營(yíng)銷(xiāo)外文翻譯---誠(chéng)信營(yíng)銷(xiāo)與道德和服務(wù)優(yōu)勢(shì)

1、<p>　　Marketing with integrity: ethics and the service-dominant</p><p>　　logic for marketing</p><p>　　Andrew V. Abela & Patrick E. Murphy</p><p>　　Received: 28 June 2007 /

2、Accepted: 2 July 2007 / Published online: 21 August 2007</p><p>　　# Academy of Marketing Science 2007</p><p><b>　　Abstract</b></p><p>　　This paper examines a tendency wi

3、thin existingmarketing scholarship to compartmentalize ethical issues. Italso shows how this tendency can cause ethical tensionsand conflicts in marketing practice. The emerging servicedominant(S-D) logic for marketing,

4、as proposed by Vargoand Lusch, is explored as an example of an approach tomarketing that overcomes this tendency. The S-D logic isfound to be a positive development for marketing ethicsbecause it facilitates the seamless

5、 integration of ethicalacco</p><p>　　Keywords Ethical violations . Ethics . Integrity.Marketing ethics . Marketing performance measurement .</p><p>　　Service-dominant logic</p><p>

6、;　　Introduction</p><p>　　Despite extensive and thoughtful effort devoted to marketingethics scholarship over the past several decades, theincidence of ethical violations in marketing practiceremains high. Th

7、e effectiveness of current approaches tomarketing scholarship may be limited by the prevailingapproach to marketing ethics, which tends to separateethical analysis from marketing by overlaying such analysison top of exis

8、ting marketing theory, rather than integratingit. Such an approach, in the context of the fragment</p><p>　　scholars free to develop apparently amoral theories, whichcan have the potential to signal to stude

9、nts of suchtheories that they are free from a sense of moral responsibility(Ghoshal 2005). On a more positive note,social and environmental issues appear to be gainingserious attention recently with Michael Porter and ot

10、hersfocusing on a more strategic use of corporate responsibilityand sustainable marketing (Murphy et al. 2005; Porter andKramer 2006).At a practical level, the compartmentalization </p><p>　　scholars have de

11、veloped frameworks for helping marketersidentify and then evaluate ethical issues.Yet these models are mostly developed as an “add-on” tothe rest of marketing scholarship: one is supposed to put the decisions arising fro

12、m one’s marketing analysis throughone or more of these frameworks. As a result, they may be viewed as optional. For example, Laczniak (1983) proposed a framework of fourteen questions that a marketer should ask, includin

13、g: “Is the intent of a particular action evi</p><p>　　any major evils likely to result from this action?” Smith’s (1993) Consumer Sovereignty Test requires marketers to apply three tests to their marketing d

14、ecisions: capability of the consumer, availability and quality of information, and opportunity for choice/switching. The problem with these</p><p>　　frameworks is that in each case there is a separation betw

15、een the marketing analysis and the ethical analysis. Robin and Reidenbach (1987) advocated parallel planning systems for “integrating ethical and socially responsible plans into strategic marketing planning” (p. 52). Alt

16、hough this method avoids the clearer separation of the other two, it still requires marketers to take additional steps to address</p><p>　　ethical considerations. At worst, though, such frameworks become mer

17、ely a routine “ethics check.” In the hectic conditions of contemporary marketing decision-making, isn’t it likely that such ethical considerations can be – and sometimes are – accidentally or intentionally ignored? What

18、is needed is an approach to marketing ethics that does not require a separate process every time an ethical issue is identified, but instead allows such issues to be dealt with as part of the normal course of mar</p&g

19、t;<p>　　Limitations and implications for research and education</p><p>　　Our proposal is a departure from previous approaches to marketing ethics. Hence, it should not be surprising if there are sever

20、al limitations that still need to be addressed. First, the idea that marketing strategy sometimes involves attempts to reduce competition is not completely resolved here. Occasions could arise where opportunism is profit

21、able, such as when firms are successful in creating legal anti-competitive barriers to entry through technology or channel arrangements. “Tragedy of the </p><p>　　major strides in measuring non-financial ass

22、ets, the methodologies discussed above are not universally employed or calculated in the same way. Several areas for further research are suggested by this paper. & A theoretical argument is advanced to support the p

23、roposition that the S-D logic reduces the number of ethical tensions in marketing; this proposition can be empirically tested, e.g. by measuring whether the level of marketing managers’ agreement with the tenets of the S

