整合营销传播外文文献翻译.docx
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整合营销传播外文文献翻译.docx
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整合营销传播外文文献翻译
整合营销传播外文文献翻译
(含:
英文原文及中文译文)
文献出处:
ReidM,MavondoF.TheRelationshipbetweenIntegratedMarketingCommunication,MarketOrientation,andBrandOrientation[J].JournalofAdvertising,2005,34(4):
11-23.
英文原文
THERELATIONSHIPBETWEENINTEGRATEDMARKETINGCOMMUNICATION,MARKETORIENTATION,ANDBRANDORIENTATION
MikeReid,SandraLuxton,andFelixMavondo
ABSTRACT
Thispaperrelatesintegratedmarketingcommunication(IMC)tomarketorientation(MO),brandorientation(BO),andexternalperformancemeasures.Theperspectiveadoptedherearguesthatforclarityofmeaning,IMCshouldbegroundedandinterpretedwiththeseotherconceptsinmind.Specifically,thispaperclarifiesthelinksbetweenIMC,MO,andBO,andproposesatestablemodellinkingtherelationshipsamongtheseconceptsandfacetsofcustomers,andorganizationalperformance.Thepaperconcludesbydiscussingimplicationsofthestudyforbothacademicsandpractitioners
Marketingcommunicationplaysanimportantroleinbuildingandmaintainingstakeholderrelationships,andinleveragingtheserelationshipsintermsofbrandandchannelequity(Dawar2004;DuncanandMoriarty1998;LannonandCooper1983;Srivastava,Fahey,andShervani2000;White1999).AsDawarstates:
"Advertisingandpromotionsofbrandsdrivetrafficandsalesvolume;marketingeffortsandoutcomesaremeasuredandmanagedatthebrandlevel;andbrandsarecentraltoafirm'sresponsestoshorttermcompetitivemoves.Ineffect,brandshavebecomethefocalpointofmanyacompany'smarketingeffortsandareseenasasourceofmarketpower,competitiveleverageandhigherreturns"(2004,p.31).
Inresponsetoconcernsabouttheimpactofhostilemarketingenvironmentsonbrandequityandincreasedmanagementexpectationsrelatedtomarketingperformanceandaccountability,manyorganizationsareconsideringhowtoimprovethemanagementandintegrationoftheirmarketingcommunicationprogramsusingintegratedmarketingcommunication(IMC).Nevertheless,variousauthorssupportthecontentionthatthereisambiguitysurroundingthedefinitionofIMC,withnoconsistentormutuallyagreeduponmeaning,andwithmanyareasinneedofclarification(BakerandMitchell2000;Beard1996;Cornelissen2001;DuncanandMulhern2004;KitchenandSchultz1999;Low2000;Phelps1996).ThisambiguityislikelytohaveanimpactonthedevelopmentofmeasurestooperationalizeandassessIMCinorganizations.Indeed,PicktonandHartley(1998,p.450)state:
"Itisverydifficulttoconceptualizethebigpictureandtomusteralltheorganizationalinfluencesneededtoachieveintegration.Therearemanylevelsanddimensionstointegrationwhichallposetheirindividualandcollectivedifficulties.Tobeimplemented,IMCrequirestheinvolvementofthewholeorganizationanditsagentsfromthechiefexecutivedownward.Itneedsconsiderationfromthehighestcorporatestrategicleveldowntotheday-to-dayimplementationofindividualtacticalactivity."
Inrecognizingthiscomplexity,thispaperattemptstoexplaintheroleofIMCinorganizations.ThepaperalsoattemptstodelineateorestablisharelationshipbetweenIMC,marketorientation(MO),andanemergingconceptofbrandorientation(BO)byproposingthatbothMOandBOarenecessaryconditionsforsuccessfulIMC.WeacceptthatIMCcanbeconceivedattwodistinctlevels,thatis,strategicortactical;however,wewillemphasizethestrategiccomponentofIMC,whichtakesintoaccounttheculturalandlearningrequirementsofpositioningbrandsovertime.ThepaperrecognizesthecomplementaritiesbetweenIMCtoMOandBO,andhoweachaddressesacriticalfacetofachievingacompetitiveadvantagethroughbuildingbrandequity.Figure1introducesourdiscussionandpresentstherelationshipbetweenthethreeconcepts.Briefly,marketorientationrepresentsthecultureoftheorganizationthroughtheadoptionofthemarketingconceptandthesystemsandprocessesthatunderliebeingmarketoriented(Harris1998).Brandorientationrepresentsthefuinctionalorbusiness-unitfocusonbrandsandbrandstrategiesthatsupportstrongcustomerandstakeholderrelationshipsregardlessofthebrandbeingatthecorporateorproductlevel,orbeingaserviceoramanufacturedgood(BridsonandEvans2004).IMCinthismodelrepresentsthedevelopmentofintegratedmarketingcommunicationtoachievestatedbrandandcommunicationobjectives,andprovidesthebridgebetweenbrandstrategyandactionstakentobuildthenecessarycustomerandstakeholderrelationships.Indoingso,IMCdrawsontheculturalpredispositiontoworkcooperatively,leveragingthemarketandcustomer-sensingmechanismsoftheorganizationtodevisemessageandmediastrategies.Furthermore,itadoptsaninformedzero-basedapproachtochoosingtheappropriatetoolsforthecommunicationtaskandisalsolinkedtobrandandtarget-markethistorythroughthelearningmechanismsofamarket-andbrand-orientedorganization(Stewart1996).
