文献信息：
文献标题：Elements of strategic social media marketing: A holisticframework（战略性社交媒体营销要素：整体框架）
国外作者：Reto Felix, Philipp A. Rauschnabel, Chris Hinsch
文献出处：《Journal of Business Research》,2017,70:118-126
字数统计：英文2632单词，15772字符；中文5082汉字
外文文献：
Elements of strategic social media marketing:
A holisticframework
Abstract Social media marketing is an integral element of 21st-century business. However, the literature on social media marketing remains fragmented and is focused on isolated issues, such as tactics for effective communication. The current research applies a qualitative, theory-building approach to develop a strategic framework that articulates four generic dimensions of strategic social media marketing. Social media marketing scope represents a range from defenders to explorers, social media marketing culture includes the poles of conservatism and modernism, social media marketing structures fall between hierarchies and networks, and social media marketing governance ranges from autocracy to anarchy. By providing a comprehensive conceptualization and definition of strategic social media marketing, this research proposes an integrative framework that expands beyond extant marketing theory. Furthermore, managers can apply the framework to position their organizations on these four dimensions in a manner consistent with their overall corporate mission and objectives.
Key Words: Strategic social media marketing; Holistic framework; New media; Definition of social media marketing; Social media strategy; Digital marketing
1.Introduction
Understanding the role of social media in the context of marketing is critical for both researchers and managers (e.g. Fong & Burton, 2008; Kumar, Bezawada, Rishika, Janakiraman, & Kannan, 2016; Schultz & Peltier, 2013). Most existing studies focus on particular issues, such as purchase behavior (Chang, Yu, & Lu, 2015; Kumar et al., 2016; Relling, Schnittka, Sattler, & Johnen, 2016), customer relationship management (Trainor, Andzulis, Rapp, & Agnihotri, 2014), brand management (Asmussen, Harridge-March, Occhiocupo, & Farquhar, 2013), innovation management (Gebauer, Füller, & Pezzei, 2013), and employee recruitment (Sivertzen, Nilsen, & Olafsen, 2013). While these studies detail advancements in specialized areas of social media knowledge in a marketing and management context, extant literature does not provide a holistic framework for social media marketing at the strategic level. This deficiency is surprising because both academics (Labrecque, vor dem Esche, Mathwick, Novak, & Hofacker, 2013; Schultz & Peltier, 2013; Yadav & Pavlou, 2014) and practitioners (Divol, Edelman, & Sarrazin, 2012) acknowledge new complexities accompanying these media and agree that research into social media marketing needs to bereconceptualized.In a nutshell,strategic social mediamarketing remains an untested user interaction paradigm (Naylor, Lamberton, & West, 2012) with little published academic research.
The current article aims to address this theoretically and managerially important research gap by exploring the following two research questions: How is strategic social media marketing defined and conceptualized? and What factors demand consideration when constructing an organization's social media marketing strategy? Specifically, this research attempts to define the continua on which critical strategic social media marketing decisions lie and to integrate them into a holistic framework.
2.Methodology
The study employed a two-stage research design. The first stage consisted of in-depth interviews (Fontana & Frey, 1998) with seven European social media marketing experts who possess both national and international experience in social
media marketing. Following a purposive sampling strategy (Lincoln & Guba, 1985), experts were recruited according to their job position, experience, and direct exposure to social media marketing practices in real industry settings. Seeking depth rather than breadth, the sample size in stage 1 was commensurate with the qualitative research paradigm in which relatively small sample sizes are used to generate information-rich data (Patton, 1990). All informants agreed to audiotape the interviews (between 25 and 60 min), which resulted in 117 pages of double-spaced, verbatim transcripts.
The second stage of the data collection procedure consisted of a qualitative survey of social media marketing experts (Miles & Huberman, 1994). The survey data were used not for confirmation but as a new and independent qualitative data source with a focus on triangulating the information obtained through the depth interviews and online surveys (Jack & Raturi, 2006). Respondents came from a list of 265 social media marketing experts identified through managerially focused magazines, through interviews in business magazines, or because they were mentioned as knowledgeable and experienced experts in personal communication. E-mail requests were sent to all experts along with two reminders, which resulted in 50 returned surveys (response rate = 18.9%). Seven data sets were eliminated because of incomplete answers or because social media marketing plays a minor role in the respondents' daily work. The final sample consisted of 43 respondents (age: m = 37; SD = 9 years; 74% male; 88% European) with various backgrounds in their position and/or industry.
Table 1 Summary of stage 2 informants
Company size(employees)
< 50 14 (32.6%)
50–99 5 (11.6%)
100–499 3 (7.0%)
500–999 8 (18.6%)
1000–4999 6 (14.0%)
5000–10,000 3 (7.0%)
>10,000 4 (9.3%)
Social media marketing experience (in years)
Average: 6.4 years
1–2 5 (11.6%)
3–5 19 (44.2%)
6–8 12 (27.9%)
9 and more 7 (16.3%)
Percentage of working time associated with social media
Average: 52.8%
<20% 7 (16.3%)
20–39 10 (23.3%)
40–59 6 (14.0%)
60–79 3 (7%)
80–100 15 (34.9%)
n/a 2 (4.7%)
Age (in years)
Average: 37
< 30 9 (20.9%)
30–39 19 (44.2%)
40–49 10 (23.3%)
50–59 5 (11.6%)
Self-reported experience in…Means a
Social Media 6.2
Social Media Marketing 5.9
Marketing 5.7
Customer Management 4.7
Advertising 5.2 Communications/Public Relations 5.6
a How much experience do you have in the following areas? (1 = no experience at all; 7 = highly experienced)
Respondents were asked to (1) define social media marketing, (2) discuss self-selected best and worst practice examples of social media marketing, (3) discuss success factors and success metrics, and (4) describe their ideal implementation of social media marketing in a self-selected organization. The survey employed common design techniques (Smyth, Dillman, Christian, & Mcbride, 2009), such as adding large answer fields and asking respondents to be as specific as possible, to increase respondents' motivation to provide detail.