24、-D logic correlate w</p><p>　　Conclusion</p><p>　　The integrated approach to marketing ethics proposed here and built on Vargo and Lusch’s (2004a) S-D logic allows marketing performance measurem

25、ent to be extended to</p><p>　　incorporate ethical accountability, so that consideration of ethical issues becomes an essential and inextricable part of overall marketing analysis. The word “integrity” in th

26、e title of this paper conveys two separate but related meanings: it refers to integrity as it is commonly understood to mean ethical behavior. It also refers to the integrity – the “wholeness” – of the theory, that place

27、s ethical and business issues right at the heart of marketing theory, thus providing an integrated appro</p><p>　　Journal of Brand Management, 10(4–5), 342–352.</p><p>　　Ambler, T. (2003). Marke

28、ting and the bottom line (2nd ed.). London:</p><p>　　FT Prentice Hall.</p><p>　　Ballantyne, D., & Varey, R. J. (2006). Introducing a dialogic</p><p>　　orientation to the service

29、-dominant logic of marketing. In R. F.</p><p>　　Lusch & S. L. Vargo (Eds.), The service-dominant logic of</p><p>　　marketing: Dialog, debate, and directions. Armonk: M.E. Sharpe.</p>

30、<p>　　Barwise, P., & Farley, J. U. (2003). Which marketing metrics are used</p><p>　　and where? MSI Reports. Cambridge: MSI.</p><p>　　Beirne, M. (2002). Fixing a shattered trust. Brandw

31、eek, 43(32), 16.</p><p>　　Berthon, P., Hulbert, J. M., & Pitt, L. F. (1997). Brands, brand</p><p>　　managers, and the management of brands: Where to next? Vol.</p><p>　　97–122.

32、Cambridge: Marketing Science Institute.</p><p>　　Bloom, P. N., & Perry, V. G. (2001). Retailer power and supplier</p><p>　　welfare: The case of Wal-Mart. Journal of Retailing, 77(3), 379.<

33、;/p><p>　　Boudette, N. E. (2003). BMW’s CEO just says ‘No’ to protect brand.</p><p>　　Wall Street Journal (November 26), B1.</p><p>　　Bowen, H. R. (1953). Social responsibilities of th

34、e businessman. New</p><p>　　York: Harper and Row.</p><p>　　Bowie, N. E. (1999). Business ethics: A kantian perspective. Malden:</p><p>　　Blackwell Publishers.</p><p>　　

35、Boyt, T. E., Lusch, R. F., & Naylor, G. (2001). The role of</p><p>　　professionalism in determining job satisfaction in professional</p><p>　　services: A study of marketing researchers. Jour

36、nal of Service</p><p>　　Research, 3(4), 321.</p><p>　　Brenkert, G. G. (1998). Marketing to inner-city blacks: Powermaster</p><p>　　and moral responsibility. Business Ethics Quarterl

37、y, 8(1), 1–18.</p><p>　　Carter, C. R. (2000). Precursors of unethical behavior in global supplier</p><p>　　management. Journal of Supply Chain Management, 36(1), 45.</p><p>　　Chaudh

38、uri, A., & Holbrook, M. B. (2001). The chain of effects from</p><p>　　brand trust and brand affect to brand performance: The role of</p><p>　　brand loyalty. Journal of Marketing, 65, 81–93.&

39、lt;/p><p>　　Chonko, L. B., & Hunt, S. D. (1985). Ethics and marketing</p><p>　　management: An empirical examination. Journal of Businesss</p><p>　　Research, 13, 339–359.誠(chéng)信營(yíng)銷(xiāo)與：道德和服務(wù)

40、優(yōu)勢(shì) </p><p>　　logic for marketing 營(yíng)銷(xiāo)邏輯 </p><p>　　Andrew V. Abela & Patrick E. Murphy 五，阿貝拉和安德魯帕特里克墨菲大腸桿菌 </p><p>　　Received: 28 June 2007 / Accepted: 2 July 2007 / Published onli

41、ne: 21 August 2007 收稿日期：2007年6月28日/接受日期：2007年7月2日/線上發(fā)表于：2007年8月21日 </p><p>　　# Academy of Marketing Science 2007 ＃營(yíng)銷(xiāo)科學(xué)研究院2007年 </p><p>　　Abstract 抽象 </p><p>　　This paper examines a

42、tendency within existingmarketing scholarship to compartmentalize ethical issues. 本文探討existingmarketing獎(jiǎng)學(xué)金，以區(qū)域化的趨勢(shì)在倫理道德問(wèn)題。 Italso shows how this tendency can cause ethical tensionsand conflicts in marketing practice. Ita

