整合营销中英文对照外文翻译文献
营销外文翻译--品牌战略和整合营销传播(IMC)：Player’s香烟品牌营销的案例研究
中文8000字外文资料来源：Timothy Dewhirst, Brad Davis.Brand Strategy And Integrated Marketing Communication (IMC): A Case Study of Player's Cigarette Brand Marketing[J]. Journal of Advertising, 2005. Vol. 34( 4); p81-90品牌战略和整合营销传播（IMC）：Player’s香烟品牌营销的案例研究Timothy Dewhirst, Brad Davis摘要：通过经加拿大法院审理程序对公司对外公布的内部档案的参阅，加上与营销从业人员的面谈以及对证词和法庭证词文本的评估，作者提供一个研究案例：加拿大最大的烟草制造商Imperial Tobacco Limited（ITL）是如何有效地运用3个重要的整合营销传播策略的，即：战略上一贯的品牌传播，多功能计划和监控，数据驱动的导向和传播。
ITL 通过为其旗舰香烟商标Player’s进行深入的客户调研，以及运用主要的IMC程序构建品牌和生活方式意象，取得了更大的品牌资产和更大的股东价值。
公司所面对的法律和政治环境更加促进了ITL对整合营销传播（IMC）思想形式和结构的接纳。
整合营销传播（IMC）被定义为“为了与客户和其他利益相关者建立和保持有益的关系，而在战略上控制或影响发给这些团体的信息并鼓励与之进行信息交流和目标明确的沟通的一个多功能过程”。
为了更好地理解现实中IMC的应用，有必要对IMC最好方法的案例历史予以注意。
在本论文中，我们提供了一个案例，说明一个加拿大最大的烟草制造商Imperial Tobacco Limited（ITL）是如何有效地运用3个重要的整合营销传播策略的，即：战略上一贯的品牌传播，多功能计划和监控，和数据驱动的导向和传播。
通过为其旗舰香烟商标Player’s进行深入的客户调研和运用主要的IMC程序构建品牌和生活方式意象，取得了更大的品牌资产和更大的股东价值。
外文翻译---在社会营销环境下的整合营销传播(IMC)：在酗酒和吸毒治疗服务中的实践运用
标题：Integrated Marketing Communications (IMC) In A Social Marketing Context: An Application To Practice - Drug And AlcoholTreatment Services.原文：BackgroundDrug and alcohol use is highly prevalent and represents major areas of social and economic concern for the community at large (Makkai & McAllister, 1998). In Australia, it has been estimated that in 1998 approximately 22,500 persons died directly or indirectly as a result of alcohol and other drug use. Additionally, there were 175,000 admissions to hospital as a result of harmful alcohol or other drug use (A1HW, 1999). The economic consequences of drug and alcohol use are in the order of $18 billion dollars a year (Collins & Lapsley, 1996). Substantial public health, social and economic benefits will therefore logically flow from improvements in accessibility, quantity, and quality of drug and alcohol interventions provided to communities.GPs are now being recognized, within the medical field, as providers of drug and alcohol interventions beyond just screening and enquiring. This recognition was declared in the National Drug Strategic Framework 1998/1999 to 2002/03 (Ministerial Council on Drug Strategy, 1998) and in other recent reviews (Webster, 1995; Commonwealth Department of Human Services and Health, 1995). There are clear reasons why GPs are appropriate providers of drug and alcohol interventions. GPs are often with a patient at a "teachable moment where they have the first and impact opportunity to link an intervention to an identified (for the first time) drug and alcohol related pathology (Anderson, 1993). GPs provide continuity of care over time (Girgis &Sanson-Fisher, 1996). GPs are accessible due to their geographical spread and numbers across the community (Bridges-Webb, 1987) and see approximately 80% of the population throughout the year (Deeble, 1991).Despite the extent of literature on the issues relevant to GPs, detecting and treating drug and alcohol related conditions in their surgeries, little attention has beendirected to the attitude of the public to GPs as providers of drug and alcohol services, nor general practice as a setting in which to assess alcohol and other drug use and treat related problems. The expected benefits of enhanced GP involvement in the drug and alcohol related problems of their patients rely heavily on the patients' preparedness to accept and seek drug and alcohol assistance from their GR An initial study was conducted with the Alcohol and Other Drug Service (AODS) of the Central Coast Area Health Service, NSW to investigate the attitudes and beliefs of the public towards GPs as being the initial providers of drug and alcohol services. This study was part of a longitudinal project that is attempting to widen the availability of drug and alcohol treatment to include GPs. The aims of the initial study were to determine the publics' attitude about the acceptability of GPs as providers of drug and alcohol interventions, identify the reasons supporting, or otherwise the notion of GPs as providers of drug and alcohol interventions.A random sample of 1022 persons in NSW was interviewed by telephone using the CATI system. The sample was split to include 510 from the Central Coast region and 512 from the remainder of NSW. The findings showed that there is not a very high level of acceptance within the community towards the provision of drug and alcohol services by GPs. Overall only 29% of people were in favor of seeing a GP for these services, 23%perceive GPs to be capable of providing these services and 43% were personally willing to see a GP for this purpose. GPs are the fourth most commonly thought of place to go to for assistance with a drug and alcohol problem is in the context of generally low awareness of places to seek assistance.Additionally, females between the ages of 35-54 had more favorable attitudes towards GPs as providers of alcohol and other drug treatment. The research also showed that people aged 24 and under, with drug and alcohol problems are more likely to seek assistance from friends and family. The 1998 National Drug Strategy Household Survey (A1HW 1999) shows that the proportion of the population that consume alcohol and use illicit drugs is high in the age group 14-19 and highest in the age group 20-29. There appears to be an opportunity to target family and friends with the aim of using the "trickle down" influence. Consequently, the primarytarget market for strategic development is women aged 35-54 with a secondary target market of people in the age group of 14-29.Marketing strategies have now been developed and will be implemented on the Central Coast only, in an attempt re-inforcement the attitudes of the primary market and change those of the secondary market.Integrated Marketing CommunicationsBroadly, in commercial marketing, communication in the marketing environment is changing. These changes include rising costs, increased options in the media, fragmentation of the audience and a decrease in the impact and credibility of advertising. Nowak et al (1997) argue that these changes have caused many marketers to shift money and resources from advertising to other communications activities, such as public relations, trade and consumer sales promotion, and direct and interpersonal communication based on the work of Duncan & Caywood (1996) and Rust and Oliver (1994).The social marketing environment has similarly changed in the last 10 years. For example, media outlets and media based activities are increasingly becoming expensive and are difficult to use. The consequences of this shift include both an increase in the choice of communication tools used to influence consumer behavior and, more importantly, paved the way for the advocacy of integrated approaches to marketing communication planning and management (Gingell, 1997; Nowak and Phelps, 1994).Again, in broad commercial marketing, Schultz & Kitchen (1997) argue that the IMC approach to attitude and behavior change is fast replacing the traditional approach of dependence on advertising in the commercial marketing. Traditional approaches involve shifting a target audience through a series of communication steps, for example, awareness, knowledge, preference and conviction using messages that are disseminated through purchased media time and/or space (Schultz and Wang, 1994). IMC is the recognition that, in order to have an impact on the attitude or behavior of a target market, it is necessary to have communications plans that examine and coordinate strategically, various elements of communication disciplines.Additionally, the message has to be clear, consistent and driven by the audience (Caywood 1997; Smith 1995).In the social marketing sphere, Nowak et al (1997) state that although the application of IMC is relatively new and unexplored, the literature suggests that the integrated communication approach has great potential in health communication efforts.Social marketers, like commercial marketers, have a wide range of communication disciplines and activities they can use to influence attitudes or behavior. They include social advertising, public relations, media relations, media advocacy, mass media-based information/education campaigns, risk communications, partnership with commercial and/or non profit organization and community, target population outreach and education program (Cleft 1995; Proceedings from innovations in social marketing conference, 1997). The authors argue that the strategies of larger health promotion and disease prevention organizations such as media relations, health promotion, social advertising and interpersonal communication tend to operate as separate functions with their own objectives, target audiences, messages and message delivery channels, similar to commercial entities. Consequently, an effective IMC needs an organization to have strong, centralized communication planning and management. (Caywood, 1997)There has been much evidence to show that those health communication campaigns that use multiple channels to spread their messages are more effective in changes to attitude and behavior than those that primarily use only one tool (Flora, Saphir, Schooler & Rimal 1997; Rice & Atkin 1994). A combination of channels allows for an increase in the effectiveness of another channel. (Schooler, Chaffe Flora, Roser 1998). Lazarsfeld and Mertong (1969) say that a combination of mass media and face-to-face discussion can reinforce each other. Additionally, many authors have argued that although the mass media is effective at disseminating information, interpersonal communication is necessary for changes in attitude and/or behavior. (Chaffee1982; Hornik, 1989; Valente, 1993; Valente, Poppe, & Merritt, 1996). Valente & Saba (1998) argue that this belief has directed many marketingstrategies to use the mass media to advertise new ideas and products, and then to rely on outreach and peer education programs for adoption.The selection of the channel has a significant impact, in term of maximizing the effectiveness of the problems, given the limited resources. Hornik (l989) supports this argument when he states that the outcome of health campaigns is strongly influenced by the choice of channels that are affordable, feasible and sustainable over time.In a study conducted by Lefbvre, Olander & Levine (1999) the impact of multiple channel delivery of nutrition messages on student knowledge, motivation and behavior was analyzed. The Multifaceted Nutrition education was delivered in schools, home and through the media. The primary objective was to provide a consistent and clear message through multiple channels to motivate the children to eat nutritionally (Bandura, 1986; Lefebvre & Flora, 1988). Three different multivariate models of the multiple channels on nutrition behavior were examined. All the models supported the general overall finding that exposure to multiple channels, rather than a particular one, was most predictive of behavior change. The authors claim that this finding is the first empirical data to back up the social marketing adage of utilizing multiple distribution channels in message delivery. Additionally, the level of self-reported behavior change was directly related to the number of channels the students reported being exposed to during implementation. This evidence has potentially significant implications for the development and design of social marketing programs for different audiences and different contexts.The implications from this literature on are:·That there is a need to adopt centralized communication planning and management,· messages need to be clear, consistent and audience driven· There is a need to understand and analyze the various communication channels in order to choose the most appropriate ones.Application of the IMC literature to Practice - the case of the Alcohol and Other Drug Service (AODS).In order to avoid the pitfall of having various channels with their own objectivesand target markets it is necessary to adopt centralized communication planning and management. This will allow for viewing all marketing communication as part of a broad communication strategy. Although specialist functions such as public relations are likely to include some independent activities, it is important to spend most of the time in multi-disciplinary collaborations. Strategies have been developed in conjunction with the AODS management, marketing strategists and IMC company personnel on the basis of the initial research and analysis. This will act as a nexus between the management and its target markets (AODS &Women 35-54). The management of the AODS may provide the general themes and priorities, but the message should be based on the needs, current attitudes and behaviors of the target market.Based on the findings from the study, an important issue in developing a creative strategy is creating a message that positions the GPs as being capable of providing help and as the first point of contact for alcohol and other drug problems. A crucial element of IMC as evident in the literature is that all the communication channels used by the AODS should disseminate this positioning clearly and consistently.Understanding and analyzing the various communication channels is necessary in order to choose those channels that are appropriate. The AODS has a variety of channels that they can use to convey the message, ranging from push through to pull strategies. Pull strategies can be various media such as T.V (NBN, Central Coast), Radio (2GO17M), Newspapers (Express Advocate and the Sun Weekly),Cinema Advertising, flyers, bus and train station signage. It is quite evident that the success of this campaign lays in the co-operation and involvement of the GPs. Additionally, literature suggests that mass media are effective at disseminating information but interpersonal communication is necessary for attitude change. Consequently, mass media along with interpersonal activities of GPs is necessary. Various push strategies that can be used in relation to GPs include visiting all GPs to discuss the concepts, an initial launch for GPs and pharmacists, producing a General Practitioner and Surgery Participation Kit containing the campaign objective, creative concept, target markets and strategy. Other push strategies can include material for pharmacists, posters forGP's waiting rooms and surgeries.Other channels available to the AODS are partnerships with commercial organizations. For example, the Central Coast Leagues Club Association is the second biggest in NSW. An opportunity exists to work with these clubs in conveying the message. Comprehensive public relations strategies will be implemented including a series of media releases to all local media to ensure the positioning message continues beyond the scheduling of the purchase media. All these different channels should convey a consistent positioning message.The choice of the channels by the AODS has a major impact in terms of maximizing the effectiveness of the problems given the limited resources. Important issues to be considered include the feasibility and sustainability of the channels and the variance in reach, specificity and impact. An understanding of these issues has allowed the AODS to choose the channels better.ConclusionIt is evident from the literature that integrated marketing communications has an important role to play in social marketing generally. Additionally, due to the various changes in the social marketing environment it is imperative that social marketers adopt an IMC approach to their marketing strategies. An IMC approach is most likely to increase the chances of successful attitude re-inforcement and change in the case of the Central Coast Alcohol and Other Drug Service. The next stage of the project will be to re-survey the two samples at which point a conclusive finding can be made.出处：Phillip Morgan 、Ranjit Voola .ANZMAC 2000 Visionary Marketing for the 21st Century: Facing the Challenge，2006，page132-136.标题：在社会营销环境下的整合营销传播(IMC)：在酗酒和吸毒治疗服务中的实践运用译文：背景在大多数社会代表了社会和经济关注的主要领域吸毒和酗酒是非常普遍的(麦卡卡和麦卡利斯特,1998)。
整合营销传播战略与执行-外文翻译