3.Findings
Fig. 1 shows the strategic social media marketing framework with its four central dimensions.
Fig. 1. Strategic social media marketing framework.
First, social media marketing scope addresses the question whether companies use social media marketing predominantly for communication with one or a few stakeholders or comprehensively (both externally and internally) as a genuine tool for collaboration. Defenders use social media marketing primarily as a one-way communication tool to entertain consumers or to inform stakeholders, rather than integrating employees or community groups. Conversely, explorers are interested in an authentic social media marketing collaboration based on reciprocal interactions with many different stakeholders such as clients, employees, suppliers, and government agents.
Second, social media marketing culture distinguishes between conservatism, which is represented by an encapsulated, traditional, mass advertising approach to social media marketing, and modernism, which is characterized by a more permeable,
open, and flexible social media marketing culture.
Third, social media marketing structure addresses the organization and departmentalization of the social media marketing assignment in the firm. Hierarchies stand for a centralized approach with a clearly defined social media marketing assignee. Networks represent an organizational structure in which all employees are responsible for social media marketing, and thus a dedicated social media marketing director is no longer necessary.
Fourth, social media marketing governance refers to how the company establishes rules and guidelines and how social media marketing responsibilities are controlled in the company. The extreme position of autocracy describes a situation with precise regulations on who in the company is allowed to interact on social media platforms. Conversely, anarchy represents a situation without any such rules or guidelines.
The current research focuses on the extremes of each continuum, but, in general, firms likely choose (intentionally or unintentionally) a position somewhere between the poles on each dimension. For example, companies need to find a position on social media marketing governance that neither regulates everything employees are allowed to say nor leaves them without any guidance on which to base their responsibilities or behaviors. Fig. 1 also suggests that decisions on social media marketing should indeed be guided by the firm's internal influencers (e.g., general vision, mission, corporate goals, corporate culture, available resources), which in turn should be in line with external influencers (e.g., communities, competition, government regulation).
4.Discussion and implications
This research addresses the absence of a holistic framework for strategic social media marketing. A review of the marketing literature reveals several approaches regarding aspects of strategic marketing such as customer relationship management (e.g., Payne & Frow, 2005) or marketing organization (Workman, Homburg, & Gruner, 1998). However, few articles address the strategic marketing of social media,
and none put forth a holistic social media marketing framework.
While extant research related to social media marketing investigates social media mostly through the lens of a particular marketing problem (e.g. Fong & Burton, 2008; Kim & Ko, 2012; Kumar et al., 2016) or witha focus on customers and communication (e.g., Chang et al., 2015), the findings of this study reveal four general social media marketing dimensions that firms should address when conceptualizing or managing their strategic social media marketing approach. As the findings indicate, these dimensions are interdependent, and companies should strive to position themselves on the four dimensions in an integrated way, rather than treating them as isolated, independent decisions.
4.1.A new definition of social media marketing
This research suggests a new definition of social media marketing: Social media marketing is an interdisciplinary and cross-functional concept that uses social media (often in combination with other communications channels) to achieve organizational goals by creating value for stakeholders. On a strategic level, social media marketing covers an organization's decisions about social media marketing scope (ranging from defenders to explorers), culture (ranging from conservatism to modernism), structure (ranging from hierarchies to networks), and governance (ranging from autocracy to anarchy).
4.2.Implications for social media marketing scope
Social media marketing provides firms with an opportunity to use social media to build relationships with customers, employees, communities, and other stakeholders (i.e., when they act as explorers). At the same time, firms may choose to view social media as simply another communications channel through which they can push information to customers (i.e., when they act as defenders). Though potentially creating value for customers, the defender approach does not take advantage of the opportunities for building real relationships within the network of customers, employees, interest groups, the government, and other stakeholders, as propagated by modern relationship marketing (Payne & Frow, 2005). However, the explorer approach may require firms to redefine the role of different stakeholders in the
organization.
4.3.Implications for social media marketing culture
Management and organizational behavior researchers (Zheng et al., 2010) as well as marketing academics and practitioners (Deshpandé& Farley, 2004) recognize the importance of culture and organizational climate for financial and non-financial firm performance. The current research emphasizes the importance of culture for social media marketing. Companies engaging in social media marketing must acknowledge that stakeholders can take control of and manipulate social media content (Labrecque et al., 2013). Thus, companies should contemplate the trade-offs between an encapsulated social media marketing culture (conservatism), which provides more control of important brand constructs, and consumers' desire to connect and engage with firms displaying a more progressive, permeable culture (i.e., modernism).
4.4.Implications for social media marketing structure
Extant marketing research investigates how the elements of marketing should be organized according to a firm's structural characteristics, such as formalization, centralization, and specialization (e.g., Olson, Slater, & Hult, 2005). Consequently, social media marketing structure focuses on responsibilities and organizational hierarchies employed to configure social media marketing. Whereas social media marketing governance pertains to who can or should say what in social media, social media marketing structure focuses on who has the responsibility to post and interact in these media. As the informants emphasized, firms should integrate social media marketing in a way that fits with their overarching strategies. The informants identified different sets of benefits that can emerge from either a hierarchical or a networked structure. However, they recommended that specific decisions about who has the responsibility to interact online with customers, activists, and pundits should be formally discussed in the organization.
