企业服务营销策略外文文献翻译最新2016年

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企业服务营销策略外文文献翻译最新2016年

企业服务营销策略外文文献翻译最新2016年

毕业设计附件外文文献翻译:原文+译文文献出处: Mender G. The research of enterprise service marketing strategy [J]. International Journal of Production Economics, 2016, 2(6): 122-132.The research of enterprise service marketing strategyMender GAbstractAny business activities of enterprises are exist and rely on a certain social environment, as long as the surrounding environment has changed, companies will start to adjust system to adapt to the environment and to maintain their own survival. Industrialized mass production contributed to the formation of the big market, more and more after meets the basic demand in the rest of the goods, but natural resources are becoming scarce. The development of science and technology has brought the industrial structure adjustment, knowledge and intelligence as the core resources, network technology, and electronic commerce constitutes the knowledge-based economy. Economic globalization is the product of evolution of social economy. It brings opportunities and challenges facing the enterprise. So, the enterprise only realize build the core competitiveness, in constant change. Core competence is many elements through a long time of precipitation formation. It is seen as the source of enterprise with customer.Keywords: service marketing, marketing mix, the SWOT analysis1 IntroductionThe changes of social economic environment, and the accompanying social consumption idea and values will make instant response. Market pattern is indisputable fact that supply exceeds demand, also is disappearing, "shortage economy" s "buyer's market" begun to take shape, making passive accept consumers has become the master of the market. All the business activities of enterprises is around the "customer". Under the condition of on the background of knowledge economy, consumers have more knowledge, information and skills, keen to learn and practice more. Advocating "quality" of "perceptual consumption" replace the "rationalconsumer" is pursuing the "quantity". Based on the basic function of commodity, quantity and low price is no longer necessary main demand, and pay attention to the individuation of consumer, respected feeling, superiority, security and other emotional and psychological satisfaction become fashion consumption. This will cause people to the product conceptual understanding of change. Customer is the enterprise existence reason, only has satisfied the customer needs and preferences, the enterprise survival and development can be attained. From the enterprise's growth and the history of the research and analysis, the people realize soberly, in the numerous and complicated factors which restrict the development of the enterprise, the enterprise customers to provide product value evaluation has the final say. The pursuit of enterprise run by the original "profit first" into modern pursuit of "customer first". Enterprise survival and development environment, market supply and demand structure, the change of the enterprise management strategy has revealed the customer in the leading position in the enterprise operation. To comply with the trend, enterprises must truly take customer as the focus, to provide customers with "value" products, this is the "customer first", is the true meaning of "competitive". To maximize the value of customer perception, in addition to continuously strengthen product development performance itself, more need to increase product with service value of the intangible service quality to make the customer perception and enjoy more value products, make the enterprise keep development even more customers, greater profits, so that enterprises can put more cost to research and development to improve product performance and improve service quality, into a virtuous cycle.2 Literature reviewSince the 1960 s, research service marketing problems. Until the 1970 s, the United States and northern Europe marketing scholars with official to carry out the service of marketing research and gradually established a relatively independent service marketing. The development of the service marketing roughly experienced the following stages: Beginning stage (before 1980) : this phase of the study is mainly to discuss the differences between services and tangible products, and attempts to define common feature of most service not perceptual, inseparability, diversity, to be storedand lack of ownership. Exploring stage (1980-1985): this phase of the study mainly includes two aspects: one is to explore the characteristics of the service how to influence consumer buying behavior, especially focused on the consumer on the service characteristics, advantages and disadvantages and potential assessment of the risks of buying. The second is to explore how to according to the characteristics of the service can be divided into different types, different types of services requires marketers use different marketing strategy and skill for promotion. Advance stage (1986 - present): this stage research, one is to discuss the service marketing mix should include what factors. The second is a thorough research on service quality. Three is the theory about "service contact". Four are some of the special research in the field of service marketing, such as the export of service strategy, modern information technology on the service/management and the influence of the marketing process, etc.3 Introduction to the theory of service marketingService marketing is the enterprise under the premise of fully understanding to meet consumer demand, to fully meet the needs of the consumers has taken a series of activities in the marketing process. Service as a kind of marketing mix elements, really to the attention of the people is the century in the late 80 s, this time, due to the progress of science and technology and social productivity significantly increased, accelerating industrial upgrading and production of professional development, on the one hand, make the product service content, namely product service intensity increasing., on the other hand, with the improvement of labor productivity ', market to a buyer's market, consumers as income