外文翻譯—市場(chǎng)營(yíng)銷戰(zhàn)略從概念的起源到概念框架的發(fā)展（節(jié)選）

1、<p>　　字?jǐn)?shù)：英文1716單詞，9394字符；中文3209漢字</p><p>　　出處：Eric H.Shaw.Marketing strategy：From the origin of the concept to the development of a conceptual framework[J]Journal of Historical Research in Marketing.201

2、2,4(1):30-55</p><p><b>　　外文文獻(xiàn)：　</b></p><p>　　Marketing strategy：From the origin of the concept to the development of a conceptual framework</p><p>　　Early marketing stra

3、tegy concepts</p><p>　　Before marketing strategy developed as an off-shoot of marketing management in the 1970s, even before marketing management emerged as a school of thought in the 1960s to replace the tr

4、aditional approaches to marketing (Bartels, 1988; Sheth et al., 1988; Shaw and Jones, 2005), a few isolated concepts were developed in the 1950s literature that form the core of modern marketing strategy. These seminal c

5、oncepts include: Borden’s (1957, 1964) expression of the “marketing mix,” Smith’s (1956) develop</p><p>　　Corporate strategy concepts</p><p>　　The strategic concepts discussed so far (the market

6、ing mix, skimming and penetration, differentiation and segmentation, and the PLC), were created by economists and marketing scholars and gained popularity in early marketing management textbooks. The following strategic

7、concepts, Andrews’ SWOT, Ansoff’s growth strategies, Porter’s generic strategies, and Henderson’s product portfolio model, were developed for corporate management, not marketing management. Because marketing strategy is

8、a major c</p><p>　　Framework for marketing strategy</p><p>　　Having followed the literature and dissected marketing strategy terms, this section integrates the concepts into a framework that ide

9、ntifies alternative marketing strategies at different stages of the PLC and under various SWOT conditions.</p><p>　　Market introduction strategies</p><p>　　At introduction, the marketing strateg

10、ist has two principle strategies to choose from: penetration or niche. A penetration strategy (Dean, 1951; Ansoff, 1965) emphasizes an aggressive marketing mix for a mass market or a large segment of the market. As the t

11、erm has been developed in this research, a penetration strategy is not limited to a current product in a current market (Ansoff) or just a low introductory price (Dean). A penetration strategy involves using the marketin

12、g mix aggressively. Al</p><p>　　Alternatively, a niche strategy (Kotler, 1980; Porter, 1980; McCarthy, 1981) focuses on a narrowly defined customer segment and is ideal for smaller firms with limited resourc

13、es. The niche strategy expands Porter’s “focus” (Porter, 1980) or “narrow target segment” (Porter, 1990) strategy and incorporates Dean’s (1951) price skimming but from the angle of a market segment’s price sensitivity.

14、Although a segmentation-oriented strategy, the marketing mix aimed at a niche is largely dictated by comp</p><p>　　Market growth strategies</p><p>　　In the early growth stage, the marketing mana

15、ger may choose from two additional strategic alternatives: segment expansion (Smith, Ansoff) or brand expansion (Borden, Ansoff, Kerin and Peterson, 1978). In segment expansion, the strategist adds new targets (each with

16、 their own marketing mixes) to the market segments already served. A classic example was Toyota’s Crown automobile entering the US market in 1956 with a niche strategy – a single marketing mix targeted at a single segmen

17、t – economy con</p><p>　　Similar to expanding segments, another strategic alternative in the growth stage involves brand expansion. This strategy adds new products or variations to the line, offering the cus

18、tomer segment more choice, or it provides additional services, such as delivery or gift wrapping, to offer customers greater value.</p><p>　　During the late growth stage, sales are still growing rapidly, but

19、 hit an inflection point where they shift from increasing at an accelerating rate to increasing at a de-accelerating rate. In markets growing very rapidly, this shift in the rate of growth often produces a competitive tu

20、rbulence (Wasson, 1974), in which an industry shake-out occurs, because of excess capacity. During this turbulence another strategy is often called for – a differentiation strategy. If not used in late growth, as f</p

21、><p>　　Market maturity strategies</p><p>　　In maturity, sales growth slows, stabilizes and starts to decline. In early maturity, it is common to employ a maintenance strategy (BCG), where the firm