4.5.Implications for social media marketing governance
Research on governance usually investigates the structures, rights, and responsibilities among different employees in organizations (Freeman & Reed, 1983). Information technology (IT) governance, as a sub-discipline of corporate governance,
focuses on specifying which individuals have the responsibility for making decisions on the use of IT (Brown & Grant, 2005). Whereas IT governance traditionally focuses on the use of IT for work-related purposes, social media can potentially be used by any employee in either official (company-granted access) or unofficial (personal account access) capacities. Therefore, the applicability of IT governance research is of limited use when extended to social media marketing. Some companies have developed the idea of educating employees about the personal and firm-related consequences of “undesirable”social media use through social media marketing guidelines (Linke & Zerfass, 2013). However, building social media guidelines and governance into a holistic framework for social media marketing is novel. The role of employees in promoting brands in other contexts (and thus increasing firm value) is well represented in the academic literature (Morhart, Herzog, & Tomczak, 2009). Weber Shandwick's (2014) recent study reveals an emerging movement termed “employee activism”in which one-third of the surveyed respondents were social media activists who defended their employers and advocated for the firm online. Employees may be better able to understand the needs of consumers and products that can meet those needs, and they can effectively advocate and promote the firm online. These technologies have allowed virtually all employees to champion the firm. For example, the fashion retailer Nordstrom has policies to provide employees with knowledge, direction, and expectations. This application of social media marketing governance can increase the overall social media marketing success of the firm (Nordstrom, 2015; Ross, Beath, & Sebastian, 2015).
5.Limitations and future research
Several limitations to the current study suggest potentially fruitful avenues for future research. First, the qualitative approach reveals four dimensions of strategic social media marketing and identifies the extreme points of each dimension. However, future research could use quantitative approaches to identify the impact of different positions on each of these dimensions. Research could also investigate the influence of each dimension on firm or social media marketing performance. For example,
studies could try to isolate the effect of each dimension on outcome variables such as consumer–brand engagement (Schultz & Peltier, 2013) or, more specifically, new media brand engagement (Hennig-Thurau et al., 2010). A second limitation is the over-representation of European (especially German) informants in the analyses. Prior research discusses cross-cultural differences in consumers' use of social media (Bernoff & Li, 2008; World Newsmedia Network, 2015). Furthermore, extant research advocates for the adaptation of social media content to the targeted culture based on differing consumer profiles (Tsai & Men, 2012). Thus, caution should be taken in extrapolating the framework to other cultural contexts. Future research might determine whether aspects of cultural or economic context add dimensions to the proposed framework or whether they simply require different approaches regarding the four dimensions.
