营销-外文翻译
网络营销中英文对照外文翻译文献
网络营销中英文对照外文翻译文献E-MarketingE-Marketing is the use of digital ___。
It is a subset of e-business and includes activities such as online advertising。
search engine n。
email marketing。
social media marketing。
and mobile marketing.The first step in ___ target audience。
This can be done through market research。
analyzing website traffic。
and studying social media trends。
Once the target audience is identified。
the next step is to create a marketing plan that includes goals。
objectives。
tactics。
and metrics.One of the advantages of e-marketing is ___。
it is ___ of content。
language。
and currency are all ___.Search engine n (SEO) is a critical component of e-marketing。
By optimizing website content and structure。
businesses canimprove their search engine rankings and drive more traffic to their site。
Social media ___ e-marketing。
市场营销外文翻译---衡量口碑营销的新方法
A new way to measure word-of mouth marketingApril.2010 • Jacques Bughin, Jonathan Doogan, and Ole Jrgen Vetvik• McKinsey QuarterlyConsumers have always valued opinions expressed directly to them. Marketers may spend millions of dollars on elaborately conceived advertising campaigns, yet often what really makes up a consumer’s mind is not only simple but also free: a word-of-mouth recommendation from a trusted source. As consumers overwhelmed by product choices tune out the ever-growing barrage of traditional marketing, word of mouth cuts through the noise quickly and effectively.Indeed, word of mouth1 is the primary factor behind 20 to 50 percent of all purchasing decisions. Its influence is greatest when consumers are buying a product for the first time or when products are relatively expensive, factors that tend to make people conduct more research, seek more opinions, and deliberate longer than they otherwise would. And its influence will probably grow: the digital revolution has amplified and accelerated its reach to the point where word of mouth is no longer an act of intimate,one-on-one communication. Today, it also operates on a one-to-many basis: product reviews are posted online and opinions disseminated through social networks. Some customers even create Web sites or blogs to praise or punish brands.As online communities increase in size, number, and character, marketers have come to recognize word of mouth’s growing impor tance. But measuring and managing it is far from easy. We believe that word of mouth can be dissected to understand exactly what makes it effective and that its impact can be measured using what we call “word-of-mouth equity”—an index of a brand’s power to generate messages that influence the consumer’s decision to purchase. Understanding how and why messages work allows marketers to craft a coordinated, consistent response that reaches the right people with the right content in the right setting. That generates an exponentially greater impact on the products consumers recommend, buy, and become loyal to.A consumer-driven worldThe sheer volume of information available today has dramatically altered the balance of power between companies and consumers. As consumers have become overloaded, they have become increasingly skeptical about traditional company-driven advertising and marketing and increasingly prefer to make purchasing decisions largely independent of what companies tell them about products.This tectonic power shift toward consumers reflects the way people now make purchasing decisions.2 Once consumers make a decision to buy a product, they start with an initial consideration set of brands formed through product experience, recommendations, or awareness-building marketing. Those brands, and others, are actively evaluated as consumers gather product information from a variety of sources and decide which brand to purchase. Their post-sales experience then informs their next purchasing decision. While word of mouth has different degrees of influence on consumers at each stage of this journey, it’s the only factor that ranks among the three biggest consumer influencers at every step.It’s also the most disruptive factor. Word of mouth can prompt a consume r to consider a brand or product in a way that incremental advertising spending simply cannot. It’s also not a one-hit wonder. The right messages resonate and expand within interested networks, affecting brand perceptions, purchase rates, and market share. The rise of online communities and communicationhas dramatically increased the potential for significant and far-reaching momentum effects. In the mobile-phone market, for example, we have observed that the pass-on rates for key positive and negative mes sages can increase a company’s market share by as much as 10 percent or reduce it by 20 percent over a two-year period, all other things being equal. This effect alone makes a case for more systematically investigating and managing word of mouth.Understanding word of mouthWhile word of mouth is undeniably complex and has a multitude of potential origins and motivations, we have identified three forms of word of mouth that marketers should understand: experiential, consequential, and intentional.ExperientialExperiential word of mouth is the most common and powerful form, typically accounting for 50 to 80 percent of word-of-mouth activity in any given product category. It results from a consumer’s direct experience with a product or service, largely when t hat experience deviates from what’s expected. Consumers rarely complain about or praise a company when they receive what they expect.) Complaints when airlines lose luggage are classic example of experiential word of mouth, which adversely affects brand sentiment and, ultimately, equity, reducing both receptiveness to traditional marketing and the effect of positive word of mouth from other sources. Positive word of mouth, on the other hand,can generate a tailwind for a product or service. ConsequentialMarketing activities also can trigger word of mouth. The most common is what we call consequential word of mouth, which occurs when consumers directly exposed to traditional marketing campaigns pass on messages about them or brands they publicize. The impact of those messages on consumers is often stronger than the direct effect of advertisements, because marketing campaigns that trigger positive word of mouth have comparatively higher campaign reach and influence. Marketers need to consider both the direct and the pass-on effects of word of mouth when determining the message and media mix that maximizes the return on their investments.IntentionalA less common form of word of mouth is intentional—for example, when marketers use celebrity endorsements to trigger positive buzz for product launches. Few companies invest in generating intentional word of mouth, partly because its effects are difficult to measure and because many marketers are unsure if they can successfully execute intentional word of-mouth campaigns. What marketers need for all three forms of word of mouth is a way to understand and measure its impact and financial ramifications, both good and bad.Word-of-mouth equityA starting point has been to count the number of recommendations and dissuasions for a given product. There’s an appealing power and simplicity to this approach, but also a challenge: it’s difficult for marketers to account for variability in the power of different kinds of word-of-mouth messages. After all, a consumer is significantly more likely to buy a product as a result of a recommendation made by a family member than by a stranger.These two kinds of recommendations constitute a single message, yet the difference in their impact on the receiver’s behavior is immense. In fa ct, our research shows that a high-impact recommendation—from a trusted friend conveying a relevant message, for example—is up to 50 times more likely to trigger a purchase than is a low-impact recommendation.To assess the impact of these different kinds of recommendations, we developed a way to calculate what we call word-of-mouth equity. It represents the average sales impact of a brand message multiplied by the number of word-of-mouth messages. By looking at the impact—as well as the volume—of these messages, this metric lets a marketer accurately test their effect on sales and market share for brands, individual campaigns, and companies as a whole. That impact—in other words, the ability of any one word of-mouth recommendation or dissuasion to change behavior—reflects what is said, who says it, and where it is said. It also varies by product category.What’s said is the primary driver of word-of-mouth impact. Across most product categories, we found that the content of a message must address important product or service features if it is to influence consumer decisions. In the mobile-phone category, for example, design is more important than battery life. In skin care, packaging and ingredients create more powerful word of mouth than do emotional messages about how a product makes people feel. Marketers tend to build campaigns around emotional positioning, yet we found that consumers actually tend to talk—and generate buzz—about functional messages.The second critical driver is the identity of the person who sends a message: the word-of mouth receiver must trust the sender and believe that he or she really knows the product or service in question. Our research does not identify a homogenous group of consumers who are influential across categories: consumers who know cars might influence car buyers but not consumers shopping for beauty products. About 8 to 10 percent of consumers are what we call influentials, whose common factor is trust and competence. Influentials typically generate three times more word-of-mouth messages than noninfluentials do, and each message has four times more impact on a recipient’s purchasing decision. About 1 percent of these people are digital influentials—most notably, bloggers—with disproportionate power.Finally, the environment where word of mouth circulates is crucial to the power of messages. Typically, messages passed within tight, trusted networks have less reach but greater impact than those circulated through dispersed communities—in part, because there’s usually a high correlation between people whose opinions we trust and the members of networks we most value. That’s why old-fashioned kitchen table recommendations and their online equivalents remain so important. After all, a person with 300 friends on Facebook may happily ignore the advice of 290 of them. It’s the small, close-knit network of trusted friends that has the real influence.Word-of-mouth equity empowers companies by allowing them to understand word of mouth’s relative impact on brand and product performance. While marketers have always known that the impact can be significant, they may be surprised to learn just how powerful it really is. When Apple’s iPhone was launched in Germany, for example, its share of word-of-mouth volume in the mobile-phone category—or how many consumers were talking about it—was about 10 percent, or a third less than that of the market leader. Yet the iPhone had launched in other countries, and the buzz accompanying those messages in Germany was about five times more powerful than average. This meant the iPhone’s word of- mouth equity score was 30 percent higher than that of the market leader, with three times more influentials recommending the iPhone over leading handsets. As a result, sales directly attributable to the positive word of mouth surrounding the iPhone outstripped those attributable to Apple’s paid marketing six-fold.Within 24 months of launch, the iPhone was selling almost one million units a year in Germany.The flexibility of word-of-mouth equity allows us to gauge the word-of-mouth impact ofcompanies, products, and brands regardless of the category or industry. And because it measures performance rather than the sheer volume of messages, it can be used to identify what’s driving—and hurting—word-of-mouth impact. Both insights are critical if marketers are to convert knowledge into power.Harnessing word of mouthThe rewards of pursuing excellence in word-of-mouth marketing are huge, and it can deliver a sustainable and significant competitive edge few other marketing approaches can match. Yet many marketers avoid it. Some worry that it remains immature as a marketing discipline compared with the highly sophisticated management of marketing in media such as television and newspapers. Others are concerned that they can’t draw on extensive data or elaborate marketing tools fine-tuned over decades. For those unsure about actively managing word of mouth, consider this: the incremental gain from outperforming competitors with superior television ads, for example, is relatively small. That’s because all companies actively manage their traditional marketing activities and all have similar knowledge. With so few companies actively managing word of mouth—the most powerful form of marketing—the potential upside is exponentially greater.The starting point for managing word of mouth is understanding which dimensions of word-of-mouth equity are most important to a product category: the who, the what, or the where. In skincare, for example, it’s the what; in retail banks, the who. Word-of-mouth equity analysis can detail the precise nature of a category’s influentials and pinpoint the highest-impact messages, contexts, and networks. Equipped with these insights, companies can then work on generating positive word of mouth, using the three forms we identified: experiential, consequential, and intentional.Although the importance of these triggers varies category by category, experiential sources are the most important across them. Harnessing experiential word of mouth is fundamentally about providing customers with the opportunity to share positive experiences and making the story relatable and relevant to the audience. Some companies, such as Miele and Lego, build buzz around products before launch and work to have early, highly influential adopters by involving consumers in product development, supported by online communities. Consistently refreshing the product experience also helps harness experiential word of mouth—consumers are more likely to talk about a product early in its life cycle, which is why product launches or enhancements are so crucial to generating positive word of mouth. Buzz also can be sustained after launch: Apple has maintained interest in and excitement about the iPhone via its apps store, as constantly evolving and user-generated content maintains positive word of mouth.Most companies actively use customer satisfaction insights when developing new products and services. Yet a satisfied customer base may not be enough to create buzz. To create positive word of mouth that actually has impact, the customer experience must not only deviate significantly from expectations but also deviate on the dimensions that matter to the customer and that he or she is likely to talk about. For instance, while battery life is a crucial driver of satisfaction for mobile-handset consumers, they talk about it less than other product features, such as design and usability. To turn consumers into an effective marketing vehicle, companies need to outperform on product and service attributes that have intrinsic word-of-mouth potential.Managing consequential word of mouth involves using the insights provided by word-of mouth equity to maximize the return on marketing activities. By understanding the word of- mouth effects of the range of channels and messages employed and allocating marketing activitiesaccordingly, companies can equip consumers to spread marketing messages and drive their reach and impact. In fact, McKinsey research shows that marketing-induced consumer-to-consumer word of mouth generates more than twice the sales of paid advertising in categories as diverse as skincare and mobile phones.Two things supercharge the creation of positive consequential word of mouth: interactivity and creativity. They are interrelated, and particularly important for brands in relatively low-innovation categories that often struggle to gain consumer attention. One example of a company successfully harnessing this power is the UK confectioner Cadbury, whose “Glass and a Half Full” advertising campaign used creative, thoughtful, and integrated online and traditional marketing to spur consumer interaction and sales.The campaign began with a television commercial featuring a gorilla playing drums to an iconic Phil Collins song. The bizarre juxtaposition was an immediate hit. The concept so engaged consumers that they were willing to go online, view the commercial, and create amateur versions of their own, triggering a torrent of YouTube imitations. Within three months of the advertisement’s appearance, the video had been viewed more than six million times online, year-on-year sales of Cadbury’s Dairy Milk chocolate had increased by more than 9 percent, and the brand’s positive perception among consumers had improved by about 20 percent.Intentional word-of-mouth campaigns revolve around identifying influentials who become brand and product advocates. Of course, companies can’t precisely control what consumers tell others. But ambitious marketers can use word-of-mouth equity insights to shift from consequential to intentional campaigning.The type of campaign that companies choose to adopt depends on the degree to which marketers can find and target influentials. Marketers capable of undertaking one-to-one marketing—such as mobile-phone operators—are uniquely positioned to execute controlled and effective intentional word-of-mouth campaigns. Mobile carriers have granular customer data that can precisely locate influentials who know the category, talk to many people, and provide them with trusted opinions. That means messages can be directed at specific individuals who are most likely to spread positive word of mouth through their social networks. As a message spreads, this approach generates an exponential word-of mouth impact, similar to the ripple effect when a pebble is dropped in a pond.Companies unable to target influentials precisely must take a different approach. While Red Bull, for example, can’t send text messages to specific consumers, it has successfully deployed science to orchestrate effective intentional word-of-mouth campaigns. After identifying influentials among its different target segments, the energy-drink company ensures that celebrities and other opinion makers seed the right messages among consumers, often through events. While it can’t be sure who will attend, Red Bull knows that those who do will be the kinds of consumers it seeks—and that the positive messages they will relay across their own social networks can generate a superior return for its marketing investment.Marketers have always been aware of the effect of word of mouth, and there is clearly an art to effective word-of-mouth campaigning. Yet the science behind word-of-mouth equity helps reveal how to hone and deploy that art: it shows which messages consumers are likely to pass on and the impact of those messages, allowing marketers to estimate the tangible effect word of mouth has on brand equity and sales. These insights are essential for companies that want to harness the potential of word of mouth and to realize higher returns on their marketing investments.衡量口碑营销的新方法了解口碑口碑无疑颇为复杂，并拥有多种可能的根源和动机，而我们则确定了营销者应该了解的三种形式的口碑：经验性口碑、继发性口碑，以及有意识口碑。
毕业论文市场营销外文文献翻译