levels increase, also gradually change their consumption demand, demand levels also increase accordingly, and develop in the direction of diversification.3.1 Compared with the traditional marketing service marketingThe research of service marketing formed the two fields. As a service product is marketing and customer service. The essence of service product marketing is the study of how to promote as a product of service exchange. Customer service marketing is the nature of the research how to use the service as a marketing tool topromote the exchange of tangible products. Both products and services marketing and customer service, marketing, service marketing concept is customer satisfaction and customer loyalty, through customer satisfaction, and loyalty to promote favorable exchange, finally realizes the marketing performance improvement and long-term growth of the enterprise. Compared with the traditional way of marketing, service marketing is a marketing concept, marketing services, and the traditional marketing way is just a sales approach, business marketing is the specific product. Under the traditional marketing, consumers to buy the product means that the completion of a deal, though it also has the product after-sales service, but that's just a solve product after-sales maintenance functions. And from the service marketing concept understanding, consumers to buy the products only means the beginning of a sales job and is not the end, the enterprise is concerned not only for the success of the product sold, pay more attention to the consumer to enjoy the services provided by the enterprise through the product of the whole process of feeling. It can also be used. In order to understanding from Maslow’s hierarchy of needs theory: person of the highest need is to respect the needs and self-actualization needs, service marketing is (or person) provides the requirements for the consumer, and the traditional marketing way just provides a simple meet the needs of consumers in the physical or security. With the progress of the society, the improvement of people's income, consumers need is not only a product, have more need of this kind of products with specific or personalized services, which have a kind of is the feeling of respect and self value realization, and this feeling is brought by the customer loyalty. Service marketing is not just a new tendency of the development of the industry, but also the one kind of inevitable product of social progress.3.2 The evolution of the service marketingMature service enterprise marketing activities generally experienced sales, advertising and communications, product development, differentiation, customer service, service quality, and integration of seven stages and relationship marketing. Sales stage: competition, sales ability gradually increases. Enterprise attaches great importance to the sales plan rather than profits, sales skills training to employees,hope to attract more new customers, and did not consider making the customer satisfied. Advertising and communication stage: enterprise aimed to increase advertising investment, specify more than one advertising agency, brochures and point of sale of all kinds of information. Customers raised expectations, then enterprise often difficult to meet customer expectations. This phase output is not easy to measure and competitive imitation. Development stages: the stage enterprises realize new customer needs, so the introduction of many new products and services, products and services to spread. Emphasis is on new product development process. Began to market segments, establish a strong brand. Differentiation stage: enterprise positioning, through strategic analysis for differentiation, formulate clear strategy. Deeper market segmentation and market research, marketing planning, marketing, training, strengthen the brand operation. Stage customer service: customer service training, improve the service of external promotion behavior. Profitability is influenced by a certain degree even unable to continue. No process and system support. Service quality: service quality gap. Letter is from the customer analysis, customer behavior research. Design service blueprint but failing to retain old customers. Integration and relationship marketing stage: constantly research on customers and competitors. Pay attention to all the key market. Strict analysis and integrated marketing plan. Balance on the basis of marketing, marketing activities, improve procedures and systems, improve measures to retain old customers. In the 1990 s, relationship marketing becoming the focus of marketing companies, the service marketing into a new realm.3.3 The general characteristics of service marketingThe service can be divided into two categories in real economic life. Is a kind of service products, products for customers to create and provide the core interests of mainly from the intangible service? The other is a service function, mainly from the core of the product form, intangible services just to meet the customer's main demand. Berry and opera win Frey Mr. Subramanian 汄for, in the product source of core interests, tangible composition than intangible components, so the product can be regarded as a kind of "commodity" (refers to the tangible products). If the intangibleingredients than tangible elements, then the product can be regarded as a "service". Consistent with the service of this distinction, service marketing research formed the two fields, namely the service product marketing and customer service. The essence of service product marketing is the study of how to promote as a product of service exchange. Customer service marketing is the nature of the research how to use the service as a marketing tool to promote the exchange of tangible products. However, both service product marketing, and customer service marketing, the core concept of service marketing is customer satisfaction and customer loyalty, by obtaining customer satisfaction, and loyalty to promote mutually beneficial exchange, finally realizes the marketing performance improvements and the long-term growth of the enterprise.译文企业服务营销策略研究Mender G摘要任何企业的经营活动都是存在并依赖于一定社会环境的,只要周围的环境发生了变化,企业就会启动调节系统来适应环境并来维持自己的生存。

