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： Reid M, Mavondo F. The Relationship between Integrated Marketing Communication, Market Orientation, and Brand Orientation[J]. Journal of Advertising, 2005, 34(4):11-23.

英文原文

THE RELATIONSHIP BETWEEN INTEGRATED MARKETING COMMUNICATION,

MARKET ORIENTATION, AND BRAND ORIENTATION

Mike Reid, Sandra Luxton, and Felix Mavondo

ABSTRACT

This paper relates integrated marketing communication (IMC) to market orientation (MO), brand orientation (BO), and external performance measures. The perspective adopted here argues that for clarity of meaning, IMC should be grounded and interpreted with these other concepts in mind. Specifically, this paper clarifies the links between IMC, MO, and BO, and proposes a testable model linking the relationships among these concepts and facets of customers, and organizational performance. The paper concludes by discussing implications of the study for both academics and practitioners

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Marketing communication plays an important role in building and maintaining stakeholder relationships, and in leveraging these relationships in 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 sales volume; marketing efforts and outcomes are measured and managed at the brand level; and brands are central to a firm's responses to shortterm competitive moves. In effect, brands have become the focal point of many a company's marketing efforts and are seen as a source of market power, competitive leverage and higher returns\" (2004, p. 31).

In response to concerns about the impact of hostile marketing environments on brand equity and increased management expectations related to marketing performance and accountability, many organizations are considering how to improve the management and integration of their marketing communication programs using integrated marketing communication (IMC). Nevertheless, various authors support the contention that there is ambiguity surrounding the definition of IMC, with no consistent or mutually agreed upon meaning, and with many areas in need of clarification (Baker and Mitchell 2000; Beard 1996; Cornelissen 2001; Duncan and Mulhern 2004; Kitchen and Schultz 1999; Low 2000; Phelps 1996). This ambiguity is likely to have an impact on the development of measures to operationalize and assess IMC in organizations. Indeed, Pickton and Hartley (1998, p. 450) state: \"It is very difficult to conceptualize the big picture and to muster all the organizational influences needed to achieve integration. There are many levels and dimensions to integration which all pose their individual and collective

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difficulties. To be implemented, IMC requires the involvement of the whole organization and its agents from 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 to explain the role of IMC in organizations. The paper also attempts to delineate or establish a relationship between IMC, market orientation (MO), and an emerging concept of brand orientation (BO) by proposing that both MO and BO are necessary conditions for successful IMC. We accept that IMC can be conceived at two distinct levels, that is, strategic or tactical; however, we will emphasize the strategic component of IMC, which takes into account the cultural and learning requirements of positioning brands over time. The paper recognizes the complementarities between IMC to MO and BO, and how each addresses a critical facet of achieving a competitive advantage through building brand equity. Figure 1 introduces our discussion and presents the relationship between the three concepts. Briefly, market orientation 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 fuinctional or business-unit focus on brands and brand strategies that support strong customer and stakeholder relationships regardless of the brand being at the corporate or product level, or being a service or a manufactured good (Bridson and Evans 2004). IMC in this model represents the development of integrated marketing communication to achieve stated brand and communication objectives, and provides the bridge between brand strategy and actions taken to build the necessary customer and

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stakeholder relationships. In doing so, IMC draws on the cultural predisposition to work cooperatively, leveraging the marketand customer-sensing mechanisms of the organization to devise message and media strategies. Furthermore, it adopts an informed zero-based approach to choosing the appropriate tools for the communication task and is also linked to brand and target-market history through the learning mechanisms of a market- and brand-oriented organization (Stewart 1996).

The concept and scale of integrated marketing communication

In the latest area of integrated marketing communications (Duncan & Mulhern, 2004), the scope of the field is gradually expanding, and its own concepts and processes are constantly evolving. At the same time, there is an argument in the field as to whether integrated marketing communication is usually regarded as a philosophical theory or a process related to management strategies that is helpful for establishing well-known brands. In an effort to reach conclusions and accomplishments, managers integrated with the marketing communication process are likely to learn from cultural incentives in collaborative work, thereby creating leverage in the organization's market and customers, and further distinguishing information and media strategies. , and use formal channels to select the appropriate tools needed for choreographer communication work. The concept of integrated marketing discussed and developed (Kitchen Joanne & Tao, 2004) believes that integrated marketing is the most important development in the communication field in the past decade, which is a potential competitive advantage. It is said that the power of integrated marketing communications can