Relatiｏｎship marketing and serｖice ｍarketing: ｃonverｇeｎc ｅpoint of Ｃultｕre Ｄｅｐaｒtmeｎｔoｆvalue creatｉｏｎAＢSTRACTUsiｎg the rｅｌatioｎshiｐparadiｇm aｓａtheoretｉｃal framｅｗｏrｋ， a m ａｎageｍent ｍｏdel for cｕltｕraｌserviｃes (reｌationship markeｔing of ｃuｌtｕral oｒｇanizatｉoｎs)ｉs ｐｒoposed,whａt is aｎuｎprecedeｎteｄcontｒｉbｕtion in ｔhe marｋeting fiｅｌd. Ｂy ｃｏｍbinｉngｔｗo cｏnvergent peｒspectives–aｓrelatｉoｎshiｐmarｋeting anｄｓeｒｖices marketiｎg–,the mod ｅｌiｓstrucｔureｄoｎthe basis of ｔｗo ｌaｒgｅtyｐeｓof relａtionshiｐs in the maｎagemeｎt of a cｕltｕｒａｌｏｒganｉzatiｏn：ｉｎstruｍenｔal relation ｓhips and grｏup reｌatｉonshipｓ．The papｅr is aｎｉn－depｔhｓｔuｄy of re ｌationships regａｒdiｎg ｐｅrformｉng artsａｕｄiｅnｃｅ. A theoretical/eｍpirica ｌａpｐｒoach ｗaｓapplｉed, inclｕding face to facｅintervｉews tｏ100５pｅrforｍiｎg arts coｎsｕｍers anｄteｌephone intｅｒvｉｅwｓtoａsamｐle of 2005 ｉndividｕａｌs ｉn Spaｉｎ.Keywords: Ｃultural marketinｇerfｏrmiｎg ａrts ｓerviｃes relationship ｍa ｒketing1. ＩNTRＯDUCＴION:The moｓｔreｃeｎｔliｔeｒａturｅon marketinｇmａｎagemｅnt ｉｓdeｍonｓtratiｎg ａｒevoｌutioｎａｒy change ｉｎｂｏtｈform ａｎd ｃｏｎtent，which, undｏubteｄly，will resｕｌｔiｎsevｅral rｅsｅarｃh prｏjecｔs in th ｅｓhoｒt ｔerｍaｉmed at sheddiｎg ｓｏｍｅｌight on this dilemma．Tradit ｉoｎaｌmａnａgemeｎtｍodels and parａdｉｇms do ｎｏｔadapt to tｈe reｑuiｒeｍentｓｏf nｅｗproducts, aｓtｈere aｒeｍｏre ａnd morｅexｃepｔｉons ａnd questioｎs ｏｎｔｈｅmｏdels ｄｅveｌｏped ｓｏfar (Ｌｏｖｅlｏck and Gumｍessｏn, ２0０４; VarｇｏanｄＬuｓh, 2０0４）. Inｔhis coｍpｌexcontexｔ，tｈis ｐapeｒaimｓｔo ｍａke an ｉn-dｅpth study of thｅｆield oｆcｕlｔurａl serviｃes managemenｔby uｓing ｔｗo ｃｏｎcurrｅnt ｐerspecｔiｖe ｓ–rｅｌａtｉoｎship markｅtｉｎｇand seｒｖiｃes mａrｋeting–,iｎorder to ｃｏntribute ｔo the develoｐmeｎｔoｆthe neｗmarketing ｄｏｍain：cultuｒal markｅｔing （Kotｌeｒ, 200５). Tｈis iｓa field sｔill in iｔs deｖｅloｐment phaｓe,but hａs probabｌy ｆoｕnｄ, wｉth theseｎeｗｔｒenｄs, the riｇht mｏment to grow aｎd develoｐmaｎaｇemeｎt stｒuｃｔureｓanｄmodelｓｔhaｔmeet iｔsｐarticuｌaｒrｅquirements.Fｒｏｍthe veｒy bｅginniｎg, cｏntrｉbuｔｉons mａde tｏthe cuｌｔｕral ｓector bｙｔｈe marketing discｉpｌine hａｖｅbeeｎvｅry dｉverｓｅ. Hｏｗever，althoｕgh theｙseｅm toｈａve come tｏa ｃoｎsｅnｓus in ｔhe scientific worlｄabｏut thｅｉｄeａtｈat thｅｍanagｅmenｔoｆcuｌtural identiｔies pｒｅｓents sｕch special chａｒａctｅristｉcs that ｍａke itｃonsｉderａblyｄifferent (V osｓand Vｏss, 200０；Colbeｒｔ，2０01; Johnson and Ｇａrbａrino, 2０01; Arts Ｃounｃil of Eｎgland, ２０03; Ｋｏtler and Scｈeff, 199７). Conｔrｉbutiｏns from the ｍａrkｅｔｉng mａnagｅment area ｓtill dｏnot suffice tｏｃonｓtrucｔａknowlｅdge basｅthａｔiｓｓolid enougｈto creaｔe a tｈeoｒeｔｉcal maｎａgement frａmework simiｌarｔo thｅoｎｅother diｓciplines with morｅｔra ｄitｉon in ｍａrketinｇrｅsearch have.Ｉn tｈis cｏｎtext,ｉｔis stａted thａt ｔhe ｒelationshｉp marｋetｉｎg pａradｉgm offeｒs a sｕitａbｌeｆramewoｒk foｒtｈe implemeｎtation oｆculturaｌｍａnａgeｍent anｄthiｓresｅarch stuｄｙhａs ｆｏcｕsed on the performing aｒts services sectｏｒ, ａｓcｏｎsｉdering tｈat iｔｉｓonｅof ｔhe mosｔforgotteｎsectoｒｓby scｉｅntific ｒeseａｒｃｈｅrs oｆｍanagemeｎｔ．Fｕrtｈｅrｍore, the decｒeasiｎg consumption of thｉs ａrt forｍｉn Eurｏpｅgoeｓａｇaｉnsｔthｅtrｅnd if ｔaking inｔo acｃount tｈat tiｍe and mｏney iｎｖesteｄin ｌeiｓuｒe acｔivitiｅs hａs not stoｐpｅd ｇｒoｗiｎg ｗith cｏuｎtriｅs’ecoｎoｍic development. In view ofｔｈiｓsｉtuation, qｕestions ａs ｆｏllowing ａｒe rｅｑuirｅd: whaｔiｓｔｈｅreasｏn foｒthiｓlosｓof compｅtitｉve advantaｇe?, what is beinｇdone wrｏng to be lｏsing impact ｉn ａｍaｒkｅｔ,ｗhicｈ，in ｔheory, ｉs becoｍing more ａnd morｅｉｎclｉｎed to coｎsumｅlｅisuｒe ａctivｉtiｅｓ, ｓuch as tｈｅpｅrｆorming aｒts?,ｗhich ａgｅntｓaｒe ｒｅspｏnsible for thｅreｓuｌts?, which ａｇeｎts ａre afｆected by tｈe resuｌｔs?，what can bｅdonｅto improve this? These quｅstions are the basis forｃaｒrｙinｇoｕｔthis reseａrｃh studｙ.2.RELAＴIＯＮSHＩP MARKＥTIＮＧ，SERVICES MＡＲKＥTINＧANＤCUＬＴURＡL MARKETING AＳTＨＲEE ＣONVERGEＮＴＰERSPＥCＴIVE Ｓ：Reｌａtionｓhipｍarｋetinｇhas bｅcｏme oｎｅof the moｓt important cｏntributions in thｅdevelｏpｍeｎt ofｍoderｎmａｒｋetｉnｇscienｃｅ(Payne anｄHolt, 2001),anｄit has geｎeｒateｄ a reｃoｇniｓed intｅrest ｉn thｅfielｄｏf ｓcｉeｎtific researｃｈ．What is mｏre, iｎｔhｅｏｐｉnion of nuｍｅrｏｕｓaｕｔhors，iｔhａs eveｎbeeｎｓeｅn aｓa neｗparaｄigｍ(G ｕmmｅsｓｏn, 1９99；Peｃｋet al.，1999;Websｔer, 19９２;Sheth aｎd Ｐarvatｉyａｒ, 20０0; Kｏthandaｒaman ａｎd Wｉｌson, 200０).Wｉth ｔhe ｃｏnｃｅpｔby Gummesson (200２)on “relatioｎsｈｉp marketi ｎg is interactioｎｓinｎetworks of reｌatioｎshｉpｓ”ａs ａstａrting pｏiｎt,ｔｈe ｍaｎaｇement oｆ a ｃulｔuｒaｌorgａnizaｔion is undeｒsｔｏod as beiｎg ｎecessａriｌy detｅrmined by ａｍultｉtudｅｏfａgeｎts in ｔｈe mａrkeｔ，be inclｕdｅd in thｅorganiｚatiｏｎ’s ｐlanninｇprocess,since ｔhe valｕe of ｔhe fiｎaｌprodｕcｔｉs goinｇｔo depend on them ｔo a ｌargeｅxtｅnt.T ｈe role of ｔheｉntｅreｓt ｇrｏups in theｐlannｉnｇｐrocｅss of tｈｅｏrganizations is ｏne of the least ｃultｉvａteｄareａs ｏｆreｌatｉｏｎｓｈiｐｍarkｅtinｇ(Henniｎg－Thurau aｎｄHａｎsen, 2000). Paｙnｅand Hｏlt (２001）ｅｘplicitlyｒefｅr to thｉs ｄｅｆｉcｉencｙ: “ｕｎｄｅrｓtanｄing ｌｏng－tｅrm ｒelａtionｓhipｓwith both ｃuｓtomerｓaｎd otｈer stａｋehｏlder gｒoups hasｂeen negｌectedｉn ｔhｅmainｓｔrｅam ｍarｋｅtiｎg ｌiteｒatｕre；ｍaｎaｇing the ｏrganization’ｓinｔｅrｎａl and exｔeｒnal ｒeｌationsｈｉｐｓｎeeds ｔo becｏmｅ a ceｎｔraｌacｔivitｙ; tｈis ｃentｒaｌacｔｉvity is relaｔiｏnshｉp markeｔｉnｇ”. We arｅｆａced, thｅreｆore，with a nｅｗｓｃenariｏinｗｈich onｅ-to-oｎｅmarｋetｉnｇhａsｇiven way to mａny－to-many ｍａrketinｇ（Gumｍesson,２００４);in other wｏrdｓ, plannｉng reｌａｔionsｈiｐs with ｉnｄiviｄｕａls has evolｖｅd to plaｎnｉng ｒelaｔｉｏnshipｓwｉth ｃｏllective ｓ,witｈiｎteracｔion netｗorｋs.On the ｏｔher ｈanｄ, either when contrｉｂutｉｏns in the fiｅld of cultural m ａｒketiｎg ｄｏnot record enｏugｈstaｎdaｒdｉzａtionｏr voluｍe to be ｇroｕpeｄin treｎds or schoolｓ,tｈｅyｄo shａrｅ a value：ｔhe impｏrtaｎｃe of ｒeｌationｓｈips in theirｍanaｇement. Coｎtｒibｕｔionｓmaｄeｉn this area aｒe very diverｓe, in most ｃases focusiｎg oｎrelaｔioｎships ｗith cusｔｏmers (ｒela ｔiｏnshiｐｓwith tｈe ｐeｒfｏrmｉnｇａrts audiencｅ)．Garbariｎo and Johｎsｏn (1999) ｕｓeｔhe stage ｏf ａn off-Bｒoadway theatre in New Yｏrk ｔｏexplｏｒｅthｅtrａnsaction/rｅlationｓｈｉp contｉｎuum proｐoｓed by Gｒonroos (1995) t ｏcｏnclｕde that thｅｐｅrforminｇａrtsａudience ｈas differｅｎt beｈaｖｉoural proｆｉｌeｓdeｐｅnding on the reｌatｉｏnshｉps deｖeloｐed ｗith thｅｏrganｉzatiｏn or，specifｉcally, “in a consuｍer ｅnｖiｒonment ｉｎwhich custome ｒs recｅivｅｈighｌy ｓｉmｉlar sｅｒvices [..．]tｈere are systｅｍaｔiｃｄｉｆfereｎceｓinｔhe relationalism oｆｄifferent custoｍer groups”．Reｎｔｓcｈle ｒet al. (2001)alｓｏcoｎsideｒｅd an empｉｒical apｐroach tｏrelatioｎship ｓwith ｔhe audienｃe ｏf performing arｔｓoｒganiｚａtionｓin Ausｔralia: “ｗha ｔaｒts organｉzations neｅd ｔo consider iｓｗhether tｈe ｅxpense of ｈaving hi ｇh siｎｇｌe－tiｃket sales is ｓustaiｎableａnd,if not，ｗhaｔｔo do ａboｕt it”.3．THＥPＲODUCT ANＤRＥＬATIOＮSHIPS WＩTＨCUＳＴOMER’S SＵGGEＳTIONSＯＮ A MODEＬFOR THE RELＡTIＯNＳＨIＰMANAＧEMENＴOＦCULＴＵRAL SERVIＣEＳ:Rｅlatioｎshiｐs wｉtｈｔｈe audｉence are the cｅntral componｅnt iｎｔｈe configuratiｏn ｏｆｔheｒelａtionshiｐmａｒketing mａｎagｅment model f ｏr cuｌtuｒal oｒganizａtioｎｓ. Tｈis cenｔｒal place ｉsｓhａｒｅd witｈthe ｃｕｌtural pｒｏｄucｔ, ｗhose ｇenｅrａl ｍａrｋeｔing moｄeｌpreseｎts sｐecial cｈaraｃteｒｉsｔicsｔhat diffｅrentiatｅｉｔfrom the claｓsｉc struｃture of maｒｋeting,as:1. Marｋetｉng ｐrocess stａｒts in tｈe prｏduｃｅｒoｒgａnization,and fro ｍｔhisｏｒiｇｉｎ(tｈe cultuｒａl pｒodｕct)a decisioｎhａs ｔｏbｅmade cｏncerning theｐart of the marｋｅt thａｔｍay bｅinteresteｄｉn cｏnsｕming iｔ.２. Oncｅｐoｔentiaｌcｏnｓumeｒs have beeｎｉｄｅntifｉｅd, tｈｅcompany willｄｅcidｅon the ｒeｍａining rｅlａtiｏnship poliｃies （iｎstruｍｅｎtal anｄgrouｐ, which we wｉll covｅr belｏw）.Therｅfｏre，wｅａｒe faced ｗithａkｉnｄｏfｍarｋet ｗhｏse ma ｒkeｔｉng prｏｃess shows a “product-ｔo-client” tｙpe ｓtrｕcｔuｒe.Thｅaｔｙｐical stｒuctｕre transformｓｔhｅrelａtiｏnｓhｉp ｐolicy ｗｉth the cｕltuｒaｌcustoｍer, ａｓit conｓideｒs thaｔthe corｅoｆthe producｔis unalｔeｒabl ｅ（Colｂｅrt, 2０01).Thiｓstrｕｃture involｖes ｔhe ｄｅvelｏpmenｔｏf aｗidｅvarｉｅｔy oｆｒｅlatiｏnsｈｉpｓ,wｈich have to be ｉｎcｌudeｄin the ｖaluｅcrｅａtioｎｐroｃｅss foｒｍｉng the ｍａrketing of a cuｌtuｒal product. Ｔhe ｃultuｒａl offering oｆa ｃountry，a regｉon or ａdistｒict is a ｓoｕｒｃe of benｅfitｓｆｏr a lａｒge nｕmｂeｒｏf soｃial sｅctors. Iｔis ｎoｔfoｒnothｉnｇthaｔｔｈe recogｎitｉon of the “need fｏrｃulｔure” is wｅll-ｋnｏwn in ｖirtually ａl ｌdevelopｅd countries （Councｉl of ｔheＥurｏpeａｎUnion，2004）, and p ｕｂlｉc ｏｒｇaｎizａｔiｏnｓ，as well as ｐｒiｖaｔｅentities, ａre involved in ｓａtiｓｆying thisｄeｍaｎd．Ｂａｓed oｎthiｓsituａtioｎ，iｔiｓloｇiｃａl to ａｓsumｅtｈaｔeach ａnｄｅｖery one of thｅｓe cｏllectｉvｅs has to ｂe inｃluded in ｔhe organiｚatｉon’s pｌannｉng anｄ a “win-wiｎrelationsｈip”ｎeedｓtｏbe implemenｔeｄin connectｉｏｎwｉth thｅm.Perfｏrming arts organizａｔｉons wilｌhave tｏmaｎagｅa multｉtｕdｅof ｒｅlａｔiｏnｓhipｓto achieｖe ｔheir objｅctivｅs. These rｅlationｓhips weｒe formeｒlｙclassiｆｉeｄｉnto twｏｌarge catｅgｏries （Quｅｒｏ, 20０３): a．Instrumeｎtaｌｒelａtionshipｓ: this ｆirst category grｏups ｔhe maｒketiｎg ｍｉx inｓｔrｕmentｓａnd incorｐorates a relaｔionshiｐfoｃuｓ(ｉ.e．, product，ｐrice, distｒibution anｄcommｕnicatｉｏn rｅｌaｔionshｉps).Ｔhe diffeｒeｎｔiatioｎfactｏr cｈaｒacｔｅrｉzｉng ｔｈｅｄesign of these pｏlicies iｓthaｔthｅｙhave toｂe pｌaｎneｄtakiｎg aｓa ｒeference the creaｔionｏｆvａｌｕe ｆor cusｔomｅrｓand ｆor ｅvery onｅｏf the aｇenｔs inｖolveｄin ｔhe prｏｄuｃtiｏn prｏcess of the cultｕrａｌsｅｒｖｉｃes．b. Ｇroup relationshiｐs:tｈｅseｃond oｆthe cateｇｏrｉeｓis relａｔeｄｔｏthｅiｄeｎtiｆicatｉon and planning proceｓｓof relationｓhｉps wiｔｈcollectives ｏr agents of inteｒeｓt, as ｔhe ｐeｒforｍing ａrts ａuｄience，ｅｄucatioｎaｌcｅｎｔｒes，puｂlｉc oｒｇanｉzaｔionｓ, cｏmｐetition，sｕpplｉers，noｎ-pｕblic orｇanizatiｏnｓand inteｒnａl relaｔionｓhiｐs.Fｒｏm thisｐoint of viｅw, ｇrｏup relationships and instｒumeｎtａｌrelatioｎshipｓａｒe unｄerstoｏd as diffeｒent ｉｎnatｕｒe, bｕt theｙcｏｎｖeｒgｅｉn stｒategy;in othｅr ｗｏrｄs, whilst sｏmｅof tｈｅm ｒｅqｕire ｓkillｓconｎected with tｈe manaｇeｍent of rｅlationshｉps witｈcoｌｌectiveｓ, ｏthersｒｅｑuirｅa differenｔkind of skills, more ｖiｓiblｅfor tｈe ｃustomer aｎd connec ｔeｄｗiｔh deｃｉｓion-ｍａkinｇin speｃific aspｅcts, such as programme dｅｓｉgning (proｄucｔ),ticket sales (ｄisｔｒiｂution),sｈoｗvaｌue (pricｅ）or ｃonｖｅyｉng the iｎｆormａｔiｏn toｔhe maｒkｅt (cｏmmuｎication)．Hｏｗever, tｈeｍanagemｅnt ｏf bｏth grｏuｐs haｓtｏcｏnvｅrge in obt ａined resｕlｔs ａt tｈe end. In other worｄｓ，thaｔis to saｙthａｔeveｒy one of ｔhe coｌlectiｖes has to haｖe iｔs eｘpecｔaｔｉons ｍet in tｈesｅdｅcisiｏｎs.４. CONCLＵSＩONＳ:The aiｍof tｈiｓｓtudｙｗａs tｏｃoｎｔｒｉｂｕtｅtｏthe ｄｅｖｅloｐmｅnt and impleｍｅntａtion of relaｔionship ｍarkｅting, seｒvｉcｅs markｅtiｎg anｄcultural ｍaｒｋｅtiｎｇｉn a sｐeｃific ａrea：ｔｈe pｅrfｏrmｉｎg aｒts seｃｔoｒ.The prｏcｅsｓｏf seｌectiｎg aｎd plａnｎｉng ｔｈe ｒｅlatｉonｓhiｐs su ｇgesｔed ｂy thｅｒelatioｎsｈｉｐmarｋeting ｐａrａdigm ｈaｓenａｂled to dｅvｅｌop aｔｈｅoreｔiｃaｌmｏdel ｆｏｒorganizatioｎs of peｒformiｎg arｔｓservices, in wｈicｈtwo ｔyｐｅsｏｆreｌａｔiｏnship ｇroups aｒe ｉｄenｔified: instrumeｎtal ｒｅｌatｉｏｎｓhiｐs aｎｄgｒｏｕｐreｌatｉｏｎships. Ｉnｓtruｍｅｎtal relaｔｉoｎsｈiｐs ｉncluｄe ｐrｏｄuct, price, diｓtｒibuｔion and comｍunicatｉon ｒelatｉonshｉps in the moｄｅl, with the pａrtｉcｕｌaｒfeａtｕｒe ｏf the ｆact ｔhat theiｒｄesｉgn has tｏbe dependeｎt ｏn the analysis of thｅeffｅcｔs thｅy may haｖｅfoｒｅｖｅｒｙone of ｔｈe inｔｅrest groｕｐｓ. Ｗiｔh regard to gｒouｐrｅlaｔiｏnsｈips，sｅvｅn collectiｖes have been identified：ｐerforｍing artｓaudienｃe，eｄｕcaｔioｎａｌｃentreｓ, public organiｚaｔion ｓ, competiｔioｎ, sｕｐpliｅrs, other ｏrganｉzaｔions ａnｄiｎternaｌｒｅｌationsｈipｓ.Evｅry one of ｔｈem iｓcａpabｌｅof creatiｎg aｎd rｅcｅｉving v ａlue ｉn theiｒrelatioｎshiｐs and, therefore,ｔｈeｙhave tｏｂe iｎcluｄed in organizaｔiｏｎｓ’ plaｎnｉｎg procｅss, in order to impleｍｅnt ｗin-wｉｎstratｅｇiｅs.Iｎthe area ｏｆｒelationshipｍanagｅmｅnｔwitｈtheｐerfoｒming arts ａuｄiｅnce,ａclassｉｆicatioｎof the ａudｉence has ｂeeｎproposeｄon the bａsis ｏfｒelatioｎship crｉteｒia, whｉcｈhas enａｂled two importanｔphaｓes to be identifiｅd in the rｅｔention ｐrocｅss wｉtｈculｔurａl cusｔome ｒs,ｔｈe ａtｔrａction ｐｈase anｄthe retｅntion phaｓe, whｏse priｍary objeｃt ｉvｅiｓｔo fosｔer relaｔｉｏnsｗiｔh tｈe ｃｕstomeｒunｔiｌthｅｈｉghesｔｐossiblｅlevel of relatｉoｎshｉp with thｅorganizaｔiｏn is obｔained.The eｍpiｒicａｌcｏntribuｔｉon has seｒｖed ｔｏｃｏrrｏborate tｈｅthｅoreｔｉｃａｌcontｒｉbution ｂy implｅmentinｇa sｔudy oｎthe currenｔｐerｆorｍｉng artｓaudｉeｎｃe in Sｐaｉn and ｔhe gｅｎeral ｐubliｃ, which demoｎstratｅsｔhe iｍportａnceｏf manａgｉng relations beｔween the ｃｕｌtural organization ａnd iｔsｃustomers and thｅbenｅｆitsｏｆｉmpｌeｍeｎting ａn apｐｒｏｐriate rｅlaｔionsｈｉp ｍarkeｔｉnｇstraｔegy.This reseａｒｃｈｓtudｙｃould bｅａlso cｏnsｉdｅred ａs a siｇnｉf ｉcant contributiｏn to ｔｈe maｒketｉｎｇdiｓｃipｌinｅ, dｕｅto its iｍpoｒｔant tｈeoretｉｃａl ｉmｐlｉcａｔions:１. Relationship Marketiｎg iｓcoｎsｉdereｄas the iｎteｇratiｎg pａraｄiｇm, capable oｆaｄapｔｉng to the reｑuirements of cuｌｔurａｌsｅrvｉces，ｉｎgｅneｒal, ａｎd to peｒｆorminｇarts serｖices，ｉｎpartiｃulａｒ.２. Ｔhe mａrketing-ｍix paradiｇｍｉs incｌuded iｎtｏｔｈe maｎａgement mｏｄｅｌ, ｒｅｄeｆiniｎg its ｍainｉnｓtｒuｍｅnts ａs prｏducｔ, price, ｄｉstributｉｏｎａnd commuｎication reｌationsｈipｓ.It is alsｏan ｕnprecedenteｄcoｎtrｉｂutionｉn ｔｈe fｉｅｌd oｆcｕｌtural markeｔｉng，at leastｉn Spain, oｆfｅring a theoｒeｔicaｌｍodel ｆor thｅplanｎiｎg aｎd manａgeｍｅｎt of organｉｚaｔioｎｓｏｆｆｅｒｉng perfｏrｍin ｇarts servｉces.This stｕｄｙｐaｖesｔhe way for a ｍuｌtitude of future linｅs of research.Ｆｏr exａmｐle, the sｔudy of every one of the interesｔｇroupｓand ｔhｅir rolｅｉnｔhe prｏceｓs oｆcreating ｖaｌue, aｓwell as ｔhe way ｉn wｈiｃh instrumentａｌｒelationshipｓｈave to be impｌeｍenｔedｅｍeｒgeａs prioritｙactiｏnｓto ｂｅimplementｅｄin order ｔoｂuildｓome fouｎｄat ｉons in the aｒea ｏf ａrts mａrｋetｉng ｔhat are aｓsolid as thoｓe in ｏｔhｅr secｔoｒs.关系营销和服务营销：文化部门价值创造的会聚性观点摘要关系理论架构模式,文化服务管理模式(关系营销的文化组织),在销售领域做出了前所未有的贡献。
微信营销外文文献翻译
微信营销外文文献翻译XXX particular。
the development of n technology has ushered in a new era of mobile。
Smartphones and tablets have e indispensable tools in people's daily lives。
With the help of us intelligent are。
these devices have e "partners" for many people。
WeChat。
a popular social media platform。
has XXX.Keywords: XXX marketing。
XXX。
buying n2 XXXXXX social media platforms。
such as WeChat。
XXX increasingly popular among businesses。
as it provides a direct channel to XXX WeChat。
companies can provide personalized content。
ns。
and customer service。
which can XXX.3 MethodologyThis research XXX conducted。
and the data was XXX usage。
WeChat marketing。
and its XXX.4 ResultsXXX。
ns。
and customer service were found to be the most effective XXX.5 nIn n。
XXX。
ns。
and customer service to XXX.With the advent of the。
era。
us n are has e a part of people's daily lives with the XXX。
微信营销中英文对照外文翻译文献
微信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)原文：WeChat Marketing ReviewJohn Scouriaspresent situationWeChat micro-blog marketing be just unfolding, and quicklybecame the brand manufacturers in addition to the official micro-blog another Internet marketing hot. Since August 18, 2012WeChat public platform officially launched, the media, brands and celebrities use more methods to their fans push all kinds of information, more and more WeChat marketing effectcan not be ignored. WeChat marketing, and gradually spread to the domestic industry salesfield, and plays an important role to change the existing marketing mode. This paper is a summary of the relevant WeChat marketing research summary of predecessors, throughanalysis, summary of the scholars of the WeChat marketing research. The advantages and disadvantages of WeChat marketing mode, and WeChat marketing prospects, existing problems and countermeasures are summarized, and put forward the direction of theirthinking.Theme1.WeChat born marketing modelIn recent years, although the domestic enterprises in the electronic marketing aspects withgreatly improved but it is still will be influenced and restricted by social environment. When the enterprise risk in the marketing process, then because of the risk and the cost will rise, while the sales of the product will be affected, thisis very dangerous for enterprises. How to get agreater return on sales by small investment, has become a key issue in the enterprise need to consider, there WeChat is become a ready-made panacea to solve the enterprise marketing mode. The main way WeChat platform for public communication is a two-dimensional code,the emergence of a two-dimensional code is a creative transformation of many enterprises for domestic and international, it is the marketing and media industry has brought new impetus to the development of. In today's increasingly competitive market, WeChat these two-dimensional code, low cost, quick network marketing mode was used by many enterprises.From the opening of WeChat business point of view, they will put the dealer to WeChat camp,the enterprise can make some backbone staff participation, establishing a business WeChatarmy. From the information released, mainly in brand information, industry information,business activities, the official website, promotional activities, in fact, are for business promotion, brand building, information push to build a good platform.2. on the WeChat marketing model to explore(1)on the WeChat marketing mode is known as the following four modes:(2)LBS+see nearby "function,mining potential customers,opening up new channels of enterprise sales;(3)O2O+ "two-dimensional code scanning" function, boost brand virality, key entrancethrough online and offline businesses;(4)WeChat public platform+"circle of friends"new features,to create anew social relationships chain,to create a new mode of enterprise reputation; (5)WeChat interactive push, push through a brand can develop personalized,interactive activities and"fans",to provide more direct interaction experience.Zhang Li (2013) used in the analysis of enterprise marketing WeChat when, think to the enterprise, WeChat marketing or marketing mode must be used to distinguish, for differententerprises of different products and services, to adopt different marketing methods, such asO2O+, two-dimensional code scanning mode is suitable for dining, entertainment and otherproducts or services and users closely related enterprises; she also pointed out that WeChatmarketing cost is low, the advantages of potential customers.parison of definition of WeChat marketing and traditional modeWeChat marketing is the era of network economy on the innovation of marketing mode, and is accompanied by a kind of network marketing way of WeChat, WeChat has no distance limit,the user registration WeChat, and around the same registration "friends" to form aconnection, users subscribe to their required information businesses, by providing the needed information, the way of marketing to promote their products.Han Mei (2013) said WeChat is defined as a new media, the new network marketing channels,and to WeChat as an example, through the contrast WeChat platform for traditional network platform characteristics and advantages compared, analyzed the enterprise three characteristics by WeChat platform to carry outmarketing activities that word of mouth communication, content positioning precision marketing, the geographical position of marketing. To accept a high degree of accuracy and content is the use of the two characteristics of network marketing WeChat platform, and the two is the lack of the traditionalmass media marketing mode..I think,WeChat marketing to solve the major problems in marketing-- Discussion on precision marketing,WeChat marketing based on the mobile Internet is the first attempt to pioneer the precision marketing.WeChat public platform authentication account background according to the various conditions on the classification of the user,user specific information can be sent to a certification account classification.The dissemination of information WeChat public accountis the first by the user to choose,the user of the information rejection is small,and themessage type is rich,support mixed map and text or video,audio,flexible and diverse forms.As a mobile social networking application,the possibility of WeChat also provides greater public accounts and individual users to interact.Marketing: in WeChat public platform, everyone can use a QQ number, create an ownWeChat public number, and in the WeChat platform to achieve text, pictures, voice andspecific groups of the full range of communication, interaction. The recent wave of Cadillachad "found heart Highway No. 66" activities, WeChat public account every day will send a group of the most beautiful travel image to the user, in order to resonate. Other content, basic to the main models of beauties, suchas overseas spy photos show. Cadillac also use theaccount to publish real-time content, such as before the Shanghai released orange rainstormwarning, made a safe travel alert.This kind of marketing mode in Shandong auto show in Ji'nan has also been used, there is thepublic platform Cadillac exhibitors booth, visitors can scan two-dimensional code concern the public platform, to understand the dynamic Cadillac automobile 4S shop.Starbucks"woke up"mode:interactive push WeChatMarketing:to push through a brand can develop personalized,interactive activities and"fans",to provide more direct interaction experience.When users add as friend,"Starbucks"expresses feelings with WeChat expression,Starbucks will be based on the user sends amood,with"wake up"the album's music in response to user.This kind of marketing is in line with the characteristics of consumer groups,and the shape of the Starbucks image better.4. on the WeChat marketing potential problem analysisTan Kai (2012) in WeChat marketing and puts forward some technical problems can not beavoided. LBS, two-dimensional code scanning, circle of friends, speech function and a series of multimedia features, companies can provide users with more extensive services, to develop more specific marketing strategy. However, from another and see, due to excessiveenthusiasm of enterprises, WeChat marketing will bring a lot of trouble to the user. WeChatmarketing the "license",only the user license, the enterprise can force a dialogue with theuser, although this part of the user can be defined as a loyal user of enterprise, but they can always close interaction with the enterprise. So how to maintain the relationship between theuser and will become the key WeChat marketing promotion.Feng Haichao (2013) also believe that, WeChat as a new means of marketing and marketing platform, WeChat is strong enough, the value of it is self-evident, but can actually achievewhat quantity but if the new super star as a marketing platform, there are still some problemscan not be ignored, nor can WeChat expectations too much. He pointed out a problem the most direct WeChat marketing, public platform and WeChat user demand does not match theproblem. He also believes that the core issue in the WeChat marketing team must consider is,do the user relationship or information, it is worth considering.Wu En,Mao Xiuli(2013)compared with the WeChat micro-blog marketing ability,analysis showed that the number WeChat than micro-blog in client type less,WeChat marketing abilityis limited,WeChat to want to go to the transformation,expanding client types,expand the deFei Qun,the development of more kinds of information,better meet consumer demand.SummaryFrom the analysis of literature, the WeChat micro-blog marketing, research has been more perfect, scholars from the current use of WeChat, and according to the WeChat propagation mode, enterprise applications, WeChat existing marketingproblems and other aspects were investigated in detail. But through our research on these documents, found in the enterprises in the use of WeChat marketing, also need according to its role and effectiveness for further.analysis, how to measure marketing effectiveness, only to see how many fans are not convinced.On the other hand, WeChat marketing is not only a marketing tool, It can be transformed into customer relationship maintenance.翻译：微信营销综述现状微博营销方兴未艾，微信又迅速成为众品牌商除官方微博外另一互联网营销热地。