4P营销组合 营销策略 外文文献翻译

4P营销组合 营销策略 外文文献翻译

文献出处:Singh M. Marketing Mix of 4P’S for Competitive Advantage[J]. Gifts & Decorative Accessories, 2016, 3(6):40-45.英文字符数:20371,译文字数:5167第一部分为译文,第二部分为原文。

默认格式:中文五号宋体,英文五号Times New Roma,行间距1.5倍。

4P营销组合提高企业竞争优势摘要:企业再推出产品之前应该考虑下营销组合的四个变量,即产品,价格和渠道和促销。

这四个变量有助于企业制定竞争优势所必需的战略决策。

本文的主要目的是描述营销组合中各个变量在企业提高市场竞争优势中的关系。

营销组合包括产品营销组合和服务营销组合。

产品营销组合一般由产品,价格,渠道和促销组成,通常用于有形商品的营销组合。

然而,服务营销组合还与另外三个变量相关,例如人员,服务过程和有形展示。

当NeilH.Borden 在1964年发表了他的“营销组合概念”的文章时,营销组合一词开始流行起来。

营销组合的特征是四个同样重要的变量。

第一步是制定营销计划的产品计划,产品计划有三个部分,即核心产品,增值产品和第三产品。

不仅与产品有关的决定,还包括价格相关的决定,如统一价格是否收费或不同价格的不同价格将在同一产品在不同市场收取。

第三个变量是“渠道”,它与产品销售的决定有关。

“促销”涉及增加销售额。

营销组合涉及到哪些产品将以特定价格提供的决策,相同的产品将根据不同的市场使用不同的价格,营销经理必须考虑不同因素的影响根据4P分类来确定产品的营销组合。

关键词:营销组合,产品,价格,渠道,促销,竞争优势1 引言营销组合是企业用来销售其商品和服务的不同营销决策变量的组合。

在确定市场并收集有关市场的基本信息后,下一步是市场规划的方向,以满足客户的需求和竞争对手的挑战。

它提供了所有营销变量的最佳组合,使企业能够实现利润,销售量,市场份额,投资回报等目标。

服务产品的营销策略(英文版)

服务产品的营销策略(英文版)

服务产品的营销策略(英文版)Marketing Strategy for a Service Product1. Identify the target market: The first step in creating an effective marketing strategy for a service product is to identify the target market. Understand the characteristics and needs of your potential customers, their preferences, and their purchasing behavior.2. Define the unique selling proposition (USP): Determine what makes your service product unique and stands out from competitors. It could be a special feature, a competitive price, excellent customer service, or any other distinctive factor that can attract customers.3. Develop a strong brand identity: Establish a strong brand identity to differentiate your service product from competitors. Create a compelling brand message, logo, and design that resonate with your target market. Consistency in branding across all marketing channels will help build brand recognition and customer loyalty.4. Create compelling content: Develop high-quality content that educates and engages your target market. This content could include blog articles, videos, case studies, or whitepapers that showcase the benefits and value of your service product. Share this content on your website, social media platforms, and through email marketing campaigns.5. Utilize social media marketing: Leverage social media platforms to promote your service product to a wider audience. Identify therelevant channels where your target market spends time and engage with them through informative posts, engaging videos, and interactive content. Respond to customer inquiries and feedback promptly to build trust and credibility.6. Implement referral programs: Encourage satisfied customers to refer your service product to others by offering incentives or rewards. Word-of-mouth referrals are powerful marketing tools, and by providing excellent service and incentivizing referrals, you can expand your customer base organically.7. Focus on customer service: Exceptional customer service is a key component of a successful marketing strategy for a service product. Ensure that your customer service team is well-trained and equipped to handle customer inquiries, complaints, and feedback promptly and efficiently.8. Offer free trials or demonstrations: Allow potential customers to experience your service product through free trials or demonstrations. This allows them to see the value and benefits firsthand, increasing the likelihood of conversion.9. Partner with complementary businesses: Identify complementary businesses that cater to your target market and explore partnership opportunities. Cross-promotion, joint marketing initiatives, or bundling products or services can help expand your reach and attract new customers.10. Measure and analyze results: Continuously monitor and analyze the effectiveness of your marketing efforts. Use tools suchas analytics software and customer feedback to evaluate the impact of your strategies and make necessary adjustments to optimize results.By implementing these marketing strategies, you can effectively promote and market your service product to the target market, attract new customers, and build long-term relationships with satisfied customers.11. Utilize online advertising: In addition to social media marketing, consider utilizing online advertising channels such as Google Ads or display advertising on relevant websites. These platforms allow you to target specific demographics, interests, and locations to reach your ideal target market. Create compelling ad copy and visuals that capture the attention of potential customers and drive them to your website or landing page.12. Optimize your website for SEO: Improving your website's search engine optimization (SEO) will help increase organic traffic and visibility on search engine results pages. Conduct keyword research to identify relevant keywords and incorporate them into your website's content, meta tags, and URLs. Focus on creating valuable content that answers customers' questions and provides useful information.13. Offer promotional discounts or special deals: Offering promotional discounts or special deals is an effective way to attract new customers and give them a reason to try your service product. Consider providing limited-time offers, bundle deals, or discounts for first-time customers. Promote these offers through your website, social media, and email marketing campaigns to generate interestand drive conversions.14. Engage in influencer marketing: Collaborate with influencers or industry experts who have a large online following and are influential within your target market. Partnering with them to promote your service product can help increase brand awareness and trust. Provide them with a complimentary trial or sample of your service product and ask them to share their experience with their audience.15. Attend industry events and trade shows: Participate in industry events and trade shows relevant to your service product. This allows you to showcase your offering to a targeted audience and network with potential customers and industry professionals. Create an appealing booth design and prepare engaging presentations or demonstrations to attract attention and generate leads.16. Leverage customer testimonials and reviews: Collect and promote customer testimonials and reviews to build trust and credibility. Positive feedback from satisfied customers can be powerful social proof and influence potential customers' purchasing decisions. Display these testimonials on your website, share them on social media, and include them in your marketing materials.17. Personalize your marketing efforts: Tailor your marketing messages and communication to individual customers as much as possible. Use customer data and analytics to understand customer preferences and behavior, and personalize email marketingcampaigns, offers, and communication accordingly. This personalized approach shows customers that you value them as individuals and increases the likelihood of repeat business.18. Continuously monitor and respond to customer feedback: Actively seek customer feedback and reviews and respond to them promptly and constructively. This demonstrates that you value customer opinions and are committed to providing exceptional service. Address any negative feedback or complaints promptly and privately to resolve issues and maintain a positive brand image.19. Implement a loyalty program: Reward loyal customers and encourage repeat business by implementing a loyalty program. Offer incentives such as exclusive discounts, points, or rewards for each purchase. This not only encourages customer retention but also promotes word-of-mouth referrals as satisfied customers are likely to recommend your service product to others.20. Stay updated on industry trends and competition: Continuously monitor industry trends, consumer preferences, and competitors' offerings. Stay updated on changes and adapt your marketing strategies accordingly to stay ahead of the competition. Analyze competitors' marketing efforts and identify areas where you can differentiate and improve your own marketing strategy.In conclusion, a comprehensive marketing strategy for a service product requires thorough market research, branding, content creation, targeted advertising, customer engagement, and continuous measurement and optimization. By implementing these strategies effectively, you can successfully market your serviceproduct, attract new customers, and retain a loyal customer base. Remember to stay agile and adaptable in your approach to meet changing customer needs and industry trends.。