Future research should also investigate how other characteristics, such as culture, the type of firm (e.g., B2B vs. B2C), the industry (e.g., financial services vs. advertising agency), company size, or available resources, influence a firm's “ideal position”on each of the dimensions of strategic social media marketing. Finally, future research could investigate the role of regulatory or self-regulatory bodies (e.g., Word of Mouth Marketing Association) on social media marketing governance and how firms can create value and form core competencies by superseding these requirements.
6.Conclusion
This study sheds light on the complex nature of strategic social media marketing. Social media marketing, in practice, is too complex to be managed and executed exclusively by a single individual or even department. Cross-functional collaborations along the four dimensions of social media marketing are necessary to successfully navigate in this dynamic arena.
中文译文：
战略性社交媒体营销要素：整体框架摘要社交媒体营销是21世纪商业的一个组成部分。然而，关于社交媒体营销的文献仍然是零散的，主要集中在单个问题上，如有效沟通的策略。目前的研究采用了定性理论建构的方法来制定一个战略框架，阐述了战略性社交媒体营销的四个一般维度。社交媒体营销范围涵盖了从保守派到激进派，社交媒体营销文化包括保守主义和现代主义的两极，社交媒体营销结构介于层次结构和网状结构之间，社交媒体营销治理从专制到无秩序状态。通过对战略性社交媒体营销的全面概念化和定义，本研究提出了一个超越现有营销理论的整体框架。此外，管理人员可以应用该框架，按照其整体的企业使命和目标，将他们的组织定位在这四个维度上。
关键词：战略性社交媒体营销；整体框架；新媒体；社交媒体营销的定义；社交媒体策略；数字营销
1.引言
了解社交媒体在市场营销方面的作用，对于研究人员和管理者至关重要（例如方和伯顿，2008；库马尔，Bezawada，Rishika，Janakiraman和卡纳安，2016；舒尔茨和佩尔蒂埃，2013）。大多数现有研究主要集中于特定的问题，例如购买行为（常，于和路，2015；库马尔等人，2016；雷林，Schnittka，萨特勒和约嫩，2016），客户关系管理（特雷纳，Andzulis，拉普和Agnihotri，2014），品牌管理（阿斯姆森，Harridge-March，Occhiocupo和法夸尔，2013），创新管理（Gebauer，Füller和Pezzei，2013）和员工招聘（西韦特森，尼尔森和Olafsen，2013）。虽然这些研究详细介绍了营销和管理背景下的社交媒体知识专业领域的进步，但现有文献并没有为战略层面的社交媒体营销提供整体框架。这一缺陷令人惊讶，因为学术界（拉布雷克，vor dem Esche，Mathwick，诺瓦克和霍法克，2013；舒尔茨和佩尔蒂埃，2013；亚达夫和帕夫洛，2014）和从业人员（Divol，埃德尔曼和萨拉赞，2012）认识到新的复杂性伴随这些媒体，并对社交媒体营销的研究需要重新认识。简而言之，战略性社交媒体营销仍然是缺乏学术研究的未经测试的用户的互动方式（内勒，兰伯顿和韦斯特，2012）。
本文旨在通过探索以下两个研究问题，来解决这一理论和管理上的重要的研究空白：战略性社交媒体营销如何定义和概念化？在构建组织的社交媒体营销策略时，需要考虑哪些因素？具体来说，这项研究试图界定关键战略性社交媒体营销决策的连续性，并将它们集成到一个整体框架中。
2.方法
该研究采用了两阶段研究设计。第一阶段包括深入采访七名欧洲社交媒体营销专家，他们在社交媒体营销方面拥有丰富的国内外经验（丰塔纳和和弗雷，1998）。按照立意抽样策略（林肯和古巴，1985），根据职业岗位、经验和直接接触实际行业环境中的社交媒体营销时间，招募了专家。寻求深度，而不是广度，第1阶段的样本量与定性研究范式相适应，相对较小的样本量被用来生成信息丰富的数据（巴顿，1990）。所有参与者都同意录音采访（25至60分钟），产生了117页双倍行距的逐字抄本。
数据收集程序的第二阶段包括对社交媒体营销专家的定性调查（迈尔斯和胡伯曼，1994）。调查数据不是用于确认，而是作为一个新的和独立的定性数据来源，重点是通过深度访谈和在线调查获得的信息来进行三角测量（杰克和热图锐，2006）。受访者来自管理重点杂志确定的265名社交媒体营销专家的名单，通过商业杂志的采访，或者因为他们被称为知识渊博和经验丰富的个人沟通专家。电子邮件请求连同两个提醒一起发送给所有专家，这产生了50份调查反馈（回复率=18.9％）。由于不完整的答案或社交媒体营销在受访者的日常工作中扮演次要角色，七个数据集被取消。最终样本包括43名受访者（年龄：平均值=37岁；标准差=9岁；男性74％；欧洲88％），其职位和/或行业具有各种不同的背景。
表1 第2阶段受访者汇总表
公司规模（员工）
< 50 14 (32.6%)
50–99 5 (11.6%)
100–499 3 (7.0%)
500–999 8 (18.6%)
1000–4999 6 (14.0%)
5000–10,000 3 (7.0%)
>10,000 4 (9.3%)
社交媒体营销经验（年）
平均： 6.4年
1–2 5 (11.6%)
3–5 19 (44.2%)
6–8 12 (27.9%)
9及以上7 (16.3%)