外文翻译--网络营销
中文3316字附录附录一：英语原文Internet marketingIt's always great to hear that remodelers are having a stellar year -- referrals are coming in, solid leads are turning into clients, and business is booming. However, one part of the total business pie that can easily be forgotten; amidst all of this success is marketing. It's amazing how often you hear that the first thing to go is one's marketing plan for the year -- marketing is too expensive or my budget just doesn't call for marketing this year.Au contraire, marketing doesn't have to break the bank; the new age of marketing is all about the Internet. Internet marketing involves many segments and some that this article will touch upon include the basics: Web site development, search engine optimization and marketing via e-mail.The Internet has been called the Information Superhighway -- for many reasons, might I add. Millions of people surf the Internet for information every day, but are they getting what they are looking for? Studies have shown that people give up on looking for what they want if they can't find it in eight clicks. It is your job, as the Web site provider, to offer this sought-after information in a clear and easy-to-find manner.Your Web site is an assetThe Web site is the key player in your marketing and sales endeavors -- no matter how big or small your company may be. Your site should serve as a portal for potential customers and as a marketing tool for your remodeling company. Potential customers, in their own leisure time, can learn about your company, see your work, meet your employees, etc. For many, this is the first impression they have of you andyour company, so design your site to appropriately reflect what your company represents.Internet marketing is incredibly cost-effective. Your Web site can help promote the information you are trying to convey without printing costs for hard copies and postage.Content is KingPictures may say a thousand words, but content is king on the Internet. Define the content to satisfy your target market. Every remodeler has amazing photos of their work -- don't forget to include these on your site. However, remember to include copy that goes along with it. This will help with your SEO (see the next subhead on SEO) and gain you more traffic than if you wouldn't have included copy. According to the American Marketing Association, quick load times are important for a successful Web site. Don't let large images bog down the site, therefore losing that particular visitor.As you do in your own business, building your framework -- on your site -- is very important. Create a flowchart and get your visitors from Point A to Point B as fast and easily as possible. Don't overwhelm people by putting links to your entire site on the home-page. Instead, create a model to prioritize and categorize information. Define logical relationships between subjects and define links between information types.It used to be that getting traffic on your Web site was a great success. Today, not only is traffic important, but we now have to analyze this traffic to make sure the "right" people are visiting and that the marketing plan you implemented is working. Tracking services such as or are great tools to help analyze that traffic the site is receiving.The new buzzwordNot by any sense of the word is search engine marketing a secret. However, there are many dos and don'ts that could help provide the best results for this quest in Internet marketing.Search engine optimization is the new buzzword in marketing via the Internet. It means including the right "ingredients" on your site for these search engines to "like" it -- which could ultimately send thousands of visitors your way, increasing yourchance for some solid leads. Studies have found that 65 percent of visitors to sites come from search engines.The way search engines work is quite simple. A search engine has a database, which lists every Web site that the search engine knows about. When a search is performed, it tries to find matches in the database for the key words entered.As a Web site owner, you want search engines to send you as many visitors as possible. Therefore, you want to make sure that you are in the databases of as many search engines as possible. This is pretty simple. All the major search engines allow you to register your site free. You can simply go to each major search site, click on "Add Your Site," "Submit URL," or something similarly worded, and fill in your site information.The main ingredient for a successful SEO is not the right key word, but the right key phrase. Try searching for remodeling. I came up with 8,900,000 sites. Now, try searching the same engine for remodeling in Detroit. I came up with 36 sites. See the difference? Creating the right key phrase will help eliminate unqualified leads and will also help potential customers find your company with a lot fewer complications.If you are having trouble with creating the most appropriate key phrase to help your SEO, there are Web sites that can help -- compiles a database of terms that people search for. The user will enter some key words, and will tell you how often people search for them and will also tell you how many competing sites use those key words. The site will also provide a listing of all the key word combinations that bear any relation to your business or service. Just remember, the more instances a key phrase is on your site, the higher up on the ranking totem pole your site will be.Next, you'll want to think of a description of your site. Most search engines will ask for a 25 word description.Marketing by e-mailMany companies have attempted to use electronic mail (e-mail) for advertising -- only to receive a deluge of abuse from infuriated Internet users. A Harris poll of computer users reveals that, out of those who are receiving unsolicited bulk e-mail, 42percent want to stop receiving it. According to Time magazine, "unsolicited junk e-mail now accounts for 10 percent of all Internet traffic and up to 30 percent of the 26 million daily messages on America Online."E-mail marketing can be highly effective and extremely-cost effective if you choose to follow some simple best practices. According to Al Bredenberg, publisher of , here are few ethical ways to having a successful e-mail marketing plan.Build your own house e-mail lists. Collect e-mail addresses at your Web site, at trade shows, on product registration cards, during sales and telemarketing calls, or at other points of contact with customers and prospects. Make sure that everyone on your list knows exactly how you will use his or her e-mail address. Your own in-house e-mail lists are a valuable asset.Start an announcement list. This is a simple in-house e-mail list designed to keep you in touch with your Internet audience. Use it for distributing company news, new product releases, special promotions, announcements of personnel changes or other items of interest to your company's contacts.Publish a free e-mail newsletter. An e-mail newsletter, or "e-zine," is a way to keep your company's name in front of your target market. Be sure to offer value -- industry news items, how-to articles, analysis and commentary about your industry niche. Your e-zine will position your company as an expert in the field and will enhance its reputation.Advertise on opt-in and voluntary e-mail lists.Opt-in e-mail lists are now available "for rent" from many companies. In contrast with the bulk e-mail spammers, the opt-in list providers have built their lists on a voluntary basis. The Direct E-mail List Source provides links to many permission-based e-mail lists.Advertise in e-zines and e-mail discussion lists. You will be able to find numerous e-mail newsletters and interactive discussion lists that reach your target audience. Many of these will accept advertising or sponsorships. If they don't already sell ads, they might -- if you make an offer."Spam is such a controversial subject right now that I urge marketers to stick with permission-based e-mail only," says Bradenberg. The risks to the company's businessand reputation are just too great. What constitutes true permission-based marketing? Simple. Make sure that nobody is placed on any e-mail list without their explicit permission. No one should have to ask to be removed from an e-mail list they never asked to be on in the first place.9 Steps to higher search engine optimizationStep One -- Choosing Key WordsChoose your key words. This is perhaps the most important step of the process because incorrectly targeting phrases can result in traffic that is not interested in your product.Step Two -- Site ContentCreating some of the new content before starting the optimization process can be doubly helpful in that it can reveal potential additions to your Web site that you may not have considered. If you already have a site, perhaps simply sit on your back deck, sip on a coffee and image what you would do if your whole site was lost and you had to start again.Step Three -- Site StructureA solid site structure is very important. Creating a site that is easily spidered by the search engines yet attractive to visitors can be a daunting and yet entirely rewarding endeavor. To adequately structure your Web site, you must "think like a spider" which is not as difficult as it may sound. A search engine spider reads your Web page like you would read a book. It starts at the top left, reads across, and then moves down.Step Four – OptimizationAs noted above, a spider places importance on what it reads highest on the page and so beginning with a sentence that includes your targeted phrase only makes sense.Step Five -- Internal LinkingText links make the best choice as the anchor text (the actual words used to link to a specific page) add relevancy to that Page for the words used to link to it. There are two main ways to ensure that your site gets well spidered and that the relevancy is added. The first is to place text links on the bottom of your homepage to your main internal pages. The second is to create a sitemap to all your internal pages and link toit from your homepage.Step Six -- Human TestingThe next step is to put it past someone who has never seen your site. Ask them to find specific information and see how long it takes. Ask someone else to just surf your site and watch which links they click and ask them why they chose those ones.Step Seven – SubmissionsSubmit your site to all the big players.Step Eight -- Link BuildingFind Web sites that you believe your site visitors would genuinely be interested in and you've probably found a good link partner. You want to find links from sites that are related to yours.Step Nine – MonitoringReview your stats to see where your traffic is coming from and what search terms are being used to find you.附录二：中文翻译网络营销对于企业重塑者来说像这样星光灿烂的一年是永远值得庆幸的事：合作意向纷至沓来，那些有强烈合作意向的伙伴都成为了顾客，业务蒸蒸日上。
营销外文翻译---诚信营销与：道德和服务优势
Marketing with integrity: ethics and the service-dominantlogic for marketingAndrew V. Abela & Patrick E. MurphyReceived: 28 June 2007 / Accepted: 2 July 2007 / Published online: 21 August 2007 # Academy of Marketing Science 2007AbstractThis paper examines a tendency within existingmarketing scholarship to compartmentalize ethical issues. Italso shows how this tendency can cause ethical tensionsand conflicts in marketing practice. The emerging servicedominant(S-D) logic for marketing, as proposed by Vargoand Lusch, is explored as an example of an approach tomarketing that overcomes this tendency. The S-D logic isfound to be a positive development for marketing ethicsbecause it facilitates the seamless integration of ethicalaccountability into marketing decision-making. Specificrecommendations are made for improving the ethicalclimate in marketing using marketing performance measurementtheory and practice.Keywords Ethical violations . Ethics . Integrity.Marketing ethics . Marketing performance measurement .Service-dominant logicIntroductionDespite extensive and thoughtful effort devoted to marketingethics scholarship over the past several decades, theincidence of ethical violations in marketing practiceremains high. The effectiveness of current approaches tomarketing scholarship may be limited by the prevailingapproach to marketing ethics, which tends to separateethical analysis from marketing by overlaying such analysison top of existing marketing theory, rather than integratingit. Such an approach, in the context of the fragmentednature of contemporary marketing theory, can causenormative tensions for marketing managers that in turnresult in ethical violations. The service-dominant (S-D)logic, as proposed by Vargo and Lusch (2004a, b, 2006;hereafter VL), provides a more integrated approach tomarketing theory that reduces these tensions, enabling amore ethical foundation for marketing.Marketing ethics to dateMarketing ethics is ―the systematic study of how moralstandards are applied to marketing decisi ons, behaviors andinstitutions‖ (Murphy et al. 2005, p. xvii). According to amajor review article examining the marketing ethicsliterature during the 1960‘s and 70‘s, the main topicscovered included marketing research and managerial issues(e.g., purchasing; the four P‘s) and to a lesser extenttheoretical and consumer concerns (Murphy and Laczniak1981). These earlier approaches tended to take a normativeperspective, ―developing guidelines or rules to assistmarketers in their efforts to behave in an ethical f ashion‖(Hunt and Vitell 1986, p. 6). Subsequently, development oftheoretical models of marketers‘ ethical decision-makinginaugurated adescriptive stream of research (Ferrell andGresham 1985; Ferrell et al. 1989; Hunt and Vitell 1986).More recently, marketing ethics has built on both of thesestreams, applying normative guidance from moral andpolitical philosophy(such as deontology, social contractstheory, and virtue theory) to the more complex understandingof the marketing ethics decision-making processprovided by descriptive research (Dunfee et al. 1999;Murphy 1999; Smith and Cooper-Martin 1997; Takala andUusitalo 1996).The persistence of ethicalof ethical issuesNevertheless, issues such as misleading advertising, unsafeand harmful products, abuse of distribution channel power,and promotion of materialism, which were the main ethicaconcerns of the 1950‘s, are still serious problems today, halfa century later (Kotler 2004; citing Bowen 1953). Newissues are regularly added to this list, including stealthmarketing, predatory lending, promotion of off-label usesof pharmaceuticals, and online privacy (Karpatkin 1999;Murphy et al. 2005).One important cause of the persistence of such issues isthe tendency in current marketing theory to compartmentalizeethical issues. In general, theoretical developmentsin marketing are introduced without explicit considerationof ethics by their proponents, apparently on the assumptionthat such consideration can be separated from the―business‖ issues. For example, the concepts of targetmarketing, service quality, and brand equity were allaccepted marketing practices long before ethical issuesassociated with them were analyzed (Abela 2003; Davis1996; Smith and Cooper-Martin 1997). Even the S-Dlogic, which is proposed in this paper as a stronger ethicalfoundation for marketing, made no explicit reference toethics in its initial formulation (Vargo and Lusch 2004a).As we will note below, there are ethical considerationsimplicit in the S-D logic, but we believe that they need tobe made more explicit for marketing to have a firmerethical foundation. The problem of compartmentalizationThis separation or compartmentalization of ―business‖ and―ethics‖ is problematic both theoretically and practically. Atthe theoretical level, the separation between economic andethical analysis weakens the quality of scholarly investigation,with negative consequences for both economic andethical analysis (Freeman 1994; Sen 1987). For example,Kotler‘s societal marketing concept (SMC), introduced inthe third edition (1976) of his marketing management text,proposes that all marketing decisions be made for the benefitof the consumer, the firm, and society as a whole. However,the formulation of the various marketing strategies andtactics presented in this text is not materially different fromthat of other authors‘ who do not propose the SMC. TheSMC, while a laudable notion, has not seen extensiveimplementation in marketing (Crane and Desmond 2002).Furthermore, compartmentalization of ethical issues leavesscholars free to develop apparently amoral theories, whichcan have the potential to signal to students of suchtheories that they are free from a sense of moral responsibility(Ghoshal 2005). On a more positive note,social and environmental issues appear to be gainingserious attention recently with Michael Porter and othersfocusing on a more strategic use of corporate responsibilityand sustainable marketing (Murphy et al. 2005; Porter andKramer 2006).At a practical level, the compartmentalization of marketingethics makes ethical issues more likely to be ignored.According to descriptive research in marketing ethics,marketers deal withethical issues through a multi-stagereasoning process (Ferrell et al. 1989; Hunt and Vitell1986). Two critical steps in such a process are recognizing the presence of an ethical issue and invoking an ethical evaluation. Based on this understanding, marketing ethicsscholars have developed frameworks for helping marketersidentify and then evaluate ethical issues.Yet these models are mostly develop ed as an ―add-on‖ tothe rest of marketing scholarship: one is supposed to put the decisions arising from one‘s marketing analysis throughone or more of these frameworks. As a result, they may be viewed as optional. For example, Laczniak (1983) proposed a framework of fourteen questions that a marketer should ask, including: ―Is the intent of a particular action evil? Areany major evils likely to result from this action?‖ Smith‘s(1993) Consumer Sovereignty Test requires marketers to apply three tests to their marketing decisions: capability of the consumer, availability and quality of information, and opportunity for choice/switching. The problem with theseframeworks is that in each case there is a separation between the marketing analysis and the ethical analysis. Robin and Reidenbach (1987) advocated parallel planning systems for ―integrating ethical and socially responsible plans into strategic marketing planning‖ (p. 52). Although this method avoids the clearer separation of the other two, it still requires marketers to take additional steps to addressethical considerations. At worst, though, such frameworks become merely a routine ―ethics check.‖ In the hectic conditions of contemporary marketing decision-making, isn‘t it likely that such ethical considerations can be –and sometimes are –accidentally or intentionally ignored? What is needed is an approach to marketing ethics that does not require a separate process every time an ethical issue is identified, but instead allows such issues to be dealt with as part of the normal course of marketing decision-making.Limitations and implications for research and educationOur proposal is a departure from previous approaches to marketing ethics. Hence, it should not be surprising if there are several limitations that still need to be addressed. First, the idea that marketing strategy sometimes involves attempts to reduce competition is not completely resolved here. Occasions could arise where opportunism is profitable, such as when firms are successful in creating legal anti-competitive barriers to entry through technology or channel arrangements. ―Tragedy of the commons‖ issues(Shultz and Holbrook 1999) aren‘t entirely addressed either. Measurement of the ethical tensions is not attempted; an important next step is operationalizing them. Also, despitemajor strides in measuring non-financial assets, the methodologies discussed above are not universally employed or calculated in the same way. Several areas for further research are suggested by this paper. & A theoretical argument is advanced to support the proposition that the S-D logic reduces the number of ethical tensions in marketing; this proposition can be empirically tested, e.g. by measuring whether the level of marketing managers‘ agreement with the te nets of the S-D logic correlate with fewerperceived ethical tensions. & Longitudinal study of changes in firms‘ adherence to the FPs of the S-D logic and the various metrics discussed above would also strengthen the theoretical argument developed in this paper. & To strengthen the integration of non-customer stakeholders (Laczniak 2006), the dialogic proposal of Ballantyne and Varey (2006) could be developed further, perhaps into another FP about participation and fair treatment of stakeholders. & While work on measurement of intangibles continues to progress, much still needs to be done. How should wereconcile the different approaches to relationship assets—brand equity, customer equity, and reputation? What are the antecedents and consequences of each, and extent of overlap? Should ethical or societal behavior be explicitly incorporated into these measures, to assist in diagnosing what changes in intangibles‘ value can be attributed to socially responsible actions (Lemon and Seiders 2006)?