营销策略分析 外文文献

营销策略分析  外文文献

外文文献及其译稿题目德芙巧克力在中国市场的营销策略分析姓名谢谢学号**********专业班级工商管理0696班所在学院集美大学诚毅学院指导教师(职称)黄彩云二○壹○年五月十日外文文献A marketer’s guide to behavioral economicsApirl.2010 • Ned Welch• McKinsey QuarterlyMarketers have been applying behavioral economics-often unknowingly for years. A more systematic approach can unlock significant value.Long before behavioral economics had a name, marketers were using it. “Three for the price of two” offers and extended-payment layaway plans became widespread because they worked—not because marketers had run scientific studies showing that people prefer a supposedly free incentive to an equivalent price discount or that people often behave irrationally when thinking about future consequences. Yet despite marketing’s inadvertent leadership in using principles of behavioral economics, few companies use them in a systematic way. In this article, we highlight four practical techniques that should be part of every marketer’s tool kit.1. Make a product’s cost less painfulIn almost every purchasing decision, consumers have the option to do nothing: they can always save their money for another day. That’s why the marketer’s task is not just to beat competitors but also to persuade shoppers to part with their money in the first place. According to economic principle, the pain of payment should be identical for every dollar we spend. In marketing practice, however, many factors influence the way consumers value a dollar and how much pain they feel upon spending it.Retailers know that allowing consumers to delay payment can dramatically increase their willingness to buy. One reason delayed payments work is perfectly logical: the time value of money makes future payments less costly than immediate ones. But there is a second, less rational basis for this phenomenon. Payments, like all losses, are viscerally unpleasant. But emotions experienced in the present—now—are especially important. Even small delays in payment can soften the immediate sting of parting with your money and remove an important barrier to purchase.Another way to minimize the pain of payment is to understand the ways “mental accounting” affect s decision making. Consumers use different mental accounts for money they obtain from different sources rather than treating every dollar they own equally, as economists believe they do, or should. Commonly observed mental accounts include windfall gains, pocket money, income, and savings. Windfall gains and pocket money are usually the easiest for consumers to spend. Income is less easy to relinquish, and savings the most difficult of all.Technology creates new frontiers for harnessing mental accounting to benefit both consumers and marketers. A credit card marketer, for instance, could offer a Web-based or mobile-device application that gives consumers real-time feedback on spending against predefined budget and revenue categories—green, say, for below budget, red for above budget, and so on. The budget-conscious consumer is likely to find value in suchaccounts (although they are not strictly rational) and to concentrate spending on a card that makes use of them. This would not only increase the issuer’s interchange fees and financing income but also improve the issuer’s view of its customers’ overall financial situation. Finally, of course, such an application would make a genuine contribution to these consumers’ desire to live within their means.2. Harness the power of a default optionThe evidence is overwhelming that presenting one option as a default increases the chance it will be chosen. Defaults—what you get if you don’t actively make a choice—work partly by instilling a perception of ownership before any purchase takes place, because the pleasure we derive from gains is less intense than the pain from equivalent losses. When we’re “given” something by default, it becomes more valued than it would have been otherwise—and we are more loath to part with it.Savvy marketers can harness these principles. An Italian telecom company, for example, increased the acceptance rate of an offer made to customers when they called to cancel their service. Originally, a script informed them that they would receive 100 free calls if they kept their plan. The script was reworded to say, “We have already credited your account with 100 calls—how could you use those?” Many customers did not want to give up free talk time they felt they already owned.Defaults work best when decision makers are too indifferent, confused, or conflicted to consider their options. That principle is particularly relevant in a world that’s increasingly awash with choices—a default eliminates the need to make a decision. The default, however, must also be a good choice for most people. Attempting to mislead customers will ultimately backfire by breeding distrust.3. Don’t overwhelm consumers with choiceWhen a default option isn’t possible, marketers must be wary of generating “choice overload,” w hich makes consumers less likely to purchase. In a classic field experiment, some grocery store shoppers were offered the chance to taste a selection of 24 jams, while others were offered only 6. The greater variety drew more shoppers to sample the jams, but few made a purchase. By contrast, although fewer consumers stopped to taste the 6 jams on offer, sales from this group were more than five times higher.Large in-store assortments work against marketers in at least two ways. First, these choices make consumers work harder to find their preferred option, a potential barrier to purchase. Second, large assortments increase the likelihood that each choice will become imbued with a “negative halo”—a heightened awareness that every option requires you to forgo desirable features available in some other product. Reducing the number of options makes people likelier not only to reach a decision but also to feel more satisfied with their choice.4. Position your preferred option carefullyEconomists assume that everything has a price: your willingness to pay may be higher than mine, but each of us has a maximum price we’d be willing to pay. How marketers position a product, though, can change the equation. Consider the experience of the jewelry store owner whose co nsignment of turquoise jewelry wasn’t selling. Displaying it more prominently didn’t achieve anything, nor did increased efforts by her sales staff. Exasperated, she gave her sales manager instructions to mark the lot down “x½” anddeparted on a buying trip. On her return, she found that the manager misread the note and had mistakenly doubled the price of the items—and sold the lot.2 In this case, shoppers almost certainly didn’t base their purchases on an absolute maximum price. Instead, they made inferenc es from the price about the jewelry’s quality, which generated a context-specific willingness to pay.The power of this kind of relative positioning explains why marketers sometimes benefit from offering a few clearly inferior options. Even if they don’t s ell, they may increase sales of slightly better products the store really wants to move. Similarly, many restaurants find that the second-most-expensive bottle of wine is very popular—and so is the second-cheapest. Customers who buy the former feel they are getting something special but not going over the top. Those who buy the latter feel they are getting a bargain but not being cheap. Sony found the same thing with headphones: consumers buy them at a given price if there is a more expensive option—but not if they are the most expensive option on offer.Another way to position choices relates not to the products a company offers but to the way it displays them. Our research suggests, for instance, that ice cream shoppers in grocery stores look at the brand first, flavor second, and price last. Organizing supermarket aisles according to way consumers prefer to buy specific products makes customers both happier and less likely to base their purchase decisions on price—allowing retailers to sell higher-priced, higher-margin products. (This explains why aisles are rarely organized by price.) For thermostats, by contrast, people generally start with price, then function, and finally brand. The merchandise layout should therefore be quite different.Marketers have long been aware that irrationality helps shape consumer behavior. Behavioral economics can make that irrationality more predictable. Understanding exactly how small changes to the details of an offer can influence the way people react to it is crucial to unlocking significant value—often at very low cost.不可或缺的营销四技巧多年来,营销商一直在运用行为经济学,但往往是不自觉地运用。

