外文翻譯---實(shí)踐下的營(yíng)銷再聚焦產(chǎn)品營(yíng)銷的角色轉(zhuǎn)變

1、<p>　　畢業(yè)論文（設(shè)計(jì)）外文翻譯</p><p><b>　　一、外文原文</b></p><p>　　標(biāo)題：Refocusing marketing to reflect practice: The changing role of marketing for business</p><p>　　原文：The evolutio

2、n of the marketing concept </p><p>　　One could say that it all started with Drucker (1954). Drucker stated that: </p><p>　　... marketing is the unique function of business... it is the whole bus

3、iness seen from the customer’s point of view. Concern and responsibility for marketing must permeate all areas of the enterprise (Drucker, 1954, p. 36). </p><p>　　In essence, this was the birth of modern mar

4、keting. Keith (1960) kicked off the early marketing revolution or the actual belief system of marketing. He documented the production and product orientation (1900-1930), the selling orientation (1930-1950), and finally

5、the marketing orientation (1950 to present). Levitt (1960) introduced the notion of marketing myopia, which captures the very essence of the present day marketing concept. Kotler and Levy (1969) then set about broadening

6、 the marketing d</p><p>　　Whether one finds popular marketing’s phraseology seductive, repulsive or just vacuous, one cannot deny marketing’s “out and out triumph in the marketplace of ideas” (Brown, 1995).

7、Marketing’s expansively broadening beam (Kotler and Levy, 1969; Hunt, 1976) has closed its ample flesh around practically every idea of commercial and organisational life (Hackley, 2001). In this regard, as a superordina

8、te principle embracing all human exchange, marketing becomes no less than a universalised synonym f</p><p>　　Another “problem” is that the vitality of the marketing field depends on a continual cross-discipl

9、inary input, even though the more populist textual versions of marketing management neglect to acknowledge any interdisciplinary debt in their enthusiasm for an atheoretical discourse of practice. That is not to say, how

10、ever, that we need to forget about all that has come before. On the contrary, it is more important to subject a popular and powerful discourse such as marketing to a sustained and th</p><p>　　Bearing this in

11、 mind, therefore, we should be searching to align marketing management with academia. Managerial marketing refers broadly to the idea that academic marketing thought, research, and teaching should be concerned with the c

12、odification and translation of research into the business vernacular of actionable marketing management principles. Two new developments or paradigms seem to be well suited for this purpose. They are retro-marketing and

13、experiential marketing. </p><p>　　These new developments represent new and exciting challenges to both academics and practitioners. The strength of these two new developments is that they seem to work. As su

14、ch, the academic community has a role to play in diffusing these concepts to provide methods that enable practitioners and academics alike to distil facts and valid inferences from the plethora of information that is beg

15、inning to build up. </p><p>　　Retro-marketing </p><p>　　Whereas the contemporary marketing concept and societal marketing concept is concerned with the customer satisfaction, customer value and

16、competition, Brown (2001) stated boldly and clearly “torment your customers (they’ll love it)”. This is a fundamental shift away from the traditional doctrines of the marketing texts. But does it work in practice? The es

17、sence of retro-marketing is founded in the principle that: </p><p>　　... consumers are sick of being pandered to ... they yearn to be teased, tantalised, and tortured by marketers and their wares ... just li

18、ke in the good old days (Brown, 2001). </p><p>　　Brown has a problem with the notion of customer centricity. He stated that: </p><p>　　... customers do not know what they want ... they never hav

19、e ... they never will ... the wretches don’t even know what they don’t want ... (Brown, 2001). </p><p>　　His retro-marketing paper is full of very clever observations, ones which are easily observable. He st

20、ates that: </p><p>　　...a mindless devotion to customers means me-too products, copycat advertising campaigns, and marketplace stagnation (Brown, 2001). </p><p>　　Furthermore, he hints that the

21、modern marketing philosophy is over-played: </p><p>　　... whatever people want they do not want kowtowing from the companies that market to them. They do not want us to prostrate ourselves in front of them a

22、nd to promise to love them, till death do us part. They’d much rather be teased, tantalized and tormented by deliciously insatiable desire (Brown, 2001). </p><p>　　To this end, Brown introduces the concept o