22、maintains or holds a stable marketing mix. This is common in oligopoly industries, where a small number of firms hold a large share of the market. Satisfied with maintaining their market share and milking profits, these

23、firms prefer not to rock the boat. If firms can preserve a rough equilibrium, a maintenance strategy could work until sales de</p><p>　　If a firm wants to shuffle the deck, differentiation offers an aggressi

24、ve but affordable strategy in maturity (Smith, Porter). It involves a firm using one or more elements of the marketing mix to enhance purchase value for its customers. For example, product quality could be improved, pric

25、e lowered to offer greater economy, upscale advertising media employed to create more brand prestige or distribution outlets added to provide greater customer convenience. Although aggressive, differentiation </p>

26、<p>　　As a firm moves further along the maturity curve, a harvesting strategy (Henderson, 1970; Kotler, 1978) becomes an option if not a necessity. Typically, as a market shifts from early to late maturity, a maint

27、enance strategy evolves into a harvesting strategy. In harvesting, marketing mix effort is reduced following the declining sales, and the brand remains a cash cow as long as the cost reductions are more than (or at least

28、) proportional to the declining sales.</p><p>　　Market decline strategies</p><p>　　At some point the decline in sales approaches and then begins to exceed costs. And not just accounting costs, t

29、here are hidden costs as well; as Kotler (1965, p. 109) observed:</p><p>　　No financial accounting can adequately convey all the hidden costs.</p><p>　　At some point, with declining sales and ri

30、sing costs, a harvesting strategy becomes unprofitable and a divesting strategy necessary.</p><p>　　Although if a firm is one of the “l(fā)ast men standing” it may remain a “profitable survivor” (Kotler, 1997) i

31、n the market, if most of the competition has dropped out, if there are a sufficient number of laggards with purchasing power and a desire to buy lingering in the market, and if the costs of serving these remaining custom

32、ers stays low. This is essentially an extreme harvesting strategy. Non-filter cigarettes or double edge razor blades provide examples of how a few competitors have survived </p><p><b>　　中文譯文：</b>

33、</p><p>　　市場(chǎng)營(yíng)銷戰(zhàn)略：從概念的起源到概念框架的發(fā)展</p><p>　　早期市場(chǎng)營(yíng)銷戰(zhàn)略的概念</p><p>　　在20世紀(jì)70年代市場(chǎng)營(yíng)銷戰(zhàn)略作為營(yíng)銷管理的一個(gè)分支之前，甚至在20世紀(jì)60年代營(yíng)銷管理成為一個(gè)學(xué)派以取代傳統(tǒng)的營(yíng)銷方法之前（巴特爾斯，1988；謝思等人，1988；肖和瓊斯，2005），20世紀(jì)50年代的文獻(xiàn)中就形成了一些獨(dú)立的概念，這

34、些概念構(gòu)成了現(xiàn)代市場(chǎng)營(yíng)銷戰(zhàn)略的核心。這些開創(chuàng)性的概念包括：博登（1957,1964）對(duì)“營(yíng)銷組合”的表達(dá)，史密斯（1956）開發(fā)的“產(chǎn)品差異化”和“市場(chǎng)細(xì)分”作為替代市場(chǎng)營(yíng)銷戰(zhàn)略，迪安（1951）構(gòu)想了“撇脂”和“滲透”作為替代定價(jià)策略（他擴(kuò)展到整個(gè)營(yíng)銷組合），以及福里斯特（1959）描述了“產(chǎn)品生命周期（PLC）”。</p><p><b>　　企業(yè)戰(zhàn)略的概念</b></p>

35、<p>　　迄今為止所討論的戰(zhàn)略概念（營(yíng)銷組合，撇脂和滲透，差異化和細(xì)分，以及PLC）都是被經(jīng)濟(jì)學(xué)家和營(yíng)銷學(xué)者創(chuàng)建的，并且在早期的營(yíng)銷管理教科書中得到普及。以下的戰(zhàn)略概念，安德魯斯的SWOT分析，安索夫的增長(zhǎng)戰(zhàn)略，波特的通用戰(zhàn)略和亨德森的產(chǎn)品組合模型，是為企業(yè)管理而開發(fā)的，而并非為營(yíng)銷管理。因?yàn)槭袌?chǎng)營(yíng)銷戰(zhàn)略是企業(yè)戰(zhàn)略的重要組成部分，雖然存在重疊，但這兩個(gè)領(lǐng)域并不同構(gòu)。然而，企業(yè)戰(zhàn)略的概念已經(jīng)完整地被推廣到從19世紀(jì)70、80

