创新营销策略 Creative strategy S
企业创新的关键要素和最佳实践案例分析
企业创新的关键要素和最佳实践案例分析1. 引言1.1 概述:企业创新是一个不可或缺的因素，促使组织在竞争激烈的市场中保持活力和竞争优势。
随着全球化和技术进步的推动，企业必须不断探索新的创新方法和策略来满足不断变化的消费者需求，并与竞争对手保持差异化。
本文将探讨企业创新的关键要素和最佳实践案例，帮助读者了解如何在不同领域中推动创新并取得成功。
1.2 文章结构:本文分为五个主要部分。
首先，在引言部分将给出对企业创新重要性的概述以及文章结构。
其次，将详细介绍企业创新的关键要素：领导力及管理支持、创新文化与氛围以及资源投入和支持。
接下来，将以两个最佳实践案例分析展示成功的企业创新经验。
每个案例都会突出一个特定领域的成功策略，例如市场营销、产品研发、设计或跨界合作。
最后，在结论与展望部分总结关键要素与成功因素，并展望未来发展趋势和挑战，提供对企业创新的启示和建议。
1.3 目的:本文的目标是帮助读者理解企业创新的关键要素，并通过最佳实践案例分析激发读者思考如何在自己的组织中应用有效的创新策略。
通过详细研究成功案例，读者将能够获得洞察力，了解在不同环境中取得成功的方法，并获取对未来企业创新发展趋势和挑战的认识。
希望本文能为读者提供有关企业创新的重要知识，并鼓励他们在自己的职业生涯或组织中积极推动创新变革。
2. 企业创新的关键要素2.1 领导力及管理支持企业创新成功与否往往取决于领导层的支持和积极参与。
领导者需要具备开放的思维方式，并有能力激发和推动团队成员产生创新想法。
他们应该给予员工充分的自主权和鼓励，建立一种创新至上的文化。
在此基础上，领导者还需要提供资源支持、扩大研发投入，并确保公司整体战略与创新目标相一致。
2.2 创新文化与氛围建立一种积极、开放、尊重和包容的创新文化是企业成功进行创新的关键要素。
这样的文化应该鼓励员工敢于冒险尝试并接受失败，同时也需要一定程度上奖励和认可那些有价值的创新成果。
此外，为了培养创新文化，公司还可以组织各种形式的培训、活动以及设立奖励机制，以使员工从中获得乐趣并产生更多创意。
营销英语知识点归纳总结
营销英语知识点归纳总结营销英语是指在商务领域中用于进行市场营销活动的专业用语。
随着全球化进程的加速，营销英语在企业营销领域中扮演着越来越重要的角色。
本文将围绕营销英语的基本概念、常用词汇和短语、销售技巧等知识点进行归纳总结。
一、营销英语的基本概念1. 营销：Marketing营销是指企业通过市场调研、产品定位、价格策略、广告宣传等手段，满足顾客需求，实现产品销售的过程。
2. 市场营销：Market marketing市场营销是指企业通过对目标市场的分析和研究，制定相应的营销策略，以满足顾客需求、提高市场份额和实现盈利的活动。
3. 目标市场：Target market目标市场是指企业针对特定的人群或群体，通过市场分析和定位，对其进行产品推广和销售的市场。
4. 市场调研：Market research市场调研是指企业通过对市场环境、消费者需求、竞争对手和产品定位等方面的调查和分析，为制定有效的营销策略提供依据。
5. 产品定位：Product positioning产品定位是指企业根据产品特点和目标市场需求，确定产品在市场中的定位和差异化特色，以便更好地满足顾客需求。
6. 市场份额：Market share市场份额是指企业在目标市场中的销售额占比，通常用百分比来表示。
7. 广告宣传：Advertising and promotion广告宣传是指企业通过各种媒体途径，对产品进行宣传推广，以提高产品的知名度和销售量。
二、营销英语常用词汇和短语1. 促销：Promotion2. 销售额：Sales revenue3. 客户满意度：Customer satisfaction4. 市场份额：Market share5. 成本效益分析：Cost-benefit analysis6. 品牌形象：Brand image7. 目标市场：Target market8. 市场定位：Market positioning9. 定价策略：Pricing strategy10. 市场调研：Market research11. 营销策略：Marketing strategy12. 客户关系管理：Customer relationship management13. 产品推广：Product promotion14. 市场竞争分析：Market competition analysis15. 渠道管理：Channel management16. 供应链管理：Supply chain management17. 市场营销计划：Marketing plan18. 产品包装设计：Product packaging design19. 品牌定位：Brand positioning20. 品牌推广：Brand promotion三、营销英语中的销售技巧1. 善于倾听客户需求：Listen to customer needs营销人员在与客户接触时，要善于倾听客户的需求和意见，了解他们的真实诉求，从而更好地针对其需求进行产品推广和销售。
广告词汇中英文对照
广告术语中英文对照aaa（美国广告院校协会) american academy of advertisingaaaa, 4a’s (美国广告代理商协会） american association ofadvertising agencies abc (广告发行量稽查会) audit bureau ofcirculationsama （美国市场营销协会) american marketing associationaio (行为、兴趣、观点数据库) activity, interesting， opinioniaa (国际广告协会)international advertising association pop广告point of purchasesswot分析、优劣势分析 strength， weakness， opportunity， threat 案头研究 desk research版权 copyright包装 package保存率keeping rate报价 quotation， cost estimate备忘录memo边际效用 marginal utility标题 headline标志 logo， mark草稿 rough草图 sketch插图 illustration差异性（策略) differentiation蒙太奇montage免费赠品 give away命名 naming模仿 copy模型 model， pattern目标对象target audience尼尔逊电视调查报告nielsen television index 频率frequency品牌 brand品牌策略 brand strategy 品牌个性（人格化）brand personality 品牌购买趋势brand momentum 品牌管家 brand steward品牌经理 brand manager 品牌联想 brand linkage品牌识别 brand identity 产品核心概念product concept产品名称测试name test产品效用 benefit产品形象 product image产品原型 product prototype产品原型测试prototype test产品周期 product life-cycle产品属性 product attribute陈列 display冲击力impact出口广告 export advertising创意 creative创意草图 idea sketch创意策略 creative strategy创意概念 creative concept创意提案 creative presentation 创意总监 creative director (cd) 从众 follow促销活动 promotion打样 color proof打字照排 typesetting代理商agent导演 director到达率reach到达频率 frequency第一知名度 top of mind （tom）点子 idea电话调查 telephone interview电视媒体 tv media调查员interviewer定量研究 quantitative research 定位 positioning定性研究 quality research动画 animation动机 motivation， motion动机分析 motivation analysis动机强度 motivation intension独家赞助 sponsored event独特销售理论unique selling proposition （usp) 发行量circulation 菲林，胶片 film分类广告 classified advertising分散式媒体组合assorted media mix分色 color separation分销 distribution风险知觉 perceived risk服务质量 serve quality负片 negative覆盖率coverage概念 concept概念测试 concept test感觉 sense个人收视率 personal audience rating 个性，性格 personality工作进度报告公共关系 public relations购买 purchase， buy购买后分析 post-buy—analysis购买环境 shopping environment购买决策 purchase decision购买决定因子购买率purchase rate购买模型 purchase model购买频率 purchase frequency购买者buyer购买周期 purchase period购买准备 purchase preparation关键词keyword观察法observe method广播电视网 network广播媒体 broadcast mediastatus