[雙語(yǔ)翻譯]汽車(chē)營(yíng)銷(xiāo)外文翻譯—汽車(chē)經(jīng)銷(xiāo)商營(yíng)銷(xiāo)傳播策略的策劃（原文）

1、“Planning of marketing communication strategies by car dealerships”AUTHORS Makgopa S. SiphoARTICLE INFOMakgopa S. Sipho (2016). Planning of marketing communication strategies by car dealerships. Problems and Perspectives

2、 in Management (open-access), 14(4-1). doi:10.21511/ppm.14(4-1).2016.10DOI http://dx.doi.org/10.21511/ppm.14(4-1).2016.10JOURNAL “Problems and Perspectives in Management (open-access)“NUMBER OF REFERENCES0NUMBER OF FIGUR

3、ES0NUMBER OF TABLES0© The author(s) 2017. This publication is an open access article.businessperspectives.orgProblems and Perspectives in Management, Volume 14, Issue 4, 2016 213 Organizations can establish what its

4、 strengths or weaknesses are in terms of resources to be used dur- ing the planning stage (Helms and Nixon, 2010). These strengths or weakness may be in the form of resources, such as the skills and competencies of th

5、e marketing personnel (Morgan, 2012). From the marketing point of view, marketing resources refers to resources available to marketers that can be turned into marketing capabilities that can create value to customer

6、s (Morgan, 2012). According to Morgan (2012), the marketing resources within the micro-environment that can be used to the advan- tage of the organization include: tacit knowledge resources, physical resources, human

7、resources, or- ganizational resources, informational resources, re- lational resources, and legal resources. Despite the internal analysis of resources within the micro-environment, the marketers need to consider the

8、organization’s overall objectives and mission to ensure that these internal variables support each other. This is backed by Arrey (2013) pointing that in most organizations strategy decisions (including marketing com

9、munication strategy decisions) are guided by the organization’s mission and corporate objectives. The marketing resources can be turned into capabilities that can serve as strengths or weak- nesses to an organization,

10、 and they need to be ana- lyzed as a part of internal assessment or analysis using the SWOT analysis tool. This micro-analysis is, therefore, important in planning marketing com- munication strategies and campaigns in

11、practice. The next section focuses on marketing communica- tion concept and its nature. 2.2. Marketing communications. Marketing communication is a crucial part of the organiza- tional activities of many organizations.

12、Marketing communication initiatives are aimed at informing, reminding and persuading present and potential customers to support the organization by purchas- ing its products (Keller, 2009). Keller (2016) em- phasized

13、that marketing communications is a one of the most difficult but crucially important com- ponents of modern marketing. Keller (2016) added marketing communications plays a crucial role when organizations aim to influ

14、ence con- sumer decision-making, draw attention to organi- zations’ brands, and shape brand preferences. Marketing communication is also an important marketing tool which provides custom- ers with information to h

15、elp them make purchas- ing decisions. The result of a successful market- ing communication campaign can lead to sales growth, an increase in market share, and subsequently to increased profitability (Ahn, Lee, L

16、ee and Paik, 2012). There are many elements of marketing communica- tion at the marketers’ disposal; for example, advertis- ing, direct marketing, personal selling, sales promo- tions, public relations and sponsorships

17、may all be employed to maximize the impact of promotional activities (Keller, 2016). Many different marketing communications options exist that can play different roles and have different objectives in the marketing

18、 of a brand (Batra and Keller, 2016). One popular dis- tinction made by many marketers and academic re- searchers (e.g., Stephenand Galak, 2012) is between communications which appear in paid media (tradi- tional outlet

19、s such as TV, print, and direct mail), owned media (company-controlled options such as websites, blogs, mobile apps, and social media), and earned media (virtual or realworld word of mouth, press coverage). The next

20、sub-section reviews previous studies on marketing communications. 2.3. Previous studies on marketing communica- tion. Many studies have explored the economic im- pact of advertising on sales, and various other stud- ies

21、 have examined the relationship between adver- tising expenditure and its influenceon achieving the marketing communication objectives. However, few researchers have focused on planning of marketing communication stra

22、tegies in realising the marketing communication objectives of organizations, specifi- cally, micro-environmental analysis during the planning stage. These studies have overlooked the internal environmental factors of

23、consideration that during the planning marketing communication strategies and campaigns of the organizations in practice, specifically, car dealerships and they have focused more on advertising such as (Buil, de Cher

24、- natony and Martínez, 2013; Feng and Purushottam, 2012; Singh, Sharma and Mahendru, 2011; Ventoura-Neokosmidi, 2011). Many studies have examined the efficiency of adver- tising (Pergelova, Prior and Rialp, 2010;

25、Crespo- Cuaresma, 2012; Singh, Sharma and Mahendru, 2011). Pergelova, Prior and Rialp (2010) examined the relationship between advertising spending and its effi- ciency in achieving marketing communication objec- tives

26、using data obtained from the Spanish Association of Manufacturers of Cars. Their results have shown that an increase in advertising spending, whether for off-line or online advertising, is highly efficient. Crespo-Cu

27、aresma (2012) assessed the relationship between marketing communication expenditure and sales in the premium car segment in Germany. The findings of this study revealed that an increase in marketing communication exp