外文翻譯--中小企業(yè)戰(zhàn)略網(wǎng)絡(luò)營銷技術(shù)（節(jié)選）

1、<p>　　2100單詞，12500英文字符，3400漢字</p><p>　　文獻(xiàn)出處： Jones R, Suoranta M, Rowley J. Strategic network marketing in technology SMEs [J]. Journal of Marketing Management, 2013, 29(5-6): 671-69.</p><p&g

2、t;　　http://www.wenku1.com/news/3AB52369EAB7EFB7.html</p><p><b>　　原文</b></p><p>　　Strategic network marketing in technology SMEs</p><p>　　Rosalind Jones, Mari Suoranta, J

3、ennifer Rowley</p><p><b>　　Abstract</b></p><p>　　This study seeks to explore strategic networks from an entrepreneurial marketing and value creation perspective in the business-to-bu

4、siness (B2B) context to ascertain the value generated by strategic groups of network actors. This area has received little research investigation, despite the importance of network marketing in small-to-medium-sized ente

5、rprises (SMEs). The Strategic Network Marketing Model (SNMM) is generated from the study which presents a typology of six network types, together w</p><p>　　Keywords: networks; relationships; innovation; ent

6、repreneurial marketing; business-to-business; value creation; technology SMEs</p><p>　　Introduction</p><p>　　This paper responds to the need for enhanced understanding of the value of networks i

7、n marketing in small-to-medium-sized enterprises (SMEs) in business-to-business (B2B) contexts. Networks, in the form of, for example, social networks and supply-chain or business networks are widely acknowledged as impo

8、rtant precursors to business success and growth (Håkansson & Snehota, 1995; Morgan & Hunt, 1994). This reported study sits at the interface between networking, marketing, and entrepreneurship, ac</p>

9、<p>　　Despite the research interest in networks and their value creation potential, previous research and theory development into the nature or types of such networks, their role in marketing, and their specific val

10、ue-creating opportunities is limited. Such research tends to focus on one specific type of network such as supply-chain relationships (e.g. Lambert & Cooper, 2000; Lamprinopoulou & Tregear, 2011), entrepreneurial

11、 and SME networks (Gilmore, 2011; Shaw, 2006), and innovation networks (Lippari</p><p>　　This paper, then, seeks to make a contribution to B2B marketing theory, in general, and entrepreneurial marketing theo

12、ry, more specifically, by a two-country study (the UK and the United States) that gathers insights regarding software technology SMEs and their network marketing approaches. More specifically, the objectives of this stud

13、y are to identify and generate a typology of the range of different types of networks in which software technology SMEs engage; offer insights into the value crea</p><p>　　The paper commences with a literatu

14、re review that summarises previous research relating to marketing in technology industries, and entrepreneurial networks and relationships. Next, the research design and methodology, including the selection of participan

15、ts, and the interview process are discussed. The findings offer insights into each of the types of networks illustrating the opportunities and value that they provide. The discussion and conclusion section explains the S

16、trategic Network Marketin</p><p>　　Literature review</p><p>　　The network approach to the study of industrial or B2B markets has a long history which predates notions of relationship marketing (

17、Mattsson, 1997). Networks are recognised as being important to the strategic success of businesses in B2B marketplaces (Håkansson & Snehota, 1995). Mattsson (1997) identifies two distinct but interrelated stream

18、s of research on network marketing: relationship marketing and the ?markets-as-networks? approach. Relationship marketing focuses on the management of custom</p><p>　　Although early definitions of networks t

19、ended to privilege the network relationships in the supply chain or the marketplace, more recent definitions embrace a range of activities and competencies. For example, Elg (2002) suggests that ?a network can be viewed

20、as a set of firms that coordinate their activities to fulfil different roles and add different competencies? (p. 634). Such inter-firm networks and relationships are often regarded as a basis for success in a more global

21、, uncertain, and com</p><p>　　Research linking marketing and networks tends to focus on one type of network, such as those in the supply chain (e.g. Ellis & Mayer, 2001), internal networks (e.g. Ballanty

22、ne, 1997), innovation networks (e.g. Corsaro, Ramos, Heneberg, & Naude, 2012), and social networks (e.g. Ali, 2011). In terms of understanding the range of types of networks that firms may engage in and with whom, tw

