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Relationship marketing--a new weapon for high-tech enterprises to win marketing.

Author: No.2 editor of the trade union

Since the 1980s, the new technological revolution with biotechnology, information technology, new material technology as the core has brought profound changes in politics, economy, culture and society of all countries in the world. Many countries regard the development of high technology as an important part of their national development strategy, invest huge sums of money and organize a lot of manpower and material resources to strive to win the first opportunity in this technological revolution. For example, Western Europe has the Eureka Plan, Japanese has the basic policy of revitalizing science and technology, the United States has the National Information expressway Plan, the former Soviet Union and Eastern European countries have the comprehensive outline plan of scientific and technological progress, and China has the 863 Plan and the Torch Plan. For example, high-tech parks represented by Silicon Valley in the United States and Tsukuba in Japan have achieved great success. High-tech economic entities, represented by Microsoft and Intel, have achieved fabulous growth due to their excellent management and marketing strategies, and the ability of some high-tech enterprises to accumulate wealth is staggering. Therefore, it has become a hot issue to study the growth law of high-tech industries from a macro perspective and the management and marketing strategies of high-tech enterprises from a micro perspective. There are more and more research monographs at home and abroad. Scholars and businessmen have explored the laws and countermeasures of high-tech development from different angles, and have drawn very valuable conclusions. However, we find that when we study the marketing strategy of high-tech enterprises, we mostly follow the traditional marketing research theory. Traditional marketing theory takes a single enterprise as an analysis unit, and holds that enterprise marketing is a process of influencing the external environment by using internal controllable factors. The classic summary of internal controllable factors is 4PS combination, and the core of marketing activities is to formulate and implement effective marketing combination strategies. However, practice has proved that it is increasingly difficult for traditional marketing concepts to directly and effectively help enterprises gain operational advantages. This is because it is impossible for any enterprise to provide all the resources needed in the course of operation by itself, but it must obtain financing through banks, recruit human resources from the society, obtain technical agreements with research institutions, distribute products through distributors, and jointly promote and spread with advertising companies. In addition, enterprises must be accepted by a wider range of relevant members, including peer enterprises, the community public, the media, the government and so on. Enterprises themselves can't resist the pressure of the environment. Therefore, enterprises are closely related to these members and constitute a business ecosystem to ensure the survival and development of enterprises. Partners in the ecosystem establish appropriate relationships and form a huge network based on value chain relationships. For most companies, the success of products is the result of using network resources. The concept of relationship marketing is to establish long-term and effective exchange relationships with customers, suppliers, distributors and other partner groups. However, at present, there are few studies on the marketing problems of high-tech enterprises from the perspective of relationship marketing. As far as the information I can collect is concerned, few scholars use the idea of relationship marketing to study the marketing problems of high-tech enterprises. Even if there is, it only stays on the summary of practical experience and has not yet risen to the height of theory. Other scholars mostly expound the theory of relationship marketing, often explaining it with the case of service industry, and even less study the relationship marketing strategy from theory and practice in combination with the marketing characteristics of high-tech enterprises. The author believes that the marketing of high-tech enterprises has its particularity. For example, Geoffrey Moore, a high-tech expert in Silicon Valley, once said: "The marketing of high-tech products focuses on establishing good market relations with customers and communicating with them in two ways, rather than cultivating consumers' brand awareness and customer loyalty in the form of advertisements or other single communication." "The core of market relations is to establish and maintain public relations with all members who have established high-tech markets, not just the most ordinary members. In particular, the establishment of formal and informal information exchange should not only face customers, news media and analysts, but also face software and hardware partners, wholesalers, middlemen, system integrators, user groups, industry organizations, universities, standardization organizations and international partners. Market relationship also means not only improving external communication, but also improving internal information exchange among sales outlets, product managers, strategic planners, customer after-sales service and security departments, engineering departments, manufacturing departments and financial departments. Based on the above reasons, it is necessary to make an in-depth study of relationship marketing, an advanced marketing ideas that developed in the 1990s.

First, the historical evolution and main research results of relationship marketing

(A) the historical evolution of relationship marketing

The emergence of marketing ideas has a historical evolution process.