营销渠道和营销策略外文文献资料

营销渠道和营销策略外文文献资料

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

毕业论文外文文献翻译-零售企业的营销策略

毕业论文外文文献翻译-零售企业的营销策略

零售企业的营销策略Philip Kotlor今天的零售商为了招徕和挽留顾客,急欲寻找新的营销策略。

过去,他们挽留顾客的方法是销售特别的或独特的花色品种,提供比竞争对手更多更好的服务提供商店信用卡是顾客能赊购商品。

可是,现在这一切都已变得面目全非了。

现在,诸如卡尔文·克连,依佐和李维等全国性品牌,不仅在大多数百货公司及其专营店可以看到,并且也可以在大型综合商场和折扣商店可以买到。

全国性品牌的生产商为全力扩大销售量,它们将贴有品牌的商品到处销售。

结果是零售商店的面貌越来越相似。

在服务项目上的分工差异在逐渐缩小。

许多百货公司削减了服务项目,而许多折扣商店却增加了服务项目。

顾客变成了精明的采购员,对价格更加敏感。

他们看不出有什么道理要为相同的品牌付出更多的钱,特别是当服务的差别不大或微不足道时。

由于银行信用卡越来越被所有的商家接受,他们觉得不必从每个商店赊购商品。

百货商店面对着日益增加的价格的折扣店和专业商店的竞争,准备东山再起。

历史上居于市中心的许多商店在郊区购物中心开设分店,那里有宽敞的停车场,购买者来自人口增长较快并且有较高收入的地区。

其他一些则对其商店形式进行改变,有些则试用邮购盒电话订货的方法。

超级市场面对的是超级商店的竞争,它们开始扩大店面,经营大量的品种繁多的商品和提高设备等级,超级市场还增加了它们的促销预算,大量转向私人品牌,从而增加盈利。

现在,我们讨论零售商在目标市场、产品品种和采办、服务以及商店气氛、定价、促销和销售地点等方面的营销策略。

一、目标市场零售商最重要的决策时确定目标市场。

当确定目标市场并且勾勒出轮廓时,零售商才能对产品分配、商店装饰、广告词和广告媒体、价格水平等作出一致的决定。

如沃尔玛的目标市场相当明确:1962年山姆·沃顿及其兄弟在阿肯色州开办了第一家沃尔玛折扣店。

这是一家庞大的的仓库是商店,旨在以最低的价格向小城镇的美国人销售各种商品,从服饰到零件以及小型用具等。

服务营销策略-外文翻译

服务营销策略-外文翻译

外文翻译原文Material Source: Service Science, Management and Engineering Education for the21st Century.SPRINGER, NJ, pp. 330-333. (2008)Author: Fynes, Brian and Lally, Anne MarieAbstractIdentifying the nature of service experiences is recognised as being of primary importance in the shaping of an enhanced competitive position for industry; however service managers often have difficulty articulating the true nature of their service concept. The definition of service concept is a fundamental part of the strategic advantage seeking processes of service design, service development and service innovation. In response to the competitive imperative for improved product/service development, this paper will develop a conceptual model of the components of service experience and the process by which the service concept can be articulated. IntroductionThe term New Product Development originated in the manufacturing sector but has more recently come to represent any improvement or alteration to product or service attributes and so is often used interchangeably in discussing service development. Booz, Allen & Hamilton and Lovelock categorised product and service developments as encompassing a myriad of activities from major innovations and new to the world products to lesser magnitude changes in style and repositioning activities. The process of produce/service development has been dealt with by a number of eminent service operations researchers and a number of models have been developed which map the sequence of activities from the setting of strategic objectives, through idea/concept development, service design, development, testing and implementation.A common component of most all of these models is the stage of service concept development. Menor, Tatikoda & Sampson identify that new product development researchers have defined 2 macrostages within the overall product development process; the fuzzy front end and the execution orientated back end. Khurana & Rosenthal define the “fuzzy front-end” of the process as the portion of thedevelopment effort that consists of the activities involved in determining what service concept should be developed, this includes activities such as strategic positioning, idea generation and concept development /refinement. The definition of service concept is a fundamental part of the strategic advantage seeking processes of service design, service development and service innovation; however many practitioners have difficulty articulating the true nature of their service concept. In response to the competitive imperative for improved service innovation, this paper will seek to clarify the components of service concepts and the make clear the process by which the service concepts can be articulated.The Service ConceptIdentifying the nature of service experiences is recognised as being of primary importance in the shaping of an enhanced competitive position for industry; however service managers often have difficulty articulating the true nature of their service concept. The definition of service concept is a fundamental part of the strategic advantage seeking processes of service design, service development and service innovation.As services are driven to become more experiential and therefore increasingly intangible, the articulation of service concept invariably becomes more difficult but also more necessary. Definitions of service concept are of value to service managers in understanding what a service concept should be, but many do not go far enough in assisting practitioners in the arduous task of actually defining their individual service concept.In reviewing the existing definitions of service concept, a number of core themes emerged from the varied definitions. The concept of value is at the centre of a number of service concept definitions and the service concept is seen by many as a means for the service provider to identify the value being delivered to customers and the value expected by customers from the