从事社交媒体相关的工作时间百分比
平均：52.8%
<20% 7 (16.3%)
20–39 10 (23.3%)
40–59 6 (14.0%)
60–79 3 (7%)
80–100 15 (34.9%)
n/a 2 (4.7%)
年龄(岁)
平均：37
< 30 9 (20.9%)
30–39 19 (44.2%)
40–49 10 (23.3%)
50–59 5 (11.6%)
自我报告的经验……结果a
社交媒体 6.2
社交媒体营销 5.9
营销 5.7
客户管理 4.7
广告 5.2
通信/公共关系 5.6
a你在以下几个方面有多少经验？（1=根本没有经验；7=经验丰富）。
受访者被要求（1）定义社交媒体营销，（2）讨论自主选择的社交媒体营销的最佳和最差的实践示例，（3）讨论成功因素和成功指标，（4）描述他们在自主选择的组织中理想的社交媒体营销的实施。调查采用了常见的设计技术（史密斯，迪尔曼，克里斯琴和迈克布莱德，2009），例如，增大应答区域，要求受访者尽可能地回答具体，以增强受访者提供细节的意愿。
3.结果
图1显示了战略性社交媒体营销框架及其四个中心维度。
图1.战略性社交媒体营销框架
首先，社交媒体营销范围解决了这个问题，即企业是否将社交媒体营销作为一种真正的协作工具，主要是与一个或几个利益相关者或全部（外部和内部）进行沟通。保守派主要使用社交媒体营销作为一个单向的沟通工具，以娱乐消费者或通知利益相关者，而不是整合员工或社区团体。相反，激进派感兴趣的是基于与如客户、雇员、供应商和政府代理人等许多不同的利益相关者的互惠互动而建立的真正的社交媒体营销协作。
第二，社交媒体营销文化区分了保守主义和现代主义，保守主义的社交媒体营销文化的特征是封闭的、传统的、大众化的广告方式，而现代主义的社交媒体营销文化的特征是更具渗透性、开放性和灵活性。
第三，社交媒体营销结构涉及到企业社交媒体营销任务的组织和部门。层次结构是指具有明确定义的社交媒体营销受让人的集中式方法的结构。网络结构是指所有员工都对社交媒体营销负责的组织结构，因此不再需要一个专门的社交媒体营销主管。
第四，社交媒体营销治理是指公司如何制定规则和指导方针，以及如何在公
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：
流动的：一个快速的，多平台的开放源码的同步化多媒体整合语言唱机Dick C.A. Bulterman, Jack Jansen, Kleanthis Kleanthous, Kees Blom and Daniel Benden CWI: Centrum voor Wiskunde en Informatica Kruislaan 413 1098 SJ Amsterdam, The Netherlands +31 20 592 43 00 Dick.Bulterman@cwi.nl 摘要： 本文概述了一个出现在早期的流动性的同步化多媒体唱机。不同于其它同步化的实现，早期的播放器是一个可重组的同步化引擎，可以定制作为一个实验媒体播放器的核心。同步化唱机是一个引用了同步化多媒体引擎并可以集成在一个广泛的媒体播放器的项目。本文是以我们要创造一个新的同步化引擎为动机的综述开始的。然后论述的是早期媒体播放器的核心架构（包括可扩展性，播放器自定义的集成装置）。我们以一个关于我们在windows，Mac，Linux版本应用于台式机以及PDA设备上实施流动性例子的体验的讨论结束。 类别和主题描述符： H.5.2 多媒体的信息系统。 H.5.4 超级文本/超级媒体。 一般词汇： 试验，性能，验证。 关键词： 同步化多媒体整合语言，唱机，公开源代码，演示。 1.动机： 早期公开的同步化媒体播放器是一个非常有特色的公开源代码的同步化 2.0播放器，它以研究团体的意图被使用（在我们的研究团体内外）目的是为了研究项目的团体在需要源代码的时候可以访问生产特性的同步化播放器的网站。它也被用作一个独立的不需要专有的媒体格式的同步化播放器使用，播放器支持一系列同步化2.0配置文件（包括台式机和移动的配置）可以被分配利用在Linux，Macintosh，windows系统的台式机，PDA设备和掌上电脑。 同时现存的几个同步化播放器，包括网络视频播放软件,IE浏览器,小型同步化播放器, GRiNS ,X- GRiNS ，以及各种各样专有移动设备，我们发展流动性唱机有三个原因： 准许制作数字以及个人或者课堂使用中的的全部硬拷贝即时没有提供拷贝权限或者商业性的利益分摊，而且在第一页有这种拷贝的注意事项。服务器上有关于复制以及翻版的分发列表的通知。需要事先明确具体的许可权以及费用。 'MM’04, October 10-16, 2004, New Y ork, New Y ork, USA. Copyright 2004 ACM 1-58113-893-8/04/0010...$5.00. 现有的同步化播放器没有提供一个完整同步化2.0播放器的正确实现。早期的播放器所有的同步化工具，是以同步化2.0语言的属性为基础加上扩展功能能够支持高级的动画以及规范可移动设备以3GPP/PSS-6同步化使用. 所有的同步化播放器都是针对商业SMIL表达专有媒介。早期的播发器使用开源的媒体解码器和开源的网络传输协议,以便播放器可以轻松定制广泛的使用范围的研究计划。 我们的目标是建立一个鼓励发展类似的多媒体研究输出的平台,，我们期望的是一个标准的基线播放器的供给,其他研究人员和开发机构可以集中精力到基线播放器的集成扩展(从新媒体的解码器或新的网络控制算法任何一个中)。这些扩展可以在其它的平台上被共享。 在2004年中期，与螺旋形客户机对照，同时移动到一个GPL核心，早期的播放器支持一个广阔的范围的同步化应用指标构架，它提供了一个准确实现的更完整的同步化语言，它在低资源配置下提供了更好的性能，提供了更多可扩展的媒体播放器架构。它也提供了一个包含所有媒体解码作为部分开放的客户基础。
市场营销策略 1 市场细分和目标市场策略 具有需求，具有购买能力并愿意花销的个体或组织构成了市场。然而，在大多数市场中，购买者的需求不一致。因此，对整个市场采用单一的营销计划可能不会成功。一个合理的营销计划应以区分市场中存在的差异为起点，这一过程被称为市场细分，它还包括将何种细分市场作为目标市场。 市场细分使公司能更加有效地利用其营销资源。而且，也使得小公司可以通过集中在一两个细分上场上有效地参与竞争。市场细分的明显缺点是，其导致了比单一产品、单一大市场策略更高的生产和营销成本。但是，如果市场细分得当的话，更加符合消费者的需求，实际上将生产更高的效率。 确定目标市场有三种可供选择的策略，它们是统一市场、单一细分市场和多重细分市场。统一市场策略即采取一种营销组合用到一个整体的、无差异的市场中去。采取单一细分市场策略，公司仍然仅有一种营销组合，但它只用在整个市场的一个细分市场中。多重细分市场策略需要选择两个或更多的细分市场，并且每个细分市场分别采用一种单独的营销组合。 2 产品定位 管理者将注意力集中于一种品牌，并以恰当的方式将其与类似的品牌相区分，但这并不意味着该品牌就一定能够最后赢利。因此，管理者需要进行定位，即塑造与竞争品牌和竞争对手的其他品牌相关的自我品牌形象。 市场营销人员可以从各种定位策略中加以选择。有时，他们决定对某一特定产品采用一种以上的策略。以下是几种主要的定位策略： 2.1与竞争者相关的定位 对一些产品来说，最佳的定位是直接针对竞争对手。