文献出处：Reid M, Luxton S, Mavondo F. The relationship between integrated marketing communication, market orientation, and brand orientation[J]. Journal of Advertising, 2014, 34(4): 11-23.
THE RELATIONSHIP BETWEEN INTEGRATED
MARKETING COMMUNICATION, MARKET
ORIENTATION AND BRAND ORIENTATION
Mike Reid, Sandra Luxton, and Felix Mavondo
ABSTRACT: This paper relates integrated marketing communication (IMC)to market orientation (MO), brand orientation (BO), and external performance measures. The perspective adopted here argues that for clarity of meaning, IMC should be grounded and interpreted with these other concepts in mind. Specifically, this paper clarifies the links between IMC, MO, and BO, and proposes a testable model linking the relationships among these concepts and facets of customers, and organizational performance. The paper concludes by discussing implications of the study for both academics and practitioners.
.Marketing communication plays an important role in building and maintaining stakeholder relationships, and in leveraging these relationships in terms of brand and channel equity (Dawar 2004; Duncan and Moriarty 1998; Lannon and Cooper 1983; Srivastava, Fahey, and Shervani 2000;White 1999). As Dawar states: “Advertising and promotions of brands drive traffic and sales volume; marketing efforts and outcomes are measured and managed at the brand level; and brands are central to a firm’s responses to shortterm competitive moves. In effect, brands have become the focal point of many a company’s marketin g efforts and are seen as a source of market power, competitive leverage and higher returns” (2004, p. 31).
In response to concerns about the impact of hostile marketing environments on brand equity and increased management expectations related to marketing performance and accountability, many organizations are considering how to improve the management
and integration of their marketing communication programs using integrated marketing communication(IMC). Nevertheless, various authors support the contention that there is ambiguity surrounding the definition of IMC, with no consistent or mutually agreed upon meaning, and with many areas in need of clarification (Baker and Mitchell 2000; Beard 1996; Cornelissen 2001; Duncan and Mulhern 2004; Kitchen and Schultz 1999; Low 2000;Phelps 1996).
This ambiguity is likely to have an impact on the development of measures to operationalize and assess IMC in organizations. Indeed, Pickton and Hartley (1998, p. 450).The authors gratefully acknowledge the positive and constructive feedback from the guest editorial team—Tom Duncan, Don E. Schultz, and Charles Patti—and from two anonymous reviewers. state: “It is very difficult to conceptualize the big picture and to muster all the organizational influences needed to achieve integration.
There are many levels and dimensions to integration which all pose their individual and collective difficulties.To be implemented, IMC requires the involvement of the whole organization and its agents from the chief executive downward. It needs consideration from the highest corporate strategic level down to the day-to-day implementation of individual tactical activity.”In recognizing this complexity, this paper attempts to explain the role of IMC in organizations. The paper also attempts to delineate or establish a relationship between IMC,market orientation (MO), and an emerging concept of brand orientation (BO) by proposing that both MO and BO are necessary conditions for successful IMC. We accept that IMC can be conceived at two distinct levels, that is, strategic or tactical; however, we will emphasize the strategic component of IMC, which takes into account the cultural and learning requirements of positioning brands over time. The paper recognizes the complementarities between IMC to MO and BO, and how each addresses a critical facet of achieving a competitive advantage through building brand equity.
Figure 1 introduces our discussion and presents the relationship between the three concepts. Briefly, market orientation represents the culture of the organization through the adoption of the marketing concept and the systems and processes that underlie being market oriented (Harris, 1998). Brand orientation represents the functional or
business-unit focus on brands and brand strategies that support strong customer and stakeholder relationships regardless of the brand being at the corporate or product level, or being a service or a manufactured good (Bridson and Evans 2004). IMC in this 12 The Journal of Advertising model represents the development of integrated marketing communication to achieve stated brand and communication objectives, and provides the bridge between brand strategy and actions taken to build the necessary customer and stakeholder relationships. In doing so, IMC draws on the cultural predisposition to work cooperatively, leveraging the marketand customer-sensing mechanisms of the organization to devise message and media strategies. Furthermore, it adopts an informed zero-based approach to choosing the appropriate tools for the communication task and is also linked to brand and target-market history through the learning mechanisms of a market- and brand-oriented organization (Stewart 1996).
In justifying and presenting our model, we first present a background to the IMC, MO, and BO concepts, highlighting various approaches to conceptualizing IMC and the linkages to MO and BO. We then present a model that illustrates the testable relationships between market orientation, brand orientation, and IMC, as well as the linkages to performance outcomes. Finally, we discuss the managerial and research implications of this paper.