23、o key models offer inspiration. First, the Six Markets Model proposed by Payne, Ballantyne, and Christopher (20</p><p>　　Zolkiewski (2011) notes that value is a persistent undercurrent in B2B relationship an

24、d network research, with discussion of customer and supplier value, as well as relationship value being ongoing themes of research. Furthermore, what can be seen within this research stream is that value is usually only

25、investigated from the perspective of one particular actor. The work on value from a network perspective (e.g. Möller, Rajala, & Svahn, 2005) has been written from the role of relationships and n</p><p

26、>　　Granovetter, in 1985, highlighted the significance of network embeddedness, arguing that the behaviour of individuals is closely embedded in networks of interpersonal relations. The Uppsalla school of researchers e

27、xtended the term to cover the set of industrial and social network relationships of relevance to the firm (Lundgren, 1992). Yli-Renko and Autio (1998) explored network embeddedness in the context of new technology firms

28、based on synergistic value-creating systems, which develop the fir</p><p>　　Entrepreneurial marketing, entrepreneurship, and SME marketing researchers have identified a range of network types, which include

29、business networks, social networks, and industry and marketing networks (Aldrich & Zimmer, 1986; Carson, Cromie, McGowan, & Hill, 1995; Gilmore, Carson, & Grant, 2001; Hill, 2001; Shaw, 2006). Networks are im

30、portant to small firms because they lack business capabilities and capacity due to their small size, and, in particular, face challenges in marketing.</p><p>　　Carson (1985) suggests that SMEs are challenged

31、 by three groups of specific marketing constraints: limited resources (i.e. a lack of marketing knowledge and time), a lack of specialist expertise (as managers and entrepreneurs in SMEs tend to be generalists rather tha

32、n specialists), and a limited impact in the marketplace (as SMEs have fewer orders and fewer employees than larger companies). However, there is a wide body of evidence which suggests that entrepreneurs are adept at over

33、coming some o</p><p>　　Hence, there is recognition that the building of effective networks (Carson et al., 1995; Lindman, 2004; Storey, 1994) is a key feature of entrepreneurship and entrepreneurial marketin

34、g (Collinson & Shaw, 2001), with the use of social networks as informal and social linkages which provide a higher and more stable flow of information and resources than formalised business network approaches (Premar

35、atne, 2001; Shaw, 2006). In addition, Stokes (2000) suggests that SME owner managers tend to develop</p><p>　　Despite this wealth of research on the use of networks by SMEs, studies that take a more holistic

36、 perspective on the relationship between marketing and networking in SMEs are scarce. Only a few studies discuss the actual value accruing from networks. For example, O?Reilly and Haines (2004) suggest that in marketing

37、quality products, networks enhance product promotion, quality assurance, and access to information, and Carson et al. (2004) examine the ?usage dimension? in which they consider outco</p><p>　　There is recog

38、nition that technology SMEs stimulate economic growth, and this has spawned a range of research on topics associated with innovation, including new product development and business performance (Helander & Ulkuniemi,

39、2006; Im & Workman, 2004; Narver, Slater, & Maclachlan, 2004; Salavou & Lioukas, 2003; Verhees & Meulenberg, 2004). A study by Westerlund and Svahn (2008) carried out qualitative research of software tech

40、nology SMEs from a social capital, interorganisational networks, a</p><p><b>　　譯文</b></p><p>　　中小企業(yè)戰(zhàn)略網(wǎng)絡(luò)營銷技術(shù)</p><p>　　Rosalind Jones，格林多大學(xué)，英國</p><p>　　Mari S

41、uoranta，于韋斯屈萊大學(xué)，芬蘭</p><p>　　Jennifer Rowley，曼徹斯特城市大學(xué)，英國</p><p><b>　　摘要</b></p><p>　　本研究旨在探討創(chuàng)業(yè)營銷的戰(zhàn)略網(wǎng)絡(luò)，從企業(yè)對企業(yè)(B2B)的創(chuàng)業(yè)營銷和價(jià)值創(chuàng)造的角度，進(jìn)一步確定網(wǎng)絡(luò)參與者的戰(zhàn)略集團(tuán)所產(chǎn)生的價(jià)值。盡管中小企業(yè)網(wǎng)絡(luò)營銷具有重要性，但對于這個(gè)