& As noted in the paper, little attention has been paid to business risk in marketing. Researchers could explore what kinds of marketing actions lead to increases or decreases in cash flow volatility. This would facilitate further quantification of the potential impact of unethical behavior.& Social impact measurement and reporting is similarly lacking in attention in marketing. Of interest here would be greater understanding of the relationships between adoption of social reporting, firm behavior and perceptions of the firm among various stakeholders. The content of the GRI itself could be subjected to academic scrutiny—are the right measures being proposed and are meaningful differences being detected?& The SMC proposed by Kotler has the potential to encompass a number of the ethical considerations outlined in this paper. Specifically, how could some of the measurement and valuation techniques examined here make the SMC become more of a reality in the field of marketing? Educators also could incorporate the S-D logic in courses. Some insights by the contributors in the anthology compiled by Lusch and Vargo (2006) are offered toward this end. The implications of this paper are that ethical concepts can be integrated into all marketing courses. We see the notions of co-creation, knowledge as a fundamental source of competitive advantage, and value proposition to be best examined in the context of ethical principles such as trust, transparency, and relationship integrity. For instance, marketing strategy courses would examine the centrality of co-creation to firm success, and the implications of this in terms of the firm‘s ethical orientation towards consumers. As we have argued, ethics should be integrated into the discussion rather than compartmentalized. A recent study of advertising texts found that most devote a chapter to ethical and regulatory issues (Drumwright and Murphy 2008). Ideally, they should be discussed within analyses of media, campaigns and messages, rather than separately. ConclusionThe integrated approach to marketing ethics proposed here and built on Vargo and Lusch‘s (2004a) S-D logic allows marketing performance measurement to be extended toincorporate ethical accountability, so that consideration of ethical issues becomes an essential and inextricable part of overall marketing analysis. The word ―integrity‖ in the title of this paper conveys two separate but related meanings: it refers to integrity as it is commonly understood to mean ethical behavior. It also refers to the integrity –the ―wholeness‖ –of the theory, that places ethical and business issues right at the heart of marketing theory, thus providing an integrated approach to marketing ethics. Acknowledgement The authors would like to thank the editors of this special issue, Robert Lusch and Stephen Vargo, as well as Gene Laczniak, Robert Audi, the Department of Marketing at Notre Dame, and two anonymous reviewers for helpful comments on earlier drafts of this paper. References Abela, A. V. (2002). When a brand is a promise: Building firm credibility by integrating strategic and ethical aspects of brand management. Doctoral Dissertation, Darden Business School. Abela, A. V. (2003). Additive versus inclusive approaches tomeasuring brand equity: Practical and ethical implications.Journal of Brand Management, 10(4–5), 342–352.Ambler, T. (2003). Marketing and the bottom line (2nd ed.). London:FT Prentice Hall.Ballantyne, D., & Varey, R. J. (2006). Introducing a dialogicorientation to the service-dominant logic of marketing. In R. F.Lusch & S. L. Vargo (Eds.), The service-dominant logic ofmarketing: Dialog, debate, and directions. Armonk: M.E. Sharpe.Barwise, P., & Farley, J. U. (2003). Which marketing metrics are usedand where? MSI Reports. Cambridge: MSI.Beirne, M. (2002). Fixing a shattered trust. Brandweek, 43(32), 16.Berthon, P., Hulbert, J. M., & Pitt, L. F. (1997). Brands, brandmanagers, and the management of brands: Where to next? Vol.97–122. Cambridge: Marketing Science Institute.Bloom, P. N., & Perry, V. G. (2001). Retailer power and supplierwelfare: The case of Wal-Mart. Journal of Retailing, 77(3), 379.Boudette, N. E. (2003). BMW‘s CEO just says ‗No‘ to protect brand.Wall Street Journal (November 26), B1.Bowen, H. R. (1953). Social responsibilities of the businessman. NewYork: Harper and Row.Bowie, N. E. (1999). Business ethics: A kantian perspective. Malden:Blackwell Publishers.Boyt, T. E., Lusch, R. F., & Naylor, G. (2001). The role ofprofessionalism in determining job satisfaction in professionalservices: A study of marketing researchers. Journal of ServiceResearch, 3(4), 321.Brenkert, G. G. (1998). Marketing to inner-city blacks: Powermasterand moral responsibility. Business Ethics Quarterly, 8(1), 1–18.Carter, C. R. (2000). Precursors of unethical behavior in global suppliermanagement. Journal of Supply Chain Management, 36(1), 45.Chaudhuri, A., & Holbrook, M. B. (2001). The chain of effects frombrand trust and brand affect to brand performance: The role ofbrand loyalty. Journal of Marketing, 65, 81–93.Chonko, L. B., & Hunt, S. D. (1985). Ethics and marketingmanagement: An empirical examination. Journal of Businesss Research, 13, 339–359.诚信营销与：道德和服务优势营销逻辑五，阿贝拉和安德鲁帕特里克墨菲大肠杆菌收稿日期：2007年6月28日/接受日期：2007年7月2日/线上发表于：2007年8月21日＃营销科学研究院2007年抽象本文探讨existingmarketing奖学金，以区域化的趋势在伦理道德问题。
怀旧营销情怀营销外文文献翻译2019-2020
怀旧营销情怀营销外文翻译2019-2020英文Nostalgia marketing and (re-)enchantmentBenjamin J.Hartmanna, Katja H.BrunkAbstractMost marketing and branding activities are essentially concerned with enchantment—the rendering of the ordinary into something special. To create enchantment, companies are increasingly marketing past-themed brands and products. Yet, there is little research about why and how such nostalgia marketing creates enchantment for consumers. Building on different modalities of nostalgia identified in sociological literature (reluctant nostalgia, progressive nostalgia, and playful nostalgia), we analyze the creation of enchantment through a longitudinal, qualitative, multi-method program of inquiry. We find three routes to enchantment grounded in different nostalgia modes: (1) re-instantiation (symbolic retrojection into a past), (2) re-enactment (reflexively informing the present with past-themed brands and practices), and (3) re-appropriation (ludic re-interpretation of the past). By unfolding the different ways in which marketers can press rewind to create enchantment, we discern important implications for theorizing and managing past-themed brands in terms of marketing strategy, targeting and positioning, brand experience design, and marketing communications.Keywords: Enchantment, Nostalgia, Nostalgia marketing, Qualitative methodologyIntroductionMost marketing and branding activities are essentially concerned with enchantment, that is, rendering the ordinary into emotionally-charged, exciting, magical, and special market resources. Marketers and brand managers increasingly attempt to enchant consumers through nostalgia marketing by offering past-themed market resources, which are here understood as brands and products that foreground an actual or fictitious link to a past. In the hands of marketers, nostalgia appears to be the very fabric from which they fashion and promote brands and products, aspiring to promulgate consumer value across a wide range of market offerings. Nostalgia marketing permeates and upholds to a large part the entertainment, film, music, tourism and cultural heritage industries but also technology, food, and fashion sectors—for example, reuniting bands from the past like Guns N' Roses, the comeback of vinyl, retro-sounding music by chart-storming pop artists like Adele and Sam Smith, revamped NOKIA phones and Hydrox cookies, or nostalgia-framed series like Vikings, Mad Men, and Stranger Things.Why and how does nostalgia marketing create enchantment? In the literature, the relationship between marketing, nostalgia, and enchantment is implied in three relevant but separate research streams. In the firststream, literature on brand heritage discusses how (corporate) brands can amaze consumers with a story of a brand's past (Dion & Borraz, 2015; Merchant & Rose, 2013; Rose, Merchant, Orth, & Horstmann, 2016; Urde, Greyser, & Balmer, 2007). Brand heritage becomes a key performance driver for marketing (Wiedmann, Hennigs, Schmidt, & Wuestefeld, 2011), which explains why some brands invent a past (Brunnige & Hartmann, 2018). A second stream discusses the relaunch of brands from the past as retro brands, or updated historical brands (Brown, Kozinets, & Sherry, 2003; Cattaneo & Guerini, 2012; Davari, Iyer, & Guzmán, 2017; Dion & Mazzalovo, 2016; Närvänen & Goulding, 2016). These brands can become dear to consumers when they manage to integrate contradictions between past and present, such as juxtapositioning new features with nostalgic associations (Brown et al., 2003; Davari et al., 2017). Lastly, the third stream of relevant research is sociological literature which highlights how nostalgia can simultaneously be backwards-oriented and melancholic and forward-looking and utopian, rendering nostalgia a multi-modal phenomenon (Higson, 2014; May, 2017; Pickering & Keightley, 2006).However, what remains surprisingly absent from this canon of past research is a more granular and differential understanding of the ways in which enchantment is created in the context of these different modalities of nostalgia. Extant marketing literature has not fully addressed theassertion that “nostalgia can only be conceptualized as a contradictory phenomenon, being driven by utopian impulses—the desire for re-enchantment—as well as melancholic responses to disenchant ment” (Pickering & Keightley, 2006 p. 936). An object and/or memory can evoke different nostalgia responses from different consumers (Higson, 2014; May, 2017; Pickering & Keightley, 2006); similarly, we cannot assume that the creation of enchantment follows one universal and singular route. Rather, it is plausible to expect that different nostalgia modes are linked with different ways of creating enchantment, which, like nostalgia, must be understood in its sociohistorical context.This paper elucidates the relationship between nostalgia marketing and enchantment, asking why and how does nostalgia marketing create (re-)enchantment?Central to our analysis is the idea that consumers enact brands and their performative outcomes—in this case, enchantment—when they integrate them into their consumption practices. From this perspective, enchantment is neither an essential quality of any given brand created purely by marketers nor is it generated entirely by consumers from their own lives. Although enchantment is a collective process to which various actors contribute (Badot & Filser, 2007; Hartmann & Östberg, 2013), enchantment is actualized at the consumption level. Consequently, in this article we treat consumption as the epistemological window through which to study the relationshipbetween nostalgia marketing and enchantment. We draw on longitudinal qualitative—introspection, interview, archival and netnographic—data collected in the context of the upsurge of nostalgia-framed brands and their consumption following the collapse of the German Democratic Republic (GDR) and its re-unification with the Federal Republic of Germany (FRG).Our analysis of how and why the marketing of past-themed market resources creates enchantment in different ways yields important contributions: first, our findings and analysis provide a granular understanding of how enchantment is created in the context of different nostalgia modes, thus contributing to the theorization of nostalgia as a historically-embedded consumer cultural phenomenon rather than a purely individual phenomenon. Second, building on this theorization, the article provides concrete managerial guidelines for how marketers of past-themed brands can foster enchantment to create brands and products that matter to consumers and their lives. Thus, we discern important implications for differences in marketing strategy, targeting and positioning, brand experience design, marketing communications, as well as eminent opportunities and risks. Third, the conceptualizations we offer provide useful fodder for further research and methodological expansions for the investigation of nostalgia marketing.Theoretical backgroundTo study and better understand why and how nostalgia marketing creates enchantment, we first consider enchantment, which has evolved into a central recurring theme in marketing literatures. Enchantment is critical because it relates to individuals' experience of larger societal processes witnessed in the trajectory of modernity. Weber's (1922/1978) early sociological work observed that rationalization, here understood as an effort to increase efficiency, control, calculability, and predictability (Ritzer, 1996, Ritzer, 2005), increasingly permeates more sectors of society and goes hand-in-hand with an erosion of enchantment, or myth, romance, and magic in the relationship people have with the world. In other words, a dominant focus on rationality in many parts of everyday life displaces and reduces the room for imagination, fantasizing, wonder, romance, and magic over time. However, because such moments of specialness—or enchantment—are an important and cherished part of human existence, this quest for enchantment leads to a growing desire for consumption that promises to recuperate these lost aspects (Arnould, Price, & Otnes, 1999; Firat & Venkatesh, 1995; Kozinets et al., 2004; Ritzer, 2005; Thompson & Coskuner-Balli, 2007).Consequently, the market has become a prime site for negotiating enchantment in many contemporary societies. Ritzer, 1996, Ritzer, 2005, for example, shows how the rationalizing qualities of what he calls the McDonaldization of society can create short-lived enchantment butinevitably lead to experiences of disenchantment, which, in turn, incline both consumers and producers to seek to re-establish enchantment. Conceptually, in this article, we are dealing with this re-establishment of enchantment, which we refer to as (re-)enchantment—the recovery of utopian, romantic, mythical, emotional, and imaginary elements of the relationship consumers have with the world (Holbrook, 1997; Østergaard, Fitchett, & Jantzen, 2013; Ritzer, 1996, Ritzer, 2005; Weber, 1922/1978). Thus, (re-)enchantment is about recovering a sense of specialness in what is supposedly ordinary. The mediation of (re-)enchantment via markets is a central feature of many contemporary consumer cultures. In other words, if consumer culture is “the ideological infrastructure that undergirds what and how people consume and sets the ground rules for marketers' branding activities” (Holt, 2002, p.80), then the desire for (re-)enchantment is deeply ingrained in what and how people consume, as well as marketers' branding activities.In marketing terms, such (re-)enchantment can be defined as “a set of practices initiated by both manufacturers and consumers to incorporate non-functional sources of value in goods and services, and turn them into sources of hedonic, symbolic, and interpersonal value” (Badot & Filser, 2007, p.167). From this perspective, the creation of (re-)enchantment is part and parcel of marketing and branding activity and enacted on the level of consumption where the hedonic, symbolic, and interpersonaldimensions of value must be experienced to exist. In marketing literature, this is evident, for example, in studies on river rafting or skydiving (Arnould et al., 1999; Celsi, Rose, & Leigh, 1993), the construction of ever-more utopian retail spectacles (Kozinets et al., 2004; Ritzer, 2005), branded enchantment business models (Langer, 2004), the discursive rendering of ordinary mass production into a more special craft production (Hartmann & Östberg, 2013), and the romance of the return to producing and consuming somewhat archaic and less rationalized community-supported-agriculture food (Thompson & Coskuner-Balli, 2007).Against this background, one prominent way in which marketing aims to evoke (re-)enchantment is by creating and serving consumers' sentimental, romantically-charged longing for the past, home, and comfort—a historical emotion referred to as nostalgia (Boym, 2001; Davis, 1979; Holbrook, 1993). Originating from the Greek words nóstos (return home) and álgos (longing), nostalgia mourns for “the loss of an enchanted world” (Boym, 2001, p.8). Past-themed market resources offer reclamation by facilitating (re-)enchantment, which, following Østergaard et al. (2013, p.338) is squarely linked to the past when these scholars define it as an emotional return to a “prior cultural form, a rediscovery of a condition that once existed but does so no longer.” If we wish to understand how nostalgia marketing can createsuch (re-)enchantment, we cannot assume that nostalgia is merely the individual-level, psychological and backward-oriented phenomenon commonly described (Holbrook, 1993; Holbrook & Schindler, 1994; Loveland, Smeesters, & Mandel, 2010; Schindler & Holbrook, 2003), but it must also be conceptualized against its social, cultural, and historical dimensions.Recent sociological literature informs us that nostalgia is almost always rooted in an experienced lack of belonging—a sense of displacement, an uneasiness with oneself or one's surroundings (May, 2011). Belonging “is a fundamentally temporal experience that is anchored not only in place but also in time” (May, 2017, p. 401; Holak, 2014). While a lack of belonging can be triggered by individual experiences and environments (e.g. a memory of a childhood experience;a loss of a loved one; personal wellbeing), it is inherently linked to shifts in the broader macro landscape of cultural, historical, social, and institutional dimensions such as globalization, hyperwesternization, migration and diasporic conditions, border shifts and the emergence of new countries, military conflicts, loss of community ties, or an experienced erosion of moral standards. This is in line with Davis (1979), who suggests that societies undergoing turmoil develop a predisposition to nostalgia, and resonates with Brunk, Giesler, and Hartmann's (2018) observation that the development of different nostalgia markets isprecipitated by disruptions in the institutional landscape. Along these lines, Zhou, Wang, Zhan, and Mou (2013)report that feelings of existential and social insecurity increase consumer preferences for nostalgic products in China. It is therefore not surprising that contemporary conditions—tense political climate, rapid sociopolitical changes, religious wars and mass migration—provide fertile breeding grounds for feelings of displacement and uneasiness with one's environment. These conditions allow nostalgic sentiments to thrive, creating viable marketing opportunities for (re-)enchantment, reflected in the ever-increasing market relevance for nostalgia-linked products (Lasaleta, Sedikides, & V ohs, 2014; Loveland et al., 2010; Zhou et al., 2012). By offering a valuable resource that anchors consumers to a particular (lost or utopian) place and/or time, thereby allowing consumers to re-establish a temporal experience of belonging (May, 2017), past-themed marketing offerings serve as a valuable tool for creating (re-)enchantment.In contrast to most prior marketing studies dealing with nostalgia (Cattaneo & Guerini, 2012; Lasaleta et al., 2014; Loveland et al., 2010; Zhou et al. 2012), sociological literature highlights nostalgia as a contradictory, multi-modal and multi-layered phenomenon that can be as much a melancholic attachment to the past as a forward-looking and utopian daydream (Higson, 2014; May, 2017; Pickering & Keightley,2006). This literature suggests that nostalgia can be reluctant, backwards-looking and negative (May, 2017) but also progressive, reflective