营销渠道中英文对照外文翻译文献.doc

毕业设计（论文）外文参考文献译文原文出处：Marketing Management设计（论文）题目：对我国汽车行业营销渠道的研究姓名学号 070808206院（系）经济与管理学院专业市场营销指导老师二〇一〇年十二月九日Marketing Channels and Value NetworksMost producers do not sell their goods directly to the final users; between them stands aset of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel (also called a trade channel or distribution channel). Formally, marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after production, culminating in purchase and use by the final end user.Some intermediaries-such as wholesalers and retailers-buy, take title to, and resell the merchandise; they are called merchants. Others-brokers, manufacturers' representatives, sales agents-search for customers and may negotiate on the producer's behalf but do not take title to the goods; they are called agents. Still others-transportation companies, independent warehouses, banks, advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales; they are called facilitators.The Importance of ChannelsA marketing channel system is the particular set of marketing channels a firm employs, and decisions about it are among the most critical ones management faces. In the United States, channel members collectively have earned margins that account for 30% to 50% of the ultimate selling price. In contrast, advertising typically has accounted for less than 5% to 7% of the final price.Marketing channels also represent a substantial opportunity cost. One ofthe chief rolesof marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets, they must also make markets.The channels chosen affect all other marketing decisions. The company's pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firm's sale force and advertising decisions depend on how much training and motivation dealers need. In addition, channel decisions include relatively long-term commitments with other finns as well as a set of policies and procedures. When an automaker signs up independent dealers to sell its automobiles, the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time,channel choices themselves depend on the company's marketing strategy with respect to segmentation, targeting, and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.In managing its intermediaries, the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturer's sales force, trade promotion money, or other means to induce intermediaries to carry, promote, and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category, brand choice is made in the store, the product is an impulse item, and product benefits are well understood. In a pull strategy the manufacturer uses advertising, promotion, and other forms of communication to persuade consumers to demand the product from intermediaries, thus inducing the intermediaries to order it. Pull strategy is appropriate when there is high brand loyalty and high involvement in the category, when consumers are able to perceive differences between brands, and when they choose the brand before they go to the store. For years, drug companies aimed ads solely at doctors and hospitals, but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumersdirectly. This is particularly evident in the burgeoning business of prescription sleep aids.SEPRACOR INC.The increased use of prescription sleep aids is due not so much to an increase in the number of insomniacs, as to the billions of dollars the drug companies re spending on print and TV advertising. Consider Sepracor's ads for Lunesta, featuring a pale green Luna moth flitting around the head of a peaceful sleeper. Sepracor spent $2.98 million in consumer advertising in 2006, and its stock and sales have jumped due to its successful campaign. The drug industry as a whole spent more than $4 billion on consumer ads in 2005, more than a fivefold increase in 10 years. Its aggressive pUll marketing strategy has, however, prompted intense debate and scrutiny from Congress. After all, while aggressive advertising of Merck's Vioxx generated huge profits, it exposed housands of U.S. adults to heart attack risks. Critics of the new drug ads say the drugs they tout treat symptoms rather than spurring consumers to discoverthe reason they can't sleep (which can range from simple stress to serious illness). Proponents of such ads say that in an era of managed care and shortened doctor visits, ads educate patients and spark important conversations with doctors. Although thepharmaceutical industry is unlikely to pUll back, Bristol-Myers Squibb Co. has won some kudos for voluntarily banning ads during the first year new drugs are on the markets.Top marketing companies such as Coca-Cola, Intel, and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand, without at least some consumer interest, it can be very difficult to gain much channel acceptance and support.Channel DevelopmentA new firm typically starts as a local operation seIling in a fairly circumscribed market, usingı existing intermediaries. The number of such intermediaries is apt to be limited: a few manıufacturers' sales agents, a few wholesalers, several established reta ilers, a few trucking comıpanies, and a few warehouses. Deciding on the best channels might not be a problem; theı problem is often to convince the available interımediaries to handle the firm's line.If the firm is successful, it might branch into new markets and use different channels in different markets. In smaller markets, the firm might sell directly to retailers; in larger markets, it might sell through distributors. In rural areas, it might work with general-goods merchants; in urban areas, with limited-line merchants. In one part of the country, it might grant exclusive franchises; in another, it might seJJ through aJJ outlets witIing to handle the merchandise. In one country, it might use international sales agents; in another, it might partner with a local firm.International markets pose distinct challenges. Customers' shopping habits can vary by countries, and many retailers such as Germany's Aldi, the United Kingdom's Tesco, and Spain's Zara have redefined themselves to a certain degree when entering a new market to better tailor their image to local needs and wants. Retailers that have largely stuck to the same selling formula regardless of geography, such as Eddie Bauer, Marks & Spencer, and Wal-Mart,marketing strategy for Its entrance into 1M US. market to slock different national manufacturer have sometimes encountered trouble in entering new markets.In short, the channel system evolves as a function of local opportunities and conditions, emerging threats and opportunities, company resources and capabilities,and other factors. Consider some of the challenges Dell has encountered in recent years.DELLDell revolutionized the personal computer category by selling products directly to customers via the telephone and later the Internet, rather than through retailers or resellers. Customers could custom design the exact PC they wanted, and rigorous cost cutting allowed for low everyday prices. Sound like a winning formula? It was for almost two decades. But 2006 saw the company encounter a number of problems that led to a steep stock price decline. First, reinvigorated competitors such as HP narrowed the gap in productivity and price. Always focused more on the business market, Dell struggled to sell effectively to the consumer market. Ashift in consumer preferences to bUy in retail stores as opposed to buying direct didn't help, but self-inflicted damage from an ultraefficient supply chain model that squeezed costs-and quality-out of customer service was perhaps the most painfuL Managers evaluated calf center employees primarily on how fong they stayed on each calf-a recipe for disaster as scores of customers felt their problems were ignored or not properly handled. Alack of R&D spending that hindered new-product development and led to a lack of differentiation didn't help either. Clearly, Dell was entering a new chapter in its history that would require a fundamental rethinking of its channel strategy and its marketing approach as a whole.Hybrid ChannelsToday's successful companies are also multiplying the number of "go-to-market" or hybrid channels in anyone market area. In contrast to Dell, HP has used its sales force to sell to large accounts, outbound telemarketing to sell to medium-sized accounts, direct mail with an inbound number to sell to small accounts, retailers to sell to still smaller accounts, and the Internet to sell specialty items. Staples markets through its traditional retail channel, adirect-response Internet site, virtual malls, and thousands of links on affiliated sites.Companies that manage hybrid channels must make sure these channels work well together and match each target customer's preferred ways of doing business. Customers expect channel integration, characterized by features such as:the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receivediscounts and promotional offers based on total online and off-line purchases.Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here's a specific example of a company that has carefully managed its multiple channels.REI（Recreation Equipment Inc.）What's more frustrating: buying hiking boots that cripple your feet, or trying on the perfect pair only to find the store is out of stock in the size or style you want? At Recreational Equipment Inc. (REI), the largest consumer cooperative in the United States with 2.5 million active members, outdoor enthusiasts can easily avoid both problems. In 90 REI stores across the country, customers are lighting up gas stoves, pitching tents, and snuggling deep into sleeping bags. REI stores are designed to give an experience, not just sell goods. If an item is out of stock, all customers need do is tap into the store's Internet kiosk to order it from REI's Web site. Less Internet-savvy customers can even get clerks to place the order for them at the checkout counters. REI has been lauded by industry analysts for the seamless integration of its retail store, Web site, Internet kiosks, mailorder catalogs, value-priced outlets, and toll-free order number. And REI not only generates store-to-Internet traffic, it also sends Internet shoppers into its stores. If a customer browses REI's site and stops to read an REI "Learn and Share" article on backpacking, the site might highlight an in-store promotion on hiking boots. Like many retailers, REI has found that dual-channel shoppers spend significantly more than single-channel shoppers, and that tri-channel shoppers spend even more.Understanding Customer NeedsConsumers may choose the channels they prefer based on a number of factors: the price, product assortment, and convenience of a channel option, as well as their own particular ,hopping goals (economic, social, or experiential).As with products, segmentation exists, and marketers employing different types of channels must be aware that different con;umers have different needs during the purchase process.Researchers Nunes and Cespedes argue that, in many markets, buyers fall into one offour categories.1.Habitual shoppers purchase from the same places in the same manner over time.2.High-value deal seekers know their needs and "channel surf" a great dealbefore buying at the lowest possible price.3.Variety-loving shoppers gather information in many channels, take advantage of hightouch services, and then buy in their favorite channel, regardless of price.4.High-involvement shoppers gather information in all channels, make their purchase in a low-cost channel, but take advantage ofcustomer support from a high-touch channel.One study of 40 grocery and clothing retailers in France, Germany, and the United Kingdom found that retailers in those countries served three types of shoppers: (1) Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided; (2) Price/value customers who were most concerned about spending their money wisely; and (3) Affinity customers who primarily sought stores that suited people like themselves or the members ofgroups they aspired to join. As Figure 15.1 shows, customer profiles for these types of retailers differed across the three markets: In France, shoppers placed more importance on service and quality, in the United Kingdom, affinity, and in Germany, price and value.Even the same consumer, though, may choose to use different channels for different functions in making a purchase. For instance, someone may choose to browse through a catalog before visiting a store or take a test-drive at a dealer before ordering a car online. Consumers may also seek different types of channels depending on the particular types of goods involved. Some consumers are willing to "trade up" to retailers offering higher-end goods such as TAG Heuer watches or Callaway golf clubs; these same consumers are also willing to "trade down" to discount retailers to buy private-label paper towels, detergent, or vitamins.Value NetworksA supply chain view of a firm sees markets as destination points and amounts to a linear view of the flow. The company should first think of the target market, however, and then design the supply chain backward from that point. This view has been called demand chain planning. Northwestern's Don Schultz says: "A demand chain management approach doesn't just push things through the system. It emphasizes what solutions consumers are looking for, not what products we are trying to sell them." Schultz has suggested that the traditional marketing "four Ps" be replaced by a new acronym, SIV A, which stands for solutions, information, value, andaccess。

毕业设计（论文）外文参考文献译文原文出处：Marketing Management设计（论文）题目：对我国汽车行业营销渠道的研究姓名学号 *********院（系）经济与管理学院专业市场营销指导老师二〇一〇年十二月九日Marketing Channels and Value NetworksMost producers do not sell their goods directly to the final users; between them stands aset of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel (also called a trade channel or distribution channel). Formally, marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after production, culminating in purchase and use by the final end user.Some intermediaries-such as wholesalers and retailers-buy, take title to, and resell the merchandise; they are called merchants. Others-brokers, manufacturers' representatives, sales agents-search for customers and may negotiate on the producer's behalf but do not take title to the goods; they are called agents. Still others-transportation companies, independent warehouses, banks, advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales; they are called facilitators.The Importance of ChannelsA marketing channel system is the particular set of marketing channels a firm employs, and decisions about it are among the most critical ones management faces. In the United States, channel members collectively have earned margins that account for 30% to 50% of the ultimate selling price. In contrast, advertising typically has accounted for less than 5% to 7% of the final price.Marketing channels also represent a substantial opportunity cost. One ofthe chief rolesof marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets, they must also make markets.The channels chosen affect all other marketing decisions. The company's pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firm's sale force and advertising decisionsdepend on how much training and motivation dealers need. In addition, channel decisions include relatively long-term commitments with other finns as well as a set of policies and procedures. When an automaker signs up independent deal· ers to sell its automobiles, the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time, channel choices themselves depend on the company's marketing strategy with respect to segmentation, targeting, and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.In managing its intermediaries, the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturer's sales force, trade promotion money, or other means to induce intermediaries to carry, promote, and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category, brand choice is made in the store, the product is an impulse item, and product benefits are well understood. In a pull strategy the manufacturer uses advertising, promotion, and other forms of communication to persuade consumers to demand the product from intermediaries, thus inducing the intermediaries to order it. Pull strategy is appropriate when there is high brand loyalty and high involvement in the category, when consumers are able to per· ceive differences between brands, and when they choose the brand before they go to the store. For years, drug companies aimed ads solely at doctors and hospitals, but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumers directly. This is particularly evident in the burgeoning business ofTop marketing companies such as Coca-Cola, Intel, and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand, without at least some consumer interest, it can be very difficult to gain much channel acceptance and support.Channel DevelopmentA new firm typically starts as a local operation seIling in a fairly circumscribed market, usingı existing intermediaries. The number of such intermediaries is apt to be limited: a few manıufacturers' sales agents, a few wholesalers, several established retailers, a few trucking comıpanies, and a few warehouses. Deciding on the best channels might not be a problem; theı problem is often to convince the available interımediaries to handle the firm's line.If the firm is successful, it might branch into new markets and use different channels in different markets. In smaller markets, the firm might sell directly to retailers; in larger markets, it might sell through distributors. In rural areas, it might work with general-goods merchants; in urban areas, with limited-line merchants. In one part of the country, it might grant exclusive franchises; in another, it might seJJ throughaJJ outlets witIing to handle the merchandise. In one country, it might use international sales agents; in another, it might partner with a local firm.International markets pose distinct challenges. Customers' shopping habits can vary by countries, and many retailers such as Germany's Aldi, the United Kingdom's Tesco, and Spain's Zara have redefined themselves to a certain degree when entering a new market to better tailor their image to local needs and wants. Retailers that have largely stuck to the same selling formula regardless of geography, such as Eddie Bauer, Marks & Spencer, and Wal-Mart,marketing strategy for Its entrance into 1M US. market to slock different national manufacturer have sometimes encountered trouble in entering new markets.In short, the channel system evolves as a function of local opportunities and conditions, emerging threats and opportunities, company resources and capabilities, and other factors. Consider some ofHybrid ChannelsToday's successful companies are also multiplying the number of "go-to-market" or hybrid channels in anyone market area. In contrast to Dell, HP has used its sales force to sell to large accounts, outbound telemarketing to sell to medium-sized accounts, direct mail with an inbound number to sell to small accounts, retailers to sell to still smaller accounts, and the Internet to sell specialty items. Staples markets through its traditional retail channel, adirect-response Internet site, virtual malls, and thousands of links on affiliated sites. Companies that manage hybrid channels must make sure these channels work well together and match each target customer's preferred ways of doing business. Customers expect channel integration, characterized by features such as:the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here's a specific example of a company that hasUnderstanding Customer NeedsConsumers may choose the channels they prefer based on a number of factors: the price, product assortment, and convenience of a channel option, as well as their own particular ,hopping goals (economic, social, or experiential).As with products, segmentation exists, and marketers employing different types of channels must be aware that different con;umers have different needs during the purchase process.Researchers Nunes and Cespedes argue that, in many markets, buyers fall into one offour categories.1.Habitual shoppers purchase from the same places in the same manner over time.2.High-value deal seekers know their needs and "channel surf" a great deal before buying at the lowest possible price.3.Variety-loving shoppers gather information in many channels, take advantage of hightouch services, and then buy in their favorite channel, regardless of price.4.High-involvement shoppers gather information in all channels, make their purchase in a low-cost channel, but take advantage ofcustomer support from a high-touch channel.One study of 40 grocery and clothing retailers in France, Germany, and the United Kingdom found that retailers in those countries served three types of shoppers: (1) Service/quality customers who cared most about the variety and performance of products in stores as well as theservice provided; (2) Price/value customers who were most concerned about spending their money wisely; and (3) Affinity customers who primarily sought stores that suited people like themselves or the members ofgroups they aspired to join. As Figure 15.1 shows, customer profiles for these types of retailers differed across the three markets: In France, shoppers placed more importance on service and quality, in the United Kingdom, affinity, and in Germany, price and value.Even the same consumer, though, may choose to use different channels for different functions in making a purchase. For instance, someone may choose to browse through a catalog before visiting a store or take a test-drive at a dealer before ordering a car online. Consumers may also seek different types of channels depending on the particular types of goods involved. Some consumers are willing to "trade up" to retailers offering higher-end goods such as TAG Heuer watches or Callaway golf clubs; these same consumers are also willing to "trade down" to discount retailers to buy private-label paper towels, detergent, or vitamins.Value NetworksA supply chain view of a firm sees markets as destination points and amounts to a linear view of the flow. The company should first think of the target market, however, and then design the supply chain backward from that point. This view has been called demand chain planning. Northwestern's Don Schultz says: "A demand chain management approach doesn't just push things through the system. It emphasizes what solutions consumers are looking for, not what products we are trying to sell them." Schultz has suggested that the traditional marketing "four Ps" be replaced by a new acronym, SIVA, which stands for solutions, information, value, and access。