外文翻译原文Title: PRODUCT PLACEMENT IN INTEGRATED MARKETING COMMUNICATIONS STRATEGYMaterial Source: LAPPEENRANTA UNERSITY OF TECHNOLOGYAuthor: Lappeenranta In order to sufficiently understand the nature of product placement one must also understand the marketing communications environment product placement is part of. The marketing communications mix (also commonly referred to as promotion mix) (Kotler 1997, 604) has evolved along with any other field of business curriculum, and like any other field it has also changed its nature from its origins. (Percy 1997, 1) The change in the marketing communication practices has extended to the point where it has been claimed that ”marketing in the 1990s is communication and c ommunication is marketing; the two are inseparable” (Schultz et al. 1994, 45; Schultz in Shimp 1997, 4). The marketing communications mix consists of, but is not limited to, the five major modes of communication: advertising, sales promotion, public relations and publicity, personal selling, and direct marketing. The elements of the marketing communications mix interact with each other with great diversity while also affecting its surrounding framework. Marketing communications is considered as one of the four Ps of the marketing mix (others being product, pricing, and place / distribution). Public relations has often been regarded as a marketing communications mix element by marketing professionals, a view that has not always been shared in the PR community. One view of the relationships between marketing, marketing communications, public relations, and advertising as a representative of a marketing communications mix element is illustrated in Figure 5, provided by James G. Hutton. In the past, traditional m ass media advertising was the dominating feature In most companies’ promotional mix, the fact that caused marketers to rely heavily on their advertising agencies in their marketing communications. The reliance on mass media advertising has been attributed to the past Success of mass production of goods. As similar products were produced in mass quantities and practically everything thatwas produced was also sold, marketers came easily to conclusion that consumers were a homogenic group that would be best reached with mass media advertising. (Schultz 1996e, 139-140; Solomon & English 1994, 5 7) At the same time other marketing communications components such as sales promotion and direct marketing were considered merely as auxiliary services that were implemented by an outside operator on ad hoc basis. Similarly, corporation’s public image and publicity affairs had been outsourced to a public relations agency and were not viewed as integral components in the marketing communications process. (Belch & Belch 1998, 9; English & Solomon 1996, 183) In addition, many marketing organisations kept their marketing communications functions strictly separate with different budgets, different objectives, different views on markets and so on. The corporate and product image created by this type of organisation was hardly a consistent one and most often failed to communicate effectively with the desired target audiences. This road started to come to its end during the 1980s as many companies realised the need for a more strategic and cohesive approach in their communications.IMC emerged into an environment where marketing communication practices were radically changing. These changes included e.g. 1) reduced faith in mass media advertising (media clutter, rising costs, and negative consumer reaction), 2) fragmentation and demassification of target audiences, 3) increased sophistication, perceptiveness, and interest of consumers, 4) increased reliance on highly targeted communication methods, 5) greater demands imposed on marketing communications suppliers, 6) shift in a balance of power from manufacturers to retailers,7) technological advancements, 8) globalisation of markets, and, 9) increased efforts to assess communications’ return on investment. (Shimp 1997, 15; Hackley & Kitchen 1998, 1; Kitchen 1996, 7; Erdogan & Kitchen 1998, 369; Tedlow in Cornelissen 2000, 8; Schultz & Kitchen 1997, 13, 18; Eagle & Kitchen 2000, 675; Stewart 1996, 147; Hutton 1996, 155; English Solomon 1996, 189; Pickton & Broderick 2001, 383) These changes have dictated marketing communicators to look for more innovative and more feasible, efficient, and effective mechanisms of communication to reach, persuade, inform and remind consumers and prospective customers of their products and services. (Kitchen 1996, 7; Eagle & Kitchen 2000, 683; O’Leary 2000, 34; Stewart 1996, 147) integration is a term that has suffered inflation as it has been used in numerous connections. In order to make the term ”integrated marketing communications” more practical to use it can be broken into pieces for closer examination. To ‘integrate’ comes from theLatin verb integrare and means ”to make whole or complete by adding or bringing together parts”. IMC can therefore be interpreted as ”bringing together various techniques f or advertising and promoting the product or service to the buyer”. (Rossiter & Percy 1998, 323) The objective of integrated marketing communications is to differentiate and elevate a brand or service above its competitors to achieve brand equity. (McLaughlin 1997, 27) On a concept level IMC has been defined in chapter 1.4. From those definitions the one given by the American Association of Advertising Agencies ("the 4As") has been adopted for this thesis:"IMC is a concept of marketing communications planning that recognises the added value of a comprehensive plan that evaluates the strategic roles of a variety of communication disciplines — e.g. general advertising, direct response, sales promotion, and public relations — and combines these disciplines to provide clarity, consistency, and maximum communication impact." (American Association of Advertising Agencies in Percy 1997, 3; Belch & Belch 1995, 7; Belch & Belch 1998, 9; Sirgy 1998, 4) Rossiter and Percy have described the essence of IMC with the following three terms: By integrated marketing communications...we mean the 1) selective combination of appropriate types of advertising and promotion [Rossiter and Percy use the term ‘advertising and promotion’ to describe what is generally called marketing communications in this thesis],2) meeting a common set of communication objectives for the brand and, more particularly, to support a singular ”macropositioning” for the brand, and 3) integration over time with regard to customers.” (Rossiter & Percy 1998, 6-7) When communicating with their target groups (customers, clients and other stakeholders) all business enterprises share the same purposes for communication: 1) Informing prospective customers about their products, services, and other related issues; 2) Persuading people to choose particular products and brands, shop in certain sales outlets, attend certain events, and otherwise influence their behaviour; 3) Inducing action from customers so hat their behaviour is directed toward the marketer’s offer ing and is undertaken immediately rather than delayed. (Shimp 1997, 10) As these objectives are pursued it is important to recall the notion of marketing communications that all marketing mix elements (not just the communications mix elements) contain information and, therefore, communicate with consumers. (Ibid., 10-11; DeLozier in Spotts et al. 1998, 216; Pickton & Broderick 2001, 207-208) This is why marketing communications can be either intentional (e.g. advertising, promotional campaigns, personal selling etc.) or unintentional, when e.g. product feature, packaging, or pricesymbolises and communicates something to consumers that the marketing communicator may not have intended. (Shimp 1997, 10-11; Kitchen 1994, 20; Belch & Belch 1995, 7-8; Stewart 1996, 148) In addition to these product-related communications there are also many other unintentional aspects of communications that may have a significant effect on consumers’ perception of the product or the company. These may include things like poorly maintained delivery vehicles, unfriendly service, wrongly addressed mail, long customer response times, poor crisis management, and so on. (Meredith 2000, 43; Englis & Solomon 37 1996, 183) The unintentional communication variables raise again the need for integrated marketing communications planning.1) Affect behaviour: “An integrated marketing communications program ultimately must be judged in terms of whether it influences behaviour, but it would be simplistic and unrealistic to expect an action to result from every communication effort. Prior to purchasing a new brand consumers generally must be made aware of the brand and its benefits and influenced to have a favourable attitude toward it. Communication efforts directed at accomplishing these intermediate, or pre-behavioural, goals are fully justified...”2) Use all forms of contacts: IMC uses all forms of communications and all sources of brand and company contacts as potential message delivery channels... Contacts would include TV commercials, magazine ads, messages on the Internet, posters on public vehicles, and a virtually endless list of other possibilities.” 3) Start with the customer or prospect: Another important aspect of IMC is that its process starts with the customer or prospect and then works back to the brand communicator in determining the most appropriate and effective methods through which persuasive communications programs should be developed.” 4) Achieve synergy: Inherent in the definition of IMC is the need for synergy. All of the communication elements (ads, point-of-purchase material, sales promotion, events etc.) must speak with a single voice. Coordination is absolutely critical to achieving a strong and unified brand image and moving consumers to action. The failure to closely coordinate all communication elements can result in duplicated efforts or —worse yet —contradictory messages about a brand being conveyed to consumers.” 5) Build relationships: Successful marketing communications requires building a relationship between the brand and the customer. It can be argued, in fact, that relationship building is the key to modern marketing and that IMC is the key to relationship panies have learned that it is more profitable to build and maintain relationships than it is to continuously searchfor new customers. This explains the growth in frequent-flyer and many other ”frequency” programs.” (Shimp 1997, 12-15) Ultimately, the IMC implementation may face a barrier in the different dimensions of integration. These dimensions, as already introduced in chapter 2.2, describe the depth of integration within the organisation. It is oversimplified to consider integration only in the marketing communications mix. The integration process must also reach the other, deeper dimensions of the organisation. If the more profound integration process is unsuccessful it may threaten the feasibility of marketing communications integration as the gained benefits are lost in some other part of the organisation. As mentioned, the criticism against the IMC concept has also risen in the academic world. The main concerning issues expressed by the critics include e.g. the lack of academic rigor on the concept, the ahistorical concentration of practitioners and academics on the concept, and the disturbing lack of commonly agreed upon definition or process description of the IMC concept (Cornelissen 2000, 7-8; Spotts et al. 1998, 210; Schultz & Kitchen 1997, 8, 14; Kitchen & Schultz 1999, 23; Stewart 1996, 147; Hutton 1996, 155). The claimed lack of academic rigor, or lack of foundation, manifests itself in the superficial debate over responsibility issues and how IMC should be executed, instead of concentration on theory construction and research, as well as development of practically non-existent operational measures (Schultz & Kitchen 1997, 13; Cornelissen 2000, 7-8; Eagle & Kitchen 2000, 671, 675). The IMC critics see the lack of commonly accepted definition of IMC hindering the development of 67these operational measures (Cornelissen 2000, 7-8; Eagle & Kitchen 2000, 667); i.e. it is difficult to measure when it is not commonly agreed upon what to measure. An additional difficulty in the measurement of integrated programs is brought about by the fact that measurement criteria is dictated by the set objectives of the program, which leaves open the issue of how to measure total program and individual components. Nevertheless, each element needs to be measured in its own right, as well as the objectives, communication, and the integrated outcomes. The truth is that the lack of acceptable evaluation mechanisms is a serious threat for the progression and growth of IMC. (Kitchen & Schultz 1999, 28-29) Pickton and Hartley (1998) have pointed out some more barriers to IMC implementation. Among their findings are some points that have been addressed also by the scholars mentioned previously. Pickton and Hartley (1998) see the following as potential IMC barriers: the mind-set, taxonomy and language, structure of organisations, elitism, magnitude of task, manager ability, and dimensions ofintegration. (Pickton & Hartley 1998, 452-454; Pickton & Broderick 2001, 80-82) These factors are discussed briefly in the following. The mind-set as a barrier to IMC implementation refers to the appreciation of specialisation that has built-up over the years. Specialisation often overlooks integration, and therefore also the benefits of integration. The problems caused by this mind-set include the fear of change and loss of control felt by the people within the industry, and agency creatives’ aversion to integration and their lack of willingness to work across the media and promotional mix. Further, the already mentioned cult of specialisation with the addition of the history, tradition, and experience of companies have been considered as limiting factors to integration. The taxonomy and language as IMC barriers refers to how the promotional / marketing communications mix is described, i.e. as separate and discrete activities, like advertising, sales promotion, and so forth. This traditional classification is becoming increasingly inadequate as it presents major classification difficulties and neglects the possibility of integration by definition. For example, it is difficult to know where in the mix belong such diverse activities as product placement, endorsements,and other special communications methods. The structure of organisations has been widely recognised as a barrier to IMC (Wightman 1999, 18; Schultz 1998, 20; Eagle & Kitchen 2000, 675), also already in this text. The division of different functions to specialists is a classic problem hindering the attempts for integration. The problems of hierarchical structures, such as vertical communications, turf battles, and functional silos, in which individuals and groups are protective of their own specialisation and interests are the most common manifestations of this type of IMC barriers. (Pickton & Hartley 1998, 452-454) The separatism mentioned earlier that is encouraged by the most common organisational structures is also accompanied by a sense of perceived elitism exhibited by individuals within each promotional mix speciality. For example, advertising people may consider their expertise as superior to public relations and vice versa. This type of elitism certainly makes matters difficult when different communications disciplines are invited together for integrated effort. The very magnitude of task in integration makes it difficult to conceptualise the big picture. This is why it is necessary to get the whole 66 organisation and its agents involved in the integration process. This process requires consideration from the highest corporate strategic level down to the implementation of individual tactical activity. Therefore, there is a need for real managerial ability with cross-disciplinary skills, which may create a barrier to IMC as there are few people possessing the ability tomaster the wide array of diverse skills.Ultimately, the IMC implementation may face a barrier in the different dimensions of integration. These dimensions, as already introduced in chapter 2.2, describe the depth of integration within the organisation. It is oversimplified to consider integration only in the marketing communications mix. The integration process must also reach the other, deeper dimensions of the organisation. If the more profound integration process is unsuccessful it may threaten the feasibility of marketing communications integration as the gained benefits are lost in some other part of the organisation.The proponents of IMC have naturally made counterarguments against the criticism of the IMC theory. The arguments for IMC include the following points: 1) IMC is directly related to the changes in marketing communications, i.e. it is the logical outcome of these changes. This historicist argument would implicate that the IMC concept is not just a passing management fad. 2) IMC can be considered a transitory period between the old, product-driven, outbound marketing systems and the new, informative-driven, consumer-focused marketplaces of the 21st century. 