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Relationship marketing and service marketing: convergence point of Culture Department of value creationABSTRACTUsing the relationship paradigm as a theoretical framework, a management model for cultural services (relationship marketing of cultural organizations) is proposed, what is an unprecedented contribution in the marketing field. By combining two convergent perspectives–as relationship marketing and services marketing–, the model is structured on the basis of two large types of relationships in the management of a cultural organization: instrumental relationships and group relationships. The paper is an in-depth study of relationships regarding performing arts audience. A theoretical/empirical approach was applied, including face to face interviews to 1005 performing arts consumers and telephone interviews to a sample of 2005 individuals in Spain.Keywords: Cultural marketing erforming arts services relationship marketing1. INTRODUCTION:The most recent literature on marketing management is demonstrating a revolutionary change in both form and content, which, undoubtedly, will result in several research projects in the short term aimed at shedding some light on this dilemma. Traditional management models and paradigms do not adapt to the requirements of new products, as there are more and more exceptions and questions on the models developed so far (Lovelock and Gummesson, 2004; Vargo and Lush, 2004). In this complex context, this paper aims to make an in-depth study of the field of cultural services management by using two concurrent perspectives –relationship marketing and services marketing–, in order to contribute to the development of the new marketing domain: cultural marketing (Kotler, 2005). This is a field still in its development phase, but has probably found, with these new trends, the right moment to grow and develop management structuresand models that meet its particular requirements.From the very beginning, contributions made to the cultural sector by the marketing discipline have been very diverse. However, although they seem to have come to a consensus in the scientific world about the idea that the management of cultural identities presents such special characteristics that make it considerably different (Voss and Voss, 2000; Colbert, 2001; Johnson and Garbarino, 2001; Arts Council of England, 2003; Kotler and Scheff, 1997). Contributions from the marketing management area still do not suffice to construct a knowledge base that is solid enough to create a theoretical management framework similar to the one other disciplines with more tradition in marketing research have.In this context, it is stated that the relationship marketing paradigm offers a suitable framework for the implementation of cultural management and this research study has focused on the performing arts services sector, as considering that it is one of the most forgotten sectors by scientific researchers of management. Furthermore, the decreasing consumption of this art form in Europe goes against the trend if taking into account that time and money invested in leisure activities has not stopped growing with countries’ economic development. In view of this situation, questions as following are required: what is the reason for this loss of competitive advantage?, what is being done wrong to be losing impact in a market, which, in theory, is becoming more and more inclined to consume leisure activities, such as the performing arts?, which agents are responsible for the results?, which agents are affected by the results?, what can be done to improve this? These questions are the basis for carrying out this research study.2.RELATIONSHIP MARKETING, SERVICES MARKETING AND CULTURAL MARKETING AS THREE CONVERGENT PERSPECTIVES:Relationship marketing has become one of the most important contributions in the development of modern marketing science (Payne and Holt, 2001), and it has generated a recognised interest in the field of scientific research. What is more, in the opinion of numerous authors, it has even been seen as a new paradigm (Gummesson, 1999; Peck et al., 1999; Webster, 1992; Sheth and Parvatiyar, 2000; Kothandaraman and Wilson, 2000).With the concept by Gummesson (2002) on “relationship marketing is interactions in networks of relationships”as a starting point, the management of a cultural organization is understood as being necessarily determined by a multitude of agents in the market, be included in the organization’s planning process, since the value of the final product is going to depend on them to a large extent. The role of the interest groups in the planning process of the organizations is one of the least cultivated areas of relationship marketing (Henning-Thurau and Hansen, 2000). Payne and Holt (2001) explicitly refer to this defic iency: “understanding long-term relationships with both customers and other stakeholder groups has been neglected in the mainstream marketing literature; managing the organization’s internal and external relationships needs to become a central activity; this central activity is relationship marketing”. We are faced, therefore, with a new scenario in which one-to-one marketing has given way to many-to-many marketing (Gummesson, 2004); in other words, planning relationships with individuals has evolved to planning relationships with collectives, with interaction networks.On the other hand, either when contributions in the field of cultural marketing do not record enough standardization or volume to be grouped in trends or schools, they do share a value: the importance of relationships in their management. Contributions made in this area are very diverse, in most cases focusing on relationships with customers (relationships with the performing arts audience). Garbarino and Johnson (1999) use the stage of an off-Broadway theatre in New York to explore the transaction/relationship continuum proposed by Gronroos (1995) to conclude that the performing arts audience has different behavioural profiles depending on the relationships developed with the organization or, specifically, “in a consumer environment in which customers receive highly similar services [...] there are systematic differences in the relationalism of different customer groups”. Rentschler et al. (2001) also considered an empirical approach to relationships with the audience of performing arts organizations in Australia: “what arts organizations need to consider is whether the expense of having high single-ticket sales is sustainable and, if not, what to do about it”.3.THE PRODUCT AND RELATIONSHIPS WITH CUSTOMER’S SUGGESTIONS ON A MODEL FOR THE RELATIONSHIP MANAGEMENT OF CULTURAL SERVICES:Relationships with the audience are the central component in the configuration of the relationship marketing management model for cultural organizations. This central place is shared with the cultural product, whose general marketing model presents special characteristics that differentiate it from the classic structure of marketing, as:1. Marketing process starts in the producer organization, and from this origin (the cultural product) a decision has to be made concerning the part of the market that may be interested in consuming it.2. Once potential consumers have been identified, the company will decide on the remaining relationship policies (instrumental and group, which we will cover below).Therefore, we are faced with a kind of market whose marketing process shows a “product-to-client” type structure. The atypical structure transforms the relationship policy with the cultural customer, as it considers that the core of the product is unalterable (Colbert, 2001).This structure involves the development of a wide variety of relationships, which have to be included in the value creation process forming the marketing of a cultural product. The cultural offering of a country, a region or a district is a source of benefits for a large number of social sectors. It is not for nothing that the recognition of the “need for culture” is well-known in virtually all developed countries (Council of the European Union, 2004), and public organizations, as well as private entities, are involved in satisfying this demand. Based on this situation, it is logical to assume that each and every one of these collectives has to be included in the organization’s planning and a “win-win relationship” needs to be implemented in connection with them.Performing arts organizations will have to manage a multitude of relationships to achieve their objectives. These relationships were formerly classified into two large categories (Quero, 2003):a. Instrumental relationships: this first category groups the marketing mix instruments and incorporates a relationship focus (i.e., product, price, distribution and communication relationships).The differentiation factor characterizing the design of these policies is that they have to be planned taking as a reference the creation of value for customers and for every one of the agents involved in the production processof the cultural services.b. Group relationships: the second of the categories is related to the identification and planning process of relationships with collectives or agents of interest, as the performing arts audience, educational centres, public organizations, competition, suppliers, non-public organizations and internal relationships.From this point of view, group relationships and instrumental relationships are understood as different in nature, but they converge in strategy; in other words, whilst some of them require skills connected with the management of relationships with collectives, others require a different kind of skills, more visible for the customer and connected with decision-making in specific aspects, such as programme designing (product), ticket sales (distribution), show value (price) or conveying the information to the market (communication).However, the management of both groups has to converge in obtained results at the end. In other words, that is to say that every one of the collectives has to have its expectations met in these decisions.4. CONCLUSIONS:The aim of this study was to contribute to the development and implementation of relationship marketing, services marketing and cultural marketing in a specific area: the performing arts sector.The process of selecting and planning the relationships suggested by the relationship marketing paradigm has enabled to develop a theoretical model for organizations of performing arts services, in which two types of relationship groups are identified: instrumental relationships and group relationships. Instrumental relationships include product, price, distribution and communication relationships in the model, with the particular feature of the fact that their design has to be dependent on the analysis of the effects they may have for every one of the interest groups. With regard to group relationships, seven collectives have been identified: performing arts audience, educational centres, public organizations, competition, suppliers, other organizations and internal relationships. Every one of them is capable of creating and receiving value in their relationships and, therefore, they have to be included in organizations’ planning process, in order to implement win-win strategies.In the area of relationship management with the performing arts audience, a classification of the audience has been proposed on the basis of relationship criteria, which has enabled two important phases to be identified in the retention process with cultural customers, the attraction phase and the retention phase, whose primary objective is to foster relations with the customer until the highest possible level of relationship with the organization is obtained.The empirical contribution has served to corroborate the theoretical contribution by implementing a study on the current performing arts audience in Spain and the general public, which demonstrates the importance of managing relations between the cultural organization and its customers and the benefits of implementing an appropriate relationship marketing strategy.This research study could be also considered as a significant contribution to the marketing discipline, due to its important theoretical implications:1. Relationship Marketing is considered as the integrating paradigm, capable of adapting to the requirements of cultural services, in general, and to performing arts services, in particular.2. The marketing-mix paradigm is included into the management model, redefining its main instruments as product, price, distribution and communication relationships.It is also an unprecedented contribution in the field of cultural marketing, at least in Spain, offering a theoretical model for the planning and management of organizations offering performing arts services.This study paves the way for a multitude of future lines of research. For example, the study of every one of the interest groups and their role in the process of creating value, as well as the way in which instrumental relationships have to be implemented emerge as priority actions to be implemented in order to build some foundations in the area of arts marketing that are as solid as those in other sectors.关系营销和服务营销：文化部门价值创造的会聚性观点摘要关系理论架构模式，文化服务管理模式(关系营销的文化组织)，在销售领域做出了前所未有的贡献。
市场营销策略外文文献及翻译Marketing StrategyMarket Segmentation and Target StrategyA 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-marketstrategy.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 multiplesegment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, acompany still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entailsselecting two or more segments and developing a separate marketing mix to reach segment.Positioning the ProductManagement'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:1.Positioning in Relation to a competitorFor some products,the best position is directly against the competition.This strategy is especially suitable for a firm that already has a solid differential advantage or is trying to solidify such an advantage.To fend off rival markers of microprocessors,Intelunched a campaign to convince buyers that its product is superior to competitors.The company even paid computer makers to include the slogan,"Intel Inside" in their ads.As the market leader,Coca-Cola introduces new products and executes its marketing strategies.At the same time,it keeps an eye on Pepsi-Cola,being sure to match anyclever,effective marketing moves made by its primary competitor.2.Positioning in Relation to a Product Class or AttributeSometimes a company's positioning strategy entails associating its product with or distancing it from a product class or attributes.Some companies try to place their products in a desirable class,such as"Madein the USA."In the words of one consultant,"There is a strong emotional appeal when you say,'Made in the USA'".Thus a small sportswear manufacturer,Boston Preparatory Co.is using this positioning strategy to seek an edge over large competitors such as Calvin Klein and Tommy Hilfiger,which don't produce all of their products in the U.S..3.Positioning by Price and QualityCertain producer and retailers are known for their high-quality products and high prices.In the retailing field,Sake Fifth Avenue and Neiman Marcus are positioned at one end of the price-qualitycontinuum.Discount stores such as Target and Kmart are at theother.We're not saying,however,that discounters ignore quality;rather, they stress low prices.Penney's tired―and for the most part succeeded in―repositioning its stores on the price-quality continuum by upgrading apparel lines and stressing designer names.The word brands is comprehensive;it encompasses other narrowerterms.A brand is a name and/or mark intended to identify the product of one seller or group of sellers and differentiate the product from competing products.A brand name consists of words,letters,and/or numbers that can be vocalized.A brand mark is the part of the brand that appears in the form of a symbol, design,or distinctive color