营销渠道外文翻译（可编辑）营销渠道外文翻译外文翻译原文Marketing ChannelMaterialSource: Sales and market Author: Anne T. CoughlanChannels of distribution means that the goods from the producer to users through the whole process, and set of market sales agencies. Right to use marketing channels, enterprises increased rapidly in to the consumer products, to expand the sale and accelerate the flow of funds, reduce the flow of the cost. Any business to put your product sell well, you need the right to select product sales outlets. select the distribution of content, there are two aspects : a channel type is selected, but choose specific middleman.Affect sales channels to choose factors : product factors, including the size of the unit of productions , weight and volume the size, style and fashion, corruption and ,gm products and product of a product of nuclear technology services, the new product to market factors,including small ;market size of the purchase and marketing of seasonal and time, and competitive sales channels for enterprises ; of factors, including the company of scale 1Channel type is selected1 Direct and indirect a sales strategy in marketing. as in tradingin the intermediate to classify, and can be divided into direct andindirect sales outlets in the two types of direct channels of distribution. In the use of the integration of the sales mode of operation, the goods from production to consumption, without any intermediate and indirect sales channels mean the goods from the production areas transferred to the users through a middleman in marketing channels. direct sales, marketing.2 Long and short channel strategy. sales outlets in its length to classify, and length can be divided into several different forms, from production of goods to the user's process, a link, the more salesoutlets in the longer ; on the contrary, the more short. the consumer goods sales channels and four basic types of the consumers :producers retailers ;producers or consumers agent wholesalers retailers consumers ;the wholesale agent retailers consumers. The industrial. Industrial users. The company decided to adopt an indirect sales strategy, to apply to the length of the channels for making a choice. From saving the circulation of commodities, the social cost of production process again, we should try to reduce the number of intermediate links, choose a channel. However, do not think that intermediate little as possible, in most cases, wholesaler and retailer is the role of producers could never be replaced. Therefore, the channel strategy is a channel strategy mustbe integrated into consideration the characteristics of the goods.Marketing channels to disseminate a culture of paper in the promotion of foreign products and services in the process of marketingchannels in the direct or indirect communication and culture. a market regulator should be for marketing channels of some may affect the core values of the negative, of the necessary control and directed at strengthening traditional chinese and the media, marketing channels to promote the people's living standards improve the positive role.In the marketing theory, specifically directed against cultural research mainly embodied in two aspects: marketing activities of a specific cultural background of consumers is the impact; second,specific cultural environment to marketing activities of the normal operation. From the marketing channels to disseminate the culture of the unique perspective study a foreign culture of china's national life, the existing theories results are not many. Therefore, this article mainly for marketing channels of foreign culture and pass transmitted tochina's national life. The potential influence.2Marketing channels of foreign cultural communication problemsraisedMarketing channels in a foreign culture of the problem in china who have taken WTO, theories was concern that foreign and the competitiveness of products to china and the impact of and more pertinently bring forward a number of countermeasures. This measure, the focus of the Chinese market is opening up and improves national standards varied gradations of urgency. Then, in the trade concerned about the sort, the relationship between the lifeblood of some major trades, such as petroleum and stone, and insurance and securities,railway, civil aviation, communications, electricity, telephone and postal, mineral, coal, energy, and weak competitiveness of industries, such as cars, software development, and household appliances, agricultural and other scholars, is the concern of the object. Then, in the trade concerned about the sort, the relationship between the lifeblood of some major trades, such as petroleum and stone, and insurance and securities, railway, civil aviation, communications, electricity, telephone and postal, mineral, coal, energy, and weak competitiveness of industries, such as cars, software development, and household appliances, agricultural, is the object of attention of scholars. These industries as a sector, is the source of the production process, thus been widely appreciated. On the contrary, wholesale and retail industry for their concern is not a lot of research is not quite enough. This is probably due to the wholesale and retail of procedure of sale business links, and as subservient to production activities, is not very important. However, the Chinese market today, an important facts of the people, it is foreign to the wholesalers and retailers in china plays an increasingly important role the growthrate has far exceeded the people's expectations.Foreign wholesale and retail enterprises of entering china market,is not a bad thing. but a lot of foreign products and services to the chinese market at the same time, these products and services, with a foreign culture, also be introduced into china. in spite of the most foreign culture conducive to china's economic and social development,but that do have quite a number of foreign culture and chinese culture has exclusivity and replacement. After all, cultural exchanges with inputs are two entirely different ideas: the former was actively looking for a culture in common with the positive side, while the latter is more passive acceptance from the influence of culture. at present, wholesaler and retailer has become a foreign culture of one of the main channel in foreign culture and their transmission, position and function far more than in china's foreign funded enterprises, the phenomenon needs to be the height of the chinese market regulator.3Foreign cultures in marketing channels in the forms ofCan be said that any kind of product are more or less include the production of national cultural identity. So long as a human wisdom on the products production processes, the product will be more or less equipped with a cultural characteristics. These features can be easily detected. For example, is also a car, not before the assembly are standardized parts, but in a design pattern of the assembly, there is already producing have insisted on the production of the concept and operation of the cultural character. In some countries the car and stable; in some countries the car is convenient and easy; some of the car styling for speed and performance, others to look and feel. From abroad, some common supplies included cultural features largely in the form and packaging, labeling and the directions, these differences in the cultural objective. and, on a western-style restaurant, customers will be more in foreign culture, from the influence of the theory, theprocess, meals, style and product information, both inside and outside the restaurant was, and various aspects of contents.These areas included in the cultural elements for different levelsof the consumer with a degree of influence, especially in some teenagers who the customer groups, its influence than the old society. If the chinese market, foreign products are films, television, literature, and the cultural influence will the chinese nation, and the core value will be greater.译文营销渠道资料来源:营销与市场作者:安妮?T科兰销售渠道是指商品从生产者传送到用户手中所经过的全过程,以及相应设置的市场销售机构。

营销渠道的英文作文英文：Marketing channels refer to the various ways through which companies promote and sell their products or services to customers. There are many different types of marketing channels, including direct sales, online marketing, advertising, public relations, and more.One of the most effective marketing channels is social media. With billions of people using social media platforms like Facebook, Instagram, and Twitter, companies can reacha huge audience with their marketing messages. Social media also allows companies to engage with customers in real-time, which can be very powerful in building brand loyalty and increasing sales.Another popular marketing channel is email marketing.By building an email list of interested customers, companies can send targeted messages directly to theirinbox. This can be a very effective way to promote new products, offer special discounts, and keep customers informed about company news.In addition to these digital marketing channels, there are also more traditional channels like print advertising, radio and TV commercials, and direct mail. While these channels may not be as popular as they once were, they can still be effective in reaching certain audiences.Overall, the key to effective marketing is to use a combination of different channels that work together to reach the right audience with the right message at theright time.中文：营销渠道是指企业向客户推广和销售产品或服务的各种方式。

外文文献A marketer’s guide to behavioral economicsApirl.2010 • Ned Welch • McKinsey QuarterlyMarketers have been applying behavioral economics-often unknowingly for years. A more systematic approach can unlock significant value.Long before behavioral eco nomics had a name, marketers were using it. “Three for the price of two” offers and extended-payment layaway plans became widespread because they worked—not because marketers had run scientific studies showing that people prefer a supposedly free incentive to an equivalent price discount or that people often behave irrationally when thinking about future consequences. Yet despite marketing’s inadvertent leadership in using principles of behavioral economics, few companies use them in a systematic way. In this article, we highlight four practical techniques that should be part of every marketer’s tool kit.1. Make a product’s cost less painfulIn almost every purchasing decision, consumers have the option to do nothing: they can always save their money for an other day. That’s why the marketer’s task is not just to beat competitors but also to persuade shoppers to part with their money in the first place. According to economic principle, the pain of payment should be identical for every dollar we spend. In marketing practice, however, many factors influence the way consumers value a dollar and how much pain they feel upon spending it.Retailers know that allowing consumers to delay payment can dramatically increase their willingness to buy. One reason delayed payments work is perfectly logical: the time value of money makes future payments less costly than immediate ones. But there is a second, less rational basis for this phenomenon. Payments, like all losses, are viscerally unpleasant. But emotions experienced in the present—now—are especially important. Even small delays in payment can soften the immediate sting of parting with your money and remove an important barrier to purchase.Another way to minimize the pain of payment is to understand the ways “mental a ccounting” affects decision making. Consumers use different mental accounts for money they obtain from different sources rather than treating every dollar they own equally, as economists believe they do, or should. Commonly observed mental accounts include windfall gains, pocket money, income, and savings. Windfall gains and pocket money are usually the easiest for consumers to spend. Income is less easy to relinquish, and savings the most difficult of all.Technology creates new frontiers for harnessing mental accounting to benefit both consumers and marketers. A credit card marketer, for instance, could offer a Web-based or mobile-device application that gives consumers real-time feedback on spending against predefined budget and revenue categories—green, say, for below budget, red for above budget, and so on. The budget-conscious consumer is likely to find value in such accounts (although they are not strictly rational) and to concentrate spending on a card that makes use of them. This would not only incre ase the issuer’s interchange fees andfinancing income but also improve the issuer’s view of its customers’ overall financial situation. Finally, of course, such an application would make a genuine contribution to these consumers’ desire to live within the ir means.2. Harness the power of a default optionThe evidence is overwhelming that presenting one option as a default increases the chance it will be chosen. Defaults—what you get if you don’t actively make a choice—work partly by instilling a perception of ownership before any purchase takes place, because the pleasure we derive from gains is less intense than the pain from equivalent losses. When we’re “given” something by default, it becomes more valued than it would have been otherwise—and we are more loath to part with it.Savvy marketers can harness these principles. An Italian telecom company, for example, increased the acceptance rate of an offer made to customers when they called to cancel their service. Originally, a script informed them that they would receive 100 free calls if they kept their plan. The script was reworded to say, “We have already credited your account with 100 calls—how could you use those?” Many customers did not want to give up free talk time they felt they already owned.Defaults work best when decision makers are too indifferent, confused, or conflicted to consider their options. That principle is particularly relevant in a world that’s increasingly awash with choices—a default eliminates the need to make a decision. The default, however, must also be a good choice for most people. Attempting to mislead customers will ultimately backfire by breeding distrust.3. Don’t overwhelm consumers with choiceWhen a default option isn’t possible, marketers must be wary of generating “ch oice overload,” which makes consumers less likely to purchase. In a classic field experiment, some grocery store shoppers were offered the chance to taste a selection of 24 jams, while others were offered only 6. The greater variety drew more shoppers to sample the jams, but few made a purchase. By contrast, although fewer consumers stopped to taste the 6 jams on offer, sales from this group were more than five times higher.Large in-store assortments work against marketers in at least two ways. First, these choices make consumers work harder to find their preferred option, a potential barrier to purchase. Second, large assortments increase the likelihood that each choice will become imbued with a “negative halo”—a heightened awareness that every option requires you to forgo desirable features available in some other product. Reducing the number of options makes people likelier not only to reach a decision but also to feel more satisfied with their choice.4. Position your preferred option carefullyEconomists assume that everything has a price: your willingness to pay may be higher than mine, but each of us has a maximum price we’d be willing to pay. How marketers position a product, though, can change the equation. Consider the experience of the jewelry sto re owner whose consignment of turquoise jewelry wasn’t selling. Displaying it more prominently didn’t achieve anything, nor did increased efforts by her sales staff. Exasperated, she gave her sales manager instructions to mark the lot down “x½” and departed on a buying trip. On her return, she found that the manager misread the note and had mistakenly doubled the price of the items—and sold the lot.2 In this case,shoppers almost certainly didn’t base their purchases on an absolute maximum price. Instead, t hey made inferences from the price about the jewelry’s quality, which generated a context-specific willingness to pay.The power of this kind of relative positioning explains why marketers sometimes benefit from offering a few clearly inferior options. Eve n if they don’t sell, they may increase sales of slightly better products the store really wants to move. Similarly, many restaurants find that the second-most-expensive bottle of wine is very popular—and so is the second-cheapest. Customers who buy the former feel they are getting something special but not going over the top. Those who buy the latter feel they are getting a bargain but not being cheap. Sony found the same thing with headphones: consumers buy them at a given price if there is a more expensive option—but not if they are the most expensive option on offer.Another way to position choices relates not to the products a company offers but to the way it displays them. Our research suggests, for instance, that ice cream shoppers in grocery stores look at the brand first, flavor second, and price last. Organizing supermarket aisles according to way consumers prefer to buy specific products makes customers both happier and less likely to base their purchase decisions on price—allowing retailers to sell higher-priced, higher-margin products. (This explains why aisles are rarely organized by price.) For thermostats, by contrast, people generally start with price, then function, and finally brand. The merchandise layout should therefore be quite different.Marketers have long been aware that irrationality helps shape consumer behavior. Behavioral economics can make that irrationality more predictable. Understanding exactly how small changes to the details of an offer can influence the way people react to it is crucial to unlocking significant value—often at very low cost.不可或缺的营销四技巧多年来，营销商一直在运用行为经济学，但往往是不自觉地运用。