3) A considerable time has passed since the inception of IMC (the initial academic study of IMC in 1991 (Caywoodetal. 1991) + the industry practice reaching to 1980s and even 1970s) and no evidence of a up-down life cycle commonly apparent with different fads has not been observed in the case of IMC. (Schultz; Eagle et al.; Kitchen; Kitchen & Schultz in Cornelissen 2000, 9-10; Schultz & Kitchen 1997, 9, 13) 4) Very few marketing or communications approaches have involved integration or holistic thinking. This type of thinking has been unusual as often scientific investigation decomposes entities with the underlying idea that if the parts of the entity can be understood the whole entity can be understood as well. Therefore the concept of integration may be faced with scepticism and even rejection. This point is noteworthy as it is practically impossible to determine the efficacy of, e.g. advertising, under circumstances where the subject can be totally isolated from the effects of other forms of communication, like publicity and sales promotions. (Schultz 1996e, 142-143; Schultz & Kitchen 1997, 9, 13; Kitchen & Schultz 1999, 23) 5) IMC, as a major strategic concept, is not that much different from other marketing and management tools that, in spite of their flaws and evolutionary transformations, drive managerial behaviour and provide frameworks for future educational purposes. 6) There is never a complete agreement on the meaning or value of any single concept. This is to say that a critique of IMC on thebasis of being defined in multiple ways is hardly unique or sufficient to imply its impotence as valuable concept. 7) The IMC approach allows managers’ own perspectives in real-world and real-time situations. Thus, research that surveys p ractitioners’ experiences with IMC along with their uses and descriptions of it is an appropriate approach to evaluating its usefulness. 8) IMC and other managerial concepts motivate and inform behaviour in ways that are recognisable by other managers but that may be expressed in a multitude of ways depending on the particular situation. (Gould 2000, 22-23) According to the proponents and advocates of IMC all barriers and problems regarding the IMC concept can be overcome, just as the counterarguments above indicate (Kitchen & 1999, 31).译文标题：整合营销传播战略与执行资料来源: 拉彭兰塔理工大学论文作者：Lappeenranta 为了更好的理解整合营销传播理论，了解营销传播环境就成为其中的一部分。
整合营销传播外文文献翻译
整合营销传播外文文献翻译(含：英文原文及中文译文)文献出处：Reid M, Mavondo F. The Relationship between Integrated Marketing Communication, Market Orientation, and Brand Orientation[J]. Journal of Advertising, 2005, 34(4):11-23.英文原文THE RELATIONSHIP BETWEEN INTEGRATED MARKETINGCOMMUNICATION, MARKET ORIENTATION, AND BRANDORIENTATIONMike Reid, Sandra Luxton, and Felix Mavondo ABSTRACTThis paper relates integrated marketing communication (IMC) to market orientation (MO), brand orientation (BO), and external performance measures. The perspective adopted here argues that for clarity of meaning, IMC should be grounded and interpreted with these other concepts in mind. Specifically, this paper clarifies the links between IMC, MO, and BO, and proposes a testable model linking the relationships among these concepts and facets of customers, and organizational performance. The paper concludes by discussing implications of the study for both academics and practitioners Marketing communication plays an important role in building and maintaining stakeholder relationships, and in leveraging theserelationships in terms of brand and channel equity (Dawar 2004; Duncan and Moriarty 1998; Lannon and Cooper 1983; Srivastava, Fahey, and Shervani 2000; White 1999). As Dawar states: "Advertising and promotions of brands drive traffic and sales volume; marketing efforts and outcomes are measured and managed at the brand level; and brands are central to a firm's responses to shortterm competitive moves. In effect, brands have become the focal point of many a company's marketing efforts and are seen as a source of market power, competitive leverage and higher returns" (2004, p. 31).In response to concerns about the impact of hostile marketing environments on brand equity and increased management expectations related to marketing performance and accountability, many organizations are considering how to improve the management and integration of their marketing communication programs using integrated marketing communication (IMC). Nevertheless, various authors support the contention that there is ambiguity surrounding the definition of IMC, with no consistent or mutually agreed upon meaning, and with many areas in need of clarification (Baker and Mitchell 2000; Beard 1996; Cornelissen 2001; Duncan and Mulhern 2004; Kitchen and Schultz 1999; Low 2000; Phelps 1996). This ambiguity is likely to have an impact on the development of measures to operationalize and assess IMC in organizations. Indeed, Pickton and Hartley (1998, p. 450) state: "It is verydifficult to conceptualize the big picture and to muster all the organizational influences needed to achieve integration. There are many levels and dimensions to integration which all pose their individual and collective difficulties. To be implemented, IMC requires the involvement of the whole organization and its agents from the chief executive downward. It needs consideration from the highest corporate strategic level down to the day-to-day implementation of individual tactical activity."In recognizing this complexity, this paper attempts to explain the role of IMC in organizations. The paper also attempts to delineate or establish a relationship between IMC, market orientation (MO), and an emerging concept of brand orientation (BO) by proposing that both MO and BO are necessary conditions for successful IMC. We accept that IMC can be conceived at two distinct levels, that is, strategic or tactical; however, we will emphasize the strategic component of IMC, which takes into account the cultural and learning requirements of positioning brands over time. The paper recognizes the complementarities between IMC to MO and BO, and how each addresses a critical facet of achieving a competitive advantage through building brand equity. Figure 1 introduces our discussion and presents the relationship between the three concepts. Briefly, market orientation represents the culture of the organization through the adoption of the marketing concept and the systems andprocesses that underlie being market oriented (Harris 1998). Brand orientation represents the fuinctional or business-unit focus on brands and brand strategies that support strong customer and stakeholder relationships regardless of the brand being at the corporate or product level, or being a service or a manufactured good (Bridson and Evans 2004). IMC in this model represents the development of integrated marketing communication to achieve stated brand and communication objectives, and provides the bridge between brand strategy and actions taken to build the necessary customer and stakeholder relationships. In doing so, IMC draws on the cultural predisposition to work cooperatively, leveraging the marketand customer-sensing mechanisms of the organization to devise message and media strategies. Furthermore, it adopts an informed zero-based approach to choosing the appropriate tools for the communication task and is also linked to brand and target-market history through the learning mechanisms of a market- and brand-oriented organization (Stewart 1996).The concept and scale of integrated marketing communicationIn the latest area of integrated marketing communications (Duncan & Mulhern, 2004), the scope of the field is gradually expanding, and its own concepts and processes are constantly evolving. At the same time, there is an argument in the field as to whether integrated marketing communication is usually regarded as a philosophical theory or a processrelated to management strategies that is helpful for establishing well-known brands. In an effort to reach conclusions and accomplishments, managers integrated with the marketing communication process are likely to learn from cultural incentives in collaborative work, thereby creating leverage in the organization's market and customers, and further distinguishing information and media strategies. , and use formal channels to select the appropriate tools needed for choreographer communication work. The concept of integrated marketing discussed and developed (Kitchen Joanne & Tao, 2004) believes that integrated marketing is the most important development in the communication field in the past decade, which is a potential competitive advantage. It is said that the power of integrated marketing communications can influence the market communication environment that has an impact on the appeal of other companies. The leverage between customers has been suffered (Kitchen Joanne & Tao, 2004) also believes that integrated marketing communication seems to be experiencing or has experienced There is a worthwhile debate about its meaning and purpose, and it is trying to differentiate itself from other marketing concepts such as integrated marketing, CRM (customer relationship management), and market segmentation. From the perspective of (Kitchen Joanne & Tao, 2004), integrated marketing communication should be seen as a new management model that canpromote management communication. The center of integrated marketing communication is to build customer and customer interest and establish a relationship between the two. This relationship is positioned in the context of integrated marketing and one-to-one marketing and customer relationship management, prompting managers to integrate traditional, new marketing methods, testing, and accountability. (Baker & Mitchell, 2000). In the process of further extending the concept of customer-oriented communication, managers must realize that once integrated marketing communications provide organizations with more advantageous market advantages, this must be market-driven, but if this is not the case, it does not exclude the market. Driven possibilities (Carrillat Jalamilo & Locaner, 2004; Duncan & 2004 Mulhern; Javsky, Koli & Saha, 2000) Definition of Integrated Marketing Communication and Philosophical Theory.Since the first attempt to define integrated marketing communications in the 1990s, the concept of integrated marketing communications has emerged in large numbers and is reflected in more detail in relevant literature (Duncan, 2002; Gould, 2004; ; Kitchen Joanne & Tao, 2004; ; Kliatchko, 2005). The viewpoint represented by Duncan: Integrated marketing communication should be seen as the customer relationship management process that can promote brand value. In more detail, this is a cross-functional process ofestablishing and nurturing the interests of customers and other shareholder holders. The main method is to control or influence all information materials strategically and encourage the promotion of these groups. In order to demonstrate the continuous development of concepts and theories, a new study on integrated marketing communications believes that integrated marketing communications should do two things: It is more strategic: it is not just information about advertising and sales promotion.in conclusionThrough discussion, we tried to complement the relationship between the IMC, market positioning and brand orientation. It is worth mentioning that for each concept, they have their own special reflection, but at the same time, they also provide a detailed description and a deep understanding of the relationship between them. The key issue for many organizations is that people have not taken their growth seriously, because it is also very important for supplemental propaganda. Institutions of low-consumption markets, because they are concerned with the cultural heritage of consumers themselves and equivalent functions, in this case, trying to develop IMC is unlikely to succeed. This is because there is no cultural basis for the cooperation between the supplier and other management departments through functions, departments, SBUs (trading strategy units), or is. Along the main lines of the same discussion, we areconvinced that as long as the brand positioning is low, it means that cooperative sharing, brand definition and perspectives will also be reduced. When trying to introduce the IMC, there will not be the case when both MO and BO are present at the same time. That kind of success.The management understands and accepts the principle that it is very difficult for the formation of synthesis, because it is very difficult to unite people who have migrated from a comfortable place and form a certain status, and people also know that Most organizations implement reward systems that do not reward those who cooperate (in practice, they tend to reward those with competitive and small-scale interests). There are some ways to overcome this unhealthy orientation and establish strong market positioning and brand positioning. This requires the establishment of a good cultural atmosphere, and at the same time, encourages those who cooperate to cooperate. This is a very meaningful help for the IMC. The model from this paper knows that the IMC can enable some groups to actively cooperate. At the same time, it is also known that the IMC may be an intermediate between the market orientation and the brand orientation, or that the IMC is an intermediate in the brand orientation and expression form, or even a combination of the two. This concept provides us with a deep understanding of the different manifestations of the IMC.Finally, in this article we have formed a conceptualized theoretical model. The market-oriented standards have been established for ten years and have gradually been accepted by the people. However, the standards of brand orientation are slowly accepted by people, but they are still at an early stage of development. The standards mentioned in the article have already been used by some researchers for practical investigation, and there are no special problems in terms of feasibility. The biggest difficulty of this model is to fully grasp the standard size of IMC development and how to link it to the appropriate external performance standards. The Duncan and Moriarty (1997) DE Mini IMC presence tool proved that its relationship to test them is the same as its starting point. Model (Structural Balance Model) The use value of IMC will also be reflected in more and more clear IMC and other market concepts and relationships between consumers and brands and market performance.中文译文整合营销传播、市场定位与品牌定位的关系Mike Reid, Sandra Luxton, and Felix Mavondo摘要本文将整合营销传播（IMC）与市场导向（MO），品牌导向（BO）以及外部绩效评估联系起来。
营销渠道中英文对照外文翻译文献.doc