or lettering.A brand mark isrecognized buy sight bu cannot be expressed when a person pronounces the brand name.Crest,Coors,and rider for Ralph Lauren's Polo Brand.Green Giant canned and frozen vegetable products and Arm&Hammer baking soda are both brand names and brand marks.A trademark is a brand that has been adopted by a seller and given legal protection.A trademark includes not just the brand mark,as many people believe,but also the brand name.The Lanham Act of 1946 permits firms to register trademarks with the federal government to protect them from use or misuse by other companies.The Trademark Law RevisionAct,which took effect in 1989,is tended to strengthen the the registration system to the benefit of U.S. Firms.For sellers,brands can be promoted.They are easily recognized when displayed in a store or included in advertising.Branding reduces price comparisons.Because brands are another factor that needs to be considered in comparing different products,branding reduces the likelihood of purchase decision based solely on price.The reputation of a brand alsoinfluences customer loyalty among buyers of services as well as customer goods.Finally,branding can differentiate commodities Sunkist oranges,Morton salt,and Domino sugar,for example .PricingPricing is a dynamic process,Companies design a pricing structure that covers all their products.They change this structure over time and adjust it to account for different customers and situations.Pricing strategies usually change as a product passes through itslife cycle.Marketers face important choice when they select new product pricing strategies.The company can decide on one of several price-quality strategies for introducing an imitative product.In pricing innovative products,it can practice market-skimming pricing by initially setting high prices to"skim"the imum amount of revenue from various segments of the market.Or it can use market penetration pricing by setting a low initial price to win a large market share.Companies apply a variety of price-adjustment strategies to account for differences in consumer segments and situations.One is discount and allowance pricing,whereby the company decides on quantity,functional,or seasonal discounts,or varying types of allowances. A second strategy is segmented pricing, where the company sellers a product at two or more prices to allow for differences in customers, products, or locations. Sometimes companies consider more than economics in their pricing decisions,and use psychological pricing to communicate about the product's quality or value.In promotional pricing,companies temporarily sell their product bellow list price as a special-event to draw more customers,sometimes even selling below cost.With value pricing, the company offers just the night combination of quality and good service at a fair price. Another approach is geographical pricing, whereby the company decides how to price distant customers, choosing fromalternative as FOB pricing,uniform delivered pricing, zone pricing, basing-point pricing, and freight-absorption pricing. Finally,international pricing means that the company adjusts its price to meet different world markets.Distribution ChannelsMost producers use intermediaries to bring their products to market.They try to forge a distribution channel―a set of interdependent organizations involved in the process of marking a product or service available for use or consumption by the consumers or business user.Why do producers give some of the selling job tointermediaries?After all,doing so means giving up some control over how and to whom the products are sold.The use of intermediaries results from their greater efficiency in marking goods available to targetmarkets.Through their contacts, experience, specialization, and scales of operation,intermediaries usually offer the firm move value than it can achieve on its own efforts.A distribution channel moves goods from producers to customers.Itovercomes the major time, place, and possession gaps that separate goods and services from those who would use them. Members of the marketing channel perform many functions. Some help to complete transactions:rmation.2.Promotion.3.Contact:finding and communicating with prospective buyers.4.Matching:fitting the offer to the buyer's needs, including such activities as manufacturing and packaging.5.Negotiation:reaching an agreement on price and other terms of the offer so that ownership or possession can be transferred.Other help to fulfill the completed transferred.1.Transporting and storing goods.2.Financing.3.Risk taking:assuming the risk of carrying out the channel work.The question is not whether these functions need to be performed, but rather who is to perform them. All the functions have three things in common:They use up scarce resource, they often can be performed better through specialization, and they can be shifted among channel members.To the extent that the manufacturer performs these functions, its costs go up and its prices have to be higher. At the same time, when some of these functions are shifted to intermediaries, the producer's costs and prices may be lower, but the intermediaries must charge more to cover the costsof their work. In dividing the work of the channel, the various functions should be assigned to the channel members who can perform them most efficiently and effectively to provide satisfactory assortments of goods to target consumers.Distribution channels can be described by the number of channellevels involved. Each layer of marketing intermediaries that performs some work in brining the product and its ownership closer to the final buyer is a channel level. Because the producer and the final consumer both perform some work, they are part of every channel.When selecting intermediaries, the company should determine what characteristics distinguish the better ones. It will want to evaluate the the channel member's years in business, other lines carried, growth and profit record, co-operativeness, and reputation. If the intermediaries are sales agents, the company will want to evaluate the number and character of the other lines carried, and the size andquality of the sales force. If the intermediary is a retail store that wants exclusive or selective distribution, the company will want to evaluate the store's customers, location, and future growth potential.Understanding the nature of distribution channels is important, as choosing among distribution channels is one of the most challenging decisions facing the firm. Marketing intermediaries are used because they provide greater efficiency in marking goods available to target markets.The key distribution channel function is moving goods from producers to consumers by helping to complete transactions and fulfill the completed transaction. Distribution channels can be described by the number of channel levels, which can include no intermediaries in adirect channel, or one to several intermediaries in indirect channels.PromotionPromotion is one of the four major elements of the company's marketing mix. The main promotion tools――advertising, sales promotion, public relations, and personal selling――work together to achieve the company'scommunications objectives.People at all levels of the organization must be aware of the many legal and ethical issues surrounding marketing communications. Much work is required to produce socially responsible marketing communicating in advertising, personal selling, and direct selling. Companies must work hard and proactively at communicating openly, honestly, and agreeably with their customers and resellers.市场营销策略一、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。
Relationship marketing and service marketing: convergence point of Culture Department of value creationABSTRACTUsing the relationship paradigm as a theoretical framework, a management model for cultural services (relationship marketing of cultural organizations) is proposed, what is an unprecedented contribution in the marketing field. By combining two convergent perspectives–as relationship marketing and services marketing–, the model is structured on the basis of two large types of relationships in the management of a cultural organization: instrumental relationships and group relationships. The paper is an in-depth study of relationships regarding performing arts audience. A theoretical/empirical approach was applied, including face to face interviews to 1005 performing arts consumers and telephone interviews to a sample of 2005 individuals in Spain.Keywords: Cultural marketing erforming arts services relationship marketing1. INTRODUCTION:The most recent literature on marketing management is demonstrating a revolutionary change in both form and content, which, undoubtedly, will result in several research projects in the short term aimed at shedding some light on this dilemma. Traditional management models and paradigms do not adapt to the requirements of new products, as there are more and more exceptions and questions on the models developed so far (Lovelock and Gummesson, 2004; Vargo and Lush, 2004). In this complex context, this paper aims to make an in-depth study of the field of cultural services management by using two concurrent perspectives –relationship marketing and services marketing–, in order to contribute to the development of the new marketing domain: cultural marketing (Kotler, 2005). This is a field still in its development phase, but has probably found, with these new trends, the right moment to grow and develop management structures and models that meet its particular requirements.From the very beginning, contributions made to the cultural sector by the marketing discipline have been very diverse. However, although they seem to have come to a consensusin the scientific world about the idea that the management of cultural identities presents such special characteristics that make it considerably different (V oss and V oss, 2000; Colbert, 2001; Johnson and Garbarino, 2001; Arts Council of England, 2003; Kotler and Scheff, 1997). Contributions from the marketing management area still do not suffice to construct a knowledge base that is solid enough to create a theoretical management framework similar to the one other disciplines with more tradition in marketing research have.In this context, it is stated that the relationship marketing paradigm offers a suitable framework for the implementation of cultural management and this research study has focused on the performing arts services sector, as considering that it is one of the most forgotten sectors by scientific researchers of management. Furthermore, the decreasing consumption of this art form in Europe goes against the trend if taking into account that time and money invested in leisure activities has not stopped growing with countries’ economic development. In view of this situation, questions as following are required: what is the reason for this loss of competitive advantage?, what is being done wrong to be losing impact in a market, which, in theory, is becoming more and more inclined to consume leisure activities, such as the performing arts?, which agents are responsible for the results?, which agents are affected by the results?, what can be done to improve this? These questions are the basis for carrying out this research study.2.RELATIONSHIP MARKETING, SERVICES MARKETING AND CULTURAL MARKETING AS THREE CONVERGENT PERSPECTIVES:Relationship marketing has become one of the most important contributions in the development of modern marketing science (Payne and Holt, 2001), and it has generated a recognised interest in the field of scientific research. What is more, in the opinion of numerous authors, it has even been seen as a new paradigm (Gummesson, 1999; Peck et al., 1999; Webster, 1992; Sheth and Parvatiyar, 2000; Kothandaraman and Wilson, 2000).With the concept by Gummesson (2002) on “relationship marketing is interactions in networks of relationships” as a starting point, the management of a cultural organization is understood as being necessarily determined by a multitude of agents in the market, be included in the organization’s planning process, since the value of the final product is going to depend on them to a large extent. The role of the interest groups in the planning process of the organizations is one of the least cultivated areas of relationship marketing (Henning-Thurau and Hansen, 2000). Payne and Holt (2001) explicitly refer to this defic iency: “understanding long-term relationships with both customers and other stakeholdergroups has been neglected in the mainstream marketing literature; managing the organization’s internal and external relationships needs to become a central activity; th is central activity is relationship marketing”. We are faced, therefore, with a new scenario in which one-to-one marketing has given way to many-to-many marketing (Gummesson, 2004); in other words, planning relationships with individuals has evolved to planning relationships with collectives, with interaction networks.On the other hand, either when contributions in the field of cultural marketing do not record enough standardization or volume to be grouped in trends or schools, they do share a value: the importance of relationships in their management. Contributions made in this area are very diverse, in most cases focusing on relationships with customers (relationships with the performing arts audience). Garbarino and Johnson (1999) use the stage of an off-Broadway theatre in New York to explore the transaction/relationship continuum proposed by Gronroos (1995) to conclude that the performing arts audience has different behavioural profiles depending on the relationships developed with the organization or, specifically, “in a consumer environment in which customers receive highly similar services [...] there are systematic differences in the relationalism of different customer groups”. Rentschler et al. (2001) also considered an empirical approach to relationships with the audience of performing arts organizations in Australia: “what arts organizations need to consider is whether the expense of having high single-ticket sales is sustainable and, if not, what to do about it”.3.THE PRODUCT AND RELATIONSHIPS WITH CUSTOMER’S SUGGESTIONS ON A MODEL FOR THE RELATIONSHIP MANAGEMENT OF CULTURAL SERVICES:Relationships with the audience are the central component in the configuration of the relationship marketing management model for cultural organizations. This central place is shared with the cultural product, whose general marketing model presents special characteristics that differentiate it from the classic structure of marketing, as:1. Marketing process starts in the producer organization, and from this origin (the cultural product) a decision has to be made concerning the part of the market that may be interested in consuming it.2. Once potential consumers have been identified, the company will decide on the remaining relationship policies (instrumental and group, which we will cover below).Therefore, we are faced with a kind of market whose marketing process shows a“product-to-client” type structure. The atypical structure transforms the relationship policy with the cultural customer, as it considers that the core of the product is unalterable (Colbert, 2001).This structure involves the development of a wide variety of relationships, which have to be included in the value creation process forming the marketing of a cultural product. The cultural offering of a country, a region or a district is a source of benefits for a large number of social sectors. It is not for nothing that the recognition of the “need for culture” is well-known in virtually all developed countries (Council of the European Union, 2004), and public organizations, as well as private entities, are involved in satisfying this demand. Based on this situation, it is logical to assume that each and every one of these collectives has to be included in the organization’s planning and a “win-win relationship” needs to be implemented in connection with them.Performing