完整英文论文翻译

原文：
Marketing in Research and Development
The Role of the "Innovation Navigator"
Marketing in the Management of
Research Institutions and Enterprises
Involved in Research
Dr. Marcus Lemmens
Lemmens Consulting-linking industry and science, Bonn-Berlin-London
Background
Over the last ten years,research and development(R&D) has increasingly become a focal point of public awareness. Companies investing in this sector can reckon with a secure future. Therefore, this also benefits the supply systems in society as well as the government institutions .There have been positive developments in the attitude of citizens towards scientific progress and the issue of innovation in general .Thanks to the presentation of measurable results, publicised and public opinion has increasingly approved of investments in teaching, research and development. Here, pharmaceutical research based on biotechnology has contributed a number of examples .And new opportunities, for instance in environmental protection, medicine and industrial safety have promoted sympathy with more funds for R&D also being contributed from public sources.
Financial competition
Against this background, public funding of research,teaching and development is being re-oriented in terms of its structure. What used to be mainly across-the-board basic funding of institutions is now shifting towards
allocations via a basic budget and supplementary funding via priority areas or individual research projects. This is becoming apparent in higher education institutions, institutes and extra-university research institutions having to compete for these public funds. Usually, it is particularly such priority or project funding that offers attractive amounts of money that may exceed basic funding or can at least be applied more flexibly. In order to compete successfully for funds, institutions have to establish modem science or research management concepts. And R&D marketing assumes a crucial role in this management process.
Enterprises engaging in research
Companies involved in research are also facing new challenges. To optimise costs and resources, they are increasingly seeking co-operation with research institutions and groups of companies. This is aimed at ensuring that individual companies embarking on research activities, running a lower risk. The goal here is to dispose of sufficient qualified knowledge for innovation in the future.(Definition: Innovation is a successful transfer of discoveries to successful sales.) This also applies to any type of innovation strategy being pursued(cumulative innovation=continuous development of knowledge and innovation and radical innovation=combination of cutting-edge technologies and services, North,2000). Should the need arise, R&D marketing has to set individual priorities depending on the strategy opted for. What is certain is that marketing also constitutes a prerequisite for the success of enterprises engaged in research.
The role of marketing
In R&D, marketing encompasses more than the traditional fields of activity. This is why it is especially important that marketing should gain approval within the R&D institutions and companies .For under favourable conditions, marketing can assume the role of an"innovation navigator"(Abresch, 2000) both
in public-funded and private research and development.Provided that this is possible, marketing conducted by a research institution or a company involved in research already combines the following phases at a very early stage: market analysis
demand assessment
development of ideas
development of strategy
research
product or service development
environmental and trend analyses
Marketing feeds the insights gained from the market into the R&D process. In his way,marketing prevents cost-intensive knowledge being established in Application-oriented R&D from which no innovation is to be expected. So marketing attempts to ensure that demand plays the key role for the R&D company or institute(demand requirements take priority). In contrast,researchers tend to attribute the key role to technology (technological advancement takes priority) (Gerybadze, 2000).
Marketing is understood as a steering of the(research) institute or company by the market .And additionally, marketing crucially influences R&D. This means that target markets and groups are defined. Requirements can be deduced from this context, and the R&D process can constantly be measured against the compass needle of the market. If this proves successful,marketing is able to fulfil its role as an "innovation navigator".
Marketing concept
Science as such as well as R&D in general is always conducted in the context of religious and philosophical values, and therefore against the background of the society in which research is being conducted (Kashiwagi,2000).And since R&D is embedded in a process of increasing internationalisation, a modem marketing concept ought to consider the intercultural differences of R&D
values in addition to the navigation tasks for product innovation, process innovation and social innovation .Here, the author would propose a sub-project in the framework of the workshop aimed at developing an R&D marketing concept taking inter-cultural aspects (Western and Eastern or oriental value orientations) into account.
译文：
营销调查研究和发展扮演创新导航者的角色
——营销在科研机构和企业管理中的调查研究工作
Marcus Lemmens 博士
Lemmens咨询联系工业和科学，波恩一柏林一伦敦
背景
在过去的十年，调查研究与发展（R＆D）的问题日益成为公众意识的焦点。