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influence the market communication environment that has an impact on the appeal of other companies. The leverage between customers has been suffered (Kitchen Joanne & Tao, 2004) also believes that integrated marketing communication seems to be experiencing or has experienced There is a worthwhile debate about its meaning and purpose, and it is trying to differentiate itself from other marketing concepts such as integrated marketing, CRM (customer relationship management), and market segmentation. From the perspective of (Kitchen Joanne & Tao, 2004), integrated marketing communication should be seen as a new management model that can promote management communication. The center of integrated marketing communication is to build customer and customer interest and establish a relationship between the two. This relationship is positioned in the context of integrated marketing and one-to-one marketing and customer relationship management, prompting managers to integrate traditional, new marketing methods, testing, and accountability. (Baker & Mitchell, 2000). In the process of further extending the concept of customer-oriented communication, managers must realize that once integrated marketing communications provide organizations with more advantageous market advantages, this must be market-driven, but if this is not the case, it does not exclude the market. Driven possibilities (Carrillat Jalamilo & Locaner, 2004; Duncan & 2004 Mulhern; Javsky, Koli & Saha, 2000) Definition of Integrated Marketing Communication and Philosophical Theory.

Since the first attempt to define integrated marketing communications in the 1990s, the concept of integrated marketing communications has emerged in large numbers and is reflected in more detail in relevant literature (Duncan, 2002; Gould

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, 2004; ; Kitchen Joanne & Tao, 2004; ; Kliatchko, 2005). The viewpoint represented by Duncan: Integrated marketing communication should be seen as the customer relationship management process that can promote brand value. In more detail, this is a cross-functional process of establishing and nurturing the interests of customers and other shareholder holders. The main method is to control or influence all information materials strategically and encourage the promotion of these groups. In order to demonstrate the continuous development of concepts and theories, a new study on integrated marketing communications believes that integrated marketing communications should do two things: It is more strategic: it is not just information about advertising and sales promotion.

in conclusion

Through discussion, we tried to complement the relationship between the IMC, market positioning and brand orientation. It is worth mentioning that for each concept, they have their own special reflection, but at the same time, they also provide a detailed description and a deep understanding of the relationship between them. The key issue for many organizations is that people have not taken their growth seriously, because it is also very important for supplemental propaganda. Institutions of low-consumption markets, because they are concerned with the cultural heritage of consumers themselves and equivalent functions, in this case, trying to develop IMC is unlikely to succeed. This is because there is no cultural basis for the cooperation between the supplier and other management departments through functions, departments, SBUs (trading strategy units), or is. Along the main lines of the same discussion, we are convinced

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that as long as the brand positioning is low, it means that cooperative sharing, brand definition and perspectives will also be reduced. When trying to introduce the IMC, there will not be the case when both MO and BO are present at the same time. That kind of success.

The management understands and accepts the principle that it is very difficult for the formation of synthesis, because it is very difficult to unite people who have migrated from a comfortable place and form a certain status, and people also know that Most organizations implement reward systems that do not reward those who cooperate (in practice, they tend to reward those with competitive and small-scale interests). There are some ways to overcome this unhealthy orientation and establish strong market positioning and brand positioning. This requires the establishment of a good cultural atmosphere, and at the same time, encourages those who cooperate to cooperate. This is a very meaningful help for the IMC. The model from this paper knows that the IMC can enable some groups to actively cooperate. At the same time, it is also known that the IMC may be an intermediate between the market orientation and the brand orientation, or that the IMC is an intermediate in the brand orientation and expression form, or even a combination of the two. This concept provides us with a deep understanding of the different manifestations of the IMC.

Finally, in this article we have formed a conceptualized theoretical model. The market-oriented standards have been established for ten years and have gradually been accepted by the people. However, the standards of brand orientation are slowly accepted by people, but they are still at an early stage of development. The

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standards mentioned in the article have already been used by some researchers for practical investigation, and there are no special problems in terms of feasibility. The biggest difficulty of this model is to fully grasp the standard size of IMC development and how to link it to the appropriate external performance standards. The Duncan and Moriarty (1997) DE Mini IMC presence tool proved that its relationship to test them is the same as its starting point. Model (Structural Balance Model) The use value of IMC will also be reflected in more and more clear IMC and other market concepts and relationships between consumers and brands and market performance.

中文译文

整合营销传播、市场定位与品牌定位的关系

Mike Reid, Sandra Luxton, and Felix Mavondo

摘要

本文将整合营销传播（IMC）与市场导向（MO），品牌导向（BO）以及外部绩效评估联系起来。研究认为，为了明确意义，IMC应该基于这些其他概念进行解释。 具体而言，本文阐明了IMC，MO和BO之间的联系，并提出了一个可测试的模型，将这些概念与客户方面以及组织绩效之间的关系联系起来。 本文最后讨论了该研究对学术界和从业者的影响