THE CONCEPT AND DIMENSIONS OF IMC
In a recent white paper on IMC (Duncan and Mulhern 2004),it was stated that its scope was expanding and the concept and process were still evolving. It was also argued that IMC is generally considered to be a philosophy or process related to strategically managing all brand messages in a way that contributes to the building of strong brands. In attempting to achieve this aim, managers of the IMC process are likely to draw on the cultural predisposition to work cooperatively,leverage the market- and customer-sensing mechanisms of the organization to devise message and media strategies, and adopt an informed approach to choosing and orchestrating the right tools for the communication task.In furthering the debate and development of the IMC concept,Kitchen, Joanne, and Tao (2004) suggest that IMC is the major communications development of the last decade, and that it is a potential driver of competitive advantage. The power of IMC is
said to counter a range of changes in the marketing communication environment that are having an impact on the ability of companies to attract, retain, and leverage customers. Kitchen, Joanne, and Tao (2004) also argue that IMC seems to have passed through, and is still passing through, significant debate over its meaning and purpose, and that it is struggling to emerge and distinguish itself from other marketing concepts such as integrated marketing, CRM(customer relationship management), and market orientation.From Kitchen, Joanne, and Tao’s (2004) perspective, IMC needs to be seen as a new paradigm that will facilitate the management of marketing communication.IMC is centered on building and leveraging customer and consumer interests and relationships. This relationship orientation ties IMC to one-to-one marketing and CRM, and challenges managers to deal with the integration, alignment, measurement, and accountability of both traditional and new interactive marketing approaches (Baker and Mitchell 2000).
In further extending this notion of customer-oriented communication, managers must realize that as long as IMC provides the organization with a superior market advantage, on occasions, it can be a market driver, and on others, it may be market driven (Carrillat, Jaramillo, and Locander 2004;Duncan and Mulhern 2004; Jaworski, Kohli, and Sahay 2000).
Defining IMC and Philosophy
Since initial attempts to define IMC in the early 1990s, an abundance of definitions have emerged, and have been discussed in detail in many recent papers (Duncan 2002; Gould 2004; Kitchen, Joanne, and Tao 2004; Kliatchko 2005). In Duncan’s representation, IMC is seen as “a process for managing the customer relationships that drive brand value. More specifically, it is a cross-functional process for creating and nourishing profitable relationships with customers and other stakeholders by strategically controlling or influencing all messages sent to these groups and encouraging data driven, purposeful dialogue with them” (2002, p. 8). As an indication of ongoing conceptual and theoretical development,a recent IMC white paper suggested that IMC should ? be more strategic than executional,
? be about more than just advertising and s ales promotion messages, Conclusion: MANAGERIAL AND RESEARCH IMPLICATIONS
Throughout the discussion, we have attempted to show the complementarities between IMC, market orientation, and brand orientation. We have emphasized that each concept reflects specific emphasis, but collectively, they provide a rich description and complex insight into the relationship. For most organizations, the issue of what is an antecedent to what does not seriously arise, because it is the exploitation of the complementarities that is more important. However, for organizations with low market orientation, in this case, the cultural context for interfunctional coordination and focusing on customers, attempts to develop IMC may not succeed. This is because the cultural foundation for cooperation across functions, departments, and SBUs (strategic business units), or with suppliers and other stakeholders, may not exist. Along the same line of argument, we believe that where brand orientation is low, implying low sharing of corporate or brand identity and vision, attempts at introducing IMC may not be as successful as when both MO and BO are adequately developed. The arguments presented in this study have implications Winter 2005 21 for managers. It is known and accepted that any form of integration is generally difficult. This is because efforts to integrate move people out of their comfort zones and threaten the status quo. It is also known that the reward systems in most organizations are not designed to reward cooperation (in fact, more often, organizations encourage competition and parochial interests). Some approaches to overcome this include building a strong market orientation and building a strong brand orientation. This allows for setting a positive cultural environment and will encourage routine cooperation, which will significantly assist in the implementation of IMC. From the model developed in this paper, there is a suggestion that IMC is positively associated with some performance metrics.
There is also the suggestion that perhaps IMC mediates the relationship between market orientation and performance, or that IMC mediates the relationship between brand orientation and performance, or both. This conceptualization providesa rich insight into how IMC might be linked to various performance measures.
Finally, we see the conceptual model presented in the paper as being imminently testable. The measures of market orientation have been around for over a decade and are becoming well accepted. The measures of brand orientation are slowly becoming
acceptable, although still at an early stage of development. The performance measures suggested in the study have been empirically tested by other researchers and present no special problems with operationalization. The most difficult part of the model relates to the development of scales that adequately capture the essence of the IMC process and can link to the appropriate external performance measures. The use of existing instruments such as Duncan and Moriarty’s (1997) IMC miniaudit may p rove useful as a starting point for testing these relationships. Overall, the data analysis implied by the model (structural equation modeling)is well established to provide direct, indirect, and total effects of the independent variables (MO and BO) through IMC, and the direct effects of IMC on external performance measures. The value of operationalizing this model will be seen through a clearer understanding of IMC’s relationship to other marketing concepts and to customer and brand equity and marketplace performance.