36、年代到現(xiàn)在的后續(xù)幾代營(yíng)銷教科書中。它主要是借鑒來(lái)的概念，創(chuàng)造了獨(dú)立的市場(chǎng)營(yíng)銷戰(zhàn)略的零碎部分，而不是一個(gè)總體概念框架的發(fā)展。</p><p><b>　　市場(chǎng)營(yíng)銷戰(zhàn)略的框架</b></p><p>　　通過(guò)文獻(xiàn)和剖析市場(chǎng)營(yíng)銷戰(zhàn)略術(shù)語(yǔ)，本節(jié)將這些概念集成到一個(gè)框架中，該框架在PLC的不同階段和在各種SWOT條件下識(shí)別替代市場(chǎng)營(yíng)銷戰(zhàn)略。</p><p&g

37、t;<b>　　市場(chǎng)進(jìn)入戰(zhàn)略</b></p><p>　　在進(jìn)入市場(chǎng)時(shí)，營(yíng)銷戰(zhàn)略家有兩個(gè)主要戰(zhàn)略可供選擇：滲透或利基。滲透戰(zhàn)略（ 迪安，1951；安索夫，1965）強(qiáng)調(diào)了大規(guī)模市場(chǎng)或大部分市場(chǎng)的積極營(yíng)銷組合。作為該研究中已經(jīng)開發(fā)的術(shù)語(yǔ)，滲透戰(zhàn)略不限于當(dāng)前市場(chǎng)中的當(dāng)前產(chǎn)品（安索夫）或較低的進(jìn)入價(jià)（迪安）。滲透戰(zhàn)略包括積極使用營(yíng)銷組合。雖然每個(gè)組合元素都不需要具有激進(jìn)性，但滲透戰(zhàn)略應(yīng)該包括一些簡(jiǎn)

38、單的產(chǎn)品組合，少服務(wù)，低價(jià)格，高促銷支出和密集分銷的組合。根據(jù)安德魯斯的SWOT分析法，擁有強(qiáng)大的財(cái)政資源的大公司在面對(duì)龐大且不斷增長(zhǎng)的市場(chǎng)、缺乏品牌偏好而對(duì)價(jià)格敏感的顧客、眾多潛在的競(jìng)爭(zhēng)對(duì)手、進(jìn)入門檻較低時(shí)，滲透戰(zhàn)略是其理想選擇。滲透戰(zhàn)略將從進(jìn)入到生長(zhǎng)階段，可能在PLC早期成熟階段起作用。然而，隨著產(chǎn)品趨于成熟，高營(yíng)銷組合支出將無(wú)法持續(xù)，因?yàn)殇N售增長(zhǎng)放緩，邊際成本上升速度將快于邊際收入。</p><p>　　另

39、外，利基戰(zhàn)略（科特勒，1980；波特，1980；麥卡錫，1981）專注于狹窄的客戶群，是資源有限的小企業(yè)的理想選擇。利基戰(zhàn)略擴(kuò)大了波特的“專一化”（波特，1980）或“狹窄的目標(biāo)市場(chǎng)”（波特，1990）戰(zhàn)略，而從市場(chǎng)細(xì)分的價(jià)格敏感性的角度出發(fā)，利基戰(zhàn)略又包含了迪安（1951）的撇脂定價(jià)策略。雖然是以市場(chǎng)細(xì)分為導(dǎo)向的戰(zhàn)略，但是針對(duì)利基戰(zhàn)略的營(yíng)銷組合主要還是基于公司和市場(chǎng)的考慮。利用利基戰(zhàn)略（奧爾德森，1957；被科特勒誤稱為集中市場(chǎng)細(xì)分，