report purchase decision factor广告 advertising （ad）广告标语 advertising slogan广告测试 advertising test广告策略 advertising strategy广告创意 advertising creative广告创作人员creator广告对象 advertising target广告概念 advertising concept广告稿效果调查 copy test广告代理商,广告公司广告管理 advertising management 广告计划 advertising plan广告监测 advertising monitor， advertising track 广告精读率attentive readership score 广告客户 client广告目标 advertising goal广告目的 advertising objective 广告牌 billboard广告认知效果advertising recognition effect 广告时代 advertising age （ad age）广告诉求 advertising appeal广告文案 advertising copy广告效果advertising effect， advertising impact 广告效果监测advertising impact track广告音乐 jingle广告占有率 share of voice广告招贴 poster广告作品 advertisement国际广告媒体international mediaadvertising agency篇二：主要广告术语中英对照aadvertising广告广告活动ads 广告物account executive 客户主管account 客户项目account planning 客户策划account services 客户部account service 客户服务art director美术指导advertising campaign 广告活动advertising agency 广告代理商4a （ american association of advertising agencies) 美国广告代理商协会above-the-line advertising 线上广告.广告代理商能从媒介获得代理费的广告regulatory matters广告规章和法规agency profit management利润管理advertising department 广告部airport advertising 机场广告appeal 诉求area sampling 区域抽样audience 受众。
4A广告公司中常用英语词汇
4A广告公司中常用英语词汇在4A广告公司中，有许多常用的英语词汇被广告人士频繁使用。
这些术语和短语被用来描述广告相关的活动、策略和过程。
在以下文章中，我们将介绍一些常见的英语词汇，这些词汇在4A广告公司中被广泛使用。
1. Creative（创意）: 这个术语指的是广告公司所提供的创造性、独特且有吸引力的广告理念和设计。
创意是广告活动的核心，能够产生积极的影响和效果。
2. Campaign（广告活动）: 广告活动是指公司为了达到特定目标而策划、设计和执行的一系列广告相关措施。
广告活动通常包括一系列的广告媒体和渠道，如电视广告、平面广告、户外广告等。
3. Target audience（目标受众）: 目标受众是指广告活动中所针对的特定群体或客户。
在广告策划过程中，了解目标受众的兴趣、需求和行为是至关重要的。
4. Brand positioning（品牌定位）: 品牌定位是指广告活动中所采用的一种策略，以便建立和维护品牌在目标受众中的独特地位。
品牌定位可以通过强调品牌的核心价值观、优势和不同之处来实现。
5. Marketing strategy（营销策略）: 营销策略是广告公司为了推动产品或服务销售而采取的一系列措施。
这些措施包括市场调研、市场定位、产品定价、渠道选择、推销和宣传等。
6. Media planning（媒体策划）: 媒体策划是广告公司中一个重要的职能，负责确定广告活动的最佳媒体和广告渠道。
媒体策划师分析目标受众、市场趋势和媒体数据，以帮助客户选择最有效和最具成本效益的媒体渠道。
7. ROI（Return on Investment）: 资本回报率是衡量广告活动成功的指标之一。
ROI指的是广告投资带来的回报与投入成本之间的比率。
广告公司会根据ROI来评估广告活动的有效性和效果。
8. KPI（Key Performance Indicators）: 关键绩效指标是广告公司用来衡量广告活动效果的重要指标。
中国新技术企业在产品开发绩效营销策略创新的权变价值(英文中文对照翻译)
The contingent value of marketing strategy innovativeness for product development performance in Chinese new technology venturesAbstractThis study extends research on entrepreneurial behavior by investigating the relationship between the marketing strategy innovativeness (MSI)and new product performance in technology-based new ventures in China. Specifically, premised on contingent resource-based view we argue thatMSI is a firm capability that must be bundled with external managerial relationships and be deployed in the appropriate environment to ensure itssuccess. We found that the team's extra industry relationships and market dynamism enhanced the impact of MSI on new product performance. Incontrast, top management team's intraindustry relationships, financial relationships, and technology dynamism hindered the impact of MSI on newproduct performance.1. IntroductionThe vast majority of research on organizational innovationadopts a resource-based perspective that predicts positive returnsto organizational resources and capabilities. This work has beenrestricted, however, to the narrow context of product innovation.Although product innovation enhances firm performance onlywhen it is successfully commercialized, prior research tends topay little attention to accompanying marketing innovations(Shervani & Zerrillo, 1997). The current study concerns aneglected, yet potentially positive entrepreneurial strategicactivity —marketing strategy innovativeness (MSI) —whichrefers to the degree to which the marketing strategy whichaccompanies a new product differs from competing strategies andconventional practices (Andrews & Smith, 1996; Hambrick, Cho,& Chen, 1996; Menon, Bharadwaj, Adidam, & Edisonet, 1999;Sethi et al., 2001). Examples of MSI practices include the use ofnew packaging, new distribution methods and channels, new advertising media and content, ingenious pricing and paymentmethods. MSI ensures the new product enjoys a uniquecompetitive position because it is radical, departs from the statusquo, is proactive, unconventional and unpredictable (Andrews &Smith 1996; Hambrick et al., 1996; Menon et al., 1999). Thus,MSI is likely to strengthen the position of the new product in themarketplace above and beyond the value