原文
营销沟通、市场定位以及品牌定位三者之间的关系
迈克·里德；桑德拉；费利克斯
摘要：本文涉及整合营销传播(IMC)市场定位(MO),品牌定位(BO)、和外部性能的措施。清晰的定义之后,整合营销传播应该有充足的理由解释这些概念。具体来说,本文阐明了整合营销传播、市场定位和品牌定位之间的联系,并提出了一个可测试的模型连接客户和组织绩效之间的关系。本文的结论及研究意义由学者和实践者提出。
市场关系在建立和维护股东关系上起着至观重要的作用，并且在品牌和渠道公平性上也起着维护这些关系的杠杆作用(达沃，2004；邓肯和莫里亚蒂，1998；兰龙和库伯，1983；斯塔瓦法希和晟斯梵，2000；怀特，1999)。正如达沃指出的：“品牌的广告和推动促使了交易和销售的数量；营销的努力和成果取决于品牌的水平；而品牌对于公司对短期竞争变化的回应是很关键的。很显然，品牌已经成为许多大
公司市场努力的焦点，并且被视为一支市场支配力的独有资源，有竞争力的杠杆和更高的回报。为了响应建立在品牌公正性上敌对市场环境的影响，以及与市场行为和责任相联系的日益增长的管理期望值，许多机构正在考虑如何改善管理方式及他们的市场关系项目的整合，从而运用IMC----整合营销传播。然而，不少人围绕着整合营销传播的定义引起了争论，在它的意思上缺乏相互的共识，包括许多需要澄清的领域(贝克和米切尔，2000；比尔德，1996；可内里森，2001；邓肯和马尔赫恩，2004；基钦和舒尔茨，1999；洛，2000；菲尔普斯，1996)。这种概念的模糊很可能对操作标准的发展和机构里对IMC的评估产生很大的影响。的确，皮克顿和哈特利(1998, p.450)逐渐意识到来自于客户编审组的回馈是具有积极性和建设性的。这个编审组由汤姆邓肯,顿.舒尔茨和查尔斯帕蒂组成，还有两个匿名的评论家。其声明道：“朝着一个大方向去定义，集合所有机构所需的影响去获得概念的总体整合是非常困难的。但因为存在不同层次和方面的整合，造成了个人和集体的困难。
为了实现这一点，整合营销传播需要整个组织和首席执行下代理们的参与。它需要从最高的公司战略水平和每天个人战略活动实施的全盘考虑。
认识到这个复杂性，这篇论文尝试着去解释整合营销传播在机构中的角色。这篇论文也试着去描述或建立整合营销传播、市场导向和一个浮现出的品牌方向的概念之间的关系，通过建议市场导向和品牌方向是成功的整合营销传播所必备的条件。我们所能接受的是把整合营销传播构思成两个不同的层次，即战略上或战术上的；尽管如此，我们将重点强调整合营销传播的战略组成部分，因为随着时间的流逝它比较重视设计品牌时文化和知识性的需求。这篇论文认识到了从整合营销传播到市场定位和品牌定位之间的补充，以及通过建立品牌资产，如何处理每一个关键方面取得竞争优势。
简略说来，市场导向代表了机构的文化通过市场概念的获取以及潜在市场导向的营销观念与制度和程序(哈里斯，1998)。品牌导向代表了功能化或者聚焦在品牌上的业务单位以及品牌策略，如支持强大客户群体和股东的关系不管其是否在公司或者产品水准，或者成为一项服务或者是一件人造的商品(伯瑞森和埃文斯，2004)。整合营销传播在第十二期的广告周刊上的模型代表了整合市场营销信息传达的发展，目的是为了获取一定的品牌和信息传达的目标，以及提供了品牌策略和行动的桥梁，采取这样的行动是为了建立所需的顾客和股东之间的关系。为了达到这个目的，整合营销传播利用文化倾向使大家共同合作，为了设计信息和媒体策略，支撑
零售企业营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)
译文： 零售企业的营销策略 Philip Kotlor 今天的零售商为了招徕和挽留顾客，急欲寻找新的营销策略。过去，他们挽留顾客的方法是销售特别的或独特的花色品种，提供比竞争对手更多更好的服务提供商店信用卡是顾客能赊购商品。可是，现在这一切都已变得面目全非了。现在，诸如卡尔文·克连，依佐和李维等全国性品牌，不仅在大多数百货公司及其专营店可以看到，并且也可以在大型综合商场和折扣商店可以买到。全国性品牌的生产商为全力扩大销售量，它们将贴有品牌的商品到处销售。结果是零售商店的面貌越来越相似。 在服务项目上的分工差异在逐渐缩小。许多百货公司削减了服务项目，而许多折扣商店却增加了服务项目。顾客变成了精明的采购员，对价格更加敏感。他们看不出有什么道理要为相同的品牌付出更多的钱，特别是当服务的差别不大或微不足道时。由于银行信用卡越来越被所有的商家接受，他们觉得不必从每个商店赊购商品。 百货商店面对着日益增加的价格的折扣店和专业商店的竞争，准备东山再起。历史上居于市中心的许多商店在郊区购物中心开设分店，那里有宽敞的停车场，购买者来自人口增长较快并且有较高收入的地区。其他一些则对其商店形式进行改变，有些则试用邮购盒电话订货的方法。超级市场面对的是超级商店的竞争，它们开始扩大店面，经营大量的品种繁多的商品和提高设备等级，超级市场还增加了它们的促销预算，大量转向私人品牌，从而增加盈利。 现在，我们讨论零售商在目标市场、产品品种和采办、服务以及商店气氛、定价、促销和销售地点等方面的营销策略。 一、目标市场 零售商最重要的决策时确定目标市场。当确定目标市场并且勾勒出轮廓时，零售商才能对产品分配、商店装饰、广告词和广告媒体、价格水平等作出一致的决定。如沃尔玛的目标市场相当明确：
市场定位策略举例 一、实体定位 （一）功效定位： 1.美国百事可乐不含咖啡因 2.保险中介在保险市场上作用的发挥，是由其在专业技能服务、保险信息相同、危害管理咨询等诸方面的功效所决定的 3.天福地板具有防水、防地热、温湿度调节功能,热放射性能较高,导热系数适中,平衡室内温度,湿度。吸音力强,又可吸收紫外线,独有的上漆工艺,不会刺激眼睛,可见光反射率低,使耳目舒适,身心舒畅,具有保健的功效 4.清华清茶的“老公，烟戒不了，洗洗肺吧！”传神的表现出产品独特功效，透射出产品的核心品牌价值：关爱、体贴、健康 5.雕牌洗洁精的新电视广告片：一个年轻的女主人用洗洁精在厨房洗盘子，盘子发出清爽的滋滋声，女主人轻松愉快、满脸欢喜，边干家务边跳舞。“会唱歌的盘子才是干净的盘子”，一句画龙点睛的配音，把产品的超强洁净功能特性和广告传播目的生动形象的传达 6.美国福特汽车的“静悄悄的福特”，突出其“静”的功效； 7.意大利兰古雅轿车“一路上遥遥领先的风采”，突出其“快”的功效。 8.五谷道场立足于颠覆油炸方便面品类，建立个性化差异，将产品定位于25岁至40岁、追求健康、追求营养、讲究品位的高端消费者。五谷道场赋予产品的功效为方便、美味。 9.王亮把自己的产品命名为“要干要肝”，直观易懂，便于消费者接受；“老公，戒不了酒，就洗洗肝吧!”的广告语也很有特色，通过妻子做老公的促销工作，可谓匠心独具。 10.东阿阿胶的“复方阿胶浆”定位是“药材地道，补血有方”。 11.美国的多佛（DOVE）香皂，以滑润皮肤作为广告宣传的重点。