23、f retro-marketing. Although a formal definition is still in progress, retro-marketing may be seen as a revival or re-launch of a product or service from a prior historical period. The principles of this paradigm are simp

24、le and to the point. Marketers get more by playing hard to get and as such retro-marketing represents the very antithesis of modern marketing (Brown, 2001). A cursory observation of the marketplace provides examples that

25、 retro-marketing </p><p>　　... people aren’t just suckers for old-fashioned goods and services, they also yearn for the marketing of times gone by. They actually miss the days when a transaction was just a t

26、ransaction (Brown, 2001). </p><p>　　Brown believes that the success of retro-marketing rests in the recognition that today’s consumers are nothing but marketing savvy and that people enjoy the art of a well

27、crafted sales pitch. The implementation of retro-marketing is governed by five basic principles of tricksterism, entertainment, amplification, secrecy, and exclusivity or TEASE for short. </p><p>　　Obviously

28、, retro-marketing marks a serious departure from the standard CRM-influenced marketing approach. It represents a serious departure from the traditional concepts. And about time too! Marketing should not be a sober-sided

29、discipline. Marketing should be fun, and retro-marketing is one method of putting the fun back into the discipline. In Brown’s own words: </p><p>　　... retro-marketing puts the mark into marketing, the con i

30、nto concept, the cuss into customers (Brown, 2001). </p><p>　　But is retro-marketing applicable in the “real” world? Maybe it is just a form of nostalgic marketing. Of course, retro-marketing is not appropri

31、ate on every occasion, nor is it applicable to every product, service, or market segment – but then again, is modern marketing? Retro-marketing may only be suitable for established, high profile, global brands with stron

32、g brand equity – those that can afford to take a risk. Whether adopted or not, the point is that it is a radical shift from the traditi</p><p>　　Experiential marketing </p><p>　　Schmitt (1999) i

33、s primarily responsible for the rise of experiential marketing. He stated that: </p><p>　　...traditional marketing and business concepts offer hardly any guidance to capitalise on the emerging experiential e

34、conomy (Schmitt, 1999).</p><p>　　Experiential marketing is essentially concerned with the six senses: smell, vision, taste, hearing, touch and balance. Experiential marketing has grown in importance because

35、traditional marketing has largely ignored the notion of act experiences. Experiential marketing is not a fad. It is being implemented in practice, yet is not accounted for in the various philosophies (concepts) of market

36、ing. According to US and European marketing experts, experiential marketing is set to turn most of traditi</p><p>　　Marketing Magazine, 2003) forwarded that 71 per cent of senior executives in the US and UK

37、agreed that the customer experience is the next big battleground. Experiential marketing will rise in importance (especially for marketers of intangible products) because marketing in the twenty-first century is more cha

38、llenging than ever due to fragmented media, clever and articulated consumers, and the rise of the “free-thinking” consumer. Experiential marketing is about more than a one-off experience. I</p><p>　　Experien

39、tial marketing offers new and exciting challenges to marketing academics (and practitioners). It demands that the marketing department must know their (product’s) brand essence. Brand essence has two dimensions: a functi

40、onal one and an emotional one. A functional essence asks the question what is it that we do? An emotional essence is more concerned with customer perceptions, that is, how do you feel about it? For example, the functiona

41、l element of Red Bull is that it is an energy boosti</p><p>　　Experiential marketing represents a fundamental shift from the traditional marketing concept with regards to segmentation. NZ Marketing Magazine

42、(2003) reported that “traditional marketing is no longer as effective as it once was ...in this new world, experiential marketing creates relationships”. If a company uses traditional segmentation approaches, it is diffi

43、cult for a company to communicate with both 25 year olds and 65 year olds – or even a broader range of demographics or profiles. Experi</p><p>　　Experiential marketing can only be delivered through appropria

44、te channels, which are more often than not located in the offline world. In this regard, experiential marketing represents a significant shift from traditional marketing. Take for example, media choice to deliver a messa

45、ge. In the experiential economy, the very nature of the fragmented media no longer represents a sufficient channel to create awareness and/or build relationships. Unique events are the only way to create relationships,&l