本科生毕业设计（论文）外文翻译学院：商贸学院学号： 120134030专业班级：市场营销1301班学生姓名：宫超指导教师：赵丹年月日Marketing Channels and Value NetworksMost producers do not sell their goods directly to the final users between them stands a set of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel also called a trade channel or distribution channel .Formally marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after production culminating in purchase and use by the final end user.Some intermediaries-such as wholesalers and retailers-buy take title to and resell the merchandise they are called merchants. Others-brokers manufacturer’s representatives sales agents-search for customers and may negotiate on the producers behalf but do not take title to the goods they are called agents. Still others-transportation companies independent warehouses banks advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales they are called facilitators.The Importance of ChannelsA marketing channel system is the particular set of marketing channels a firm employs and decisions about it are among the most critical ones managementfaces. In the United States channel members collectively have earned margins that account for 30 to 50 of the ultimate selling price. In contrast advertising typically has accounted for less than 5 to 7 of the final price. Marketing channels also represent a substantial opportunity cost. One of the chief roles of marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets they must also make markets. The channels chosen affect all other marketing decisions. The company’s pricing depends on whether it uses mass merchandis ers or high-quality boutiques. The firm’s sale force and advertising decisions depend on how much training and motivation dealers need. In addition channel decisions include relatively long-term commitments with other fins as well as a set of policies and procedures. When an automaker signs up independent dealers to sell its automobiles the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time channel choices themselves depend on the company’s marketing strategy with respect to segmentation targeting and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.In managing its intermediaries the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturers sales force trade promotion money or other means to induce intermediaries to carry promote and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category brand choice is made in the store the product is an impulse item and product benefits are well understood. In a pull strategy the manufacturer uses advertising promotion and other forms of communication to persuade consumers to demand the product from intermediaries thus inducing the intermediaries to order it .Pull strategy is appropriate when there is high brand loyalty and high involvement in the category when consumers are able to perceive differences between brands and when they choose the brand before they go to the store. For years drug companies aimed ads solely at doctors and hospitals but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumers directly. This is particularly evident in the burgeoning business of prescription sleep aids.Top marketing companies such as Coca-Cola Intel and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand without at least some consumer interest it can be very difficult to gain much channel acceptance and supportChannel DevelopmentA new firm typically starts as a local operation selling in a fairly circumscribedmarket using existing intermediaries. The number of such intermediaries is apt to belimited: a few man ufacturer’s sales agents a few wholesalers several establishedretailers a few trucking companies and a few warehouses. Deciding on the bestchannels might not be a problem the problem is often to convince the available intermediaries to handle the firm’s line.If the firm is successful it might branch into new markets and use different channels in different markets. In smaller markets the firm might sell directly to retailers in larger markets it might sell through distributors. In rural areas it might work with general-goods merchants in urban areas with limited-line merchants. In one part of the country it might grant exclusive franchises in another it might through outlets to handle the merchandise. In one country it might use international sales agents in another it might partner with a local firm.International markets pose distinct challenges. Customers shopping habits canvary by countries and many retailers such as Germany's Aldi the United KingdomsTesco and Spains Zara have redefined themselves to a certain degree when entering anew market to better tailor their image to local needs and wants. Ret ailers that have largely stuck to the same selling formula regardless of geography such as Eddie Bauer Marks amp Spencer and Walt-Mart-marketing strategy for Its entrance into 1MUS. market to slack different national manufacturer have sometimes encountered trouble in entering new markets.In short the channel system evolves as a function of local opportunities andconditions emerging threats and opportunities company resources and capabilitiesand other factors. Consider some of the challenges Dell has encountered in recent years.Hybrid ChannelsToday’s successful companies are also multiplying the number of quot go-to-market quot or hybrid channels in anyone market area. In contrast to Dell HP has used its sales force to sell to large accounts outbound telemarketing to sell to medium-sized accounts direct mail with an inbound number to sell to small accounts retailers to sell to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and thousands of links on affiliated sites. Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.） What’ s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc.large accounts outbound telemarketing to sell to medium-sized accounts direct mail with an inbound number to sell to small accounts retailers to sell to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and thousands of links on affiliated sites.Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.） What’s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc. Understanding Customer NeedsConsumers may choose the channels they prefer based on a number of factors:the price product assortment and convenience of a channel option as well a s their own particular hopping goals economic social or experiential.As with products segmentation exists and marketers employing different types of channels must beaware that different consumers have different needs during the purchase process.Researchers Nunes and Cespedes argue that in many markets buyers fall into one off our categories.Habitual shoppers purchase from the same places in the same manner over time.High-value deal seekers know their needs and quot channel surf quot a great deal before buying at the lowest possible price.Variety-loving shoppers gather information in many channels take advantageof high touch services and then buy in their favorite channel regardless of price.High-involvement shoppers gather information in all channels make their purchase in a low- cost channel but take advantage of customer support from a high-touch channel.One study of 40 grocery and clothing retailers in France Germany and theUnited Kingdom found that retailers in those countries served three types of shoppers:1. Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided .2. Price/value customers who were most concerned about spending their money wisely .3. Affinity customers whoprimarily sought stores that suited people like themselves or the members ofgroupsthey aspired to join. As Figure 15.1 shows customer profiles for these types ofretailers differed across the three markets: In France shoppers placed more importance on service and quality in the United Kingdom affinity and in Germany price and value.Even the same consumer though may choose to use different channels for different functions in making a purchase. For instance someone may choose to browse through a catalog before visiting a store or take a test-drive at a dealer beforeordering a car online. Consumers may also seek different types of channels dependingon the particular types of goods involved. Some consumers are willing to quottrade upquotto retailers offering higher-end goods such as TAG Heuer watches or Calla way golf clubs these same consumers are also willing to quot trade down quot to discount retailers to buy private-label paper towels detergent or vitamins.Value NetworksA supply chain view of a firm sees markets as destination points and amounts to a linear view of the flow. The company should first think of the target m arket however and then design the supply chain backward from that point. This view has been called demand chain planning. North westerns Don Schult z says: quot A demand chain management approach doesn’t just push things through the system. It emphasizes what solutions consumers are looking fo r not what products we are trying to sell them.Quot Schultz has suggested that the traditional marketing quot four Ps quot be replaced by a new acrony m SIV A which stands for solutions information value and access.An even broader view sees a company at the center of a value network-a systemof partnerships and alliances that a firm creates to source augment and deliver itsofferings. A value network includes a firms suppliers and its suppliers suppliers andiets immediate customers and their end customers. The value network includes valuedrelations with others such as university researchers and government approval agencies.Demand chain planning yields several insights. First, the company can estimate whether more money is made upstream or downstream, in case it might want to integrate backward. or forward. Second, the company is more aware of disturbances anywhere in the supply chain that might cause costs, prices, or supplies to change suddenly. Third, companies can go online with their business partners to carry on faster and more accurate communications, transact ions, and payments to reduce costs, speed up information, and increase accuracy. With the advent of the Internet, companies are forming more numerous and complex relationships with other firms.Managing this value network has required companies to make increasing investments in information technology and software. They have invited such sof tware firms as SAP and Oracle to design comprehensive enterprise resource planning systems to manage cash flow, manufacturing, human resources, pur chasing, and other major functions within a unified framework. They hope to break up department silos and carry out core business processes more seaml essly. Marketers, for their part, have traditionally focused on the side of the value network that looks toward the customer. In the future, they will increasi ngly participate in and influence their companies’ upstream activities and become network managers, not only product and customer managers.营销渠道与价值网络管理公司的混合渠道必须确保这些渠道一起工作和相互匹配的目标客户首选的做生意的方式。
整合营销传播外文文献翻译
整合营销传播外文文献翻译(含：英文原文及中文译文)文献出处：Reid M, Mavondo F. The Relationship between Integrated Marketing Communication, Market Orientation, and Brand Orientation[J]. Journal of Advertising, 2005, 34(4):11-23.英文原文THE RELATIONSHIP BETWEEN INTEGRATED MARKETINGCOMMUNICATION, MARKET ORIENTATION, AND BRANDORIENTATIONMike Reid, Sandra Luxton, and Felix Mavondo ABSTRACTThis paper relates integrated marketing communication (IMC) to market orientation (MO), brand orientation (BO), and external performance measures. The perspective adopted here argues that for clarity of meaning, IMC should be grounded and interpreted with these other concepts in mind. Specifically, this paper clarifies the links between IMC, MO, and BO, and proposes a testable model linking the relationships among these concepts and facets of customers, and organizational performance. The paper concludes by discussing implications of the study for both academics and practitioners Marketing communication plays an important role in building and maintaining stakeholder relationships, and in leveraging theserelationships in terms of brand and channel equity (Dawar 2004; Duncan and Moriarty 1998; Lannon and Cooper 1983; Srivastava, Fahey, and Shervani 2000; White 1999). As Dawar states: "Advertising and promotions of brands drive traffic and sales volume; marketing efforts and outcomes are measured and managed at the brand level; and brands are central to a firm's responses to shortterm competitive moves. In effect, brands have become the focal point of many a company's marketing efforts and are seen as a source of market power, competitive leverage and higher returns" (2004, p. 31).In response to concerns about the impact of hostile marketing environments on brand equity and increased management expectations related to marketing performance and accountability, many organizations are considering how to improve the management and integration of their marketing communication programs using integrated marketing communication (IMC). Nevertheless, various authors support the contention that there is ambiguity surrounding the definition of IMC, with no consistent or mutually agreed upon meaning, and with many areas in need of clarification (Baker and Mitchell 2000; Beard 1996; Cornelissen 2001; Duncan and Mulhern 2004; Kitchen and Schultz 1999; Low 2000; Phelps 1996). This ambiguity is likely to have an impact on the development of measures to operationalize and assess IMC in organizations. Indeed, Pickton and Hartley (1998, p. 450) state: "It is verydifficult to conceptualize the big picture and to muster all the organizational influences needed to achieve integration. There are many levels and dimensions to integration which all pose their individual and collective difficulties. To be implemented, IMC requires the involvement of the whole organization and its agents from the chief executive downward. It needs consideration from the highest corporate strategic level down to the day-to-day implementation of individual tactical activity."In recognizing this complexity, this paper attempts to explain the role of IMC in organizations. The paper also attempts to delineate or establish a relationship between IMC, market orientation (MO), and an emerging concept of brand orientation (BO) by proposing that both MO and BO are necessary conditions for successful IMC. We accept that IMC can be conceived at two distinct levels, that is, strategic or tactical; however, we will emphasize the strategic component of IMC, which takes into account the cultural and learning requirements of positioning brands over time. The paper recognizes the complementarities between IMC to MO and BO, and how each addresses a critical facet of achieving a competitive advantage through building brand equity. Figure 1 introduces our discussion and presents the relationship between the three concepts. Briefly, market orientation represents the culture of the organization through the adoption of the marketing concept and the systems andprocesses that underlie being market oriented (Harris 1998). Brand orientation represents the fuinctional or business-unit focus on brands and brand strategies that support strong customer and stakeholder relationships regardless of the brand being at the corporate or product level, or being a service or a manufactured good (Bridson and Evans 2004). IMC in this model represents the development of integrated marketing communication to achieve stated brand and communication objectives, and provides the bridge between brand strategy and actions taken to build the necessary customer and stakeholder relationships. In doing so, IMC draws on the cultural predisposition to work cooperatively, leveraging the marketand customer-sensing mechanisms of the organization to devise message and media strategies. Furthermore, it adopts an informed zero-based approach to choosing the appropriate tools for the communication task and is also linked to brand and target-market history through the learning mechanisms of a market- and brand-oriented organization (Stewart 1996).The concept and scale of integrated marketing communicationIn the latest area of integrated marketing communications (Duncan & Mulhern, 2004), the scope of the field is gradually expanding, and its own concepts and processes are constantly evolving. At the same time, there is an argument in the field as to whether integrated marketing communication is usually regarded as a philosophical theory or a processrelated to management strategies that is helpful for establishing well-known brands. In an effort to reach conclusions and accomplishments, managers integrated with the marketing communication process are likely to learn from cultural incentives in collaborative work, thereby creating leverage in the organization's market and customers, and further distinguishing information and media strategies. , and use formal channels to select the appropriate tools needed for choreographer communication work. The concept of integrated marketing