A classic definition of marketing is described as follows: marketing is a social and management process in which individuals and groups create products and values and exchange them with others to meet their needs and desires. This definition has dominated the world marketing for decades, and it is still the mainstream of marketing ideas until now. However, with the changes of the world economic environment, especially the formation of the world buyer's market and the rapid development of information technology marked by the Internet, its two inherent defects are becoming more and more obvious. First, it emphasizes transaction in concept, points out that the core of marketing is exchange, and emphasizes that marketing focuses on winning customers rather than retaining them for a long time; Secondly, the vision of marketing focuses too much on the customer group, without paying special attention to the importance of other groups closely related to the enterprise, and fails to realize that competition is no longer the competition between individual competitors, but the competition of the network in the marketing chain. It is based on the understanding of these two defects that the significance of relationship marketing is highlighted.

On the whole, the historical evolution of relationship marketing is shown in figure 1.

Figure 1 Historical evolution of relationship marketing

In the 1950s, people's attention to marketing mainly focused on consumers. In the 1960s, the industrial market received more attention. In 1970s, the research focused on the marketing of non-profit organizations. In 1980s, people paid attention to the service market. In the 1990s, for the above two reasons, more and more attention was paid to relationship marketing.

(B) the main research results of relationship marketing

The concept of "relationship marketing" was first put forward in the 1980s. The earliest definition was put forward by Leonard Berry (1985): "Relationship marketing is to attract, maintain and enhance the relationship with customers". Relationship marketing theory was first applied to industrial market, and its most important theoretical basis is social exchange theory (Blau, 1964), inter-enterprise behavior theory (Pfeffer and Sslanik, 1978) and technology exchange theory (such as Hakansson, 1989 and Lundgram, 65438). At the same time, it absorbed the important ideas of system theory, collaboration theory, communication and other related disciplines (Wang Fanghua et al., 1998). The long-term and dynamic relationship between buyers and sellers in the industrial market has been completely recorded through actual market research (Hakansson,1989; Ford, 1990), and published normative analysis, which proved that developing long-term relationship with customers is a good marketing strategy (Jackson, 1985). In recent years, American relationship marketing mainly focuses on the relationship between relationship commitment and trust (Morgan and Hunt, 1994). Later, relationship marketing received extensive attention in the service industry (A. Payne; 1993)。 The scope of relationship marketing has also broken through, and an extended marketing concept has been put forward (martin christopher, adreian payne and David ballantyne, 1992). The coping strategies of the customer market and other related markets are also described in depth (Kara B. Furong,1993; Wang Fanghua and Hong Qiqi 1998). In addition, many domestic and foreign scholars have enriched their understanding of relationship marketing from different angles. However, so far, a perfect theoretical system has not been established, and no monograph can compare with the classic works of marketing management school. The research results obtained can be summarized as follows:

1. This paper preliminarily analyzes the academic ideological roots, social basis and economic significance of relationship marketing.

It is pointed out that the relationship marketing model originated from Nordie Severs marketing and industrial marketing and purchasing in northern Europe, borrowed from the parameter theory of Copenhagen School, a European economist before 1930s, and was implicit in the Germanic/Alpine capitalist model. Its theoretical basis should be obtained from 18 and 19 century political economy. At the same time, system theory and integrated communication theory enrich the theoretical thinking of relationship marketing. In the sense of economics, the theory of customer lifetime value is put forward. It is considered that it is economical for an enterprise to spend 5 or 6 times more money to win a new customer than to keep an old one.

2. Analyze the difference between relationship marketing and trade marketing, and draw the conclusion that relationship marketing as a paradigm will replace trade marketing.

It is believed that relationship marketing with relationship as the core concept will replace the marketing management paradigm with exchange as the core concept. The emphasis is on winning customers and retaining customers for a long time, rather than just facilitating transactions at one time as the marketing management school pays attention to.

Table 1 Comparison between trade marketing and relationship marketing

3. By comparing and analyzing some popular marketing concepts, it is pointed out that the marketing concept better grasps the basic connotation of modern marketing and is a more advanced marketing concept.

It is pointed out that "social marketing view", "competitive marketing view", "ecological marketing view", "global marketing view" and "green marketing view" put forward from the perspective of social development, although they put forward innovative marketing-oriented ideas from various angles, they basically consider problems with an expanded marketing thinking mode, focusing on opening up markets, seeking customers and paying attention to market growth rate. It belongs to the trade marketing paradigm, and relationship marketing has the essential characteristics of information exchange based on two-way communication, strategic operation based on cooperation, marketing promotion with mutual benefit as the goal, and management policy with feedback coordination as the function. The focus is on how sellers can stabilize customer resources and improve the loyalty of enterprises and brands, so as to obtain long-term profits and discover innovation needs. Relationship marketing better grasps the essence of modern marketing and is the development and deepening of marketing.