文献出处：Paswan A K, Blankson C, Guzman F. Relationalism in marketing channels and marketing strategy[J]. European Journal of Marketing, 2015，45(3): 311-333.Relationalism in marketing channels and marketing strategyPaswan, Audhesh K; Blankson, Charles; Guzman, FranciscoAbstractPurpose - The purpose of this paper is to examine the relationship between marketing strategy types - aggressive marketing, price leadership and product specialization strategies - and the extent of renationalize in marketing channels.Design/methodology/approach - Data were collected using a self-administered survey from managers responsible for marketing and channels management in US pharmaceutical firms. The responses to the questions capturing focal constructs were measured using a five-point Liker type scale. Data were analyzed using Principal Component Analysis and Structural Equation Modeling procedures.Findings - Aggressive marketing strategy and price leadership strategy are positively associated with the level of renationalize in marketing channels. In contrast, product specialization (focus) strategy is negatively associated with the level of renationalize in marketing channels.Originality/value - The relationship between marketing strategy and the emergent renationalize among marketing channel intermediaries is critical for the firm's ability to meet objectives. This relationship has not been investigated so far and, from a managerial perspective, managing marketing channels is critical for successful implementation of marketing strategies.Keywords: Relationship marketing, marketing strategy, Distribution channels and marketsIntroductionThe concept of renationalize (i.e. extent to which relational norms guide the interactions between business partners) has been extensively studied within the overlapping rubrics of marketing channels (see [14] Black and Peoples, 2005; [21] Boyle et al. , 1992; [32] Dent and School, 1992; [88] Aswan et al. , 1998; [112] Zhang et al. , 2003), logistics, and supply chain networks ([13] Penstock et al. , 1997; [33] Davis and Meltzer, 2006; [40] Germaine and Ayer, 2006; [44] Griffith and Myers, 2005; [78] Meltzer et al. , 1989; [83] Morris and Carter, 2005;[97] Srivastava et al., 1999; [108] Williams et al., 1997). The general consensus in theliterature is that the presence of strong relational norms among marketing channel intermediaries is associated with factors such as performance (see [14] Black and Peoples, 2005; [44] Griffith and Myers, 2005; [60] Kahn et al. , 2006; [83] Morris and Carter, 2005), channel management and governance, and conflict resolution ([21] Boyle et al. , 1992; [22] Brown et al. , 2000; [32] Dent and School, 1992; [45] Gonzalez-Hernando et al. , 2003; [57] Jap and Gamesman, 2000; [68] Liu et al. , 2008; [88] Aswan et al. , 1998; [104] Vazquez et al. , 2007), information exchange ([53] Holmes and Srivastava, 1999), and competitiveness ([112] Zhang et al. , 2003). Notwithstanding, to our best knowledge, the relationship between marketing strategy and the emergent relational norms in marketing channels has not received adequate research attention in the extant literature. Closing this gap in the literature is crucial given that both marketing strategy and marketing channels, including norm based governance of marketing channels, are inextricably linked to the success of the marketing function. To this end, the focus of this study is to examine the linkages between the level of renationalize among marketing channel intermediaries and the marketing strategy.Before proceeding any further, we would like to acknowledge that while the focus of this study is on relational norm (or renationalize) within the business-to-business context, a review of the literature shows that renationalize and relationship marketing are mutually inclusive ([24] Christopher et al. , 1991; [48] Gambeson, 1987; [105] Flouts et al. , 2002). In fact, according to [105] Flouts et al.(2002), the scope of relationship marketing includes external and internal and upstream and downstream constituencies. While modern marketing practices reflect the maximization of customer value, the onus of relationship marketing is reflected in the dictum proposed by [48] Gambeson (1987) that everyone in the firm is a part-time marketer. The latter is taken further by [105] Flouts et al.(2002) who assert that relational and transactional forms of relationships are not necessarily mutually exclusive. The authors suggest that in order for firms to engage with their dynamic target markets (i.e. business-to-business, business-to-customer, or both), and to effectively manage the relationship with them over time, firms should develop relationship marketing chains (see also, [89] Peck et al., 1999).Pursuant to the aim of the study, the first focus of this research reflects the fact that a key marketing objective is to meet the customer's needs, wants, and aspirations and that in order to fulfill these goals, firms must manage the channel intermediaries and logistics function to ensure the effective and efficient flow of goods, information, and revenue (see [28] CSCMP, 2005; [32] Dent and School, 1992; [40] Germaine and Ayer, 2006; [43] Gill and Allerheiligen, 1996; [66] Larson et al. , 2007; [98] Stank et al. , 2007). Studies in the field of channels and logistics acknowledge that marketing channel networks with strong emergent relationalnorms (i.e. spirit of cooperation, long term orientation, and a feeling of solidarity are likely to yield better results. Some have even suggested that renationalize is the cure for all business problems (for example [43] Gill and Allerheiligen, 1996; [60] Kahn et al., 2006; [85] Nordmeyer et al., 1990; [110] Womack et al., 1991). However, others have taken a more cautious stance towards the linkage between the concept of renationalize and its outcomes (see [30] Curran et al., 2008; [32] Dent and School, 1992; [88] Aswan et al., 1998).The second focal direction of this study is marketing strategy - the way in which firms create value and define their operational boundaries. The literature also stresses the importance of a good fit between marketing strategy and governance structure (see [14] Black and Peoples, 2005; [38] Galbraith and Karajan, 1986; [44] Griffith and Myers, 2005; [77] Meltzer et al., 2001; [91] Porter, 1980; [92] Powell, 1992; [94] Slater and Olson, 2000, [95] 2001). Together, the renationalize in marketing channels and marketing strategy literature streams imply that while long term relationships between marketing channel intermediaries may be pivotal for a firm's strategy, there is some ambiguity about the exact nature of this relationship; in other words, not all strategies harmonize well with renationalize in marketing channels. To that end, this investigation focuses on the following research question:RQ1.Are relational norms among marketing channel intermediaries suitable for every marketing strategy, or are some marketing strategies more suitable for relational norms while others may in fact be negatively affected by the presence of strong relational norms?From a managerial perspective, managing marketing channels is critical for successful implementation of marketing strategies. Given the fact that governance using relational norms is considered by most as a more effective way of managing marketing channels, managers need to be cognizant of the exact relation between emergent renationalize in marketing channel and marketing strategy.In the ensuing sections of this paper, the literature on renationalize in marketing channels is examined, followed by a discussion on marketing strategy and the rationale for the hypotheses. The method section is presented next. The last sections include a discussion of the findings, managerial implications, and limitations of this study.Marketing channel intermediaries and relational normsMarketing channels typically consist of intermediaries that function in a cohesive manner to meet the customer's needs and wants while fulfilling the intermediaries' goals (see [5] Alderson, 1954; [19] Bowers ox et al., 1980). While contractual or corporate channels are not uncommon, recent studies have questioned the traditional linear perspective of the supply chain and have suggested a more complex network perspective ([1] Carol, 1997; [4] Caroland Kilter, 1999; [96] Snow, 1997; [107] Walker, 1997). [4] Carol and Kilter (1999, p. 148) define a network organization as:an interdependent coalition of task- or skill-specialized economic entities (independent firms or autonomous organizational units) that operates without hierarchical control and is embedded, by dense lateral connections, mutuality, and reciprocity, in a shared value system that defines "membership" roles and responsibilities.For the purposes of this research, we focus on channel intermediaries that are independent businesses and loosely aligned through consensus. They could be part of a simpler supply chain or could be part of a more complex network. In any case, to fulfill customer needs and wants, marketing channel systems or networks perform various activities such as physical distribution, warehousing, storage, flow of information, flow of revenue and profits, and logistics, to name a few (see [19] Bowers ox et al., 1980; [99] Stern et al., 1996). These words also appear in some combination under labels such as supply chain management and logistics (see [20] Bowers ox et al., 1995; [23] Christopher, 1992; [27] Cooper et al., 1997;[28] CSCMP, 2005; [36] Forrester, 1958; [42] Gibson et al., 2005; [58] Jones and Riley, 1985;[77] Meltzer et al., 2001; [80] Min and Meltzer, 2000).Despite the divergent perspectives, the importance of relational norms towards the efficient and effective functioning of a distribution channel has been acknowledged in the channels and supply chain areas (e.g., [21] Boyle et al., 1992; [32] Dent and School, 1992; [39] Gamesman, 1994; [61] Kaufmann and Dent, 1992; [62] Kaufmann and Stern, 1988; [74] Attila, 2001; [77] Meltzer et al. , 2001; and [88] Aswan et al. , 1998). Most researchers and practitioners in marketing channels, supply chain, and logistics agree that coordination and collaboration between channel members, and the relational norm guiding such behavior are the essence of modern day marketing channels management. From a strategic perspective, [82] Morgan and Hunt (1994) confirm that changes are taking place in the practice and theory of business relationships; in other words, towards establishing, developing, and maintaining successful relational exchanges. The importance of developing and maintaining enduring relationships with intermediaries is also widely accepted in logistics and supply chain literature (e.g., [37] Fugate et al., 2006; [60] Kahn et al., 2006; [77] Meltzer et al., 2001).At its core, renationalize is built on an expectation of continuity of exchange and a shift in focus towards long term payoffs based on relational norms. In support, [49] Heidi (1994) notes that exchange partners develop joint values and expectations about what behaviors are appropriate in order to complete formal arrangements. A strong feeling of trust, cooperation, open communication, and a reduction in the adversarial feelings towards thetrading partners are the core characteristics of renationalize. (While some of these sentiments have been used in the context of relationship marketing ([11] Berry, 1983; [12] Berry and Paraguayan, 1991; [46] Gringos, 1994), we use these to characterize the relationship between supply chain partners). In fact, it is suggested that network partners may even forgo short-term profits if renationalize in the network leads to long term gains. To that end, expectations of a non-economic, psychological, and social payoff may even become more important than strict transactional payoffs. Thus, renationalize is expected to mitigate the opportunistic behavior ([30] Curran et al., 2008). In other words, firms embracing relational norms are likely to behave in a more supportive and cooperative manner with their channel partners. The mind-set of renationalize, the anticipation of continuity, and the long-term payoffs replace the no promise of tomorrow in which immediate profit is maximized ([87] Aswan and Young, 1999). These joint values and expectations have been studied within marketing channels literature under labels such as relational norms or renationalize (see [32] Dent and School, 1992; [61] Kaufmann and Dent, 1992; [62] Kaufmann and Stern, 1988). [70] McNeil (1980, [71] 1981, [72] 1983) suggested that exchanges between business entities lie on a continuum with one end heavily oriented towards discreet exchange and the other end leaning heavily towards relational norm based exchange.Initial conceptualization of relational norm by [70] McNeil (1980) included nine norms. Later, McNeil added one more norm resulting in the ten most commonly used relational norms - Role integrity, Contractual solidarity, Reciprocity/mutuality, Implementation of planning, Effectuation of consent, The linking norms (restitution, reliance, and expectation interests), Creation and restitution of power, Flexibility, Harmonization with the social matrix, and Propriety of means ([15] Blois and Ovens, 2006, [16] 2007; [55] Ovens, 2006; [72] McNeil, 1983). While several scholars have used these relational norms in their investigation of business-to-business exchange relationships in various contexts, there is little agreement about the use of the term relational norms and its operationalization ([15] Blois and Ovens, 2006, [16] 2007; [56] Ovens and Blois, 2004; [55] Ovens, 2006). [55] Ovens (2006), and [15] Blois and Ovens (2006, [16] 2007) have tried to make sense of this very confusing scenario and offer an interesting interpretation. Through an empirical study they found that the norms used in literature could be grouped into two clusters -norms that help in value creation (solidarity, mutuality, flexibility, information exchange, role integrity, long term orientation, and planning behavior) and norms that facilitate value claiming (conflict behavior, monitoring behavior, and power reduction). These investigations indicate that most authors using relational norms have relied to various degrees on the operationalization put forward by [62] Kaufmann and Stern (1988) and [61] Kaufmann and Dent (1992), and that the three normsfeatured in most studies are solidarity, role integrity, and mutuality.Relying on the extant studies on renationalize (see [15] Blois and Ovens, 2006, [16] 2007;[21] Boyle et al., 1992; [32] Dent and School, 1992; [55] Ovens, 2006; [61] Kaufmann and Dent, 1992; [62] Kaufmann and Stern, 1988; [88] Aswan et al., 1998), we adopt a multidimensional perspective of renationalize that uses Solidarity, Role Integrity, and Mutuality, as its three dimensions. Solidarity refers to the importance attached to the orderly exchange norms that are accepted by the majority and captures sentiments such as trust, future cooperation, and open communications versus discreet transaction orientation and arms length negotiation. Role integrity captures more complex expectations and roles associated with the relationships with trading partners versus an expectation of simplistic transactional role fulfillment by exchange partners. Finally, mutuality (originally labeled as reciprocity by McNeil) captures the importance associated with long-term payoffs where each party tries to balance the account book on a transaction by transaction basis; as is the case in discreet exchange relationships, by constantly monitoring, reconciling, and controlling every transaction with high degree of immediacy. In contrast, an exchange relationship based on relational norms will be characterized by high levels of trust and an expectation of continuous improvement over a pre-exchange position over an extended period of time ([15] Blois and Ovens, 2006, [16] 2007; [21] Boyle et al. , 1992; [32] Dent and School, 1992; [55] Ovens, 2006; [61] Kaufmann and Dent, 1992; [62] Kaufmann and Stern, 1988; [88] Aswan et al. , 1998).Marketing strategyTwo dominant typologies have emerged in the business strategy field - [79] Miles and Snow's (1978) typology (i.e. prospector, defender, analyzer, and reactor) and [91] Porter's (1980) typology (i.e. cost leadership, differentiation, and focus). Of these, it appears that [91] Porter's (1980) typology has been used extensively in marketing strategy literature ([94] Slater and Olson, 2000) probably because it captures the way in which firms create value (i.e. differentiation or low cost) and defines their scope of market coverage (i.e. focused or market-wide). However, in the marketing strategy literature, with the exception of [84] Murphy and Ennis (1986) and [95] Slater and Olson (2001), there is a lack of comprehensive marketing strategy classification schemes. [84] Murphy and Ennis (1986) use a framework for classifying products (i.e. convenience, preference, shopping, and specialty products) and integrate the remaining marketing mix elements (price, promotion, and distribution) into this framework. [95] Slater and Olson's (2001) typology of marketing strategy includes aggressive marketers, mass marketers, marketing minimizes, and value marketers. These authors alsofound congruence between their typology and business strategy typologies by examining the effect of the interaction between the marketing and business strategy on performance (see [79] Miles and Snow, 1978; [81] Mint berg, 1988; [91] Porter, 1980). They found similarities between aggressive marketers and prospectors, mass marketers and analyzers, low cost defenders and marketing minimizes, and between differentiated defenders and value marketers. [95] Slater and Olson (2001) also suggest that there is congruence between their marketing strategy typology and the typology proposed by [84] Murphy and Ennis (1986) -, e.g. the aggressive marketers resemble specialty product marketers; mass marketers offer broad product range, use intensive distribution, and charge low price; marketing minimizes put the lowest emphasis on marketing; while value marketers prefer to lower prices while offering high customer service.For the purposes of this research, we rely on the strategy typology frameworks suggested by [91] Porter (1980) and [94] Slater and Olson (2000) to operationally the notion of marketing strategy - Aggressive marketing (characterized by high quality, innovative products with high prices and selective distribution, and investment in advertising and marketing support functions), Price leadership (characterized by a focus on price discounts to ensure that the firm/product is not under-priced and letting the price consideration drive other activities such as purchase), and Product specialization (characterized by limited and specialized product range with other business functions driven by this narrow focus). From a marketing perspective, product and price decisions are two of the most crucial strategic decisions faced by managers ([54] Hunt and Morgan, 1995; [64] Kilter, 1994). However, aggressive marketing captures a more multifaceted high value, high price, and high investment in marketing function. We chose not to use the differentiated strategy because a differentiated offer could be based on price or a unique and highly specialized product that is the outcome of aggressive R&D and marketing efforts. We next discuss the relationship between these three marketing strategies (aggressive marketing, price leadership, and product specification) and emergent relational norms amongst channel intermediaries.Marketing strategy and renationalize in supply chainAs noted earlier, very few researchers have empirically investigated the relationship between marketing channels renationalize and marketing strategy ([95] Slater and Olson, 2001). The importance of the relationship between marketing strategy and channel renationalize is evidenced in the strategy literature and focuses on the fit between strategy and structure (see [38] Galbraith and Karajan, 1986; [92] Powell, 1992; [94] Slater and Olson, 2000, [95] 2001). As firms try to adopt one or more of the three marketing strategies - aggressivemarketing, price leadership, and product focus (specialization) - they may find that the extent of relational norms present in their marketing channels may not be equally suitable for all three strategies.As mentioned earlier, aggressive marketing strategy is characterized by high-quality innovative products, close relationships with customers, extensive marketing research and market segmentation to identify premium target markets, selective distribution, and intensive advertising ([95] Slater and Olson, 2001). For channel partners, such strategy refers to an intimate knowledge of the market, closer involvement with both the suppliers and customers, and a willingness to invest in market research and R&D. A high degree of renationalize in marketing channels is thus likely to foster closer ties amongst channel intermediaries, strong identification with the common goal, and an incline towards long term payoffs in comparison to a more transactional and short term orientation (see [32] Dent and School, 1992; [61] Kaufmann and Dent, 1992; [62] Kaufmann and Stern, 1988; [70] McNeil, 1980, [71] 1981). Literature on use of power business-to-business relationships have traditionally suggested that an aggressive marketing strategy may be associated with use of power by lead channel members, however, recent thinking suggests that the use of coercive power in fact results in dysfunctional outcomes (see [31] Cox, 1999; [41] Geysers et al. , 1999; [52] Henley, 2005, [51] 2001; [65] Kumar, 1996). To that end, we speculate that:H1.The level of renationalize in the marketing channels will be positively associated with aggressive marketing strategy.Product specialization (focus) strategy, on the other hand, is characterized by a more concentrated approach towards segmenting the market and targeting a narrowly defined niche market with fewer and more specialized products (consistent with the more current service dominant logic ([69] Lush et al. , 2007; [101] Vargo and Lusch, 2004a, [102] b, [103] 2008), the term product is henceforth used to represent the entire range of offering - products, services, and the resultant solutions). （完整文献请见百度文库）For channel members, this strategy may translate into a shrinking business volume. Although the increased focus on segmentation and focused targeting may prove to be a significant investment of effort and resources, the outcomes may not be commensurate with the enhanced resource allocation, especially with a shrinking scope of operation and business volume. Surely, this is not a promising picture of the firm's future in that the shrinking business may not bode very well for the relationalism amongst channel members. In fact, the literature suggests that the narrow product and market focus may be more congruent with strong and close administrative control. [67] Lasser and Kerr (1996) found that firms offeringdifferentiated and highly specialized products tended to rely more on highly involved control relationship with very close monitoring of behavior. A similar result was found by [94] Slater and Olson (2000). Thus, relationalism, while conducive for aggressive market strategy, may not be as conducive for product specialization strategy. We speculate that a product specialization (focus) strategy will be negatively associated with relationalism in marketing channels:H2.The level of relationalism in the marketing channels will be negatively associated with product specialization (focus) strategy.Finally, price leadership strategy requires a shift in focus to lower margins and high volumes. Price leadership strategy may require intensive distribution with a focus on larger markets resembling mass marketing strategy. While [94] Slater and Olson (2000) found that mass marketing strategy is congruent with analyzer strategy, [67] Lasser and Kerr (1996) found the cost leaders to be low in behavioral control, contractual restriction, and manufacturer coordination with medium levels of manufacturer support. While this strategy is not likely to yield significant results in the short run, it may have a bright future due to the enhanced market coverage. Therefore, to encourage the channel members to go along with a low price strategy, managers may need to rely heavily on relational norm among channel partners with a promise of a successful future. This approach is more likely to succeed than a strong bureaucratic stance which is typically more transactional and short term in orientation. An obvious example would be Wal-Mart, which is known as a price leader and is known to use closer ties with its channel partners to achieve its objectives. Thus, we speculate that price leadership strategy will be positively associated with channel relationalism:H3.The level of relationalism in the marketing channels will be positively associated with price leadership strategy.Research methodThe pharmaceutical industry supply chain in the USA is selected as the research context for this study because of its ever increasing complexity ([63] Koh et al., 2003) and drastic transformations over the past 15 years. As a result of a significant number of mergers and acquisitions, 60 percent of total sales in 2004 were controlled by ten large, multinational firms. The number of distributors reduced from 100 to three national companies responsible for almost 90 percent of wholesale products ([50] Health Strategy Consultancy LLC, 2005; [111] Yost, 2005). At a very basic level, pharmaceutical supply chain structure is described as: "pharmaceuticals that originate from manufacturing sites; transferred to wholesale distributors; stocked at retail, mail-order, and other types of retail pharmacies; subject to pricenegotiations and processed through quality management by pharmacy benefit management companies (PBMs); dispensed by pharmacies; and ultimately delivered to and taken by patients" ([50] Health Strategy Consultancy LLC, 2005, p. 1). However, an increasing push towards operating efficiencies has led manufacturers to decrease the amount of excess inventory in the supply chain and they have moved from a traditional buy-and-hold strategy towards a model based on fees for the services provided by the manufacturer. This is forcing the distributors to provide high quality and value-added services ([111] Yost, 2005). This is further exacerbated by the fact that the pharmaceutical industry is facing challenges such as an accelerated rate of development of medical solutions, obsolescence, and duplication of its infrastructure ([90] Prendergast et al. , 2004).The pharmaceutical supply chain is also facing some interesting challenges, and emerging opportunities and threats ([90] Prendergast et al., 2004). In the mid nineties the biggest challenges in the pharmaceutical industry were seen to be R&D, marketing and sales, and business strategy ([18] Booth, 1996). The biggest challenge today detected in the literature is the efficiency and control of the supply chain in order to assure patient care and safety ([63] Koh et al., 2003; [90] Prendergast et al., 2004; [109] Witmer and Deffenbaugh, 2004). Counterfeit drugs, illegal internet sales, illegal importations of drugs, and the emergence of counterfeit agents, are some of the risks and vulnerabilities that the pharmaceutical supply chain in the USA is facing ([109] Witmer and Deffenbaugh, 2004). To protect against fraud, pharmaceutical companies increase the control of their downstream distribution, especially as specialized medicines and new biotechnology solutions start flooding the supply chain ([63] Koh et al. , 2003; [90] Prendergast et al. , 2004).In terms of products and services offered, pharmaceutical firms market a combination of specialty products, prescription drugs, generic, "me too", and OTC (over the counter) products. For specialized products, dosage and consumption are crucial factors and hence a strong relationship with upstream and downstream channel partners becomes critical. In comparison, OTC and basic "me too" products require little detailing at the transaction point, and hence firms could get away with arms length transactional relationships with their channel partners. Moreover, as mentioned earlier, the US pharmaceutical industry is characterized by uncertainties due to frequent innovations, regulatory constrains, and global competition.Given these complexities, the extent of relationalism within the supply chain could prove to be a critical factor. Thus, we infer that the pharmaceutical industry is appropriate for this study with its focus on the demand side or the downstream of the supply chain - i.e.。