discussed and developed (Kitchen Joanne & Tao, 2004) believes that integrated marketing is the most important development in the communication field in the past decade, which is a potential competitive advantage. It is said that the power of integrated marketing communications can influence the market communication environment that has an impact on the appeal of other companies. The leverage between customers has been suffered (Kitchen Joanne & Tao, 2004) also believes that integrated marketing communication seems to be experiencing or has experienced There is a worthwhile debate about its meaning and purpose, and it is trying to differentiate itself from other marketing concepts such as integrated marketing, CRM (customer relationship management), and market segmentation. From the perspective of (Kitchen Joanne & Tao, 2004), integrated marketing communication should be seen as a new management model that canpromote management communication. The center of integrated marketing communication is to build customer and customer interest and establish a relationship between the two. This relationship is positioned in the context of integrated marketing and one-to-one marketing and customer relationship management, prompting managers to integrate traditional, new marketing methods, testing, and accountability. (Baker & Mitchell, 2000). In the process of further extending the concept of customer-oriented communication, managers must realize that once integrated marketing communications provide organizations with more advantageous market advantages, this must be market-driven, but if this is not the case, it does not exclude the market. Driven possibilities (Carrillat Jalamilo & Locaner, 2004; Duncan & 2004 Mulhern; Javsky, Koli & Saha, 2000) Definition of Integrated Marketing Communication and Philosophical Theory.Since the first attempt to define integrated marketing communications in the 1990s, the concept of integrated marketing communications has emerged in large numbers and is reflected in more detail in relevant literature (Duncan, 2002; Gould, 2004; ; Kitchen Joanne & Tao, 2004; ; Kliatchko, 2005). The viewpoint represented by Duncan: Integrated marketing communication should be seen as the customer relationship management process that can promote brand value. In more detail, this is a cross-functional process ofestablishing and nurturing the interests of customers and other shareholder holders. The main method is to control or influence all information materials strategically and encourage the promotion of these groups. In order to demonstrate the continuous development of concepts and theories, a new study on integrated marketing communications believes that integrated marketing communications should do two things: It is more strategic: it is not just information about advertising and sales promotion.in conclusionThrough discussion, we tried to complement the relationship between the IMC, market positioning and brand orientation. It is worth mentioning that for each concept, they have their own special reflection, but at the same time, they also provide a detailed description and a deep understanding of the relationship between them. The key issue for many organizations is that people have not taken their growth seriously, because it is also very important for supplemental propaganda. Institutions of low-consumption markets, because they are concerned with the cultural heritage of consumers themselves and equivalent functions, in this case, trying to develop IMC is unlikely to succeed. This is because there is no cultural basis for the cooperation between the supplier and other management departments through functions, departments, SBUs (trading strategy units), or is. Along the main lines of the same discussion, we areconvinced that as long as the brand positioning is low, it means that cooperative sharing, brand definition and perspectives will also be reduced. When trying to introduce the IMC, there will not be the case when both MO and BO are present at the same time. That kind of success.The management understands and accepts the principle that it is very difficult for the formation of synthesis, because it is very difficult to unite people who have migrated from a comfortable place and form a certain status, and people also know that Most organizations implement reward systems that do not reward those who cooperate (in practice, they tend to reward those with competitive and small-scale interests). There are some ways to overcome this unhealthy orientation and establish strong market positioning and brand positioning. This requires the establishment of a good cultural atmosphere, and at the same time, encourages those who cooperate to cooperate. This is a very meaningful help for the IMC. The model from this paper knows that the IMC can enable some groups to actively cooperate. At the same time, it is also known that the IMC may be an intermediate between the market orientation and the brand orientation, or that the IMC is an intermediate in the brand orientation and expression form, or even a combination of the two. This concept provides us with a deep understanding of the different manifestations of the IMC.Finally, in this article we have formed a conceptualized theoretical model. The market-oriented standards have been established for ten years and have gradually been accepted by the people. However, the standards of brand orientation are slowly accepted by people, but they are still at an early stage of development. The standards mentioned in the article have already been used by some researchers for practical investigation, and there are no special problems in terms of feasibility. The biggest difficulty of this model is to fully grasp the standard size of IMC development and how to link it to the appropriate external performance standards. The Duncan and Moriarty (1997) DE Mini IMC presence tool proved that its relationship to test them is the same as its starting point. Model (Structural Balance Model) The use value of IMC will also be reflected in more and more clear IMC and other market concepts and relationships between consumers and brands and market performance.中文译文整合营销传播、市场定位与品牌定位的关系Mike Reid, Sandra Luxton, and Felix Mavondo摘要本文将整合营销传播（IMC）与市场导向（MO），品牌导向（BO）以及外部绩效评估联系起来。
营销组合文献综述整合营销及外文文献翻译资料
本份文档包含：关于该选题的外文文献、文献综述一、外文文献文献信息标题: INTEGRATED MARKETING COMMUNICATION AND PROMOTION作者: Shakeel Rehman; Ibrahim, M Syed期刊名称: Researchers World；第2卷；第4期；页码：187-19.年份: 2014INTEGRATED MARKETING COMMUNICATION AND PROMOTIONABSTRACTIntegrated Marketing Communication emerges as a powerful tool that guides practitioners in developing and implementing marketing communications more consistently and effectively. Despite its continuing appeal little is known about its physical or visible form in marketing communication process, but the emergence of this concept has become one of the most significant examples of development in the marketing discipline. It is the most innovative function of marketing endorsed by advertising and marketing practitioners. Integrated Marketing Communication has moved beyond communication to the process of using promotional elements in a unified way so that a synergistic communication effect is created and achieved. The present study explore on the purpose of drawing out whether Integrated Marketing Communication could indeed be seen as an effort towards promotion in practice and also find out some challenges and future of integrated marketing communications for business.Keywords: Integrated Marketing Communication, Information Technology, Promotional Mix, Stakeholders.INTRODUCTION:Integrated Marketing Communication is a step towards an integrated approach in achieving efficiency by synergy. By definition, It involves the merging of distinct communication functions in a way that allows an organization to speak with "one voice, one look" (Fitzerpatrik.K.R. 2005).Marketing communication represents the "voice" of the company and its brands and is the means by which it can establish a dialogue and build relationship with customers. By integrated marketing communication consumers learn who makes the product, for what purpose or benefit it stands and links the brand to people, place, events, experiences, feelings, etc. Integrated Marketing Communication enhances companies' ability to reach the right customer with right message at the right time and in the right place.Integrated Marketing Communication is the planning and execution of all types of marketing communication needed for a product, brand, idea, company or place in order to satisfy a common set of objectives and support the positioning of promotion. The concept of integrated marketing communication has evolved over four fundamental stages, starting from tactical coordination of promotional elements, redefinition of the scope of marketing communication and application of information and communication technology to the financial and strategic integration (panda. T. k., 2009).REVIEW OF LITERATURE:We are sure to see innovations in communications research during the next several years, the like of which have never been before seen in the field (Lavidge,1999).Integrated Marketing Communication has recognized all the trends by which firms touch customers must be related, aligned and coordinated making it more than advertising, sales promotion and direct marketing programmes (Schultz.D.E.,2003).Let us assume that the ultimate process of marketing is to deliver higher standard of living through communications (Kotler.P.,2003).The marketers of twenty-first century should utilize an IMC program, which goes beyond usual marketing concepts of 4p's, trying in addition to generate new ways of creating customers by database (Johnson and Schultz, 2004).If companies disregard IMC and different messages are not delivered in unison, it may lead to an incoherent brand image, which can negatively influence consumer behavior (McGrrath ,2005).To draw the benefits from IMC approach, it is imperative that whole organization, cross functional and subsidiaries understands how IMC works and how IMC plans can be put into action if this is not the case integration will be lost which will inturn weaken both corporate brand and relationship (Reid, et.al., 2005).The primary goal of IMC is to affect the perception of value and behavior through communication (Holm.D.,2006).The greater utilization of marketing communication tools within an IMC approach can lead to a better overall outcome and may also deliver a more holistic picture (Smith, et.al., 2006).Integrated Marketing Communication approaches have become the accepted norm for agencies offering services to clients (Eagle.L.,Kitchen.J.p.,et.al.,2007).The psychological continuity is a consistent attitude towards a brand or firm. It is reference for company's voice and personality for the consumers. This can be achieved but Integrated Marketing Communication with them (panda. T. k., 2009).Marketing communication activities must be integrated to deliver a consistent message and strategic positioning (Kotler.P.,Keller.K.L.,et.al.,2009). BACKGROUND AND CONCEPT OF IMC:As a customer centered process integrated marketing communication is the first step in developing a common understanding of its purpose and value. Integrated marketing communication integrates everything that helps a company to promote its business and position its product in the market. An integrated marketing communication program must be continuous and strategic oriented. Some early attempts appeared in academic literature (Dyer, 1982; coulson-thomas, 1983; Schultz, 1996). Integrated marketing communication began to be practiced and became a hot topic throughout (caywood et.al. 1991; mile and rose,1994; kitchen and Schultz,1999).Caywood(1997) suggest that background for the emergence of integrated marketing communication is from three areas first from corporate or client side , an increasing competition and higher risk in markets brought by merging and acquisitions have been required to meet the consumer changing needs moresuccessfully through new marketing strategies. Second from media and market side weakening the traditional trends of advertising and marketing, due to exposure of information technology has increased the search for more effective and cost efficient methods in communications among marketers. Third from, the consumer, as ongoing changes in his life style have made advertisers to develop more elaborate and quicker response communication formats.Today's business environment demands a well managed and equally planned relational customer data-base, a focused and customer-oriented approach to customers and clients, and a psychological-driven prospecting approach to Sales. Reich then insists that marketers should combine proven marketing techniques with new integrated marketing communication methods to ensure success (Reich, 1998).It begins with the product development and includes packaging, pricing, selection of distribution channels, channel management, customer relationship management, total quality management etc. it involves the multidimensional, interactive, continuously measured communication that connects the brand or product and the customer (Lauterborn, 2003). The allocation of communication budget, away from mass media and traditional advertising has obviously promoted integrated marketing communication in recognition and effective marketing.The American Association of Advertising Agencies defines integrated marketing communication as "a concept that recognizes the added value of a comprehensive plan that evaluates the strategic roles of a variety of communication disciplines and combines these disciplines to provide clarity, consistency and maximum communication impact".Apparently in just a short period , the concept of integrated marketing communication became a watch-cry not only of marketing communications, but also an integral part of corporate communication strategies of many companies.(Kitchen.J.P., et.al.,2004).it has increased communication impact, made creative ties more effective and provide consistency in communication.Integrated Marketing Communication has evolved over a period of time from awareness level of integration to image level integration to functional integration tocoordinated integration to consumer based integration to stakeholder based integration to relationship management integration (panda. T. k., 2009).It is a promotional tool along with other marketing mix components to gain advantage over competitors using to reach highest level of consumer satisfaction by knowing the right touch-points. It is a data driven approach using outside-in thinking focused on identifying consumer insights using both on and off -line channel strategy to develop a stronger brand-consumer relationship (Surrender. S., and Telrandhe.N.,2010). Integrated marketing communication is thus the voice of marketing creating brand awareness, deliver information, educate the market and make a positive image of the company.KEY CHALLENGES OF IMC:Across the globe, there is continuity in market deregulation and emergence of individualized segmentation of consumer tastes and preferences. So IMC being not an easy process has to face internal as well as external challenges. As some markets flee traditional media they still come across some communication clutter. The challenges of IMC are.* A shift in market place power from manufacturer to wholesaler to retailer/shift in channel power.* A movement away from relying on advertising focused approach.* Rapid growth of data base marketing.* A shift in traditional promotions.* Change in the way the advertising agencies compensated.* Rapid growth of internet marketing.* Growing competition in relationship marketing.* Change from mere information delivery to value delivery.* Consumer empowerment.* Fragmentation of media.* Increasing advertising clutter.