市场营销专业 论文翻译及原文.doc

北京联合大学毕业论文外文原文及译文

题目： 京海体育公司产品营销策略研究
专业： 市场营销（国际物流） 指导教师：
学院： 商务学院 学号： 050741621
班级： 物流051班 姓名：

一、外文原文
《The Relationship between E-Marketing Strategy and Performance: A Conceptual Framework in a Web Context》
BY: Carmen Lages, Lisboa Portugal, Luís Filipe Lages, Paulo Rita, Portugal
FROM：FEUNL Working Paper Series (2004)
There are three main objectives of this research, the first of which is to extend our understanding of the contingency theory, particularly in an e-marketing context. This is accomplished by presenting a more comprehensive understanding of the simultaneous links among the internal and external forces of the firm, e-marketing strategy, and performance. Earlier marketing research has focused only on single relationships among these variables (e.g., the relationship between strategy and performance or the relationship between contingency forces and strategy), while rarely considering their simultaneous effects. A contingency approach allows for a multi-faceted approach to the phenomenon. We also advance past work on marketing strategy, which has traditionally focused on a single marketing-mix element, to consider the full marketing mix in a web context.
The second objective of this work is to consider the role of past performance on marketing strategy formulation and on current performance in an internet context. Historically, marketing strategy formulation is viewed as an antecedent to performance outcomes. A review of the top journals in strategy and organizational behavior indicates that 79% of the articles incorporating performance have cast it as a dependent variable, while only 9% of the studies have used it as an independent variable. Past performance can be a critical variable in the determination of e-marketing strategy, and the evaluation of current period performance.
When firms experience poor performance they are more likely to search broadly for information and conduct in-depth analyses of their surrounding environments. In contrast, a good performance might promote more relaxed and effortless strategic decisions, as the firm may also become less critical about previous decisions, contributing to a narrow focus and preoccupation with the factors that contribute to performance at the expense of remaining responsive to all possible internal and external factors.
The third objective is to study how an articulated approach to four critical e-marketing strategy tasks – the 4 Ws (Web-Design, Web-Promotion, Web-Price and Web-CRM) – relates to current performance. Figure 1 presents the conceptual framework that incorporates past performance, internal and external forces of the firm, e-marketing strategy, and current performance.
THEORETICAL BACKGROUND
This paper is based in the contingency theory, which has its early roots in the general systems theory and in the behavioral theory of the firm. Over the last four decades this perspective has been widely accepted in the field of marketing research. This theory defends that the best strategy across situations does not exist. Performance levels result from the co-alignment among strategy and the firm’s context. Each strategy may be, or not, the best depending on the nature of the contingent forces. While building on the contingency approach, we propose the following research propositions (see Figure 1).
Proposition 1: Depending on the nature of the internal factors, performance might be:
• positively or negatively affected by these factors;
•directly affected by these factors; and
• indirectly affected by these factors through their influence on e-marketing strategy.
Proposition 2: Depending on the nature of the external factors, performance might be:
• positively or negatively affected by these factors;
• directly affected by these factors; and
• indirectly affected by these factors through their influence on e-marketing strategy.
Proposition 3: There is a relationship between performance levels in the past year and performance levels in the current year. This relationship might be:
• positive or negative depending on the nature of the contingent forces;
• direct; and
• indirect, through the influence of past performance on e-marketing strategy.

