开题报告译文-服装091-02王亚丽.doc

毕业设计（论文）译文
题目名称：天子品牌服装的销售现状及市场推广方案研究
院系名称：服装学院
班 级：服装091
学 号：200900714102
学生姓名: 王亚丽
指导教师：马素琴

2013年1月

竞争性营销策略中关系营销的重要性
Amol Ramesh Kajale
1.综述
1.1摘要
在市场情况下，营销常常是以关系为基础的，关系营销新现象在各个地区多次出现。关系营销是被定义为识别、建立、维护、增强、修改和终止与客户的关系，由一系列的有历史的旨在为顾客创造价值为企业创造利润的营销。关系交流可以被看作是在成本分析下的交流和以整体为基础的社交理论。对于营销者来说，二十世纪90年代是一个十分有趣的时代，由于在这个时期人们看到了营销手段的变化的时代。在二十世纪70和80年代期间，营销是由大型跨国公司为主导的，这些跨国公司将产品的广告宣传完全依赖于电视机。
然而，在二十世纪80年代，“服务的时代”开始获得牵引力，它的重点开始从“产品”向“顾客服务”转化。然而，先前的广告被看作吸引消费者的主要手段，现在重点被转换向企业如何向它的顾客提供服务。这些变化讨论的出现一方面不仅转向如何获得消费者，另一方面也转向如何建立长久的顾客关系。关系营销成为主要的热门话题，因为对于一些企业来说，这是一项新的市场项目。
关键词：关系交流 、情感因素、信任、利润、关系市场
1.2关系营销的概念
竞争策略的重点就是获得一份长久的竞争优势从而增强业务性能。营销策略中最重要的一个策略是提高一个公司的长期的业务绩效。由于这样的市场竞争策略能通过可持续竞争的优势增强公司的财务业绩。想拥有持续的竞争优势就需要拥有四项基本的要求：第一，它必须是宝贵的；第二，在竞争者之间它的产品必须是罕见的；第三，产品必须是完全可以模仿的；第四，在任何战略上都不能替代这个资源技能。来源于SCA的产品将会导致分化和低成本的竞争优势，可持续的位置优势将会导致更加长期的市场和财务业绩。制定竞争营销策略还包括：认识到在营销组合配方中市场营销组合的元素和评估竞争和市场影响之间的关系 。在1987年，一个关于产品质量水平、促销支出、价格与评估产品结构的影响的概念被提出。关系营销作为一个处在一个至关重要的主导有致地位，其在制定营销组合时也对竞争力和市场环境会造成一定的影响。竞争优势的实现基于以下三个因素：（1）公司的营销策略，（2）该策略的实施，（3）行业背景（波特的型号）。
公司营销战略的一个重要组成部分是关系，这种关系包括经销商与客户、渠道成员以及与竞争对手之间的关系。通过公开的或与之签署的合同来定义每种关系中合作伙伴的身份。关系营销在市场竞争营销策略中的角色包括：引导企业致胜的关键时刻，提高公司的盈利能力，建立与其他公司的合作关系，更好的为顾客服务，获得顾客的青睐，保护客户对本品牌的喜好，了解消费者心理状态，建立顾客对本品牌的信任度。所有这些作用都可以在酒店行业的实际经验中观察到，一些酒店就是把重点放在其非同一般的运营管理上和对顾客细致入微的贴心服务上来赢得胜利的。
1.2关系营销的研究的重要性和研究目的：
在过去的10年里，有关战略营销的概念和实证工作形成了两个重要的流派，尽管这两个流派本质上是相互关联的，但是已经差不多独立发展起来。第一个流派的市场导向是以客户为中心,关注的焦点是供应商和客户绑定在一起的程度。第二个流派的中心是关系营销，关注的焦点是从完成单笔交易转向建立互惠互利的长期伙伴关系行为的长期投资中，卖家所做出的努力，当然一定程度上也包括买家的努力。在这种背景下,下文的目标是为研究关系营销在市场竞争中的作用奠定基础。
1.3营销策略研究的重要性和客观性：
　(1)竞争性营销策略如同一个系统的操作设置过程一样,是一个动态的调整过程。通过研究关系营销的作用,在制定竞争性营销策略时可以给关系营销添加适当的规定，这有助于提高竞争性营销策略制定的有效性。
(2)通过研究关系营销的作用，可以设计出恰当的营销计划来吸引客户、发展客户群体。资源配置将会变得更高效。
(3)如果一个特定的市场需要更多的关系营销,那么市场可以通过对关系营销的研究制定出恰当地解决市场问题的策略。这项研究对必须考虑关系营销作用的营销战略家们有帮助,对需要与战略营销负责人打交道的关系营销人员也有用。这项研究中,首先研究的是关系营销的本质。其次，是对竞争性营销策略奠定基本框架并划定位置关系。最后，是将关系营销在竞争性营销策略中的作用概念化。。
1.4关系营销的基础
当前的概念化的关系营销迁移向组织行为和工业市场，这两者之间有公司与公司之间的已经建立起来的成功企业之间相互联盟的依赖关系。摩根和亨特将这种关系营销定义为指向建立、发展和维持成功关系交流的所有市场活动关系。在他们定义中的关系结构中，摩根和亨特借鉴社会和临床心理学中的理论知识，即社会交换理论。在他们的模型中，承诺和信任是关键因素，因为这两种因素能够促进交易伙伴保持关系投资地址短期投资吸引力的替代品，并维持伙伴之间的信任时期不会有机会主义的信念。
摩根和亨特描述了关系的10种形式，其中几乎有8种是公司和他们的供应商之间的战略伙伴、雇员以及公司内的各个部门之间拥有的典型关系。仅有2种关系涉及到顾客或客户与服务提供者之间的关系，例如广告公司与他们的客户之间的关系和服务公司与他们的最终客户之间的长期关系。服务公司与客户之间的关系均设定了某种不确定的相互依存和相互交往的历史的水平.在这些背景中关系营销是唯一可行的吗？雅克布奇和希巴德检查这个问题。他们描述了三种类型的关系：企业营销关系（BMR）；人际商业关系（ICR）；和商家对客户营销关系（B to C）。企业营销关系是那些类似于那些被摩根和亨特描述的关系：业务营销关系是那些类似于被摩根和亨特描述的典型的、密切的和强烈的相互作用的合作伙伴关系。这些关系有最长的营销人员研究的历史，这导致了可以用一个丰富而成熟的理论描述这些关系。在他们的文献回顾中，雅克布奇和希巴德加强了承诺、信任、和相互依存在理解业务关系中的重要性。第二种被雅克布奇和希巴德检查的关系是人际商务关系（ICR）：服务公司和最终客户之间的相互交流。这些包含B2B关系（例如那些广告代理公司和他们的顾客之间的关系）和销售代理与客户之间的零售交易。
文献研究了这些后者关系和周围建造理论（贝瑞和帕拉素拉曼的营销服务）。对于前者，例如律师和他们的客户之间或者广告公司和他们的客户之间的人际商务关系，相互交流发生在两相对对称的合作伙伴之间，事实上是密切和长久的，或许也包括社会组织。交互关系的质量所产生的结果是满意度、盈利能力、对服务提供者的积极评价、产生推荐的意图和公平和解或谈判的能力。
被雅克布奇和希巴德所描述的第三种关系是商家对顾客的关系（B2C）。这种关系主要被定义为商家与个人客户相互交流的主要技术驱动。雅克布奇和希巴德注意到关于这些关系有很少的科学研究。他们的结论是，我们从企业营销关系文献中所学到的结论已经限制了商家对顾客关系的应用，因为当且仅当在存在交换伙伴之间的相互依存条件下，信任和合作的概念才是有意义的。
