Marketing scholars (including doctoral students in marketing) are busy with marketing learning, teaching and research. They may neglect the basic question of "what is good marketing theory research", which makes the subject appear to be eroded and marginalized. .Therefore, on the basis of answering what is the marketing management theory paradigm and what is the marketing management theory research, we explore what is the problem of good marketing management theory research. (1) The paradigm of marketing management theory is “marketing + management”, which can be simply summarized as the process of analysis, planning and implementation of the selection process of “target customers, marketing positioning, products, prices, distribution, and dissemination”. (2) The content of marketing theory research, including marketing management and research process (especially marketing strategy and strategy selection process and research process) involves propositions and paradigms, laws and methods, which are essentially related concepts and their relationship Research, as well as research on the research method itself. (3) Good marketing theory research has six characteristics, including theoretical, interesting, innovative, rigorous, applied and moral characteristics, which inspire the marketing scholars' academic behavior : Through the theoretical innovation and rigor, the ethical and ethical nature of the research process and issues, achieve good or positive application, contribute to new human knowledge and contribute to the good of society.

From the viewpoint of theories on cultural capital, health habitus determines the extent to which people tap into the resources and services that healthcare organizations provide for the sake of their own health well-being. This study explores the approaches that technology-centered healthcare organizations might adopt to facilitate self-management of chronic disease patients through transforming their health-related dispositions. By conducting textual analysis on the user education discourse of a service provider specializing in diabetes, this study identifies the disperse practices and the integrated practices and interpret the underlying meaning system, consistent with the self-management model to the studied firm’s business. This study suggests actions that other mobile technologies-enabled healthcare providers may take to cultivate health habitus among clientele.

Nowadays, many reverse companies have emerged. Different from the growth paths of traditional companies, reverse companies look for potential profit points on the basis of forming customer scale first. At present, many reverse enterprises fall into business difficulties due to unclear growth path and business focus. In this context, this research builds the growth path of “reverse” company through multiple successful and failed “reverse” company cases, pointing out that the growth of such company must go through three stages of creating customers, matching products and operating products. And pointed out the priorities of the company in each stage. Compared with traditional company, this research also finds that “reverse” company should pay attention to the accumulation and improvement of customer assets. The three stages of the growth process are all around customer assets. For this reason, company can increase the number of customers and improve customers. Increase retention, increase customer marginal revenue, and lower customer acquisition costs to increase customer assets. The research also discusses the theoretical significance and marketing implications of these research conclusions.

Resolving the conflict between the highly uncertain external environment and the enterprise's own resources/capability constraints has become the focus of the marketing field. Based on the perspective of resource orchestration, this study uses the longitudinal case study methods and explores how manufacturing enterprises can improve market adaptability through resource orchestration. The results show that: (1) Resource orchestration involves three processes: structuring, bundling and leveraging, and the orchestration of focus resources is the key to improving market adaptability. (2) Facing the conflict between the dual pressures of market and technology and the constraints of the enterprise's own resources/capacity. Enterprises through constructing “additional”, “complementary” and “network” resources composition, and will promote core capability dynamic evolution from “unitary” to “pluralistic” ability. (3) Manufacturing enterprises achieve market adaptability based on the polarization ability which focus on a certain point, the ambidextrous competence which to resolve conflicting behaviors, and the composition ability which can create composition competitive advantages. The research conclusions expand the research on market adaptability and have enlightenment and guiding significance for manufacturing enterprises how to improve the market adaptability.