arts organizations will have to manage a multitude of relationships to achieve their objectives. These relationships were formerly classified into two large categories (Quero, 2003):a. Instrumental relationships: this first category groups the marketing mix instruments and incorporates a relationship focus (i.e., product, price, distribution and communication relationships).The differentiation factor characterizing the design of these policies is that they have to be planned taking as a reference the creation of value for customers and for every one of the agents involved in the production process of the cultural services.b. Group relationships: the second of the categories is related to the identification and planning process of relationships with collectives or agents of interest, as the performing arts audience, educational centres, public organizations, competition, suppliers, non-public organizations and internal relationships.From this point of view, group relationships and instrumental relationships are understood as different in nature, but they converge in strategy; in other words, whilst some of them require skills connected with the management of relationships with collectives, others require a different kind of skills, more visible for the customer and connected with decision-making in specific aspects, such as programme designing (product), ticket sales (distribution), show value (price) or conveying the information to the market (communication).However, the management of both groups has to converge in obtained results at the end. In other words, that is to say that every one of the collectives has to have its expectations met in these decisions.4. CONCLUSIONS:The aim of this study was to contribute to the development and implementation of relationship marketing, services marketing and cultural marketing in a specific area: the performing arts sector.The process of selecting and planning the relationships suggested by the relationship marketing paradigm has enabled to develop a theoretical model for organizations of performing arts services, in which two types of relationship groups are identified: instrumental relationships and group relationships. Instrumental relationships include product, price, distribution and communication relationships in the model, with the particular feature of the fact that their design has to be dependent on the analysis of the effects they may have for every one of the interest groups. With regard to group relationships, seven collectives have been identified: performing arts audience, educational centres, public organizations, competition, suppliers, other organizations and internal relationships. Every one of them is capable of creating and receiving value in their relationships and, therefore, they have to be included in organizations’ planning process, in order to implement win-win strategies.In the area of relationship management with the performing arts audience, a classification of the audience has been proposed on the basis of relationship criteria, which has enabled two important phases to be identified in the retention process with cultural customers, the attraction phase and the retention phase, whose primary objective is to foster relations with the customer until the highest possible level of relationship with the organization is obtained.The empirical contribution has served to corroborate the theoretical contribution by implementing a study on the current performing arts audience in Spain and the general public, which demonstrates the importance of managing relations between the cultural organization and its customers and the benefits of implementing an appropriate relationship marketing strategy.This research study could be also considered as a significant contribution to the marketing discipline, due to its important theoretical implications:1. Relationship Marketing is considered as the integrating paradigm, capable of adapting to the requirements of cultural services, in general, and to performing arts services, in particular.2. The marketing-mix paradigm is included into the management model, redefining its main instruments as product, price, distribution and communication relationships.It is also an unprecedented contribution in the field of cultural marketing, at least in Spain, offering a theoretical model for the planning and management of organizations offering performing arts services.This study paves the way for a multitude of future lines of research. For example, the study of every one of the interest groups and their role in the process of creating value, as well as the way in which instrumental relationships have to be implemented emerge as priority actions to be implemented in order to build some foundations in the area of arts marketing that are as solid as those in other sectors.关系营销和服务营销：文化部门价值创造的会聚性观点摘要关系理论架构模式，文化服务管理模式(关系营销的文化组织)，在销售领域做出了前所未有的贡献。
市场营销策略外文文献及翻译Marketing StrategyMarket Segmentation and Target StrategyA 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-marketstrategy.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 multiplesegment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, acompany still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entailsselecting two or more segments and developing a separate marketing mix to reach segment.Positioning the ProductManagement'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:1.Positioning in Relation to a competitorFor some products,the best position is directly against the competition.This strategy is especially suitable for a firm that already has a solid differential advantage or is trying to solidify such an advantage.To fend off rival markers of microprocessors,Intelunched a campaign to convince buyers that its product is superior to competitors.The company even paid computer makers to include the slogan,"Intel Inside" in their ads.As the market leader,Coca-Cola introduces new products and executes its marketing strategies.At the same time,it keeps an eye on Pepsi-Cola,being sure to match anyclever,effective marketing moves made by its primary competitor.2.Positioning in Relation to a Product Class or AttributeSometimes a company's positioning strategy entails associating its product with or distancing it from a product class or attributes.Some companies try to place their products in a desirable class,such as"Madein the USA."In the words of one consultant,"There is a strong emotional appeal when you say,'Made in the USA'".Thus a small sportswear manufacturer,Boston Preparatory Co.is using this positioning strategy to seek an edge over large competitors such as Calvin Klein and Tommy Hilfiger,which don't produce all of their products in the U.S..3.Positioning by Price and QualityCertain producer and retailers are known for their high-quality products and high prices.In the retailing field,Sake Fifth Avenue and Neiman Marcus are positioned at one end of the price-qualitycontinuum.Discount stores such as Target and Kmart are at theother.We're not saying,however,that discounters ignore quality;rather, they stress low prices.Penney's tired―and for the most part succeeded in―repositioning its stores on the price-quality continuum by upgrading apparel lines and stressing designer names.The word brands is comprehensive;it encompasses other narrowerterms.A brand is a name and/or mark intended to identify the product of one seller or group of sellers and differentiate the product from competing products.A brand name consists of words,letters,and/or numbers that can be vocalized.A brand mark is the part of the brand that appears in the form of a symbol, design,or distinctive color or lettering.A brand mark isrecognized buy sight bu cannot be expressed when a person pronounces the brand name.Crest,Coors,and rider for Ralph Lauren's Polo Brand.Green Giant canned and frozen vegetable products and Arm&Hammer baking soda are both brand names and brand marks.A trademark is a brand that has been adopted by a seller and given legal protection.A trademark includes not just the brand mark,as many people believe,but also the brand name.The Lanham Act of 1946 permits firms to register trademarks with the federal government to protect them from use or misuse by other companies.The Trademark Law RevisionAct,which took effect in 1989,is tended to strengthen the the registration system to the benefit of U.S. Firms.For sellers,brands can be promoted.They are easily recognized when displayed in a store or included in advertising.Branding reduces price comparisons.Because brands are another factor that needs to be considered in comparing different products,branding reduces the likelihood of purchase decision based solely on price.The reputation of a brand alsoinfluences customer loyalty among buyers of services as well as customer goods.Finally,branding can differentiate commodities Sunkist oranges,Morton salt,and Domino sugar,for example .PricingPricing is a dynamic process,Companies design a pricing structure that covers all their products.They change this structure over time and adjust it to account for different customers and situations.Pricing strategies usually change as a product passes through itslife cycle.Marketers face important choice when they select new product pricing strategies.The company can decide on one of several price-quality strategies for introducing an imitative product.In pricing innovative products,it can practice market-skimming pricing by initially setting high prices to"skim"the imum amount of revenue from various segments of the market.Or it can use market penetration pricing by setting a low initial price to win a large market share.Companies apply a variety of price-adjustment strategies to account for differences in consumer segments and situations.One is discount and allowance pricing,whereby the company decides on quantity,functional,or seasonal discounts,or varying types of allowances. A second strategy is segmented pricing, where the company sellers a product at two or more prices to allow for differences in customers, products, or locations. Sometimes companies consider more than economics in their pricing decisions,and use psychological pricing to communicate about the product's quality or value.In promotional pricing,companies temporarily sell their product bellow list price as a special-event to draw more customers,sometimes even selling below cost.With value pricing, the company offers just the night combination of quality and good service at a fair price. Another approach is geographical pricing, whereby the company decides how to price distant customers, choosing fromalternative as FOB pricing,uniform delivered pricing, zone pricing, basing-point pricing, and freight-absorption pricing. Finally,international pricing means that the company adjusts its price to meet different world markets.Distribution ChannelsMost producers use intermediaries to bring their products to market.They try to forge a distribution channel―a set of interdependent organizations involved in the process of marking a product or service available for use or consumption by the consumers or business user.Why do producers give some of the selling job tointermediaries?After all,doing so means giving up some control over how and to whom the products are sold.The use of intermediaries results from their greater efficiency in marking goods available to targetmarkets.Through their contacts, experience, specialization, and scales of operation,intermediaries usually offer the firm move value than it can achieve on its own efforts.A distribution channel moves goods from producers to customers.Itovercomes the major time, place, and possession gaps that separate goods and services from those who would use them. Members of the marketing channel perform many functions. Some help to complete transactions:rmation.2.Promotion.3.Contact:finding and communicating with prospective buyers.4.Matching:fitting the offer to the buyer's needs, including such activities as manufacturing and packaging.5.Negotiation:reaching an agreement on price and other terms of the offer so that ownership or possession can be transferred.Other help to fulfill the completed transferred.1.Transporting and storing goods.2.Financing.3.Risk taking:assuming the risk of carrying out the channel work.The question is not whether these functions need to be performed, but rather who is to perform them. All the functions have three things in common:They use up scarce resource, they often can be performed better through specialization, and they can be shifted among channel members.To the extent that the manufacturer performs these functions, its costs go up and its prices have to be higher. At the same time, when some of these functions are shifted to intermediaries, the producer's costs and prices may be lower, but the intermediaries must charge more to cover the costsof their work. In dividing the work of the channel, the various functions should be assigned to the channel members who can perform them most efficiently and effectively to provide satisfactory assortments of goods to target consumers.Distribution channels can be described by the number of channellevels involved. Each layer of marketing intermediaries that performs some work in brining the product and its ownership closer to the final buyer is a channel level. Because the producer and the final consumer both perform some work, they are part of every channel.When selecting intermediaries, the company should determine what characteristics distinguish the better ones. It will want to evaluate the the channel member's years in business, other lines carried, growth and profit record, co-operativeness, and reputation. If the intermediaries are sales agents, the company will want to evaluate the number and character of the other lines carried, and the size andquality of the sales force. If the intermediary is a retail store that wants exclusive or selective distribution, the company will want to evaluate the store's customers, location, and future growth potential.Understanding the nature of distribution channels is important, as choosing among distribution channels is one of the most challenging decisions facing the firm. Marketing intermediaries are used because they provide greater efficiency in marking goods available to target markets.The key distribution channel function is moving goods from producers to consumers by helping to complete transactions and fulfill the completed transaction. Distribution channels can be described by the number of channel levels, which can include no intermediaries in adirect channel, or one to several intermediaries in indirect channels.PromotionPromotion is one of the four major elements of the company's marketing mix. The main promotion tools――advertising, sales promotion, public relations, and personal selling――work together to achieve the company'scommunications objectives.People at all levels of the organization must be aware of the many legal and ethical issues surrounding marketing communications. Much work is required to produce socially responsible marketing communicating in advertising, personal selling, and direct selling. Companies must work hard and proactively at communicating openly, honestly, and agreeably with their customers and resellers.市场营销策略一、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。