4. Expand the marketing scope from the customer market to all relevant stakeholders.

It is pointed out that an enterprise is a member of a complex relationship network, and the relationship market is classified. American scholars (Morgan and Hunt, 1994) have defined four groups of ten partnerships of enterprises, namely, supplier partnership (product suppliers and service providers), implicit partnership (competitors, non-profit organizations and governments), buyer partnership (end customers and direct customers) and internal partnership (functional departments, employee business units and business departments). Swedish scholar Gumson divides the relationships faced by enterprises into two categories: market relationships and non-market relationships. Kotler (199 1) put forward the concept of integrated marketing, and determined 10 important marketing objectives in the environment, including suppliers, distributors, end users and employees in the direct environment; Financial institutions, government, media, allies, competitors and the public in the indirect environment. British scholar martin christopher, etc. (1992), which summarizes the above complex relationship into six market models, namely, customer market, internal market, influencer market, recommendation market, employee market and supplier market. It is pointed out that relationship marketing is a long-term and effective exchange relationship with customers, suppliers, distributors and other partner groups to develop and maintain the same interests, and the core of enterprise marketing activities is to establish and develop good relations with these public.

5. Focus on customer relationship marketing, and some research results have been introduced into the marketing practice of enterprises.

This paper puts forward the theory of commitment-trust in relationship marketing, analyzes the factors affecting commitment in market relations, and the different roles of satisfaction, trust and commitment in customer relations, and constructs a relationship marketing model with trust, contract, interaction and empathy as the core. It also puts forward that relationship marketing comes from the integration of marketing, quality and customer service, puts forward three levels and five development stages of relationship marketing, and summarizes the operation mode of relationship marketing. At the same time, scholars put forward many coping strategies in empirical research. For example, customer relationship management (CRM) based on information technology has been introduced into the business practice of enterprises. For example, 1999, the global CRM market is 7.6 billion dollars, and it is expected to reach 67 billion dollars by 2004. In addition, the supply chain management system (SRM) based on the cooperative relationship between manufacturers and suppliers has also been put into practical operation.

Second, the characteristics and difficulties of high-tech enterprise marketing

(A) the technical uncertainty of high-tech products increases the difficulty of product development and product positioning.

The technical uncertainty of high-tech products means that it is difficult to judge whether a technology is more reliable and more effective than other technologies to meet the needs of some markets. This is due to the following reasons: 1, the reliability of the product is difficult to predict; 2. The performance of the product is difficult to guarantee. It is uncertain to what extent high-tech products can meet the actual expectations of consumers and to what extent products can reflect the expectations of manufacturers. 3. It is uncertain whether the manufacturer can provide timely and effective service; 4. The negative effects of products are unpredictable; 5. It is not easy to grasp the length and change of technology life cycle; 6. It is difficult to choose the technical direction. Because before the industry standard has been established, it is difficult to decide which technical direction is promising. It is difficult for enterprises to decide whether to choose one technical field or go hand in hand in multiple technical fields. The above reasons are superficial, and the deep root lies in: the high-tech technical support network may not be fully established; Technology development needs a cycle, and technology will mature after repeated experiments, adjustments and corrections; The pace of scientific and technological development is accelerating, and many major technological breakthroughs often appear unexpectedly; The information between high-tech industry and market is more asymmetric, and the information transmission between enterprises and competitors, enterprises and consumer markets is not always timely, but more often information lags behind. The above reasons make high-tech enterprises have great uncertainty in the product development stage, and product decision-making becomes difficult.

(2) The uncertainty of high-tech market increases the difficulty of market positioning and market demand forecasting.