40、1976），公司可以瞄準(zhǔn)一個(gè)狹窄的客戶細(xì)分市場(chǎng)。營(yíng)銷組合通常包括定制產(chǎn)品服務(wù)，高價(jià)格，鑒于小型客戶群，促銷支出集中，從而相對(duì)較低，具有選擇性或排他性的分銷覆蓋。這種戰(zhàn)略在要求較高的利潤(rùn)率來(lái)彌補(bǔ)銷售量的不足的較小的細(xì)分市場(chǎng)中效果很好，當(dāng)客戶對(duì)價(jià)格不敏感時(shí)，可以容易地以最小的促銷努力使其了解品牌，并且公司可以創(chuàng)建一些進(jìn)入壁壘，以致于幾乎沒有直接競(jìng)爭(zhēng)者。利基戰(zhàn)略可以是高利潤(rùn)的，即使是在很小的細(xì)分市場(chǎng)，因?yàn)樗Y(jié)合高價(jià)格與低營(yíng)銷組合支出（科特勒，

41、1980）。此戰(zhàn)略具有“見縫插針”的額外優(yōu)點(diǎn)。利基戰(zhàn)略不需要大量的創(chuàng)建和分解時(shí)間、精力或金錢，允許公司快速進(jìn)入和退出市</p><p><b>　　市場(chǎng)增長(zhǎng)戰(zhàn)略</b></p><p>　　在早期增長(zhǎng)階段，市場(chǎng)管理者可以從兩個(gè)額外的戰(zhàn)略中進(jìn)行選擇：市場(chǎng)擴(kuò)張（史密斯，安索夫）或品牌擴(kuò)張（博登，安索夫， 凱林和彼得森，1978）。在市場(chǎng)擴(kuò)張中，戰(zhàn)略家對(duì)已經(jīng)服務(wù)過(guò)的市場(chǎng)增加

42、了新的目標(biāo)（每個(gè)都有自己的營(yíng)銷組合）。一個(gè)典型的例子是豐田的皇冠汽車在1956年進(jìn)入美國(guó)市場(chǎng)，利用一個(gè)利基戰(zhàn)略——針對(duì)單一市場(chǎng)的單一營(yíng)銷組合——經(jīng)濟(jì)實(shí)惠的微型汽車的買家。在市場(chǎng)上占有一席之地之后，它使用市場(chǎng)擴(kuò)張超越了其利基，為多個(gè)細(xì)分市場(chǎng)提供品牌，包括微型、緊湊型、中型、大型和運(yùn)動(dòng)型汽車的細(xì)分市場(chǎng)。最終目標(biāo)瞄準(zhǔn)全部汽車市場(chǎng)，它針對(duì)幾乎所有的汽車和小型卡車細(xì)分市場(chǎng)的營(yíng)銷組合，甚至開發(fā)了單獨(dú)的雷克薩斯品牌，瞄準(zhǔn)豪華汽車市場(chǎng)。雖然也是市場(chǎng)擴(kuò)張

43、的一種形式，但是將地域擴(kuò)張與其他市場(chǎng)擴(kuò)張形式分開是有用的，例如人口統(tǒng)計(jì)、消費(fèi)心理、社會(huì)心理和行為特征。在地域擴(kuò)張中，企業(yè)將其目標(biāo)從本地轉(zhuǎn)移到地區(qū)、國(guó)家、國(guó)際，乃至全球客戶。隨著當(dāng)?shù)兀ɑ驀?guó)內(nèi)）市場(chǎng)趨于成熟，增長(zhǎng)放緩，這種戰(zhàn)略越來(lái)越多地被使用。</p><p>　　類似于市場(chǎng)擴(kuò)張，增長(zhǎng)階段的另一個(gè)戰(zhàn)略選擇包括品牌擴(kuò)張。這種戰(zhàn)略增加了新產(chǎn)品或變體，為細(xì)分市場(chǎng)的客戶提供更多的選擇，或者提供額外的服務(wù)，如送貨或禮品包裝，為

44、客戶提供更大的價(jià)值。</p><p>　　在后期增長(zhǎng)階段，銷售仍然快速增長(zhǎng)，但達(dá)到拐點(diǎn)的時(shí)候，它們從加速的增長(zhǎng)變?yōu)闇p速的增長(zhǎng)。在市場(chǎng)增長(zhǎng)非常迅速的時(shí)期，這種增長(zhǎng)率的變化往往會(huì)產(chǎn)生競(jìng)爭(zhēng)性的動(dòng)蕩（沃森，1974），由于產(chǎn)能過(guò)剩，其中某個(gè)行業(yè)將發(fā)生動(dòng)搖。在這種動(dòng)蕩中，通常需要另一種戰(zhàn)略——差異化戰(zhàn)略。由于公司的優(yōu)勢(shì)，如果不在后期增長(zhǎng)中使用差異化，那么往往會(huì)在成熟階段使用差異化，接下來(lái)進(jìn)行討論。</p>&