42、領(lǐng)域的研究調(diào)查明顯是不足的。戰(zhàn)略網(wǎng)絡(luò)營銷模式(SNMM)，從六網(wǎng)絡(luò)類型的類型學(xué)及其相關(guān)價(jià)值創(chuàng)造的研究中產(chǎn)生。類型學(xué)和關(guān)注機(jī)會(huì)產(chǎn)生于的網(wǎng)絡(luò)小說類型。我們對位于英國和美國兩個(gè)技術(shù)集群地區(qū)的12家軟件中小企業(yè)進(jìn)行了定點(diǎn)訪問。這次訪問的主題分析數(shù)據(jù)涵蓋了六個(gè)戰(zhàn)略網(wǎng)絡(luò)；公司產(chǎn)業(yè)內(nèi)部、社會(huì)媒體、客戶、業(yè)務(wù)、創(chuàng)新及營銷和銷售網(wǎng)絡(luò)利用額外的資源，為公司創(chuàng)造價(jià)值。受訪者的言論為每個(gè)網(wǎng)絡(luò)的戰(zhàn)略過程和價(jià)值創(chuàng)造提供了證據(jù)。這種網(wǎng)絡(luò)類型是對戰(zhàn)略網(wǎng)絡(luò)營銷模式的總結(jié)

43、。對實(shí)踐與理論的進(jìn)一步研究具有一定的啟示與借鑒意義。</p><p>　　關(guān)鍵詞：網(wǎng)絡(luò)；關(guān)系；創(chuàng)新；創(chuàng)業(yè)營銷；企業(yè)對企業(yè)電子商務(wù)；價(jià)值創(chuàng)造；技術(shù)型中小企業(yè)</p><p><b>　　引言</b></p><p>　　本文對中小型企業(yè)中企業(yè)對企業(yè)電子商務(wù)模式的網(wǎng)絡(luò)營銷價(jià)值做出了回應(yīng)。網(wǎng)絡(luò)的形式，例如，社交網(wǎng)絡(luò)和供應(yīng)鏈或商業(yè)網(wǎng)絡(luò)被廣泛認(rèn)為是企業(yè)成

44、功與發(fā)展的重要預(yù)兆(哈克遜&斯涅何塔，1995；摩根 &亨特 ，1994)。研究顯示，網(wǎng)絡(luò)，營銷和創(chuàng)業(yè)精神的相互聯(lián)系，確認(rèn)兩個(gè)相關(guān)且關(guān)鍵的研究分別是：與客戶關(guān)系營銷或網(wǎng)絡(luò)市場營銷方法相聯(lián)系的(馬特松，1997)。因此，這項(xiàng)研究是從營銷角度加以解讀（漢森 & 艾格思，2010），作為本研究的理論基礎(chǔ)是企業(yè)營銷理論，一個(gè)新興的研究領(lǐng)域，正在成為一個(gè)實(shí)質(zhì)性的學(xué)派（希爾斯, 赫爾特曼, & 米萊, 2008; 克

45、勞斯, 菲爾色, 艾格思, 希爾斯, & 赫爾特曼, 2012）。</p><p>　　盡管這項(xiàng)研究關(guān)注的是網(wǎng)絡(luò)和他們的價(jià)值創(chuàng)造潛力，前期研究和理論發(fā)展成這種網(wǎng)絡(luò)的性質(zhì)或類型，他們在市場營銷中的作用與具體的價(jià)值創(chuàng)造機(jī)會(huì)是有限的。這樣的研究往往集中于一個(gè)特定類型的網(wǎng)絡(luò)中，如供應(yīng)鏈關(guān)系(例如藍(lán)比特& 庫伯, 2000; 蘭唔普 & 特里蓋爾, 2011)，創(chuàng)業(yè)和中小企業(yè)網(wǎng)絡(luò)(吉爾莫, 2011

46、; 索肖, 2006)，創(chuàng)新網(wǎng)絡(luò)(里普瑞 &索布雷羅, 1994; 希佩爾, 2007)。只有馬拉卡、色特曼(2011)專門識(shí)別存在于網(wǎng)絡(luò)中的不同類型的業(yè)務(wù)關(guān)系，在企業(yè)對企業(yè)的電子商務(wù)模式的背景下中小企業(yè)品牌。此外，許多對網(wǎng)絡(luò)的研究重點(diǎn)是結(jié)構(gòu)性維度(如網(wǎng)絡(luò)鏈接、大小、密度、穩(wěn)定性、多樣性)，或關(guān)系維度(如信任、承諾和合作)。關(guān)于網(wǎng)絡(luò)的價(jià)值，網(wǎng)絡(luò)作為“價(jià)值星叢”的概念尤其有益(比爾科 &賀德曼，2002)。幾項(xiàng)研究表明，在