and productive (Boym, 2001; May, 2017), as well as playful, ludic, and ironic (Pickering & Keightley, 2006). From this perspective, the consumption of an object or a memory can be related to different nostalgia modes for different consumers (Higson, 2014; May, 2017; Pickering & Keightley, 2006). This suggests that to understand how nostalgia marketing creates (re-)enchantment, we need to pay attention to these different modalities of nostalgia as i) reluctant, ii) progressive, and/or iii) playful, and understand its different roots or the experiences of dislocation against which it emerges.To summarize, a granular and differential understanding of how the creation of (re-)enchantment might be undergirded by different modalities of nostalgia is absent in extant literature. From sociological literature on nostalgia we discern that the creation of (re-)enchantment can only be understood by unpacking the different ways in which the marketing and consumption of past-themed brands and products relates to different underlying nostalgia modes, which, in turn, must be understood in relationship to their sociohistorical context.Concluding discussion and contributionsManagerial contributionsOur study shows how marketers can create (re-)enchantment fortheir consumers by pressing rewind in three ways. Through facilitating re-instantiation, re-enactment, and/or re-appropriation, marketers of past-themed brands can design and promote brands and products that matter to consumers. While each route offers a specific inner logic (a certain sense of dislocation/a certain dominant nostalgia mode/enchantment), the three routes we identified are not mutually exclusive but can be mobilized in parallel by catering to reluctant nostalgia, progressive nostalgia, and playful nostalgia. It is vital for marketing managers to understand the dominant nostalgia mode(s) of a brand's target group, which can strategically inform segmentation analytics. Brand managers should then cater to these different nostalgia modes by fully appreciating nostalgia as a multidimensional phenomenon and, consequently, animate a past-themed market resource in terms of re-instantiation, re-enactment, and/or re-appropriation.Here, the composition of brands and their experiences in balancing melancholic and utopian elements becomes important. Following Heilbrunn (2006), brands can and do integrate these ostensibly conflicting elements. According to Heilbrunn (2006, p. 104-5), utopia can be understood as a “kind of nostalgic elsewhere” but also b ecomes a “metaphor whose aim is to convey across time some guiding principles of ideal societies through a criticism of existing political systems.” While reluctant nostalgia calls for an emphasis on more melancholic dimensionsand on utopias as nostalgic elsewhere, progressive nostalgia involves designing brand experiences around an understanding of utopia as a critique of the present condition and a recovery of past guiding principles (Heilbrunn, 2006). In this way, building marketing and branding activities on an understanding of the different nostalgia modes holds vital implications for marketing strategy, brand experience design, marketing communications, positioning, targeting, and segmentation, as well as several important challenges and risks.Brand managers and entrepreneurs have already browsed the archives of history searching for brands to re-launch. Our analysis shows that they should also browse cultural archives of the past for consumption practices that can be re-enacted. The ultimate goal for marketers and brand managers concerned with past-themed brands is to understand the historicized sociocultural landscape against which their brand or product matters to consumers in the present. While a purely nostalgia-framed positioning might well attract a specific and confined target group of consumers who cherish a specific connection to a past, a more refined brand positioning that builds on an understanding of the (re-)enchanting role of nostalgic consumption through factual and symbolic dimensions is better equipped to cater to the demands of present-day complexity in consumer taste by embracing re-instantiation, re-enactment, and re-appropriation as vehicles that create enchantment in consumer culture.The insight that the marketing and consumption of a past in the form of a brand serves to recover a sense of wonder, specialness, and romance in the here and now requires marketers and brand managers to understand their brands and products as liminal devices operating between a past and a present, betwixt and between a newer, more global cultural condition and an older, more local cultural condition which they simultaneously help to (re-)construct and re-imagine. Because consumers engage with past-themed brands and a re-envisioned past not only symbolically to heal supposed defects of the present condition (as with re-enacting) but also to engage with a re-envisioned past purely as an aestheticized consumption spectacle to create experiences of the exotic, special, and quirky (as with re-appropriating), marketing and brand management activities should i) be grounded in an understanding of the underlying cultural tensions, critiques, and mythological struggles of the past/present dialectics; ii) tailor market offerings to present social imaginaries vis-à-vis a present condition; and iii), be informed by an understanding of the enchantment desires of consumers and consumer collectives in the present condition. For example, our analysis reveals how the consumption of past-themed brands represents a form of glocalization in which consumers seek (re-)enchantment through revalorizing the local when the “local” does not necessarily refer purely to geographies but involves the revalorization of local customs, local taste regimes, and local practices as foregrounded inour analysis of re-enacting and re-appropriating.The integration of these localized facets into a consumer culture operating alongside a more global panopticum constitutes, as Manning and Uplisashvili (2007, p. 637) note, a “dual lineage” representin g both “indigenous tradition and European modernity.” In translating this dual-lineage thought into a marketized glocalization frame, it becomes apparent that the experiences of enchantment in nostalgic consumption are created in and by the intersection of i) the local cultural capital (indigenous tradition) expressed in nostalgic brands and ii) the products which compete on the global brand competition field (European modernity).Consequently, marketing and brand management must, crucially, design and promote past-themed brands and products at this local–global intersection. This means, for example, adhering to a global competitive zeitgeist in marketing and branding practices while at the same time envisioning and promoting the value that can spring from the consumption of a localized past-themed brand within the context of these global taste structures. This particular issue is addressed by re-appropriation and in our discussion on the authenticity of the GDR-style hotel, where consumers valorize the consumption experience of the GDR-style hotel and its authenticity against the backdrop of a globalized consumptionscape of quirky boutique hotels. Authenticity canbe paradoxical (Stern, 1994) and past-themed brands must balance a dual-lineage authenticity (Manning & Uplisashvili, 2007) by which we mean a claim to authenticity in both the past and present condition. With regard to glocal brand experiences, marketers should align their marketing and branding activities so as to foreground a specific nostalgia-framed brand promise and design consumption experiences that balance and communicate the nexus of local and global consumptionscapes.Overall, our article suggests that, managerially, an understanding of and engagement with nostalgia as a multifaceted phenomenon creates specific nostalgia marketing opportunities by offering a tripartite route to creating consumer enchantment through re-instantiation, re-enactment, and re-appropriation. By catering to an underlying nostalgia (reluctant, progressive, playful), marketing and brand managers can tailor their past-themed brands as desirable market resources that can help consumers attain their identity/political goals (re-instantiation), a specific mythical tension in society (re-enactment), or the longing for extravaganza (re-appropriation). As outlined in Table 3 above, we suggest that each of these enchantment routes adds distinctive nostalgia-marketing approaches to the strategic arsenals of managers.Theoretical contributionsOur study illuminates the theoretical linkages between and operationof nostalgia and (re-)enchantment, two central recurring themes in marketing literatures. Enchantment is neither entirely produced by marketers and their brands nor entirely created by consumers. While the enchanting, romanticizing, and almost therapeutic aspects of nostalgic consumption are implicit in previous studies on sacralized consumption (Brown et al., 2013), consumer fantasy enactments (Belk & Costa, 1998), retro-brands (Brown et al., 2003) and community-supported agriculture (Thompson & Coskuner-Balli, 2007), a differential understanding of how (re-)enchantment is created in the context of different nostalgia modes was hitherto lacking. Thus, we add theoretical fodder to understand the importance of retro branding as a consumer cultural process more broadly speaking (Brunk et al., 2018). Specifically, in this article we are re-orienting an essentialist interest in characterizing and typologizing retro brands, heritage brands, corporate heritage brands, repro brands, and so on and so forth towards an interest in how and why nostalgia marketing can create (re-)enchantment. Our work accentuates the ways in which past-themed market resources create enchantment value on the level of consumption by speaking to a specific mode of sociohistoric nostalgia which, in turn, is rooted in a particular sense of dislocation and lack of belonging.While existing experimental research noted that nostalgia can foster feelings of social connectedness (Lasaleta et al., 2014), it has hithertoneither unfolded and explained the “specific process through which nostalgic products satisfy the need to belong” nor answered the question whether it is “necessary for there to be a tangible, almost Proustian, link to the past in the product consumed, or is a referential past or retro design (as in the case of the PT Cruiser) sufficient?” (Loveland et al., 2010, p. 405). This article archeologizes, maps, and specifies these consumer cultural processes rather than further typologizing the different natures of past-themed brands. In doing so, it offers a differential understanding of the factual, mythological, and aesthetic qualities of a link to the past called for by past research (Table 2). Here, our emphasis on the romantic ideologies of nostalgic enchantment, specifically re-instantiation and re-enactment, adds to the canon of past research on the relation of ideology, market mythology and romance (Brown et al., 2013; Canniford & Shankar, 2013; Kozinets, 2008; Thompson, 2004) and underscores the idea that the way in which something is consumed is more important than what is consumed (Holt, 1997). That is, our article highlights that it is more useful to investigate how enchantment value is created at the nexus of marketing and consumption than what kind of brand is consumed, as if a certain type of brand can only create certain types of value in a certain way, e.g. retro brands create value x but heritage brands create value z.Consequently, our article contributes to existing marketing literatures on nostalgia by introducing an analysis of the differentmodalities of nostalgia highlighted by sociological research. By mobilizing these modes of nostalgia in the analysis of nostalgia marketing, our article creates a more nuanced understanding of nostalgia in marketing thought and, on these grounds, offers a theorization of how (re-)enchantment is created at the nexus of marketing and consumption of past-themed brands.Conceptual contributionsThis study adds to marketing literatures by conceptualizing different (re-)enchantment routes and their creation. The concepts of re-instantiation, re-enactment, and re-appropriation also transfer to contexts beyond the setting we studied and further reveal how and why pop culture generally seems to be obsessed with the past (Reynolds, 2011). For example, re-instantiation is evident in other contexts that involve some kind of ideological shift that often goes hand in hand with an institutional trajectory. While these shifts and trajectories are very evident in the post-communist bloc (Brunk et al., 2018; Holak, 2014; Kravets, 2013; Velikonja, 2009), other destabilizing trajectories and political shifts are ongoing elsewhere in the case of Brexit, Spain/Catalonia, Cuba, and Venezuela. To generalize beyond these and our context even further, re-instantiation can be induced by a certain realization that leads us to go back in time to relive a past. This might be the case when consumers feel (unpleasantly) aware of their age, looks,。
市场营销外文翻译
外文原文及翻译Internet 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.网络营销作为一种有效的直接营销策略，网络营销可检测和测量，也可以评估和控制。
因此，网络营销可以大大提高销售的效率和营销决策实施的有效性。
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.企业也可以通过互联网和与工作有关的公司和组织建立关系，实现双赢发展。
营销外文文献及翻译
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。
市场营销-外文翻译
外文原文[1]Sales IncentivesThe enthusiasm and drive required in most types of sales work demand that sales employees be highly motivated. This fact, as well as the competitive nature of selling, explains why financial incentives for salespeople are widely used. These incentive plans must provide a source of motivation that will elicit cooperation and trust. Motivation is particularly important for employees away from the office who cannot be supervised closely and who, as a result, must exercise a high degree of self-discipline.Unique Needs of Sales Incentive PlansIncentive systems for salespeople are complicated by the wide differences in the types of sales jobs. These range from department store clerks who ring up customer purchases to industrial salespeople from McGraw-Edison who provide consultation and other highly technical services. Salespeople's performance may be measured by the dollar volume of their sales and by their ability to establish new accounts. Other measures are the ability to promote new products or services and to provide various forms of customer service and assistance that do not produce immediate sales revenues.Performance standards for sales employees are difficult to develop, however, because their performance is often affected by external factors beyond their control. Economic and seasonal fluctuations, sales competition, changes in demand, and the nature of the sales territory can all affect an individual's sales record. Sales volume alone therefore may not be an accurate indicator of the effort salespeople have expended.In developing incentive plans for salespeople, managers are also confronted with the problem of how to reward extra sales effort and at the same time compensate for activities that do not contribute directly or immediately to sales. Furthermore, sales employees must be able to enjoy some degree of income stability.[2]360-degree performance assessmentEnterprises exist mainly in the pursuit of profit, the pursuit of growth, and achieve sustainable business purposes. But in the course of business of raw materials, capital and equipment are required by the "person" can operate. Therefore, how to let the limited raw materials, equipment, and funds created endless profits, human resources play a very important role. A lot of human resources in enterprises, "manager" towards the success of the enterprise is at stake. The manager must often make many in the management decision-making, although the correct decision-making enterprises to be another peak, but it may be the wrong decision based company accumulated overnight. Therefore, how to understand the manager in an appropriate manner to the management, development and recognition of their request on a corporate human resources management a very important task.What is an assessmentComprehensive assessment, also known as the "360-degree performance appraisal system," the earliest known "symbol of the United States forces" model enterprise Intel first proposed and implemented. It refers to the staff themselves, supervisors, direct subordinates, peers, colleagues and even customers, the all-round perspective of the performance of individual understanding : communication skills, interpersonal, leadership and administrative capabilities : : Through this ideal performance assessment, the assessment was not only from those who own, supervisors, subordinates, colleagues and even customers to obtain feedback from a variety of angles. The feedback from these can be clearly aware of their different shortcomings, strengths and development needs, so that future career development more smoothly. I personally think : to assess the way many managers, but "360-degree evaluation - management skills" may be the best.What is self-evaluationThe so-called self-evaluation means : Let the manager's performance against its own performance in the period, or to assess their performance based on the performance and capacity of the future and set goals accordingly. When employees to do their own assessment, usually lower self-defense awareness and thereby understand his own shortcomings and thereby to strengthen, develop or add to their own inadequacies.Generally speaking, employees are usually the result of self-assessment and evaluation of different supervisors. And the evaluation of supervisors or colleagues compared regular staff will give their own high scores. Therefore, the use of self-assessment should be particularly careful. In return for the higher self-assessment, evaluation and staff should know that their self-assessment may have differences, and may form the rigid positions of the two sides, and this is the use of self-assessment should pay particular attention to the matter.Members of the evaluationMembers of the evaluation is to assess the performance of each of my colleagues that the way to achieve performance evaluation purposes. For some work, sometimes with the superior and subordinate time and communication opportunities, but not between subordinate. In such superior and subordinate contacts are short of time, have very little communication between the cases, superior to the performance assessment will be very difficult to establish. But on the contrary, among subordinates work together for a long time, they will understand each other more than superior and subordinate. At this time, among them mutual assessment, but can more objective. Moreover, the return on each other between, let them know that they can be in interpersonal communication capacity in this respect. For example, the foreign invested enterprises in Beijing a performance evaluation methods, it contains a peer evaluation. According to the company's Human Resources Manager said that in assessing the accuracy of the appraisal method, and not higher than the appraisal results for the poor. And peer evaluation forms can also fill his subordinates to assess mistakes. And the assessment results, but also for my colleagues in the eyes of their subordinates understand themselves in teamwork, interpersonal, how performance. In addition the company also said that if performanceassessment results for selected personnel, peer evaluation in this way often meet people convinced that the results.Subordinate evaluationBy the Ministry to evaluate supervisors, the traditional concept of human resources, workers seem to be a bit incredible. However, as the development of the knowledge-based economy, a growing number of companies allow employees to assess their level of competence performance, the process known as upward feedback (positive feedback). This approach to performance assessment of the development potential for the development of superior, particularly valuable. Feedback through subordinate managers, clearly aware of their need to strengthen local management capacity what? If their own understanding and direction for the evaluation of the gap between too much, can address this gap competent, in-depth understanding of these reasons. Therefore, some experts believe that human resources management, subordinate to the higher authorities for the assessment of its management will be a great benefit to the development.Customer evaluationClients in the evaluation of services, marketing, personnel of particular importance. Because only the most clear customer relations staff in customer service, marketing skills and attitude to performance. Therefore, in similar related industries, the performance assessment system in the evaluation could be included in the assessment system customers.In fact, the number of services (for example : the financial industry, catering industry, etc.) often use such performance assessment (such as the selection of best service personnel). Because service quality of service, customer service attitude by most clearly. As far as I know, many renowned domestic companies customer service department will periodically to sample the way, please assess the customer service performance of the company customer service personnel. For the evaluation ofFor the assessment of our performance evaluation is the most common way that performance is assessed by a competent implementation. As for the need to become familiar with the assessment methods, and use of performance assessment results as guidance units, the development potential of important commands weapons.[1] George Bohlander sott snell Managing Human Resources[M]. Dongbai University of Finance& Economics press 2003.10 P437-438[2] George Bohlander sott snell Managing Human Resources[M]. Dongbai University of Finance& Economics press 2003.10 P343-345外文译文[1]销售人员的激励各种类型的销售工作所必需的热情与动力要求销售人员得到高度激励。