该策略特别适用于已经具有固定的差别优势或试图强化这种优势的厂商。为排挤微处理器的竞争对手，Intel公司开展了一项活动使用户确信它的产品优于竞争对手的产品。公司甚至为电脑制造商出钱，让它们在自己的广告中带上“Intel Inside”标志。作为市场领导者，可口可乐公司推出新产品并实施其市场营销策略。同时，它密切注视百事可乐公司，以确保对主要竞争对手的任何一次巧妙、有效的营销举措采取相应的对策。 2.2 与产品类别和属性相关的定位 有时候，公司的定位策略有必要将自己的产品与其类别和属性相联系（或相区别）。一些公司尽力将其产品定位在期望的类别中，如“美国制造”。用一句某顾问的话来说，“当你说‘美国制造’的时候，有一种强烈的感情因素在吸引着你”。因此，一家名为Boston Preparatory的规模不大的运动服制造商正在运用这种定位策略，以期胜过那些并非所有产品都在美国制造的势力强大的竞争对手如Calvin Kiein和Tommy Hilfiger。 2.3 通过价格和质量定位 某些生产者和零售商因其高质量和高价格而闻名。在零售行业，Saks Fifth Avenue和Neiman Marcus公司正是定位于该价格—质量策略的。折扣店Target Kmart则是定位于该策略的反面。我们不是说折扣商店忽视质量，而是说它们更加强调低廉的价格。Penny's公司努力—并且大多获得了成功—通过升级高级服装线和强调设计者的名字将其商店定位于价格—质量策略上。 “品牌”一词是个综合性的概念，它包含其他更狭义的理解。品牌即一个名称和（或）标志，用以识别一个销售者或销售集团的产品，并将之与竞争产品相区别。 品牌名称由能够发音的单词、字母和(或)数字组成。品牌标志是品牌的一部分，它以符号、图案或醒目的颜色、字体的形式出现。品牌标志通过视觉识别，但当人们仅仅读出品牌名称的时候，品牌标志并不能够被表达出来。Crest、Coors、Gillette都是品牌名称。AT&T由醒目的线条构成的地球以及Ralph Lauren's Polo的马和骑手是品牌标志，而Green Giant（罐装冷冻菜蔬产品）和Arm&Hammer（面包苏打）既是品牌名称又是品牌标志。 商标是销售者已经采用并且受到法律保护的品牌。商标不仅包括品牌标志，如许多人所认为的那样，也包括品牌名称。1946年的The Lanham Art法案允许厂商向联邦政府注册商标，以保护它们免受其他厂商的使用或误
新媒体概论复习资料一、名词解释 媒介环境媒介环境是指大众传播机构在运作管理中所呈现出来的一种整体气氛是由大 众传播活动全体参与者的行为方式聚合后形成的一种习惯模式。 新媒体新媒体是相对于传统媒体而言的是报刊、广播、电视等传统媒体以后发展起来的新的媒体形态是利用数字技术、网络技术通过互联网、无线通信网、卫星等渠道 以及电脑、手机、数字电视机等终端向用户提供信息和娱乐服务的传播形态。严格地说新媒体应该称为数字化新媒体。 拟态环境“拟态环境”也就是我们所说的信息环境它并不是现实环境‘镜子式’的再现而是传播媒介通过对象征性事件或信息进行选择和加工、重新加以结构化以后向人们提示的环境。 公民新闻公民、非专业新闻传播者通过大众媒体、个人通讯工具向社会发布自己在 特殊时空中得到或掌握的新近发生的特殊的、重要的信息。 数字鸿沟“数字鸿沟”又称为信息鸿沟,即“信息富有者和信息贫困者之间的鸿沟”,由于信息和通信技术的全球发展和应用造成或拉大的国与国之间以及国家内部群体之间的差距。 公共领域公共领域是指的是介乎于国家与社会即国家所不能触及的私人或民间活动范围之间、公民参与公共事务的地方它凸显了公民在政治过程中的互动。 网络暴力是指网名在网络上的暴力行为是社会暴力在网络上的延伸。 门户网站所谓门户网站是指提供某类综合性互联网信息资源并提供有关信息服务的应用系统。门户网站最初提供搜索引擎、目录服务。由于市场竞争日益激烈门户网站不得不快速地拓展各种新的业务类型希望通过门类众多的业务来吸引和留住互联网用户以至于目前门户网站的业务包罗万象成为网络世界的“百货商场”或“网络超市”。从现在的情况来看门户网站主要提供新闻、搜索引擎、网络接入、聊天室、电子公告牌、
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/816860073.html, and https://www.doczj.com/doc/816860073.html, allow buyers to compare products and prices quickly and easily. On-line auction sites like https://www.doczj.com/doc/816860073.html, and https://www.doczj.com/doc/816860073.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
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
正确地点和时间下新媒体伴随的社会营销Jay M. Bernhardt 佛罗里达大学健康教育与行为系，佛罗里达州Gainesville Darren Mays乔治敦大学医学中心肿瘤科，哥伦比亚特区华盛顿Amanda K. Hall佛罗里达大学健康教育与行为系，佛罗里达州Gainesville 摘要： 目的：本文的目的是寻求讨论新媒体革命以何种方式将“渠道”更贴近消费者从而提高社会营销。 研究思路：这篇论文描述当前有关的社交媒体和移动通信技术的新媒体发展趋势，并通过运用商业营销，社会变革和公众健康实例分析讨论其对社会营销产生的影响。 成果：快速增长的在线社交网络和世界大部分地区无处不在的手机为社会营销人员提供了巨大的潜力，以全新方式吸引消费者。这些新的通信平台的性质不同于传统媒体是可以使他们更有效地为市场营销服务，最明显的是更深层次消费者参与、多方位信息交流、和基于位置跟踪和消息传递的重要方式。 现实作用：本文所描述的趋势正在快速，从根本上改变商业营销人员、品牌经理和客户关系经理如何与当前的和潜在的消费者相处。社会营销活动应该从中学习，并利用这些新媒体更深入地联系大量的消费者，上述从业人员比以往任何时候都更接近“正确的地点和正确的时间”。 独创性/价值：本文探讨已经介绍了在爱尔兰都柏林的全球非营利和社会营销大会于2011年4月的一个话题。讨论应鼓励社会营销重新考虑“渠道”的作用，并探讨新媒体如何令地方更贴近消费者。 关键词：社会营销，新媒体，社交媒体，移动电话，4P理论，移动通信系统 市场营销组合（或4P理论）是旨在鼓励行为改变的社会营销计划规划和实施的中心结构(Grier and Bryant,2005)。尽管价格、产品和促销策略通常是社会营销活动的主要元素,达到期望的目标受众的地方卫生决策往往是一个挑战(GrierandKumanyika,2010)。地方经常困惑在营销组合那些寻求社会营销作为一个框架申请健康行为改变。常见的想法是,位置被定义为地理位置,然而,在社会营销不一定是一个人的业务所在处或其中一个产品的销售点,而是消费者的利益做出决定并采取行动(Storey et al., 2008)。 新的通信媒体能给社会营销个性化的机会,接触目标消费者在关键行为决策点。这些新媒体为社会营销人员提供多个移动渠道到达消费者在非常情况下做出决定,通过创建直接,双向沟通渠道。这些双向交流现在可以发生在实时决策是在何时何地。第一次社会营销人员可以利用这些新渠道接触数以千计甚至数以百万计的人们在相对较低的成本促进健康的生活方式和影响社会变革(Thackeray et al., 2008)。 传统上,社会营销努力促进健康行为改变很大程度上依赖于地方定义为物理位置来分发产品(KreuterandBernhardt,2009)。他们在公共厕所上放置安全套自动售货机推广安全性行为或将营养标志放置在杂货店以期说服客户选择更健康的食品(Storey et al., 2008)。这些例子需要大量投资时间和物质资源从而成功地到达消费者。此外,确定一个是否会购买和使用避孕套或者被营养信息标志广告影响的合适的目标客户是一个具有挑战性的判断过程。相比之下,新媒体可