RelationshipmarAetingandservicemarAeting:convergencepointofCultureDepartmentofvaluecreationABSTRACTUsingtherelationshipparadigmasatheoreticalframeworA,amanagementmo delforculturalservices(relationshipmarAetingofculturalorganizations)ispropose d,whatisanunprecedentedcontributioninthemarAetingfield.Bycombiningtwoco nvergentperspectives–asrelationshipmarAetingandservicesmarAeting–,themod elisstructuredonthebasisoftwolargetypesofrelationshipsinthemanagementofac ulturalorganization:instrumentalrelationshipsandgrouprelationships.Thepaperis anin-depthstudyofrelationshipsregardingperformingartsaudience.Atheoretical/ empiricalapproachwasapplied,includingfacetofaceinterviewsto1005performing artsconsumersandtelephoneinterviewstoasampleof20XXindividualsinSpain.Aeywords:CulturalmarAetingerformingartsservicesrelationshipmarAeting 1.INTRODUCTION:ThemostrecentliteratureonmarAetingmanagementisdemonstratingarevolu tionarychangeinbothformandcontent,which,undoubtedly,willresultinseveralres earchprojectsintheshorttermaimedatsheddingsomelightonthisdilemma.Traditio nalmanagementmodelsandparadigmsdonotadapttotherequirementsofnewpro ducts,astherearemoreandmoreeGceptionsandquestionsonthemodelsdevelope dsofar(LovelocAandGummesson,20XX;VargoandLush,20XX).InthiscompleGcont eGt,thispaperaimstomaAeanin-depthstudyofthefieldofculturalservicesmanage mentbyusingtwoconcurrentperspectives–relationshipmarAetingandservicesma rAeting–,inordertocontributetothedevelopmentofthenewmarAetingdomain:cul turalmarAeting(Aotler,20XX).Thisisafieldstillinitsdevelopmentphase,buthasprob ablyfound,withthesenewtrends,therightmomenttogrowanddevelopmanagementstructuresandmodelsthatmeetitsparticularrequirements.Fromtheverybeginning,contributionsmadetotheculturalsectorbythemarAet ingdisciplinehavebeenverydiverse.However,althoughtheyseemtohavecometoac onsensusinthescientificworldabouttheideathatthemanagementofculturalidentit iespresentssuchspecialcharacteristicsthatmaAeitconsiderablydifferent(Vossand Voss,20XX;Colbert,20XX;JohnsonandGarbarino,20XX;ArtsCouncilofEngland,20X X;AotlerandScheff,1997).ContributionsfromthemarAetingmanagementareastill donotsufficetoconstructaAnowledgebasethatissolidenoughtocreateatheoretica lmanagementframeworAsimilartotheoneotherdisciplineswithmoretraditioninm arAetingresearchhave.InthisconteGt,itisstatedthattherelationshipmarAetingparadigmoffersasuita bleframeworAfortheimplementationofculturalmanagementandthisresearchstu dyhasfocusedontheperformingartsservicessector,asconsideringthatitisoneofthe mostforgottensectorsbyscientificresearchersofmanagement.Furthermore,thede creasingconsumptionofthisartforminEuropegoesagainstthetrendiftaAingintoac countthattimeandmoneyinvestedinleisureactivitieshasnotstoppedgrowingwithc ountries’economicdevelopment.Inviewofthissituation,questionsasfollowingar erequired:whatisthereasonforthislossofcompetitiveadvantage?,whatisbeingdon ewrongtobelosingimpactinamarAet,which,intheory,isbecomingmoreandmorein clinedtoconsumeleisureactivities,suchastheperformingarts?,whichagentsareres ponsiblefortheresults?,whichagentsareaffectedbytheresults?,whatcanbedonetoi mprovethis?Thesequestionsarethebasisforcarryingoutthisresearchstudy.2.RELATIONSHIPMARAETING,SERVICESMARAETINGANDCULTURALMA RAETINGASTHREECONVERGENTPERSPECTIVES:RelationshipmarAetinghasbecomeoneofthemostimportantcontributionsinthedevelopmentofmodernmarAetingscience(PayneandHolt,20XX),andithasgene ratedarecognisedinterestinthefieldofscientificresearch.Whatismore,intheopinio nofnumerousauthors,ithasevenbeenseenasanewparadigm(Gummesson,1999;P ecAetal.,1999;Webster,1992;ShethandParvatiyar,20XX;AothandaramanandWilso n,20XX).WiththeconceptbyGummesson(20XX)on“relationship marAetingisinteracti onsinnetworAsof relationships”asastartingpoint,themanagementofaculturalor ganizationisunderstoodasbeingnecessarilydeterminedbyamultitudeofagentsint hemarAet,beincludedinthe organization’s planningprocess,sincethevalueofthef inalproductisgoingtodependonthemtoalargeeGtent.Theroleoftheinterestgroup sintheplanningprocessoftheorganizationsisoneoftheleastcultivatedareasofrelati onshipmarAeting(Henning-ThurauandHansen,20XX).PayneandHolt(20XX)eGpli citlyrefertothisdeficiency:“understanding long-termrelationshipswithbothcust omersandotherstaAeholdergroupshasbeenneglectedinthemainstreammarAetin gliterature;managingthe organization’s internalandeGternalrelationshipsneeds tobecomeacentralactivity;thiscentralactivityisrelationshipmarA eting”.Wearefac ed,therefore,withanewscenarioinwhichone-to-onemarAetinghasgivenwaytoma ny-to-manymarAeting(Gummesson,20XX);inotherwords,planningrelationships withindividualshasevolvedtoplanningrelationshipswithcollectives,withinteractio nnetworAs.Ontheotherhand,eitherwhencontributionsinthefieldofculturalmarAetingdo notrecordenoughstandardizationorvolumetobegroupedintrendsorschools,they doshareavalue:theimportanceofrelationshipsintheirmanagement.Contributions madeinthisareaareverydiverse,inmostcasesfocusingonrelationshipswithcustom ers(relationshipswiththeperformingartsaudience).GarbarinoandJohnson(1999)usethestageofanoff-BroadwaytheatreinNewYorAtoeGplorethetransaction/relatio nshipcontinuumproposedbyGronroos(1995)toconcludethattheperformingartsa udiencehasdifferentbehaviouralprofilesdependingontherelationshipsdevelope dwiththeorganizationor,specifically,“inaconsumerenvironmentinwhichcustome rsreceivehighlysimilarservices[...]therearesystematicdifferencesintherelationalis mofdifferentcustomergroups”.Rentschleretal.(20XX)alsoconsideredanempirica lapproachtorelationshipswiththeaudienceofperformingartsorganizationsinAust ralia:“whatartsorganizationsneedtoconsideriswhethertheeGpenseofhavinghig hsingle-ticAetsalesissustainableand,ifnot,whattodoaboutit”.3.THEPRODUCTANDRELATIONSHIPSWITH CUSTOMER’S SUGGESTIONSON AMODELFORTHERELATIONSHIPMANAGEMENTOFCULTURALSERVICES: Relationshipswiththeaudiencearethecentralcomponentintheconfigurationofthe relationshipmarAetingmanagementmodelforculturalorganizations.Thiscentralpl aceissharedwiththeculturalproduct,whosegeneralmarAetingmodelpresentsspec ialcharacteristicsthatdifferentiateitfromtheclassicstructureofmarAeting,as:1.MarAetingprocessstartsintheproducerorganization,andfromthisorigin(the culturalproduct)adecisionhastobemadeconcerningthepartofthemarAetthatmay beinterestedinconsumingit.2.Oncepotentialconsumershavebeenidentified,thecompanywilldecideonthe remainingrelationshippolicies(instrumentalandgroup,whichwewillcoverbelow).Therefore,wearefacedwithaAindofmarAetwhosemarAetingprocessshowsa “product-to-client”typestructure.Theatypicalstructuretransformstherelations hippolicywiththeculturalcustomer,asitconsidersthatthecoreoftheproductisunalt erable(Colbert,20XX).Thisstructureinvolvesthedevelopmentofawidevarietyofrelationships,whichhavetobeincludedinthevaluecreationprocessformingthemarAetingofaculturalpro duct.Theculturalofferingofacountry,aregionoradistrictisasourceofbenefitsforalar genumberofsocialsectors.Itisnotfornothingthattherecognitionofthe“need forcu lture”iswell-Anowninvirtuallyalldevelopedcountries(CounciloftheEuropeanUni on,20XX),andpublicorganizations,aswellasprivateentities,areinvolvedinsatisfyin gthisdemand.Basedonthissituation,itislogicaltoassumethateachandeveryoneoft hesecollectiveshastobeincludedinthe organization’s planninganda“win-winrel ationship”needstobeimplementedinconnectionwiththem.Performingartsorganizationswillhavetomanageamultitudeofrelationshipsto achievetheirobjectives.Theserelationshipswereformerlyclassifiedintotwolargeca tegories(Quero,20XX):a.Instrumentalrelationships:thisfirstcategorygroupsthemarAetingmiGinstru mentsandincorporatesarelationshipfocus(i.e.,product,price,distributionandcom municationrelationships).Thedifferentiationfactorcharacterizingthedesignofthesepoliciesisthattheyh avetobeplannedtaAingasareferencethecreationofvalueforcustomersandforever yoneoftheagentsinvolvedintheproductionprocessoftheculturalservices.b.Grouprelationships:thesecondofthecategoriesisrelatedtotheidentification andplanningprocessofrelationshipswithcollectivesoragentsofinterest,astheperf ormingartsaudience,educationalcentres,publicorganizations,competition,suppli ers,non-publicorganizationsandinternalrelationships.Fromthispointofview,grouprelationshipsandinstrumentalrelationshipsareun derstoodasdifferentinnature,buttheyconvergeinstrategy;inotherwords,whilstso meofthemrequiresAillsconnectedwiththemanagementofrelationshipswithcollec tives,othersrequireadifferentAindofsAills,morevisibleforthecustomerandconnectedwithdecision-maAinginspecificaspects,suchasprogrammedesigning(product ),ticAetsales(distribution),showvalue(price)orconveyingtheinformationtothemar Aet(communication).However,themanagementofbothgroupshastoconvergeinobtainedresultsatt heend.Inotherwords,thatistosaythateveryoneofthecollectiveshastohaveitseGpe ctationsmetinthesedecisions.4.CONCLUSIONS: Theaimofthisstudywastocontributetothedevelopmentandimplementationofrela tionshipmarAeting,servicesmarAetingandculturalmarAetinginaspecificarea:the performingartssector.Theprocessofselectingandplanningtherelationshipssuggestedbytherelation shipmarAetingparadigmhasenabledtodevelopatheoreticalmodelfororganizatio nsofperformingartsservices,inwhichtwotypesofrelationshipgroupsareidentified: instrumentalrelationshipsandgrouprelationships.Instrumentalrelationshipsinclu deproduct,price,distributionandcommunicationrelationshipsinthemodel,withth eparticularfeatureofthefactthattheirdesignhastobedependentontheanalysisofth eeffectstheymayhaveforeveryoneoftheinterestgroups.Withregardtogrouprelati onships,sevencollectiveshavebeenidentified:performingartsaudience,education alcentres,publicorganizations,competition,suppliers,otherorganizationsandinte rnalrelationships.Everyoneofthemiscapableofcreatingandreceivingvalueintheirr elationshipsand,therefore,theyhavetobeincludedin organizations’planningpro cess,inordertoimplementwin-winstrategies.Intheareaofrelationshipmanagementwiththeperformingartsaudience,aclass ificationoftheaudiencehasbeenproposedonthebasisofrelationshipcriteria,which hasenabledtwoimportantphasestobeidentifiedintheretentionprocesswithculturalcustomers,theattractionphaseandtheretentionphase,whoseprimaryobjectiveis tofosterrelationswiththecustomeruntilthehighestpossiblelevelofrelationshipwit htheorganizationisobtained.Theempiricalcontributionhasservedtocorroboratethetheoreticalcontributio nbyimplementingastudyonthecurrentperformingartsaudienceinSpainandthege neralpublic,whichdemonstratestheimportanceofmanagingrelationsbetweenthe culturalorganizationanditscustomersandthebenefitsofimplementinganappropri aterelationshipmarAetingstrategy.Thisresearchstudycouldbealsoconsideredasasignificantcontributiontothem arAetingdiscipline,duetoitsimportanttheoreticalimplications:1.RelationshipMarAetingisconsideredastheintegratingparadigm,capableofa daptingtotherequirementsofculturalservices,ingeneral,andtoperformingartsser vices,inparticular.2.ThemarAeting-miGparadigmisincludedintothemanagementmodel,redefi ningitsmaininstrumentsasproduct,price,distributionandcommunicationrelation ships.ItisalsoanunprecedentedcontributioninthefieldofculturalmarAeting,atleasti nSpain,offeringatheoreticalmodelfortheplanningandmanagementoforganizatio nsofferingperformingartsservices.Thisstudypavesthewayforamultitudeoffuturelinesofresearch.ForeGample,th estudyofeveryoneoftheinterestgroupsandtheirroleintheprocessofcreatingvalue, aswellasthewayinwhichinstrumentalrelationshipshavetobeimplementedemerge aspriorityactionstobeimplementedinordertobuildsomefoundationsintheareaofa rtsmarAetingthatareassolidasthoseinothersectors.关系营销和服务营销：文化部门价值创造的会聚性观点摘要关系理论架构模式，文化服务管理模式(关系营销的文化组织)，在销售领域做出了前所未有的贡献。
附录外文文献原文1.IntroductionMarketing continues to be a mystery to those who create it and to those who sponsor it. Often, the ad that generates record-breaking volume for a retail store one month is repeated the following month and bombs. A campaign designed by the best Madison Avenue ad agency may elicit mediocre response. The same item sells like hotcakes after a 30-word classified ad, with abominable grammar, appears on page 35 of anall-advertising shopper tossed on the front stoops of homes during a rainstorm! The mystery eludes solution but demands attention. The success of an enterprise and development of enterprises depends to a large extent on whether or not they have advanced, meet the needs of the enterprise marketing strategy. For Marketing is the definition, The well-known American scholar Philips marketing of the core marketing concept of the following description : "Marketing is individuals or groups to create, provide and exchange with other valuable products, to satisfy their own needs and desires of a social activities and management process. " In the core concept contains a number of elements: needs, desires and needs; Products or provide; V alue and satisfaction; exchange and transactions; and networking; market; Marketing and sales were a series of concept.This article is devoted to the idea that your marketing results can be improved through a better Understanding of your customers. This approach usually is referred to as the marketing concept.Putting the customer first is probably the most popular phrase used by firms ranging from giant conglomerates to the corner barber shop, but the slogan zing is often just lip service. The business continues to operate under the classic approach -- "Come buy this great product if you dedicate your activities exclusively to solving your customer's problems. The quality of services, and enterprises to cultivate customers satisfaction and loyalty, and can create enterprise value.Any marketing program has a better chance of being productive if it is timed, designed and written to solve a problem for potential customers and is carried out in a way that the customer understands and trusts. The pages that follow will present the marketing concept of putting the customer first. Marketing is a very complex subject; it deals with all the steps between determining customer needs and supplying them at a profit. In addition to some introductory material on marketing, this publication includes practical material on the marketing approaches to budgeting, layout design, and headline writing, copywriting and media analysis. So that a clear understanding of enterprise marketing strategy to improve the operations of enterprises.2.The marketing conceptMarket positioning is identifying the target market, enterprises will adopt what marketing methods, which provide products and services the target market and competitors to show distinction, thereby establishing corporate image and obtain favorable competitive position. Market positioning is a process of enterprise differentiation process, how to find the differences, identify differences and show differences. Today too many similar products, consumers how to choose Consumers buy what is the justification.On the effective positioning for a solution.Positioning is the first to propose in the advertising industry, advertising emphasized in the eyes of the public who left the location, And people often prefer preconceptions; If enterprises can target your customers mind to establish a definite position, to the consumer a reason to buy, enterprises can often compete in an advantageous position.Marketing is an economy built on science, behavioral science and modern management theory on the basis of applied sciences. It enterprise marketing activities and to study law,with full, comprehensive, practical features. As a modern enterprise "businesses" Marketing system introduced in the market economy under the conditions of the enterprises should have a sense of the market, business sense, Marketing strategies and methods. With China's economy growing prosperity, the market competition is becoming increasingly fierce; enterprises need Modern Marketing Theory as the guide. In the initial stage, a number of enterprises have marketing only as a help to product sales growth strategy and means If so far, many Chinese enterprises remain with the Department of Marketing with sales of two and one; When people realize that to meet the needs of the customer-oriented marketing concept should become an enterprise operating philosophy, and the enterprise's overall business activities have an impact, there will be a marketing position inappropriately increase the tendency For many people believe that marketing should be the decision-making levels of guiding ideology, rather than the level of implementation work. Marketing of the enterprise understanding of the position is not correct, will be marketing in the enterprise application will be affected. Marketing work is to open up markets, capture the market and expand the market work, enterprise development, and production activities should open up the market for services, a market that is the basis of the final services in the market. Marketing work is based on enterprise customers as the starting point for the reproduction process, and ensures the customer as the focus of the process of reproduction.That customer demand-oriented, according to the actual needs of customers developing marketable products, and targeted marketing of the market, and its sales to meet the needs of customers. With enterprises to become the main players in themarket, corporate marketing work more salient position, business leaders must attach great importance to it.Unfortunately, there is still a misunderstanding about the word marketing. Many people, including top executives, use it as a sophisticated term for selling. Marketing representative is commonly used in ads to recruit salespeople. Actually, marketing is a way of managing a business so that each critical business decision is made with full knowledge of the impact it will have on the customer.Here are some specific ways in which the marketing approach differs from the classic, or sales, approach to managing a business.①In the classic approach, engineers who develop the product and finally to engineers who produce it. Thus, the sales approach only ends with the customer, while the marketing approach begins and ends with the customer.②The second major difference between the sales and marketing approaches is the focus of management. The sales approach almost always focuses on volume while the marketing approach focuses on profit. In short, under the classic (sales) approach the customer exists for the business, while under the marketing approach the business exists for the customer.The marketing concept is a management plan that views all marketing components as part of a total system that requires effective planning, organization, leadership and control. It is based on the importance of customers to a firm, and states。