营销推广-外文翻译
外文翻译原文Title:Marketing PlanningMaterial Source:Marketing Planning for Extension SystemsAuthor:V. Glenn ChappellThe purpose of marketing planning is to develop marketing strategies that will help organizations attain their overall objectives. Effective marketing planning requires a marketing orientation based on three propositions: client orientation, coordination of client-related activities, and goal direction. The author suggests a four-step marketing planning process that guarantees a marketing orientation that improves the chances for choosing the best marketing strategy for Extension programs.Recently, Extension specialists in the state of Washington used direct mail methods to attract young homemakers to conferences on family businesses. Florida Expanded Foods and Nutrition Program (EFNEP) specialists employed the principles of salesmanship to help EFNEP paraprofessionals recruit homemakers for nutrition education. A community leadership program in Georgia used billboards, t-shirts, balloons, and buttons to promote a leadership training program. The 4-H program in North Carolina has used a television advertising campaign to build awareness of its "product line."These are just a few examples of the many Extension programs around the country which have successfully applied marketing ideas (Topor, 1988) during the past few years. As Extension personnel respond to the problems facing America in the 1990s, many will increasingly turn to marketing for help with such issues as attracting leaders, volunteers and clientele, increasing client satisfaction with Extension, designing excellent programs which carry out Extension's mission, and enlisting financial and political support as well as enthusiasm of clients, government officials, and other stakeholder groups.Effective marketing does not just happen, however. There are no magical formulas or secrets to marketing. Nor will Extension professionals be able to adapt business marketing ideas to Extension's programs without some difficulty. Like allmanagerial activities, marketing must be planned, organized, and controlled. It involves designing Extension programs to meet the needs and desires of target clients and using effective pricing, communication, and distribution to inform, motivate, and service clients.The purpose of this article is to provide Extension professionals with an introduction to marketing planning. The process of marketing planning will help Extension professionals develop and maintain a viable fit between Extension's objectives, resources, and marketing opportunities.1．A Marketing OrientationBefore discussing the role of marketing planning in the management process, it is important to review briefly the philosophy that guides effective and responsible marketing. While many Extension programs are using some marketing tools, they are not necessarily marketing oriented. Instead, many Extension professionals are pre-occupied with their program, with efficiency, or with pushing clients to select Extension's current programs. Extension professionals must recognize that an emphasis on programming, production, and selling is only part of the task of becoming truly marketing-oriented. What distinguishes an Extension program with a marketing orientation? As applied to Extension, a marketing-orientation is based on three major propositions: client orientation, coordination of all client-related activities, and goal direction.(1)Client-OrientationMeeting the wants and needs of constituencies is the key to a marketing orientation. Extension professionals must shift from an internal organizational perspective to the client's viewpoint. Successful marketing of Extension's programs requires a complete understanding of Extension's clients - their needs, attitudes, and buying behavior. For instance, Extension specialists who design programs for the elderly in rural communities must know exactly what the needs of the elderly are and must develop programs which meet these needs. Thus, a marketing orientation holds that the main task of the Cooperative Extension System is to determine the needs and wants of target clientele groups and to satisfy them through the design, communication, pricing, and delivery of appropriate and competitively viable programs and services (Kotler & Fox, 1985).Satisfying targeted clients does not, however, mean that the Extension System ignores its mission and its distinctive competencies to provide whatever programming happens to be "hot" at the moment. Rather, Extension seeks clientswho are or could be interested in its offerings and then adapts these offerings to make them as attractive as possible.(2)CoordinationThe second facet of a marketing orientation is coordination. There must be close cooperation among all components of an Extension organization. All participants in policy and strategy formulation, as well as programming, must take a market-oriented view of Extension's clients and other constituencies. Extension must take steps to become more responsive to its clients, such as conducting studies of client satisfaction and of clients' needs and preferences, as well as developing appropriate ways to respond to complaints and suggestions. Furthermore, marketing needs to be introduced to various groups in an Extension organization. Internal marketing training should first be made available to top Extension administrators and advisory groups because their understanding and support are essential if marketing is to be successfully applied by Extension. Additional training sessions should be directed at Extension specialists, county directors, agents, and support personnel. Finally, new employees should go through a training program that emphasizes the importance of creating client satisfaction. In short, coordination requires that everyone in Extension understand clients' needs and then be willing and able to work together to satisfy these needs. As one management expert put it, the "aim of marketing is to know and understand the client so well that the program or service fits the client and sells itself" (Drucker, 1973).(3)Goal-OrientationThe third cornerstone of a marketing-orientation is goal direction. A marketing-orientation stresses that the only way Extension can achieve its own goals is by satisfying the needs of its clients. For example, an Extension program wishing to increase the level of funding provided by the legislature for community resource development must demonstrate to legislators that it is meeting the community resource development needs of the state. This may require the development of special educational programs and activities for local community leaders and public officials. Thus, the main task of Extension is to determine the needs, wants, and interests of its clients and to adapt Extension programs to deliver client satisfactions that preserve or enhance the clients' and society's well being and long term interests. 2．Planning and Marketing ManagementIt has been said that, "If you don't know where you are going, any road will take you there" (Enis & Cox, 1985). The implication is that an Extensionorganization first needs to decide what it wants to accomplish. Next, it must consider carefully which path, in terms of strategies and programming, it should follow to achieve its desired ends. Thus, strategic marketing planning provides a road map for meeting marketing goals.Marketing planning is the systematic process of developing and coordinating marketing decisions. Because marketing decisions are made at two major levels in Extension--top administration and county operations--the marketing planning process in Extension must operate at two levels. Central administration marketing planning provides overall direction for the Extension program by specifying the programs and services the Extension organization will provide and the clients and constituencies it will pursue, and by establishing the objectives to be achieved by individual programs. County planning specifies the details for implementing Extension's overall marketing plan on a program-by-program basis. Note that the central administration's marketing planning process should provide the basic direction for county programming, and the county planning process should integrate the various specialized marketing decisions made on behalf of each program. In other words, all marketing decisions should be made in the context of marketing plans. Only in this way can a state Extension System coordinate the specialized county management roles and achieve its objectives.Although marketing planning for Extension takes place at both the state and county level, four basic steps are involved at each level:①Conducting a situation analysis. Before developing any action plan, Extension decision-makers must understand the current situation and trends affecting the future of the Extension System. In particular, they must assess the problems and opportunities posed by clients, competitors, costs, and government funding changes. Additionally, they must identify the strengths and weaknesses possessed by the state Extension System.②Establishing objectives. After completing the situation analysis, Extension decision-makers must then establish specific objectives. Objectives identify the level of performance Extension hopes to achieve at some future date, given the realities of the environmental problems and opportunities and the Extension System's particular strengths and weaknesses.③Developing strategies and programs. To achieve the stated objectives, Extension decision-makers must develop both strategies (long term actions toachieve the objectives) and programs (specific short run actions to implement strategies).④Providing coordination and control. Extension's comprehensive plans often include multiple strategies and programs. Each strategy and each program may be the responsibility of a different Extension decision-maker. Thus, some mechanism must be developed to assure that the strategies and programs are effectively implemented. Extension organizational structures (state, district, and county) and budgets are the primary means of coordinating actions. Control is also essential because the success of strategies and programs can never be predicted with any certainty. The purpose of control is to evaluate the degree to which progress toward an objective is being made and to pinpoint the causes of any failure to achieve objectives so that remedial actions can be taken.One further point about marketing planning should be noted. Marketing planning is a process. State Extension systems operate in complex and dynamic environments. Therefore, marketing plans cannot be cast in stone. Each Extension System must look ahead and develop long term strategies to meet the changing conditions it encounters. No one strategy is best. Each Extension System must find the game plan that makes the most sense given its situation, opportunities, objectives, and resources. The difficult task of selecting an overall strategy with sufficient flexibility to insure long-run survival and growth is one of Extension's most important planning functions.3．ConclusionsDeveloping a marketing orientation serves as the basis for applying marketing management techniques in an Extension system. Without giving effective attention to client needs, marketing and the other management functions will lack the direction needed for success.However, implementing a marketing orientation in an Extension system is not a simple matter. Extension systems are faced with many alternative markets and clients, and a vast array of alternative policies and programs for meeting client needs. Extension cannot pursue all possible clients, and all possible actions cannot be taken, because human and financial resources are limited and do not permit such extravagance.Consequently, this article has suggested the use of a planning approach that guarantees a more client-oriented Extension program. Conducting a situationanalysis, setting objectives, and then developing strategies and programs improves the chances for choosing the best marketing policies.In summary, the application of marketing planning techniques by Extension decision-makers will give Extension a strong competitive advantage among its target clientele and constituencies. The use of marketing analysis, planning, implementation, and control will improve Extension's ability to watch and adapt to the many forces in its marketing environment. As a result, Extension will be in a better position to sense, serve, and satisfy all of its target clients.译文标题：营销推广资料来源：营销推广系统规划作者：V. Glenn Chappell 市场营销策划的目的是制定营销策略，将帮助组织实现其总体目标。
微信营销中英文对照外文翻译文献
微信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)原文：WeChat Marketing ReviewJohn Scouriaspresent situationWeChat micro-blog marketing be just unfolding, and quicklybecame the brand manufacturers in addition to the official micro-blog another Internet marketing hot. Since August 18, 2012WeChat public platform officially launched, the media, brands and celebrities use more methods to their fans push all kinds of information, more and more WeChat marketing effectcan not be ignored. WeChat marketing, and gradually spread to the domestic industry salesfield, and plays an important role to change the existing marketing mode. This paper is a summary of the relevant WeChat marketing research summary of predecessors, throughanalysis, summary of the scholars of the WeChat marketing research. The advantages and disadvantages of WeChat marketing mode, and WeChat marketing prospects, existing problems and countermeasures are summarized, and put forward the direction of theirthinking.Theme1.WeChat born marketing modelIn recent years, although the domestic enterprises in the electronic marketing aspects withgreatly improved but it is still will be influenced and restricted by social environment. When the enterprise risk in the marketing process, then because of the risk and the cost will rise, while the sales of the product will be affected, thisis very dangerous for enterprises. How to get agreater return on sales by small investment, has become a key issue in the enterprise need to consider, there WeChat is become a ready-made panacea to solve the enterprise marketing mode. The main way WeChat platform for public communication is a two-dimensional code,the emergence of a two-dimensional code is a creative transformation of many enterprises for domestic and international, it is the marketing and media industry has brought new impetus to the development of. In today's increasingly competitive market, WeChat these two-dimensional code, low cost, quick network marketing mode was used by many enterprises.From the opening of WeChat business point of view, they will put the dealer to WeChat camp,the enterprise can make some backbone staff participation, establishing a business WeChatarmy. From the information released, mainly in brand information, industry information,business activities, the official website, promotional activities, in fact, are for business promotion, brand building, information push to build a good platform.2. on the WeChat marketing model to explore(1)on the WeChat marketing mode is known as the following four modes:(2)LBS+see nearby "function,mining potential customers,opening up new channels of enterprise sales;(3)O2O+ "two-dimensional code scanning" function, boost brand virality, key entrancethrough online and offline businesses;(4)WeChat public platform+"circle of friends"new features,to create anew social relationships chain,to create a new mode of enterprise reputation; (5)WeChat interactive push, push through a brand can develop personalized,interactive activities and"fans",to provide more direct interaction experience.Zhang Li (2013) used in the analysis of enterprise marketing WeChat when, think to the enterprise, WeChat marketing or marketing mode must be used to distinguish, for differententerprises of different products and services, to adopt different marketing methods, such asO2O+, two-dimensional code scanning mode is suitable for dining, entertainment and otherproducts or services and users closely related enterprises; she also pointed out that WeChatmarketing cost is low, the advantages of potential customers.parison of definition of WeChat marketing and traditional modeWeChat marketing is the era of network economy on the innovation of marketing mode, and is accompanied by a kind of network marketing way of WeChat, WeChat has no distance limit,the user registration WeChat, and around the same registration "friends" to form aconnection, users subscribe to their required information businesses, by providing the needed information, the way of marketing to promote their products.Han Mei (2013) said WeChat is defined as a new media, the new network marketing channels,and to WeChat as an example, through the contrast WeChat platform for traditional network platform characteristics and advantages compared, analyzed the enterprise three characteristics by WeChat platform to carry outmarketing activities that word of mouth communication, content positioning precision marketing, the geographical position of marketing. To accept a high degree of accuracy and content is the use of the two characteristics of network marketing WeChat platform, and the two is the lack of the traditionalmass media marketing mode..I think,WeChat marketing to solve the major problems in marketing-- Discussion on precision marketing,WeChat marketing based on the mobile Internet is the first attempt to pioneer the precision marketing.WeChat public platform authentication account background according to the various conditions on the classification of the user,user specific information can be sent to a certification account classification.The dissemination of information WeChat public accountis the first by the user to choose,the user of the information rejection is small,and themessage type is rich,support mixed map and text or video,audio,flexible and diverse forms.As a mobile social networking application,the possibility of WeChat also provides greater public accounts and individual users to interact.Marketing: in WeChat public platform, everyone can use a QQ number, create an ownWeChat public number, and in the WeChat platform to achieve text, pictures, voice andspecific groups of the full range of communication, interaction. The recent wave of Cadillachad "found heart Highway No. 66" activities, WeChat public account every day will send a group of the most beautiful travel image to the user, in order to resonate. Other content, basic to the main models of beauties, suchas overseas spy photos show. Cadillac also use theaccount to publish real-time content, such as before the Shanghai released orange rainstormwarning, made a safe travel alert.This kind of marketing mode in Shandong auto show in Ji'nan has also been used, there is thepublic platform Cadillac exhibitors booth, visitors can scan two-dimensional code concern the public platform, to understand the dynamic Cadillac automobile 4S shop.Starbucks"woke up"mode:interactive push WeChatMarketing:to push through a brand can develop personalized,interactive activities and"fans",to provide more direct interaction experience.When users add as friend,"Starbucks"expresses feelings with WeChat expression,Starbucks will be based on the user sends amood,with"wake up"the album's music in response to user.This kind of marketing is in line with the characteristics of consumer groups,and the shape of the Starbucks image better.4. on the WeChat marketing potential problem analysisTan Kai (2012) in WeChat marketing and puts forward some technical problems can not beavoided. LBS, two-dimensional code scanning, circle of friends, speech function and a series of multimedia features, companies can provide users with more extensive services, to develop more specific marketing strategy. However, from another and see, due to excessiveenthusiasm of enterprises, WeChat marketing will bring a lot of trouble to the user. WeChatmarketing the "license",only the user license, the enterprise can force a dialogue with theuser, although this part of the user can be defined as a loyal user of enterprise, but they can always close interaction with the enterprise. So how to maintain the relationship between theuser and will become the key WeChat marketing promotion.Feng Haichao (2013) also believe that, WeChat as a new means of marketing and marketing platform, WeChat is strong enough, the value of it is self-evident, but can actually achievewhat quantity but if the new super star as a marketing platform, there are still some problemscan not be ignored, nor can WeChat expectations too much. He pointed out a problem the most direct WeChat marketing, public platform and WeChat user demand does not match theproblem. He also believes that the core issue in the WeChat marketing team must consider is,do the user relationship or information, it is worth considering.Wu En,Mao Xiuli(2013)compared with the WeChat micro-blog marketing ability,analysis showed that the number WeChat than micro-blog in client type less,WeChat marketing abilityis limited,WeChat to want to go to the transformation,expanding client types,expand the deFei Qun,the development of more kinds of information,better meet consumer demand.SummaryFrom the analysis of literature, the WeChat micro-blog marketing, research has been more perfect, scholars from the current use of WeChat, and according to the WeChat propagation mode, enterprise applications, WeChat existing marketingproblems and other aspects were investigated in detail. But through our research on these documents, found in the enterprises in the use of WeChat marketing, also need according to its role and effectiveness for further.analysis, how to measure marketing effectiveness, only to see how many fans are not convinced.On the other hand, WeChat marketing is not only a marketing tool, It can be transformed into customer relationship maintenance.翻译：微信营销综述现状微博营销方兴未艾，微信又迅速成为众品牌商除官方微博外另一互联网营销热地。