Theconceptandscaleofintegratedmarketingcommunication
Inthelatestareaofintegratedmarketingcommunications(Duncan&Mulhern,2004),thescopeofthefieldisgraduallyexpanding,anditsownconceptsandprocessesareconstantlyevolving.Atthesametime,thereisanargumentinthefieldastowhetherintegratedmarketingcommunicationisusuallyregardedasaphilosophicaltheoryoraprocessrelatedtomanagementstrategiesthatishelpfulforestablishingwell-knownbrands.Inanefforttoreachconclusionsandaccomplishments,managersintegratedwiththemarketingcommunicationprocessarelikelytolearnfromculturalincentivesincollaborativework,therebycreatingleverageintheorganization'smarketandcustomers,andfurtherdistinguishinginformationandmediastrategies.,anduseformalchannelstoselecttheappropriatetoolsneededforchoreographercommunicationwork.Theconceptofintegratedmarketingdiscussedanddeveloped(KitchenJoanne&Tao,2004)believesthatintegratedmarketingisthemostimportantdevelopmentinthecommunicationfieldinthepastdecade,whichisapotentialcompetitiveadvantage.Itissaidthatthepowerofintegratedmarketingcommunicationscaninfluencethemarketcommunicationenvironmentthathasanimpactontheappealofothercompanies.Theleveragebetweencustomershasbeensuffered(KitchenJoanne&Tao,2004)alsobelievesthatintegratedmarketingcommunicationseemstobeexperiencingorhasexperiencedThereisaworthwhiledebateaboutitsmeaningandpurpose,anditistryingtodifferentiateitselffromothermarketingconceptssuchasintegratedmarketing,CRM(customerrelationshipmanagement),andmarketsegmentation.Fromtheperspectiveof(KitchenJoanne&Tao,2004),integratedmarketingcommunicationshouldbeseenasanewmanagementmodelthatcanpromotemanagementcommunication.Thecenterofintegratedmarketingcommunicationistobuildcustomerandcustomerinterestandestablisharelationshipbetweenthetwo.Thisrelationshipispositionedinthecontextofintegratedmarketingandone-to-onemarketingandcustomerrelationshipmanagement,promptingmanagerstointegratetraditional,newmarketingmethods,testing,andaccountability.(Baker&Mitchell,2000).Intheprocessoffurtherextendingtheconceptofcustomer-orientedcommunication,managersmustrealizethatonceintegratedmarketingcommunicationsprovideorganizationswithmoreadvantageousmarketadvantages,thismustbemarket-driven,butifthisisnotthecase,itdoesnotexcludethemarket.Drivenpossibilities(CarrillatJalamilo&Locaner,2004;Duncan&2004Mulhern;Javsky,Koli&Saha,2000)DefinitionofIntegratedMarketingCommunicationandPhilosophicalTheory.
Sincethefirstattempttodefineintegratedmarketingcommunicationsinthe1990s,theconceptofintegratedmarketingcommunicationshasemergedinlargenumbersandisreflectedinmoredetailinrelevantliterature(Duncan,2002;Gould
2004;;KitchenJoanne&Tao,2004;;Kliatchko,2005).TheviewpointrepresentedbyDuncan:
Integratedmarketingcommunicationshouldbeseenasthecustomerrelationshipmanagementprocessthatcanpromotebrandvalue.Inmoredetail,thisisacross-functionalprocessofestablishingandnurturingtheinterestsofcustomersandothershareholderholders.Themainmethodistocontrolorinfluenceallinformationmaterialsstrategicallyandencouragethepromotionofthesegroups.Inordertodemonstratethecontinuousdevelopmentofconceptsandtheories,anewstudyonintegratedmarketingcommunicationsbelievesthatintegratedmarketingcommunicationsshoulddotwothings:
Itismorestrategic:
itisnotjustinformationaboutadvertisingandsalespromotion.
inconclusion
Throughdiscussion,wetriedtocomplementtherelationshipbetweentheIMC,marketpositioningandbrandorientation.Itisworthmentioningthatforeachconcept,theyhavetheirownspecialreflection,butatthesametime,theyalsoprovideadetaileddescriptionandadeepunderstandingoftherelationshipbetweenthem.Thekeyissueformanyorganizationsisthatpeoplehavenottakentheirgrowthseriously,becauseitisalsoveryimportantforsupplementalpropaganda.Institutionsoflow-consumptionmarkets,becausetheyareconcernedwiththeculturalheritageofconsumersthemselvesandequivalentfunctions,inthiscase,tryingtodevelopIMCisunlikelytosucceed.Thisisbecausethereisnoculturalbasisforthecooperationbetweenthesupplierandothermanagementdepartmentsthroughfunctions,departments,SBUs(tradingstrategyunits),oris.Alongthemainlinesofthesamediscussion,weareconvincedthataslongasthebrandpositioningislow,itmeansthatcooperativesharing,branddefinitionandperspectives
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