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。
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companies can provide personalized content。
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WeChat marketing。
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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). 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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,。
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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。