（二）品质定位 1.无铅汽油“可以减少空气污染”；使用无内胎轮胎“保证车辆不会爆胎抛锚”。 2.乐百氏纯净水的27层净化 3.农夫山泉的山泉水 4.娇兰品质至上，追求完美 5.科技铸就品质品质成就品牌——海信集团 6.调味品的广告，似乎是都离不开厨房的，说做出的饭菜如何的香。海天从品质出发，走了另一条路子，请看它的电视广告《黄豆篇》：在节奏有力的进行曲中起幕，纯净的天空，灿烂的阳光，颗粒饱满的金色的黄豆在阳光下高高谈起，跳过标杆，酿造出美味的海天酱油。这则广告中，凸现了健康的品质，看到的是黄豆的精良、海天选料的上乘，让人用着放心，产生了一种信任的感觉，激发购买欲。再来看同系列的另一则广告《晒池篇》：湛蓝的天空，广阔洁净的晒地，无数卡通小黄豆舒舒服服的晒着太阳，晒了正面，再翻身晒背面，这样天然翻晒出来的酱油，特别美味，特别健康。这则广告同样的表现品质。 7.叶茂中策划机构策划的“真功夫”快餐连锁，真功夫代表了产品的品质，即真功夫企业所在粤菜“蒸”的原汁原味，还代表了一个时代的热点，甚至一个民族的精神，也将李小龙的形象与名字“真功夫”天衣无缝的结合在一起，既便于记忆，又含义深刻，所以被消费者广泛认同。 8.中兴百货的“高品质、高格调、领导流行的形象定位” 9.百威啤酒广告的诉求重心是极力强化品牌的知名度，以突出美国最佳啤酒的高品质形象，在广告文案的背景图画创意中，将百威啤酒溶于美洲或美国的气氛中，如辽阔的大地，沸腾的海深或宽广的荒漠，使观众面对奇特的视觉效果，产生一种震撼感，令人留下深刻的印象。它的广告文案写作属于突出自己领导地位的遏制性广告定位战略。在行销的第一、二阶段里，传播概念都建立在“全世界最有名的高品质啤酒”，视觉重点强调在标鉴和包装上
The marketing of millet phone Chapter I The background of millet Technology Company The millet Company was formally established in April 2010, is an independent research and development to focus on high-end smart phone mobile Internet company. Millet phone, MIUI, m chat millet company's three core businesses. Fever born millet product concept. Millet company pioneered the development of mobile phone operating system with the Internet model, 600,000 enthusiasts to participate in the development and improvement mode. Millet Technology (full name is millet technology limited liability company) set up by the former companies such as Google, Microsoft, Jinshan top players, is a focus on iphone, android, and a new generation of smart phone software development company hot mobile Internet business operations. Officially launched in April 2010, has to obtain the renowned Ambassador investors and venture capital Morningside, the Qiming huge investment. The end of 2010, mobile phone real name Community meters chat launched within six months, registered users exceeded 300 million. In addition, millet company also introduced the CM-based custom mobile operating system MIUI Android dual-core mobile phone millet phone. M chat, miui, millet phone is the the millet technology of three core products. The millet logo is the shape of "MI", is short for Mobile Internet, on behalf of millet is a mobile Internet company. Millet LOGO upside down is a heart word, the means of millet is to let millet user save heart. Millet Pinyin is mi, First Mobile Internet, the millet to do mobile Internet company; Second Mission Impossible, the millet to complete the task can not be completed; course, Lei Jun millet and rifles to conquer the world with his millet team. Chapter II millet phone marketing strategy 2.1 millet mobile phone marketing objectives August 16, 2011, when the millet Technology CEO Lei Jun appeared on the stage of the 798 Art District, Beijing Clubhouse, the presence of rice shouted "Lei Busi" name, this is no doubt that, in the minds of rice flour and look forward to forward Leijun Cheng as the next Steve Jobs, millet hope Apple phone. TechCrunch Disrupt conference held in Beijing on November 1, 2011, the millet Technology CEO Lei Jun said, the the millet technology goal is to become a "world-class" mobile Internet company and successfully broke into the top 500 list of "the