Internal Forces
The marketing literature suggests a variety of internal forces, i.e., corporate forces are relevant for e-marketing strategy and performance.
Organizational Innovation. Organizational innovation is a function of management that seeks to create new solutions for existing or potential problems. Many studies have demonstrated the link between innovation and business performance. Today’s intensification of competition and of environmental uncertainty gives innovation an increasingly important role not only for growth but also for survival. The concept of organizational innovation presents a dichotomy: technical Vs administrative. Accordingly Damanpour (1991), administrative innovations involve organizational structure and administrative process; they are indirectly related to the basic work activities of an organization. Technical innovations “pertain to products, services and production process technology; they are related to basic work activities and can concern either product or process”. It is expected that technical innovation is strongly associated with the importance of e-marketing strategy within a firm.
Organizational bureaucratization. Organizational bureaucratization is the degree to which procedures are required to be formalized. The contingency theory argues that bureaucratic structures – that rigidly institutionalize previous lessons from prior experience – can improve performance under stable conditions, but more organic structures are necessary in turbulent conditions. Either way, it seems reasonable to expect that the degree of bureaucratization of an organization developing e-marketing strategy is related with performance.
Centralization. Centralization refers to the degree in which authority for decision making concentrates at the highest levels of the organization. There are two schools of thought about the impact of centralization on marketing strategy making. One traditional school argues that centralization leads to a better strategy making, suggesting that in centralized organizations the planning processes use specialized instruments, techniques and personnel. Incontrast, another school defends that centralization is associated with more political activity. From this perspective, centralization imposes time limits to decision making, which consequently give less emphasis to situation analysis and comprehensive development of e-strategy making.
Market orientation. It has been shown that, in general, market orientation is positively related with various business performance measures. Hence, it is expected that this situation also occurs in an e-marketing context. According to Kohli and Jaworski (1990: 6), market orientation “is the organization wide generation of market intelligence pertaining to current and future customer needs, dissemination of the intelligence across departments, and organization wide responsiveness to it”. Deshpandé and Farley (1996:13) define market orientation as “the set of cross-functional processes and activities directed at creating and satisfying customers through continuous needs-assessment”. Kohli and Jaworski (1990) conceptualized market orientation as an organized set of marketing activities. A market orientation, as a corporate culture, characterizes an organization’s disposition to deliver superior value to its customers continuously. Scholars of market orientation consider a market-oriented corporate culture as a significant factor in achieving corporate performance. It has been shown that market orientation, is, in general, positively related with various business performance measures. Narver and Slater (1990: 21) suggested that market orientation consists of three behavioral components, each involved in collecting, disseminating and responding to information: customer orientation, competitor orientation and interfunctional coordination, that constitute the activities of market information acquisition and dissemination and the coordinated creation of customer value.
Customer orientation: under the perspective of the marketing concept - that argues for placing clients’ interests first - a customer orientation is one of the most fundamental aspects of organizational culture. Following the organizational learning theory, Huber (1991) and Sinkula (1994) see the customer knowledge process as consisting of three sequential aspects: customer information acquisition, interpretation and integration.
Competitor orientation: a focus on the client alone can take the institution to a reactive cycle, instead of proactive, if it does not equally consider the competitors’ actions. A competitor-oriented company seeks to evaluate its strengths and weaknesses in relation to its main competitors, with the objective of maintaining or gainning advantage. Competitor knowledge process is the process of information collection about the strengths and weaknesses of the competition, analysis and integration in decision making. Like customer knowledge process, this process involves three behavioral aspects: competitor information acquisition, interpretation and integration. De Geus (1988:4) argues that in the future the only competitive advantage of a company will be its ability to know about the competition quicker than its rivals.
Inter-functional coordination: Felton (1959) insists that for the marketing concept to be implemented, there must be integration of the other organization’s functions with marketing. Communication among the various functions of the company helps in responding to the client, which is harder to achieve if the various departments work within their routines without a common objective.
Finally, at the internal level all firms are dependent on the availability of resources to develop appropriate strategies. As increasing levels of resources are committed to the e-marketing activity, the firm will be better able to improve its planning procedures, implement more adaptive e-strategies and achieve its goals. And if one considers that the long-term failures and successes of the firm is a function of its short-term actions, it is clear that understanding the impact of resource availability on the development of e-marketing strategies can yield valuable insights into improving performance.
External Forces
Market Turbulence. Market turbulence is the degree of change in the client composition and client preferences. Market turbulences are typically generated by the heterogeneity of consumer preferences. Korgaonkar and Wolin (1999) studied web users’ motivations and concerns in relation to different types of usage. They found that web users’ motivations and concerns correlate significantly with the number of hours per day spent on the Web, the percentage of time spent on the Web for both personal and business purposes, and the users’ purchasing behavior. The findings suggest the presence of seven motivations and concerns regarding web use: social escapism, transaction-based security and privacy, information, interactive control, socialization, nontransactional privacy, and economic motivation.
Technological Turbulence. Technological turbulence is the degree of change associated with new product technologies. Technology change refers to the speed with which the technology is developed in a market product. On one hand, some authors argue that when technologies change quickly, it is imperative to the companies to interact with clients, because client preferences and needs can provide directions in a product market. On the other hand, Jaworski and Kohli (1993) suggest that the importance of information from the client is lower because the client knows little about the emergent technologies.
Competitive Intensity. Competitive intensity is the degree of competitive force in a product market. In conditions of intensive competition, collection of information about competition can help e-firms to better anticipate the changes in competitor strategies for new products and reduce market unpredictability. Neglecting competition can damage the position of the company in the market. With intensive competition, product advantage and market share become more volatile.
Web-Marketing Strategy
Strategy as a general direction of the company reflects its response based on information from the environment and that can explain the magnitude of the relationship between performance measures and a specific marketing response from the company (as for example market orientation). Walker and Ruekert (1987) argue that strategic orientation, performance in specific dimensions and marketing activities have a contingent relationship: the companies choose a type of strategy to obtain excellency in particular dimensions of performance, and execute each strategy by choosing marketing activities. The current study will operationalize web strategy using four main constructs, in other words, will use the 4Ws: Web-Design, Web-Promotion, Web-Price and Web-CRM (Figure 1). E-marketing strategy involves using electronic methods and affects traditional marketing in two ways. First, it increases efficiency in established marketing functions. Second, the technology of e-marketing transforms many marketing strategies resulting in new business models that add customer value and/or increase company profitability.
Web-Design. Attitude towards the web site has been researched as an important measure for how well a web site is doing. Chen and Wells (1999) found that entertainment, informativeness and organization profiles of web sites are useful descriptive dimensions, which in their study have correlated with attitude towards the site.
Web-Promotion. Stevenson et al. (2000) have conducted research on the type of background that is most appropriate for positively affecting advertising effectiveness. Bruner and Kumar (2000) further explored the advertising hierarchy of effects as measured by several common attitude measures, namely attitude towards the ad, attitude towards the brand, attention to the commercial, purchase intention, and its antecedents in the context of the web.
Web-Price. The advent of the Internet as a new medium for buyer-seller interaction is changing the issue of price for both customers and suppliers in an unprecedented way.
Web-CRM. The Web can be used to establish direct marketing channels between firms and consumers. Through data mining tools, it is possible to make use of the personal information on a visitor’s web site and identify his or her interests and needs.

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二、译文
《The Relationship between E-Marketing Strategy and Performance: A Concept