conveyed by its physicalcharacteristics (Andrews & Smith, 1996).MSI is classed as capability because it is the outcome of afirm's specialized knowledge, unique understanding of theenvironment and idiosyncratic processes (Eisenhardt & Martin,2000). As Verona (1999: 139) posits, the ability to creatively andimaginatively make strategic decisions regarding a product'sdevelopment and its marketing are rent-generating routines thatenhance performance. MSI may enhance product developmentperformance by creating uncertainties for competitors throughvariation in the bases of competition (Eisenhardt & Tabrizi,1995). Capturing the contribution of MSI at the product develop-ment level is also consistent with the idea that resources'contribution to performance should be investigated by disaggregating firm performance into processes which are less distalfrom the focal resources (Ray, Barney, & Muhanna, 2004).However, Eisenhardt and Martin (2000: 1110) suggest thatdespite their value, capabilities aresubstitutable because there aremultiple paths through which firms can acquire the same dynamiccapabilities independent of other firms. Hence, capabilities maybe necessary, but not sufficient, sources of sustained competitiveadvantage. This implies that a focal capability needs to be madeinimitable through combination with other organizational skillsand capabilities and deployment in the appropriate environment(Eisenhardt & Martin, 2000). As Barney (1991) argues, eventhough a firm's capability may be valuable, rare and inimitable, itsability to provide sustainable competitive advantage often lies inits configuration with complementary internal and externalresources. Teece, Pisano, and Shuen (1997: 515) also argue thatperformance outcomes of a firm's capability depend on its ma-nagement ability to deploy the capability in an appropriateenvironment. Finally, Porter (1991: 108) warns against internalfocus on resources because the competitive value of resources canbe enhanced or eliminated by changes in technology, competitorbehavior or buyer needs.Drawing on this contingent resource-based view of the firm,we advance and test the idea that, particularly in new ventures inan emerging economic environment, the impact of MSI on newproduct performance is conditional upon its top managementteam's external relationships and environmental conditions.New ventures tend to have higher failure rates than establishedfirms. Stinchcombe (1965) provided several reasons for thisliability of newness. They have limited resources, lack of infor-mation processing structures, and stable links with clients,supporters and customers. Given their liabilities of newness,new ventures need to be creative and learn new roles and tasksand this may conflict with constraints on their resources.Moreover, as a form of first-moving, MSI is inherently risky(Ketchen, Snow, & Hoover, 2004). First, it takes time andresources (i.e., increased salesforce efforts) to educate customersto the new marketing strategy features; further, MSI can exposenew ventures to strong and unpredicted reactions by incumbents; lastly, MSI can be imitated by competitors, who cancapitalize on the early errors made by the new venture. Thesecontrasting arguments reinforce the need to understand underwhich circumstances (i.e., on which internal and externalcontingencies) MSI will contribute to new product performance.In contrast to developed market economies, the complexityand dynamism of the transitional environment in China meansthat firms must confront the challenges of new (oftendysfunctional) competition and also collapsing capabilities (Li& Atuahene-Gima, 2001, 2002). Thus, scholars suggest thatsuccess in China market requires significant explorationinvolving experimentation and innovation (Luo, 2002; Luo &Park, 2001, p. 145). We contend that to sustain the viability oftheir innovative marketing strategies in China, new venturemanagers may need to leverage their external relationships.Research suggests that external relationships are particularlyimportant sources of valuable resources and information thatcan augment firm performance in transitional economies likeChina (Park & Luo, 2001; Peng & Luo, 2000). Because of theirliabilities of newness, we posit that a venture's top managementteam's external social capital (i.e., the