47、創(chuàng)業(yè)企業(yè)與中小企業(yè)的營銷過程中，網(wǎng)絡(luò)創(chuàng)造機(jī)會(huì)的價(jià)值已得到認(rèn)可(卡爾森，吉爾莫 & 洛克斯,，2004；雷利 & 海恩斯，2004；洛克斯，吉爾莫 & 卡爾森，2005；韋斯特隆德 &薩哈，2008)，但是，還有相當(dāng)大的空間去對企業(yè)網(wǎng)絡(luò)營銷方法和具體價(jià)值創(chuàng)造進(jìn)行下一步研究。</p><p>　　本文試圖對企業(yè)對企業(yè)的電子商務(wù)模式營銷理論和創(chuàng)業(yè)營銷理論作出相關(guān)探討，具體來說，通過對兩個(gè)

48、國家的對比研究（英國和美國），對軟件技術(shù)中小企業(yè)及其網(wǎng)絡(luò)營銷方法作出相關(guān)探討。更具體地說，本研究的目標(biāo)是識(shí)別和生成網(wǎng)絡(luò)軟件技術(shù)中小企業(yè)參與不同類型網(wǎng)絡(luò)范圍的的類型學(xué)，提供每個(gè)網(wǎng)絡(luò)類型的價(jià)值創(chuàng)造機(jī)會(huì)，并提出軟件技術(shù)型中小企業(yè)運(yùn)營中網(wǎng)絡(luò)營銷戰(zhàn)略模型。</p><p>　　本文首先概括了技術(shù)產(chǎn)業(yè)市場營銷、創(chuàng)業(yè)企業(yè)網(wǎng)絡(luò)營銷及其關(guān)系的相關(guān)理論基礎(chǔ)。其次，研究思路與方法，包括參與者的選擇，探討面談過程。研究結(jié)果為每個(gè)類型的網(wǎng)

49、絡(luò)提供了相關(guān)見解，并進(jìn)一步證實(shí)了他們創(chuàng)造的價(jià)值與機(jī)會(huì)。討論和結(jié)論部分解釋了網(wǎng)絡(luò)營銷戰(zhàn)略模式(SNMM)，概述了本研究的理論和實(shí)踐意義，并為接下來的研究提供了建議。</p><p><b>　　文獻(xiàn)綜述</b></p><p>　　網(wǎng)絡(luò)組織理論對于工業(yè)或企業(yè)對企業(yè)的電子商務(wù)模式市場的研究有著悠久的歷史，它先于關(guān)系營銷的概念（馬特松, 1997）。在企業(yè)對企業(yè)的電子商務(wù)模

50、式營銷市場，網(wǎng)絡(luò)被認(rèn)為是企業(yè)戰(zhàn)略成功的重要因素（哈克遜 &斯涅何塔,1995）。馬特松 （1997）界定了兩個(gè)截然不同但相關(guān)的網(wǎng)絡(luò)營銷研究：關(guān)系營銷和“網(wǎng)絡(luò)市場營銷”方法。關(guān)系營銷關(guān)注的是對于客戶的管理以及其他關(guān)系交流（Morgan & Hunt ，1994）。格魯諾斯(1996)的觀點(diǎn)是，營銷關(guān)注的問題公司市場關(guān)系的管理，而巴蘭坦（1997）將關(guān)系營銷看做是關(guān)注創(chuàng)新、發(fā)展和維持當(dāng)事人之間交流的價(jià)值。“網(wǎng)絡(luò)市場營銷”方法