rich" Apple iPhone redefined the smart phone and other smart phone products in the past five years, could not keep up with the iPhone for the same reason I launched millet phone. " 2.2 millet mobile product strategy Product strategy companies develop business strategies, we must first clear what products and services to meet the demands of consumers, that is to solve the problem of product strategy. Product strategy is a combination of the core of the marketing 4P, pricing strategy, distribution strategy and promotional strategy based. From the point of view of the socio-economic development, the exchange of products is a necessary prerequisite for the social division of labor, corporate production and social needs of the reunification is achieved through the product, the relationship between the enterprise and the market mainly through the product or service to contact from internal purposes, is the center of the production activities. Therefore, the product strategy is the
市场营销价格策略外文翻译文献(文档含英文原文和中文翻译)
DESIGNING PRICING STRATEGIES All for-profit organizations and many nonprofit organizations set prices on their goods or services. Whether the price is called rent (for an apartment), tuition (for education), fare (for travel), or interest (for borrowed money), the concept is the same. Throughout most of history, prices were set by negotiation between buyers and sellers. Setting one price for all buyers arose with the development of large-scale retailing at the en d of the nineteenth century, when Woolworth’s and other stores followed a “strictly one-price policy” because they carried so many items and had so many employees. Now, 100 years later, technology is taking us back to an era of negotiated pricing. The Internet, corporate networks, and wireless setups are linking people, machines, and companies around the globe, connecting sellers and buyers as never before. Web sites like https://www.doczj.com/doc/0d8985867.html, and https://www.doczj.com/doc/0d8985867.html, allow buyers to compare products and prices quickly and easily. On-line auction sites like https://www.doczj.com/doc/0d8985867.html, and https://www.doczj.com/doc/0d8985867.html, make it easy for buyers and sellers to negotiate prices on thousands of items. At the same time, new tech- nologies are allowing sellers to collect detailed data about customers’ buying habits, preferences—even spending limits—so they can tailor their products and prices. 1 In the entire marketing mix, price is the one element that produces revenue; the others produce costs. Price is also one of the most ?exible elements: It can be changed quickly, unlike product features and channel commitments. Although price competi- tion is a major problem facing companies, many do not handle pricing well. The most common mistakes are these: Pricing is too cost-oriented; price is not revised often
