文献出处:Walker L STRATEGIC BRAND ORIENTATION [J]. Academy of Marketing Studies Journal, 2014, 18(2).32-50
原文
STRATEGIC BRAND ORIENTATION
Walker
WHERE DOES A BRAND ORIENTATION FIT WITHIN CONTEMPORARY MARKETING STRATEGY?
Over the years, at least three competing philosophies have influenced marketing strategies. In the years leading up to the mid-1950s, marketing focused internally on production efficiency (e.g. a product orientation) and aggressive selling (e.g., a sales orientation). Somewhere around the mid 1950's, the focus shifted externally to customer needs (e.g. the marketing concept). The marketing concept, identified by (McCarthy &Perreault, 1984) as the philosophical foundation of a market orientation, consists of three components: customer focus, integration, and long term profitability. The marketing concept is said to serve as a cornerstone of marketing thought (see Borch, 1957; McKitterick, 1957).
The 1990s saw renewed interest in the concept of market orientation (the implementation of the marketing concept). Based on a thorough literature review, Harrison-Walker (2001) conceptualized a market orientation as a dual, four-stage process involving information acquisition (Kohli &Jaworski, 1990), information sharing (Kohli &Jaworski, 1990), shared interpretation of information (Day, 1993; Sinkula, 1994), and the utilization of information in developing and implementing marketing strategies (Kohli &Jaworski, 1990). The type of information which is gathered, shared, interpreted and utilized is information about customers and competitors (Narver &Slater, 1990). In other words, the information gathered about customers and competitors is ultimately utilized by the market oriented organization to develop and implement marketing strategies that will meet the needs of customers - and do so more effectively than competitors.
In an attempt to depict the market oriented approach to marketing strategy, customer needs may be thought of as the core around which the marketing mix is designed (see Figure 1). It is
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