2. 关系营销
2.1关系营销提高盈利能力
回报率的关系模型（格默森，1999年）表明，良好的合作关系形成良好的质量和良好的客户满意度。良好的质量产生于培养起来的内部关系/员工关系。良好的客户满意度产生于特定客户的需求得到更好的理解和服务。良好的质量和客户满意度会留住客户并带来随之提升的盈利能力以及良好的满意的内部员工和外部客户。
　2.2高素质的员工保留质量满意度高的客户
　保持盈利能力的竞争性营销策略的主要目标之一是提高长期财务业绩。关系营销通过利用在提高盈利能力的基础上开发的关系来实现营销策略的这种财务绩效目标。事实上,RM得到丰厚回报时也产生了高昂的产品或服务转换成本，例如办公自动化系统。当顾客愿意与供应商保持长期联系时，RM是有利可图的。另一方面交易营销的转换成本也较低。
2.3关系营销建立合作关系
关系营销培养外部伙伴关系,满足大型营销业务的需求.关系营销主要通过网络建立私人业务关系，也通过联盟建立企业的组织关系。这一系列的外部关系将各种市场要素以一种很协同各方式聚集在一起，管理组将公司客户关系的外部决定称为超级营销或市场外部性。深层次的社会与个人交往培养了关系建立的保护伞，这种保护伞能帮助解决的一个公司客户关系的外部决定。
个人销售在市场营销的销售者与消费者之间扮演着一个很重要的角色，在市场销售环节，个人销售的重点从影响买方行为向挂历的内在冲突转化。冲突管理方法包括：回避、和解、对抗、妥协、最终是协作。这个管理方法显示了某种或高或低的承诺的信号，也显示了顾客与销售者之间的由低水平到高水平的信息交换。这种管理方法有不同程度的管理与合作。销售人员的角色更多的是价值创造着，而不是说服者或问题解决者。
Importance of Relationship Marketing in Competitive
Marketing Strategy
Amol Ramesh Kajale
Even though marketing is always based on relationship. Relationship marketing (RM) new phenomenon in province marketing. RM is defined as the identification, establishment, maintenance, enhancement, modification and termination of relationships with customers to create value for customers and profit for organization by a series of relational exchanges that have both a history and a future. Relational exchanges can be viewed under transaction cost analysis and social exchange theories depending on the context. For marketers the nineties was a particularly interesting time as it was a period that saw a change in the approach to marketing. Marketing during the 70's and 80's had been dominated by large multinationals who focused on product advertising relying almost exclusively on television.
Yet during the eighties the era of 'services' started to gain traction and what emerged was a shift in focus from the 'product' to 'customer service'. Whereas previously advertising was seen as the primary means of attracting customers, now the focus was turned to how businesses served their customers. Emerging from these changes discussion turned not only to how to get customers, but how to keep them. Relationship marketing became a dominant topic which, for many, was a new marketing paradigm.
Key words: relational exchanges, emotional well being, trust, profitability, relationship marketing
INTRODUCTION
The objective of competitive strategy is to achieve a sustainable competitive advantage
(SCA) and thereby enhance a business performance (Bharadwaj, 1993). One of the major objectives of marketing strategy is to enhance the long-term financial performance of a firm. As such competitive marketing strategy serves to improve financial performance of the firm through the route of sustainable competitive advantages. There are four essential requirements for a resource/ skill to be a source of SCA (Barney, 1991). It must be valuable; it must be rare among competitors; it must be imperfectly imitable; there must not be any strategically