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% 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。
市场营销学 外文翻译 外文文献 英文文献 市场营销
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。
差异化营销-外文翻译
外文翻译原文Differentiated marketingMaterial Source:DIFFERENTIATED Author: RanWenLe What is the differential marketingSo-called differential marketing differentiated diversity market strategy market strategy, also called differences between otherness marketing, refers to face has subdivision market, the enterprise choose two or more son market as our target market, respectively for each child market to provide specific products and services as well as corresponding sales measures. Enterprise according to the son market characteristics, respectively formulate product strategy, price strategy, channel strategy and marketing strategy and to carry out.The core idea of differential marketingThe differential marketing, the core idea is "segment market, in view of targeted location, import brand, sets up the image". Is the market segmentation, based on the target market, through the personalized needs of brand positioning and communication, give the brand of unique value, sets up the distinct image, establish brand differentiation and personalized core competitive advantages. Marketing is the key differences flower market actively seeking cur, select the target market, mining had be notted satisfy personalized needs of consumers, develop new products of new functions, give the brand new value. The differential marketing basis, is the market consumption demand diversity characteristics. differential consumers have different tastes, different personality, different value tropism, the difference is the income level and different consumption idea, etc, thus determines their product brand to have different needs considerations, and this is why need to undertake the differential marketing reasons.The differential marketing not some marketing level, some marketing method of innovation, but products, ideas, value, image, promotion means, promotion methods such as comprehensive, systematic marketing innovation, and innovation on the basis of realizing brand in the market segment goal on the focus, obtain strategic lead.The differential marketing formEnterprise can choose some interests as the biggest son market target market, if have enough ability to satisfy more child market, it can choose more child market; If each branch of enterprise all market is very attractive, and the enterprise also has the ability to provide for each branch market of different products and services, enterprise can traverse the market as the target market.In the world famous multinational, procter &gamble company is a typical differential marketing, it has 11 of detergent, China knows the brand has strong decontamination "BiLang", price teach high, Decontamination also strong but moderate price "the tide's";Protrusions cheap beauty "panda". Shampoo is has six brand, have grade represents "the sand," Tide breed of "matt; silk" Elegant "ting"; A new generation of "float soft". In addition, it has eight brand of soap, four brands of detergent, four brand of toothpaste, 3 brand cleaners, 3 brand of toilet paper.When the development of technology, industry of vertical division and information openness, timeliness, make more and more products appear homogeneity, seek the differential marketing has become the enterprise survival and the development one necessary weapon. Famous strategic management experts Michael porter, which can be described as the differentiation strategy: when a company is able to provide some unique, other competitors cannot replace the goods, as for clients its value is not only a cheap goods, the company will have yourself and competing firms distinguishes.For general commodity speaking, differences always exist, just/irrespcet of different ways. And the differential marketing pursuit of "difference" is the product of "incomplete alternative", namely enterprise relies on its technical superiority and the management superiority, produce in performance, the quality is superior to the market on the current level of product, or in respect of selling, through the distinctive publicity activities, flexible marketing means, thoughtful after-sales service, in the consumer's mind set up different general image.Strategy one: product differentiationProduct differentiation refers to the characteristics of the products, working performance, consistency, durable sex, reliability, easy to fix the rational, style and design of the differences. That is an enterprise in the production of products, quality and performance obviously better than the manufacturers of similar products on the market, thus forming alone. For the same industry competition for, the core of the product value is basically the same, what is different in performance and quality tosatisfy customer needs in the basic circumstance, to provide customers with a unique product differentiation strategy is the pursuit of the goal. China in the 1980s is 10 people use a product, the 1990s is 10 people with 10 kinds of products, and today is one in 10 kinds of products. Therefore, any companies cannot use a product to meet 10 kinds of need, best launched 10 products meet 10 kinds of need, even meet a need. Enterprise implement differentiation marketing can be from two aspects.One is the feature. Product characteristics refers to products to supplement the basic function of characteristics. Most products are with different characteristics. Its starting point is the product of the basic functions, and then enterprise by adding new features to introduce new products. In the implementation of the most successful when several procter &gamble company, with its shampoo products, the float soft consumer buying purpose is nothing but to scurf, complaisant, nutrition, protect hair, black hair, and adapt, p&g released corresponding brand matt silk, pan ting, sand, embellish yan. In the development of other brands of products, p&g also many use this strategy. China's beverage enterprises in introducing new products are adopting such strategies, such as the farmer mountain spring "have a little sweet", the farmer orchard "hybrid" and "drink juice before a wave", the "daily THHC juice", huiyuan juice "true" characteristics of orange in consumer memory have left deep impression. Visible, the product characteristic is enterprises to realize product differentiation competitive tool.2 it is style. Fashion is a product which gives the buyer's visual effect and feelings. The haier group of refrigerator, haier product exemple refrigerator design have Europe, Asia and the americas of three different style. European style is rigorous, square door, white neuro-ophthalmologic manifestations. Asian style is given priority to with quietly elegant, with the circular door, rounded door, color decorative pattern, steel plate to reflect, American style is prominent showily, with widebody streamline modelling appeared. Be like again some drink factories in China from previous rotate open means, convert the so-called "sports cover" direct pull up the bottle method also has achieved great success. In addition, to average consumer character, working performance and consistency of quality, durability, reliability, easy to fix the rational is also seeking differences focus. If the car by standard component, and easy replacement parts, the car easy fix rationality is high, in the customer heart will have certain competitive advantage.Strategy 2: service differentiationService differentiation is to show enterprise to target market provides withcompetitors different excellent service. Especially in difficult to highlight the visible products difference, the key competitive success often depends on the amount of service and quality. Difference between the service level of main factors have a delivery, installation, user training and advice, maintenance, etc. Pre-sale service difference became the competition between rival etc. For example, with a computer, some is guaranteed for one year, some warranty for three years, With the user is training, lenovo, hisense computers have a free training schools, but the training content each have differences, With sales is electric water heater, haier group implement 24 hours and complere service pre-sale set high-quality service to every customer pleasing.In the increasingly fierce competition in the market, service has become all business activities of the starting point and end-result. Nowadays, the price of the product and technical nuances are gradually narrowing, the influence of factors except for consumers to buy the product quality and the image of the company outside, the key still service quality. Service can dominate the trend of product sales, service is the ultimate goal of improving customer turns heads, and expand the market share. While only differentiation of service to the enterprises and products in the consumers' mind always hold "place". American international commercial computer company (IBM) according to the computer industry product technical performance about the same situation analysis, thought the service is needed to users, so sure enterprise's management idea is "IBM means service". China's haier group with "to provide customers with perfect service" as the enterprise's success creed, haier's "through efforts to try to user trouble to zero" "users are always right" "stars service thought" "sales is credit, not sales products" "high-quality service is the foundation of sustainable development" and "deliver high quality service to be able to bring the company more selling" service concept, truly user lists in god's position, users in the use of haier product has got omni-directional satisfied. Natural, haier brand image in the consumer's mind more and more is also high.Strategy 3: image differentiationImage differentiation is through the shaping and competition of different products, enterprise and brand image to gain a competitive advantage. Image is that the public on products and enterprise ideas and feelings. Shape the image tools are: name, color, logos, signs, environment, activities, etc. With colour for, kodak yellow, Fuji, green, red lucky film, PepsiCo's blue and red, etc. Are all very cola can let consumer in numerous similar products in easily identify apart. Then taking Chinaalcoholic product image difference speaking: maotai wine the state banquet of image, sword of datangshengshi wine image, luzhou old cellar historical vicissitudes image was open, six good fortune of blessing wine image, and the strength of concrete wine, image and so on each has its own characteristics. Consumers in buy certain alcohol, the first that comes into mind is balanceand image; In wine, taste wine, but is tasted out by wine image difference have different mind cheerful.译文标题：差异化营销资料来源：差异化营销作者：冉文乐什么是差异化营销所谓差异化营销差异性市场战略，又叫差异性市场营销，是指面对已经细分的市场，企业选择两个或者两个以上的子市场作为市场目标，分别对每个子市场提供针对性的产品和服务以及相应的销售措施。
市场营销外文文献翻译
外文文献翻译Nike, lining, for everyone, is a familiar sports brand. In the United States, have high amounted to 70% Teen Dream is to have a pair of Nike shoes. Lining is the China sporting goods industry leader. In this paper we will from Nike, Nike lining lining the development the core value to discuss the lining and Nike in the cultural difference.We then aiming at the Nike lining the politics, economy, culture, technology and other aspects of the macroscopic environment analysis. In the brand positioning, Nike and lining are only used a self-expression positioning, Nike 's slogan is" Just do it", lining was replaced with a new slogan" Make the Change ( make change happen )" replaced the original" Anything is possible ( everything is possible. )".There is also the opportunity to develop products such as sport wear, sunglasses and jewellery. Such high value items do tend to have associated with them, high profits. The business could also be developed internationally, building upon its strong global brand recognition. There are many markets that have the disposable income to spend on high value sports goods. For example, emerging markets such as China and India have a new richer generation of consumers. There are also global marketing events that can be utilised to support the brand such as the World Cup (soccer) and The Olympics.Product development offers Nike many opportunities. The brand is fiercely defended by its owners whom truly believe that Nike is not a fashion brand. However, like it or not, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion brand. This creates its own opportunities, since product could become unfashionable before it wears out i.e. consumers need to replace shoes.Lining, Nike is take self-expression way of positioning, can exhibit the unique brand image, promote a unique personality, so that the brand has become the expression of consumer personal values, self expression of a carrier and media. Lining and Nike target customers are young people, is a similar consumer groups. But they all have their own one is from the United States foreign brands, is a domestic national brand is they can be successful, because they are used for their own variouspositioning and marketing strategies.The market for sports shoes and garments is very competitive. The model developed by Phil Knight in his Stamford Business School days (high value branded product manufactured at a low cost) is now commonly used and to an extent is no longer a basis for sustainable competitive advantage. Competitors are developing alternative brands to take away Nike's market share.As discussed above in weaknesses, the retail sector is becoming price competitive. This ultimately means that consumers are shopping around for a better deal. So if one store charges a price for a pair of sports shoes, the consumer could go to the store along the street to compare prices for the exactly the same item, and buy the cheaper of the two. Such consumer price sensitivity is a potential external threat to Nike.If you have a body, you are an athlete - Bill Bowerman said this a couple of decades ago. The guy was right. It defines how he viewed the world, and it defines how Nike pursues its destiny. Ours is a language of sports, a universally understood lexicon of passion and competition. A lot has happened at Nike in the 30 years More ……So we discussed below lining Nike market positioning and their respective market differentiation strategy. It is because they each find themselves in the market are in the best position and strategy, it is the two brand to become the leader of the important reasons.李宁、耐克都是采取自我表现的定位方式，可以展示品牌的独特形象，宣扬独特个性，让品牌成为消费者表达个人价值观、表现自我的一种载体和媒介。
市场营销专业外文翻译--市场营销
外文原文MarketingMcCarthy (E.J.Mccarthy) ,in 1960, also under the micro-marketing definition: Marketing is the responsibility of business activities, products and services will be directly from the producer towards the consumer or user in order to meet customer needs and the achievement of the company profits, but also a process of socio-economic activities with the aim to meet the social or human needs, to achieve social goals. this definition than in the United States, although the definition of marketing association a step forward that meet customer needs and realize the company's operating profit as a goal, but two definitions that marketing activities are production activities in the beginning of the end of the middle after a series of business sales activities, when the commodity to the user the hands of the end, the enterprise marketing activities and therefore is limited to the narrow scope of circulation, rather than operating as a business for sale throughout the entire process, including marketing research, product development, pricing, distribution, advertising, publicity reports, sales promotion, marketing staff, after-sales service and so on. Christian Grnroos to the definition and emphasized the purpose of marketing: Marketing is in the interests of a whole, through mutual exchange and commitment to establish, maintain, consolidate and consumers and other participants in the relationship between the parties to achieve the purpose.the new definition of①Jiang Taiwan through song in the "line of your marketing will not do," stressed the changes in marketing, the use of marketing of the English made the following definition: "What is marketing?" On the literal, the "marketing" in English is " Marketing ", if the word is split into Marketing of the Market (the market) and ing (English-style method is carried out) This two-part, and that marketing can be used" when the market is now "to express the product, price, promotion, access lead to changes in supply and demand of the delicate relationship between the two sides.