市场营销管理_英语论文及译文Multi-dimension Benefits Lead to Brand ExtensionThe traditional view of marketing is that marketers used to succeed by providing superior products and other distinctive functional benefits. But today for such benefits can readily be imitated. Marketers must therefore find new ways of differentiating their products and services by identifying new customer benefits from the customer’s view. Basing on this background, some companies emphasize process benefits and relationship benefits or integrate them with functional benefits to reshape the three benefits combination to attract the consumers who value these new types of benefits as highly as functional ones. The basis for creating successful marketing strategies has expanded to three dimensions and consequently leads to brand extension.This essay aims at make a brief discussion on these issues. Process benefits and relationship benefits are critically analyzed firstly. Then maximizing value creation by identifying new customer benefits from the customer’s cognitive space will be evaluated. Additionally, relevant brand differentiation and brand extension, the key to competitive advantage, will be assessed. In general, brand benefits deriving from adding dimensions to single functional benefits and resulting in strong brand ripple effect, are running through the whole article as a main clue.Today’s marketplace is fundamentally different as a result of major societal forces that have resulted in many new consumer and company capabilities (Kotler and Kevin, 2009). Consumers now tend to pursuit more convenience, pleasantness in consumption process except for high quality products and service. Their needs and wants, also says the consumers value, have expanded and updated to multi-dimensions including process benefits which make transactions between buyers and sellers easier, quicker, cheaper, and more pleasant and relationship benefits which reward the willingness of consumers to identifyopportunities and challenges, and marketing management has change significantly in recent years as companies seek new way to achieve marketing excellence (Kotler and Keller, 2009). Because a buyer’s satisfaction is a function of the product’s perceived performance and the buyer’s ex pectations. Swanson and Kelley (2002) pointed out that high consumer satisfaction has many benefits for the firm, such as increased consumer loyalty, enhanced firm reputation, reduced price elasticities, lower costs of future transactions, and higher employee efficiency.Under this circumstance, in order to occupy market and achieve maximum profits, many companies began to rethink their strategies for future growth. In response to consumers’ multi-dimensions needs, it is important for companies to gain a thorough indepth consumer understanding which helps to make sure that the right products are marketed to the right consumers in the right way. To do this, the first step is market segmentation according to the consumer extending needs. A market segment consists of a group of customers who share a similar set of needs and wants (Kotler and Keller, 2009). The core is to format corresponding branding extension to attract the consumers’ multi-dimensions needs.One research shows that consumers can be segmented by all three dimensions of benefit (functional, process, and relationship benefits) to create more complex and powerful maps of preferences. The size and nature of the important clusters vary substantially (Court et al.). So it is necessary and beneficial that a company needs to identify which market segments it can serve effectively. The most savvy marketers have fashioned hundreds of functional, process, and relationship combinations and identified a similar number of distinct consumer segments that might be attracted to them. A cell phone manufacturer looking for promising offerings in several profitable markets, for example, established cross-functionalcustomer segment panels. With this information in hand, it was truly meeting the needs of target customer segments in critical markets (John et al., 2006). Such decisions require a keen understanding of consumer behavior and careful strategic thinking. The identification of customer needs in order to serve and build the value of customer segments is a major challenge that marketers encounter (Johnson and Schultz, 2004).Rather than creating the segments, the marketer’s task is to establish and delive r the distinctive benefits of the companies’ market offering to the exact segmentation. The choice of corresponding benefits to communicate and emphasize would seem to be especially important in situations where consumers may vary widely in the benefits sought and evaluate brands rather than products (Orth et al., 2004).In addition, the competitive advantage of successful products and service providers is often explained with a logic wherein offering contributes to customer value, resulting in increased satisfaction and behavioral intentions, eventually creating loyalty that manifests itself in enhanced profitability (Cronin et al., 2000; Slater and Narver, 1994; Wang et al., 2004). For example, Starbucks offers added cultural value to attract customers; BMW, Audi, and any other automobile companies, locate four ‘s’ stores in China to offer a comprehensive after-sale service and strengthen the brand image (Fisk, 2006).In another words, the more important thing for companies is put forth a customers value proposition, a set of distinctive benefits or benefits combinations they offer to customers to satisfy their cognitive needs. From the company's perspective, these buying motives should be captured in a customer value proposition (CVP), making it a strategic priority issue in areas such as segmentation, service development, and marketing communications (Rintamäki et al., 2007).According to the view of Anderson (et al., 2006), in order to differentiate itself from its competition, the company needs to have points of difference in its value proposition. In general, identifying customer value propositions begins with understanding the key dimensions of customer value that motivate the targeted customers, and development of customer value propositions benefits from hierarchical evaluation and combining of economic, functional, emotional, and symbolic customer value dimensions (Rintamäki et al., 2007). Foe example, creating functional value is often associated with products that meet the target customers' needs, and processes that increase convenience at different stages of the shopping experience (Seiders et al., 2000). Tesco is a British retailer that has gained competitive advantage by creating superior value for its customers. Tesco's customer-focused commitment to provide customers value is summarized in the company's value proposition “Every little helps,” which is successfully communicated to customers as well as the employees.It is commonly acknowledged that effective marketing communications must recognize the relationship between a product/a brand and the consumption values or benefits consumers seek (Sheth et al., 1991). Because consumers can vary greatly in their value composition, they may seek a range of different benefits from products and brands and hence will react differently to marketing communications emphasizing selected brand benefits (Orth et al., 2004). So from a managerial point of view, extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002).It is clear that that every organization needs to develop strong brands as an essential part of their business strategy (Kay, 2006). It has been accepted that strong brand is a very important factor for a company to win the competition. Good brands make them win customer loyalty, and loyal customers will cost lessto retain and service (Cheverton, 2000). It is an expression of competitive advantage. A brand is thus a product or service whose dimensions differentiate it in some way from other products and services designed to satisfy the same need (Kotler and Keller, 2009). From the customer's point of view, a brand can be defined as the total accumulation of all his/her experiences, and is built at all points of contact with the customer (Kapferer, 2004).To a successful branding marketer, it is vital to realize that customers must see any competitive advantage as a customer advantage. A strong brand identity that is well understood and experienced by the customers helps in developing trust which, in turn, results in differentiating the brand from competition. A company needs to establish a clear and consistent brand identity by linking brand attributes with the way they are communicated which can be easily understood by the customers (Ghodeswar, 2008). Southwest airlines gave a good example. Southwest airlines distinguished itself as a “fun” airlines and adopted “the first-come, first-served opini ng seating”. Southwest airlines is now the nation’s largest airline in terms of passengers flown and holds the distinction of being the only low-fare airline to achieve long-term financial success.Apart from that, effective brand extensions play a key role in the innovation and it is accepted by more and more companies. The established brand can easily be retrieved from memory and the extended brand can be more accessible than individual brands. Extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002).Meanwhile, McQuiston (2004) pointed out firms endeavor to create some form of brand distinctiveness to avoid their products being viewed as commodities. Coca-Cola and Pepsi-Cola have managed to maintain their brand differentiation, irrespective of the similarities of their physical product. In other words, differentiated brands can be based on a feature, service, program or ingredient (Aaker, 2003).In conclusion, consumers become much more dynamic than ever before, because of the constantly changing conditions and environments. Similarly, consumer behavior has made a tremendous changes compared with the past one. Mowen and Mino (2000) describe consumer behavior is defined as the study of the buying units and the exchange processes involved in acquiring, consuming, and disposing of goods, services, experiences and ideas. Incremental income and knowledge makes consumers’ consumption concepts and self-concepts become mature.Consequently, these changes profoundly impact on the consumer attitudes and behaviors to the traditional marketing. How to keep the consumer loyalty in these conditions is one of the challenges faced to the marketers. The traditional view of marketers being used to succeed by providing superior products and other distinctive functional benefits doesn’t work. As a result, the traditional commercial criteria and principles are facing with new challenges. This circumstance have driven more and more marketers to treat brand benefits deriving from adding dimensions to single functional benefits as their core of marketing programs. Firms often try to exploit their existing well-established brands by extending them into new product categories (Wu and Yen, 2007). Brand benefits integrate both functional benefit and process and relationship benefit i.e. emotional benefits that are relevant to the consumer, build on concrete and abstract attributes, are sufficiently known, and are perceived to be different from competition. Just as CEO of BP Browne said: in a global marketplace, branding is crucial in attracting customers and business. It is not just a matter of a few gas stations or the underpin everything that you do and every relationship that you have (Wheeler, 2003).Through launching new products under the parent brand, brand managers may gain several advantages: Not only are new products launched effectively andcost-efficiently, but the extended brand product may also help revitalize the parent brand or flagship products (Supphellen et al., 2004). From this point of view, marketing in three dimensions also means branding in three dimensions, which represents an opportunity to extend what a brand represents beyond narrow functional lines—and to gain leverage by doing so. This expansion of the branding space derived from adding dimensions to single functional benefits represents an enormous opportunity and may lead to marketing success. Therefore, any companies who want to survive and develop in this high competition marketing world should always keep consecutive efforts in establishing brand benefits and implementing brand extension.Words count: 2158REFERENCES:Aaker, D.A. (2003) The power of the branded differentiator. MIT Sloan Management Review, 45 (1), pp.83-7.Anderson, J.C., Narus, J.A., and Van, R. W. (2006) Customer value propositions in business markets. Harvard Business Review, 84 (3), pp.91-97.Chailan,C. (2008) Brands portfolios and competitive advantage: an empirical study. 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(2004) Brand NEW world, brand equity. The Economic Times, 30.Keller, K. (2003) Brand Synthesis: The Multidimensionality of Brand Knowledge. Journal of Consumer Reserch, 29(3).Keller, K.L. (2003b) Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 2nd ed., Pearson Education, Harlow, pp.351.Kotler, P. and Keller, K. L. (2009) Marketing management. In Ledward, R. and Moran, F. Economics and Marketing, Edinburgh Gate: Pearson Education Limited, P154.Kotler, P., Keller, K. L. (2008)Marketing Management. Pearson Custom Publication.p.360.Mark, J. K. (2006), Strong brands and corporate brands. European Journal of Marketing, 40(7/8), pp.742-760./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0070400702.htmlMcQuiston, D.H. (2004) Successful branding of a commodity product: the case of RAEX LASER steel. Industrial Marketing Management, 33(4), pp.345-54.Mowen, J., Minor, M.S. (2000) Consumer Behavior: A Framework. New Jerse: Prentice—Hall, Inc.,Orth, U. R., M, Mina., Shellhammer, T., and Lopetcharat, K. (2004) Promoting brand benefits: the role of consumer psychographics and lifestyle. Journal of Consumer Marketing, 21 (2), pp. 97-108./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0770210202.htmlReid, M. (2008) Contemporary marketing in professional services. Services Marketing, 22 (5), pp. 374-384.Rintamäki, T., Kuusela,H., and Mitronen, L. (2007) Identifying competitive customer value propositions in retailing. Managing Service Quality, 17(6), pp. 621-634./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/1080170602.htmlSeiders, K., Berry, L.L., and Gresham, L.G. (2000), Attention, retailers! How convenient is your convenience strategy?. Sloan Management Review, 41(3), pp.79-90.Sherrington, M. (2003) Added Value: The Alchemy of Brand-Led Growth, Palgrave Macmillan, Basingstoke, pp. 21-49 .Supphellen, M., Eismann, Ø., Hem, L. (2004) Can advertisements for brand extensions revitalize flagship products? An experiment., International Journal of Advertising, 23 (2), pp.173-96.Swanson, S.R. and Kelley, S.W. (2001) Service recovery attributions and word-of-mouth intentions. Marketing, 35 (1/2), pp.194–211.Vargo, S.L., Lusch, R.F. (2004), Evolving to a new dominant logic for marketing. Journal of Marketing, 68 (1), pp.1-17.Wheeler, A (2003) Designing Brand Identity. John Wiley & Sons, Inc.Wu, C. and Yen, Y. (2007), How the strength of parent brand associations influence the interaction effects of brand breadth and product similarity with brand extension evaluations. Product & Brand Management，16(5),pp.334-341.Bibliography:Dibb, S., Simkin, L., Pride, W. M., and Ferrell, O. C. (2001) Marketing:concept and strategies. 4th ed.,New York: Houghton Mifflin.Anderson, J. C., Narus, J. A., and Narayandas, D. (2008) Business market management. 3rd ed., Pearson Education Ltd..Kotler, P., Keller, K. L. (2008)Marketing Management. Pearson Custom Publication.译文：多维利益引起品牌延伸传统的营销观念是卖主通过提供优质的产品或者其他特殊的功能性利益来成功进行营销。