Market uncertainty mainly means that it is difficult for manufacturers to accurately judge and predict the type and degree of consumer demand, market scale and market growth rate that their technical products need to meet. The reasons are as follows: 1. Enterprises cannot predict the potential utility and benefits of technology. Consumers are not technical experts, they often don't know and can't use high technology, and they have FUD (fear, uncertainty and doubt) psychology about high technology. Their consumption demand is lagging behind, and it is difficult for enterprises to accurately predict because they can't conduct effective research. 2. Consumer demand changes rapidly, which is difficult for enterprises to grasp; It is difficult to determine when potential consumers will buy products. The life cycle of high-tech products is short, and new technologies are quickly replaced by newer technologies, and the products in consumers' hands may soon become backward, which makes consumers more likely to wait for a while before buying a new generation of products with higher performance; 4. Without previous sales records, it is difficult to predict the market scale and product popularization speed; It is difficult to predict whether and when the industry standard can be determined. This leads to the uncertainty of the future development direction of the market, which makes many users worry that the products they buy are not future standard industrial products and cannot be compatible with future technical standards, resulting in loss of interests; 6. The market boundary is not easy to determine. High-tech products often have a variety of use values, can be provided to different types of industries, and may derive more new uses in use, and the combination with other technologies will bring unexpected benefits. Due to the above reasons, it is difficult to accurately judge the market demand of high and new technology, which brings uncertain factors to the production and sales of enterprises.

(3) The product life cycle curve of high-tech market shows obvious fluctuation, which makes high-tech enterprises have efficient time management and marketing innovation.

The performance of successful high-tech products in the market often has a steep sales peak and a sharp sales trough. The reason for this phenomenon is that high-tech products have the characteristics of network externalities. Network externality means that for a specific user, the value of high-tech products increases with the increase of users, that is, the utility functions of users are interdependent. The first-Mover effect of high-tech product market competition is obvious, and the winner-takes-all phenomenon has become a rule of high-tech product market competition. Therefore, on the one hand, the market accepts products slowly; On the other hand, once the market accepts a product, its production scale will rise and its cost will fall, effectively preventing the invasion of latecomers and the sales volume of the product will soar. Similarly, when better products come out or the original products have major defects, the market sales will also drop sharply. High-tech enterprises face more complicated marketing decisions when manipulating product supply and demand, and need efficient time management and marketing innovation. At the same time, more attention should be paid to the cooperation between departments.

(D) The complexity of product technology needs to provide timely services, which puts higher demands on the service management and channel management of high-tech enterprises and increases the difficulty of management.

High-tech products have high technical level and complex structure. Some technologies are unprecedented. Users are often unfamiliar with its technical performance and use, and high-tech products often have a short time to enter the market, and their technical performance needs to be further improved. In view of this situation, it is certainly impossible for enterprises to print and distribute product manuals and user manuals alone, and a high-quality service system should be established. Customers can feel the power of service before, during and after product sales. Let users feel a strong sense of responsibility, further induce users to rely on high-tech products and create demand for the future. To some extent, whether it can provide effective services requires enterprises to pay attention to the management and training of service personnel. We must also innovate the marketing channels of enterprises. We should make services close to users, listen to users' voices, solve users' difficulties, improve service quality and enhance the reputation and value of enterprises. This requires enterprises to pay attention to the improvement of two-way communication ability of channel information and invest a lot of money in information management.

(5) High-tech enterprises are highly dependent on each other, facing the follow-up attack of traditional enterprises, which makes high-tech enterprises face enormous market pressure and must break the narrow business vision and seek cooperation in the competition. * * * Develop market opportunities.

Because of the characteristics of high technology, the cost of high-tech research and development is very high, and because of the complexity and frontier of technology, it is often not enough to rely on only one enterprise. At the same time, due to the effectiveness of high technology, even if an enterprise can develop new products, it may have missed the market opportunity, and the market has been occupied by the first developed enterprise. Furthermore, high-tech products often need technical complementarity, such as the relationship between computers and software. On the other hand, high-tech products are also vulnerable to the siege and attack of traditional industries. Traditional industries will spread the high-tech threat theory, and may also carry out some transformation and upgrading of traditional technologies to squeeze the market of high-tech products. These reasons lead to super competition in the high-tech market. Therefore, high-tech enterprises need to open their eyes to seek cooperation opportunities, seek complementary advantages with other enterprises, establish alliances or mergers, reduce R&D expenses, seize the time, * * * develop the market for high-tech products, and make the market pie bigger. This situation determines that high-tech enterprises pay more attention to external viewing in their business strategies.

(6) The competition among high-tech enterprises is more reflected in the development of new markets than in the possession of market share. Therefore, high-tech enterprises are facing more arduous market development tasks.

High-tech products have natural technological expansion. That is, a mature technology can span many industries and countries. Moreover, if a technology does not develop new markets and only stays in a small market range, it will leave room for development for other high-tech brands. Because of the winner-takes-all feature, better enterprises will soon unify the market. In every high-tech field, only a few successful enterprises will be retained. Therefore, in addition to constantly improving the performance of products, high-tech enterprises are also faced with the huge task of rapidly developing the market.