46、t;/p><p>　　Again, experiential marketing represents a divergence from the traditional teachings and once again provides evidence that it is time to re-vitalizes, re-think, re-align and refocus both the concept

47、and the function to reflect contemporary practices. Traditional marketing thinking fights against embracing experiential marketing – yet pioneers are making it work. One of our criticisms in the past has been that market

48、ing lacks imagination and that current research methods are not producing new ins</p><p>　　Conclusions </p><p>　　The concept and practice of marketing need to be refocused. Traditional teachings

49、 need to be revised – not discarded, and marketing personnel need to know the traditional way of “doing marketing” before one can accept new or different ways of delivering and implementing a marketing program. What is h

50、appening in reality is not reflected in our teachings – and what’s more – what is presented in the texts, does not represent a panacea or principles of best practice for managing marketing in any org</p><p>

51、　　More than ever the traditional marketing concept needs to be refocused to reflect what is happening in practice. For example, the key elements of the marketing concept and the societal marketing concept include custome

52、r satisfaction, total company efforts, and profit. These are still very important, but in some cases, customer satisfaction is not enough – we should be striving for customer emotional attachment, and perhaps even includ

53、e the word value in the definitions. In short, conventional ma</p><p>　　It is this notion of complete emotional attachment and value that this article concludes. In the past we (the discipline) have been cri

54、ticised. Common criticisms include: </p><p>　　marketing is just selling, advertising ... common sense; </p><p>　　. marketing is misleading, harmful, unsustainable and wasteful; </p><

55、p>　　. marketing manipulates; </p><p>　　. marketing is ineffective, unproductive, and even, unnecessary; </p><p>　　. marketing is unscientific (or too reductionist), poorly grounded, unfocused

56、 and even dated; </p><p>　　. marketing is esoteric, irrelevant, and poorly communicated to practitioners; </p><p>　　. marketing is too hard to understand (students’ point of view); and </p>

57、;<p>　　. marketing has to continually justify its presence. </p><p>　　Why have these criticisms been levelled on us? Well, one reason is that academia doesn’t necessarily mirror practice and vice-vers

58、a. There is unequivocal evidence to suggest that there is a need to refocus marketing to reflect contemporary marketing practices. segmentation, which is not as powerful as revealing attitudes and value sets. The experie

59、ntial approach seeks to identify behaviours (or attitudes and value sets) held in common across an audience whose demographic characteristics (traditi</p><p>　　出處：Patrick McCole, (2004) "Refocusing mark

60、eting to reflect practice: The changing role of marketing for business",[J] Marketing Intelligence & Planning, Vol. 22 Iss: 5, pp.531 - 539</p><p><b>　　二、翻譯文章</b></p><p>　　標(biāo)

61、題：實(shí)踐下的營(yíng)銷再聚焦：產(chǎn)品營(yíng)銷的角色轉(zhuǎn)變</p><p>　　譯文：營(yíng)銷概念的演變 </p><p>　　可以說營(yíng)銷所有開始于德魯克 (1954)。 德魯克將其陳述為： …營(yíng)銷是商業(yè)獨(dú)特的作用…它是從消費(fèi)者觀點(diǎn)看到的所有的商業(yè)。 對(duì)營(yíng)銷的關(guān)心和責(zé)任必須滲入企業(yè)的方方面面(德魯克 1954年， p. 36)。 實(shí)質(zhì)上，這是現(xiàn)代營(yíng)銷的誕生。 基思(1960)開始提出早期營(yíng)銷革命或行銷

62、實(shí)際信仰系統(tǒng)。 他提供了生產(chǎn)和產(chǎn)品取向(1900-1930)，銷售的取向(1930-1950)和最后營(yíng)銷取向(1950年到至今)。 維特 (1960)引入了營(yíng)銷近視的概念，抓住現(xiàn)在營(yíng)銷概念的本質(zhì)。 kotler和Levy (1969)然后開始擴(kuò)展?fàn)I銷領(lǐng)域，闡明營(yíng)銷是遍及各方面的活動(dòng)。 他們建議“產(chǎn)品”、“消費(fèi)者”和“工具”等詞必須被重新定義。 之后kotler (1972)重申了擴(kuò)展的討論，并且至今仍有營(yíng)銷概念是否是適用的爭(zhēng)論。<

