137市場(chǎng)營(yíng)銷策略專業(yè)相關(guān)有關(guān)外文文獻(xiàn)翻譯成品營(yíng)銷策略研究（最新2019）

1、<p>　　此文檔是畢業(yè)設(shè)計(jì)外文翻譯成品（ 含英文原文+中文翻譯），無(wú)需調(diào)整復(fù)雜的格式！下載之后直接可用，方便快捷！本文價(jià)格不貴,也就幾十塊錢(qián)！一輩子也就一次的事！</p><p>　　外文標(biāo)題：Research in marketing strategy</p><p>　　外文作者：Neil A. Morgan & Kimberly A. Whitler 2&

2、 Hui Feng& Simos Chari </p><p>　　文獻(xiàn)出處: Journal of the Academy of Marketing Science, January 2019, Volume 47, Issue 1, pp 4–29 (如覺(jué)得年份太老，可改為近2年，畢竟很多畢業(yè)生都這樣做)</p><p>　　英文5428單詞，31289字符，中文8987漢字。

3、</p><p>　　Research in marketing strategy</p><p>　　Abstract:Marketing strategy is a construct that lies at the conceptual heart of the field of strategic marketing and is central to the practice

4、of marketing. It is also the area within which many of the most pressing current challenges identified by marketers and CMOs arise. We develop a new conceptualization of the domain and sub-domains of marketing strategy a

5、nd use this lens to assess the current state of marketing strategy research by examining the papers in the six most influential marketin</p><p><b>　　Keywords</b></p><p>　　Marketing s

6、trategy,Strategic marketing,CMO marketing challenges,Research design,Review</p><p>　　Introduction</p><p>　　Developing and executing marketing strategy is central to the practice of marketing. Re

7、cent reports regarding the top challenges facing marketers (Table 1) reveal numerous questions within the domain of marketing strategy including: (1) how to create organizational structures that better enable development

8、 of marketing strategies that help navigate and adapt to changing customer and firm needs; (2) how to choose the optimal set of marketing strategies to drive outcomes given competing priorities</p><p>　　Tabl

9、e 1Key marketing strategy challenges identified by CMOs</p><p>　　Since developing and executing marketing strategy is central to what marketers do in practice, research germane to understanding these activi

10、ties is key to establishing the relevance of the academic discipline of marketing. Better understanding the state of marketing strategy knowledge is also important for developing theoretical understanding in marketing. F

11、or example, knowing what theories have been drawn on in past research and which aspects of marketing strategy have received little attentio</p><p>　　The last major review of research in marketing strategy wa

12、s undertaken by Varadarajan and Jayachandran (1999). Clearly, much has happened in the worlds of both practice and research in the past twenty years, making the present study needed and timely. This study therefore under

13、takes a comprehensive re- view of the strategic marketing literature since 1999, with three specific objectives: (1) to develop a framework through which to assess the current state of research conducted within marketing

14、 s</p><p>　　In addressing these objectives, this study makes a number of contributions to strategic marketing knowledge. First, we show that marketing strategy research published in the major journals over t

15、he past 19 years (1999–2017) has primarily focused on either marketing tactics or marketing-related inputs (resources and capabilities) to marketing strategy and their performance outcomes (both directly and under differ

16、ent external and internal environmental conditions), with relative ly little research</p><p>　　Second, we develop a new conceptualization of marketing strategy, identifying four key sub-domains (i.e., formul

17、ation–content, formulation–process, implementation–con- tent, implementation–process). This provides a new frame- work that can be used to assess the state of the field, identify critical knowledge gaps, and direct futur

18、e research. In this study, we use it as a lens with which to assess and calibrate which marketing strategy sub-domains—and issues within each domain—have received more </p><p>　　Third, building on such insig

19、hts we identify a new research agenda for future marketing strategy research. Synthesizing existing knowledge within a domain of inquiry and identifying research gaps is an important stage of cumulative knowledge develop

20、ment in any field (e.g. Palmatier et al. 2018). Such cumulative knowledge building in marketing strategy is essential since its centrality to marketing practice makes research in marketing strategy of particular importan