ability to mobilizefinancial resources, information and support through externalrelationships with managers inside and outside the industry, andwith officials of government and financial institutions) maydetermine the degree of success of MSI. In support of this idea,Lee, Lee, and Pennings (2001) found that external relationshipswith venture capitalists and universities enhanced the perfor-mance effects of the entrepreneurial orientation and technologycapabilities of new ventures, respectively. Further, consideringthat the value of afirm's capabilities and resources is contextspecific (Eisenhradt & Martin, 2000; Porter, 1991; Teece et al.,1997), we propose that technology and market uncertainty willplay an important role in the effectiveness of MSI.This study contributes to the literature in three importantareas. First it contributes to the abovementioned debate on theinherent value of MSI and its relationship with performance.For example, prior research has assumed a positive relationshipbetween MSI and new product performance (Andrews & Smith,1996). However, such an assumption tends to ignore thetransaction costs associated with MSI and, more generally,overlooks the potential problems associated with the deviationfrom industry practices. Hence, determining when MSI willincrease new product performance offers a direct test of thecontingency view of internal firm capabilities espoused inresource-based theory (Barney, 1991; Teece et al., 1997).Second, despite recent theoretical developments (Blyler & Coff,2003), few empirical studies model the firm's social capital as apotential complement of internal capabilities; this study extendsour understanding by for the first time examining managerialrelationships both inside and outside the industry, as called forby Peng and Luo (2000). Finally, this study extends and lendssupport to recent work that integrates resource-based and socialcapital theories as an explanation for new venture performancein the Chinese context (Lee et al., 2001).2.Conceptual model and hypotheses2.1. Resource-based theory and MSI in technology-based newventures in ChinaAccording to the resource-based theory, performance differ-ences across firms are the result of variance in their resources and capabilities that are rare, valuableandinimitable(Barney,1991).This theory implies that to outwit competitors, new ventures needtodevelop distinct and innovative strategies and processes.Ensley, Pearson, and Amasone(2002:367) contend that, becauseof their liability of newness, “the task of the new venture TMT[top management team] is largely one of creativity and learning,where the ability to produce novel and integrated solutions is animportant attribute” for high performance. New ventures are at acompetitive disadvantage against large and established firms intheir traditional domains because of lack of resources, immatureorganizational processes and limited operational experience (Leeet al., 2001: 617). Hence, reliance on traditional products,marketing methods, and organizational processes is bound to leadto failure.The survival of new ventures depends largely on the intro-duction of new and differentiated products, processes andmarketing innovations. Such innovations may be rare andvaluable capabilities because the knowledge needed to developand successfully implement them involves socially complexlearning and relational skills in strategy making that are uniqueto the firm (Eisenhradt & Martin, 2000). For example, MSIinvolves the interaction of a group of individuals with differentexpertise and sources of knowledge, the use of integrativeprocedures to coordinate and combine their skills, knowledgeand abilities, and idiosyncratic reward, training and controlsystems. In addition, such a process involves firm's initiativesbased on managerial discretion formed on the basis ofunderstanding of the environment. Decision-makers attend tothe environment, interpret the conditions and assign meaning tothe actions they take in idiosyncratic ways (Verona, 1999).Furthermore, MSI is path dependent. It results from theidiosyncratic culture,experience,and history of the firm andfrom functional,educational,and tenure backgrounds of thedecision-makers(Andrews&Smith,1996;Hambrick et al.,1996).The availability of a group of executives with