本科生毕业设计（论文）外文翻译学院：商贸学院学号： *********专业班级：市场营销1301班学生姓名：**指导教师：**年月日Marketing Channels and Value NetworksMost producers do not sell their goods directly to the final users between them stands a set of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel also called a trade channel or distribution channel .Formally marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after production culminating in purchase and use by the final end user.Some intermediaries-such as wholesalers and retailers-buy take title to and resell the merchandise they are called merchants. Others-brokers manufacturer’s representatives sales agents-search for customers and may negotiate on the producers behalf but do not take title to the goods they are called agents. Still others-transportation companies independent warehouses banks advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales they are called facilitators.The Importance of ChannelsA marketing channel system is the particular set of marketing channels a firm employs and decisions about it are among the most critical ones management faces. In the United States channel members collectively have earned margins that account for 30 to 50 of the ultimate selling price. In contrast advertising typically has accounted for less than 5 to 7 of the final price. Marketing channels also represent a substantial opportunity cost. One of the chief roles of marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets they must also make markets.The channels chosen affect all other marketing decisions. The company’s pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firm’s sale force and advertising decisions depend on how much training and motivation dealers need. In addition channel decisions include relatively long-term commitments with other fins as well as a set of policies and procedures. When an automaker signs up independent dealers to sell its automobiles the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time channel choices themselves depend on the company’s marketing strategy with respect to segmentation targeting and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.In managing its intermediaries the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturers sales force trade promotion money or other means to induce intermediaries to carry promote and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category brand choice is made in the store the product is an impulse itemand product benefits are well understood. In a pull strategy the manufacturer uses advertising promotion and other forms of communication to persuade consumers to demand the product from intermediaries thus inducing the intermediaries to order it .Pull strategy is appropriate when there is high brand loyalty and high involvement in the category when consumers are able to perceive differences between brands and when they choose the brand before they go to the store. For years drug companies aimed ads solely at doctors and hospitals but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumers directly. This is particularly evident in the burgeoning business of prescription sleep aids.Top marketing companies such as Coca-Cola Intel and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand without at least some consumer interest it can be very difficult to gain much channel acceptance and supportChannel DevelopmentA new firm typically starts as a local operation selling in a fairly circumscribed market using existing intermediaries. The number of such intermediaries is apt to be limited: a few man ufacturer’s sales agents a few wholesalers several established retailers a few trucking companies and a few warehouses. Deciding on the best channels might not be a problem the problem is often to convince the available intermediaries to handle the firm’s line.If the firm is successful it might branch into new markets and use different channels in different markets. In smaller markets the firm might sell directly to retailers in larger markets it might sell through distributors. In rural areas it might work with general-goods merchants in urban areas with limited-line merchants. In one part of the country it might grant exclusive franchises in another it might through outlets to handle the merchandise. In one country it might use international sales agents in another it might partner with a local firm.International markets pose distinct challenges. Customers shopping habits canvary by countries and many retailers such as Germany's Aldi the United Kingdoms Tesco and Spains Zara have redefined themselves to a certain degree when entering anew market to better tailor their image to local needs and wants. Retailers that have largely stuck to the same selling formula regardless of geography such as Eddie Bauer Marks amp Spencer and Walt-Mart-marketing strategy for Its entrance into 1 MUS. market to slack different national manufacturer have sometimes encountered trouble in entering new markets.In short the channel system evolves as a function of local opportunities and conditions emerging threats and opportunities company resources and capabilities and other factors. Consider some of the challenges Dell has encountered in recent ye ars.Hybrid ChannelsToday’s successful companies are also multiplying the number of quot go-to-market quotor hybrid channels in anyone market area. In contrast to Dell HP has used its sales force to sell to large accounts outbound telemarketing to sell to medium-sized accounts direct mail with an inbound number to sell to small accounts retailers to sell to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and thousands of links on affiliated sites.Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.）What’s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc. large accounts outbound telemarketing to sell to medium-sizedaccounts direct mail with an inbound number to sell to small accounts retailers to sel l to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and thousands of links on affiliated sites.Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.）What’s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc. Understanding Customer NeedsConsumers may choose the channels they prefer based on a number of factors:the pr ice product assortment and convenience of a channel option as well as theirown particular hopping goals economic social or experiential.As with products segmentation exists and marketers employing different types of channels must be aware that different consumers have different needs during the purchase process.Researchers Nunes and Cespedes argue that in many markets buyers fall intoone off our categories.Habitual shoppers purchase from the same places in the same manner over time. High-value deal seekers know their needs and quot channel surf quot a great dealbefore buying at the lowest possible price.Variety-loving shoppers gather information in many channels take advantageof high touch services and then buy in their favorite channel regardless of price. High-involvement shoppers gather information in all channels make their purchase in a low- cost channel but take advantage of customer support from a high-touch channel.One study of 40 grocery and clothing retailers in France Germany and theUnited Kingdom found that retailers in those countries served three types of shopper s:1. Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided .2. Price/value customers who wer e most concerned about spending their money wisely .3. Affinity customers who primarily sought stores that suited people like themselves or the members of groupsthey aspired to join. As Figure 15.1 shows customer profiles for these types of retailers differed across the three markets: In France shoppers placed more importance on service and quality in the United Kingdom affinity and in Germany price and value.Even the same consumer though may choose to use different channels for different functions in making a purchase. For instance someone may choose to browse through a catalog before visiting a store or take a test-drive at a dealer before ordering a car online. Consumers may also seek different types of channels dependin g on the particular types of goods involved. Some consumers are willing to quot trade upquotto retailers offering higher-end goods such as TAG Heuer watches or Ca lla way golf clubs these same consumers are also willing to quot trade down quot to discount retailers to buy private-label paper towels detergent or vitamins. Value NetworksA supply chain view of a firm sees markets as destination points and amounts to a l inear view of the flow. The company should first think of the target market howeve r and then design the supply chain backward from that point. This view has been cal led demand chain planning. North westerns Don Schultz says: quot A demand chai n management approach doesn’t just push things through the system. It emphasize s what solutions consumers are looking for not what products we are trying to sell th em.Quot Schultz has suggested that the traditional marketing quot four Ps quot be replaced by a new acronym SIVA which stands for solutions information value and access.An even broader view sees a company at the center of a value network-a systemof partnerships and alliances that a firm creates to source augment and deliver its offerings. A value network includes a firms suppliers and its suppliers suppliers an diets immediate customers and their end customers. The value network includes valu ed relations with others such as university researchers and government approval agencies.Demand chain planning yields several insights. First, the company can estimate whe ther more money is made upstream or downstream, in case it might want to integrate backward. or forward. Second, the company is more aware of disturbances anywher e in the supply chain that might cause costs, prices, or supplies to change suddenly. Third, companies can go online with their business partners to carry on faster and m ore accurate communications, transactions, and payments to reduce costs, speed up information, and increase accuracy. With the advent of the Internet, companies are fo rming more numerous and complex relationships with other firms.Managing this value network has required companies to make increasing investment s in information technology and software. They have invited such software firms as SAP and Oracle to design comprehensive enterprise resource planning systems to m anage cash flow, manufacturing, human resources, purchasing, and other major funct ions within a unified framework. They hope to break up department silos and carry o ut core business processes more seamlessly. Marketers, for their part, have traditiona lly focused on the side of the value network that looks toward the customer. In the fu ture, they will increasingly participate in and influence their companies’ upstream ac tivities and become network managers, not only product and customer managers.营销渠道与价值网络管理公司的混合渠道必须确保这些渠道一起工作和相互匹配的目标客户首选的做生意的方式。

