市場營銷外文翻譯--整合營銷傳播、市場定位與品牌定位的關系（節(jié)選）

1、<p>　　1700單詞，1萬英文字符，3100漢字</p><p>　　出處：Mike Reid, Sandra Luxton, Felix Mavondo. THE RELATIONSHIP BETWEEN INTEGRATED MARKETING COMMUNICATION, MARKET ORIENTATION, AND BRAND ORIENTATION[J]. Journal of Adve

2、rtising, 2005, 34(4):págs. 11-23. </p><p>　　THE RELATIONSHIP BETWEEN INTEGRATED MARKETING COMMUNICATION , MARKET ORIENTATION AND BRAND ORIENTATION.</p><p>　　Mike Reid, Sandra Luxton, and Fe

3、lix Mavondo</p><p><b>　　.</b></p><p>　　Marketing communication plays an important role in building and maintaining stakeholder relationships, and in leveraging these relationships in

4、 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

5、 sales volume; marketing efforts and outcomes are measured and managed at the brand level; and brands are central to a firm’s responses t</p><p>　　This ambiguity is likely to have an impact on the developmen

6、t 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 Dunc

7、an, 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. </p&

8、gt;<p>　　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 fro

9、m 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

10、 to explain the role of IMC in organizations. The paper also attempts to del</p><p>　　Figure 1 introduces our discussion and presents the relationship between the three concepts. Briefly, market orientation

11、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 bu

12、siness-unit focus on brands and brand strategies that support strong customer and stakeholder relationships regardless of the brand being at the corporate or p</p><p>　　In justifying and presenting our model

13、, 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 b

14、etween 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.</p><p>　　THE CONCEPT AND DI

15、MENSIONS OF IMC </p><p>　　In 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

16、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

17、of the IMC process are likely to draw on the cultural predisposition to work cooperatively,leverage the market- </p><p>　　In further extending this notion of customer-oriented communication, managers must re

18、alize 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 Locander 2004;Duncan and Mu

19、lhern 2004; Jaworski, Kohli, and Sahay 2000).</p><p>　　Defining IMC and Philosophy</p><p>　　Since initial attempts to define IMC in the early 1990s, an abundance of definitions have emerged, and

20、 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

21、 that drive brand value. More specifically, it is a cross-functional process for creating and nourishing profitable relationships with customers and other stakeholders by strateg</p><p>　　? be more strategic

22、 than executional,</p><p>　　? be about more than just advertising and sales</p><p>　　promotion messages,</p><p>　　Conclusion: MANAGERIAL AND RESEARCH IMPLICATIONS</p><p&

23、gt;　　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, t

24、hey 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 complementariti

25、es that is more important. However, for organizations with low ma</p><p>　　There is also the suggestion that perhaps IMC mediates the relationship between market orientation and performance, or that IMC medi

26、ates the relationship between brand orientation and performance, or both. This conceptualization providesa rich insight into how IMC might be linked to various performance measures.</p><p>　　Finally, we see

27、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

28、 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 operationaliza

29、tion. The most difficult part of the model r</p><p>　　整合營銷傳播、市場定位與品牌定位的關系</p><p>　　市場關系在建立和維護股東關系上起著重要的作用，并且在品牌和渠道公平性上也起著維護這些關系的杠桿作用(Dawar 2004；Duncan＆Moriarty 1998； Lannon ＆ Cooper 1983；Srivast

30、ava Fahey＆Shervani 2000；White 1999)。正如Dawar指出的：“品牌的廣告和推動促使了交易和銷售的數(shù)量；營銷的努力和成果取決于品牌的水平；品牌是企業(yè)應對短期競爭舉措的核心。很顯然，品牌已經(jīng)成為許多大公司市場努力的焦點，并且被視為一支市場支配力的獨有資源，有競爭力的杠桿和更高的回報。為了響應建立在品牌公正性上敵對市場環(huán)境的影響，以及與市場行為和責任相聯(lián)系的日益增長的管理期望值，許多機構正在考慮如何改善管理方