In addition to the above problems, high-tech enterprises are also deeply influenced by government policies. The relevant policies of the government guide the development direction of high-tech industries. The high-tech direction chosen by the government will give various policy support, while the government will impose various restrictions on areas that it does not want to set foot in. Therefore, winning the support of the government is one of the key points of corporate public relations. At the same time, talents also play an important role in high-tech enterprises. Because the value of high-tech products lies in the knowledge contained in the products, and knowledge comes from people's wisdom. This is evidenced by the fact that the turnover rate of high-tech enterprises is higher than other industries. In addition, the overall image building of high-tech enterprises also plays a particularly important role in product sales. Customers are often willing to pay higher fees to buy products from responsible and reputable enterprises.

Third, marketing wins-combining the marketing of high-tech enterprises with the concept of relationship marketing.

The characteristics of relationship marketing and high-tech enterprises are discussed above, and the author thinks it is necessary to introduce the concept of relationship marketing into the marketing strategy of high-tech enterprises. Generally speaking, the role of relationship marketing is to seek long-term support from relevant groups with a broad vision. This idea has great practical value for the marketing of high-tech enterprises facing super uncertainty, which is embodied in the following aspects:

(1) Relationship marketing emphasizes the maintenance of the relationship with the six major markets, which broadens the marketing horizons of high-tech enterprises, thus providing a more comprehensive idea for the marketing integration of high-tech enterprises.

In the past, marketing only focused on a single market, that is, the customer market, but failed to consider the enterprise itself in a complex ecosystem, and failed to fully understand the influence of various elements in the enterprise ecosystem on the enterprise, and how the actions of the enterprise affect the structure and efficiency of the entire enterprise ecosystem. Therefore, although the formulated marketing policy may also pay attention to and take some measures to deal with the relationship with other related markets, such attention and measures have not yet risen to the overall strategy and lack of proper system integration. The broad vision emphasized by relationship marketing is to put high-tech enterprises in a complex enterprise ecological chain, comprehensively investigate the marketing environment and marketing objects of enterprises, and try to explore how the marketing measures of enterprises affect and change the structure and efficiency of the whole enterprise ecological chain, so as to coordinate various relationships and maximize the efficiency of mobilizing resources for enterprises. High-tech enterprises seek the rational allocation of raw materials, semi-finished products, labor, technology, information and other resources in the supplier market; Seek reasonable resource allocation in the dealer market and get strong support from the market base; In the internal employee market, seek the cooperation of employees and maximize the resource conversion process; Seek resources and complementary advantages in the competitor market; Seeking intangible resources in the influencer market is a powerful driving force for high-tech enterprises to move towards the market terminal. These efforts will eventually enhance the competitiveness of enterprises and obtain customer resources (Figure 2). In addition, from the perspective of customer value, the relevant market of the enterprise also participated in the process of creating and transmitting customer value (Figure 3). This description further expands the space of customer value creation, and jumps the traditional value creation within the enterprise into a process in which all stakeholders participate together.

Figure 2 Competitive advantage of relationship marketing

Select customer market segments for value positioning, cooperative suppliers, cooperative competitors, industrial bases, training, encouraging employees to choose products of cooperative suppliers (joint), formulating product pricing, distribution services, supporting activities, helping information communication services, developers to promote business, promoting advertisements, and cooperating with distributors to promote industrial bases.

Figure 3 Value Transfer System of Relationship Marketing Group

(2) Relationship marketing is based on the principle of two-way communication and two-way feedback of information, establishing long-term relationship groups of high-tech enterprises, obtaining real market information, and avoiding the business risks of high-tech enterprises to the greatest extent.

Traditional marketing pays more attention to the information dominance of enterprises, and the information of enterprises is sufficient, while the information of customers and other related groups is insufficient, which leads to information asymmetry. Asymmetric information is not conducive to maintaining effective marketing strategies between enterprises and related groups. Relationship marketing emphasizes the two-way flow and feedback of information. On the one hand, enterprises transmit information to relevant groups; On the other hand, relevant groups also have relevant channels established by enterprises to feed back information to enterprises. Smooth information exchange and feedback channels are the ties to strengthen relations. Similarly, a good relationship further enhances the exchange of information and emotions. This good relationship expands the boundaries of enterprises, brings relevant groups into the operation of enterprises, and enhances high-tech enterprises to obtain real market data in the ever-changing high-tech market. Timely feedback is beneficial for enterprises to effectively seize opportunities and avoid risks. At the same time, a good information exchange and feedback mechanism can also create a good customer relationship, and a good customer relationship can also retain customers for a long time and gain their lifelong value. Similarly, you can also get the long-term support of relevant groups and get the long-term value of relevant groups.