营销渠道外文翻译（可编辑）营销渠道外文翻译外文翻译原文Marketing ChannelMaterialSource: Sales and market Author: Anne T. CoughlanChannels of distribution means that the goods from the producer to users through the whole process, and set of market sales agencies. Right to use marketing channels, enterprises increased rapidly in to the consumer products, to expand the sale and accelerate the flow of funds, reduce the flow of the cost. Any business to put your product sell well, you need the right to select product sales outlets. select the distribution of content, there are two aspects : a channel type is selected, but choose specific middleman.Affect sales channels to choose factors : product factors, including the size of the unit of productions , weight and volume the size, style and fashion, corruption and ,gm products and product of a product of nuclear technology services, the new product to market factors,including small ;market size of the purchase and marketing of seasonal and time, and competitive sales channels for enterprises ; of factors, including the company of scale 1Channel type is selected1 Direct and indirect a sales strategy in marketing. as in tradingin the intermediate to classify, and can be divided into direct andindirect sales outlets in the two types of direct channels of distribution. In the use of the integration of the sales mode of operation, the goods from production to consumption, without any intermediate and indirect sales channels mean the goods from the production areas transferred to the users through a middleman in marketing channels. direct sales, marketing.2 Long and short channel strategy. sales outlets in its length to classify, and length can be divided into several different forms, from production of goods to the user's process, a link, the more salesoutlets in the longer ; on the contrary, the more short. the consumer goods sales channels and four basic types of the consumers :producers retailers ;producers or consumers agent wholesalers retailers consumers ;the wholesale agent retailers consumers. The industrial. Industrial users. The company decided to adopt an indirect sales strategy, to apply to the length of the channels for making a choice. From saving the circulation of commodities, the social cost of production process again, we should try to reduce the number of intermediate links, choose a channel. However, do not think that intermediate little as possible, in most cases, wholesaler and retailer is the role of producers could never be replaced. Therefore, the channel strategy is a channel strategy mustbe integrated into consideration the characteristics of the goods.Marketing channels to disseminate a culture of paper in the promotion of foreign products and services in the process of marketingchannels in the direct or indirect communication and culture. a market regulator should be for marketing channels of some may affect the core values of the negative, of the necessary control and directed at strengthening traditional chinese and the media, marketing channels to promote the people's living standards improve the positive role.In the marketing theory, specifically directed against cultural research mainly embodied in two aspects: marketing activities of a specific cultural background of consumers is the impact; second,specific cultural environment to marketing activities of the normal operation. From the marketing channels to disseminate the culture of the unique perspective study a foreign culture of china's national life, the existing theories results are not many. Therefore, this article mainly for marketing channels of foreign culture and pass transmitted tochina's national life. The potential influence.2Marketing channels of foreign cultural communication problemsraisedMarketing channels in a foreign culture of the problem in china who have taken WTO, theories was concern that foreign and the competitiveness of products to china and the impact of and more pertinently bring forward a number of countermeasures. This measure, the focus of the Chinese market is opening up and improves national standards varied gradations of urgency. Then, in the trade concerned about the sort, the relationship between the lifeblood of some major trades, such as petroleum and stone, and insurance and securities,railway, civil aviation, communications, electricity, telephone and postal, mineral, coal, energy, and weak competitiveness of industries, such as cars, software development, and household appliances, agricultural and other scholars, is the concern of the object. Then, in the trade concerned about the sort, the relationship between the lifeblood of some major trades, such as petroleum and stone, and insurance and securities, railway, civil aviation, communications, electricity, telephone and postal, mineral, coal, energy, and weak competitiveness of industries, such as cars, software development, and household appliances, agricultural, is the object of attention of scholars. These industries as a sector, is the source of the production process, thus been widely appreciated. On the contrary, wholesale and retail industry for their concern is not a lot of research is not quite enough. This is probably due to the wholesale and retail of procedure of sale business links, and as subservient to production activities, is not very important. However, the Chinese market today, an important facts of the people, it is foreign to the wholesalers and retailers in china plays an increasingly important role the growthrate has far exceeded the people's expectations.Foreign wholesale and retail enterprises of entering china market,is not a bad thing. but a lot of foreign products and services to the chinese market at the same time, these products and services, with a foreign culture, also be introduced into china. in spite of the most foreign culture conducive to china's economic and social development,but that do have quite a number of foreign culture and chinese culture has exclusivity and replacement. After all, cultural exchanges with inputs are two entirely different ideas: the former was actively looking for a culture in common with the positive side, while the latter is more passive acceptance from the influence of culture. at present, wholesaler and retailer has become a foreign culture of one of the main channel in foreign culture and their transmission, position and function far more than in china's foreign funded enterprises, the phenomenon needs to be the height of the chinese market regulator.3Foreign cultures in marketing channels in the forms ofCan be said that any kind of product are more or less include the production of national cultural identity. So long as a human wisdom on the products production processes, the product will be more or less equipped with a cultural characteristics. These features can be easily detected. For example, is also a car, not before the assembly are standardized parts, but in a design pattern of the assembly, there is already producing have insisted on the production of the concept and operation of the cultural character. In some countries the car and stable; in some countries the car is convenient and easy; some of the car styling for speed and performance, others to look and feel. From abroad, some common supplies included cultural features largely in the form and packaging, labeling and the directions, these differences in the cultural objective. and, on a western-style restaurant, customers will be more in foreign culture, from the influence of the theory, theprocess, meals, style and product information, both inside and outside the restaurant was, and various aspects of contents.These areas included in the cultural elements for different levelsof the consumer with a degree of influence, especially in some teenagers who the customer groups, its influence than the old society. If the chinese market, foreign products are films, television, literature, and the cultural influence will the chinese nation, and the core value will be greater.译文营销渠道资料来源:营销与市场作者:安妮?T科兰销售渠道是指商品从生产者传送到用户手中所经过的全过程,以及相应设置的市场销售机构。

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。

整合营销中英文对照外文翻译文献(文档含英文原文和中文翻译)翻译:整合营销传播、市场定位与品牌定位的关系市场关系在建立和维护股东关系上起着至观重要的作用，并且在品牌和渠道公平性上也起着维护这些关系的杠杆作用(Dawar 2004；Duncan＆Moriarty 1998；Lannon ＆Cooper 1983；Srivastava Fahey＆Shervani 2000；White 1999)。

正如Dawar指出的：“品牌的广告和推动促使了交易和销售的数量；营销的努力和成果取决于品牌的水平；而品牌对于公司对短期竞争变化的回应是很关键的。

很显然，品牌已经成为许多大公司市场努力的焦点，并且被视为一支市场支配力的独有资源，有竞争力的杠杆和更高的回报。

为了响应建立在品牌公正性上敌对市场环境的影响，以及与市场行为和责任相联系的日益增长的管理期望值，许多机构正在考虑如何改善管理方式及他们的市场关系项目的整合，从而运用了IMC----整合营销传播。

然而，不少人围绕着IMC的定义引起了争论，在它的意思上缺乏相互的共识，包括许多需要澄清的领域(Baker ＆Mitchell ，2000；Beard 1996；Cornelissen 2001；Duncan ＆Mulhern 2004；Kitchen ＆Schultz 1999；Low 2000；Phelps 1996)。

这种概念的模糊很可能对操作标准的发展和机构里对IMC的评估产生很大的影响。

的确，Pickton 和Hartley(1998, p. 450)逐渐意识到来自于客户编审组的回馈是具有积极性和建设性的。

这个编审组由Tom Duncan, Don E. Schultz和Charles Patti组成，还有两个匿名的评论家。

其声明道：“朝着一个大方向去定义，集合所有机构所需的影响去获得概念的总体整合是非常困难的。

但因为存在不同层次和方面的整合，造成了个人和集体的困难。

整合营销中英文对照外文翻译文献The nship een Integrated Marketing n。

Market ning。

and Brand ningMarket XXX。

as well as in maintaining fairness in brandsand channels (Dawar 2004.Duncan & Moriarty 1998.XXX1983.Srivastava Fahey & Shervani 2000.White 1999)。

As Dawar pointed out。

"Brand advertising XXX and sales。

marketing efforts and results depend on the level of the brand。

and the brand is critical to a company's response to short-term XXX。

the brand has e the focus of many large company marketing efforts and is seen as a unique resource of market dominance。

competitive leverage。

and higher returns。

In response to the impact of hostile market XXX brand fairness and the XXX。

XXX management methods and integrate their market ns projects。

thus utilizing IMC - Integrated Marketing n。

However。

there is much debate surrounding the n of IMC。

营销渠道和广告策略外文文献资料以下是一些关于营销渠道和广告策略的外文资料：1. The Impact of Marketing Channel Strategy on Firm PerformanceThis study examines the impact of marketing channel strategy on firm performance. It analyzes the findings based on two kinds of channel strategies: direct selling and dual distribution. The results show that direct selling improves firm performance, but dual distribution does not have an impact.3. An Analysis of Online Marketing Channel Strategies: Evidence from Social MediaThis paper analyzes online marketing channel strategies, using social media as a case study. It discusses different channel strategies, including owned, earned, and paid media, and their effectiveness in reaching target customers.4. The Impact of Social Media Marketing on Brand Loyalty以上资料提供了关于营销渠道和广告策略的一些有价值的见解和策略，有助于了解不同渠道策略的影响和发展趋势。