63、/p><p>　　無論你發(fā)現(xiàn)營(yíng)銷的文詞普遍都很華麗，令人反感或者只是空洞的，不可否認(rèn)市場(chǎng)營(yíng)銷戰(zhàn)略“在市場(chǎng)思想史上徹底的勝利”（布朗，1995）。區(qū)域分布差異擴(kuò)大的放射性的市場(chǎng)營(yíng)銷戰(zhàn)略(Kotler和Levy 1969; Hunt,1976)結(jié)束了實(shí)際商業(yè)和組織生活中的每一個(gè)豐富的想法 (Hackley，2001)。 鑒于此，作為一個(gè)超長(zhǎng)原則接受所有人的交流，營(yíng)銷正如一個(gè)被普遍化的組織的同義詞。 但是營(yíng)銷概念的不計(jì)其數(shù)

64、的定義或論據(jù)真正地有助于實(shí)踐者嗎？ 那不斷擴(kuò)展的辯論已經(jīng)在文獻(xiàn)中被證明——那根本不是問題。 文本流行的成功的營(yíng)銷是在大學(xué)工商教育勇敢，新的易受欺騙的世界中，對(duì)比之下，是對(duì)世界商業(yè)的冷漠。 這并不是說它不是有用的–只是與實(shí)踐的相關(guān)性需要被質(zhì)疑。 我們自己也承認(rèn)是以含糊不清的理論作為基礎(chǔ)，借用的大大超出我們已經(jīng)發(fā)展的，并且我們的(學(xué)術(shù))工作似乎包括“測(cè)量建設(shè)…我們還沒有找到”(Hackley 2001)。 </p><p

65、>　　另一“問題”是營(yíng)銷領(lǐng)域的生命力取決于各個(gè)學(xué)科的融入，即使受歡迎的營(yíng)銷管理的文本版本在一份關(guān)于實(shí)踐的非理論論文中也不承認(rèn)任何跨學(xué)科債務(wù)。 這不是說我們需要忘掉前面的一切。 相反，是更加重要的是，根據(jù)一份普遍和強(qiáng)有力的演講例如市場(chǎng)持續(xù)和徹底復(fù)審，不是最終重新創(chuàng)造整體或是給新的修辭一個(gè)特權(quán)作為在舊的基礎(chǔ)上的前進(jìn)(Hackley 2001)。</p><p>　　記住這個(gè)，因此，我們應(yīng)該搜尋與學(xué)術(shù)相匹配的市場(chǎng)

66、營(yíng)銷管理。 管理營(yíng)銷廣泛地提到學(xué)術(shù)營(yíng)銷想法、研究和教學(xué)應(yīng)該關(guān)注能夠?qū)Ρ就辽虡I(yè)實(shí)施營(yíng)銷管理原則的研究的整理和翻譯。 兩個(gè)新發(fā)展計(jì)劃或范例似乎更適合于此。 他們是逆向營(yíng)銷和體驗(yàn)營(yíng)銷。</p><p>　　這些新發(fā)展對(duì)于學(xué)者和實(shí)踐者來說代表新的、令人激動(dòng)的挑戰(zhàn)。 這兩個(gè)新發(fā)展方向的似乎有運(yùn)作的力量。 同樣地，學(xué)術(shù)界扮演著重要的角色，在傳播這些概念提供使實(shí)習(xí)者和學(xué)者從過多的信息提煉事實(shí)和有效地推論的方法。 逆向營(yíng)銷&l

67、t;/p><p>　　當(dāng)代營(yíng)銷概念和社會(huì)營(yíng)銷概念關(guān)心的是客戶滿意、顧客價(jià)值及競(jìng)爭(zhēng)，布朗(2001)表示大膽地、清楚地陳述“折磨你的顧客(他們會(huì)愛它的) ”。 這是一個(gè)擺脫了傳統(tǒng)營(yíng)銷文本理論的根本改變。 但是它是否付諸實(shí)踐了呢？ 逆行營(yíng)銷成立的本質(zhì)原則是： …消費(fèi)者厭倦了被迎合…他們渴望與銷售人員和他們的商品碰撞或沖突…如同在美好的往日中(布朗，2001)。</p><p>　　布朗有一個(gè)顧客