45、lt;p><b>　　市場(chǎng)成熟戰(zhàn)略</b></p><p>　　到成熟階段，市場(chǎng)銷售增長(zhǎng)放緩、穩(wěn)定并開始下降。在早期成熟階段，通常采用維護(hù)戰(zhàn)略（BCG），其中公司維護(hù)或保持穩(wěn)定的營(yíng)銷組合。這在少數(shù)企業(yè)在市場(chǎng)中占有很大的份額的寡頭壟斷行業(yè)中很常見。這些公司滿足于保持他們的市場(chǎng)份額和榨取利潤(rùn)，而不喜歡破壞現(xiàn)狀。如果企業(yè)可以保持一個(gè)粗略的均衡，那么維護(hù)戰(zhàn)略可以起到作用，直到銷售下降僅能滿足成

46、本。但維護(hù)是一個(gè)被動(dòng)的戰(zhàn)略，受到侵略性競(jìng)爭(zhēng)對(duì)手的沖擊。</p><p>　　如果一個(gè)公司想要洗牌，那么差異化在成熟階段提供了一種積極的但可負(fù)擔(dān)的戰(zhàn)略（史密斯，波特）。它包括公司利用營(yíng)銷組合中的一個(gè)或多個(gè)要素來(lái)提高其客戶的購(gòu)買價(jià)值。例如，可以提高產(chǎn)品質(zhì)量，降低價(jià)格以提供更大的經(jīng)濟(jì)性，利用高檔廣告媒體創(chuàng)造更多品牌信譽(yù)，或者增加分銷網(wǎng)點(diǎn)提供更大的客戶方便。雖然具有積極性，但差異化遠(yuǎn)不如滲透戰(zhàn)略那么有力和昂貴。因?yàn)樗?/p>

47、更多的市場(chǎng)營(yíng)銷組合戰(zhàn)略，并且不需要那么昂貴，所以差異化戰(zhàn)略可以在生命周期的從增長(zhǎng)到衰退的幾乎任何階段都能起到作用。</p><p>　　隨著企業(yè)沿著成熟曲線進(jìn)一步移動(dòng)，若無(wú)必要性，收獲戰(zhàn)略（亨德森，1970；科特勒，1978）則會(huì)成為一種選擇。通常，隨著市場(chǎng)從早期到晚期成熟，維護(hù)戰(zhàn)略演變?yōu)槭斋@戰(zhàn)略。在收獲過(guò)程中，隨著銷售額下降，營(yíng)銷組合的功效減少，只要成本下降超過(guò)（或至少）與下降的銷售額成比例，品牌仍然是搖錢樹。

48、</p><p><b>　　市場(chǎng)下跌戰(zhàn)略</b></p><p>　　在某些時(shí)刻，銷售的下降趨勢(shì)，開始超過(guò)成本。不僅僅是會(huì)計(jì)成本，還有隱性成本；正如科特勒（1965，第109頁(yè)）觀察到的：</p><p>　　沒有財(cái)務(wù)會(huì)計(jì)能夠充分地傳達(dá)所有隱藏的成本。</p><p>　　在某些時(shí)刻，隨著銷售量的下降和成本的上升，收獲

49、戰(zhàn)略變得無(wú)利可圖，需要?jiǎng)冸x戰(zhàn)略。</p><p>　　雖然如果一個(gè)公司是“最后站立的人”之一，如果大多數(shù)競(jìng)爭(zhēng)者已經(jīng)退出，如果在市場(chǎng)上有有足夠數(shù)量的具有購(gòu)買力和持續(xù)購(gòu)買欲望的落后者，以及如果服務(wù)這些剩余客戶保持低成本，那么這個(gè)公司可能仍然是市場(chǎng)上的“有利可圖的幸存者”（科特勒，1997）。這本質(zhì)上是一個(gè)極端的收獲戰(zhàn)略。非過(guò)濾香煙或雙刃刀片提供了幾個(gè)競(jìng)爭(zhēng)對(duì)手如何在緩慢下降的市場(chǎng)生存的例子。最終，隨著客戶的消亡，營(yíng)銷組