市場(chǎng)營(yíng)銷外文翻譯--整合營(yíng)銷傳播、市場(chǎng)定位與品牌定位的關(guān)系（節(jié)選）

1、<p>　　1700單詞，1萬(wàn)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(yíng)銷傳播、市場(chǎng)定位與品牌定位的關(guān)系</p><p>　　市場(chǎng)關(guān)系在建立和維護(hù)股東關(guān)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(hù)這些關(guān)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(dòng)促使了交易和銷售的數(shù)量；營(yíng)銷的努力和成果取決于品牌的水平；品牌是企業(yè)應(yīng)對(duì)短期競(jìng)爭(zhēng)舉措的核心。很顯然，品牌已經(jīng)成為許多大公司市場(chǎng)努力的焦點(diǎn)，并且被視為一支市場(chǎng)支配力的獨(dú)有資源，有競(jìng)爭(zhēng)力的杠桿和更高的回報(bào)。為了響應(yīng)建立在品牌公正性上敵對(duì)市場(chǎng)環(huán)境的影響，以及與市場(chǎng)行為和責(zé)任相聯(lián)系的日益增長(zhǎng)的管理期望值，許多機(jī)構(gòu)正在考慮如何改善管理方

31、式及他們的市場(chǎng)關(guān)系項(xiàng)目的整合，從而運(yùn)用了IMC----整合營(yíng)銷傳播。然而，不少人圍繞著IMC的定義引起了爭(zhēng)論，在它的意思上缺乏相互的共識(shí)，包括許多需要澄清的領(lǐng)域(Baker ＆ Mitchell ，2000；Beard 1996；Cornelissen 2001； Duncan ＆ Mulhern 2004；Kitchen ＆ Schu</p><p>　　為了實(shí)現(xiàn)這一點(diǎn)，IMC需要整個(gè)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(gè)人戰(zhàn)略活動(dòng)實(shí)施的全盤(pán)考慮。</p><p>　　認(rèn)識(shí)到這個(gè)復(fù)雜性，這篇論文嘗試著去解釋IMC在機(jī)構(gòu)中的角色。這篇論文也試著去描述或建立IMC、市場(chǎng)導(dǎo)向和一個(gè)浮現(xiàn)出的品牌方向的概念之間的關(guān)系，通過(guò)建議市場(chǎng)導(dǎo)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(gòu)思成兩個(gè)不同的層次，即戰(zhàn)略上或戰(zhàn)術(shù)上的；盡管如此，我們將重點(diǎn)強(qiáng)調(diào)IMC的戰(zhàn)略組成部分，因?yàn)殡S著時(shí)間的流逝它比

33、較重視設(shè)計(jì)品牌時(shí)文化和知識(shí)性的需求。這篇論文認(rèn)識(shí)到了從IMC到市場(chǎng)定位和品牌定位之間的補(bǔ)充，以及通過(guò)建立品牌資產(chǎn)，如何處理每一個(gè)關(guān)鍵方面取得競(jìng)爭(zhēng)優(yōu)勢(shì)。</p><p>　　簡(jiǎn)略說(shuō)來(lái)，市場(chǎng)導(dǎo)向代表了機(jī)構(gòu)的文化通過(guò)市場(chǎng)概念的獲取以及潛在市場(chǎng)導(dǎo)向的營(yíng)銷觀念與制度和程序(Harris，1998)。品牌導(dǎo)向代表了功能化或者聚焦在品牌上的業(yè)務(wù)單位以及品牌策略，如支持強(qiáng)大客戶群體和股東的關(guān)系不管其是否在公司或者產(chǎn)品水準(zhǔn)，或者成

34、為一項(xiàng)服務(wù)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(chǎng)營(yíng)銷信息傳達(dá)的發(fā)展，目的是為了獲取一定的品牌和信息傳達(dá)的目標(biāo)，以及提供了品牌策略和行動(dòng)的橋梁，采取這樣的行動(dòng)是為了建立所需的顧客和股東之間的關(guān)系。為了達(dá)到這個(gè)目的，IMC利用文化傾向使大家共同合作，為了設(shè)計(jì)信息和媒體策略，支撐起機(jī)構(gòu)的市場(chǎng)和顧客感知機(jī)制。而且，為了傳達(dá)任務(wù)的實(shí)現(xiàn)，它采用了一種廣泛的零基點(diǎn)渠道去選擇

35、合適的工具。同時(shí)，通過(guò)學(xué)習(xí)以市場(chǎng)和品牌導(dǎo)向機(jī)構(gòu)的機(jī)制，發(fā)現(xiàn)其亦與品牌及目標(biāo)市場(chǎng)的歷史相關(guān)(Stewart ，1996)。</p><p>　　整合營(yíng)銷傳播的概念和尺度</p><p>　　在整合營(yíng)銷傳播的最新的領(lǐng)域(Duncan ＆ Mulhern ，2004)認(rèn)為領(lǐng)域的范圍是逐步擴(kuò)大的，并且本身的概念和進(jìn)程也在不斷進(jìn)化。同時(shí)，在領(lǐng)域內(nèi)也存在這爭(zhēng)論：整合營(yíng)銷傳播究竟通常被認(rèn)為是一種哲學(xué)理論