新媒体营销外文翻译文献 (文档含英文原文和中文翻译) 译文: 研究微博中承诺和信用对消费者行为倾向的影响 ——基于关系营销的角度 摘要：本研究的目的是探索消费者对企业通过微博进行关系营销的观点。这项研究是以承诺-信用理论以及消费者对企业微博形象、承诺、信用、满意度和社群意识对消费者的行为倾向的研究为基础的。这项研究的成果可以成为企业利用微博进行关系营销的准则。这项研究显示消费者的满意度对承诺、信用、社群意识和消费者的行为倾向具有积极影响。企业形象对承诺和信用的影响是成立的，但对行为倾向的影响需须经由承诺和信用产生中介效果。信用对承诺和社群意识的影响是存在的，但是对行为倾向的影响须经由承诺和社群意识产生中介效果。最后，承诺和社群意识对行为倾向的影响是成立的。 关键词：微博、关系营销、满意度、企业形象、承诺、信用、社群意识、行为倾向 1、引言 当我们在新的经济时代面临着现今的商业环境时，许多企业在短时间内就变成了一个以顾客为中心的企业。为了提高竞争力，企业必须了解他们的顾客，了解顾客的需求，并且通过专项服务满足顾客的需求。随着技术时代环境的改变，企业已经通过信息系统与客
户建立了关系。随着顾客上网历史的增加，企业可以提供给他们更多的产品信息并且在第一时间获得顾客的回复。通过这种方法，客户服务的成本可以降低；企业与客户的关系可以变得稳定；企业与客户之间可以建立更多的联系；企业与客户之间的沟通可以个性化。 基于格朗鲁斯的研究，他认为关系营销意味着企业通过发展、维护和提高与顾客的关系来达到企业的目的。越来越多的企业发展其吸引力来构建自己的形象以留住和吸引新的顾客。因此，一个企业的专业性和企业形象的构建对企业来说是很重要的。一个公司是否可以提供服务或产品以满足客户的需求影响着客户对企业的信任和忠诚度。 基于Web2.0大流行，大众媒体已经覆盖了许多拥有新颖、有趣故事的网站，吸引了更多的公众关注互联网。这些问题对因特网的常用用户来说都不是问题。因特网发展很迅速。近来微博服务供应商例如Facebook、Twitter和Plurk是新闻的热点话题，已经聚集了大量用户。根据市场研究公司的成员尼尔森最近的一份报告，在2008年二月到2009年二月间，Twitter是用户增长速度最快的一个社交网站（从475000个用户到17600000个用户）。它的绝对访客增长率在美国是1382%。在2009年五月，全国用户数量达到37300000，这是一个令人吃惊的数据。博客用户一直在讨论是否微博可以取代博客。因特网用户最关注的是微博是否可以缩短他们与朋友们之间的距离，是否可以帮助他们交到新朋友。然而，商人们最关注的是微博是否可以替代博客变为一个新的营销武器。 博客营销是指不仅让因特网用户变的亲密，也是指需要“可信的”网络发言人的赞语。博客成为值得信赖的网络发言人是由于他们长时间在某些话题上努力花费时间。通过写文章，他们在互联网用户的心中构建了“大师”的形象。结果，即使他们的一个“好”字也对有科技非常强大的影响力。这就是博客营销的有效性。博客的权利：检查实际操作者在博客上的使用对公共关系产生的影响。 对于微博，我们可以在Twitter上看到谷歌。在谷歌在Twitter上的账户建立后，立马就有16000个追随者。现在谷歌在Twitter上的追随者有1670000人。这意味着谷歌每在Twitter上发表一条新闻，1760000个人在下一秒将在互联网或手机短信上被通知。这种传播新闻的速度和范围是令人吃惊的。 再来说说戴尔，一个主要的国际电脑制造商，例如，通过微博的能力来提供信息，特别提供了可以通过短信迅速传递给所有微博用户信息的功能。因为价钱很合理，许多用户已经立即决定变成戴尔的追随者。并且戴尔继续提供给追随者们更多的第一手优惠券。结果，通过微博达到的总订单金额已经达到了新台币100000000元。通过微博，消息可以更加迅速地传递给互联网用户。然而，这并不意味着任何一种营销信息都可以通过微博随意
文献出处: Dalman, M. Deniz, and Junhong Min. "Marketing Strategy for Unusual Brand Differentiation: Trivial Attribute Effect." International Journal of Marketing Studies 6.5 (2014): 63-72. 原文 Marketing Strategy for Unusual Brand Differentiation: Trivial Attribute Effect Dalman, M. Deniz & Junhong Min Abstract This research investigates that brand differentiation creating superior values can be achieved not only by adding meaningful attributes but also meaningless attributes, which is called "trivial attribute effect." Two studies provided empirical evidences as following; first, trivial attribute effect creates a strong brand differentiation even after subjects realize that trivial attribute has no value. Second, trivial attribute effect is more pronounced in hedonic service category compared to the utilitarian category. Last, the amount of willingness to pay is higher when trivial attribute is presented and evaluated in joint evaluation mode than separate evaluation mode. Finally, we conclude with discussion and provide suggestions for further research. Keywords: brand differentiation, evaluation mode, service industry, trivial attribute Introduction