全渠道营销外文翻译中英文2020英文Reconceptualizing Integration Quality Dynamics for Omnichannel MarketingTasnim Hossain, Shahriar Akter,etcAbstractOmnichannel marketing, the notion of seamless integration between channels to provide consistent service experience for customers, has become one of the most crucial aspects of multichannel management for companies in recent years. Although many companies have embraced omnichannel strategies, there remains a gap of understanding factors influencing integration quality (INQ) within all these channels. Drawing on omni and multi channel services research, this paper develops and validates the dimensions and sub-dimensions of omnichannel integration quality. This research further examines how the perceived INQ impacts cross-buying behavior and customer value in an omnichannel environment. This research is based on 20 in-depth interviews, two focus group discussions (n = 18) and 301 survey data from multichannel banking customers in Australia. PLS path modeling was used to test hypothesized relations and validate the hierarchical INQ model and its effects on outcome constructs. The findings of this research confirm that INQ is a hierarchical construct consisting of four primary dimensions and ten sub-dimensions. Furthermore, this research provides evidence of cross-buying intentions as a behavioral outcome of INQ, which acts as a partial mediator between INQ and perceived value.Keywords: Service quality, Integration quality, Cross-buying intention, Omnichannel marketing, PLS hierarchical model1. IntroductionResearch on omnichannel management is gaining momentum as reports show implementing an omnichannel system results in 250% higher purchase frequency, 13% more order value, 90% higher customer retention, and 13.5% more engagement rate compared to a single-channel system (Collins, 2019). At Myer, one of Australia's largest department stores, omnichannel implementation resulted in a 41.1% increasein online sales in 2017 (Cameron, 2017). In a B2B context, Hansen and Sia (2015) showcase the importance of omnichannel strategy using insights of Hummel, a Denmark based sports and lifestyle apparel. Hummel's omnichannel strategy is built on a B2B network of distributors, licensed partners, and online-offline retailers. Developing an omnichannel strategy helped Hummel to increase its total sales from $170 million in 2010 to $240 million in 2013 (Hansen & Sia, 2015). Additionally, its online sales grew from 5% to 21% from 2010 to 2013.Customers nowadays use several channels such as physical stores, websites, direct mail and catalogs, social media sites, review sites, call centers, mobile devices, kiosks, home services, networked appliances, and so on to complete even a single purchase. Omnichannel management refers to the integration of all these channels of a firm and customer touchpoints, which ultimately results in customer satisfaction through a seamless service experience. Recent academic studies on channel management has focused on omnichannel marketing, where definitions (Rigby, 2011; Verhoef, Kannan, & Inman, 2015), dimensions involving omnichannel system has been discussed.Despite its importance, there is little evidence of the effect of omnichannel on firms and customers. Specifically, there is a paucity of studies in regards to the integration of various channels and their effects on customers (Banerjee, 2014; Trenz, 2015). Although integrated/seamless experience of using various channels is one of the vital foundations of omnichannel marketing (Huré et al., 2017; Lee et al., 2019; Li et al., 2018; Shen et al., 2018; Verhoef et al., 2015), the extant literature often used a siloed approach in this stream by viewing offline and online channels separately (Herhausen, Binder, Schoegel, & Herrmann, 2015; Huréet al., 2017). This siloed approach is no longer appropriate as customers frequently use more than one channel these days. A recent study reports that organizational silos are still the most significant barriers in creating a customer-centric business (Harvard Business Review Analytic Services, 2018). For example, H&M reported a loss of its share price in late 2017 which was mainly because of the lack of online-offline integration and customer dissatisfaction resulting from inconsistent information between channels (Sharma,2017). Other retailers such as Debenham, and Marks and Spencer announced store closure due to being unable to change store portfolio (O'Grady et al., 2018). Hence, integration of physical and virtual channels through omnichannel service delivery is the key to the enhanced service quality (Rizzi & Taraporevala, 2019).To address the critical issue of integration within channels, several studies suggest integration quality (INQ) or synchronizing service elements within channels as the key to rendering seamless experience (Banerjee, 2014; Montoya-Weiss, V oss, & Grewal, 2003; Sousa & V oss, 2006). However, despite its importance, addressing integration quality (INQ) of omnichannel services remains fragmented and mostly conceptual. Only a few studies have conceptualized and tested dimensions of integration quality (Hsieh et al., 2012; Lee et al., 2019; Oh & Teo, 2010; Shen et al., 2018; Wu & Chang, 2016). The findings of these studies make it apparent that there remains scope for developing and validating an integration quality model in the context of omnichannel services delivery. Additionally, there is a lack of studies investigating the effects of INQ on cross-buying intention and perceived value. Whereas cross-buying intention refers to customers' intent to purchase additional products from the same firm (Kumar & Venkatesan, 2005), perceive value refers to the perception of net benefit against the cost associated with receiving a service (Zeithaml, 1988). To address these gaps, we utilize dynamic capabilities theory (Helfat et al., 2009; Teece, Pisano, & Shuen, 1997) to relate integration quality with dynamic capabilities and put forward the research questions: What are the dimensions of omnichannel integration quality and how does this quality perception determine cross-buying intentions and perceived value?2. Literature review2.1. Omnichannel marketingThe disruptive change brought by smartphone and other mobile devices (Shankar, Venkatesh, Hofacker, & Naik, 2010) has induced customers to expect more enriched and seamless shopping experience in terms of channel scope (increasing number of channels and touchpoints) and focus (the overall customer brand experience) (Picot-Coupey et al., 2016). In this context, research progressed to multichannelintegration or cross-channel retailing (Bendoly, Blocher, Bretthauer, Krishnan, & Venkataramanan, 2005; Cao & Li, 2015) and, recently, to omnichannel retailing (Brynjolfsson et al., 2013; Rigby, 2011; Verhoef et al., 2015). Rigby (2011, p. 67) first coined the term Omnichannel retailing to address the current and rapid proliferation of digital retailing by defining omnichannel as “an integrated sales experience that melds the advantage of physical stores with the information-rich experience of online shopping.” Verhoef et al. (2015, p. 176) define omnichannel management as “the synergetic management of the numerous available channels and customer touchpoints, in such a way that the customer experience across channels and the performance over channels are optimized.”. Omnichannel is n ot just simultaneous use of channels; instead, it is the integration of all available channels within a company (Lazaris & Vrechopoulos, 2014). Also, Levy, Weitz, and Grewal (2013) define omnichannel as a coordinated offering using all the channels of a retailer to provide a seamless customer experience. Brynjolfsson et al. (2013) foresee omnichannel marketing as an experience which will diminish the distinction between online and offline channels and turn the world into a showroom without walls.2.2. Integration quality and its dimensionsAs discussed earlier, the notion of integration is of utmost importance for omnichannel marketing. Service quality research has addressed the issue of channel integration within the multichannel environment and termed it as integration quality (INQ) (Banerjee, 2014; Lee et al., 2019; Sousa & V oss, 2006). These studies of INQ argue a firm which provides services through multiple channels may have a good level of physical and virtual quality. However, because of the inconsistencies between the channels, the overall quality perception may be less. Due to this phenomenon, Sousa and V oss (2006, p. 365) suggest INQ as a significant factor of multichannel services and is defined as “the ability to provide customers with a seamless service experience across multiple channels.” The focus of INQ is to capture the essential characteristics of physical and virtual channels as a whole and to provide a consistent customer experience through all the channels that a company utilizes.Although there is a dearth of research conceptualizing INQ, several views ondimensions and consequences of integration quality exist. The earliest conceptualization of channel integration by Saeed, Grover, and Hwang (2003)propose informational integration; content integration; and logistical integration as value-added services to create synergy between click and mortar stores. Similarly, several studies have discussed strategies for companies to ensure a well-integrated channel system (Bendoly et al., 2005; Berman & Thelen, 2004; Neslin et al., 2006; Payne & Frow, 2004). These studies do not focus on service quality of multichannel services; instead, propose the directions and strategies to create a synchronized multichannel system.Sousa and V oss (2006)’s researc h is among the first studies to address multichannel service quality. They coined the term integration quality within service quality literature and proposed specific dimensions of INQ. Dimensions of INQ suggested by Sousa and V oss (2006) include channel-service configuration and integrated interactions. Furthermore, Sousa and V oss (2006) propose breadth of channel choice and transparency of the existing channel-service configuration as sub-dimensions of channel-service configuration, while content consistency and process consistency as sub-dimensions of integrated interactions. Banerjee (2014) extends the work of Sousa and V oss (2006) by using a qualitative, case study research data from banking customers and propose two new dimensions; namely, appropriateness of channel-service configuration and transaction data and interaction data integration.Dimensions proposed by Sousa and V oss (2006) and Banerjee (2014) are conceptual, and no empirical evidence has been offered in their papers. Banerjee (2014) suggests generating scale items for a research instrument as the way forward for service quality and integration quality research. Hence, within this scope, the current study explores new dimensions and even transforms existing conceptual dimensions of previous studies to contribute to the overall knowledge of service quality literature.A few studies have addressed channel integration using quantitative analysis. Dimensions proposed by Oh and Teo (2010) are integrated product and pricinginformation, integrated transaction information, integrated promotion information, integrated information access, integrated customer service, and integrated order fulfillment. Wu and Chang (2016) purport transparency of service configuration, information consistency, process consistency, and business ties as dimensions of integration quality. Finally, Lee et al. (2019) and Shen et al. (2018) use the context of omnichannel retailing to provide empirical evidence of dimensions proposed by Sousa and V oss (2006).From the above literature, this study has identified that only a few dimensions of INQ have been conceptualized and empirically validated in the context of multichannel and omnichannel marketing. There is a scope of conceptualizing and providing empirical evidence of new dimensions such as privacy, security, system consistency, service recovery, image consistency, system consistency and so on, which have not been addressed within multichannel or omnichannel services in prior studies. Furthermore, the extant literature on INQ focuses only on two channels, i.e., physical and website. There is a scope to address INQ considering mobile as a separate channel, as defined by omnichannel management.2.3. Outcome of integration quality, cross-buying intentions and perceived valueSeveral articles have discussed different behavioral outcomes due to the integration of channels. Integration quality leads to perceived value (Oh & Teo, 2010; Wu & Chang, 2016), purchase intention (Herhausen et al., 2015; Wu & Chang, 2016), sales growth (Cao & Li, 2015), overall satisfaction (Hammerschmidt, Falk, & Weijters, 2015), search intentions (Herhausen et al., 2015), and loyalty (Schramm-Klein, Wagner, Steinmann, & Morschett, 2011). Within the omnichannel context, channel integration has been found to impact omnichannel usage intentions (Shen et al., 2018), customer engagement, repurchase intentions and positive word-of-mouth (Lee et al. Collins, 2019).From the above analyses, it is apparent that only a few behavioral aspects have been analyzed in the context of channel integration. There is a scope to conceptualize other behavioral aspects as outcomes of INQ. According to Banerjee (2014), the measure of consumer perception on integration quality has not been addressedadequately.Research has indicated the possible relation of service quality with cross-buying intention and customer value (Kumar & Venkatesan, 2005). Cross-buying is defined as the total number of different products that a customer has brought from a business, calculated from the first purchase (Kumar, George, & Pancras, 2008). Reinartz and Kumar (2003) argue that cross-buying is related or unrelated sets of products or services that a customer buys from a firm. From a service marketing point of view, cross-buying is purchasing additional products from the same service provider (Ngobo, 2004). Several multichannel studies have focused on cross-buying intentions as service quality perception influenced by multichannel services (Kumar & Venkatesan, 2005; Neslin et al., 2006).In an omnichannel setting, cross-selling is more applicable as a retailer's various channels are leveraged for the selling purpose. This leads to a convenient shopping experience for shoppers. Customers feel more satisfied as they can purchase additional items from a trusted retailer, which saves their time and enhances the overall shopping experience. One omnichannel customer experience that fits naturally with cross-selling is BOPIS (“buy online, pick up in-store”). Within this context, Cummins, Peltier, and Dixon (2016) propose further research to be conducted on omnichannel marketing efforts and analyze its results on customer retention or up- and cross-selling aspects.In addition to cross-buying intentions, there is a growing body of literature that recognizes the importance of customer's perceived value in marketing and consumer behavior literature (Overby, Gardial, & Woodruff, 2004; Reynolds & Gutman, 1988; Vinson, Scott, & Lamont, 1977). Zeithaml (1988) defined customer value as the utility that consumers receive from a product or service, perception of the net gain from what is given compared to what is received. It is the trade-off between price and quality, better described as value for money (Sweeney & Soutar, 2001). Additionally, multichannel literature has also focused on perceived value as an outcome of service quality perception (Oh & Teo, 2010; Wu & Chang, 2016).There is a lack of research that focuses on cross-buying as a service qualityperception of integration quality. Furthermore, the relation between cross-buying and perceived value is absent in extant literature. Hence, there is a scope for measuring cross-buying intention and customer value as INQ outcomes.2.4. Dynamic capabilities and dimensions of integration qualityA dynamic capability is defined as “the capacity of an organization to purposefully extend, create, or modify its resource base” (Helfat et al., 2009, p. 1). Dynamic capabilities initially appeared in the work of Teece et al. (1997) as “the firm's ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments” (Teece et al., 1997, p. 516). Most definitions of dynamic focus on a firm's ability to reconfigure its resources. For instance, Teece et al. (1997) define dynamic capabilities as a firm's ability to reconfigure in order to address environmental changes. While Eisenhardt and Martin (2000) argue dynamic capabilities as the processes by which a firm reconfigures its resources to respond/create changes in the market.Using the firm's resources through internal processes is the key to dynamic capability (Eisenhardt & Martin, 2000; Helfat et al., 2009). There can be different types of processes. Out of which two processes are more significant, i.e., search and selection, and configuration (Helfat et al., 2009, p. 4). Search and selection involve all processes and activities of the firm, which are related to looking for alternative solutions to a problem and identifying an appropriate solution to be able to solve the problem and share among organization's members (Zott, 2003, p. 104). On the other hand, configuration involves foreseeing how to implement a change by altering the firm's resources (Helfat et al., 2009; Zott, 2003).Based on dynamic capabilities theory, this paper suggests omnichannel integration quality dimensions as dynamic capabilities of a firm. To implement integration within channels, managers need to alter channel configurations, which is a higher-level orchestration of channels' ordinary capabilities. INQ dimensions such as process consistency, channel service configuration and so on are strategies that involve managers to extend their resources beyond ordinary channel functions. Hence, the relation between dynamic subdimensions and INQ are apparent.3. Exploratory phase: conceptual framework and hypotheses developmentBased on the analyses of all proposed dimensions within INQ literature, this study proposes a conceptual model of INQ, which includes three principal dimensions and their sub-dimensions. These are channel-service configuration (breadth of channel, transparency of channels, appropriateness of channels), content consistency (information consistency, transaction data integration), and process consistency (system consistency, image consistency).Drawing on dynamic capabilities (DCs) approach, the research model conceptualizes the three primary capabilities as second-order DCs (routines that reconfigure first-order DCs) and 8 components as first-order DCs (routines that reconfigure the organizational resource base) (Schilke, 2014).Furthermore, to build on the findings of the literature review and extend the limited knowledge of omnichannel integration quality, this study conducted a qualitative analysis. This qualitative study phase aims to: (1) Confirm the dimensions of INQ, which were identified through the literature review, and (2) Identify new dimensions of INQ.3.1. Method of qualitative researchThe qualitative research in this phase included twenty in-depth interviews and two focus group discussions (n = 18) that allow the researchers to capture the cognitive structure of users' perceptions of integration quality to ascertain how domain knowledge is linked in their mental models in terms of multichannel services usage. Appropriate ethics approval was obtained to conduct this study. Based on the objective of the qualitative research, interview and focus group participants were chosen using a convenience sample for this study. As this current study is concerned with investigating factors influencing omnichannel integration quality, the unit of analysis necessarily is at an individual level. The selection criteria included customers who hold a banking account in Australia and have used three specific channels of the bank, i.e., mobile app, website and physical branch within the last three months. This criterion ensures that all participants have experience of using multichannel of a service provider, hence, they will be able to provide valuable insights regardingfactors influencing the quality of using multichannel. Overall, participants' age ranged from 20 to 58 years old and were 42% female and 58% male.The approach in this study phase is confirmatory (deductive), therefore, a semi-structured approach to the questions was adopted. The questions were based on each construct, including the new constructs of assurance quality and value of the INQ model.3.2. Coding and mappingThe interviews were recorded, transcribed, and examined using Nvivo and manual thematic analysis (Dagger, Sweeney, & Johnson, 2007; Lincoln & Guba, 1985). The primary responses were highlighted, and causal statements were identified. Afterward, primary dimensions of INQ were obtained based on the discussion and excerpts. To identify the recurring themes under relevant primary dimensions, the excerpts were analyzed by two academic judges to calculate inter-rater reliability using Nvivo and Microsoft Excel. The inter-rater reliability was 0.82 passing the cut-off point of 0.70 (Straub, Boudreau, & Gefen, 2004).3.3. ResultsFirst, our theoretical framework is based on several seminal articles on integration quality (Banerjee, 2014; Oh & Teo, 2010; Sousa & V oss, 2006). This research identified three dimensions and their subdimensions as discussed earlier. Through the qualitative data analysis, the fourth dimension of omnichannel integration, i.e., assurance quality and its sub-dimensions: privacy, security, and service recovery accessibility, are identified as factors influencing INQ. The qualitative analysis played a vital role in confirming the dimensions and subdimension. We further used q-sorting of two experts (interrater reliability scores) to confirm which subdimensions were part of which dimensions that is explained below and discussed earlier.中文重新概念化全渠道营销的集成质量动态Tasnim Hossain，Shahriar Akter等摘要全渠道营销，即渠道之间无缝集成以为客户提供一致的服务体验的概念，已成为近年来公司多渠道管理最重要的方面之一。