therequisite characteristics to develop innovative strategic actionsishighly constrained:it can neither be easily developed withinthe firm nor acquired from outside(Eisenhardt&Martin,2000).Following these arguments,the central premise of this study isthat MSI is a key capability of a new venture.New ventures must develop innovative strategies but thepossession of an innovative strategy does not assure commercialsuccess of a product.Rather,consistent with the contingentresource-based view of the firm,the productive capacity of MSIis determined by its congruency with other organizationalcapabilities and the environmental conditions.In particular,effective implementation of MSI and its effects on performancecannot be assumed by new ventures in a transitional economy,such as China.Market reforms in China have led to the entry ofa great number of foreign firms increasing the competitivepressures for local firms.This has led to increased control ofmarketing resources,such as outdoor advertising space,byforeign firms and increased marketing costs(EIU,2002).Also,Chinese consumers tend to perceive that foreign brands are ofhigher quality,reliability,and are more sophisticated thanlocally produced products(Li and Atuahene-Gima,2002).Further,given the transitional nature of the economy,the Chinese government plays an important role in regulating firms'marketing activities.For example,the pricing,packaging,distribution,and advertising of products are increasingly beingcontrolled by central and local governments with the objectiveof preventing activities or messages that contradict or divulgestate policies and secrets or may be harmful to the dignity of theChinese(People's Daily,2002);though public regulations onmarketing strategydomains(e.g.,packaging,advertising)existin developed market economies as well,the degree of controlput forth by Chinese authorities is tighter and highlydiscretional and therefore represents an additional constraintto the implementation of innovative marketing strategies in theChinese context.We believe that although these environmental conditionsmake it imperative for new ventures to develop innovativestrategies,they nevertheless pose significant obstacles in theimplementation phase.Chinese new ventures also facesignificant external obstacles in obtaining the resources thatmay be required to implement an innovative strategy.China'stransitional economy is characterized by weak capital marketstructures,institutional instability and lack of coherent businesslaws.In comparison with well-established firms,new ventureshave less legitimacy in terms of relationships with suppliers,customers,and government institutions.Under these circum-stances,new ventures have greater external difficulties inraising resources,licenses and approvals for their activities(Li&Atuahene-Gima,2001),and face increased uncertainty andcosts in consummating market exchanges(Xin&Pearce,1996).Following the contingent resource-based view,we argue that toharness the advantages of MSI,Chinese new ventures mustovercome these obstacles by relying on the external relation-ships of their top management(Lee et al.,2001)and bydeploying their resources in an appropriate technology andmarket environment(Teece et al.,1997).2.2.Moderating role of top management team externalrelationshipsExternal relationships are capabilities that are difficult toduplicate by competitors because they are socially complex.Hence,they constitute effective sources of information andresources for new ventures that augment their meager resourcesin implementing strategic innovations(Lee et al.,2001).Thus,external relationships contribute to the effectiveness oforganizational action by reducing transaction costs within andbetween firms,notably information search anddecision-makingcosts.The idea that external relationships may provide valuablesources of information and influence for organizations has beenparticularly important in work on transitional economies such asChina.Researchers have argued that guanxi relations in Chinaprovide vital sources of information and influence that can beused to promote company performance(Park&Luo,2001;Peng&Luo,2000).Pervasive uncertainties and high levels ofrisk associated with businesses in transitional economies can bebuffered by external relationships that