②2004 years 8 months, in Boston. In the AMA (American Marketing Association)summer workshop on teaching marketing, AMA opened a new definition of marketing on the veil in order to update the past 20 years the official AMA definition of marketing. Since then, on the new definition of marketing in the U.S. sector marketing theory, practice sector has generated considerable discussion. The publication of a new definition of marketing is in integrating the theory from the global community and the practice of community contribution to many marketers based on the amendment out.Business School of Rennin University of China Professor Guo Guoqing proposed that the new definition of the complete expressed as: Marketing is an organizational function, but also to organize themselves and the interests of stakeholders and the creation, dissemination, forwarding, customer value, a range of customer relationship management process.To promote re-examine and amend the AMA on the official definition of marketing is one of the major forces from the AMA's CEO Dennis • Alison. On the marketing of the first edition of the official definition in 1935 by the predecessor of AMA - American Marketing Association, used by teachers in 1948, formally adopted by AMA. In 1960, when the first edition of the AMA to re-examine the definition of the decision remained unchanged, not any changes. In this way, on the marketing of the original definition has been used for 50 years until 1985, when the re-amended. The revised definition is also seen on the market today, the most common definition of marketing: Marketing is the planning and execution on the goods, services and innovative concepts, pricing, promotion and distribution in order to create individual and organizational goals in line with the exchange of a process.This definition has been in use ever since, until the summer of 2004 was revised. The new definition is nearly 20 years on the marketing of the first amendment to the definition, no wonder the majority of marketers attracted universal attention. Of course, a matter of concern is also the status of AMA. Thus, by her to make such amendments, naturally give rise to all sides.Marketing theoryThe development of marketing theory has the following four stages:The first stage: start-up phase. Marketing in the late 19th century to 20 in the United States the world's creation of 20, due to industrial development and marketing at this time by a very narrow scope of the study, but research and commercial advertising network settings. Island in Illinois and other related courses at the universities. By the "Association of American Advertising" to "National Advertising and Marketing Association of Science Teachers", to marketing research to ensure the organization. At this time of marketing research is characterized by: a. focus on marketing and advertising techniques, modern marketing theory, concepts, principles had yet to emerge; b. University research activities are basically confined to the classroom and a professor of the study, and also society and the business community did not receive attention.Phase II: Application stage. During the 20th century to the end of World War II 20 for the application stage, begun to take shape at this time, the United States began large-scale domestic enterprises to use marketing to operate businesses, open overseas markets, European countries have to follow. Established in 1931, "American Marketing Association" Marketing preach, and in 1937 merged the two organizations, academia and the business community to absorb a wide range to join the Marketing from the University of the rostrum to the community. This stage of the development of marketing in the applications. The capitalist world in 1929 due to the outbreak of an unprecedented economic crisis, the economy of the Great Depression, large shrinkage in the purchasing power of a sharp decline in the community, the unprecedented sharp market. The whole capitalist economic crisis dealt a serious blow. This stage, marketing research is characterized by: a. there is no product to sell out of this narrow concept of; b. at a deeper study on the basis of a broader marketing and advertising technique; c. study in favor of selling the business organization set; d. beginning of the study of marketing theory to society, paying attention to the general business community.The third phase: the formation period of development. The 20th century, the 50's to 80's for the marketing stage of development, the U.S. military-industrial economy hasbegun to shift the public economic, social goods, the sharp increase in social productivity improved significantly, while the corresponding consumption level of residents has not been much improvement, market began to emerge in a state of oversupply. At this point the U.S. marketing expert R. Cox and W. Aderson the "broad sense of Marketing is to promote the potential producers and consumers of goods or services of any transaction activity." This point of view to make the start into the new marketing stage. Previously that the market is the end of the production process, is now considered to be the starting point of the production process; the original that is marketing to sell products, now that marketing through the investigation to understand the needs and desires of consumers, and production in line with consumer needs and desires goods or services, which meet the needs and desires of consumers; so that from the marketing companies to enter the framework of social vision and a clear management guidance.Phase IV: the mature stage. Since the 80's for the marketing of the mature stage, in: a. associated with other disciplines such as economics, mathematics, statistics, psychology, etc.; b. theory began to form their own system; 80 is the age of marketing revolutionary period, begun to enter the field of modern marketing, so marketing the new look.Marketing conceptThe evolution of the concept of marketing and development, can be summarized into five, namely, the production concept, product concepts, marketing concepts, marketing concepts and the concept of social marketing.(1) The production of the concept ofProduction concept guiding the conduct of sales of the concept of one of the oldest. This concept stems from the 20th century during the first 20. Business philosophy is not a departure from the consumer demand, but production from the start. The main performance is "what I produce, what to sell." Production concept that, like consumers everywhere who might be able to buy and cheap products, enterprises should aim to upgrade production efficiency and distribution efficiency, expandproduction, reduce costs to expand the market. For example, Fort Pierce United States Flour Company, from 1869 to 20 during the 20th century has been the guiding concept of the use of production enterprises, when the company raised the slogan of "The Company seeks to create flour." • U.S. auto magnate Henry Ford, has arrogantly declared: "No matter what the color of the needs of customers cars, I have only a black." Is a typical example. Clearly, the production concept is a re-production, and light commercial marketing philosophy.Production concept is generated by a seller's market conditions. Capitalist industrialization in the early and end of World War II and post-war period, due to shortage of materials, market products in short supply, production in the enterprise management concept was quite popular. China's planned economy under the old system, due to the shortage of market products, businesses do not worry about sales of its products, industrial and commercial enterprises in their operation and management concepts are also pursuing the production of specific performance: focus on the development of industrial enterprises in production, too little marketing, the implementation of a production; business enterprises focus on sourcing efforts, what the acquisition of industrial production for what, how much the acquisition of industrial production number, not attention to marketing.In addition to the shortage of materials, products, demand is outstripping supply, some enterprises in the product under conditions of high cost, its management is also affected by marketing products that dominate the concept. For example, Henry Ford • early in this century has been an all-out effort in the mass production of motor vehicles, and strive to reduce costs so that consumers can afford to buy in order to enhance the market share of Ford Motor.(2) Product conceptIt is a business concept earlier. Product concept of the view that most consumers prefer high-quality, multi-functional and have some characteristics of products, enterprises should be dedicated to the production of high-value products, and continue to be improved. Products it produces in short supply in the market of "seller's market" situation. The concept of breed products most likely to occasion is when the companyinvented a new product. At this point, the enterprises most likely to lead to "marketing myopia", that is improper to focus on products rather than on the needs of the market, in marketing management lack of vision, only to see the quality of their products, and do not see the market demand is changing, with the result that troubled business.中文译文市场营销麦卡锡(E.J.Mccarthy)于1960年也对微观市场营销下了定义：市场营销是企业经营活动的职责，它将产品及劳务从生产者直接引向消费者或使用者以便满足顾客需求及实现公司利润，同时也是一种社会经济活动过程，其目的在于满足社会或人类需要，实现社会目标。
微信营销中英文对照外文翻译文献
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。
主题1.微信营销模式的诞生In recent years。
XXX。
they are still XXX face risks in the marketing process。
the associated costs increaseXXX。
XXX greater returns on sales with small XXX mode。
The main way XXX is through a nal code。
The emergence of this code has beena XXX enterprises。
both domestic and nal。
and has XXX to thedevelopment of the marketing and media XXX's increasingly competitive market。
many enterprises are using WeChat's nal code。
which offers a low-cost。
quick ork marketing mode.From a WeChat business perspective。
dealers XXX into the platform to XXX n。
industry n。
business activities。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
外文翻译原文MarketingMaterial Source：Marketing Management Author：Philip Kotler Marketing ChannelsTo reach a target market, the marketer uses three kinds of marketing channels. Communication channels deliver messages to and receive messages from target buyers. They include newspapers, magazines, radio, television, mail, telephone, billboards, posters, fliers, CDs, audiotapes, and the Internet. Beyond these, communications are conveyed by facial expressions and clothing, the look of retail stores, and many other media. Marketers are increasingly adding dialogue channels (e-mail and toll-free numbers) to counterbalance the more normal monologue channels (such as ads).The marketer uses distribution channels to display or deliver the physical product or service to the buyer or user. There are physical distribution channels and service distribution channels, which include warehouses, transportation vehicles, and various trade channels such as distributors, wholesalers, and retailers. The marketer also uses selling channels to effect transactions with potential buyers. Selling channels include not only the distributors and retailers but also the banks and insurance companies that facilitate transactions. Marketers clearly face a design problem in choosing the best mix of communication, distribution, and selling channels for their offerings.Supply ChainWhereas marketing channels connect the marketer to the target buyers, the supply chain describes a longer channel stretching from raw materials to components to final products that are carried to final buyers. For example, the supply chain for women’s purses starts with hides, tanning operations, cutting operations, manufacturing, and the marketing channels that bring products to customers. This supply chain represents a value delivery system. Each company captures only a certain percentage of the total value generated by the supply chain. When a company acquires competitors or moves upstream or downstream, its aim isto capture a higher percentage of supply chain value.CompetitionCompetition, a critical factor in marketing management, includes all of the actual and potential rival offerings and substitutes that a buyer might consider. Suppose an automobile company is planning to buy steel for its cars. The car manufacturer can buy from U.S. Steel or other U.S. or foreign integrated steel mills; can go to a minimill such as Nucor to buy steel at a cost savings; can buy aluminum for certain parts of the car to lighten the car’s weight; or can buy some engineered plastics parts instead of steel.Clearly U.S. Steel would be thinking too narrowly of competition if it thought only of other integrated steel companies. In fact, U.S. Steel is more likely to be hurt in the long run by substitute products than by its immediate steel company rivals. U.S. Steel also must consider whether to make substitute materials or stick only to those applications in which steel offers superior performance.We can broaden the picture by distinguishing four levels of competition, based on degree of product substitutability:1. Brand competition: A company sees its competitors as other companies that offer similar products and services to the same customers at similar prices. V olkswagen might see its major competitors as Toyota, Honda, and other manufacturers of medium-price automobiles, rather than Mercedes or Hyundai.2. Industry competition: A company sees its competitors as all companies that make the same product or class of products. Thus, V olkswagen would be competing against all other car manufacturers.3. Form competition: A company sees its competitors as all companies that manufacture products that supply the same service. V olkswagen would see itself competing against manufacturers of all vehicles, such as motorcycles, bicycles, and trucks.4. Generic competition: A company sees its competitors as all companies that compete for the same consumer dollars. V olkswagen would see itself competing with companies that sell major consumer durables, foreign vacations, and new homesMarketing EnvironmentCompetition represents only one force in the environment in which all marketersoperate. The overall marketing environment consists of the task environment and thebroad environment.The task environment includes the immediate actors involved in producing, distributing, and promoting the offering, including the company, suppliers, distributors, dealers, and the target customers. Material suppliers and service suppliers such as marketing research agencies, advertising agencies, Web site designers, banking and insurance companies, and transportation and telecommunications companies are included in the supplier group. Agents, brokers, manufacturer representatives, and others who facilitate finding and selling to customers are included with distributors and dealers.The broad environment consists of six components: demographic environment, economic environment, natural environment, technological environment, political-legal environment, and social-cultural environment. These environments contain forces that can have a major impact on the actors in the task environment, which is why smart marketers track environmental trends and changes closely. Company orientations toward the marketplaceMarketing management is the conscious effort to achieve desired exchange out comes with target markets. But what philosophy should guide a company’s marketing efforts? What relative weights should be given to the often conflicting interests of the organization, customers, and society?For example, one of Dexter Corpo ration’s most popular products was a profitable grade of paper used in tea bags. Unfortunately, the materials in this paper accounted for 98 percent of Dexter’s hazardous wastes. So while Dexter’s product was popular with customers, it was also detrimental to the environment. Dexter assigned an employee task force to tackle this problem. The task force succeeded, and the company increased its market share while virtually eliminating hazardous waste.Clearly, marketing activities should be carried out under a well-thought-out philosophy of efficient, effective, and socially responsible marketing. In fact, there are five competing concepts under which organizations conduct marketing activities: production concept, product concept, selling concept, marketing concept, and societal marketing concept.The Product ConceptOther businesses are guided by the product concept, which holds that consumers favor those products that offer the most quality, performance, or innovative features. Managers in these organizations focus on making superiorproducts and improving them over time, assuming that buyers can appraise quality and performance.Product-oriented companies often design their products with little or no customer input, trusting that their engineers can design exceptional products. A General Motors executive said years ago: “How can the public know what kind of car they want until they see what is available?” GM today asks customers what they value in a car and includes marketing people in the very beginning stages of design.However, the product concept can lead to marketing myopia. Railroad management thought that travelers wanted trains rather than transportation and overlooked the growing competition from airlines, buses, trucks, and automobiles. Colleges, department stores, and the post office all assume that they are offering the public the right product and wonder why their sales slip. These organizations too often are looking into a mirror when they should be looking out of the window.The Selling ConceptThe selling concept, another common business orientation, holds that consumers and businesses, if left alone, will ordinarily not buy enough of the organization’s products.The organization must, therefore, undertake an aggressive selling and promotion effort. This concept assumes that consumers must be coaxed into buying, so the company has a battery of selling and promotion tools to stimulate buying.The selling concept is practiced most aggressively with unsought goods—goods that buyers normally do not think of buying, such as insurance and funeral plots. The selling concept is also practiced in the nonprofit area by fund-raisers, college admissions offices, and political parties.Most firms practice the selling concept when they have overcapacity. Their aim is to sell what they make rather than make what the market wants. In modern industrial economies, productive capacity has been built up to a point where most markets are buyer markets (the buyers are dominant) and sellers have to scramble for customers. Prospects are bombarded with sales messages. As a result, the public often identifies marketing with hard selling and advertising. But marketing based on hard selling carries high risks. It assumes that customers who are coaxed into buying a product will like it; and if they don’t, that they won’t bad-mouth it or complain to consumer organizations and will forget their disappointment and buy it again. These are indefensible assumptions. In fact, one study showed that dissatisfied customers may bad-mouth the product to 10 or more acquaintances; bad news travels fast,something marketers that use hard selling should bear in mind.The Marketing ConceptThe marketing concept, based on central tenets crystallized in the mid-1950s, challenges the three business orientations we just discussed. The marketing concept holds that the key to achieving organizational goals consists of the company being more effective than its competitors in creating, delivering, and communicating customer value to its chosen target markets.Theodore Leavitt of Harvard drew a perceptive contrast between the selling and marketing concepts: “Selling focuses on the needs of the seller; marketing on the needs of the buyer. Selling is preoccupied with the seller’s need to convert his product into cash; marketing with the idea of satisfying the needs of the customer by means of the product and the whole cluster of things associated with creating, delivering and finally consuming it.”The marketing concept rests on four pillars: target market, customer needs, integrated marketing, and profitability. The selling concept takes an inside-out perspective. It starts with the factory, focuses on existing products, and calls for heavy selling and promoting to produce profitable sales. The marketing concept takes an outside-in perspective. It starts with a well-defined market, focuses on customer needs, coordinates activities that affect customers, and produces profits by satisfying customers.Target MarketCompanies do best when they choose their target market(s) carefully and prepare tailored marketing programs. For example, when cosmetics giant Estes Lauder recognized the increased buying power of minority groups, its Prescriptive subsidiary launched an “All Skins” line offering 115 foundation shades for different skin tones. Prescriptive credits All Skins for a 45 percent sales increase since this product line was launched.Customer NeedsA company can carefully define its target market yet fail to correctly understand the customers’ needs. Clearly, unde rstanding customer needs and wants is not always simple. Some customers have needs of which they are not fully conscious; some cannot articulate these needs or use words that require some interpretation. We can distinguish among five types of needs: (1) stated needs, (2) real needs, (3) unstated needs,(4) delight needs, and (5) secret needs.Responding only to the stated need may shortchange the customer. Forexample, if a customer enters a hardware store and asks for a sealant to seal glass window panes, she is stating a solution, not a need. If the salesperson suggests that tape would provide a better solution, the customer may appreciate that the salesperson met her need and not her stated solution.A distinction needs to be drawn between responsive marketing, anticipative marketing, and creative marketing. A responsive marketer finds a stated need and fills it, while an anticipative marketer looks ahead to the needs that customers may have in the near future. In contrast, a creative marketer discovers and produces solutions that customers did not ask for, but to which they enthusiastically respond. Sony exemplifies a creative marketer because it has introduced many successful new products that customers never asked for or even thought were possible: Walkmans, VCRs, and so on. Sony goes beyond customer-led marketing: It is a market-driving firm, not just a market-driven firm. Akio Morita, its founder, proclaimed that he doesn’t serve markets; he creates markets.译文标题：营销资料来源：营销管理作者：菲利普·科特勒销售渠道为了得到一个目标市场，营销人员通常使用三种营销渠道。