51、是從另一個(gè)角度對其進(jìn)行解釋，其焦點(diǎn)是控制資源生產(chǎn)的關(guān)聯(lián)交易人員之間的關(guān)系，這將導(dǎo)致他們早期專注于購買與銷售。這種方法承認(rèn)個(gè)人、關(guān)聯(lián)關(guān)系形成的網(wǎng)絡(luò)結(jié)構(gòu)（馬特松, 1997）。莫特和漢恩（1999）表明，傳統(tǒng)市場正在被網(wǎng)絡(luò)所取代，公司需要重點(diǎn)關(guān)注客戶和供應(yīng)商之間的關(guān)系，開發(fā)錯(cuò)綜復(fù)雜的企業(yè)網(wǎng)站，包括產(chǎn)品研究與開發(fā)的網(wǎng)絡(luò)和競爭性聯(lián)盟的開發(fā)。</p><p>　　雖然早期對于網(wǎng)絡(luò)的定義傾向于，特殊處理供應(yīng)鏈或市場的網(wǎng)絡(luò)關(guān)系

52、，當(dāng)前，我們將其定義為擁有一些的活力與能力。例如，Elg(2002)表明，網(wǎng)絡(luò)可以被視為一組公司，其能對市場活動(dòng)進(jìn)行調(diào)整，以實(shí)現(xiàn)不同的角色和掌握不同的技能。這樣的公司間網(wǎng)絡(luò)與關(guān)系往往被視為，在一個(gè)逐漸全球化、具有不確定性、競爭激烈的環(huán)境中成功的基礎(chǔ)（安德森, 漢德森, & 約翰生, 1994; 摩根 &亨特, 1994)。</p><p>　　對網(wǎng)絡(luò)營銷的研究往往應(yīng)將注意力集中于某一種類型網(wǎng)絡(luò)的研

53、究上，如供應(yīng)鏈（埃利斯& 邁爾, 2001），內(nèi)部網(wǎng)絡(luò)（例如巴蘭坦, 1997），創(chuàng)新網(wǎng)絡(luò)（例如科爾薩羅, 拉莫斯, 韓柏根, &納德, 2012），以及社交網(wǎng)絡(luò)（例如Ali, 2011）。根據(jù)對網(wǎng)絡(luò)類型范圍（公司不得從事和與誰）的理解，兩個(gè)關(guān)鍵模型能提供靈感。首先，佩恩提出六個(gè)市場模型，巴蘭坦和克里斯托弗(2005)提出，利益相關(guān)者關(guān)系規(guī)劃模型，其認(rèn)為：組織需要與以下六個(gè)市場建立關(guān)系：客戶、推薦人、供應(yīng)商、影響者、招聘

54、人員和內(nèi)部組織。第二，強(qiáng)化營銷策略知識(shí)是“星叢價(jià)值”的概念?！靶菂矁r(jià)值”的價(jià)值創(chuàng)造系統(tǒng)里聚焦了行動(dòng)者創(chuàng)造價(jià)值的方式，即通過一個(gè)特定的或綜合的方式來配置他們投資組合的直接業(yè)務(wù)關(guān)系，最終達(dá)到價(jià)值共同創(chuàng)造或資源的組合與創(chuàng)新的目的（比爾克&賀德曼, 2002; 莫爾 & 瑞拉, 2007）。</p><p>　　對于創(chuàng)業(yè)企業(yè)營銷、創(chuàng)業(yè)企業(yè)家精神和中小企業(yè)市場營銷的研究，研究人員已經(jīng)確定了一系列的網(wǎng)絡(luò)類型，

55、包括商業(yè)網(wǎng)絡(luò)、社會(huì)網(wǎng)絡(luò)、行業(yè)和營銷網(wǎng)絡(luò)（Aldrich & Zimmer, 1986; Carson, Cromie, McGowan, & Hill, 1995; Gilmore, Carson, & Grant, 2001; Hill, 2001; Shaw, 2006）。網(wǎng)絡(luò)對于小公司來說是至關(guān)重要的，因?yàn)樗麄円?guī)模小而缺乏業(yè)務(wù)能力，尤其是在市場營銷中面臨著挑戰(zhàn)?？ㄉ?1985)表明，中小企業(yè)在營銷市場上面臨

56、的三組挑戰(zhàn)分別是：有限的資源（即缺乏營銷知識(shí)和時(shí)間），缺乏專業(yè)知識(shí)（如中小企業(yè)管理者和企業(yè)家的往往是多面手，而不是專家），市場上影響力有限（中小企業(yè)相對于大公司來說，他們的訂單和員工較少）。然而，有大量的證據(jù)表明，企業(yè)家們常常善于通過利用手中的網(wǎng)絡(luò)資源來克服中小企業(yè)中的資源約束（(Hill, McGowan, & Drummond, 1999; Jarillo, 1989; O?Donnell & Cummins, 19

