Based On Dynamic Competition Point Of View Of Technical Innovation And The Integration Of Marketing Strategy Research

As mentioned in The Economists, the world is moving toward to the third industrial revolution, which is the digitization of manufacturing. Under this circumstance, new products will come out more rapidly and the manufacturing engineering will be improved too. The competitive product line is the prerequisite for the companies to be successful. So product innovation is the impetus for the development of them. According to the former research, product innovation is one kind of dynamic capabilities, which made up of technological-related capabilities and marketing-related capabilities. In current days, the competition among Chinese companies is becoming more and more intensive. The competition is about neither the sole technology, nor the sole marketing, but the integration of the above two. Along with the Austrian view of market process, no leadership position is secure or sustainable. One who wants to hold its market share must succeed in every competitive interaction between the competitors and themselves. So how to integrate the technology and marketing is a critical issue that the scholars concern for.Based on the competitive dynamics theory, jointed with the studies of dynamic capabilities and organizational learning, the study developed the theoretical model to discuss the relationship between market share and competitive action. The model consists of five groups of hypotheses, for a total of ten. The hypotheses investigate the relationship between action volumes and market share, action simplicity and market share, action nonconformity and market share. The hypotheses also investigate the extent to which balance and combination of technology and marketing impact on market share.The research sample includes3085competitive actions collected from Chinese automobile industry. Based on the literature review, these actions are classified into six categories, including new price, new marketing, improvements, new product, new channel and new capacity. The actions are also divided into technological innovation or marketing campaign. Because the competitive environment we face to is a network structure, we use both FGLS and MRQAP to test the hypotheses.The results suggest that the companies are more likely to experience less market share or market share erosion when they are less competitively aggressive, carry out simpler and conformer repertoires of actions, and unbalance the technology actions and marketing actions. These findings, based on three years of data collected on Chinese automotive industry, contribute to research on technology diffusion, organizational learning and competitive dynamics. On the other hand, these findings also provide the managers with the guidelines related to the creation of competitive strategies. Last but not least, the MRQAP opens up a shady space for competitive dynamics research in network structure.The paper consists of five charters. The first charter is the introduction of research background and literature review. The second charter develops the theoretical model and the hypotheses. The third charter describes the research method, sample collection and operational definitions of the variables. The fourth charter gives the results of the empirical study. And the last charter is the discussion of the whole study.