* Desire for greater accountability.MANAGERIAL IMPLICATIONS:Integrated Marketing Communication is the boost for promotional mix elements, whether it is advertising; direct marketing, interactive/internet marketing, sales promotion, publicity/public relations or personal selling, combining these disciplines to provide consistently and clearly a maximum communication impact. Promotion has been defined as the coordination of all seller-initiated efforts to set up channels of information and persuasion to sell goods and services or promote an idea.Promotion is the systematic attempt to move forward step by step prospects from a state of unawareness to awareness then to knowledge and liking, then to preference and conviction and finally to action (purchase) or a positive behavioral response. The communication accomplishes its objectives in a series of mental stages as the receiver or audience moves from unawareness to actual deal. The purpose of integrated marketing communication should be to maximize customer delivered value. Integrated marketing communication plays a very important role in the ability and capacity of firm to innovate and success fully delivers competitive response through value added offerings to their customers. The various steps commonly followed in an integrated marketing communication process are:* Identify the audience to be targeted.* Determine objectives of your communication.* Design the message of communication.* Select your media channel.* Decide the budget.* Decide the marketing communication mix.* Measuring your results.* Managing and coordinating IMC.So a centralized strategic planning is the very heart of integrated marketing communication. The use of various options should be centrally planned and coordinated utilizing a systematic strategic planning. Strategy lays down the broad principles by which a company hopes to secure an advantage over the competitors, exhibit attractiveness to buyers and lead to efficient utilization of resources and promote company image.Moreover a successful Integrated Marketing Communication program must have the right combination of promotional tools and techniques that must help companies to identify appropriate and efficient methods for communicating and building relationship with customers as well as other stakeholders, such as employees, suppliers, investors, interest groups and the general public.DIFFUSION OF IMC:In future, Integrated Marketing Communication will become a requirement and not mere a choice for clients and agencies in the world. Integrated marketing communication process is highly dynamic from a holistic point of view. The changing environment of markets and marketing is the driving force for integrated marketing communication implementation. Further with the development of information and communication technology, marketing communications must transform towards new information-driven interactive consumer focused approach. Integrated marketing communication as a general concept would be acceptable as effective marketing departments and advertising agencies are developing new pipelines of new talented innovations, media buyers, promotions managers, data base web masters and others in order to succeed in the long run. Moreover the methods of integrated marketing communication operation and deployment path must be different based on certain socio-cultural and institutional factors of certain masses.CONCLUSION:Hopefully coming to the point that business is not about changing the people but about changing yourself and your reactions for them. Success comes when one learns to control and coordinate. So integrated marketing communication plan should not be considered an end goal but rather a continuous approach. This is the most exciting, most challenging time in history of communication research. The diffusion of integrated marketing communication program should closely be associated with changes in consumption pattern, technical advancement and competition. Integrated marketing communication study provides practice based and grounded insights as well as concrete suggestions for organizing communication campaigns. Integrated marketing communication must not be just communication with present and prospectcustomers, but also with employees, vendors, related industries and external environment either directly or indirectly involved within. Moreover in marketing effective communication is absolutely necessary even though one is having a superb product best package and offer a fair price, people will not come to buy it unless they might have hear of it or are aware of it. So without integrated marketing communication promotion of a brand or product or generally your business is impossible and without promotion nothing can be sold in this competitive global market.二、文献综述营销组合的一个理论综述摘要: 营销组合也称为整合营销，回顾营销组合理论发展的历史轨迹, 呈现出不同的营销组合理论适用于不同的营销经济环境,不同的营销组合理论反映了不同的营销观念, 营销组合战略性增强而操作性减弱等特点。
营销渠道中英文对照外文翻译文献
本科生毕业设计（论文）外文翻译学院：商贸学院学号： 120134030专业班级：市场营销1301班学生姓名：宫超指导教师：赵丹年月日Marketing Channels and Value NetworksMost producers do not sell their goods directly to the final users between them stands a set of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel also called a trade channel or distribution channel .Formally marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after __________________________________________________production culminating in purchase and use by the final end user.Some intermediaries-such as wholesalers and retailers-buy take title to and resell the merchandise they are called merchants. Others-brokers manufacturer’s representatives sales agents-search for customers and may negotiate on the producers behalf but do not take title to the goods they are called agents. Still others-transportation companies independent warehouses banks advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales they are called facilitators.The Importance of ChannelsA marketing channel system is the particular set of marketing channels a firm employs and decisions about it are among the most critical ones management faces. In the United States channel members collectively have earned margins that account for 30 to 50 of the ultimate selling price. In contrast advertising typically has accounted for less than 5 to 7 of the final price. Marketing channels also represent a substantial opportunity cost. One of the chief roles of marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets they must also make markets.The channels chosen affect all other marketing decisions. The company’s pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firm’s sale force and advertising decisions depend on how much training and motivation dealers need. In addition channel decisions include relatively long-term commitments with other fins as well as a set of policies and procedures. When an automaker signs up independent dealers to sell its automobiles the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time channel choices themselves depend on the company’s marketing strategy with respect to segmentation targeting and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.In managing its intermediaries the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturers sales force trade promotion money or other means to induce intermediaries to carry promote and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category brand choice is made in the store the product is an impulse item and product benefits are well understood. In a pull strategy the manufacturer uses advertising promotion and other forms of communication to persuade consumers to demand the product from intermediaries thus inducing the intermediaries to order it .Pull strategy is appropriate when there is high brand loyalty and high involvement in the category when consumers are able to perceive differences between brands and when they choose the brand before they go to the store. For years drug companies aimed ads solely at doctors and hospitals but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumers directly. This is particularly evident in the burgeoning business of prescription sleep aids.Top marketing companies such as Coca-Cola Intel and Nike skillfully employ both __________________________________________________push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand without at least some consumer interest it can be very difficult to gain much channel acceptance and supportChannel DevelopmentA new firm typically starts as a local operation selling in a fairly circumscribed market using existing intermediaries. The number of such intermediaries is apt to be limited: a few man ufacturer’s sales agents a few wholesalers several established retailers a few trucking companies and a few warehouses. Deciding on the best channels might not be a problem the problem is often to convince the available intermediaries to handle the firm’s line.If the firm is successful it might branch into new markets and use different channels in different markets. In smaller markets the firm might sell directly to retailers in larger markets it might sell through distributors. In rural areas it might work with general-goods merchants in urban areas with limited-line merchants. In one part of the country it might grant exclusive franchises in another it might through outlets to handle the merchandise. In one country it might use international sales agents in another it might partner with a local firm.International markets pose distinct challenges. Customers shopping habits canvary by countries and many retailers such as Germany's Aldi the United Kingdoms Tesco and Spains Zara have redefined themselves to a certain degree when entering anew market to better tailor their image to local needs and wants. Retailers that have largely stuck to the same selling formula regardless of geography such as Eddie Bauer Marks amp Spencer and Walt-Mart-marketing strategy for Its entrance into 1 MUS. market to slack different national manufacturer have sometimes encountered trouble in entering new markets.In short the channel system evolves as a function of local opportunities and conditions emerging threats and opportunities company resources and capabilities and other factors. Consider some of the challenges Dell has encountered in recent ye ars.Hybrid ChannelsToday’s successful companies are also multiplying the number of quot go-to-market quotor hybrid channels in anyone market area. In contrast to Dell HP has used its sales force to sell to large accounts outbound telemarketing to sell to medium-sized accounts direct mail with an inbound number to sell to small accounts retailers to sell to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and __________________________________________________thousands of links on affiliated sites.Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.）What’s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc. large accounts outbound telemarketing to sell to medium-sizedaccounts direct mail with an inbound number to sell to small accounts retailers to sel l to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and thousands of links on affiliated sites.Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.）What’s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc. Understanding Customer NeedsConsumers may choose the channels they prefer based on a number of factors:the pr ice product assortment and convenience of a channel option as well as theirown particular hopping goals economic social or experiential.As with products segmentation exists and marketers employing different types of channels must be aware that different consumers have different needs during the purchase process.Researchers Nunes and Cespedes argue that in many markets buyers fall intoone off our categories.Habitual shoppers purchase from the same places in the same manner over time. High-value deal seekers know their needs and quot channel surf quot a great deal before buying at the lowest possible price.Variety-loving shoppers gather information in many channels take advantageof high touch services and then buy in their favorite channel regardless of price. High-involvement shoppers gather information in all channels make their purchase in a low- cost channel but take advantage of customer support from a high-touch channel.One study of 40 grocery and clothing retailers in France Germany and theUnited Kingdom found that retailers in those countries served three types of shopper __________________________________________________s:1. Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided .2. Price/value customers who wer e most concerned about spending their money wisely .3. Affinity customers who primarily sought stores that suited people like themselves or the members of groupsthey aspired to join. As Figure 15.1 shows customer profiles for these types of retailers differed across the three markets: In France shoppers placed more importance on service and quality in the United Kingdom affinity and in Germany price and value.Even the same consumer though may choose to use different channels for different functions in making a purchase. For instance someone may choose to browse through a catalog before visiting a store or take a test-drive at a dealer before ordering a car online. Consumers may also seek different types of channels dependin g on the particular types of goods involved. Some consumers are willing to quot trade upquotto retailers offering higher-end goods such as TAG Heuer watches or Ca lla way golf clubs these same consumers are also willing to quot trade down quot to discount retailers to buy private-label paper towels detergent or vitamins. Value NetworksA supply chain view of a firm sees markets as destination points and amounts to a l inear view of the flow. The company should first think of the target market howeve r and then design the supply chain backward from that point. This view has been cal led demand chain planning. North westerns Don Schultz says: quot A demand chai n management approach doesn’t just push things through the system. It emphasize s what solutions consumers are looking for not what products we are trying to sell th em.Quot Schultz has suggested that the traditional marketing quot four Ps quot be replaced by a new acronym SIVA which stands for solutions information value and access.An even broader view sees a company at the center of a value network-a systemof partnerships and alliances that a firm creates to source augment and deliver its offerings. A value network includes a firms suppliers and its suppliers suppliers an diets immediate customers and their end customers. The value network includes valu ed relations with others such as university researchers and government approval agencies.Demand chain planning yields several insights. First, the company can estimate whe ther more money is made upstream or downstream, in case it might want to integrate backward. or forward. Second, the company is more aware of disturbances anywher e in the supply chain that might cause costs, prices, or supplies to change suddenly. Third, companies can go online with their business partners to carry on faster and m ore accurate communications, transactions, and payments to reduce costs, speed up i nformation, and increase accuracy. With the advent of the Internet, companies are fo rming more numerous and complex relationships with other firms.Managing this value network has required companies to make increasing investment s in information technology and software. They have invited such software firms as SAP and Oracle to design comprehensive enterprise resource planning systems to m __________________________________________________anage cash flow, manufacturing, human resources, purchasing, and other major funct ions within a unified framework. They hope to break up department silos and carry o ut core business processes more seamlessly. Marketers, for their part, have traditiona lly focused on the side of the value network that looks toward the customer. In the fu ture, they will increasingly participate in and influence their companies’ upstream ac tivities and become network managers, not only product and customer managers.营销渠道与价值网络管理公司的混合渠道必须确保这些渠道一起工作和相互匹配的目标客户首选的做生意的方式。
市场营销策略外文文献及翻译