31、式及他們的市場關系項目的整合，從而運用了IMC----整合營銷傳播。然而，不少人圍繞著IMC的定義引起了爭論，在它的意思上缺乏相互的共識，包括許多需要澄清的領域(Baker ＆ Mitchell ，2000；Beard 1996；Cornelissen 2001； Duncan ＆ Mulhern 2004；Kitchen ＆ Schu</p><p>　　為了實現(xiàn)這一點，IMC需要整個組織和首席執(zhí)行下代理們的參

32、與。它需要從最高的公司戰(zhàn)略水平和每天個人戰(zhàn)略活動實施的全盤考慮。</p><p>　　認識到這個復雜性，這篇論文嘗試著去解釋IMC在機構中的角色。這篇論文也試著去描述或建立IMC、市場導向和一個浮現(xiàn)出的品牌方向的概念之間的關系，通過建議市場導向和品牌方向是成功的IMC所必備的條件。我們所能接受的是把IMC構思成兩個不同的層次，即戰(zhàn)略上或戰(zhàn)術上的；盡管如此，我們將重點強調IMC的戰(zhàn)略組成部分，因為隨著時間的流逝它比

33、較重視設計品牌時文化和知識性的需求。這篇論文認識到了從IMC到市場定位和品牌定位之間的補充，以及通過建立品牌資產(chǎn)，如何處理每一個關鍵方面取得競爭優(yōu)勢。</p><p>　　簡略說來，市場導向代表了機構的文化通過市場概念的獲取以及潛在市場導向的營銷觀念與制度和程序(Harris，1998)。品牌導向代表了功能化或者聚焦在品牌上的業(yè)務單位以及品牌策略，如支持強大客戶群體和股東的關系不管其是否在公司或者產(chǎn)品水準，或者成

34、為一項服務或者是一件人造的商品(Bridson ＆ Evans ，2004)。IMC在第十二期的廣告周刊上的模型代表了整合市場營銷信息傳達的發(fā)展，目的是為了獲取一定的品牌和信息傳達的目標，以及提供了品牌策略和行動的橋梁，采取這樣的行動是為了建立所需的顧客和股東之間的關系。為了達到這個目的，IMC利用文化傾向使大家共同合作，為了設計信息和媒體策略，支撐起機構的市場和顧客感知機制。而且，為了傳達任務的實現(xiàn)，它采用了一種廣泛的零基點渠道去選擇

35、合適的工具。同時，通過學習以市場和品牌導向機構的機制，發(fā)現(xiàn)其亦與品牌及目標市場的歷史相關(Stewart ，1996)。</p><p>　　整合營銷傳播的概念和尺度</p><p>　　在整合營銷傳播的最新的領域(Duncan ＆ Mulhern ，2004)認為領域的范圍是逐步擴大的，并且本身的概念和進程也在不斷進化。同時，在領域內也存在這爭論：整合營銷傳播究竟通常被認為是一種哲學理論

36、還是一種對建立知名品牌有所幫助的一種與管理策略相關的過程。在努力得出結論并有所成就的嘗試中，整合營銷傳播過程的管理者很有可能在協(xié)同工作方面借鑒文化的誘因，從而在組織的市場、顧客之間建立杠桿，進一步區(qū)分信息和媒體戰(zhàn)略，并且運用正式的途徑來選擇編導溝通工作所需的適當?shù)墓ぞ?。伴隨著進一步討論和發(fā)展的整合營銷的概念，（Kitchen Joanne＆Tao ，2004)認為整合營銷是近十年內最重要的溝通領域的發(fā)展，這是一個潛在的競爭優(yōu)勢。據(jù)說，整