can provide access totechnical and managerial expertise that may not readily beavailable through labor markets.Moderating roles of this type are commonly performed by impersonal agents in more highlydeveloped markets;however,transitional economies typicallylack the necessary social and institutional infrastructure for thattype of exchange and companies must rely on informal channels(Li&Atuahene-Gima,2001).Park and Luo(2001)found thatChinese firms pursuing creative strategies sought moreresources from external sources to mitigate the costs and risksassociated with such strategies.This research suggests amoderating role for such relationships in the use of innovativestrategies.Prior research suggests two main types of external relation-ships:(1)those with managers of other firms,and(2)those withofficials of government and financial institutions(Peng&Luo,2000).Relations with managers can be further categorized intotwo:relationships with managers outside the firm's industry(extraindustry relationships)and those with managers within thesame industry(intraindustry relationships)(Geletkanycz&Hambrick,1997).Our focus on these external relationships isnot to deny the importance of other specific managerial rela-tionships such as those with customers and employees.Rather,our focus responds to Peng and Luo's(2000:498)call for theneed to probe deeper into types of managerial relationships inChina and also recognizes the critical importance of governmentand financial relationships for new ventures in China(Park&Luo,2001;Peng&Luo,2000).2.3.Intra and extraindustry relationshipsExtraindustry relationships refer to the degree to which thetop management team has built connections with managers offirms outside its own industry,defined as the high-technologyindustry in which the new venture operates.Intraindustryrelationships refer to the degree to which the top managementteam has built connections with executives of other firmsoperating within the same industry as its own firm.The recentcontribution by Blyler and Coff(2003)has strongly advocatedthe central role of social capital in enabling dynamiccapabilities.However,different aspects of managers'connections to social networks may have opposite effects on thecontent of strategy formulation.Geletkancyz and Hambrick(1997)argued that while intraindustry relationships promoteconformity to industry norms and recipes,extraindustryrelationships provide a broader range of information andevoke strategies that deviate from prevailing practices.Theirresearch highlights an important connection between inter-firmrelationships and internal processes of information acquisitionand learning in strategic decision-making.Extraindustry relationships serve as conduits for newinformation and insights into the environment.Becausemanagers outside the focal new venture's industry operate indifferent competitive and resource environments they possessdifferent experiences and mental models,and have access tonew ideas about different strategies.These relationships informthe managers of the focal venture about potential new strategies,and allow greater speed,flexibility and efficiency in strategyimplementation.Hence,extraindustry relationships are likely toreduce the high cost and potential errors associated with the collection and use of new information in animmature socialinteraction context of a new venture.By eliminating thesetransaction costs,extraindustry relationships increase the typesof new information and insights such that top managers are ableto spot implementation problems in MSI they otherwise wouldhave missed.Intraindustry relationships,in contrast,help firms to acquiredeeper knowledge and understanding of the competitors'strategies.While knowledge of competitors may encouragenew ideas,such knowledge may actually harm the implementation of an innovative strategy in marketing.The logic isthat managers in the same industry are exposed to familiaropportunities and threats,and routines with which to handlethem.Hence,the top management team of the focal new ventureis less likely to discover novel insights and ideas for implementing an innovative strategy in marketing.Intraindustryrelationships provide mental models that are a misfit with thefocal venture's MSI and therefore may jeopardize its effectiveimplementation.H1a.When extraindustry relationships are high,MSI has apositive effect on new product performance.H1b.When intraindustry relationships are high,MSI has anegative effect on new product performance.中国新技术企业在产品开发绩效营销策略创新上的权变价值摘要本研究基于对中国营销策略创新之间的关系对创业行为研究（MSI）与新产品绩效技术为基础的新风险的研究。