21、ce in establishing the relevanc</p><p>　　The paper is structured as follows. First, we develop a new integrated conceptual model of marketing strategy to guide our review. Next, we describe the journal sampl

22、e and review procedure adopted. We then present and discuss the descriptive statistics arising from our review. Within the sub-domains of marketing strategy identified, we next present exemplar studies and briefly synthe

23、size existing knowledge. We then discuss the implications of the review findings for marketing theory and practice</p><p>　　Conceptualizing marketing strategy</p><p>　　A necessary first step in

24、reviewing research in any do- main is to clearly establish its external boundaries and identify important internal boundaries among sub-domains. In accomplishing this, we draw initially on Varadarajan’s (2010) exploratio

25、n of the conceptual domain and definition of marketing strategy:Marketing strategy is an organization’s integrated pat- tern of decisions that specify its crucial choices concerning products, markets, marketing activitie

26、s and marketing resources in the c</p><p>　　In line with this, the marketing literature broadly indicates that a firm’s marketing efforts impact its marketplace and economic performance through the formulati

27、on and implementation of specific patterns of resource deployments designed to achieve marketing objectives in a target market (e.g., Katsikeas et al. 2016; Morgan 2012). This formulation–implementation dichotomy perspec

28、tive suggests that goal-setting and marketing strategy development systems are used as future-oriented decision-makin</p><p>　　Review of marketing strategy research</p><p><b>　　Method</

29、b></p><p>　　Journal selection To ensure the representativeness and high quality of studies included in our review, we examined the ten most influential marketing journals in Baumgartner and Pieters’s (200

30、3) study of journal influence, and identified the six of these that publish research in the field of strategic marketing: Journal of Marketing (JM), Journal of Marketing Research (JMR), Marketing Science (MKS), Journal o

31、f the Academy of Marketing Science (JAMS), Journal of Retailing (JR), and Industrial Mar</p><p>　　Thus, we include six journals in this review: JM, JMR, MKS, JAMS, JR, and IJRM. We first obtained digital cop

32、ies of every article published in these six journals from their official websites during the 1999 thru 2017 period. Each article was examined (title, abstract, keywords, hypotheses/ conceptual framework, etc.) and initia

33、lly coded where appropriate into one or more of the four broad categories shown in Fig. 1 (i.e., marketing strategy, inputs, outputs, and environment). Articles with B mar</p><p>　　Article selection criteria

34、 Four primary criteria were then used to screen studies for inclusion in our analysis: (1) the focus of the study must be on strategy (vs. individual tactics) as specified in Fig. 1, either as a primary objective or as p

35、art of a wider research design; (2) the study should be of marketing (vs. purely management) phenomena; (3) the unit of analysis is at firm, SBU, brand or product level (or product or brand portfolios), rather than at in

36、dividual level (e.g., salesperson </p><p>　　We excluded tactical marketing papers that focus only on one or two of aspects of the B4Ps marketing program (e.g., advertising or pricing) without at least cont

37、rolling for the other aspects of the marketing pro- gram. This is because, per our marketing strategy conceptualization, only studies dealing with (or at least controlling for) all aspects of the marketing program can

38、provide useful strategic (vs. purely tactical) insights. We also excluded purely methodological papers such as studie</p><p>　　Three experienced researchers independently examined all of the published articl

39、es to determine if it should be coded as a marketing strategy paper, with an accompanying rationale for each paper’s inclusion or exclusion following the above four criteria. Average interrater agreement was 96%, and all

40、 remaining discrepancies were discussed to reach consensus. A total of 257 marketing strategy articles remained in the review sample after this filtering process. Each of these papers was then further</p><p>

41、;　　Descriptive analysis of marketing strategy papers</p><p>　　As defined in Varadarajan (2010), B strategic marketing^ refers to the general field of study, while B marketing strategy refers to the organizat

42、ional strategy construct that is the principal focus of the field. Thus, while all marketing strategy–focused papers are within the field of strategic marketing, not all strategic marketing research concerns marketing st

43、rategy. We follow this distinction. For example, in their study examining the influence of research in the field of strategic marketing</p><p>　　To provide insight into the relative frequency of different ty

44、pes of marketing strategy–related research we also identified and coded papers that do not focus directly on marketing strategy but do focus on the related areas of (1) inputs to marketing strategy, (2) outputs of market