市场营销论文中英文外文翻译文献中英文外文翻译文献The technical basis of network marketingNetwork 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.[Edit] the theoretical basis for the network marketingTheoretical 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 TheoryInternet marketing as an effective direct marketing strategy, network marketing that can be tested and measurable and can be evaluated and controlled. Therefore, the characteristics of the use of network marketing, you can greatly improve the efficiency of marketing and marketing decision-making effectiveness of the implementation.Direct marketing theory is the 20th century, one of the 80's the concept of eye-catching. Direct Marketing Association of the United States for its definition is: "a place to produce anymeasurable response and (or) use the Stock Exchange reached one or more advertising media marketing system interaction." Directly Marketing the key to the theory that network marketing is that it can be tested, measurable, can be evaluated, which a fundamental solution to evaluate the effect of the traditional difficulties in marketing and marketing for more scientific decision-making possible.(B) the network theory of relationship marketingRelationship Marketing is a great importance since 1990 by the marketing theory, which mainly includes two basic points: First of all, in the macro level will berecognized that the scope of marketing a wide range of areas, including customer market, the labor market, the supply market , the internal market, the market stakeholders, as well as the affected market (government, financial markets); at the micro level, recognizing that the relationship between business and customers are constantly changing, the core of marketing should be a simple one-time past transactions to a focus on maintaining relations up long-term relationships. Socio-economic system, enterprises are a major subsystem, corporate marketing objectives by many external factors to the impact of marketing activities of enterprises is a consumers, competitors, suppliers, distributors, government agencies and social organizations the process of interaction, the correct understanding of the relationship between the individual and the organization is the core of marketing is also key to business success or failure.The core of relationship marketing is to keep customers, to provide customers with a high degree of satisfaction with the value of products and services, by strengthening the links with customers to provide effective customer service, to maintainlong-term relationship with customers. And long-term customer relations based on the marketing activities to achieve the marketing objectives of companies. The implementation of relationship marketing is not to damage the cost of business interests, according to research, for marketing a new customer costs five times the cost of the old customers, so to strengthen relations with customers and build customer loyalty can bring long-term enterprise interests, it is to promote a win-win strategy for businesses and customers. The Internet as an effective two-way channels of communication between businesses and customers can achieve low-cost communication and exchange costs, which companies build long-term relationships with customers to provide effective protection. This is because, first of all, enterprises can use the Internet to receive customer orders directly, customers can make their own personalized needs. Enterprises in accordance with customer demand for personalized use of flexible production technology to meet the customer needs to maximize customers in the consumer products and services to create more value. Enterprise customers can also understand the market demand, market segments and targetmarkets, minimize marketing costs and increase the reaction rate on the market. Secondly, the use of the Internet companies to provide customers with better services and keep in touch with customers. Internet time and space constraints are not the characteristics of the convenience of our customers to maximize communication with the enterprise, customers can make use of the Internet in the shortest possible time in an easy way to access business services. At the same time, trading via the Internet to the entire enterprise can be achieved from the product quality,quality of service, such as transaction services to the entire process of quality control.On the other hand, enterprises can also be via the Internet with business-related companies and organizations build relationships and achieve win-win development. Internet as a channel of communication between the cheapest, it can help lower costs in the supply of business-to-business yet, distributors such as the establishment of collaborative partnerships. Cases such as in front of the computer company Lenovo, through the establishment of e-business systems and management information systems with the distributors of information sharing, reduce inventory costs and transaction costs, and close cooperation between the two sides. Relating to the application of network theory will be the strategy behind the marketing services network in detail.(C) The network of soft marketing theoryMarketing theory is soft against the industrial economy to the era of mass production for the main features of the "strong sales" of the new theory, the theory suggests that when customers buy products not only meet the basic physiological needs, but also to meet the mental and psychological level demand. Therefore, the soft marketing is one of the main characteristics of the follow netiquette, etiquette on the network through the use of clever marketing to obtain desired results. It emphasizes the marketing activities of enterprises at the same time the need to respect the feelings of consumers and the body read, so that consumers will be able to comfortably take the initiative to receive the marketing activities of enterprises. Traditional marketing activities can best embody the characteristics of a strong marketing promotions are two: thetraditional advertising and marketing staff. In traditional advertising,consumers are often forced to passive reception of advertising messages, "bombing", and its goal is to impart information through continuous means the hearts of consumers impressed, as to whether the consumer was not willing to accept the need for need not be taken into account; marketing personnel, the marketing staff does not consider the object is willing to sell and needs, but according to the marketing staff to determine their own marketing activities carried out forcibly.On the Internet, because information exchange is a free, equal, open and interactive, to stress that mutual respect and communication, on-line users pay more attention to the protection and privacy of personal experience. Therefore, using the traditional means of marketing a strong start in the Internet marketing activities are bound to backfire, such as the American company AOL has forced their users to send E-mail advertising, the results lead to the unanimous opposition of users, many users agreed to AOL at the same time the company server E-mail to retaliate, with the result that AOL's E-mail mail server in a paralyzed state, and finally had to apologize to quell public indignation. Network marketing is just soft from the consumer's experience and needs and take pull-type strategy to attract consumers concerned about the marketing effectiveness of enterprises to achieve. Network on the Internet to carry out marketing activities, in particular promotional activities must follow certain rules of network formation of virtual communities, some also known as "netiquette (Netiquette)". Network marketing is soft netiquette rules to follow based on the clever use of marketing to achieve a subtle effect. Marketing theory onnetwork application software in the network marketing sales strategy specific details.(D) Network Integrated MarketingIn the current post-industrial society, the tertiary industry in the development of the service sector is the major economic growth point, the traditional manufacturing-based to being service-oriented development, new service industries such as finance, communications, transportation and other industries the sun at high noon. Post-industrial society requires the development of enterprises must be based on service-oriented, it is necessary to customers as the center, to provide customers with timely and appropriate manner, as appropriate services, the maximum extent possibleto meet customer demand. Internet time and space as a cross-transmission of "superconductive" media, can provide timely customer service is located at the same time interactivity of the Internet can understand customer needs and provide targeted response, so the Internet era can be said to be the most consumers an attractive marketing tool.Network of integrated marketing theory include the following key points:Network marketing requires, first of all the consumers into the entire marketing process to the needs of their entire marketing process from the beginning.Network marketing distribution system for the enterprise as well as stakeholders to be more closely together.Corporate interests and the interests of customers to integrate together.Internet on the role of marketing, you can through the 4Ps (product / service, pricing, distribution, promotion) play animportant role in binding. The use of the Internet traditional 4Ps marketing mix can be better with the customer as the center of the 4Cs (customer, cost, convenience, communication) to combine.1. Products and services to customers as the centerAs the Internet has a very good interaction and guiding the user through the Internet under the guidance of the enterprise to choose the product or service or specific requirements of enterprise customers to choose based on the timely production and requirements and provide timely service, making Customer inter-temporal and spatial requirements are met by the products and services; On the other hand, enterprises can also keep abreast of customer needs and customer requirements in accordance with the timely production and marketing organizations to provide the production efficiency and marketing effectiveness. Such as the United States PC sales company Dell Inc., or a loss in 1995, but in 1996, their sales via the Internet to computers, the performance of 100 percent growth, due to customers via the Internet, you can design in the company's home page to choose and combination of computers, the company's production department immediately upon request, production, and sent through the postal service company, so companies can achieve zero inventory production, especially in the sharp decline in prices of computercomponents of the era, inventory will not only reduce the inventory costs can be avoided also because of losses brought about by high-priced stock.2. Customer acceptable cost pricingThe cost of traditional production-based pricing in the market-oriented marketing is to be discarded. The price of newcustomers should be based on acceptable cost pricing, and based on the cost to organize the production and marketing. Customer-centric enterprise pricing, customers must be the determination of market demand and the price accepted standards, otherwise the cost to the customer to accept the pricing is a castle in the air. Business on the Internet can be very easy to implement, the customer can be made via the Internet acceptable cost, the cost of business in accordance with customers to provide flexible product design and production program for the user to choose until after the customer agrees to confirm the production and marketing organizations, all All these are clients of the server program in the company under the guidance and does not require specialized services and, therefore, extremely low cost. At present, the United States, General Motors Corp. to allow customers on the Internet through the company's own guidance system of the design and assembly of motor vehicles to meet their needs, users first determine the criteria for acceptable price, and then according to the price limit system to meet the requirements of style show vehicle, the user can also be used for appropriate changes, the company producing the final product just to meet the customer requirements of price and performance.3. Products to facilitate the distribution of customer-orientedNetwork marketing is one-to-one distribution channels, cross-selling of space-time, customers can order anytime, anywhere using the Internet and purchase products. Iron and steel manufacturers in France still a Luolin Zinox for example, the company was founded in 8 years ago, because of the introduction of e-mail and the world order system, so that processing time from 15 days to 24 hours. At present, thecompany is using the Internet to provide better than the opponent and more efficient services. The company's internal network and vehicle manufacturers to establish contact so that they could demand the other party promptly after the production ofsteel to each other online.4. Repressively turn promotions to strengthen communication and contacts with customersIs the promotion of traditional enterprises, through certain media or tools of oppression customers to strengthen the company's customers and product acceptance and loyalty, customers are passive and accept the lack of communication with customers and contacts at the same time The high cost of the company's sales. Internet marketing is a one-on-one and interactive, and customers can participate in the company's marketing activities in the past, so the Internet can strengthen communication with customers and contacts and a better understanding of customer needs, attracted more customers agree . The U.S. company Yahoo's new star (Yahoo!) Company to develop a network in Internet information retrieval tools for classification, as the products are highly interactive, the user can think it is important for their classification information to Yahoo Yahoo The company immediately joined the classification of information products for the use of other users, so no need for advertising their products on well known, and in a short span of two years the company's stock market value of billions of dollars, an increase of as much as several hundred times.The main method of Internet MarketingCommonly used methods of network marketing system(1)Search Engine Marketing(2)Email marketing permission(3)Online Advertising(4)Web resource cooperation(5)Viral marketing(6)A membership-based network marketingCommon method for classification of network marketing:Web-based network marketing businessTo carry out Internet marketing does not necessarily have to have their own web site, in the absence of site conditions, enterprises in the network to carry out effectivemarketing. Free web site marketing mainly depends on the network marketing and e-mail marketing virtual community.Web-based network marketing is the subject of network marketing, it's main problem is the web site planning, construction, maintenance people, as well as with other marketing to promote the integration of methods. If the type of e-commerce website, web-based network marketing will be involved in product, price, and other traditional marketing channels and marketing a range of issues to consider.译文：网络营销的技术依据网络营销是基于技术基础设施的计算机网络营销。