equivalent substitutes for this resource skill. Sources of SCA leads to positional competitive advantage (differentiation and low cost). Sustainability of positional advantages leads to superior long-term market and financial performance. Formulating competitive marketing strategies also involves, recognizing relationships between elements of the marketing mix as well as assessing the impact of competitive and market conditions on marketing mix formulation. A model (Carpenter, 1987) has been outlined of the relationship between product quality levels, promotion expenditures and prices and assesses the impact of industry structure on the formulation of marketing mix. Relationship marketing serves as a moderator for the sustenance of positional advantages and influences the impact of competitive and market conditions on the formulation of the marketing mix. Competitive advantage is realized based on three factors (Sudarshan D, 1995):
(1) the firm's marketing strategy,
(2) implementation of this strategy and
(3) the industry context(Porter's model).
An important component of firm's marketing strategy is relationships. Relationships with customers, channel members and with competitors. He defines each relationship by the identity of the partner public and the contract with it. The role of RM in CMS includes: guide moments of truth, improve profitability, build partnering, address 'Customer Better', buy in of customer attention, protect emotional well being, understand consumer psyche, build trust with customer. All these roles are observed empirically in the hotel industry, with some hotels placing emphasis on their extraordinary operations and services to engage with the customer.
Importance and Objective of the study:
There are two important streams of conceptual and empirical work in strategic marketing that have developed more or less independently during the past 10 years (Steinman, Deshpande and Farley, 2000), although the two are inherently interrelated. One stream is market orientation which focuses on the extent to which a customer focus binds suppliers and customers together. The second stream is relationship marketing, which principally focuses on efforts of sellers, but also of buyers to some extent, to move from single transaction consummation to investment in longer term streams of mutually profitable partnership behaviors ( Anderson and Weitz, 1989;Dwyer, Schurr and Oh, 1987; Morgan and Hunt, 1994; Weitz and Jap, 1995). In this context, the following objectives are laid for studying the role of relationship marketing in competitive.
marketing strategy:
(1) Competitive marketing strategies (CMS) is a systematic action setting process as much as it is a dynamic adjustment process. By studying role of relationship marketing (RM), proper accordance can be given to RM in the systematic action setting. This helps improve the effectiveness of CMS formulation.