45、ing strategy, and (3) environmental factors (internal and external to the firm) that may affect marketing strategy and its relationship with other phenomena. These include studies focusing, for example, on the impact o&l

46、t;/p><p>　　Almost 95% of the papers published in the six most influential journals publishing strategic marketing research during the 1999–2017 period are B non-strategy papers (i.e., they do not examine phenom

47、ena within the marketing strategy domain delineated in our review framework—even though some of these examine phenomena that are within the general field of strategic marketing). In fact, the largest category of papers p

48、ublished in these journals (36%) contains studies of marketing tactics that exami</p><p>　　Formulation–content research</p><p>　　The strategy formulation–content sub-domain concerns the specific

49、 goals that a marketing strategy is designed to deliver and the major broad strategic decisions concerning how these are to be achieved. The most frequently studied issue in this sub-domain—examined in more than a quarte

50、r of all published studies—involves the intended (planned) strategy pursued by a SBU or firm. Studies of this issue have primarily used existing strategy typologies from the management literature (e.g., Miles & Snow&

51、lt;/p><p>　　Prospectors perform better when they target innovator and early adopter customers and exhibit technology-oriented behaviors and worse when they target early majority customers. Meanwhile Analyzers p

52、erform better when they target early adopters and early majority customers and exhibit competitor- oriented behaviors. Overall, results of this and similar research show that decisions regarding intended strategy choices

53、 generally only explain performance outcomes to the extent that firm’s marketing p</p><p>　　However, some empirical research on this issue examines realized (vs. planned) strategy to identify strategy conten

54、t decision(s). For example, Chandy and Tellis (2000) observed the types of innovations (radical or incremental) launched by a firm to identify the firm’s marketing strategy content and examine the relationship between th

55、ese marketing strategy innovation content decisions and firm size. In contrast to prior assumptions, they show that: (1) large firms engage in radical innovation (an</p><p>　　Our analyses also reveal that in

56、 the strategy formulation–content domain, there has been much less focus on studying the goals that marketing strategies are designed to achieve. In one recent example of such work, Spyropoulou et al.(2018) examine the e

57、xtent to which an SBU’s strategic goal to establish a differentiated and/or cost-based advantage determines the subsequent achievement of such positional advantages at a later point in time. They find that while setting

58、differentiation goals aids t</p><p>　　Implementation–process research</p><p>　　The marketing strategy implementation–process sub-domain concerns the mechanisms (e.g., budgeting, communication sy

59、stems, performance monitoring, alignment and coordination processes, organizational structure design, etc.) used to identify, select, and realize integrated marketing program tactics designed to deliver marketing strateg

60、y content decisions. As revealed in Table 8, while there is generally a wider distribution of attention across topics in this sub-domain than in others, the most com</p><p>　　Another relatively popular resea

61、rch focus of studies in this domain concerns marketing performance monitoring. For ex- ample, O'Sullivan and Abela (2007) use primary data and secondary performance data to study the impact of firms marketing perform

62、ance measurement ability. They find that this is positively related to subjective measures of marketing performance outcomes, CEO satisfaction with the marketing function, and objective stock price—and that the use of ma

63、rketing dashboards does not affe</p><p>　　Within the implementation–process sub-domain there is also a stream of research investigating how marketing’s engagement with other functions impacts implementation

64、efforts. For example, Maltz and Kohli (2000) combine prior research, interviews with managers, and survey-based evidence to investigate marketing’s interactions with three functions that impact strategy implementation an

65、d the achievement of marketing goals. The authors identify six integrating mechanisms that can reduce the interfunc</p><p>　　Hybrid marketing strategy research</p><p>　　While most published mark

66、eting strategy research in the journals we examined primarily examines only one of the four sub-domains of marketing strategy identified in Fig. 1, some studies cover more than one area. Some of these are conceptual pape

67、rs covering a broad domain of marketing strategy. For example, Morgan (2012) develops a meso-level conceptual framework that theoretically links firm resources and marketing capabilities to firms’ marketing strategy deci

68、sions and marketing strategy implem</p><p>　　Discussion and implications</p><p>　　Our descriptive and sub-domain content exploration of re- search published in the most influential marketing str

