarios, and there is no difference between coordination ability and reverse revenue sharing contract. Reverse revenue sharing-fixed cost sharing contract can coordinate SaaS mixed channel under different service modes.
Chapter 1 discusses the research background, research issues, research objectives, research methods, etc. Chapter 2 reviews the relevant literature to lay a theoretical foundation for this study. Chapter 3 studies the motivation of the formation of SaaS mixed channel structure, and uses case study method to test and revise the theoretical model. Chapter 4 combs the SaaS mixed channel. Based on the economic and technological characteristics, the SaaS mixed channel service model is proposed and the service competition model of SaaS mixed channel is constructed. Chapter 5 studies the influence of different autonomy of new entity channels on the profit of SaaS mixed channel supply chain, and compares the different service levels of SaaS service providers to determine the strategy. This paper studies the service competition of SaaS mixed channel under SaaS service provider integration service model and SaaS agent integration service model, and compares the advantages and disadvantages of the three service models from the perspectives of SaaS mixed channel supply chain, SaaS service provider, SaaS agent and customer respectively. Chapter 8 summarizes the conclusions of this study and its contributions to theory and practice, and objectively points out the limitations and shortcomings of this study, and puts forward the direction for future research.
【学位授予单位】：南开大学
【学位级别】：博士
【学位授予年份】：2012
【分类号】：F49
本文编号：2188964
[Abstract]:Software as a Service (SaaS) is a software application service based on cloud computing and an important part of cloud computing. Electronic direct selling channel is a channel structure commonly used by SaaS service providers. However, many SaaS service providers at home and abroad are rapidly expanding their physical channels and gradually forming electronic direct selling channels and real-time channels. Under this structure, the relationship between SaaS service providers and SaaS agents is a supply chain cooperative relationship horizontally and a market competition relationship vertically. Although the advantages of the mixed channel in reducing transaction costs and expanding the market scale are outstanding, it also makes the members of the mixed channel fall into the embarrassment of cooperation and competition. SaaS service providers deliver software services to customers rather than software products. Services have become the main marketing body of SaaS. Therefore, the research on competition and coordination of SaaS mixed channel services will help optimize the SaaS mixed channel, which is of great significance to promote the rapid development of SaaS.
The main conclusions of this paper are reflected in the following four aspects:
Firstly, the necessity of the formation of SaaS mixed channel comes from the characteristics of SaaS products and customer preference. Starting from the changing reality of the channel structure from SaaS service provider's network direct channel to mixed channel, this paper takes resource-based theory, resource-dependent theory, transaction cost theory and principal-agent theory as the preliminary theoretical basis for the formation of SaaS mixed channel. On the basis of case study, this paper explains the necessity of SaaS mixed channel structure from the perspective of product, market and cost, and explains the feasibility of SaaS service provider changing from network direct channel to SaaS mixed channel from the perspective of preliminary theoretical basis. The formation of mixed channel structure provides feasibility, and the characteristics of SaaS products and customer market preference can explain the necessity of the formation of SaaS mixed channel structure.
Secondly, the quasi-autonomy efficiency of entity channel in SaaS mixed channel is higher. Based on the previous classification of channel autonomy, the degree of entity channel autonomy in SaaS mixed channel is divided into three categories: complete integration, quasi-autonomy and complete autonomy. From the point of view of SaaS service provider's profit, when the customer installation base of SaaS agent is higher than a certain value, the strategy of attracting franchisee to join in the mixed channel is superior to that of using only the direct channel. Integration and complete autonomy strategy.
Thirdly, SaaS mixed channel service model is scenario-dependent. Based on the characteristics of SaaS service and SaaS mixed channel, this paper proposes three SaaS mixed channel service modes: independent service, SaaS service provider integration service and SaaS agent integration service, and studies various SaaS mixed channel service modes. The results show that the advantages and disadvantages of the three service modes are scenario-dependent, influenced by unit service cost and service level cost, when unit service cost and service water cost are considered. When the average cost parameters are the same, SaaS agent integration service is superior to the other two service modes from the point of view of SaaS service providers and customers.
Fourthly, revenue sharing contract and its improved contract have limited coordination ability to SaaS mixed channel. Based on the characteristics of SaaS and previous studies on mixed channel coordination contract, this paper studies the coordination ability of revenue sharing contract and improved revenue sharing contract to SaaS mixed channel under different service modes. The coordination conditions of the contract are very strict and the applicability is very limited. In the coordination of the independent service model SaaS mixed channel, we find that the variable cost allocation factor in the inverse revenue sharing-variable cost allocation contract does not play a coordinating role, and the income sharing factor in the mutual revenue sharing contract does not play a coordinating role, and the inverse revenue sharing factor does not play a coordinating role. Sharing-variable cost sharing contract has the same coordination conditions as reverse revenue sharing contract, so reverse revenue sharing-variable cost sharing contract has the same coordination ability as reverse revenue sharing contract. But reverse revenue sharing-fixed cost sharing contract can coordinate different service modes. The SaaS mixed channel can achieve win-win situation between SaaS service provider and SaaS agent under non-coordinated condition, but the contract will make the profit of SaaS agent zero under coordinated condition.
The innovation of this paper is mainly reflected in the following three aspects:
Firstly, the SaaS mixed channel under service competition needs to reset its service level. In the study of price competition in mixed channel, it is considered that setting the same price in two channels will benefit the members of supply chain. In service competition, when the new entity channel is fully integrated and the new channel is quasi-autonomous, the SaaS service provider redefines its service. The level of decision-making is superior to other ways.
Second, the optimal service level of SaaS agents under service competition is independent of the service level setting of SaaS service providers. Provider's transfer price response function.
Thirdly, the contract which can coordinate the mixed channel under the price competition is weak in the coordination of the SaaS mixed channel under the service competition. Through the test of the coordination ability of the traditional mixed channel contract, it is found that the revenue sharing contract can coordinate the traditional mixed channel, and the reverse revenue sharing contract is weak in the coordination of the SaaS mixed channel. Reverse revenue sharing-variable cost sharing contract and mutual revenue sharing contract have limited application scenarios, and there is no difference between coordination ability and reverse revenue sharing contract. Reverse revenue sharing-fixed cost sharing contract can coordinate SaaS mixed channel under different service modes.
Chapter 1 discusses the research background, research issues, research objectives, research methods, etc. Chapter 2 reviews the relevant literature to lay a theoretical foundation for this study. Chapter 3 studies the motivation of the formation of SaaS mixed channel structure, and uses case study method to test and revise the theoretical model. Chapter 4 combs the SaaS mixed channel. Based on the economic and technological characteristics, the SaaS mixed channel service model is proposed and the service competition model of SaaS mixed channel is constructed. Chapter 5 studies the influence of different autonomy of new entity channels on the profit of SaaS mixed channel supply chain, and compares the different service levels of SaaS service providers to determine the strategy. This paper studies the service competition of SaaS mixed channel under SaaS service provider integration service model and SaaS agent integration service model, and compares the advantages and disadvantages of the three service models from the perspectives of SaaS mixed channel supply chain, SaaS service provider, SaaS agent and customer respectively. Chapter 8 summarizes the conclusions of this study and its contributions to theory and practice, and objectively points out the limitations and shortcomings of this study, and puts forward the direction for future research.
【学位授予单位】：南开大学
【学位级别】：博士
【学位授予年份】：2012
【分类号】：F49
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