Problem Definition Perhaps the most important factor for new product success is to create the meaningful brand differentiation that provides customers with superior values beyond what the competitors can offer in the same industry (Porter, 1985). Not surprisingly, more than 50 percent of annual sales in consumer product industries including automobiles, biotechnology, computer software, and pharmaceuticals are attributed to such meaningful brand differentiation by including new or noble attributes (Schilling &Hill, 1998). However, the brand differentiation that increases consumer preference is not only by introducing meaningful attributes but also meaningless attributes. For
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:
职业健康和安全问题，董事会：董事刑事处罚公司的缺乏安全 摘要提取物：董事会为公司的整体战略方向。一般董事不要求参与公司的日常管理。在最近的修正职业健康和安全（“安全”）的法律，董事的职责已经扩大。董事会现在有为了确保公司不违反法定职责职业健康安全标准。如果公司没有履行他们的职业健康安全职责，那么董事会面临罚款。如果一个人是因为他们公司的违约造成安全，然后董事会面临监禁了20年。实施这些实质性的处罚董事会的目的在于提高企业遵守职业健康安全标准。本文概述了程度董事责任。该政策是否控股董事职责结果OHS安全工作场所责任还有待观察。 关键词职业健康安全，职业健康，安全，董事，处罚 景区简介董事会为公司的整体战略方向。一般董事不需要参与一天到一天‐‐企业管理。随着最近修订的职业健康和安全（“安全”）的法律，董事的职责已经扩大。董事会必须确保公司不违反法定职责职业健康安全标准。如果公司不履行职业健康安全职责，然后董事会面临罚款。如果一个人是因为他们公司的安全了违约，然后董事会面临监禁了20年。征收这些实质性的处罚的目的是增加公司董事与职业健康与安全标准 的符合性。本文概述了董事会的程度负债。该政策是否董事职业健康与安全责任在安全工作场所的结果仍有待观察。 职业健康和安全法
增加工作场所的安全，大多数澳大利亚司法管辖区已引进职业健康安全（OHS）施加惩罚性制裁的职责直接对董事会和公司的管理人员。1昆士兰，2南威尔士，3南澳大利亚，4塔斯马尼亚，5和所有西方australia6 victoria7对OHS义务的企业个人军官。的在董事义务是非常高的。如果导演是无关紧要的未日为‐‐该公司的日常运作。职业健康安全职责重视企业的活动，而不是导演的领域影响。这意味着一个与国际米兰‐管辖公司董事操作可以在悉尼承担违约责任，即使导演根据黄金海岸。在健康和安全主管刑事处罚例如，在总监Ken库马尔V欧文斯集装箱服务澳大利亚有限公司被起诉的公司工作，除其他外，对欧文斯集团的首席执行官公司，未能在新南威尔士州履行义务职业健康安全立法。8员工欧文斯集装箱服务澳大利亚有限公司使用可燃性清洗剂罐中的工作。剂引起的爆炸造成员工。澳大利亚欧文斯集装箱服务公司是欧文斯的公司集团的一部分，由当时的约30家公司分布在澳大利亚，斐济和新西兰。基于新西兰欧文斯集团董事首席执行官声称他花了大约一天到一个月的欧文斯容器相关的问题服务澳大利亚有限公司尽管如此，发现了首席执行官Haylen [J].被发现死亡的雇员承担足够的控制。 董事会承担即使他们的官船没有责任职业健康安全。在新南威尔士州的工作保障机构（检查员贝莱）V阿克曼‐Apache（联合合资）有限公司，乔纳森-赫伯特和约翰琳赛沃克有当时一个员工在悉尼合资公司三名董事致命伤。9负责职业健康安全有保证安全政策到位；然而，员工没有按照政策引起死亡。事故发生时，主管负责职业健康安全是美国的
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
互联网网络营销外文文献翻译 (含：英文原文及中文译文) 文献出处：Peter Kenzelmann. Technical Consultancy in Internationalization[J]. International Marketing Review, 2006, 4(3):20-29. 英文原文 The technical basis of network marketing Peter Kenzelmann Network marketing is based on the technology infrastructure of computer network technology, as represented by information technology. Computer networks of modern communications technology and computer technology to the product of combining it in different geographic regions and specialized computer equipment for external interconnection lines of communication into a large, powerful networks, thus enabling a large number of computers can easily transmit information to each other, share hardware, software, data and other resources. And network marketing is closely related to the computer network there are three types: the Internet, Extranet and Intranet. The theoretical basis for the network marketing Theoretical foundation of network marketing is direct marketing network theory, network theory of relationship marketing, marketing theory and network software to integrate marketing theory. (A) Direct Response Network Marketing Theory