organization. The term value is commonly used in association with monetary worth, however Ziethaml and Bitner define value is a individualized customer perception based on a composite judgements of a number of product/service attributes such as perceived quality, perceived costs; monetary or personal and other high level abstractions, intrinsic and extrinsic attributes such as prestige, accessibility and performance.The service concept has also commonly been defined in terms of the service package; Collier coins the phrase “Customer Benefit Package” whereas Goldstein etal see it as the mix of physical and non-physical components that combine to create the service. Marketing theorists have sought to identify the sub-components of the service package using the numerous P-models which encompasses the elements of the service product – product, process, place, physical evidence, people, productivity plus additional marketing elements of price and promotion.The need to incorporate customer requirements into the definition of service concept is directly identified by Khurana & Rosenthal and Goldstein et. al.. The need to articulate how customer needs are to be satisfied is dealt with through the inclusion of the service process and the form and functions of the service operation.The need to balance the attainment of a holistic picture of the service with the desire to break the service concept into components for operational ease of articulation remains a fundamental area of discourse. Practitioners that focus too heavily on the development of a mental picture often have difficulty in translating their picture into operational deliverables whereas those that concentrate too heavily on the sub-components often fail to develop a unifying picture of the whole. Given that many practitioners have difficulty articulating the true nature of their service concept the author postulates that breaking the service concept into its constituent components would encourage practitioners to partake in what is commonly seen as a difficult and fuzzy process and although there remains a risk that a holistic picture may not be developed, this risk is lower in magnitude to the scenario where service practitioners fail to develop of a service concept due to the perceived difficulty of the process. In Figure 1, we propose a conceptual model of the components of a service concept based on the common themes identified in the review of existing service concept literature.Figure 1 Conceptual Model of Service Concept ComponentsFrom Service Concept To Experience ConceptExperiences create added value by engaging and connecting with customers in a personal and memorable way and progress the economic value of the organisations’market proposition via increased differentiation and premium pricing opportunities. Carbone & Haeckel define experiences as the aggregate and cumulative customer perception created during the process of learning about, acquiring and using a product or service. Other key characteristics of experiences that emerge from the literature are that experiences require active participation by the consumer, involve the acquisition of knowledge and sensations, and create emotional connections that are revealed over time rather than merely at the moment of delivery.Efforts to deliver experiential components to customers must be incorporated into service design deliberately and from the outset. The incorporation of experiential components into service design would therefore require the development of service experience concept. Since experiences are a progression from services, an experience concept would include the core service elements, proposed in Figure 1, but would also require some additional experience-specific components. A proposed model for a service experience concept is outlined in Figure 2.Figure 2 Conceptual Model of Service Experience Concept ComponentsProcess of Concept ArticulationMethodologies for service development borrow heavily from manufacturing orientated product development strategies and although there exist considerable differences in the attributes of product and services, the methodological approach advocated is broadly similar. A proposed model of the stages of concept articulation outlined above are represented in Figure 3.Figure 3 : Stages of Service Experience Concept DevelopmentConclusion and Future ResearchThe literature on service development along with industry reports stressing the importance of improved service experience design, give credence to the need for the improved articulation of a service experience concept as part of the service development process. This paper has sought to integrate and build upon prior contributions in order to propose a preliminary model of the components of a service experience concept and offers a methodological framework for service experience articulation. It is envisaged that the proposed models will be tested with a number of service providers.译文资料来源: 21世纪教育的服务科学、管理及工程。