Lunar New Year's Eve is the most important and most ritualized feast of Chinese families in the year. It is the time for the whole family to reunite. The family gather together to describe their past and talk about the future, which means a lot to the family member and the whole family. Based on the consumer culture theory, this study hopes to explore how Chinese young consumers construct or present their family identity by studying the Lunar New Year's Eve dinner consumption ritual. We collect primary data through in-depth interviews and participatory observation, supplemented by secondary data such as historical archives, cultural tracing, documentary reports and miscellaneous essays. Based on constant comparative analysis of these materials, we deconstruct the consumption rituals of Lunar New Year's Eve dinner from four aspects, including participants, place, time and related activities, and analyze its meaning and symbolic significance to young consumers. Furthermore, we find that young consumers construct and strengthen their individual self-identity, relational identity and family identity in various ways through consumption and practice in the consumption of Lunar New Year's Eve dinner. Finally, the significance and limitations of the research findings are discussed.

As China's imported cross-border e-commerce has entered a stage of rapid development, the problem of consumer shopping risk is increasingly prominent and the crisis of consumer trust is intensified. The theory of building consumer trust in traditional online shopping can no longer meet the needs of cross-border scenarios. This paper adopt the methods of network logs and grounded theory. The data collection and analysis are conducted on consumer reviews from Tmall international, Netease koala and JD global shopping in the commodity review area. This paper explores and extracts the moderating variables of consumer perceived risk and cross-border characteristics in cross-border e-commerce. Based on the theory of "perceived risk-consumer trust-consumer purchase decision-making", this paper deduced mechanism of consumer dynamic trust based on the whole process of cross-border e-commerce transaction. It is concluded that in the pre-purchase, purchase and post-purchase stages of cross-border e-commerce transactions, consumers' perceived cognitive risk, transaction risk and utility risk are moderated by the cultural distance, geographical distance and institutional distance caused by the cross-border transaction subjects. On this basis, the pre-influence factors of trust in each transaction stage are synthesized to respectively influence the establishment of cognitive trust, emotional trust and behavioral trust, so as to affect consumers to make the order payment, confirm receipt and praise repurchase decisions. At the same time, with the advance of pre-purchase, purchase and post-purchase transactions in cross-border online shopping, consumer trust presents a dynamic evolutionary path of "cognitive trust-emotional trust-behavioral trust". Finally, based on the conclusion of this study, three suggestions are put forward for the construction of consumer dynamic trust in import cross-border e-commerce platform, namely establishing cross-border e-commerce websites with the national characteristics as the main line of commodity display and search, increasing the national or regional consumer evaluation system, and establishing a customer service response team of cross-border e-commerce platform with national characteristics.

 New retail refers to the new retail format driven by big data and depending on the development of new technologies to upgrade consumer experience. As a new driving force for the Chinese retail industry, new retail is an important business model to be investigated and understood. Fresh Hema, the benchmark for new retail, is an appropriate research object for a case study. This paper reviews the existing literature on the evolution of retail formats and the development of multi-channel and omnichannel under the context of Internet technologies. Then, this paper systematically analyzes how Fresh Hema reconstructs the relationship among consumer, goods, and fields using big data technology in the Internet environment. At the same time, this paper also selects some domestic and international retail cases, and makes cross-comparison with Fresh Hema to find out the similarities and differences, so as to better summarize and understand the characteristics of the new retail successful model.

There is still an unsolved problem in theory and practice that how B2B companies effectively implement brand strategy. This study aims to enhance understanding of ways to guarantee successful implementation of brand strategy systematically. For this purpose, the research executed a case study on Beijing New Building Material Group, which builds a competitive and influential international brand in the global market, from 2004 to 2017. This study attempted to discuss the key drivers of implementing brand strategy, the core decisions of successful brand strategy and the ways of matching key resources and core competences with brand strategy. In this framework, it revealed: (1) The logic of brand strategy management (key drivers→brand strategy←resources and competences) makes B2B companies succeed in implementing brand strategy and meeting performance expectations;（2）The ability and ambition of top managers which determines the process and outcome of brand strategy and its status in corporate strategy is the key driver of brand strategy; (3) The core decisions of B2B brand strategy include brand positioning, brand culture, target market and brand portfolio; (4) It is imperative for brand strategy to match key resources reasonably and cultivate core competencies.