市场营销策略外文文献及翻译Marketing StrategyMarket Segmentation and Target StrategyA market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets.Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-marketstrategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency.The three alternative strategies for selecting a target market are market aggregation,single segment,and multiplesegment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, acompany still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entailsselecting two or more segments and developing a separate marketing mix to reach segment.Positioning the ProductManagement's ability to bring attention to a product and to differentiate it in a favorable way from similar products goes a long way toward determining that product's revenues.Thus management needs to engage in positioning,which means developing the image that a product projects in relation to competitive products and to the firm's other products.Marketing executives can choose from a variety of positioning strategies.Sometimes they decide to use more than one for a particular product.Here are several major positioning strategies:1.Positioning in Relation to a competitorFor some products,the best position is directly against the competition.This strategy is especially suitable for a firm that already has a solid differential advantage or is trying to solidify such an advantage.To fend off rival markers of microprocessors,Intelunched a campaign to convince buyers that its product is superior to competitors.The company even paid computer makers to include the slogan,"Intel Inside" in their ads.As the market leader,Coca-Cola introduces new products and executes its marketing strategies.At the same time,it keeps an eye on Pepsi-Cola,being sure to match anyclever,effective marketing moves made by its primary competitor.2.Positioning in Relation to a Product Class or AttributeSometimes a company's positioning strategy entails associating its product with or distancing it from a product class or attributes.Some companies try to place their products in a desirable class,such as"Madein the USA."In the words of one consultant,"There is a strong emotional appeal when you say,'Made in the USA'".Thus a small sportswear manufacturer,Boston Preparatory Co.is using this positioning strategy to seek an edge over large competitors such as Calvin Klein and Tommy Hilfiger,which don't produce all of their products in the U.S..3.Positioning by Price and QualityCertain producer and retailers are known for their high-quality products and high prices.In the retailing field,Sake Fifth Avenue and Neiman Marcus are positioned at one end of the price-qualitycontinuum.Discount stores such as Target and Kmart are at theother.We're not saying,however,that discounters ignore quality;rather, they stress low prices.Penney's tired―and for the most part succeeded in―repositioning its stores on the price-quality continuum by upgrading apparel lines and stressing designer names.The word brands is comprehensive;it encompasses other narrowerterms.A brand is a name and/or mark intended to identify the product of one seller or group of sellers and differentiate the product from competing products.A brand name consists of words,letters,and/or numbers that can be vocalized.A brand mark is the part of the brand that appears in the form of a symbol, design,or distinctive color or lettering.A brand mark isrecognized buy sight bu cannot be expressed when a person pronounces the brand name.Crest,Coors,and rider for Ralph Lauren's Polo Brand.Green Giant canned and frozen vegetable products and Arm&Hammer baking soda are both brand names and brand marks.A trademark is a brand that has been adopted by a seller and given legal protection.A trademark includes not just the brand mark,as many people believe,but also the brand name.The Lanham Act of 1946 permits firms to register trademarks with the federal government to protect them from use or misuse by other companies.The Trademark Law RevisionAct,which took effect in 1989,is tended to strengthen the the registration system to the benefit of U.S. Firms.For sellers,brands can be promoted.They are easily recognized when displayed in a store or included in advertising.Branding reduces price comparisons.Because brands are another factor that needs to be considered in comparing different products,branding reduces the likelihood of purchase decision based solely on price.The reputation of a brand alsoinfluences customer loyalty among buyers of services as well as customer goods.Finally,branding can differentiate commodities Sunkist oranges,Morton salt,and Domino sugar,for example .PricingPricing is a dynamic process,Companies design a pricing structure that covers all their products.They change this structure over time and adjust it to account for different customers and situations.Pricing strategies usually change as a product passes through itslife cycle.Marketers face important choice when they select new product pricing strategies.The company can decide on one of several price-quality strategies for introducing an imitative product.In pricing innovative products,it can practice market-skimming pricing by initially setting high prices to"skim"the imum amount of revenue from various segments of the market.Or it can use market penetration pricing by setting a low initial price to win a large market share.Companies apply a variety of price-adjustment strategies to account for differences in consumer segments and situations.One is discount and allowance pricing,whereby the company decides on quantity,functional,or seasonal discounts,or varying types of allowances. A second strategy is segmented pricing, where the company sellers a product at two or more prices to allow for differences in customers, products, or locations. Sometimes companies consider more than economics in their pricing decisions,and use psychological pricing to communicate about the product's quality or value.In promotional pricing,companies temporarily sell their product bellow list price as a special-event to draw more customers,sometimes even selling below cost.With value pricing, the company offers just the night combination of quality and good service at a fair price. Another approach is geographical pricing, whereby the company decides how to price distant customers, choosing fromalternative as FOB pricing,uniform delivered pricing, zone pricing, basing-point pricing, and freight-absorption pricing. Finally,international pricing means that the company adjusts its price to meet different world markets.Distribution ChannelsMost producers use intermediaries to bring their products to market.They try to forge a distribution channel―a set of interdependent organizations involved in the process of marking a product or service available for use or consumption by the consumers or business user.Why do producers give some of the selling job tointermediaries?After all,doing so means giving up some control over how and to whom the products are sold.The use of intermediaries results from their greater efficiency in marking goods available to targetmarkets.Through their contacts, experience, specialization, and scales of operation,intermediaries usually offer the firm move value than it can achieve on its own efforts.A distribution channel moves goods from producers to customers.Itovercomes the major time, place, and possession gaps that separate goods and services from those who would use them. Members of the marketing channel perform many functions. Some help to complete transactions:rmation.2.Promotion.3.Contact:finding and communicating with prospective buyers.4.Matching:fitting the offer to the buyer's needs, including such activities as manufacturing and packaging.5.Negotiation:reaching an agreement on price and other terms of the offer so that ownership or possession can be transferred.Other help to fulfill the completed transferred.1.Transporting and storing goods.2.Financing.3.Risk taking:assuming the risk of carrying out the channel work.The question is not whether these functions need to be performed, but rather who is to perform them. All the functions have three things in common:They use up scarce resource, they often can be performed better through specialization, and they can be shifted among channel members.To the extent that the manufacturer performs these functions, its costs go up and its prices have to be higher. At the same time, when some of these functions are shifted to intermediaries, the producer's costs and prices may be lower, but the intermediaries must charge more to cover the costsof their work. In dividing the work of the channel, the various functions should be assigned to the channel members who can perform them most efficiently and effectively to provide satisfactory assortments of goods to target consumers.Distribution channels can be described by the number of channellevels involved. Each layer of marketing intermediaries that performs some work in brining the product and its ownership closer to the final buyer is a channel level. Because the producer and the final consumer both perform some work, they are part of every channel.When selecting intermediaries, the company should determine what characteristics distinguish the better ones. It will want to evaluate the the channel member's years in business, other lines carried, growth and profit record, co-operativeness, and reputation. If the intermediaries are sales agents, the company will want to evaluate the number and character of the other lines carried, and the size andquality of the sales force. If the intermediary is a retail store that wants exclusive or selective distribution, the company will want to evaluate the store's customers, location, and future growth potential.Understanding the nature of distribution channels is important, as choosing among distribution channels is one of the most challenging decisions facing the firm. Marketing intermediaries are used because they provide greater efficiency in marking goods available to target markets.The key distribution channel function is moving goods from producers to consumers by helping to complete transactions and fulfill the completed transaction. Distribution channels can be described by the number of channel levels, which can include no intermediaries in adirect channel, or one to several intermediaries in indirect channels.PromotionPromotion is one of the four major elements of the company's marketing mix. The main promotion tools――advertising, sales promotion, public relations, and personal selling――work together to achieve the company'scommunications objectives.People at all levels of the organization must be aware of the many legal and ethical issues surrounding marketing communications. Much work is required to produce socially responsible marketing communicating in advertising, personal selling, and direct selling. Companies must work hard and proactively at communicating openly, honestly, and agreeably with their customers and resellers.市场营销策略一、市场细分和目标市场策略具有需求，具有购买能力并愿意花销的个体或组织构成了市场。
管理 金融 营销 外文翻译 外文文献 英文文献 基于整合营销沟通理论对美国广告代理商的一项探索性研究
外文资料：Integrated Marketing Communications in U.S.AdvertisingAgencies: An Exploratory StudyThis paper reviews the development of the concept of Integrated Marketing Communications (IMC) in terms of its theoretical foundations through an exploratory study of IMC within a judgment sample of U.S. advertising agencies (total estimated billings-$20.4 billion). The paper considers the arguments advanced from both academic and practitioner sides in relation to what IMC is and whether it offers significant value to advertising agencies and their clients in the rapidly changing communications marketplace leading toward the next millennium.This paper is one of a series relating to a continuing, now becoming worldwide, investigation of the emergent concept and field of Integrated Marketing Communications (IMC). The original research in this field began in 1991 by faculty at the Medill School of Journalism, Northwestern University, in the United States (Caywood et al., 1991).This paper extends knowledge on how the concept of IMC is diffusing by providing an initial analysis of data on how senior advertising agency executives perceive IMC use and development in the United States. It provides a perspective on the current state of IMC and levels of implementation and usage in an important segment of the marketing communications landscape. Additional studies will follow withadvertising agencies in India, Australia, New Zealand, and Norway. A similar study has already been conducted in the United Kingdom. Results of that study are not included here.This paper represents an interactive effort among three groups: the IMC faculty, Medill School of Journalism, Northwestern University, Evanston, Illinois, U.S.; the Research Centre for Corporate and Marketing Communications, Strathclyde University, Glasgow, Scotland, U.K.; and the American Association of Advertising Agencies (AAAA), New York, NY, U.S. The second group was responsible for adapting and extending the original research study conducted by Northwestern University in 1991 (Caywood et al., 1991). The study was furthered by the support of the 4A’s which provided not only a membership list of active agencies for questionnaire distribution but a cover letter of support as well.The research explored three related objectives:1. To deepen understanding of how and in what areas the IMC concept is developing in the United States2. To examine the extent to which a group of major U.S. advertising agency executives is developing, practicing, or utilizing IMC on behalf of their clients.3. To understand the importance and value of traditional advertising agencies in a marketplace where IMC is apparently becoming moreimportant.The research is predicated on the dynamic that there may well be wide variation and differing views concerning what IMC conceptually represents and how it might be practiced. Thus, the implementation of an integrated approach by advertising agencies for their clients may well differs not only in thought but in practice. Thus the paper is not necessarily concerned with either a consensual or conclusive mission. Its overall aim is to explore the multiple dimensions of the IMC concept, thus helping underpin future research.Prior to the study conducted by Caywood et al.(1991) there appears to be little or no formal discussion or even description of what is now called Integrated Marketing Communications. While doubtless there had been practitioner discussions and trade press articles, the Northwestern study, funded by the 4A’s and the Association of National Advertisers (ANA) appears to be the first formal, well-defined attempt to bring some understanding of the concept to the literature. Thus, most of the history of IMC thinking and discussion is generally less than seven years old. While there has been considerable debate and discussion of the subject, i.e., who does it, how it is done, etc., the formal presentation of research, theory development, and other materials by either practitioners or academics has been slow in coming. Given its history, much of the IMC literature and learning has focused on the explanation of IMC in the marketplace, i.e.,what it is, how it operates in the communications arena, etc., rather than on theory building or understanding of the basic principles. These points must be kept in mind, for while the literature is sparse at this point, it is apparently growing rather rapidly.Schultz (1991) formalized the IMC discussion in the United States by arguing that nothing [in the United States] had received as much publicity and discussion at learned meetings, while seeing little real activity, as had the concept of IMC in 1990. At that time most manufacturers and marketing organizations in the United States were still trying to sort out the need for and value of IMC. What is evident now, some six years later, is that the concept is still undergoing development.A special issue of the Journal of Marketing Communications devoted to IMC found virtually all the papers dealt with theory building and/or identification of key issues-in other words IMC still appeared to be in a pre-paradigm as opposed to a post-paradigm state. This is as expected for integration is not the norm in Western cultures despite papers to the contrary. However, most mainstream marketing texts and more specialized books on marketing communications have practically all adopted some type of integrated communication approach or perspective a sure sign that IMC is progressing into acceptability and is becoming entrenched as perceived “academic wisdom” in general mar keting. While various authors and researchers have developed some type of IMCapproach or concept for their teaching and research, each appears to have done so independent of the others, or at least each has developed the concept from his or her own view. There does not, at this time, appear to be any consistent or mutually agreed upon definition, description, or process to identify what is IMC and what it is not. Thus, while the subject is generally accepted in the marketing literature, at this point there are still many grey areas which are in need of clarification.PHILIP 1. KITCHEN.Strathclyde University (U.K.).JOURNRL of ADVERTISING RESEARCH September-October 1997.译文：基于整合营销沟通理论对美国广告代理商的一项探索性研究本文通过对美国广告代理商（总值约为二十亿四千万美元）的案例研究回顾了整合营销沟通概念在理论上的发展过程。