(3) The competitive cooperation concept of relationship marketing pursues the win-win strategy of participants, guides high-tech enterprises to cooperate with multiple groups, and the enterprise marketing moves from conservative to open.

Traditionally, enterprises are in a hostile environment. Enterprises and suppliers, enterprises and distributors, enterprises and competitors, enterprises and internal employees, and even enterprises and customers are hostile. In order to get their own best interests, both sides try to squeeze the interests of their opponents. This kind of thinking is a bit out of date in the high-intensity competition of high-tech enterprises. Due to the characteristics of high technology, it is often impossible for a single enterprise to complete a technological innovation alone. High cost or delayed timing will bring a devastating blow to high-tech enterprises; Moreover, when formulating industry standards, a single enterprise is often overwhelmed and must be supported by multiple stakeholders. Therefore, high-tech enterprises abandon the narrow competitive strategy and gradually adopt the concept of competition and cooperation. Competition and cooperation. Seeking cooperation in competition, there is competition in cooperation. Enterprises form strategic alliances with suppliers and distributors, and they will all be honored and lost; Enterprises cooperate with competitors in research and development to reduce costs, and cooperate with channels to develop markets for mutual benefit; The new contractual relationship between enterprises and internal employees can better attract and retain talents with scarce resources; Enterprises maintain long-term relations with customers and win the lifelong value of customers; Enterprises cooperate with the government to win the government's policy support, so that enterprises can form their own stable network relations and enhance their ability to open up markets and resist risks. The purpose of competition and cooperation is to benefit all participants and achieve a win-win situation.

(4) Relationship marketing takes customers as the center, integrates marketing resources in many ways, gets rid of the bondage of 4P, especially promotes the concept of "industrial base" of high-tech enterprises, and gives new ideas for marketing of high-tech enterprises.

Because the marketing of traditional products is not technically complicated, the reasonable education of consumers in marketing countermeasures is secondary, and the market can often be opened through powerful advertisements and various marketing means. This strategy is called "marketing"; However, the lag effect caused by consumers' widespread suspicion of FUD high-tech products cannot be successful by conventional methods alone. Here, we should adopt the marketing strategy of "marketing", integrate the resources in contact with consumers in various ways, analyze the market structure, develop powerful products, and establish a solid strategic position with the industrial base. The industrial base here refers to the sales chain (suppliers, agents, wholesalers and retailers) related to the enterprise, venture capitalists, financiers, journalists, newspaper commentators, economic analysts, lawyers, industry celebrities, information flow in the control industry (regular or irregular professional information in organizations such as societies and associations), theoretical authorities of universities and scientific research institutes, and competent officials and users of government functional departments. These people have formed a strong industrial base. Enterprise decision makers should establish good strategic relations with key figures. Through the introduction of industry information flow, the propaganda of news media, the recommendation of old users, the comments of industry authorities and the guidance of functional departments, it has gained a reputation and market attention that is hard to buy, which cannot be bought by advertising means. The broader the industrial base of a company, the closer the relationship with it, and the easier it is for its products to be accepted by consumers.

References:

[1][ UK] martin christopher et al. Li Hongming translation: Relationship Marketing, China Economic Publishing House, 1998.

[2] Wang Fanghua, Hong Qiqi: "Relationship Marketing", Shanxi Economic Publishing House, 1998 edition.

[3] Chang Zhiyou: A Review of Relationship Marketing Theory, Journal of Humanities and Social Sciences of Yunnan University, No.3, 2000.

[4] Niu Haipeng, Yin, "Marketing of High-tech Enterprises", Enterprise Management Press, 1999 edition.

[5] Song Yuyu: The Regess's Interpretation of High-tech Market, Sales and Market, 1998 1- 12.

[6] Han, Xiao Yanzi, "Analysis of Marketing Characteristics of High-tech Products" Economic and Management Research, 1999 No.5.

[7] philip kotler & Gary Armstrong., Introduction to Marketing. Prentiss Hall. In C. 1997.

[8] Adrian Payne, Service Marketing, Pretice Hall Publishing Company, Renmin University of China Press, 1997 Welcome to discuss your views with the author.