57、99; Stevenson, Roberts, & Grousbe</p><p>　　因此，人們認(rèn)識(shí)到，建立有效的網(wǎng)絡(luò)（卡爾森 et al .，1995；林德曼，2004；斯托里，1994）是企業(yè)家精神和企業(yè)營銷的一個(gè)關(guān)鍵特征（科林森 & 索肖，2001），將社交網(wǎng)絡(luò)作為非正式聯(lián)系的手段，比正式的商業(yè)網(wǎng)絡(luò)方法能提供更高和更穩(wěn)定的信息和資源（皮瑞爾, 2001; 肖恩, 2006）。此外，斯托克斯

58、（2000）表明，中小企業(yè)所有者經(jīng)理傾向于與其客戶建立親密聯(lián)系，在價(jià)值創(chuàng)造的過程中，客戶自然就成了價(jià)值共創(chuàng)者（普哈拉 & 拉瑪斯瓦米, 2004），這樣一來，便能很容易建立起客戶忠誠度（雷克海,2003），實(shí)現(xiàn)管理顧客的期望目標(biāo)（格魯斯& 戴伊,1999）。哈利跟, 拉姆西 和依波森（2010）最近有個(gè)重要的研究突破，通過識(shí)別關(guān)鍵因素有助于中小企業(yè)間相互關(guān)系的建立，能加強(qiáng)中小企業(yè)活動(dòng)中的市場營銷與電子客戶關(guān)系營銷(e-C

59、RM)。他們看到，電子客戶關(guān)系營銷(e-CRM)能進(jìn)一步為中小企業(yè)提供認(rèn)可客戶溝通能力的機(jī)會(huì)。</p><p>　　盡管對于中小企業(yè)網(wǎng)絡(luò)營銷的研究如此豐富，研究還需要擁有一個(gè)更為全面的視角，來進(jìn)一步分析中小企業(yè)之間網(wǎng)絡(luò)與營銷的關(guān)系。只有少數(shù)研究討論網(wǎng)絡(luò)的實(shí)際價(jià)值。例如，O?賴?yán)秃６魉梗?004）對營銷產(chǎn)品質(zhì)量做出探討，認(rèn)為利用網(wǎng)絡(luò)加強(qiáng)產(chǎn)品推廣、質(zhì)量保證，獲取有效信息；卡爾森 等人（2004）對“使用維度”進(jìn)行調(diào)

60、查，他們認(rèn)為，調(diào)查受網(wǎng)絡(luò)影響的市場營銷活動(dòng)的結(jié)果或價(jià)值創(chuàng)造。其他的相關(guān)研究在于探討產(chǎn)品的作用、產(chǎn)品優(yōu)勢、市場導(dǎo)向?qū)M織績效的影響（O '德懷爾 & 拉迪斯,2008）；市場定位的作用、創(chuàng)業(yè)方向和新生物技術(shù)公司的創(chuàng)新（瑞克、卡瑞德 & 布萊克,2009）；中小企業(yè)創(chuàng)業(yè)營銷軟件技術(shù)（瓊斯 & 羅莉,2011）；以及創(chuàng)業(yè)企業(yè)的作用、社會(huì)網(wǎng)絡(luò)關(guān)系與國際化機(jī)會(huì)的開發(fā) (維特拉絲 & 莫麗申,2011)。&l

61、t;/p><p>　　我們認(rèn)識(shí)到，技術(shù)型中小企業(yè)能刺激經(jīng)濟(jì)增長，并催生了一系列關(guān)于相關(guān)主題的研究與創(chuàng)新，包括新產(chǎn)品的開發(fā)和經(jīng)營業(yè)績（韓德爾 & 瑞科密,2006；Im & 沃克曼, 2004; 那瑞爾, 斯萊特, & 麥克蘭, 2004; 薩拉 & 利爾斯, 2003; 維切斯& 夢拉特, 2004）。韋斯特隆德和森哈(2008)對軟件技術(shù)中小企業(yè)的社會(huì)資本、組織間的網(wǎng)絡(luò)與價(jià)值