关于营销策划的英文文献

关于营销策划的英文文献

关于营销策划的英文文献Marketing planning is a vital aspect of any business strategy, as it helps organizations identify and achievetheir marketing objectives. Effective marketing planning involves a comprehensive analysis of the market, target audience, and competitors, followed by the development of a strategic plan that outlines the marketing objectives, target market segments, positioning strategies, and marketing mix elements. This article aims to provide an in-depth analysis of marketing planning by examining its importance, process, key components, and challenges.1. IntroductionMarketing planning plays a crucial role in the success of organizations by ensuring that their marketing efforts are aligned with their overall business objectives. It involves setting clear goals and objectives that guide the development of strategies to achieve them. This article explores the various aspects of marketing planning and its significance in today's dynamic business environment.2. Importance of Marketing PlanningEffective marketing planning helps organizations gain a competitive edge by identifying opportunities in the market and developing strategies to exploit them. It provides a roadmap for achieving marketing goals while considering factors such as customer needs, market trends, competitive landscape, and internal capabilities. Marketing planning also facilitates resource allocation for various marketingactivities and ensures that efforts are focused on activities with high potential for success.3. The Process of Marketing PlanningThe process of developing an effective marketing plan involves several key steps:3.1 Situation AnalysisThis step involves conducting a comprehensive analysis of the internal and external factors influencing the organization's ability to achieve its marketing objectives. It includes analyzing customer needs and behaviors, evaluating competitors' strategies, assessing market trends and opportunities.3.2 Setting ObjectivesBased on the situation analysis findings, clear objectives are set for various aspects such as sales growth targets or market share goals.3.3 Target Market SegmentationIdentifying target market segments is crucial for effective resource allocation and customization of marketing efforts based on specific customer needs.3.4 Positioning StrategyDeveloping an effective positioning strategy helps differentiate products or services from competitors and create a unique value proposition for target customers.3.5 Marketing Mix DevelopmentThe marketing mix consists of product, price, place, and promotion. Developing a mix that aligns with the target market segments and positioning strategy is critical forsuccess.3.6 Implementation and ControlThe marketing plan is put into action, and progress is monitored through various metrics to ensure that objectives are being met.4. Key Components of Marketing PlanningA well-developed marketing plan comprises several key components:4.1 Executive SummaryThis section provides an overview of the marketing plan, highlighting key objectives, strategies, and expected outcomes.4.2 Situation AnalysisA detailed analysis of the internal and external factors influencing the organization's marketing efforts is presented in this section.4.3 ObjectivesClear and measurable objectives are defined in this section to guide the development of strategies and tactics.4.4 Target Market SegmentationThis section identifies specific market segments based on various criteria such as demographics, psychographics, or behavior patterns.4.5 Positioning StrategyThe positioning strategy outlines how the organization intends to position its products or services in the minds of target customers relative to competitors.4.6 Marketing Mix StrategiesThis section outlines specific strategies for product development, pricing, distribution channels selection, and promotional activities based on target market segments and positioning strategy.5. Challenges in Marketing PlanningDeveloping an effective marketing plan can be challenging due to various factors:5.1 Changing Market DynamicsMarkets are constantly evolving due to technological advancements or shifts in customer behavior patterns; therefore, organizations need to adapt their plans accordingly.5.2 Data Availability & AnalysisAccurate data collection can be challenging; organizations need reliable data for effective analysis that drives decision-making during planning activities.5.3 Resource AllocationAllocating resources effectively across different marketing activities can be a complex task; organizations need to prioritize activities with maximum potential for success.5.4 Implementation and ControlSuccessfully implementing and monitoring the marketing plan requires coordination and collaboration across various departments within the organization.6. ConclusionMarketing planning is a critical process that helps organizations achieve their marketing objectives by aligning their efforts with market needs and competitive dynamics. Byconducting a comprehensive analysis, setting clear objectives, identifying target market segments, developing a positioning strategy, and implementing effective marketing mix strategies, organizations can gain a competitive advantage in the market. However, challenges such as changing market dynamics, data availability & analysis, resource allocation, and implementation & control need to be addressed to ensure successful marketing planning.。