69、ategy journals over the past 19 years reveals a number of new in- sights for marketing strategy research. First, is the relative (and increasing) rarity of research focusing on one or more aspects of the core marketing

70、strategy construct at the heart of the field of strategic marketing. Our coding of research in these journals reveals that the focus of research attention in the recent</p><p>　　Second, in terms of theory bu

71、ilding and theory use, our analysis suggests that almost half of the papers published in the last 19 years have been logic- or data-driven in developing arguments—and this trend is increasing. Of course, data- driven app

72、roaches are not necessarily bad, and managers are often very interested in observed relationships. In addition, finding B what empirical relationships exist can lead to B why propositions that can aid theory building. Li

73、kewise, logic is always a usefu</p><p>　　A marketing strategy research agenda</p><p>　　In practice, not only is the domain of marketing strategy as delineated in our definition and review framew

74、ork central to what marketers and CMOs do, but it is also the domain of many of the most important challenges facing them. With this in mind, we first identify areas within the sub-domains of marketing strategy that our

75、review of research in the most influential journals over the past 19 years suggest are under- investigated, managerially relevant, and present opportunities for theoreticall</p><p>　　Future research</p>

76、;<p>　　In addition to the need to address such specific research questions, there are also broader approaches to studying marketing strategy research problems and questions that may offer new opportunities for kno

77、wledge development. For example, drawing on sociological and anthropological theories and approaches there is a large and growing field of research in strategic management labelled B strategy as practice^ that considers

78、the B doing of it including the ac- tors involved, the perspectives they h</p><p>　　While some of the work on B strategy as practice is similar in nature to process research in terms of some of the process-

79、related marketing strategy sub-domain and hybrid research questions highlighted earlier, it also has a stronger focus on the individuals and groups involved. Such an individual- and group-level focus also opens up potent

80、ially interesting new avenues for using other theories and research approaches to study marketing strategy. For example, psychology and behavioral economics </p><p>　　This research agenda and these new appro

81、aches also suggest some important questions and implications for data sources and research method approaches that can be used to explore these areas of marketing strategy. For example, qualitative tools of observation ar

82、e widely used in management research on strategy. Behavioral experiments can also be used with individual marketing strategy decision-makers. Simulations and games can provide insights into both individual-level and grou

83、p-level marketing st</p><p>　　Conclusion</p><p>　　Marketing strategy lies at the conceptual heart of the strategic marketing field. It is also central to marketing practice and the area within w

84、hich many of the most pressing challenges for marketers arise. Using a new conceptualization of the domain of the marketing strategy construct as a lens, we assess the current state of marketing strategy research. We unc

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97、ge management. Journal of the Academy of Marketing Science, 38(1), 5–18.</p><p><b>　　譯文：</b></p><p><b>　　營(yíng)銷策略研究</b></p><p>　　摘要：營(yíng)銷策略是戰(zhàn)略營(yíng)銷領(lǐng)域中的核心概念，是營(yíng)銷實(shí)踐的核心。它也

98、是營(yíng)銷人員和市場(chǎng)總監(jiān)面臨的當(dāng)前最緊迫的挑戰(zhàn)。我們拓展了營(yíng)銷戰(zhàn)略的領(lǐng)域和細(xì)分領(lǐng)域的新概念，并通過(guò)研究1999年至2017年期間六個(gè)最有影響力的營(yíng)銷期刊中的論文來(lái)評(píng)估營(yíng)銷戰(zhàn)略研究的當(dāng)前現(xiàn)狀。我們揭示了市場(chǎng)營(yíng)銷戰(zhàn)略的研究中重要的挑戰(zhàn)，尤其是在研究數(shù)量和研究越來(lái)越有限以及理論和初級(jí)研究設(shè)計(jì)的使用都在減少的情況下。然而，我們也發(fā)現(xiàn)了許多發(fā)展重要且高度相關(guān)的新?tīng)I(yíng)銷戰(zhàn)略知識(shí)的機(jī)會(huì)，我們可以去完成更多有關(guān)營(yíng)銷戰(zhàn)略的問(wèn)題以了解其重要性，從而去影響實(shí)際的營(yíng)