Marketing(From: Sun Kun of Accounting English, 2008.)Marketing is a group of interrelated activities designed to identify consumer needs and to develop,distribute,promote,and price goods and services to satisfy these needs at a profit.Whether an organization is large or small,whether it produces a product or provides a service,its long-range future is linked to successful markting practices.The old saying "Build a better mousetrap and the world will beat a path to your door"is not true. "They" must need the product,know about it,be able to get it when and where they want it,and be able to afford it.Marketing provides the means to make the organization successful in the long run.1.The Marketing ConceptMarketing was unheard of in the early 1900s. This period can best be described as one where far more people needed consumer goods than companies were able to manufacture.This intense demand on manufacturing led to organizations dominated by production management. Companies had a production orientation: where the number one priority is to produce a good to keep up with demand. All energies and talents were laced in the production function. Selling a good was incidental; determining consumer needs was unheard of.As manufacturers increased their production capabilities,the supply of goods available increased and inventories of goods developed. An emphasis on selling occurred. This need to sell led to a sales-dominated company-a sales orientation,whereby the energy of the company is focused on selling the products produced. The salespersio's job:(1)to make the desires of the consumers "fit"the products the company manufactures and (2)to convince the consumer to buy. The company's goal:to"send the out full and bring it back empty."As more producers began competing for consumer dollars by making such high-demand products as automobiles,vacuum cleaners,and refrigerators,the supply of goods began to exceed the demand. Companies had to find a way to identify consumer demand.Company profits.Companies that are marketing oriented have adopted a philosophy for the firm known as the marketing concept.The marketing concept is a belief that the companyshould adopt a companywide consumer orientation directed at long-range profitability.It includes the belied that all efforts of the organization should be directed at identifying and satisfyingProduction OrientationCompanies were essentially production-oriented from the latter part of the nineteenth century to about 1920. Emphasis was placed on filling the demand for basic commodities. The typical family had little discretionary income and there was little demand for products not associated with filling those basic family requirements.Demand was usually supplied by the producer's perception of what consumers needed. Product design and product line decisions were heavily influenced by manufacturing considerations.Management attention was directed primarily toimproving production methods,increasing output,and lowering costs. Sales OrientationThe period of sales orientation covered roughly the years from 1920 to 1950.With the exception of the years of the Grat Depression ,this period was characterized by gradually rising discretionary income,emerging demand for products,increasing competition,and the expansion of distribution channels.Although product decisions continued to be dominated by what the manufacturing department wanted to make ,the role of sales became increasingly important. With the production department capable of tuning out increasing quantities of goods through mass production techniques,company success began to turn on the ability of the sales force to move inventories.Market OrientationCovering the years from about 1950 to 1970 ,this period was characterized by a continuing shift in business emphasis to understanding and reacting to changing markets.The dramatic rise in consumer discretionary income following World War II created demand for new products and services. The mobility provided by mass ownership of automobiles encouraged the development of suburbs, new shopping patterns, and changes in distribution methods. Markets became more segmented and more complex. Product life cycles shortened.With these conditions,production people no longer were in a position to determine accurately what would sell. Selling skills were no longer sufficient to overcome the problems created when products were not attuned to a more discriminant market demand. In order to provide a better fit between marketdemand and company offerings-and in order to provide for better coordination of marketing activities-companies reorganized and assigned increased responsibilities to the marketing department.Marketing took on the role of analyzing markets and interpreting the needs, and manufacturing departments. More sophisticated aproaches were developed to fulfill the traditional marketing roles of product promotion and the management of distribution channels. The role of marketing in pricing increased.And finally, the marketing department became the focal point for the development of corporate strategies needed to adjust to market change.Societal OrientationWhen managements adopted the marketing concept, they could not foresee the environmental problems or the changes in society's values that would raise questions about the market orientation philosophy. In terms of what we now know about pollution, the finiteness of raw materials, and the apparent inability of our economic system to eliminate poverty, some people question whether what is good for the individual consumer is always good for society.Increasingly, national policy-and, in turn, business policy-is tempering concern for the consumer with concern for society as a whole. Thomas A. Murphy, chairman of General Motors, addressed this dilemma when he said , "We may have let ourselves grow out of touch with the customer's need for continued satisfaction in a time of heightened expectations and the society's concern for environmental improve-ment and energy conservation."Marketing policies attuned to serving the market as the market wants to be served continue to represent modern company policy. But we are also seeing market-oriented decisions modified by societal concerns, as a result both of law and of responsible management policies.2.Channels of distributionEfficient production methods, coupled with skilful marketing ,may have ensured that we can produce goods or services cheaply and that there is a market for them. There remains the vitally important question of how we actually get our goods and services to the customer.Direct sales to CustomersThis ,of course, is the oldest form of distribution and in many trades it remains the most important. However, it can be a very awkward one in somebusinesses such as manufacturing. Customers especially private buyers, are unlikely to go to a factory to buy what they want, and manufacturing firms , at least one company seeking to sell its chains of petrol filling stations in the mid 1980s.There are other trades where producers sell directly to customers. In some cases this is because producers find it advantageous to control the final retail stage and be in a position to offer a complete service, including after-sales service,to the customer.In other industries producers may sell directly to consumers through factory shops, farm shops ,"pick-your-own" arrangements at farms,by mail order or any other scheme that business ingenuity may devise.Organized MarketsAfter direct selling ,markets represent the oldest form of trade from producer to consumer. Here we have in mind not the ratail mardets found in many towns on "market days" but the markets where producers and traders, especially the traders in commodities make their deals . These markets , located in many of the world's major trading centers , including London where most of the main British commodity exchanges are found ,bring together producers and traders who wish to buy in bulk for onward Distribution to the final customer.By commodities we mean goods such as tin, copper , zinc and other metals or bulk foodstuffs like tea, coffee, wheat and cocoa. What distinguishes commodities is that they tend to be sold on the basis of objective descriptions , such as " Brazilian coffee" or "Sri Lankan tea", rather than according to some brand name, though, of course, the experienced buyer will be able to distinguish high and low quality goods according to their source or to a wholesaler.WholesalingThe markets we have just outlined are wholesale markets . Wholesaling involves purchasing goods in large quantities from the producer or importer and selling in smaller quantities to the retailer, or sometimes, to another wholesaler or dealer. A service is provided as the producer prefers to deal with large orders and the retailer in smaller purchases. There are ,however, other services provided by wholesaling besides this 'breaking bulk.Conventional wholesaling has declined in importance in recent decades. The functions of wholesaling still have to be undertaken but are now often less important than in the past and where they remain essential are often carried out by manufacturers, or, more noticeably, by retailers. The growth of large chains inretailing has often been made possible by the incorporation of wholesaling and retailing within the one organization.Develoments in production methods, in transport and communications have all contributed to this process . When flour was sold by millers in large sacks, breaking bulk was a necessary service for small shops selling to ordinary households. Modern machines have no difficulty in packing flour in paper bags at the end of the production line. Motorway transport, the telephone and telex have brought retailer and manufacturer closer together and the wholesaler's warehousing is not always essential to bridge the gap between them. AgentsAgents may offer an alternative to wholesalers. An agent acts on behalf of another, the principal. The role of the agent in distribution is to take over the work of distribution from the manufacturer. In some ways agents may act much like a wholesaler; in other ways they may act like a retailer and sell to the final customer. Agents can be particularly important in servicing foreign markets where they have special local knowledge.FranchisingThis is a growing form of distribution. A franchise gives the sole right to serve a locality with a particular good or service. Agents often hold sole franchises.The modern trend in franchising is for producers carefully to develop and market the product, including the organization of advertising,and then to leave the retail stage to a franchised independent firm. The franchise holder normally has to pay for the franchise. In return they receive a wide range of services from the producer. The shop will be laid out according to a distinctive pattern. Special equipment will be provided,training given and exclusive supplies of materials provided.Franchising has been particularly important in some service trades such as fast foods. Its supporters claim that it combines the individual'entrepreneurship' of the independent franchise holder with the economies of large scale production, advertising and so on. It also provides a role for small firms and personal initiative in an economy which often seems to be dominated by large organizations . The system's critics claim that large producers favor it as it gives them retail outlets and retail management at very low cost. It can also lead to frustrated expectations among the franchise holders who will never truly be 'their own bosses.The marketing MixAs with all business decisions, there is no one right form of distribution andno one right approach to marketing a firm's products. Indeed a single firm may choose different ways of marketing different products. Marketing and distribution managers must choose a combination of different strategies in response to an environment in which a number of forces, many of them beyond their control, are at work. The chosen marketing mix (or market mix) of price, distribution channel, advertising and product promotion must be the result of careful analysis of the environment, the available strategies and the nature of the firms product.市场营销市场营销是一组相互关联的活动，用于确定消费者的需求并对商品和服务进行开发、分销、促销和给产品和服务定价，从而在赢利的前提下满足这些需求。