37、合營銷傳播的力量在對其他公司的吸引力上能夠產(chǎn)生影響的市場溝通環(huán)境、顧客之間的杠桿方面已經(jīng)遭遇了一些變化。（Kitchen Joanne＆Tao ，2004)也認為整合營銷傳播似乎正在經(jīng)歷或者已經(jīng)經(jīng)歷了關于其意義所在和目的的有一定價值的爭論，并且這在努力使自身與其他的營銷方面的概念相區(qū)別，諸如整合營銷、CRM（客戶關系管理）、市場細分之類。從（Kitche</p><p>　　整合營銷傳播的定義與哲學理論</

38、p><p>　　自從九十年代第一次對整合營銷傳播作出了下定義的嘗試之后，整合營銷傳播的概念大量涌現(xiàn)，并在相關文獻中較為詳細地有所體現(xiàn)(Duncan ，2002；Gould</p><p>　　，2004;；Kitchen Joanne＆ Tao，2004;；Kliatchko ，2005）。以Duncan為代表的觀點認為：整合營銷傳播應被看作是能夠推動品牌價值的客戶關系管理過程。更詳細地說，

39、這是一個建立顧客和其他股份持有者利益關系的過程，主要的方法是通過策略性地控制或影響所有訊息資料,并鼓勵帶動這些集團。為表示概念和理論不斷發(fā)展，一項有關整合營銷傳播的最新研究認為整合營銷傳播應作到以下兩點：比執(zhí)行更具戰(zhàn)略性和不僅僅是廣告和銷售。</p><p><b>　　結論</b></p><p>　　通過討論，我們嘗試著補充在IMC，市場定位和品牌定位向之間的關系

40、。值得一提的是，對于每一個概念，它們都有自己特殊的反映，但同時，它們又共同的為它們之間的關系提供了詳細的描述和深刻的理解。對于許多的組織機構關鍵的問題在于：人們還沒有嚴肅認真的對待它們的增長，因為，對于補充的宣傳也是非常的重要的。對于定位在低消費的市場的機構，由于它們所關注的是消費者本身和同等功能的文化傳承，在這種情況下，要試圖發(fā)展IMC是不太可能成功的。這是因為通過功能，部門，SBUs（交易策略單位），或者是供應商和其它管理部門之間合

41、作的文化基礎并不存在。沿著同一條討論的主線，我們深信，只要品牌定位一低，就意味著合作分享和品牌定義以及視角也隨之降低，在試圖介紹IMC的時候，也不會有當MO和BO同時存在時那樣的成功。</p><p>　　管理人員了解并也接受這樣一個道理，那就是對于綜合的形成是相當困難的，因為要將從安逸的地方遷移過來的人們團結起來并且形成一定的地位是相當困難的，同時人們也知道，在大多數(shù)的單位實行的獎勵制度并不是獎勵那些合作的人的

42、（而實際上往往是獎勵那些具有競爭和小范圍利益的團體）。有一些克服這種不良取向，并建立市場定位和品牌定位的方法。這需要建立良好的文化氛圍，同時鼓勵那些進行合作的單位，這對于IMC的補充是相當有意義的幫助。從這篇論文中得到的模型知道，IMC能夠使一些團體積極地合作。同時也知道，IMC也許是市場取向和品牌取向之間的中間體，或者IMC是品牌取向和表現(xiàn)形式的中間體，更或者是上述兩種的綜合體。這個概念為我們對IMC在不同表現(xiàn)形式提供了深刻的理解。&

43、lt;/p><p>　　最后，在這篇文章里面我們形成了概念化的理論模型。市場取向的標準已經(jīng)行成了有十年了，也漸漸的被人們所接受，但品牌取向的標準也緩慢的被人們所接受，但還仍處于發(fā)展的早期階段。文章中所提到的標準已經(jīng)被一些研究人員用于實踐考察，在可行性上認為是沒有什么特殊問題的。這個模型的最大困難是充分掌握IMC發(fā)展的標準尺度和如何將它于合適的外部表現(xiàn)標準聯(lián)系起來。Duncan 和 Moriarty(1997)DE I