68、中心概念的問題。他說：…顧客不知道他們想要什么…他們從未有……他們永遠(yuǎn)不會(huì)… 那些不幸的人甚至不知道他們不想要什么… (布朗2001)。他的逆向營(yíng)銷論文中處處是巧妙有趣的觀察，有些很容易觀察的到。 他說：</p><p>　　…對(duì)顧客的無意識(shí)的熱愛意味仿造的產(chǎn)品、模仿者的廣告戰(zhàn)和市場(chǎng)停滯(布朗2001)。</p><p>　　此外，他暗示現(xiàn)代營(yíng)銷理念在過渡上演：</p>

69、<p>　　…不論人們想要的，他們不希望企業(yè)卑躬屈膝地銷售給他們。他們不希望我們自己伏在他們面前承諾來愛他們，直至死亡將我們分離。他們寧可被貪得無厭的欲望戲弄，逗惹并且折磨(布朗2001)。</p><p>　　為此，布朗介紹逆向營(yíng)銷的概念。 雖然一個(gè)正式定義仍在進(jìn)行中，逆向營(yíng)銷也許被看作為一項(xiàng)產(chǎn)品或服務(wù)的復(fù)興或一個(gè)此前的歷史階段的重現(xiàn)。 這個(gè)范例的原則是簡(jiǎn)單的，也是至關(guān)重要的。營(yíng)銷人員通過演示很難得

70、到的會(huì)得到更多，并且，因此逆向營(yíng)銷代表現(xiàn)代營(yíng)銷的對(duì)立(布朗，2001)。據(jù)一項(xiàng)粗略市場(chǎng)調(diào)察提供例子，逆向營(yíng)銷實(shí)施在： 汽車(VW甲蟲)，服飾(20世紀(jì)70年代的神情)和陳設(shè)(藝術(shù)deco神色)。 布朗描述逆向營(yíng)銷的作品是由于： …人們不只是老師的商品和服務(wù)的追隨者，他們也渴望營(yíng)銷的時(shí)代過去了。 他們實(shí)際上錯(cuò)過了當(dāng)交易是交易時(shí)期(布朗2001)。</p><p>　　布朗相信逆向營(yíng)銷的成功在于對(duì)當(dāng)代的消費(fèi)者僅僅是

71、營(yíng)銷技能和享受精致的推銷技巧的藝術(shù)性的認(rèn)可。逆向營(yíng)銷的實(shí)施由整蠱、娛樂、放大、保密和排他性，治理或者戲弄的簡(jiǎn)稱的五項(xiàng)基本原則組成。</p><p>　　很明顯，逆向營(yíng)銷是對(duì)CRM所影響的銷售方法的嚴(yán)重背離。 它嚴(yán)重背離了傳統(tǒng)概念。 并且也是對(duì)于時(shí)代的背離! 營(yíng)銷不應(yīng)該是一個(gè)嚴(yán)肅的學(xué)科。營(yíng)銷應(yīng)該是樂趣，并且逆向營(yíng)銷是將樂趣投入到學(xué)科中去。用布朗自己的話說：逆向營(yíng)銷有營(yíng)銷的標(biāo)記，反對(duì)概念，詛咒顧客(布朗里2001)。

72、</p><p>　　但是逆向營(yíng)銷是否是可適用于“真實(shí)的”世界？可能它是懷舊營(yíng)銷的形式。 當(dāng)然，逆向營(yíng)銷不是適合于每個(gè)場(chǎng)合，亦不它可適用于每個(gè)產(chǎn)品，服務(wù)，或者市場(chǎng)細(xì)分——然而之后的再次興起，是現(xiàn)代營(yíng)銷？逆向營(yíng)銷也許只適用于創(chuàng)建，高利潤(rùn)，具有較強(qiáng)品牌價(jià)值的國(guó)際品牌——他們能夠冒的起那個(gè)風(fēng)險(xiǎn)。是否采取，這個(gè)想法從傳統(tǒng)教上的一個(gè)根本性的轉(zhuǎn)變，并且很容易實(shí)施。它挑戰(zhàn)和震動(dòng)了營(yíng)銷學(xué)科的理論基礎(chǔ)，但是也證明它是成功的(例如V

