企业文化因素的营销策略分析——以房地产企业为例

改革开放30多年来,中国房地产市场得到了迅猛发展,逐渐从当初的地段竞争、价格竞争发展到现今的产品竞争、文化竞争的轨道上来。本文对基于文化因素营销策略的特征进行了详细阐述,并分析了文化营销与其他因素的优劣势和其适用范围,通过苏州桃花源的营销案例,进一步阐述了基于文化因素的营销策略,以期让大家对房地产基于文化因素的营销策略有更加深刻的认识。     

“真功夫”的文化营销策略研究

摘要：我国市场经济的发展已经使得“酒香不怕巷子深”的观念不再适用．企业必须通过有效的市场营销策略来提高品牌知名度和市场占有率。文化营销作为重要的市场营销策略,受到人们越来越多的关注。本文具体研究餐饮企业“真功夫”的文化营销策略：首先文章对文化营销策略进行了概括介绍;然后回顾了“真功夫”的发展历程;接着具体分析了“真功夫”在产品、品牌、广告、企业价值观、公共关系活 动五个方面的文化营销策略：最后从品牌定位、产品组合、品牌文化、创新精神四个方面总结了其文化营销策略带来的启示。     

服装企业文化营销策略论析

文化营销，即是利用文化或文化活动组织营销的过程。目前，我国服装企业文化营销存在诸如对产品文化内涵认识不足、缺乏用文化塑造品牌个性的理念、价格标准的制定缺少文化因素、促销活动过程没有文化力度等问题，提出了产品文化营销策略、品牌文化营销策略、价格文化营销策略及促销文化营销策略等来加强服装企业的文化营销。     

如何以文化营销推动品牌建设

文化营销和品牌建设是当今企业关注的话题,本文从导入文化入手,分析文化营销对品牌建设的意义以及文化营销的实施策略,提出了我国企业实施文化营销推动品牌建设的措施.     

城市轨道交通客运营销策略研究

论文主要对城市轨道交通客运营销工作进行探究,在探析城市轨道交通客运营销工作现状的基础上,分析了其营销工作存在的问题,探讨了研究城市轨道交通客运营销策略的必要性,从产品策略、价格策略、促销策略和文化策略方面进行分析并提出相关建议,以期能为铁路事业发展提供支持。     

企业文化营销策略研究

文化营销作为一种新型的营销方式,是在竞争的加剧和面对消费者需求的变化中产生的,本文从企业文化营销的概念入手,指出了目前企业文化营销存在的问题,提出了企业文化营销的实施策略。     

企业文化营销策略研究

文化营销作为一种新型的营销方式,是在竞争的加剧和面对消费者需求的变化中产生的,本文从企业文化营销的概念入手,指出了目前企业文化营销存在的问题,提出了企业文化营销的实施策略。     

国际营销中的文化策略

本文介绍了国际营销过程中存在的文化风险,文化风险是企业在跨文化营销过程中必须考虑的重要问题。在此基础上,文章进而提出了国际营销过程中的文化策略,包括跨文化培训策略、文化本地化策略、文化规避策略。     

从孝文化谈文化营销与农产品加工企业品牌塑造

本文从文化营销的基本理论入手,分析了孝文化的理论精髓和我国农产品加工企业营销现状,尝试性的提出了以孝文化促进农产品加工行业品牌塑造的策略,包括:基于孝文化的品牌设计、产品开发以及亲情营销等.     

科技期刊网络营销的可行性及营销策略

目前,网络营销已经成为营销的重要手段,科技期刊作为一种文化知识产品有必要建立起网络营销的模式。从科技期刊产品的特殊性、科技信息的时效性、同行业的竞争形势等方面分析了科技期刊网络营销的可行性,并从产品营销策略、网页营销策略、顾客服务策略三方面进行了探讨。     

论车模广告的审美文化意义与商业效应

随着我国汽车市场规模的不断壮大和汽车工业的快速发展,汽车的营销手段和广告策略也越来越受到业界和学界的关注。车模作为一种独特的广告形式不仅具有较大的商业效应同时还有一定的审美文化意义。本文首先描述了我国汽车市场的现状及汽车广告的诉求策略,在此基础上分析了车模广告作为一种感性诉求策略,她的审美文化意义与商业效应,最后指出了目前车模广告存在的三大误区。     

The impact of internal,external, and competitor factors on marketing strategy performance

ABSTRACT

Strategy formulation is commonly understood as the match between a firm’s internal resources and skills and its external environment. Marketing strategy performance is the function of a dynamic, interactive process incorporating internal firm resources, external environmental factors, and competitive actions. The study aims to assess the impact of competitor actions on marketing strategy performance. We develop a model that accommodates the effects of 29 variables (comprising internal marketing strategy variables, external environmental factors and competitors’ marketing mix variables) on business performance. We empirically test the model using simultaneous equation modelling of time-series data on UK car manufacturers collected from publically available resources and annual reports. The results show that external factors, in particular competitors’ marketing mix elements, have a greater influence on a company’s business performance than internal (marketing and non-marketing) strategy variables. Implications for marketing theory and management are discussed.     

Interactive effects of marketing strategy formulation and implementation upon firm performance

Abstract

This study employed an integrative approach to investigate the influence of external business environment, strategy formulation, viability of marketing strategy, and strategy implementation upon firm performance. The findings show that while technological change and market competition negatively influence the credibility of the strategy, market attractiveness has a positive influence upon the viability of strategy employed. Moreover, market competition has a positive influence upon the involvement of marketing managers in terms of strategy making and that the presence of an innovative culture is strongly required in executing a strategic marketing plan. In addition, the study shows that the involvement of marketing managers in strategy making, which is strongly supported by an innovative culture, generates their commitment to the strategy, which positively influences strategy viability.     