43、lso表明這一趨勢(shì)可能會(huì)導(dǎo)致如何在營(yíng)銷(xiāo)實(shí)踐中的倫理tensionsand沖突。 The emerging servicedominant(SD) logic for marketing, as proposed by Vargoand Lusch, is explored as an example of an approach tomarketing that overcomes this tendency. 新興servicedom

44、inant（職務(wù)）的營(yíng)銷(xiāo)邏輯的，因?yàn)楸R施提出Vargoand，是作為一個(gè)趨勢(shì)</p><p>　　Keywords 關(guān)鍵詞    Ethical violations . 道德的行為。 Ethics . 倫理。 Integrity.Marketing ethics . Integrity.Marketing道德。 Marketing performance measurement . 營(yíng)銷(xiāo)績(jī)效

45、評(píng)價(jià)。 </p><p>　　Service-dominant logic 服務(wù)主導(dǎo)邏輯 </p><p>　　Introduction 介紹 </p><p>　　Despite extensive and thoughtful effort devoted to marketingethics scholarship over the past several

46、decades, theincidence of ethical violations in marketing practiceremains high. 盡管進(jìn)行了廣泛和周到的努力致力于marketingethics獎(jiǎng)學(xué)金在過(guò)去幾十年來(lái)，practiceremains theincidence營(yíng)銷(xiāo)道德行為高。 The effectiveness of current approaches tomarketing scholarshi

47、p may be limited by the prevailingapproach to marketing ethics, which tends to separateethical analysis from marketing by overlaying such analysison top of existing marketing theo</p><p>　　scholars free to d

48、evelop apparently amoral theories, whichcan have the potential to signal to students of suchtheories that they are free from a sense of moral responsibility(Ghoshal 2005). 學(xué)者自由發(fā)展顯然不道德的理論，whichcan有潛力的信號(hào)suchtheories學(xué)生，他們正）

49、從2005年的自由意識(shí)的道德責(zé)任（戈沙爾。 On a more positive note,social and environmental issues appear to be gainingserious attention recently with Michael Porter and othersfocusing on a more strategic use of corporate responsibilityand s

50、ustainable marketing (Murphy et al. 2005; </p><p>　　scholars have developed frameworks for helping marketersidentify and then evaluate ethical issues.Yet these models are mostly developed as an “add-on” toth

51、e rest of marketing scholarship: one is supposed to put the decisions arising from one's marketing analysis throughone or more of these frameworks. 學(xué)者們已經(jīng)開(kāi)發(fā)marketersidentify框架幫助，然后評(píng)估道德issues.Yet這些模型大多是學(xué)術(shù)發(fā)展成為一個(gè)“附加營(yíng)銷(xiāo)”to

52、the休息：一個(gè)是應(yīng)該把決定的框架因人的市場(chǎng)分析throughone這些或更多。 As a result, they may be viewed as optional. 因此，他們可能被視為可選。 For example, Laczniak (1983) </p><p>　　any major evils likely to result from this action?” Smith's (199

53、3) Consumer Sovereignty Test requires marketers to apply three tests to their marketing decisions: capability of the consumer, availability and quality of information, and opportunity for choice/switching. 任何可能導(dǎo)致重大弊病從這一行

54、動(dòng)？“史密斯（1993）消費(fèi)者主權(quán)測(cè)試要求營(yíng)銷(xiāo)人員申請(qǐng)三大考驗(yàn)他們的營(yíng)銷(xiāo)決策：對(duì)消費(fèi)者的能力，可用性和信息的質(zhì)量，和選擇的機(jī)會(huì)/切換。 The problem with these 在這些問(wèn)題與 </p><p>　　frameworks is that in each case there is a separation between the marketing analysis and the ethica

55、 l analysis. 框架是，在每個(gè)案件有一個(gè)分析，分離分析和市場(chǎng)營(yíng)銷(xiāo)之間的ethica升。 Robin and Reidenbach ( 1987 ) advocated parallel planning systems for “integrating ethical and socially responsible plans into strategic marketing planning” (p. 52). 羅賓和賴(lài)登

56、巴赫（1987）倡導(dǎo)的平行規(guī)劃計(jì)劃系統(tǒng)負(fù)責(zé)“計(jì)劃納入整合營(yíng)銷(xiāo)戰(zhàn)略的倫理和社會(huì)”（第52頁(yè)）。 Although this method avoids the clearer separation of the other two, it still requires marketers to take additional steps to address 雖</p><p>　　ethical consider