市场关系在建立和维护股东关系上起着至观重要的作用,并且在 品牌和渠道公平性上

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也起着维护这些关系的杠杆作用 (Dawar 2004; Duncan &Moriarty 1998; Lannon &Cooper 1983; Srivastava Fahey& Shervani 2000; White 1999) 。正如 Dawar 指出的:“品牌的广告和推动 促使了交易和销售的数量;营销的努力和成果取决于品牌的水平;而品 牌对于公司对短期竞争变化的回应是很关键的。很显然,品牌已经成为 许多大公司市场努力的焦点,并且被视为一支市场支配力的独有资源, 有竞争力的杠杆和更高的回报。 为了响应建立在品牌公正性上敌对市场 环境的影响,以及与市场行为和责任相联系的日益增长的管理期望值, 许多机构正在考虑如何改善管理方式及他们的市场关系项目的整合, 从 而运用了 IMC ----整合营销传播。然而,不少人围绕着 IMC 的定义引 起了争论,在它的意思上缺乏相互的共识,包括许多需要澄清的领域 (Baker &Mitchell , 2000; Beard 1996; Cornelissen 2001; Duncan & Mulhern 2004; Kitchen &Schultz 1999; Low 2000; Phelps 1996)。这 种概念的模糊很可能对操作标准的发展和机构里对 IMC 的评估产生很大的影响。的确, Pickton 和 Hartley (1998, p. 450)逐渐意识到来自于客户 编审组的回馈是具有积极性和建设性的。这个编审组由 Tom Duncan, Don E. Schultz和 Charles Patti组成, 还有两个匿名的评论家。 其声明道:“朝着一个大方向去定义, 集合所有机构所需的影响去获得概念的总体 整合是非常困难的。但因为存在不同层次和方面的整合,造成了个人和 集体的困难。

为了实现这一点, IMC 需要整个组织和首席执行下代理们的参与。 它需要从最高的公司战略水平和每天个人战略活动实施的全盘考虑。 认识到这个复杂性,这篇论文尝试着去解释 IMC 在机构中的角色。 这篇论文也试着去描述或建立 IMC 、 市场导向和一个浮现出的品牌方向 的概念之间的关系,通过建议市场导向和品牌方向是成功的 IMC 所必 备的条件。我们所能接受的是把 IMC 构思成两个不同的层次,即战略 上或战术上的;尽管如此,我们将重点强调 IMC 的战略组成部分,因 为随着时间的流逝它比较重视设计品牌时文化和知识性的需求。 这篇论 文认识到了从 IMC 到市场定位和品牌定位之间的补充,以及通过建立 品牌资产,如何处理每一个关键方面取得竞争优势。

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简略说来, 市场导向代表了机构的文化通过市场概念的获取以及潜 在市场导向的营销观念与制度和程序 (Harris, 1998) 。 品牌导向代表了功 能化或者聚焦在品牌上的业务单位以及品牌策略, 如支持强大客户群体 和股东的关系不管其是否在公司或者产品水准, 或者成为一项服务或者 是一件人造的商品 (Bridson &Evans , 2004) 。 IMC 在第十二期的广告 周刊上的模型代表了整合市场营销信息传达的发展, 目的是为了获取一 定的品牌和信息传达的目标,以及提供了品牌策略和行动的桥梁,采取 这样的行动是为了建立所需的顾客和股东之间的关系。 为了达到这个目 的, IMC 利用文化倾向使大家共同合作,为了设计信息和媒体策略,支 撑起机构的市场和顾客感知机制。而且,为了传达任务的实现,它采用了一种广泛的零基点渠道去选择合适的工具。同时,通过学习以市场和 品 牌 导 向 机 构 的 机 制 , 发 现 其 亦 与 品 牌 及 目 标 市 场 的 历 史 相 关 (Stewart , 1996) 。

整合营销传播的概念和尺度

在整合营销传播的最新的领域 (Duncan &Mulhern , 2004) 认为领 域的范围是逐步扩大的,并且本身的概念和进程也在不断进化。同时, 在领域内也存在这争论:整合营销传播究竟通常被认为是一种哲学理论 还是一种对建立知名品牌有所帮助的一种与管理策略相关的过程。 在努 力得出结论并有所成就的尝试中, 整合营销传播过程的管理者很有可能 在协同工作方面借鉴文化的诱因,从而在组织的市场、顾客之间建立杠 杆,进一步区分信息和媒体战略,并且运用正式的途径来选择编导沟通 工作所需的适当的工具。伴随着进一步讨论和发展的整合营销的概念, (Kitchen Joanne&Tao , 2004) 认为整合营销是近十年内最重要的沟通 领域的发展,这是一个潜在的竞争优势。据说,整合营销传播的力量在 对其他公司的吸引力上能够产生影响的市场沟通环境、 顾客之间的杠杆 方面已经遭遇了一些变化。(Kitchen Joanne&Tao , 2004) 也认为整合 营销传播似乎正在经历或者已经经历了关于其意义所在和目的的有一 定价值的争论,并且这在努力使自身与其他的营销方面的概念