Relationship marketing and service marketing：convergence point of Culture Department of value creationABSTRACTUsing the relationship paradigm as a theoretical framework，a management model for cultural services (relationship marketing of cultural organizations) is proposed, what is an unprecedented contribution in the marketing field. By combining two convergent perspectives–as relationship marketing and services marketing–, the model is structured on the basis of two large types of relationships in the management of a cultural organization：instrumental relationships and group relationships。
The paper is an in—depth study of relationships regarding performing arts audience. A theoretical/empirical approach was applied，including face to face interviews to 1005 performing arts consumers and telephone interviews to a sample of 2005 individuals in Spain。
Science and technology enterprises Marketing StrategyABSTRACTWith the coming of knowledge-based economy,higll&new-tech enterprises play an increasingly strategic role in national economy,and also make great contribute to providing advanced products and services，promoting technical progress，enlarging employment and developing the national economic competitive power．But while they make a SUCCESS upon advanced technology and hi-tech products，they usually put too much emphasis oll technology advantages，accordingly neglect the research and applications of marketing strategy and management，and then caused the Marketing Myopia resulting in passiveness evefl defeat to the management．So how to exercise modem marketing theories，research and constitute marketing strategy and policy of lIigh&new-tech enterprises，and provide necessary theory base and suppoaing to the marketing problems of hiigh&new-tech enterprises，has some reality significance and generalize application value to promote continuance，healthy and rapidly development ofhigh&new-tech enterprises．KEYWORDS：high&new-tech enterprise，marketing strategy,technical marketing，innovation ofmarketing theoriesFirst, the science and technology enterprise marketing strategyMarketing strategy is the enterprise under the guidance of the marketing concept , the application of modern management methods , for a period of time , the development of the overall business marketing ideas and planning. Marketing strategy consists of three different levels of content : target market, market positioning and marketing mix . The so-called target market is the company established to serve customers. The so-called market positioning is an enterprise cultivate certain characteristics for the product , and establish a certain image of the product , in the minds of customers in order to form a special preference , it is to attack the target market point of attack and defense point selection . Marketing mix is the enterprise to meet the needs of the target customer groups can be combined control variables , offensive target market, occupy the market positioning of the weapon , which is the marketing strategy , according to the traditional 4P concept in general, including product strategy, pricing strategy , distribution strategy , marketing strategy and the strategy together . In this sense . The so-called marketing strategy is based on possible business opportunities , choose a target market , and tries to provide an attractive target market marketing mix . Thus, the corporate marketing strategy formulation should first determine the target market and market positioning to solve the problem , when the target market and market positioning clear later , the focus will shift marketing strategy marketing mix , that is, the formulation of marketing strategies . Therefore, this chapter in science and technology enterprises target market and market positioning strategy is based , according to the life cycle theory and technology acceptance and technology enterprises highlight the characteristics of technical marketing , to study science and technology enterprise marketing strategy.Second, science and technology enterprise marketing strategy based on the strategy developed The traditional view that strategic decision strategy , strategy is a strategic service , any policy formulation and implementation of the strategy are to ensure the implementation, therefore , thepolicy should focus on the development of its strategic objectives beam , as the tech industry market -oriented enterprises , because its products are used to meet the particular purpose of functional products , and its strategy is to develop strategies based on the target market and market positioning strategy. Target marketing strategy refers to enterprises through market segmentation choose one or several market segments as its target market , specializing in their demand characteristics and according to its characteristics to design appropriate products, the development of appropriate price , choose the appropriate distribution channels promotion and planning of appropriate means to achieve to meet customer needs through corporate earnings target market management activities , including no difference in target marketing , differences in concentration of target marketing and target marketing three strategies type. Market positioning strategy is determined in the target market , the firm is based on its own strength and target customer requirements, the enterprise in the target market to determine the location of the strategy .( 1 ) Market Segmentation : Market segmentation aim is to find marketing opportunities , target market. As the face of scientific and technological products industry market , the main consideration should be the ultimate customers of the industry characteristics, customer requirements and customer size and other factors, market segmentation, market segmentation process, should adopt the " Bowling " mode , first find or create energy tremendous utility for customers or interests of target market segments , and offers in this market can benefit both the product or service to gain a foothold in their market ( the first bowling pins ) , through this market on the user's oral advocacy and demonstration effect, and the other based on the market related to the potential customers will quickly become a reality customers, thereby forming a chain reaction , and ultimately achieve the purpose of expanding the market .( 2 ) Target market strategy : each product based on market segmentation, and then select the target market , expand the application fields. Science and technology enterprises in the choice of target market strategy, enterprises should fully take into account the point of product and market conditions to determine , because science and technology enterprise 's products are generally excellent performance and to meet the specific purpose non- homogeneous products , mostly in the product the introduction of life-cycle stage and growth stage , therefore, should be the main difference between marketing and choose to focus marketing strategy .( 3 ) market positioning strategy : market positioning is to give companies in the target market, choosing an appropriate location , and provide appropriate products to meet customer requirements. To achieve these goals depends on three factors: the case of target customers needs , target market conditions and competitors on the strength of enterprises , etc., generally use the forward position and reverse positioning two kinds of strategies. The main methods of market positioning : positioning based on attributes and benefits , based on price and quality positioning, positioning according to use , according to user location , based on product quality positioning , according to the competitive situation in the various methods of positioning and portfolio positioning. As a technology-based company's market position , it should be in the market to establish a superior quality , high performance , high technology , reliable quality, use a unique , leading the development of the industry 's brand image, so that customers feel inherent in the product technology content , brand value and use value , let the customer experience into these " intangibles " is stamped into the minds of the customer becomes a feeling and impression. Meanwhile, the technology-based products in the sales process is often accompanied by technical support and transfer of science and technology enterprises but also in the minds of our customersfirst-class technology , first-class products and excellent service market image .Third, science and technology enterprise marketing strategyAs mentioned above, the life cycle of technology acceptance theory is mainly high-tech products for the consumer market the types of customers and the market characteristics of the research does not fully applicable to the industrial market in high-tech products , but for the market research industry, high-tech science and technology enterprises product has a certain significance , therefore , accept the life cycle of the technical theory and combining the characteristics of the market research industry to develop marketing strategies and technology enterprises in the traditional 4P marketing mix based on the theory of technical support and service marketing strategy , value chain integration marketing strategy, marketing strategy of social responsibility role .1 , product strategyTraditional product overall concept that any kind of product are composed of three elements: core products , tangible products ( performance , brand , quality, appearance and style , etc. ) and additional product ( additional services and benefits ) . But as a high-tech product, it can be divided into the core product or core interests ( the product's core interests or fundamental value ) , form the basis of the product or products ( physical presence in the form of products or external manifestations ) , expected product ( customers buy products expect to receive when closely associated with a set of core product attributes and conditions ) , add-on products ( with the purchase behavior extending additional services and benefits generated ) and potential products ( to meet customer demand for value potential benefits ) five levels . Dr. Xiong Wei further studies suggest that high-tech products of the " whole product " concept is a dynamic process of development , high-tech products as a whole product model First, you must confirm the customer's core interests ( core interests confirmation stage ) ; then to understand the customer's core interests , development and production of high-tech products materialized ( materialized product stage ) : Then through marketing packaging, product application knowledge dissemination , and so means to allow customers and partners to understand the implication of the true value of products , at this stage , there must be an early innovators have started buying the product, which is key to the success of high-tech product strategy stage, we must allow the market to establish expectations for the products ( expect established stage ) ; next, you must complete the installation, commissioning , maintenance and other support services mechanism , simplifying the business processes, enhancing knowledge transfer work ( complete solution phase ) ; Thus , high-tech products have been common features of the product has , the last is the development of additional capacityBased on the above analysis, development of science and technology enterprises of high-tech product strategy is as follows :( 1 ) First, to ensure the product's core interests and values in the form of tangible products through to achieve tangible product contains high-tech products as much as possible the technical content and added value. High-tech products as much as possible reflect the core product functionality. Science and technology enterprises should give full play to its technological advantages, targeting the market demand for the development of targeted high technology, market demand urgent , good market prospects , high added value and competitive new products to develop new products and upgrading products Lord.( 2 ) as an additional product technical support and service of high-tech products in the market is the key to success . First, pre-sales technical support and services that can help customers improve understanding of new products , so that potential customers understand the product 's core values as soon as possible to help them determined to buy . Secondly, the scientific and technological products in the sales process is often accompanied by a large number of technical support and transfer of science and technology enterprises should increase product technical support and service efforts, as much as possible to its technological advantage is reflected in the sales of add-on products , Technical support even become inseparable part of the product , allowing customers to purchase products at the same time , by receiving technical services to gain maximum benefit , in order to improve the competitiveness of products .( 3 ) tangible product to reflect the product's superior performance, quality and brand , to reflect the first-class technology , aFlow value of the product . Through quality system certification, patent applications , certification authorities , creating famous brand in the form of tangible products to enhance the value .( 4 ) As a high-tech product , the product should reflect the expected value of the product , product performance andCustomers using the function to achieve the desired properties and conditions , so that customers feel after purchase value for money.( 5 ) To continue to dig through technological innovation of high-tech products, the potential value of the product , so that customers getPremium services , improve customer loyalty .