公司在这一领域的投资可以对付有保障的未来。

因此，这也有益于这些社会供给系统以及政府制度。

一般而言民众向科学靠拢的态度和全面的改革的争论会带来积极的发展。

感谢在教学、调查研究和发展中的重大成果展示和宣传及越来越多被公众意见认可的投入。

在这里,基于生物医药技术调查研究有了一些作出了贡献的实例。

还有新的机遇，比如环保，医药和工业安全，在用于研发的更多资金中，也是来自公共部门的贡献中增进共鸣。

金融的竞争
在此背景下，调查研究，教学和发展的公共资金正在其结构上为全新导向。

曾经被认为全面的资助机构的基本经费主要是通过现在对分配的转移，并通过一个基本的预算优先领域或个别调查研究项目的补充资金。

这是在高等教育中越来越明显的，调查研究机构、科研院所及特殊大学调查研究机构不得不竞争这些公用经费。

通常情况下，特别是优先级或项目的资金，提供有吸引力的资金数额可能超过基本资金或至少可以更灵活地运用的。

为了成功对资金争夺，机构必须建立现代科学或调查研究的管理理念。

而研发营销承担了这一管理过程中的关键作用。

企业从事调查研究
参与调查研究的公司也面临着新的挑战。

要优化成本和资源，它们越来越多地寻求与调查研究机构和公司集团的合作。

这是旨在确保个别公司着手调查研究活动、运行风险相对较低。

这里的目标是处理在未来足够合格的创新知识。

（定义:创新是一个
成功的销售发现是成功的转换。

）这也适用于所追求的任何类型的创新战略（累积创新=持续发展的知识和创新和重大创新相结合的先进技术和=服务，北,2000年）。

如有需要，研发营销不得不设置取决于个人的选择优先策略。

可以肯定的是，营销也构成了企业成功从事调查研究的前提。

营销的作用
在产品的研发，市场营销里包含的不仅仅是更多传统领域的活动。

这就是为什么它是特别重要，营销应该获得研发机构和公司范围内的批准。

为了在有利条件下，营销可以以“创新领航者“的角色（Abresch，2000年）接受一起的财政支持和私人的调查研究和发展。

只要这是可能的，市场营销调查研究机构或参与调查研究相结合的公司已经处于非常初级阶段按以下几个步骤进行：
市场分析
需求评估
发展思路
发展战略
调查研究
产品或服务开发
环境和趋势分析
营销助长了从市场中获得感悟的研发过程。

用他的方式以营销防止这种建立在没有任何创新应用型研的成本密集型知识体系是可以期待的。

因此，营销在试图确保市场需求对研发公司或机构（需求方面要求优先权）的有关键性作用。

与此相反，研相反,研究人员认为科技进步对技术起到关键作用（科技进步将优先）（Gerybadze，2000年）。

营销是理解为（研究）机构或公司由市场为导向的。

和另外，市场营销至关重要的影响性研发。

这意味着，定性目标市场和群体。

可以推导出要求，从这一背景下，不断地研发过程是可以衡量市场的指南针。

如果这证明是成功的，营销是能够履行其作为“创新导航者“的作用。

营销理念
科学就像这样和研发一样总是处于宗教背景和哲学价值里，因此对社会背景的研
究正在进行中（Kashiwagi，2000）。

而且由于研发是深入到日益国际化的一个过程的，一个现代市场营销观念应该考虑除了产品创新，工艺创新和社会创新的研发价值导航任务有调解跨文化差异的。

在这里，作者也会提出一个子项目框架，旨在将发展中国家的营销理念考虑到跨文化（西方与东方或东方的价值取向）研发营销理念中去。

文章来自
中外科技信息 , Science & Technology International, 2001年 11期。