73、W)。 它是一種思維方式，不僅提供“喚醒”呼吁營(yíng)銷學(xué)者(和某些實(shí)踐者)，但是正如我們知道的，按照規(guī)則為這篇文章的理論基礎(chǔ)提供新鮮的血液。</p><p><b>　　經(jīng)驗(yàn)的營(yíng)銷</b></p><p>　　施米特（1999）主要貢獻(xiàn)于體驗(yàn)營(yíng)銷的崛起。他說：</p><p>　　…傳統(tǒng)營(yíng)銷和商業(yè)概念很難對(duì)體驗(yàn)經(jīng)濟(jì)基礎(chǔ)上的經(jīng)驗(yàn)營(yíng)銷提供指導(dǎo)1999)

74、。</p><p>　　本質(zhì)上，體驗(yàn)營(yíng)銷與六感覺有關(guān)： 氣味、視覺、味覺、聽覺、觸覺和平衡感。 因?yàn)閭鹘y(tǒng)營(yíng)銷的概念在很大程度上忽略了行為的經(jīng)驗(yàn)，而這些在體驗(yàn)營(yíng)銷中的重要性不斷增長(zhǎng)。經(jīng)驗(yàn)的營(yíng)銷不是風(fēng)尚。它應(yīng)用在實(shí)踐上，沒有描述在各種各樣的哲學(xué)(概念)的市場(chǎng)營(yíng)銷。 根據(jù)美國(guó)和歐洲的營(yíng)銷專家的理論，體驗(yàn)營(yíng)銷致力于將大多數(shù)的傳統(tǒng)營(yíng)銷轉(zhuǎn)至其內(nèi)。一項(xiàng)營(yíng)銷周末的研究(如被援引在NZ Marketing雜志2003)指出百分之七

75、十一的美國(guó)和英國(guó)的高層管理人員同意顧客體驗(yàn)是下一個(gè)巨大戰(zhàn)場(chǎng)。體驗(yàn)營(yíng)銷的重要性將上升(特別是無形產(chǎn)品的市場(chǎng))，因?yàn)槎皇兰o(jì)的市場(chǎng)比以往任何時(shí)候都更富挑戰(zhàn)性，由于個(gè)別的媒體，聰明理智的消費(fèi)者和“自由思考的”消費(fèi)者的上升 體驗(yàn)營(yíng)銷不僅僅是一次性的體驗(yàn)，這是一種全新的思維方式營(yíng)銷。體驗(yàn)營(yíng)銷的關(guān)鍵是一個(gè)市場(chǎng)不僅要關(guān)心客戶滿意度。他或她應(yīng)該(更多)注重消費(fèi)者對(duì)產(chǎn)品/服務(wù)有情感依附。 因此，如果我們回到傳統(tǒng)營(yíng)銷概念，我們看到的只有客戶滿意是重要的，

76、而在體驗(yàn)的范例中，情感依戀才是關(guān)鍵。 因此，銷售人員必須尋找到能夠?qū)崿F(xiàn)使消費(fèi)者情感依戀的方法。在品牌和消費(fèi)者之間的一種持續(xù)的情感連接是體驗(yàn)營(yíng)銷的終極目標(biāo)。 兩者之間的傳</p><p>　　體驗(yàn)營(yíng)銷為營(yíng)銷學(xué)院(和實(shí)踐者)提供全新的挑戰(zhàn)。 它要求營(yíng)銷部門必須知道他們的(產(chǎn)品的)品牌的本質(zhì)。 品牌本質(zhì)有二個(gè)維度： 一個(gè)是功能上的和一個(gè)是情感上的。 功能上的本質(zhì)回答了我們做的是什么？ 情感本質(zhì)上與顧客的認(rèn)知更有關(guān)，即，