Positioning in Practice Strategic Role of Marketing For large firms that have two or more strategic business units (SBUs), there are generally three levels of strategy: corporate-level strategy, strategic-business-unit-level (or business-level) strategy, and marketing strategy. A corporate strategy provides direction on the company's mission, the kinds of businesses it should be in, and its growth policies. A business-level strategy addresses the way a strategic business unit will compete within its industry. Finally, a marketing strategy provides a plan for pursuing the company's objectives within a specific market segment. Note that the higher level of strategy provides both the objectives and guidelines for the lower level of strategy. At corporate level, management must coordinate the activities of multiple strategic business units. Thus the decisions about the organization's scope and appropriate resource deployments/allocation across its various divisions or businesses are the primary focus of corporate strategy.Attempts to develop and maintain distinctive competencies tend to focus on generating superior financial, capital, and human resources; designing effective organizational structures and processes; and seeking synergy among the firm's various businesses. At business-level strategy, managers focus on how the SBU will compete within its industry. A major issue addressed in business strategy is how to achieve and sustain a competitive advantage. Synergy for the unit is sought across product-markets and across functional department within the unit. The primary purpose of a marketing strategy is to effectively allocate and coordinate marketing resources and activities to accomplish the firm's objectives within a specific product-market. The decisions about the scope of a marketing strategy involve specifying the target market segment(s) to pursue and the breadth of the product line to offered. At this level of strategy, firms seek competitive advantage and synergy through a well-integrated program of marketing mix elements tailored to the needs and wants of customers in the target segment(s). Strategic Role of Positioning Based on the above discussion, it is clear that marketing strategy consists of two parts: target market strategy and marketing mix strategy. Target market strategy consists of three processes: market segmentation, targeting (or target market selection), and positioning. Marketing mix strategy refers to the process of creating a unique
Marketing Strategy Market Segmentation and Target Strategy A market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets. Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency. The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails selecting two or more segments and developing a separate marketing mix to reach segment. Positioning the Product Management's ability to bring attention to a product and to differentiate it in a favorable way from similar products goes a long way toward determining that product's revenues.Thus management needs to engage in positioning,which means developing the image that a product projects in relation to competitive products and to the firm's other products. Marketing executives can choose from a variety of positioning strategies.Sometimes they decide to use more than one for a particular product.Here are several major positioning strategies:
品牌营销战略参考文献和英文文献翻译 目录外文文献翻译..............................................................................................1 摘要..........................................................................................................1 1. 品牌战略内涵与其功能意义.......................................................................2 2. 我国企业品牌发展概况..............................................................................3 2.1 国内品牌与国外品牌相比存在着很大的差距............................................3 2.2 品牌发展缺乏整体规划. (4) 2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4) 3. 企业品牌策略选择..................................................................................6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力......................................6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚.. (6) 3.3 遵循品牌设计规律注重品牌形
市场营销策略外文文献及翻译 Marketing Strategy Market Segmentation and Target Strategy A market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets. Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency. The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails
顾客满意策略与顾客满意营销 原文来源：《Marketing Customer Satisfaction 》自20世纪八十年代末以来, 顾客满意战略已日益成为各国企业占有更多的顾客份额, 获得竞争优势的整体经营手段。 一、顾客满意策略是现代企业获得顾客“货币选票”的法宝随着时代的变迁, 社会物质财富的极大充裕, 顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代, 到了20世纪八十年代末进入了情感消费时代。在我国, 随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时代, 到今天也逐步迈进情感消费时代。在情感消费时代, 各企业的同类产品早已达到同时、同质、同能、同价, 消费者追求的已不再是质量、功能和价格, 而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位, 以及超越消费者期望值的售前、售中、售后服务和咨询。也就是说, 今天人们所追求的是具有“心的满足感和充实感”的商品, 是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。 与消费者价值追求变化相适应的企业间的竞争, 也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争, 即顾客满意竞争。这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。这些综合形象力和如何合成综合持久的竞争力, 这就是CSft略所要解决的问题。CS寸代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号, 而是以实实在在的行动为基础的企业经营的一门新哲学。企业不再以质量达标, 自己满意为经营理念, 而是以顾客满意, 赢得顾客高忠诚度为经营理念。企业经营策略的焦点不再以争取或保持市场占有率为主, 而是以争取顾客满意为经营理念。因此, 营销策略的重心不再放在竞争对手身上而是放在顾客身上, 放在顾客现实的、潜在的需求上。当企业提供的产品和服务达到了顾客事先的期望值, 顾客就基本满意；如果远远超越顾客的期望值, 且远远高于其他同行, 顾客才真正满意；如果企业能不断地或长久地令顾客满意, 顾客就会忠诚。忠诚的顾客不仅会经常性地重复购买, 还会购买企业其它相关的产品或服务；忠诚的顾客不仅会积极向别人推荐他所买的产品, 而且对企业竞争者的促销活动具有免疫能力一个不满意的顾客会将不满意告诉16-20个人, 而每一个被告知者会再传播给12-15个人。这样, 一个不满意者会影响到二、三百人。在互联网普及的今天, 其影响则更大。据美国汽车业的调查, 一个满意者会引发8笔潜在的生意, 其中至少有一笔会成交。而另一项调查表明, 企业每增加5%的忠诚顾客, 利润就会增长25%-95%。一个企业的80%的利润来自20%的忠诚顾客；而获取一个新顾客的成本是维持一个老顾客成本的6倍。所以,美国著名学者唐?佩 珀斯指出: 决定一个企业成功与否的关键不是市场份额, 而是在于顾客份额。 于是, 企业纷纷通过广泛细致的市场调研、与消费者直接接触、顾客信息反馈等方式来了解顾客在各方面的现实需求和潜在需求。依靠对企业满意忠诚的销售、服务人员, 定期、定量地对顾客满意度进行综合测定, 以便准确地把握企业经营中与“顾客满意” 目标的差距及其重点领域, 从而进一步改善企业的经营活动。依靠高亲和力的企业文化、高效率的人文管理和全员共同努力, 不断地向顾客提供高附加值的产品, 高水准的亲情般的服
营销策略外文翻译文献 (文档含中英文对照即英文原文和中文翻译)