( 6 ) As an alternative characteristics of high-tech products , once a functionally equivalent new products come out , the old productionGoods will be eliminated from the market, therefore, the future of high-tech products into maturity , the market should be improved through technological innovation and product improvement , and constantly develop new uses and new features , extend its life cycle.2 , pricing strategyOverall, the science and technology enterprises , the general rely on the uniqueness of the product to occupy a certain market segments, should focus on strengthening the unique nature of the product rather than reduce costs. It is generally expensive policies should be taken , should not take low-cost policy .Share on pricing methods , generally cost-oriented , demand-oriented and competition -oriented three methods , science and technology enterprise products are generally used to meet the special needs of the market of high-tech new products, sometimes even contains some technologies and services specific product portfolio, customers buy products, but also have these advanced technologies and processes, therefore , the customer first value is the value of its properties and use , the price is a secondary factor , that product performance is the customer 's decision to purchase the most important factors, therefore, recommended perceived value pricing , according to the customer's perceived value to pricing, in order to obtain higher returns. On the other hand , high-tech products are generally in the introduction and growth stage of new products, new product pricing strategies skimming pricing strategy , pricing strategy and satisfactory penetration pricing strategy , skimming pricing strategy is a high- price strategy is refers to the market early in the new products , price too high , so that in a short period of time to maximize profits : penetration pricing strategy is a low- price strategy, that in the new product into the market , theprice is set too low, so that customers easily accepted , and soon opened and occupied the market, through economies of scale and experience curve gradually reduce costs, and ultimately achieve a low price ; satisfaction pricing strategy is a range between skimming and penetration pricing strategy . Set by the low price, but the price is higher than the penetration , is an intermediate price . Because of this pricing strategy enables producers and customers more satisfied with the name. Sometimes called "gentlemen price" or "moderate prices ." As science and technology enterprises of new products , in the face of customers generally are innovators or early adopters , the price elasticity of demand is low, therefore , it is recommended to take skimming pricing strategy. From high-tech products in terms of features and functionality used , which is based on special features to meet specific customer needs in different areas , for different customers, but also can take differential pricing strategy . Science and technology enterprises in the development of the price strategy, but also considering the products in which the specific stages of the life cycle and the market cycle , and competitors conditions and other factors , select the appropriate pricing strategy. For example : For has matured , the market is highly competitive products, you can take follow the market pricing.3, the distribution strategyAs high-tech products and technology enterprises , usually for a particular purpose , non-standard chemical products in the market are mostly oriented industry market , often require salespeople or professional and technical personnel to customers about product performance characteristics, uses and use requirements , or even need installation, maintenance and after-sales service . Some high-tech products, carries a lot of advanced technology and processes , products and technologies are sold simultaneously , that is, the sale of some products is often accompanied by advanced technology and the transfer of technology , not so much selling a product, as it is sales techniques and processes , the need for pre-sales technical promotion, sale and after-sale technical guidance technology exchange and training , that is, in marketing activities to be carried out a lot of technical marketing. Furthermore, customers often require some special requirements in depth on-site technical personnel of enterprises , tailored to customers to meet their special needs Products, customers, scene of some of timely and accurate technical information is passed back to the production department , and sometimes require on-site personnel involved in marketing the new product design, development and production process, even after repeated and improved in order to succeed. Thus, the complexity and high-tech products require specialized personnel and institutions engaged in the corresponding this complex , specialized sales. Thus, science and technology enterprises to use more direct way to promote their products , in a sense , direct sales personnel marketing activities buyers and sellers information exchange, emotional communication , knowledge exchange and commodity exchanges composite behavior . In marketing activities , and even to build sales, design , research and production of a combination of integration model, high-tech achievements and products to accelerate the commercialization process . Science and technology enterprises in international markets or a specific area of the market, you can choose with relevant expertise and influence in the industry of professional agents , establish long-term cooperation with strategic marketing alliances or a close cooperative relationship , as far as possible the use of hierarchical less professional sales agents . In today's society , the emergence of the Internet to give people the information exchange and communication provides a great convenience , as a leading high-tech development of science and technology enterprises in the marketing efforts should attach importance to the use of internetmarketing . NetworkMarketing, distribution advantage of low cost, interactive real-time communication , so that enterprises can more easily and facilitate the establishment of the customer information system, which is unmatched by other traditional channels , the enterprise can be carried around the clock 24 hours and keep in touch with customers , business product information can be the fastest way to deliver to the customer. Internet Marketing for the development of the international market, reduce costs, improve efficiency even more significant role.4 , promotion strategyCorporate promotional activities , including advertising , sales promotion, publicity and personal selling, sales promotion , etc. IV . Promotion will focus on: First, to allow customers to quickly and comprehensive understanding of the product , including its advantages , and the new value of applicability ; secondly , promotion to give customers technical support and guidance in order to attract customers, help customers choose to buy ; Finally, the goal is not only for the promotional needs of people ( users ) , but also for those who recommend products and brands ( proponents ) , but also for those who are going to buy from someone ( potential demanders ) , for the industrial market sales , but also for its promotional objective decision-makers , buyers , and information controller. According to the technology acceptance life cycle theory , high-tech products into the market in the process, the key issue is to conquer the innovators and early adopters of these key customers, and then quickly across the " gap" phase , expanding customer base. We must first determine a good target market and step into the market , selecting the right initial customers are high-tech products successfully entered the market and the rapidly expanding popularity of the key. These key customers, including walking in front of innovational companies and individuals , secondary developers , an industry, an important opinion leaders and so on. These key customers, the company can give some valuable feedback information for companies to improve new products, better capture the market ; Second, they may be secondary to the high-tech product development , will be derived from its use to other industries go to market to them to complete the redevelopment ; Finally , the key customers in the market have a great voice , through their verbal communication, information can quickly spread to a wider range .Based on the above analysis, development of science and technology enterprise promotion strategies are as follows :( 1 ) should pay attention to the role of propagandaInstitutes in science and technology for enterprises, often with the advent of new products and new results , but has always maintained good cooperation with the government relations , often a declaration or commitment to national and local levels, a major research departments , all of which , can become very good news materials , public relations activities through news agencies reported , please publicity , these positive news for companies to improve their visibility and establish a good corporate image has a good effect , if it is a new product reports, can also play a role in promotion and advertising , may well be the innovators or early adopters to try to buy a catalyst . Publicity with less expensive , realistic strong features, especially for the early start of the science and technology enterprises , is a good promotional tool.( 2 ) publicity and sales promotion matchedSales promotion is a series of marketing activities directly stimulate buying in general. For example : special services before and after sales , exhibitions, presentations and other marketing efforts and so on. After the advent of new products and technology enterprises , through mediacoverage in the customer base may also play a role in its creation , but for our customers choose to buy the new product in terms of its presentation is not enough, therefore , enterprises should promptly participate in industry associations seminars , technical seminars , exhibitions and invite target customers organize product launches , etc. seize the opportunity to introduce new products to our customers the performance , characteristics and use of the benefits to the customer after . Fully as soon as possible to help customers learn about new products , contributed to buy. In this way for early public fully understand the new products to help them determined to buy an important role , is a new product across the " gap" quick access " bowling alley " phase of the important means. Attention should be paid in the sales promotion of opinion leaders and experts to play the advocacy role of opinion leaders is to have a say on the products and companies that can exert influence organizations and individuals . In the high-tech products in the market , and business -related marketing chain ( suppliers , distributors , wholesalers, retailers ) , venture capitalists , financiers , news reporters , newspaper commentators , economic analysts , lawyers, industry sector celebrities, to control the flow of information industry and the majority of users, etc. , all have a say on the products and business professionals , executives are " opinion leaders " the most important part. "Opinion leaders " who pass on the information they received for processing , sorting, and then transmitted to the target customers enhanced , leaving the corporate and product information more timely , with the most easy to understand way to convey to the target customer hands , so high sales results . Therefore, enterprises must be "opinion leaders" of the key players to establish contact , develop friendships , ready to provide them with technological progress in the case , held a conference, product information , technical demonstration seminars , experts explain to the audience the performance of new products, technology and development prospects . Their views , views on the potential users of high-tech products is the most authoritative. Also note that in the sales chain to promote the marketing, sales promotion of the use of oral transmission , chain marketing is the use of old customer product sales campaign , due to its use of interpersonal promotion , to a certain extent, accelerate customer product understanding of the process , so the success rate is very high, the effect is a better means of promotion , of course , the most important prerequisite for the corporate brand is the customer satisfaction and loyalty is higher.( 3 ) the proper use of the role of advertisingAdvertising is mainly consumer goods major promotional tool , it is in the role of industrial supplies sales have created awareness , building understanding , provide clues proven effective reassurance functions such as technology-based products industry in terms of the market , can in some professional journals on the proper conduct advertising and promotion, in order to build awareness and provide clues received results. The role of advertising can expand the impact of new products to enhance public awareness of the early understanding and awareness of new products , a firm confidence in their decision-making ; On the other hand , it makes the public feel that the late , new technology has matured, paid products have been popular, the transmission of information through advertising , you can establish in their minds a certain brand image, when you decide to purchase , also known company preferred products . However, in terms of the industrial market , relying on advertising and promotion, it is difficult to allow customers to complete the purchase .( 4 ) focus on the role of the use of personal sellingPersonal selling is an enterprise by sending sales staff with one or more people who may becomebuyers talk to make an oral presentation to promote their products , promote and expand sales. Personal selling is the sales staff to help and persuade buyers buy certain goods and services in the process , because it is face to face with customers , you can put the performance and technical characteristics of the product delivered to the customer, can provide customers with consulting services to help customers solve a some technical issues , while sales of high-tech products and technology enterprises is precisely the need for technical exchanges and services. Thus, science and technology enterprises should pay special attention to the role of personal selling , sales staff want to propose specific professional requirements , making it capable technical marketing efforts, when necessary, please engage in new products and new technology research and development personnel "expert marketing" . Personal selling is the science and technology enterprises in the industrial market, the primary means of selling its high-tech products throughout every stage of market segmentation , the other sales promotional tools only play a supporting role . Science and technology enterprises in high-tech products in various stages of the targeted market make other promotional work , marketing and other means to make staff complement , play the greatest performance.5 , other marketing strategies( A ) technical support and service marketing strategyHigh-tech products for industrial markets , its tangible products often materialized some advanced technologies and processes , the technology is far greater than even their physical value-added product value . Thus, while the transfer of product sales , often accompanied by the transfer of technology and support, product sales and technical support needs simultaneously. On the other hand , high-tech products of high technical level , complex structures , some of the technology is unprecedented and users of its technology performance, use is often unfamiliar, and high-tech products are often put into the market not long , and sometimes it is inevitable that technical performance is not stable enough the situation , which requires companies to establish a set of quality service system . In product sales , you should provide the appropriate technical advice and training to enable users of the products have a relatively well understood . After the sale of the product installation, maintenance and repair work should be dedicated to customer service . You can also help users on the basis of the original product , increase the number of components or software , to expand the functionality of existing products , improve the technical level of the original product , which not only makes users feel a strong sense of business , but also can induce users of high-tech products dependence , creating demand for the future .( 2 ) Social Responsibility Promotion StrategyScience and technology enterprises to implement CSR promotion strategy is mainly reflected in two aspects, one is to help solve social problems from the start, the public is most concerned about social issues into enterprises are most concerned about , and to solve these problems and means financial products and services on their own , then the public will inevitably also produce these products and services of great interest , and thus help to open up the market of these products and services . Second, some of the advent of high-tech products is to break the long-standing monopoly of foreign products , there revitalize national industry 's mission and tasks , then, science and technology enterprises in the development of marketing strategy, can give high-tech products to revitalize national industry meaning, through the people's patriotic fervor and national pride to achieve sales . CSR marketing strategy to help enterprises attach importance to marketing ethics , establish a corporate image, increase the market share of high-tech products .。