57、ations. 道德方面的考慮。 At worst, though, such frameworks become merely a routine “ethics check.” In the hectic conditions of contemporary marketing decision-making, isn't it likely that such ethical considerations can be –

58、 and sometimes are – accidentally or intentionally ignored? 在最壞的情況，不過(guò)，這些只是一個(gè)框架，成為例行“道德檢查。”在決策中的緊張狀況當(dāng)代市場(chǎng)營(yíng)銷(xiāo)，是不是有可能，這種倫理方面的考慮可以-有時(shí)是-意外或故意忽視？ What is needed is an approach to marketing ethics that does not require a separate

59、 process every time an ethical issue is identifi</p><p>　　Limitations and implications for research and education 限制和影響，為研究和教育 </p><p>　　Our proposal is a departure from previous approaches to m

60、arketing ethics. 我們的建議是一個(gè)辦法離開(kāi)之前的營(yíng)銷(xiāo)道德。 Hence, it should not be surprising if there are several limitations that still need to be addressed. 因此，它不應(yīng)該奇怪，如果有需要解決一些限制，仍然需要。 First, the idea that marketing strategy sometimes inv

61、olves attempts to reduce competition is not completely resolved here. 首先，觀念，營(yíng)銷(xiāo)策略，有時(shí)涉及試圖減少競(jìng)爭(zhēng)是不徹底解決這里。 Occasions could arise where opportunism is profitable, such as when firms are successful in creating legal anti-competi

62、tiv</p><p>　　major strides in measuring non-financial assets, the methodologies discussed above are not universally employed or calculated in the same way. 金融資產(chǎn)重大進(jìn)展衡量非，同樣的方式上面討論的方法是不普遍采用或計(jì)算。 Several areas fo

63、r further research are suggested by this paper. 進(jìn)一步的研究中的若干領(lǐng)域的建議，本文件。 & A theoretical argument is advanced to support the proposition that the SD logic reduces the number of ethical tensions in marketing; this proposi

64、tion can be empirically tested, eg by measuring whether the level of marketing managers' a</p><p>　　Conclusion 結(jié)論 </p><p>　　The integrated approach to marketing ethics proposed here and buil

65、t on Vargo and Lusch's (2004a) SD logic allows marketing performance measurement to be extended to 采用綜合方法來(lái)這里提出的營(yíng)銷(xiāo)道德和瓦戈建立在與盧施的（2004年）特別職務(wù)邏輯允許銷(xiāo)售業(yè)績(jī)衡量將擴(kuò)大到 </p><p>　　incorporate ethical accountability, so tha

66、t consideration of ethical issues becomes an essential and inextricable part of overall marketing analysis. 包括道德責(zé)任，使問(wèn)題的審議道德成為重要的市場(chǎng)分析和整體不可分割的一部分。 The word “integrity” in the title of this paper conveys two separate but re

67、lated meanings: it refers to integrity as it is commonly understood to mean ethical behavior. 單詞“完整文件”在這個(gè)題目傳達(dá)出兩個(gè)獨(dú)立但相關(guān)的含義：它指的完整性，因?yàn)樗ǔ＠斫鉃榈赖滦袨椤?It also refers to the integrity – the “wholeness” – of the theory, that places

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80、 to inner-city blacks: Powermaster 營(yíng)銷(xiāo)到市內(nèi)黑人：Powermaster </p><p>　　and moral responsibility. 和道義責(zé)任。 Business Ethics Quarterly, 8(1), 1–18. 商業(yè)道德季刊，8（1），1-18。 </p><p>　　Carter, CR (2000). 卡特，華潤(rùn)（2000

81、）。 Precursors of unethical behavior in global supplier 前體的全球供應(yīng)商不道德行為 </p><p>　　management. 管理。 Journal of Supply Chain Management, 36(1), 45. 學(xué)報(bào)，供應(yīng)鏈管理36（1），45。 </p><p>　　Chaudhuri, A., & Hol

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83、誠(chéng)度。 Journal of Marketing, 65, 81–93. 期刊市場(chǎng)營(yíng)銷(xiāo)，65，81-93。 </p><p>　　Chonko, LB, & Hunt, SD (1985). Chonko，磅和亨特，政府統(tǒng)計(jì)處（1985）。 Ethics and marketing 倫理與營(yíng)銷(xiāo) </p><p>　　management: An empirical examinat