(2) By studying role of RM, marketing programs can be suitably designed to attract, develop customer segments. Resource allocations can be made more effective.
(3) If a particular market needs more relational marketing, then that market can be appropriately addressed for strategic decision making by studying role of RM. The study is useful to marketing strategists who need to take relationship-marketing efforts in to account and is also useful to relationship marketers who need to relate to strategic marketing heads. In the study, first we examine the nature of relationship marketing. Second we lay out the framework of competitive marketing strategy and delineate the position of relationships. Third we conceptualize the role of relationship marketing to competitive marketing strategy.
Foundation of Relationship Marketing –
The current conceptualization of relationship marketing migrated from organizational behavior and industrial marketing where interdependence between firms has been the foundation of successful business-to-business alliances. Morgan and Hunt define relationship marketing as all marketing activities directed towards establishing, developing, and maintaining successful relational exchanges (21). In their definitions of these key constructs, Morgan and Hunt draw from social and clinical psychology, namely, social exchange theory, and the marriage literature. In their model, commitment and trust
are the key mediating variables because they encourage exchange partners to preserve relationship investments, resist attractive short term alternatives, and maintain the belief that partners will not act opportunistically.
Morgan and Hunt describe 10 discrete forms of relationships, and almost all (8 out of the were typical of the relationships that firms have with their suppliers, strategic partners, employees, and among functional units within a fi rm. Only two relationships described by Morgan and Hunt involve customers or clients – the relationship between service providers such as advertising agencies and their clients and the long-term relationships between service firms and their ultimate customers. Both of these assume a certain level of interdependence and history of interaction. Is relationship marketing only viable within these contexts? Iacobucci and Hibbard examine that question (13). They describe three types of relationships: business marketing relationships (BMR); interpersonal commercial relationships (ICR); and business-to-customer relationships (Bto- C). Business marketing relationships are those similar to the ones described by Morgan and Hunt where the relationships are typify ed by long-term, close, and intense interactions between relatively symmetric (in terms of power) partners. These relationships have had the longest history of study by marketers, which has resulted in a rich and well-developed theory to describe them. In their review of the literature, Iacobucci and Hibbard reinforce the importance of commitment, trust, and interdependency in understanding business relationships. The second type of relationship examined by Iacobucci and Hibbard is the interpersonal commercial relationships (ICR): the interactions between a service firm and the final customer. These include business-to-business relationships (such as those between an advertising agency and its clients) and retail transactions between a sales agent and a customer.
The service quality literature has studied these latter relationships and built theory around them(Berry and Parasuraman's Marketing Services). For the former, such as ICRs between attorneys and their clients or advertising agencies and their clients, the interactions occur between two relatively symmetrical partners, are close and long term in nature, and may also include a social component. The outcomes of the quality of relationship interactions are satisfaction, profitability, positive evaluations of service provider, intentions to generate referrals, and the ability to compromise or bargain fairly.
The third relationship described by Iacobucci and Hibbard is the business-to-customer
relationships (B-to-C). These are defined as largely technology-driven interactions between a business and an individual customer. Iacobucci and Hibbard note that there is very sparse scientific research on these relationships. They conclude that what we have learned from the BMR literature has limited application to the B-to-C world because the concepts of trust and cooperation become meaningful if and only if there is interdependence between the exchange partners.
Relationship Marketing to improve Profitability
The return on relationship model (Gummesson, 1999) suggests that good Relationships leads to good quality and good customer satisfaction. Good quality arises as internal relationships / employee relationships are fostered. Good customer satisfaction arises as specific customer needs and wants are understood better and served better. Good quality and customer satisfaction leads to customer retention and consequent improved profitability. Good Internal Satisfied Employee Good External Customer.
Quality Employees Retention Quality Satisfaction High Customer -
Profitability Retention One of the major objectives of competitive marketing strategy is to improve the long term financial performance. Relationship marketing by working towards improving profitability based on exploiting its relationships serves this financial performance objective of marketing strategy. In fact, RM pays off handsomely when products or services have high switching costs e.g. office automation system. RM is profitable when customers are willing to stay with suppliers for a long period of time. Transaction marketing on other hand pays when there are low switching costs.
Relationship Marketing builds partnering-
RM fosters external partnerships that cater to the mega-marketing needs of a business. RM fosters external partnerships through networks (individual relations); collaborations (organizational relations) including alliances. These sets of external relations bring together ma