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相区别, 诸如整合营销、 CRM (客户关系管理)、市场细分之类。从(Kitchen Joanne &Tao , 2004) 的观点来看,整合营销传播应当被看作是能够促 进管理沟通的新的管理模式。 整合营销沟通的中心是建立顾客和顾客兴 趣并架起两者之间的关系。 这种关系定位在联系整合营销和一对一市场 与客户关系管理,促使管理者们向即传统又崭新的市场营销方法的整 合、测评、责任发起挑战。 (Baker &Mitchell , 2000) 。在对顾客导向 沟通概念进一步延伸的过程中, 管理者们必须意识到一旦整合营销传播 向组织提供更有优势的市场优点 ,这一定是市场驱动的,但如果不是 这种情况,也不排除市场驱动的可能。 (Carrillat Jaramillo&Locander , 2004; Duncan &Mulhern 2004; Jaworski, Kohli&Sahay , 2000) 。 整合营销传播的定义与哲学理论

自从九十年代第一次对整合营销传播作出了下定义的尝试之后, 整 合营销传播的概念大量涌现,并在相关文献中较为详细地有所体现 (Duncan , 2002; Gould

, 2004; ; Kitchen Joanne &Tao , 2004; ; Kliatchko , 2005) 。 以 Duncan 为代表的观点认为:整合营销传播应被看作是能够推动品牌价值的客户关系管理过程。更详细地说,这是一个建立和滋补顾客和其他股份持有 者利益关系的跨职能过程, 主要的方法是通过策略性地控制或影响所有 讯息资料 , 并鼓励带动这些集团。为表示概念和理论不断发展,一项有 关整合营销传播的最新研究认为整合营销传播应作到以下两点:更具有 战略性:不仅仅只是关于广告和销售促进的信息。

结论

通过讨论, 我们尝试着补充在 IMC , 市场定位和品牌定位向之间的 关系。值得一提的是,对于每一个概念,它们都有自己特殊的反映,但 同时,它们又共同的为它们之间的关系提供了详细的描述和深刻的理 解。对于许多的组织机构关键的问题在于:人们还没有严肃

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认真的对待 它们的增长,因为,对于补充的宣传也是非常的重要的。对于定位在低 消费的市场的机构, 由于它们所关注的是消费者本身和同等功能的文化 传承,在这种情况下,要试图发展 IMC 是不太可能成功的。这是因为 通过功能,部门, SBUs (交易策略单位) ,或者是供应商和其它管理部 门之间合作的文化基础并不存在。沿着同一条讨论的主线,我们深信, 只要品牌定位一低,就意味着合作分享和品牌定义以及视角也随之降 低,在试图介绍 IMC 的时候,也不会有当 MO 和 BO 同时存在时那样 的成功。

管理人员了解并也接受这样一个道理, 那就是对于综合的形成是相 当困难的, 因为要将从安逸的地方迁移过来的人们团结起来并且形成一 定的地位是相当困难的,同时人们也知道,在大多数的单位实行的奖励 制度并不是奖励那些合作的人的 (而实际上往往是奖励那些具有竞争和小范围利益的团体) 。有一些克服这种不良取向,并建立强代的市场定 位和品牌定位的方法。这需要建立良好的文化氛围,同时鼓励那些进行 合作的单位,这对于 IMC 的补充是相当有意义的帮助。从这篇论文中 得到的模型知道, IMC 能够使一些团体积极地合作。同时也知道, IMC 也许是市场取向和品牌取向之间的中间体,或者 IMC 是品牌取向和表 现形式的中间体, 更或者是上述两种的综合体。 这个概念为我们对 IMC 在不同表现形式提供了深刻的理解。

最后,在这篇文章里面我们形成了概念化的理论模型。市场取向的 标准已经行成了有十年了,也渐渐的被人们所接受,但品牌取向的标准 也缓慢的被人们所接受,但还仍处于发展的早期阶段。文章中所提到的 标准已经被一些研究人员用于实践考察, 在可行性上认为是没有什么特 殊问题的。这个模型的最大困难是充分掌握 IMC 发展的标准尺度和如 何将它于合适的外部表现标准联系起来。 Duncan 和 Moriarty(1997)DE迷你型 IMC 存在工具证明了它对于测试它们的关系和它的出发点是一 样的。模型(结构平衡模型)也全面的证实了数据的分析通过 IMC 很 好的将市场定位和品牌定位和 IMC 外部的表现形式之间直接的见解的 关系全面的建立了起来。 而 IMC 的使用价值也将会在越来越清晰的

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IMC 和其它市场概念和消费者,品牌和市场表现的关系中体现出来。

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