市场营销战略外文翻译文献Word文档下载推荐.docx
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市场营销战略外文翻译文献Word文档下载推荐.docx
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Fromtheoriginoftheconcepttothedevelopmentofaconceptualframework(市场营销战略:
从概念的起源到概念框架的发展)
国外作者:
EricH.Shaw
文献出处:
《JournalofHistoricalResearchinMarketing》,2012,4
(1):
30-55
字数统计:
英文1716单词,9394字符;
中文3209汉字
外文文献:
Fromtheoriginoftheconcepttothedevelopmentofaconceptualframework
Earlymarketingstrategyconcepts
Beforemarketingstrategydevelopedasanoff-shootofmarketingmanagementinthe1970s,evenbeforemarketingmanagementemergedasaschoolofthoughtinthe1960storeplacethetraditionalapproachestomarketing(Bartels,1988;
Shethetal.,1988;
ShawandJones,2005),afewisolatedconceptsweredevelopedinthe1950sliteraturethatformthecoreofmodernmarketingstrategy.Theseseminal
conceptsinclude:
Borden’s(1957,1964)expressionofthe“marketingmix,”Smith’s(1956)developmentof“productdifferentiation”and“marketsegmentation”asalternativemarketingstrategies,Dean’s(1951)conceptionof“skimming”and“penetration”asalternativepricing(thatheextendedtothewholemarketingmix)strategies,andForrester’s(1959)descriptionofthe“productlifecycle(PLC).”
Corporatestrategyconcepts
Thestrategicconceptsdiscussedsofar(themarketingmix,skimmingandpenetration,differentiationandsegmentation,andthePLC),werecreatedbyeconomistsandmarketingscholarsandgainedpopularityinearlymarketingmanagementtextbooks.Thefollowingstrategicconcepts,Andrews’SWOT,Ansoff’
sgrowthstrategies,Porter’sgenericstrategies,andHenderson’sproductportfolio
model,weredevelopedforcorporatemanagement,notmarketingmanagement.Becausemarketingstrategyisamajorcomponentofcorporatestrategythereisoverlap,butthesetwoareasarenotisomorphic.Nevertheless,corporatestrategyconceptshavebeenshoehornedintactintosubsequentgenerationsofmarketingtextbooksfromthe1970sand1980stothepresent.Itislargelyshoehorningofborrowedconceptsthathascreatedthepresentstateofisolatedbitsandpiecesofmarketingstrategyratherthanthedevelopmentofanoverarchingconceptualframework.
Frameworkformarketingstrategy
Havingfollowedtheliteratureanddissectedmarketingstrategyterms,thissectionintegratestheconceptsintoaframeworkthatidentifiesalternativemarketingstrategiesatdifferentstagesofthePLCandundervariousSWOTconditions.
Marketintroductionstrategies
Atintroduction,themarketingstrategisthastwoprinciplestrategiestochoosefrom:
penetrationorniche.Apenetrationstrategy(Dean,1951;
Ansoff,1965)emphasizesanaggressivemarketingmixforamassmarketoralargesegmentofthemarket.Asthetermhasbeendevelopedinthisresearch,apenetrationstrategyisnotlimitedtoacurrentproductinacurrentmarket(Ansoff)orjustalowintroductoryprice(Dean).Apenetrationstrategyinvolvesusingthemarketingmixaggressively.Althougheverymixelementneednotbeaggressive,apenetrationstrategyshouldincludesomecombinationofano-frillsproduct,minimalservice,lowprice,highpromotionalexpendituresandintensivedistributioneffort.Apenetrationstrategy,followingAndrew’sSWOT,isidealforlargefirmswithstrongfinancialresources
facingalargeandgrowingmarket,pricesensitivecustomerswithminimalbrandawarenessorpreference,manypotentialcompetitorsandfewbarrierstoentry.ApenetrationstrategywillworkfromtheintroductionintothegrowthstageandperhapsaslateastheearlymaturitystageofthePLC.Asanofferingapproachesmaturity,however,highmarketingmixexpenditurescannotbesustainedassalesgrowthslowsandmarginalcostsrisemorerapidlythanmarginalrevenue.
Alternatively,anichestrategy(Kotler,1980;
Porter,1980;
McCarthy,1981)focusesonanarrowlydefinedcustomersegmentandisidealforsmallerfirmswithlimitedresources.ThenichestrategyexpandsPorter’s“focus”(Porter,1980)or
“narrowtargetsegment”(Porter,1990)strategyandincorporatesDean’s(1951)
priceskimmingbutfromtheangleofamarketsegment’spricesensitivity.Althoughasegmentation-orientedstrategy,themarketingmixaimedatanicheislargelydictatedbycompanyandmarketconsiderations.Withthenichestrategy(Alderson,1957;
confusinglytermedconcentratedsegmentationbyKotler,1976)afirmtargetsanarrowlydefinedcustomersegment.Themarketingmixtypicallyinvolvesacustomtailoredproductoffering,ahighprice,andgiventhesmall-sizedcustomerbase,promotionalexpendituresarefocusedandtherebyrelativelylow,withselectiveorexclusivedistributioncoverage.Thisstrategyworkswellinsmallersegmentsrequiringhigherprofitmarginstocompensateforlackofsalesvolume,whencustomersareinsensitivetoprice,caneasilybemadeawareofthebrandwithminimalpromotionaleffort,andthefirmc
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