77、您對(duì)此感覺如何？例如,紅牛是功能元素,它是一種飲料,而提神功效是情感本質(zhì)能力或”給你增強(qiáng)能力或是給你一個(gè)翅膀”。這是后者“本質(zhì)”,要求經(jīng)營(yíng)者付出更多的努力(NZ《營(yíng)銷》雜志,2003)</p><p>　　體驗(yàn)營(yíng)銷代表了從傳統(tǒng)營(yíng)銷概念中關(guān)于市場(chǎng)細(xì)分的一個(gè)巨大改變。NZ營(yíng)銷雜志(2003)報(bào)道“傳統(tǒng)營(yíng)銷不再像以前一樣有效…在這個(gè)新的世界，經(jīng)驗(yàn)的營(yíng)銷創(chuàng)造關(guān)系”。 如果公司使用傳統(tǒng)細(xì)分方法，對(duì)于公司來說，與25歲的人和

78、65歲的人溝通甚至各種各樣人口統(tǒng)計(jì)學(xué)或統(tǒng)計(jì)圖表是很困難的。體驗(yàn)營(yíng)銷使這個(gè)過程更簡(jiǎn)單，它根據(jù)他們的價(jià)值、樂趣、個(gè)性和社會(huì)團(tuán)體將人們分組——在寬泛的意義上。</p><p>　　體驗(yàn)營(yíng)銷只能通過適當(dāng)?shù)那纻鞑ィ@多半不在現(xiàn)實(shí)的世界。 鑒于此，體驗(yàn)營(yíng)銷是從傳統(tǒng)行銷的一個(gè)重大轉(zhuǎn)變。例如，媒介選擇傳遞一個(gè)消息。在體驗(yàn)經(jīng)濟(jì)中，媒介劃分的本質(zhì)不再代表一種充足的渠道獲得注意并且/或者建立關(guān)系。 獨(dú)特的事件是建立關(guān)系的唯一方式，

79、之后這些關(guān)系再以其他媒介發(fā)展意識(shí)和促進(jìn)銷售。例如紅牛。每年，他們按照促銷聲明"紅牛給你的翅膀”向世界各地的人們發(fā)出挑戰(zhàn)來建立他們自己的飛行器。獨(dú)特的經(jīng)驗(yàn)提供給所有相關(guān)的人——并且它是由營(yíng)銷的部門決定創(chuàng)新的開發(fā)、設(shè)計(jì)和施行的主動(dòng)權(quán)。 營(yíng)銷在21世紀(jì)將描繪為先進(jìn)性、創(chuàng)造性和創(chuàng)新性。并且它已經(jīng)發(fā)生。越來越多的公司不愿投資于(如傳統(tǒng)營(yíng)銷所擁護(hù)的)傳統(tǒng)媒介來傳播他們的品牌。例如， 廣告電視的使用率已經(jīng)下降了，隨著公司越來越多的投資于找尋

80、獨(dú)特的事件上(而不是一個(gè)從事件!)。 NZ營(yíng)銷雜志(2003)報(bào)告了此的證據(jù)。例如，百事可樂在2002年報(bào)告銷售增長(zhǎng)了30%，與一相對(duì)地在傳統(tǒng)媒介上少量的花費(fèi)，更喜歡使用非傳統(tǒng)的營(yíng)銷形式(如主張由經(jīng)驗(yàn)的范例)。 通用汽車公司在1995-2000之間做廣告的花費(fèi)穩(wěn)定地增長(zhǎng)，但是相比同期市場(chǎng)份額從34%下降到28%。 而它的市場(chǎng)價(jià)</p><p>　　再次，體驗(yàn)營(yíng)銷意味著與傳統(tǒng)教學(xué)的分歧和再次證明了，重新定義、重新考

81、慮，重新編制和重新聚焦概念和作用來作用到當(dāng)代實(shí)踐中。傳統(tǒng)營(yíng)銷思維這次要對(duì)抗的是擁抱體驗(yàn)營(yíng)銷先驅(qū)——這些先驅(qū)正在運(yùn)行著這些。在過去，我們批評(píng)營(yíng)銷缺乏想象力，并且當(dāng)前研究方法不無法對(duì)消費(fèi)者行為產(chǎn)生新的自知力，因?yàn)樗麄儽粋鹘y(tǒng)所束縛。</p><p>　　出處：帕特里克·麥科爾（2004）“歸核化營(yíng)銷，以反映實(shí)踐：不斷變化的業(yè)務(wù)營(yíng)銷的作用“，市場(chǎng)情報(bào)和規(guī)劃。[J]國(guó)際空間站,2004,22期：pp.531- 5