[雙語(yǔ)翻譯]營(yíng)銷策略外文翻譯--營(yíng)銷與web 2.0、社交媒體和創(chuàng)意消費(fèi)者相遇對(duì)國(guó)際營(yíng)銷戰(zhàn)略的啟示

1、6300 英文單詞， 英文單詞，3.3 萬(wàn)英文字符，中文 萬(wàn)英文字符，中文 10800 字文獻(xiàn)出處： 文獻(xiàn)出處：Berthon P R, Pitt L F, Plangger K, et al. Marketing meets Web 2.0, social media, and creative consumers: Implications for international marketing strategy[J]. Busin

2、ess Horizons, 2012, 55(3):261-271.Marketing meets Web 2.0, social media, and creative consumers: Implications for international marketing strategyPierre R. Berthon, Leyland F. Pitt, Kirk Plangger, Daniel ShapiroAbstract

3、The 21st century has brought both opportunities and challenges in our global, boundaryless world. Importantly, managers face a dynamic and interconnected international environment. As such, 21st century managers need to

4、consider the many opportunities and threats that Web 2.0, social media, and creative consumers present and the resulting respective shifts in loci of activity, power, and value. To help managers understand this new dispe

5、nsation, we propose five axioms: (1) social media are always a function of the technology, culture, and government of a particular country or context; (2) local events rarely remain local; (3) global events are likely to

6、 be (re)interpreted locally; (4) creative consumers’ actions and creations are also dependent on technology, culture, and government; and (5) technology is historically dependent. At the heart of these axioms is the mana

7、gerial recommendation to continually stay up to date on technology, customers, and social media. To implement this managerial recommendation, marketers must truly engage customers, embrace technology, limit the power of

8、bureaucracy, train and invest in their employees, and inform senior management about the opportunities of social media.KEYWORDS：International marketing strategy; Social media; Web 2.0;Creative consumers; Technology1. Our

9、 constantly changing worldRemember the heady days of Web 1.0? In one technological tsunami, consumers worldwide were able to interact with firms and each other on the multimedia platform that became known as the World Wi

10、de Web. The great majority of early company websites were little more than what came to be termed ‘brochureware,’ as organizations rushed to have an Internet presence by converting their corporate brochures to simple web

11、sites. Yet, this online presentation evolved rapidly to online coordination and commerce, with content spanning from entertainment to education. Companies saw the Web as the new Eldorado and quickly colonized the space.H

12、owever, the world changed yet again! Just as organizations began to feel that they understood and had taken control of the Internet, along came a wave of new technologies that changed cultural norms and innovative praxes

13、 that effectively rendered many managers confused and helpless. This is particularly true for marketing executives charged with formulating and implementing marketing strategies internationally–—in a world where consumer

14、 time zones have become invisible and communication immediate.In this article, we provide a brief overview of Web 2.0, social media, and creative consumers, and explore the challenges and opportunities that these phenome

15、na present to managers generally and to international marketers and their strategies in particular. We also show that these phenomena have specific and unique implications for international marketing strategy, and we pro

16、vide five axioms to aid international marketers in exploiting the upside of these phenomena while limiting the considerable downside that can occur far too easily.2. Web 2.0, social media, and creative consumersthing new

17、 in and of itself. Enabled by technology to assuage the unquenchable thirst for information, it is consumers who have exploited the Web 2.0 plat- form. Instead of merely retrieving information as was the case in the earl

18、y state of the World Wide Web, consumers now both create and consume information. These newer interactive websites pro- vide a richer context to users by means of user- friendly interfaces that encourage and facilitate p

19、articipation. Tapscott and Williams (2007) contend that the economy of ‘the new Web’ depends on mass collaboration with economic democracy as an out- come. Web 2.0 has had two main consequences of importance to global ma

20、rketers. First, it has given rise to what has been termed ‘social media,’ and second, it has allowed the phenomenon that has been termed ‘creative consumers’ to flourish.2.2. Creative consumersCreative consumers are the

21、new locus of value in Web 2.0. It is they–—rather than firms–—who produce much of the value-added content in social media, and it is their networks of friends and associates that constitute the social. Creative consumers

22、 are the dynamos of this new media world. While the market- place often refers to social media as user-generated content (UGC) or consumer-generated media (CGM), it is important to distinguish between the media and the c

23、onsumers. The media (e.g., YouTube, Facebook, Twitter) are essentially vehicles for carrying content. This content–—in the form of words, text, pictures, and videos–—is generated by millions of consumers around the world

24、, and from a marketer’s perspective can indeed be inspired to create value (Muniz for example on Facebook or Twitter. It then progresses to consumers creating structured reviews and evaluations in text or video. Next, c

25、onsumers become involved in the promotion or demotion of brands through self-created advertising videos (Berthon, Pitt, Mollick, 2005).2.3. Social mediaSocial media comprise both the conduits and the content disseminate