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企业服务营销策略外文文献翻译最新2016年XXX market。

simply offering high-quality products is not XXX customer service and create a strong brand image in order to XXX marketing strategies。

including customer nship management。

service n。

and service recovery。

and provides examples of XXX.摘要本文探讨了企业开发有效的服务营销策略的重要性。

作者认为,在当今竞争激烈的市场中,仅仅提供高质量的产品是不足以的。

企业必须还提供优秀的客户服务,并创建强大的品牌形象,以吸引和留住客户。

本文研究了各种服务营销策略,包括客户关系管理、服务创新和服务恢复,并提供了成功实施的示例。

作者得出结论,优先考虑服务营销的企业将更好地为长期成功做好准备。

nXXX market。

XXX simply providing high-quality productsis no XXX success。

In order to stand out from the n。

XXX astrong brand image。

This requires the development of effective service marketing XXX.介绍在当今全球化和高度竞争的市场中,企业面临前所未有的挑战。

仅仅提供高质量的产品的传统方法已经不足以保证成功。

为了在竞争中脱颖而出,企业还必须专注于提供优秀的客户服务和创建强大的品牌形象。

这需要开发有效的服务营销策略,帮助企业区别于竞争对手,吸引和留住客户。

XXXXXX new field that has emerged in response to the growing importance of services in the global XXX marketing。

service marketing focuses on the unique characteristics of services。

such as intangibility。

inseparability。

variability。

XXX that can address the specific XXX services present.文献综述服务营销是一个相对较新的领域,是对全球经济中服务日益重要的回应。

与传统的产品营销相比,服务营销关注服务的独特特征,如无形性、不可分割性、可变性和易腐性。

有效的服务营销策略必须考虑这些特征,并制定能够应对服务所带来的特定挑战的方法。

XXXXXX service marketing。

while the case studies XXX to the topic and their XXX service marketing.方法论本文结合文献综述和案例分析,探讨企业可以采用的各种服务营销策略。

文献综述提供了与服务营销相关的关键概念和理论的概述,而案例研究则说明了这些概念和理论如何在实践中应用。

案例研究是根据其与主题的相关性以及提供服务营销挑战和机遇的实际见解的能力而选择的。

ResultsThe analysis of the XXX。

service n。

and service recovery。

Successful XXX strategies requires a customer-XXX.结果文献和案例研究的分析揭示了企业可以采用的几个关键服务营销策略,以区别于竞争对手,吸引和留住客户。

这些策略包括客户关系管理、服务创新和服务恢复。

成功实施这些策略需要以客户为中心的方法,优先考虑客户的需求和偏好。

nXXX。

the development of effective service marketing XXX and creating a strong brand image。

enterprises XXX management。

service n。

and service recovery provide a framework for achieving these goals and should be a key XXX.结论总之,在当今竞争激烈的市场中,开发有效的服务营销策略对于企业的成功至关重要。

通过优先考虑客户服务和创建强大的品牌形象,企业可以区别于竞争对手,吸引和留住客户。

客户关系管理、服务创新和服务恢复策略为实现这些目标提供了框架,应成为企业长期成功的关键焦点。

XXX。

XXX of a big market was XXX。

natural resourcesare ing scarce。

and the development of science and XXX and intelligence。

as well as ork technology and electronic commerce。

XXX is the product of the n of the social economy。

XXX。

XXX formed over a long d of time through the n of many elements andis seen as the source of XXX.2 Service MarketingService marketing refers to the marketing of services rather than physical products。

Services are intangible and cannot be touched。

tasted。

or XXX。

service marketing requires a different approach XXX experience for the customer。

which can be XXX。

n。

XXX of a service package that includes the core service。

supplementary services。

and service delivery。

The marketingmix for services includes the 7 Ps: product。

price。

place。

n。

people。

process。

and physical evidence.3 Marketing MixThe marketing mix is a set of tools that companies use to promote their products or services to their target market。

The marketing mix includes the 4 Ps: product。

price。

place。

and n。

Product refers to the goods or services that the company offers。

Price refers to the amount that the customer pays for the product or service。

Place refers to the n where the product or service is XXX to the methods that the company uses to promote its products or services。

such as advertising。

sales n。

and public XXX the needs of their target market.4 SWOT AnalysisThe SWOT analysis is a XXX。

weaknesses。

opportunities。

XXX that the company can control。

such as its resources。

capabilities。

XXX are external factors that the company cannot control。

such as changes in the market。

n。

and XXX SWOTXXX that they can leverage to grow their business。

It also XXX them。

The SWOT analysis is an XXX.XXX in the social and economic environment。

along withthe panying social n ideas and values。

are causing an instant response。

The market pattern is an XXX exceeds demand。

andthe concept of a "shortage economy" XXX "buyer's market" hasbegun to take shape。

making consumers the masters of the market。

All business activities of enterprises revolve around the customer。

In the background of the knowledge economy。

consumers have more knowledge。

n。

and skills。

They are keen to learn and XXX "quality" and "XXX" instead of the "nal consumer" pursuing the "quantity." The basic n of a commodity has changed。

XXX now pay n to the XXX。

r。

and secure。

This shift in consumer r will cause people to change their XXX products。

The customer is the XXX the enterprise's growth and history。

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