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全渠道营销外文翻译中英文2020全渠道营销外文翻译中英文2020英文Reconceptualizing Integration Quality Dynamics for Omnichannel MarketingTasnim Hossain, Shahriar Akter,etcAbstractOmnichannel marketing, the notion of seamless integration between channels to provide consistent service experience for customers, has become one of the most crucial aspects of multichannel management for companies in recent years. Although many companies have embraced omnichannel strategies, there remains a gap of understanding factors influencing integration quality (INQ) within all these channels. Drawing on omni and multi channel services research, this paper develops and validates the dimensions and sub-dimensions of omnichannel integration quality. This research further examines how the perceived INQ impacts cross-buying behavior and customer value in an omnichannel environment. This research is based on 20 in-depth interviews, two focus group discussions (n = 18) and 301 survey data from multichannel banking customers in Australia. PLS path modeling was used to test hypothesized relations and validate the hierarchical INQ model and its effects on outcome constructs. The findings of this research confirm that INQ is a hierarchical construct consisting of four primary dimensions and ten sub-dimensions. Furthermore, this research provides evidence of cross-buying intentions as a behavioral outcome of INQ, which acts as a partial mediator between INQ and perceived value.Keywords: Service quality, Integration quality, Cross-buying intention, Omnichannel marketing, PLS hierarchical model1. IntroductionResearch on omnichannel management is gaining momentum as reports show implementing an omnichannel system results in 250% higher purchase frequency, 13% more order value, 90% higher customer retention, and 13.5% more engagement rate compared to a single-channel system (Collins, 2019). At Myer, one of Australia's largest department stores, omnichannel implementation resulted in a 41.1% increase in online sales in 2017 (Cameron, 2017). In a B2B context, Hansen and Sia (2015) showcase the importance of omnichannel strategy using insights of Hummel, a Denmark based sports and lifestyle apparel. Hummel's omnichannel strategy is built on a B2B network of distributors, licensed partners, and online-offline retailers. Developing an omnichannel strategy helped Hummel to increase its total sales from $170 million in 2010 to $240 million in 2013 (Hansen & Sia, 2015). Additionally, its online sales grew from 5% to 21% from 2010 to 2013.Customers nowadays use several channels such as physical stores, websites, direct mail and catalogs, social media sites, review sites, call centers, mobile devices, kiosks, home services, networked appliances, and so on to complete even a single purchase. Omnichannel management refers to the integration of all these channels of a firm and customer touchpoints, which ultimately results in customer satisfaction through a seamless service experience. Recent academic studies on channel management has focused on omnichannel marketing, where definitions (Rigby, 2011; Verhoef, Kannan, & Inman, 2015), dimensions involving omnichannel system has been discussed.Despite its importance, there is little evidence of the effect of omnichannel on firms and customers. Specifically, there is a paucity of studies in regards to the integration of various channels and their effects on customers (Banerjee, 2014; Trenz, 2015). Although integrated/seamless experience of using various channels is one of the vital foundations of omnichannel marketing (Huré et al., 2017; Lee et al., 2019; Li et al., 2018; Shen et al., 2018; Verhoef et al., 2015), the extant literature often used a siloed approach in this stream by viewing offline and online channels separately (Herhausen, Binder, Schoegel, & Herrmann, 2015; Huréet al., 2017). This siloed approach is no longer appropriate as customers frequently use more than one channel these days. A recent study reports that organizational silos are still the most significant barriers in creating a customer-centric business (Harvard Business Review Analytic Services, 2018). For example, H&M reported a loss of its share price in late 2017 which was mainly because of the lack of online-offline integration and customer dissatisfaction resulting from inconsistent information between channels (Sharma,2017). Other retailers such as Debenham, and Marks and Spencer announced store closure due to being unable to change store portfolio (O'Grady et al., 2018). Hence, integration of physical and virtual channels through omnichannel service delivery is the key to the enhanced service quality (Rizzi & Taraporevala, 2019).To address the critical issue of integration within channels, several studies suggest integration quality (INQ) or synchronizing service elements within channels as the key to rendering seamless experience (Banerjee, 2014; Montoya-Weiss, V oss, & Grewal, 2003; Sousa & V oss, 2006). However, despite itsimportance, addressing integration quality (INQ) of omnichannel services remains fragmented and mostly conceptual. Only a few studies have conceptualized and tested dimensions of integration quality (Hsieh et al., 2012; Lee et al., 2019; Oh & Teo, 2010; Shen et al., 2018; Wu & Chang, 2016). The findings of these studies make it apparent that there remains scope for developing and validating an integration quality model in the context of omnichannel services delivery. Additionally, there is a lack of studies investigating the effects of INQ on cross-buying intention and perceived value. Whereas cross-buying intention refers to customers' intent to purchase additional products from the same firm (Kumar & Venkatesan, 2005), perceive value refers to the perception of net benefit against the cost associated with receiving a service (Zeithaml, 1988). To address these gaps, we utilize dynamic capabilities theory (Helfat et al., 2009; Teece, Pisano, & Shuen, 1997) to relate integration quality with dynamic capabilities and put forward the research questions: What are the dimensions of omnichannel integration quality and how does this quality perception determine cross-buying intentions and perceived value?2. Literature review2.1. Omnichannel marketingThe disruptive change brought by smartphone and other mobile devices (Shankar, Venkatesh, Hofacker, & Naik, 2010) has induced customers to expect more enriched and seamless shopping experience in terms of channel scope (increasing number of channels and touchpoints) and focus (the overall customer brand experience) (Picot-Coupey et al., 2016). In this context, research progressed to multichannelintegration or cross-channel retailing (Bendoly, Blocher,Bretthauer, Krishnan, & Venkataramanan, 2005; Cao & Li, 2015) and, recently, to omnichannel retailing (Brynjolfsson et al., 2013; Rigby, 2011; Verhoef et al., 2015). Rigby (2011, p. 67) first coined the term Omnichannel retailing to address the current and rapid proliferation of digital retailing by defining omnichannel as “an integrated sales experience that melds the advantage of physical stores with the information-rich experience of online shopping.” Verhoef et al. (2015, p. 176) define omnichannel management as “the synergetic management of the numerous available channels and customer touchpoints, in such a way that the customer experience across channels and the performance over channels are optimized.”. Omnichannel is n ot just simultaneous use of channels; instead, it is the integration of all available channels within a company (Lazaris & Vrechopoulos, 2014). Also, Levy, Weitz, and Grewal (2013) define omnichannel as a coordinated offering using all the channels of a retailer to provide a seamless customer experience. Brynjolfsson et al. (2013) foresee omnichannel marketing as an experience which will diminish the distinction between online and offline channels and turn the world into a showroom without walls.2.2. Integration quality and its dimensionsAs discussed earlier, the notion of integration is of utmost importance for omnichannel marketing. Service quality research has addressed the issue of channel integration within the multichannel environment and termed it as integration quality (INQ) (Banerjee, 2014; Lee et al., 2019; Sousa & V oss, 2006). These studies of INQ argue a firm which provides services through multiple channels may have a good level of physical and virtual quality. However, because of the inconsistencies between the channels, the overall quality perception may be less. Due tothis phenomenon, Sousa and V oss (2006, p. 365) suggest INQ as a significant factor of multichannel services and is defined as “the ability to provide customers with a seamless service experience across multiple channels.” The focus of INQ is to capture the essential characteristics of physical and virtual channels as a whole and to provide a consistent customer experience through all the channels that a company utilizes.Although there is a dearth of research conceptualizing INQ, several views ondimensions and consequences of integration quality exist. The earliest conceptualization of channel integration by Saeed, Grover, and Hwang (2003)propose informational integration; content integration; and logistical integration as value-added services to create synergy between click and mortar stores. Similarly, several studies have discussed strategies for companies to ensure a well-integrated channel system (Bendoly et al., 2005; Berman & Thelen, 2004; Neslin et al., 2006; Payne & Frow, 2004). These studies do not focus on service quality of multichannel services; instead, propose the directions and strategies to create a synchronized multichannel system.Sousa and V oss (2006)’s researc h is among the first studies to address multichannel service quality. They coined the term integration quality within service quality literature and proposed specific dimensions of INQ. Dimensions of INQ suggested by Sousa and V oss (2006) include channel-service configuration and integrated interactions. Furthermore, Sousa and V oss (2006) propose breadth of channel choice and transparency of the existing channel-service configuration as sub-dimensions of channel-service configuration, while content consistency and process consistency as sub-dimensions of integrated interactions.Banerjee (2014) extends the work of Sousa and V oss (2006) by using a qualitative, case study research data from banking customers and propose two new dimensions; namely, appropriateness of channel-service configuration and transaction data and interaction data integration.Dimensions proposed by Sousa and V oss (2006) and Banerjee (2014) are conceptual, and no empirical evidence has been offered in their papers. Banerjee (2014) suggests generating scale items for a research instrument as the way forward for service quality and integration quality research. Hence, within this scope, the current study explores new dimensions and even transforms existing conceptual dimensions of previous studies to contribute to the overall knowledge of service quality literature.A few studies have addressed channel integration using quantitative analysis. Dimensions proposed by Oh and T eo (2010) are integrated product and pricinginformation, integrated transaction information, integrated promotion information, integrated information access, integrated customer service, and integrated order fulfillment. Wu and Chang (2016) purport transparency of service configuration, information consistency, process consistency, and business ties as dimensions of integration quality. Finally, Lee et al. (2019) and Shen et al. (2018) use the context of omnichannel retailing to provide empirical evidence of dimensions proposed by Sousa and V oss (2006).From the above literature, this study has identified that only a few dimensions of INQ have been conceptualized and empirically validated in the context of multichannel and omnichannel marketing. There is a scope of conceptualizing andproviding empirical evidence of new dimensions such as privacy, security, system consistency, service recovery, image consistency, system consistency and so on, which have not been addressed within multichannel or omnichannel services in prior studies. Furthermore, the extant literature on INQ focuses only on two channels, i.e., physical and website. There is a scope to address INQ considering mobile as a separate channel, as defined by omnichannel management.2.3. Outcome of integration quality, cross-buying intentions and perceived valueSeveral articles have discussed different behavioral outcomes due to the integration of channels. Integration quality leads to perceived value (Oh & Teo, 2010; Wu & Chang, 2016), purchase intention (Herhausen et al., 2015; Wu & Chang, 2016), sales growth (Cao & Li, 2015), overall satisfaction (Hammerschmidt, Falk, & Weijters, 2015), search intentions (Herhausen et al., 2015), and loyalty (Schramm-Klein, Wagner, Steinmann, & Morschett, 2011). Within the omnichannel context, channel integration has been found to impact omnichannel usage intentions (Shen et al., 2018), customer engagement, repurchase intentions and positive word-of-mouth (Lee et al. Collins, 2019).From the above analyses, it is apparent that only a few behavioral aspects have been analyzed in the context of channel integration. There is a scope to conceptualize other behavioral aspects as outcomes of INQ. According to Banerjee (2014), the measure of consumer perception on integration quality has not been addressedadequately.Research has indicated the possible relation of service qualitywith cross-buying intention and customer value (Kumar & Venkatesan, 2005). Cross-buying is defined as the total number of different products that a customer has brought from a business, calculated from the first purchase (Kumar, George, & Pancras, 2008). Reinartz and Kumar (2003) argue that cross-buying is related or unrelated sets of products or services that a customer buys from a firm. From a service marketing point of view, cross-buying is purchasing additional products from the same service provider (Ngobo, 2004). Several multichannel studies have focused on cross-buying intentions as service quality perception influenced by multichannel services (Kumar & Venkatesan, 2005; Neslin et al., 2006).In an omnichannel setting, cross-selling is more applicable as a retailer's various channels are leveraged for the selling purpose. This leads to a convenient shopping experience for shoppers. Customers feel more satisfied as they can purchase additional items from a trusted retailer, which saves their time and enhances the overall shopping experience. One omnichannel customer experience that fits naturally with cross-selling is BOPIS (“buy online, pick up in-store”). Within this context, Cummins, Peltier, and Dixon (2016) propose further research to be conducted on omnichannel marketing efforts and analyze its results on customer retention or up- and cross-selling aspects.In addition to cross-buying intentions, there is a growing body of literature that recognizes the importance of customer's perceived value in marketing and consumer behavior literature (Overby, Gardial, & Woodruff, 2004; Reynolds & Gutman, 1988; Vinson, Scott, & Lamont, 1977). Zeithaml (1988) defined customer value as the utility that consumers receive from a product or service, perception of the net gain from what is givencompared to what is received. It is the trade-off between price and quality, better described as value for money (Sweeney & Soutar, 2001). Additionally, multichannel literature has also focused on perceived value as an outcome of service quality perception (Oh & Teo, 2010; Wu & Chang, 2016).There is a lack of research that focuses on cross-buying as a service qualityperception of integration quality. Furthermore, the relation between cross-buying and perceived value is absent in extant literature. Hence, there is a scope for measuring cross-buying intention and customer value as INQ outcomes.2.4. Dynamic capabilities and dimensions of integration qualityA dynamic capability is defined as “the capacity of an organization to purposefully extend, create, or modify its resource base” (Helfat et al., 2009, p. 1). Dyna mic capabilities initially appeared in the work of Teece et al. (1997) as “the firm's ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments” (Teece et al., 1997, p. 516). Most definitions of dynamic focus on a firm's ability to reconfigure its resources. For instance, Teece et al. (1997) define dynamic capabilities as a firm's ability to reconfigure in order to address environmental changes. While Eisenhardt and Martin (2000) argue dynamic capabilities as the processes by which a firm reconfigures its resources to respond/create changes in the market.Using the firm's resources through internal processes is the key to dynamic capability (Eisenhardt & Martin, 2000; Helfat et al., 2009). There can be different types of processes. Out of which two processes are more significant, i.e., search and selection, andconfiguration (Helfat et al., 2009, p. 4). Search and selection involve all processes and activities of the firm, which are related to looking for alternative solutions to a problem and identifying an appropriate solution to be able to solve the problem and share among organization's members (Zott, 2003, p. 104). On the other hand, configuration involves foreseeing how to implement a change by altering the firm's resources (Helfat et al., 2009; Zott, 2003).Based on dynamic capabilities theory, this paper suggests omnichannel integration quality dimensions as dynamic capabilities of a firm. To implement integration within channels, managers need to alter channel configurations, which is a higher-level orchestration of channels' ordinary capabilities. INQ dimensions such as process consistency, channel service configuration and so on are strategies that involve managers to extend their resources beyond ordinary channel functions. Hence, the relation between dynamic subdimensions and INQ are apparent.3. Exploratory phase: conceptual framework and hypotheses developmentBased on the analyses of all proposed dimensions within INQ literature, this study proposes a conceptual model of INQ, which includes three principal dimensions and their sub-dimensions. These are channel-service configuration (breadth of channel, transparency of channels, appropriateness of channels), content consistency (information consistency, transaction data integration), and process consistency (system consistency, image consistency).Drawing on dynamic capabilities (DCs) approach, the research model conceptualizes the three primary capabilities assecond-order DCs (routines that reconfigure first-order DCs) and 8 components as first-order DCs (routines that reconfigure the organizational resource base) (Schilke, 2014).Furthermore, to build on the findings of the literature review and extend the limited knowledge of omnichannel integration quality, this study conducted a qualitative analysis. This qualitative study phase aims to: (1) Confirm the dimensions of INQ, which were identified through the literature review, and (2) Identify new dimensions of INQ.3.1. Method of qualitative researchThe qualitative research in this phase included twenty in-depth interviews and two focus group discussions (n = 18) that allow the researchers to capture the cognitive structure of users' perceptions of integration quality to ascertain how domain knowledge is linked in their mental models in terms of multichannel services usage. Appropriate ethics approval was obtained to conduct this study. Based on the objective of the qualitative research, interview and focus group participants were chosen using a convenience sample for this study. As this current study is concerned with investigating factors influencing omnichannel integration quality, the unit of analysis necessarily is at an individual level. The selection criteria included customers who hold a banking account in Australia and have used three specific channels of the bank, i.e., mobile app, website and physical branch within the last three months. This criterion ensures that all participants have experience of using multichannel of a service provider, hence, they will be able to provide valuable insights regardingfactors influencing the quality of using multichannel. Overall, participants' age ranged from 20 to 58 years old and were 42%female and 58% male.The approach in this study phase is confirmatory (deductive), therefore, a semi-structured approach to the questions was adopted. The questions were based on each construct, including the new constructs of assurance quality and value of the INQ model.3.2. Coding and mappingThe interviews were recorded, transcribed, and examined using Nvivo and manual thematic analysis (Dagger, Sweeney, & Johnson, 2007; Lincoln & Guba, 1985). The primary responses were highlighted, and causal statements were identified. Afterward, primary dimensions of INQ were obtained based on the discussion and excerpts. To identify the recurring themes under relevant primary dimensions, the excerpts were analyzed by two academic judges to calculate inter-rater reliability using Nvivo and Microsoft Excel. The inter-rater reliability was 0.82 passing the cut-off point of 0.70 (Straub, Boudreau, & Gefen, 2004).3.3. ResultsFirst, our theoretical framework is based on several seminal articles on integration quality (Banerjee, 2014; Oh & Teo, 2010; Sousa & V oss, 2006). This research identified three dimensions and their subdimensions as discussed earlier. Through the qualitative data analysis, the fourth dimension of omnichannel integration, i.e., assurance quality and its sub-dimensions: privacy, security, and service recovery accessibility, are identified as factors influencing INQ. The qualitative analysis played a vital role in confirming the dimensions and subdimension. We further used q-sorting of two experts (interrater reliability scores) to confirm which subdimensions were part of which dimensionsthat is explained below and discussed earlier.中文重新概念化全渠道营销的集成质量动态Tasnim Hossain，Shahriar Akter等摘要全渠道营销，即渠道之间无缝集成以为客户提供一致的服务体验的概念，已成为近年来公司多渠道管理最重要的方面之一。

微信营销中英文对照外文翻译文献现状：微信营销是一种新兴的营销方式，迅速成为品牌制造商除官方微博外的另一种互联网营销热点。

自2012年8月18日微信公众平台正式推出以来，媒体、品牌和名人使用更多的方法向粉丝推送各种信息，越来越多的微信营销效果不可忽视。

微信营销逐渐传播到国内行业销售领域，并在改变现有营销模式方面发挥着重要作用。

本文是对前人相关微信营销研究的总结，通过分析、总结学者们的微信营销研究，概括了微信营销模式的优缺点、微信营销前景、存在的问题和对策，并提出了思路方向。

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