现代广告业的专业词汇
现代广告业的专业词汇广告作为现代商业社会的重要组成部分，涉及到各种不同的专业领域和概念。
为了更好地理解和交流广告相关的知识，掌握专业术语是必不可少的。
本文将介绍现代广告业常见的一些专业词汇。
1. 宣传推广（Promotion）宣传推广是广告的核心目标之一，旨在借助各种媒体和传播渠道，向目标受众传递产品或品牌的信息，引起他们的兴趣和购买欲望。
2. 品牌形象（Brand Image）品牌形象指的是消费者对某个品牌的整体印象和观感。
良好的品牌形象能够增加消费者的忠诚度和品牌认同感，提升市场竞争力。
3. 目标受众（Target Audience）目标受众是广告活动的主要关注对象，是广告策划和内容制作的重要依据。
准确确定目标受众，有助于提高广告投放的效果和精准度。
4. 媒体选择（Media Selection）媒体选择是广告投放过程中的关键步骤，指的是根据广告的目标和受众特征，选择合适的媒体平台和渠道进行广告投放，以最大程度地覆盖目标受众。
5. 广告代理商（Advertising Agency）广告代理商是专门从事广告服务的机构，代表广告主与媒体、制作公司等进行业务合作和沟通。
他们负责广告策划、创意制作、媒体采购等工作。
6. 创意设计（Creative Design）创意设计是指在广告制作过程中的创作和构思环节，旨在通过独特的设计元素和创意表达方式，吸引目标受众的注意力和情感共鸣，提升广告效果。
7. 品牌推广（Brand Promotion）品牌推广是广告活动中的一种常见形式，通过不同的宣传手段和渠道，提升品牌的知名度和美誉度，扩大市场份额，促进产品销售。
8. 市场调研（Market Research）市场调研是广告策划过程中的重要环节，旨在通过数据收集和分析，了解目标受众的需求和购买行为，预测市场发展趋势，为广告活动提供决策支持。
9. ROI（Return on Investment）ROI是广告效果评估的重要指标之一，用于衡量广告投资带来的回报率。
创意营销策略英文作文高中
创意营销策略英文作文高中Title: Innovative Marketing Strategies。
In today's dynamic business landscape, innovative marketing strategies play a pivotal role in the success of any company. With the ever-evolving consumer preferences and the rise of digital technologies, businesses need to continuously adapt and innovate to stay ahead of the competition. In this essay, we will explore some effective innovative marketing strategies that can be employed by companies to enhance their brand visibility, attract new customers, and foster customer loyalty.Firstly, leveraging social media platforms is crucial for modern marketing success. With the widespread usage of social media among people of all demographics, platforms like Facebook, Instagram, Twitter, and LinkedIn provide excellent opportunities for companies to engage with their target audience directly. Through creative content such as engaging posts, videos, and interactive campaigns,businesses can effectively communicate their brand message and build meaningful relationships with customers. Additionally, utilizing social media advertising tools allows companies to target specific demographics, interests, and behaviors, maximizing the reach and impact of their marketing efforts.Another innovative marketing strategy is the implementation of influencer marketing. Influencers, whoare individuals with a large and engaged following onsocial media, have become powerful endorsers for brands. Collaborating with influencers relevant to their industry enables companies to reach a wider audience and establish credibility through authentic recommendations. Bypartnering with influencers who resonate with their target market, businesses can create genuine connections with consumers and drive brand awareness, ultimately leading to increased sales and brand loyalty.Furthermore, experiential marketing has emerged as a highly effective strategy for creating memorable brand experiences and fostering emotional connections withconsumers. By organizing immersive events, pop-up shops, or interactive installations, companies can provide consumers with unique opportunities to engage with their brand on a personal level. Experiential marketing not only generates buzz and excitement around the brand but also encourages word-of-mouth promotion as attendees share their experiences with friends and family, amplifying the brand's reach and impact.Additionally, embracing user-generated content (UGC) as part of the marketing strategy can yield significant benefits for companies. UGC, which includes customer reviews, testimonials, and social media posts created by users, serves as authentic and trustworthy content that resonates with potential customers. Encouraging customers to share their experiences with the brand and incorporating UGC into marketing campaigns helps build social proof, instilling confidence in prospective buyers and driving conversion rates. Moreover, UGC fosters a sense of community among customers, strengthening brand loyalty and advocacy.In conclusion, innovative marketing strategies are essential for companies seeking to thrive in today's competitive business environment. By harnessing the power of social media, influencer marketing, experiential marketing, and user-generated content, businesses can effectively engage with their target audience,differentiate themselves from competitors, and build long-lasting relationships with customers. As consumer behaviors continue to evolve, companies must remain agile and innovative in their approach to marketing to stay relevant and successful in the marketplace.。
