市场营销策略,市场与品牌定位外文文献翻译2014年译文3400多字

文献出处：Reid M, Luxton S, Mavondo F. The relationship between integrated marketing communication, market orientation, and brand orientation[J]. Journal of Advertising, 2014, 34(4): 11-23.

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.

.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).The authors gratefully acknowledge the positive and constructive feedback from the guest editorial team—Tom Duncan, Don E. Schultz, and Charles Patti—and from two anonymous reviewers. 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 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 functional 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 12 The Journal of Advertising 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 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).

In justifying and presenting our model, we first present a background to the IMC, MO, and BO concepts, highlighting various approaches to conceptualizing IMC and the linkages to MO and BO. We then present a model that illustrates the testable relationships between market orientation, brand orientation, and IMC, as well as the linkages to performance outcomes. Finally, we discuss the managerial and research implications of this paper.

THE CONCEPT AND DIMENSIONS OF IMC

In a recent white paper on IMC (Duncan and Mulhern 2004),it was stated that its scope was expanding and the concept and process …… 此处隐藏：11997字，全部文档内容请下载后查看。喜欢就下载吧 ……