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整合营销中英文对照外文翻译文献(文档含英文原文和中文翻译)翻译:整合营销传播、市场定位与品牌定位的关系市场关系在建立和维护股东关系上起着至观重要的作用，并且在品牌和渠道公平性上也起着维护这些关系的杠杆作用(Dawar 2004；Duncan＆Moriarty 1998；Lannon ＆Cooper 1983；Srivastava Fahey＆Shervani 2000；White 1999)。
正如Dawar指出的：“品牌的广告和推动促使了交易和销售的数量；营销的努力和成果取决于品牌的水平；而品牌对于公司对短期竞争变化的回应是很关键的。
很显然，品牌已经成为许多大公司市场努力的焦点，并且被视为一支市场支配力的独有资源，有竞争力的杠杆和更高的回报。
为了响应建立在品牌公正性上敌对市场环境的影响，以及与市场行为和责任相联系的日益增长的管理期望值，许多机构正在考虑如何改善管理方式及他们的市场关系项目的整合，从而运用了IMC----整合营销传播。
然而，不少人围绕着IMC的定义引起了争论，在它的意思上缺乏相互的共识，包括许多需要澄清的领域(Baker ＆Mitchell ，2000；Beard 1996；Cornelissen 2001；Duncan ＆Mulhern 2004；Kitchen ＆Schultz 1999；Low 2000；Phelps 1996)。
这种概念的模糊很可能对操作标准的发展和机构里对IMC的评估产生很大的影响。
的确，Pickton 和Hartley(1998, p. 450)逐渐意识到来自于客户编审组的回馈是具有积极性和建设性的。
这个编审组由Tom Duncan, Don E. Schultz和Charles Patti组成，还有两个匿名的评论家。
其声明道：“朝着一个大方向去定义，集合所有机构所需的影响去获得概念的总体整合是非常困难的。
但因为存在不同层次和方面的整合，造成了个人和集体的困难。
为了实现这一点，IMC需要整个组织和首席执行下代理们的参与。
它需要从最高的公司战略水平和每天个人战略活动实施的全盘考虑。
认识到这个复杂性，这篇论文尝试着去解释IMC在机构中的角色。
这篇论文也试着去描述或建立IMC、市场导向和一个浮现出的品牌方向的概念之间的关系，通过建议市场导向和品牌方向是成功的IMC所必备的条件。
我们所能接受的是把IMC构思成两个不同的层次，即战略上或战术上的；尽管如此，我们将重点强调IMC的战略组成部分，因为随着时间的流逝它比较重视设计品牌时文化和知识性的需求。
这篇论文认识到了从IMC到市场定位和品牌定位之间的补充，以及通过建立品牌资产，如何处理每一个关键方面取得竞争优势。
简略说来，市场导向代表了机构的文化通过市场概念的获取以及潜在市场导向的营销观念与制度和程序(Harris，1998)。
品牌导向代表了功能化或者聚焦在品牌上的业务单位以及品牌策略，如支持强大客户群体和股东的关系不管其是否在公司或者产品水准，或者成为一项服务或者是一件人造的商品(Bridson ＆Evans ，2004)。
IMC在第十二期的广告周刊上的模型代表了整合市场营销信息传达的发展，目的是为了获取一定的品牌和信息传达的目标，以及提供了品牌策略和行动的桥梁，采取这样的行动是为了建立所需的顾客和股东之间的关系。
为了达到这个目的，IMC利用文化倾向使大家共同合作，为了设计信息和媒体策略，支撑起机构的市场和顾客感知机制。
而且，为了传达任务的实现，它采用了一种广泛的零基点渠道去选择合适的工具。
同时，通过学习以市场和品牌导向机构的机制，发现其亦与品牌及目标市场的历史相关(Stewart ，1996)。
整合营销传播的概念和尺度在整合营销传播的最新的领域(Duncan ＆Mulhern ，2004)认为领域的范围是逐步扩大的，并且本身的概念和进程也在不断进化。
同时，在领域内也存在这争论：整合营销传播究竟通常被认为是一种哲学理论还是一种对建立知名品牌有所帮助的一种与管理策略相关的过程。
在努力得出结论并有所成就的尝试中，整合营销传播过程的管理者很有可能在协同工作方面借鉴文化的诱因，从而在组织的市场、顾客之间建立杠杆，进一步区分信息和媒体战略，并且运用正式的途径来选择编导沟通工作所需的适当的工具。
伴随着进一步讨论和发展的整合营销的概念，（Kitchen Joanne＆Tao ，2004)认为整合营销是近十年内最重要的沟通领域的发展，这是一个潜在的竞争优势。
据说，整合营销传播的力量在对其他公司的吸引力上能够产生影响的市场沟通环境、顾客之间的杠杆方面已经遭遇了一些变化。
（Kitchen Joanne＆Tao ，2004)也认为整合营销传播似乎正在经历或者已经经历了关于其意义所在和目的的有一定价值的争论，并且这在努力使自身与其他的营销方面的概念相区别，诸如整合营销、CRM（客户关系管理）、市场细分之类。
从（Kitchen Joanne ＆Tao ，2004)的观点来看，整合营销传播应当被看作是能够促进管理沟通的新的管理模式。
整合营销沟通的中心是建立顾客和顾客兴趣并架起两者之间的关系。
这种关系定位在联系整合营销和一对一市场与客户关系管理，促使管理者们向即传统又崭新的市场营销方法的整合、测评、责任发起挑战。
(Baker ＆Mitchell ，2000)。
在对顾客导向沟通概念进一步延伸的过程中，管理者们必须意识到一旦整合营销传播向组织提供更有优势的市场优点，这一定是市场驱动的，但如果不是这种情况，也不排除市场驱动的可能。
(Carrillat Jaramillo＆Locander，2004；Duncan ＆Mulhern 2004；Jaworski, Kohli＆Sahay ，2000)。
整合营销传播的定义与哲学理论自从九十年代第一次对整合营销传播作出了下定义的尝试之后，整合营销传播的概念大量涌现，并在相关文献中较为详细地有所体现(Duncan ，2002；Gould，2004;；Kitchen Joanne＆Tao，2004;；Kliatchko ，2005）。
以Duncan 为代表的观点认为：整合营销传播应被看作是能够推动品牌价值的客户关系管理过程。
更详细地说，这是一个建立和滋补顾客和其他股份持有者利益关系的跨职能过程，主要的方法是通过策略性地控制或影响所有讯息资料,并鼓励带动这些集团。
为表示概念和理论不断发展，一项有关整合营销传播的最新研究认为整合营销传播应作到以下两点：更具有战略性：不仅仅只是关于广告和销售促进的信息。
结论通过讨论，我们尝试着补充在IMC，市场定位和品牌定位向之间的关系。
值得一提的是，对于每一个概念，它们都有自己特殊的反映，但同时，它们又共同的为它们之间的关系提供了详细的描述和深刻的理解。
对于许多的组织机构关键的问题在于：人们还没有严肃认真的对待它们的增长，因为，对于补充的宣传也是非常的重要的。
对于定位在低消费的市场的机构，由于它们所关注的是消费者本身和同等功能的文化传承，在这种情况下，要试图发展IMC是不太可能成功的。
这是因为通过功能，部门，SBUs（交易策略单位），或者是供应商和其它管理部门之间合作的文化基础并不存在。
沿着同一条讨论的主线，我们深信，只要品牌定位一低，就意味着合作分享和品牌定义以及视角也随之降低，在试图介绍IMC的时候，也不会有当MO和BO同时存在时那样的成功。
管理人员了解并也接受这样一个道理，那就是对于综合的形成是相当困难的，因为要将从安逸的地方迁移过来的人们团结起来并且形成一定的地位是相当困难的，同时人们也知道，在大多数的单位实行的奖励制度并不是奖励那些合作的人的（而实际上往往是奖励那些具有竞争和小范围利益的团体）。
有一些克服这种不良取向，并建立强代的市场定位和品牌定位的方法。
这需要建立良好的文化氛围，同时鼓励那些进行合作的单位，这对于IMC的补充是相当有意义的帮助。
从这篇论文中得到的模型知道，IMC能够使一些团体积极地合作。
同时也知道，IMC 也许是市场取向和品牌取向之间的中间体，或者IMC是品牌取向和表现形式的中间体，更或者是上述两种的综合体。
这个概念为我们对IMC 在不同表现形式提供了深刻的理解。
最后，在这篇文章里面我们形成了概念化的理论模型。
市场取向的标准已经行成了有十年了，也渐渐的被人们所接受，但品牌取向的标准也缓慢的被人们所接受，但还仍处于发展的早期阶段。
文章中所提到的标准已经被一些研究人员用于实践考察，在可行性上认为是没有什么特殊问题的。
这个模型的最大困难是充分掌握IMC发展的标准尺度和如何将它于合适的外部表现标准联系起来。
Duncan和Moriarty(1997)DE 迷你型IMC存在工具证明了它对于测试它们的关系和它的出发点是一样的。
模型（结构平衡模型）也全面的证实了数据的分析通过IMC 很好的将市场定位和品牌定位和IMC 外部的表现形式之间直接的见解的关系全面的建立了起来。
而IMC的使用价值也将会在越来越清晰的IMC 和其它市场概念和消费者，品牌平很和市场表现的关系中体现出来。
原文：THE RELATIONSHIP BETWEEN INTEGRATED MARKETING COMMUNICATION , MARKET ORIENTATION AND BRAND ORIENTATION.Mike Reid, Sandra Luxton, and Felix Mavondo.Marketing communication plays an important role in building and maintaining stakeholder relationships, and in leveraging these relationships in terms of brand and channel equity (Dawar 2004; Duncan and Moriarty 1998; Lannon and Cooper 1983; Srivastava, Fahey, and Shervani2000;White 1999). As Dawar states: “Advertising and promotions of brands drive traffic and sales volume; marketing efforts and outcomes are measured and managed at the brand level; and brands are central to a firm’s responses to shortterm competitive moves. In effect, brands have become the focal point of many a company’s marketing efforts and are seen as a source ofm arket power, competitive leverage and higher returns” (2004, p. 31).In response to concerns about the impact of hostile marketing environments on brand equity and increased management expectations related to marketing performance and accountability, many organizations are considering how to improve the management and integration of their marketing communication programs using integrated marketing communication(IMC). Nevertheless, various authors support the contention that there is ambiguity surrounding the definition of IMC, with no consistent or mutually agreed upon meaning,and with many areas in need of clarification (Baker and Mitchell 2000; Beard 1996; Cornelissen 2001; Duncan and Mulhern 2004; Kitchen and Schultz 1999; Low 2000;Phelps 1996).This ambiguity is likely to have an impact on the development of measures to operationalize and assess IMC in organizations. Indeed, Pickton and Hartley (1998, p. 450).The authors gratefully acknowledge the positive and constructive feedback from the guest editorial team—Tom Duncan, Don E. Schultz, and Charles Patti—and from two anonymous reviewers. state: “It is very difficult to conceptualize the big picture and to muster all the organizational influences needed to achieve integration.There are many levels and dimensions to integration which all pose their individual and collective difficulties.To be implemented, IMC requires the involvement of the whole organization and its agents from the chief executive downward. It needs consideration from the highest corporate strategic level down to the day-to-day implementation of individual tactical activity.”In recognizing this complexity, this paper attempts to explain the role of IMC in organizations. The paper also attempts to delineate or establish a relationship between IMC,market orientation (MO), and an emerging concept of brand orientation (BO) by proposing that both MO and BO are necessary conditions for successful IMC. We accept that IMC can be conceived at two distinct levels, that is, strategic or tactical; however, we will emphasize the strategic component of IMC, which takes into accountthe cultural and learning requirements of positioning brands over time. The paper recognizes the complementarities between IMC to MO and BO, and how each addresses a critical facet of achieving a competitive advantage through building brand equity.Figure 1 introduces our discussion and presents the relationship between the three concepts. Briefly, market orientation represents the culture of the organization through the adoption of the marketing concept and the systems and processes that underlie being market oriented (Harris, 1998). Brand orientation represents the functional or business-unit focus on brands and brand strategies that support strong customer and stakeholder relationships regardless of the brand being at the corporate or product level, or being a service or a manufactured good (Bridson and Evans 2004). IMC in this 12 The Journal of Advertising model represents the development of integrated marketing communication to achieve stated brand and communication objectives, and provides the bridge between brand strategy and actions taken to build the necessary customer and stakeholder relationships. In doing so, IMC draws on the cultural predisposition to work cooperatively, leveraging the marketand customer-sensing mechanisms of the organization to devise message and media strategies. Furthermore, it adopts an informed zero-based approach to choosing the appropriate tools for the communication task and is also linked to brand and target-market history through the learning mechanisms of a market- and brand-orientedorganization (Stewart 1996).In justifying and presenting our model, we first present a background to the IMC, MO, and BO concepts, highlighting various approaches to conceptualizing IMC and the linkages to MO and BO. We then present a model that illustrates the testable relationships between market orientation, brand orientation, and IMC, as well as the linkages to performance outcomes. Finally, we discuss the managerial and research implications of this paper.THE CONCEPT AND DIMENSIONS OF IMCIn a recent white paper on IMC (Duncan and Mulhern 2004),it was stated that its scope was expanding and the concept and process were still evolving. It was also argued that IMC is generally considered to be a philosophy or process related to strategically managing all brand messages in a way that contributes to the building of strong brands. In attempting to achieve this aim, managers of the IMC process are likely to draw on the cultural predisposition to work cooperatively,leverage the market- and customer-sensing mechanisms of the organization to devise message and media strategies, and adopt an informed approach to choosing and orchestrating the right tools for the communication task.In furthering the debate and development of the IMC concept,Kitchen, Joanne, and Tao (2004) suggest that IMC is the major communications development of the last decade, and that it is a potential driver of competitive advantage. Thepower of IMC is said to counter a range of changes in the marketing communication environment that are having an impact on the ability of companies to attract, retain, and leverage customers. Kitchen, Joanne, and Tao (2004) also argue that IMC seems to have passed through, and is still passing through, significant debate over its meaning and purpose, and that it is struggling to emerge and distinguish itself from other marketing concepts such as integrated marketing, CRM(customer relationship management), and market orientation.From Kitchen, Joanne, and Tao’s (2004) perspective, IMC needs to be seen as a new paradigm that will facilitate the management of marketing communication.IMC is centered on building and leveraging customer and consumer interests and relationships. This relationship orientation ties IMC to one-to-one marketing and CRM, and challenges managers to deal with the integration, alignment, measurement, and accountability of both traditional and new interactive marketing approaches (Baker and Mitchell 2000).In further extending this notion of customer-oriented communication, managers must realize that as long as IMC provides the organization with a superior market advantage, on occasions, it can be a market driver, and on others, it may be market driven (Carrillat, Jaramillo, and Locander2004;Duncan and Mulhern 2004; Jaworski, Kohli, and Sahay 2000). Defining IMC and PhilosophySince initial attempts to define IMC in the early 1990s, an abundance ofdefinitions have emerged, and have been discussed in detail in many recent papers (Duncan 2002; Gould 2004; Kitchen, Joanne, and Tao 2004; Kliatchko 2005). In Duncan’s representation, IMC is seen as “a process for managing the customer relationships that drive brand value. More specifically, it is a cross-functional process for creating and nourishing profitable relationships with customers and other stakeholders by strategically controlling or influencing all messages sent to these groups and encouraging data driven, purposeful dialo gue with them” (2002, p. 8). As an indication of ongoing conceptual and theoretical development,a recent IMC white paper suggested that IMC should• be more strategic than executional,• be about more than just advertising and salespromotion messages,Conclusion: MANAGERIAL AND RESEARCH IMPLICATIONS Throughout the discussion, we have attempted to show the complementarities between IMC, market orientation, and brand orientation. We have emphasized that each concept reflects specific emphasis, but collectively, they provide a rich description and complex insight into the relationship. For most organizations, the issue of what is an antecedent to what does not seriously arise, because it is the exploitation of the complementarities that is more important. However, for organizations with low market orientation, in this case, the cultural context for interfunctionalcoordination and focusing on customers, attempts to develop IMC may not succeed. This is because the cultural foundation for cooperation across functions, departments, and SBUs (strategic business units), or with suppliers and other stakeholders, may not exist. Along the same line of argument, we believe that where brand orientation is low, implying low sharing of corporate or brand identity and vision, attempts at introducing IMC may not be as successful as when both MO and BO are adequately developed. The arguments presented in this study have implications Winter 2005 21 for managers. It is known and accepted that any form of integration is generally difficult. This is because efforts to integrate move people out of their comfort zones and threaten the status quo. It is also known that the reward systems in most organizations are not designed to reward cooperation (in fact, more often, organizations encourage competition and parochial interests). Some approaches to overcome this include building a strong market orientation and building a strong brand orientation. This allows for setting a positive cultural environment and will encourage routine cooperation, which will significantly assist in the implementation of IMC. From the model developed in this paper, there is a suggestion that IMC is positively associated with some performance metrics.There is also the suggestion that perhaps IMC mediates the relationship between market orientation and performance, or that IMC mediates the relationship between brand orientation and performance, or both. Thisconceptualization providesa rich insight into how IMC might be linked to various performance measures.Finally, we see the conceptual model presented in the paper as being imminently testable. The measures of market orientation have been around for over a decade and are becoming well accepted. The measures of brand orientation are slowly becoming acceptable, although still at an early stage of development. The performance measures suggested in the study have been empirically tested by other researchers and present no special problems with operationalization. The most difficult part of the model relates to the development of scales that adequately capture the essence of the IMC process and can link to the appropriate external performance measures. The use of existing instruments such as Duncan and Moriarty’s (1997) IMC miniaudit may prove useful as a starting point for testing these relationships. Overall, the data analysis implied by the model (structural equation modeling)is well established to provide direct, indirect, and total effects of the independent variables (MO and BO) through IMC, and the direct effects of IMC on external performance measures. The value of operationalizing this model will be seen through a clearer understanding of IMC’s relationship to other marketing concepts and to customer and brand equity and marketplace performance.谢谢下载，祝您生活愉快！。