译文: 营销策略 内容提要：为了组织的销售能是成功的，它需要根据一个营销策略计划来帮助保证其努力的目标和宗旨与市场的需要想吻合。营销策略审查市场以确定潜在顾客的需要，竞争者的战略和市场地位，并且尝试制定出一套能使组织在市场上获取或维护竞争优势的相关战略。有一些因素会对营销策略计划的发展造成冲击性的影响，它包括内部因素例如组织的财产、技能和组织文化，外在因素例如各种各样的市场驱动者、市场或产业运作方式、战略窗口和竞争的本质。一个优选的营销策略计划也需具备一套意外情况防备策略以应对市场治理及组织生产能力的不确定性。 关键词：竞争优势竞争策略市场地位市场份额营销销售计划组织文化营销策略 营销策略简述 无论组织的产品或服务多么好，除非它们的价值能被传达给潜在的顾客，否则组织依然无法实现它的使命。这种传达和交流是组织内市场营销功能的职责。根据美国市场协会，营销是“一个组织效能和一套创造过程、交流和传达产品价值给顾客、处理与顾客关系的有益于组织和它的利益共享者的方式”。营销作用包括相辅相成的两方面。营销策略在市场上审查市场来确定潜在顾客和竞争者本质的需要，并且试图开发
出在市场上将使组织获取或维护竞争优势的战略。操作的营销被建立在营销策略作用和贯彻各种各样的计划和策略(包括适当的混合营销的发展)吸引顾客和促进顾客忠实的基础之上的。 产品和服务营销的方法 有很多的方式能用来销售你的产品或服务包括做广告，直接响应、推销活动和宣传。然而，除非你能了解顾客、市场和产业的需要并且竞争的优势和劣势，否则这些方法是不太可能成功的。营销策略帮助一个组织尖化它的焦点和在市场顺利地竞争。营销策略与二个组分有关：目标市场和用最佳的方式传达你的产品价值或服务到那个市场。一个可实行的销售方针的发展取决于几个关键维度。首先，与组织之内的所有全球性战略一样，一个成功的销售方针需要由在组织之内的最高管理层签名。销售方针本质上也具有政治性的色彩：在组织之内的强有力的单位在最佳的销售方针也许不同意，并且协议也许需要谈判达成。销售方针也许受组织文化的也影响，并且那得假定这发生。例如，如果组织总是销售它的装饰物给商业主管，它也许就看不到组织之内的低层人员甚至是成人或少年的个人消费潜力。 实施战略销售计划发展的因素 存在一些能冲击战略销售计划发展的因素，这些因素首先包括组织已经拥有或它可能欣然获取的财产和技能。例如，如果组织拥有一个重大编程的部门，就为它能做和销售应用软件提供了可行性的条件。然而，如果这些人员已经在其他工作介入并且不能自由研究一个新的软件项目，并且组织没能力聘用另外的程序员，起始一条新的软件线是不妥当
中英文外文翻译文献 (文档含英文原文和中文翻译) 中英文翻译 市场定位策略 营销的战略性角色 对于拥有两个或两个以上战略经营单位的大公司来说，通常会有三个层次的战略，
分别是：总体战略，战略的－企业－单位层面的（或企业层面的）战略，和营销战略。一个公司的战略在公司使命上提供了方向，它说明了公司的业务范围和相应的成长政策。一个战略经营单位说明了在一个行业里的竞争情况。最后，一个营销战略提供了一个带有独特市场细分的企业目标和对下一级战略的指导方针。 在企业层面，管理部门必须协调多个战略经营单位的活动。因此，有关该组织的业务范围和适当的资源部署，在其各部门或企业分配的决定是企业战略的主要焦点。试图开发和维护独特能力的公司往往会把重点放在创造卓越的财务、资金和人力资源，设计有效的组织结构和程序，以及寻求在该公司的各项业务的协同效应上。 在业务层面的战略，经理们注意力集中的焦点往往会在战略经营单位应该如何与其行业内其他经营单位的竞争上。一个商业战略的主要问题是如何实现和保持竞争优势。经营单位间的协同是要求整个产品市场和各职能部门发挥相应作用的。 一个营销策略的主要目的是有效地分配和协调营销活动和市场资源，以实现在一个特定的产品市场的目标。有关的营销战略范围的决定包括通过细分目标市场来追求和拓宽现有的产品线。在这个战略高度，企业通过有效整合多种符合目标细分市场上顾客需求的营销组合元素来寻求竞争优势和协同效应。 定位的战略性角色 基于上述讨论，很显然，营销策略由两部分组成：目标市场战略和营销组合战略。目标市场战略三个过程组成：市场细分，目标（或目标市场选择），市场定位等。营销组合战略指的是创造一个独特的产品，分销，促销和定价策略（4PS）的过程，旨在满足客户的需求和希望。目标市场战略和营销组合策略有密切的联系，有很强的相互依存关系。目标市场战略是用来制订营销组合策略方针。 市场细分是把一个市场当中具有相似需求和特点、可能会对特定产品和特定的营销程序产生相似回应的人们，分成不同的客户的子集的过程。目标或目标市场的选择是一个或多个，通过评估每个细分市场，寻求利益的相对吸引力，而且该公司业务的相对优势。最后，定位是设计产品和发展战略营销计划，共同在目标市场建立一个持久的竞争优势的过程。 目标市场定位战略的概念是众所周知的，尤其是被大多数消费品营销从业者在制定 市场营销组合策略有用作为非理论概念的方式。然而在实践中，营销人员往往绕过正式的定位，直接制定营销组合策略。这可能是由于这样的事实，这些经理们不知道如何获取感知图---表明这是一个客户原始需求的产品的位置。 本文的目的是展示营销从业者能够获得定位和营销组合策略制定的感知图的现实途径。具体来说，感知映射及其关系的定位总是被第一时间注意到。这是通过统计技术的讨论，可以遵循用于创建感知图。最后，通过因子分析定位过程的例子是证明。
中英文外文翻译文献 消费者行为与市场营销战略 消费者行为学是研究个体,群体和组织为满足其需要而如何选择,获取,使用,处置产品,服务,体验和想法以及由此对消费者和社会产生的影响.传统上,消费者行为研究侧重于购买前和购买后的有关活动.关于消费者行为学的界定较之传统观点更广泛,它将有助于引导我们从更宽广的视角审视消费者决策的间接影响以及对买卖双方的各种后果.为了在竞争激烈的环境中求得生存,企业必须比竞争者更多地为目标客户提供价值.顾客价值是顾客从整体产品中获得的各项利益扣除各种获取费用后的余额. 1.市场营销战略 对每一选取的目标市场,都应分别制定营销战略.选择目标市场的关键性标准或依据是企业是否有能力提供较竞争品高的消费者价值.消费者价值很大程度上是由营销战略决定,所以公司在评估潜在目标市场时,应当发展一般的营销战略.
1.1 产品 产品是消费者获得和用于满足其需要的任何东西.消费者所购买的或追求的是需要的满足,而不是具体形态的物质特性. 1.2 传播 营销传播包括广告,人员分销,公共关系,包装以及企业提供的关于它自身及其产品的其他信号. 1.3 定价 价格是消费者为获得拥有,使用产品的权利而必须支付的金钱数量.消 费者可以拥有一件产品,也可以仅仅拥有产品的使用权. 1.4 分销 分销实际上是让顾客在需要的时候能买到产品,它对企业的经营成败至关重要.绝大多数情况下,消费者不愿为获得某一特定品牌而伤身费力.很明显,有效地渠道决策应即建立在掌握消费者在何处购买的知识的基础上. 2.市场分析 市场分析要求全面深入地了解企业自身能力,现在和潜在竞争者的实力,潜在消费者的消费过程以及经济的,物质的和技术的环境. 2.1 消费者 不了解消费者,就无法预测其需要与欲望,也无法对其需要做出恰当的 反映.发现消费者现在需要什么是一个复杂的过程,但一般来说,可以通过直接的营销调研予以实现 2.2 公司 每一个公司都必须透彻了解其满足消费者需要的能力.为此,需要评价 公司的各个方面,如财务状况,一般管理技巧,研究和开发能力,技术装