36、還是一種對(duì)建立知名品牌有所幫助的一種與管理策略相關(guān)的過(guò)程。在努力得出結(jié)論并有所成就的嘗試中，整合營(yíng)銷傳播過(guò)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(chǎng)、顧客之間建立杠桿，進(jìn)一步區(qū)分信息和媒體戰(zhàn)略，并且運(yùn)用正式的途徑來(lái)選擇編導(dǎo)溝通工作所需的適當(dāng)?shù)墓ぞ?。伴隨著進(jìn)一步討論和發(fā)展的整合營(yíng)銷的概念，（Kitchen Joanne＆Tao ，2004)認(rèn)為整合營(yíng)銷是近十年內(nèi)最重要的溝通領(lǐng)域的發(fā)展，這是一個(gè)潛在的競(jìng)爭(zhēng)優(yōu)勢(shì)。據(jù)說(shuō)，整

37、合營(yíng)銷傳播的力量在對(duì)其他公司的吸引力上能夠產(chǎn)生影響的市場(chǎng)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(rèn)為整合營(yíng)銷傳播似乎正在經(jīng)歷或者已經(jīng)經(jīng)歷了關(guān)于其意義所在和目的的有一定價(jià)值的爭(zhēng)論，并且這在努力使自身與其他的營(yíng)銷方面的概念相區(qū)別，諸如整合營(yíng)銷、CRM（客戶關(guān)系管理）、市場(chǎng)細(xì)分之類。從（Kitche</p><p>　　整合營(yíng)銷傳播的定義與哲學(xué)理論</

38、p><p>　　自從九十年代第一次對(duì)整合營(yíng)銷傳播作出了下定義的嘗試之后，整合營(yíng)銷傳播的概念大量涌現(xiàn)，并在相關(guān)文獻(xiàn)中較為詳細(xì)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(diǎn)認(rèn)為：整合營(yíng)銷傳播應(yīng)被看作是能夠推動(dòng)品牌價(jià)值的客戶關(guān)系管理過(guò)程。更詳細(xì)地說(shuō)，

39、這是一個(gè)建立顧客和其他股份持有者利益關(guān)系的過(guò)程，主要的方法是通過(guò)策略性地控制或影響所有訊息資料,并鼓勵(lì)帶動(dòng)這些集團(tuán)。為表示概念和理論不斷發(fā)展，一項(xiàng)有關(guān)整合營(yíng)銷傳播的最新研究認(rèn)為整合營(yíng)銷傳播應(yīng)作到以下兩點(diǎn)：比執(zhí)行更具戰(zhàn)略性和不僅僅是廣告和銷售。</p><p><b>　　結(jié)論</b></p><p>　　通過(guò)討論，我們嘗試著補(bǔ)充在IMC，市場(chǎng)定位和品牌定位向之間的關(guān)系

40、。值得一提的是，對(duì)于每一個(gè)概念，它們都有自己特殊的反映，但同時(shí)，它們又共同的為它們之間的關(guān)系提供了詳細(xì)的描述和深刻的理解。對(duì)于許多的組織機(jī)構(gòu)關(guān)鍵的問(wèn)題在于：人們還沒(méi)有嚴(yán)肅認(rèn)真的對(duì)待它們的增長(zhǎng)，因?yàn)椋瑢?duì)于補(bǔ)充的宣傳也是非常的重要的。對(duì)于定位在低消費(fèi)的市場(chǎng)的機(jī)構(gòu)，由于它們所關(guān)注的是消費(fèi)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?yàn)橥ㄟ^(guò)功能，部門(mén)，SBUs（交易策略單位），或者是供應(yīng)商和其它管理部門(mén)之間合

41、作的文化基礎(chǔ)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(shí)候，也不會(huì)有當(dāng)MO和BO同時(shí)存在時(shí)那樣的成功。</p><p>　　管理人員了解并也接受這樣一個(gè)道理，那就是對(duì)于綜合的形成是相當(dāng)困難的，因?yàn)橐獙陌惨莸牡胤竭w移過(guò)來(lái)的人們團(tuán)結(jié)起來(lái)并且形成一定的地位是相當(dāng)困難的，同時(shí)人們也知道，在大多數(shù)的單位實(shí)行的獎(jiǎng)勵(lì)制度并不是獎(jiǎng)勵(lì)那些合作的人的

42、（而實(shí)際上往往是獎(jiǎng)勵(lì)那些具有競(jìng)爭(zhēng)和小范圍利益的團(tuán)體）。有一些克服這種不良取向，并建立市場(chǎng)定位和品牌定位的方法。這需要建立良好的文化氛圍，同時(shí)鼓勵(lì)那些進(jìn)行合作的單位，這對(duì)于IMC的補(bǔ)充是相當(dāng)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(tuán)體積極地合作。同時(shí)也知道，IMC也許是市場(chǎng)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(gè)概念為我們對(duì)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(chǎng)取向的標(biāo)準(zhǔn)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(biāo)準(zhǔn)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(biāo)準(zhǔn)已經(jīng)被一些研究人員用于實(shí)踐考察，在可行性上認(rèn)為是沒(méi)有什么特殊問(wèn)題的。這個(gè)模型的最大困難是充分掌握IMC發(fā)展的標(biāo)準(zhǔn)尺度和如何將它于合適的外部表現(xiàn)標(biāo)準(zhǔn)聯(lián)系起來(lái)。Duncan 和 Moriarty(1997)DE I