广告公司中常用英语词汇
广告公司中常用英语词汇欢迎光临广告公司！在这里，我们使用许多常见的英语词汇来帮助我们有效地传达信息并与客户合作。
以下是一些常用的英语词汇，这些词汇在广告公司的日常工作中经常出现：1. 品牌（Brand）：指公司、产品或服务的独特身份和形象。
2. 宣传（Promotion）：通过广告活动向公众传达产品或服务的信息，以提高销售。
3. 营销（Marketing）：通过市场研究和定位来推广和销售产品或服务。
4. 客户（Client）：我们公司的合作伙伴，他们需求我们提供广告服务。
5. 目标受众（Target audience）：希望将产品或服务推向的特定群体或人群。
6. 市场策略（Marketing strategy）：为实现营销目标而制定的计划和方法。
7. 创意（Creatives）：指广告中使用的文案、设计和图像等创意元素。
8. 媒体（Media）：广告可以在其中播放的渠道，例如电视、收音机、杂志和互联网。
9. 市场调研（Market research）：通过收集和分析数据来了解受众需求和市场动态。
10. 排期（Scheduling）：根据合适的时间表，将广告在媒体上播放。
11. 营销活动（Marketing campaign）：为达到特定目标而设计的一系列广告和宣传活动。
12. 品牌认知度（Brand awareness）：受众对某个品牌的知晓度和熟悉程度。
13. ROI（Return on Investment）：投资回报率，通过计算广告投资与获得的收益来评估广告活动的效果。
14. 移动广告（Mobile advertising）：广告通过移动设备（如智能手机和平板电脑）传播。
15. 社交媒体（Social media）：通过社交平台（如Facebook、Instagram和Twitter）来传播广告信息。
这些词汇在广告公司中非常常见，我们将用它们来解释和讨论广告项目，与客户沟通并制定有效的营销策略。
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6-8
Types of Appeals
Rational vs Emotional Appeals
• Most advertising contains elements of both rational and emotional appeals
• Both styles of advertising effective in creation of brand support
Verbal and Visual Elements
• Balance between visual and verbal • Visual processing
– Easier to recall – Stored both as pictures and words – Concrete vs. abstract
Means-End Chain
Product Attributes
Consumer Benefits
Executional Framework Leverage Point
Personal Value
Means-End Chain for Milk
Attributes Low fat Calcium Ingredients Vitamins
Humor Appeal
• Excellent for getting and keeping attention • Used in 30% of TV and radio ads • Humor causes consumers to
– Watch – Laugh – Remember
Sex Appeal
➢ Pleasure ➢ Salvation ➢ Security ➢ Self-fulfillment ➢ Self-respect ➢ Sense of belonging ➢ Social acceptance ➢ Wisdom
Means-End Theory
• Means-end chain • Message (means) lead to end state (personal values) • Means-End Conceptualization of Components of Advertising
Message Strategies
Cognitive
Affective
Conative
• Generic • Preemptive • Unique Selling
Proposition • Hyperbole • Comparative
• Resonance • Emotional
• Actioninducing
Creative Strategy
Hierarchy of Effects Model
Awareness
Cognitive
Knowledge
Liking
Affective
Conative
Preference
Conviction
Purchase
Personal Values
➢ Comfortable life ➢ Equality ➢ Excitement ➢ Freedom ➢ Fun, exciting life ➢ Happiness ➢ Inner peace ➢ Mature love ➢ Personal accomplishment
Which Taglines Can You Identify?
1. Finger Lickin’ Good 2. Think Small 3. It is everywhere you want to be 4. Every little helps 5. Think different 6. Impossible is nothing 7. I’m Lovin It 8. Melts in your mouth, not in your hands 9. Be your way 10. Buy It. Sell It. Love It.
– Creative challenge is to take all inputs and transform this information into an effective advertising message
Fear Appeal
Appeal strength
Low – not noticed High – ignored Moderate – works best
Source
Celebrities CEOs Experts Typical persons
Creating an Aples of Effective Advertising
• Visual consistency • Campaign duration • Repeated taglines • Consistent positioning- avoid ambiguity • Simplicity • Identifiable selling point • Create an effective flow • Beating ad clutter
Strategy (MECCAS) • Model suggests six elements
– Product attributes – Consumer benefits – Leverage points – Taglines – Personal values – Executional framework
Benefits
Personal Values
Healthy
Self-respect
Wisdom
Healthy bones Comfortable life
Wisdom
Good taste Pleasure
Happiness
Enhanced
Excitement
sexual ability Fun
Pleasure
Creative exercise: Viagra advertising tagline
Use only past advertising taglines, originally written for other products, that capture the essence of Viagra.
• Promotional support
Executional Frameworks
• Animation • Slice-of-life • Testimonial • Authoritative • Demonstration • Fantasy • Informative
Sources and Spokespersons
• Breaks through clutter • Use has increased • Not as effective as in the
past • Advertisers shifting to
more subtle sexual cues (sensuality and sexual suggestiveness)