论城市营销中的文化管理

城市营销是基于城市资源的一种竞争战略,而城市文化是城市资源的核心组成,由此城市营销要特别关注城市文化管理。城市文化管理包括确立文化管理的价值取向;文化载体管理;创新管理;城市文化品牌创造管理。     

Worried about strategy implementation? Don’t overlook marketing's role

Many executives and scholars have argued that effective strategy implementation is at least as important as—if not more important than—developing a brilliant strategy. While there are several extant viewpoints regarding what is required for successful strategy implementation, perhaps the most influential perspective is that business success requires a fit between strategy and organizational architecture. Organizational architecture subsumes structural variables and capabilities. For the past 10 years, we have studied the performance implications of matching marketing's organizational architecture to four generic business strategies: Prospectors, Analyzers, Low-Cost Defenders, and Differentiated Defenders. Through six empirical studies we have identified best practice matches between these strategy types and: (1) marketing organization culture, (2) marketing strategy, (3) market strategy formation process, (4) market-focused strategic organizational behaviors, (5) marketing organization structure, and (6) marketing control systems. In this article, we bring together findings from each of these studies to provide a comprehensive overview of those marketing actions and policies that are associated with superior firm performance.     

'The IKEA Saga': How Service Culture Drives Service Strategy

Not much attention has been devoted to the relationship between service culture and service strategy, including services marketing strategy. The assumption that service culture drives service strategy has not been empirically examined. The aim of this paper is to contribute to a better understanding of the strategic role that service culture and service strategy have for business development in a long-term perspective. The empirical basis for our discussion comes from IKEA, the largest retail furniture firm in the world. Our results clearly show the importance of a strong and dynamic service culture for market and business success.     

Implementing Marketing Strategy Through a Market Orientation

The adoption of specific marketing strategies is related to several factors in an organization including the organization's mission, objectives, resources, and market orientation. We report an exploratory study in which we define relationships between market orientation and marketing strategy in a high technology environment - the telecommunications industry in the United States. Market orientation is defined as a culture that influences how employees think and act. Our results indicate that a market orientation provides a context for the implementation of specific marketing strategies by serving as a moderator of operational marketing strategy. For example, those organizations who possess a strong market-oriented culture (high-spirited cultures) engage in value creation strategies such as market segmentation, developing new products/services for new markets, and product or service customisation. Those organizations possessing low market orientations (ineffectual cultures) generally practice less aggressive and internally focused strategies such as charging lower prices, providing limited customer service, product/service standardization, and undertake limited market research.     

Using diffusion models to forecast market size in emerging markets with applications to the Chinese car market

Marketing managers have to forecast the market size and this forecast guides strategic decisions whether to continue exporting, open new factories or expand existing production operations. Forecasting sales and the market size is a challenging task; even more so in emerging markets where data is limited and the market demand is changeable. This research proposes a novel approach that applies diffusion models using car ownership data to forecast car sales. Car ownership data may be easier to access than sales data in emerging markets but marketing managers are more interested in the sales forecast. Researchers propose using diffusion models to forecast the adoption of new products or products which are new to consumers in a market. This research demonstrates that marketing managers can use diffusion models to predict car sales in China where cars are new products to most consumers in this market. Since the majority of car buyers in China are first time buyers, car manufacturers and retailers must also forecast when the market composition will change. This effectively means predicting when first time car buying will start to slow down and repeat/replacement purchase or second hand car purchase will become more important. To forecast both sales and market composition change, marketing managers must choose a robust model. Managers want insights from models that have been tested robustly especially in less stable market conditions. In this context, this study illustrates the value of using a rolling forecast instead of a fixed horizon approach when comparing and choosing which model to use to forecast both sales and market composition change for the Chinese car market.     

21世纪的营销:后现代主义视角

“后现代主义”是法国现代哲学的一个流派,越来越多的领域引入这一哲学思想,西方经济学和营销领域也开始研究经济及消费生活中的后现代现象。文章在介绍了后现代主义思想并分析其对消费文化的影响的基础上,提出了新世纪企业应采取的新营销战略。     

A Framework for Ethical Conformity in Marketing

The extant marketing literature provides little guidance for theory development or practice with regard to questions of ethical conformity and the resulting market response. To begin to bridge this research gap, we advance a theoretical framework of ethical conformity in marketing, appealing to marketing ethics, management strategy, and sociological foundations. We set the stage for our theoretical arguments by considering the role of normative expectations related to marketing practices and behaviors held by societal constituents. Against this backdrop, we propose drivers of conformity in marketing, including practices consistent with both overconformity and underconformity. The framework allows us to advance testable research propositions by which questions of ethical conformity may be explored. We conclude by suggesting additional future research needed to develop the domain, specifically in the form of empirical inquiries uncovering firm strategic decisions with ethical implications. Kelly D. Martin is Assistant Professor of Marketing at Colorado State University in Fort Collins, Colorado. Her research interests involve marketing strategy with ethical implications, interfirm relationships, the role of marketing in society, and the effects of institutions, social norms, and culture on organizations. Her work has appeared in the Academy of Management Journal, the Journal of Business Ethics, and Business & Society. Jean L. Johnson is the Gardner O. Hart Professor of Marketing at Washington State University in Pullman, Washington. Her research focuses on marketing strategy, interfirm relationships, and capabilities and learning in firms. Her work appears in the Journal of Marketing, the Academy of Management Journal, and Journal of International Business Studies, among others.