1、 外文翻译 原文 Marketing Implementation: The Implications of Marketing Paradigm Weakness for the Strategy Execution Process Material Source: MARKETING IN THE 2 IST CENTURY Author： Nigel R Piercy Grounded more in executive development work with executives in international companies than in conventional emp
2、irical study, this article will argue that the ability of organizations to effectively implement marketing strategies is surprisingly poorly understood; furthermore, it maybe liable to reduce rather than grow, as a result of a number of factors currently affecting the role of marketing in major corp
3、orations. The argument is developed around the following goals. First, scholars and practitioners with interests in marketing strategy implementation issues are offered a commentary on a processual perspective on implementation. However, second, we will argue that in the important context of the glo
4、balization process and the importance of the international “master brand“ (Sheth 1997), there are major differences in the marketing strategy implementation capabilities of organizations in different parts of the world. It is hoped that this also will be of interest to scholars in international mark
5、eting. Finally, we will argue that there are a number of important trends that are affecting the ability of organizations to implement marketing strategies in a global marketplace, which are of general importance and interest to marketing executives. Centrally, we will argue that in many countries o
6、utside the United States, the marketing paradigm I is frequently weaker in organizations than is the case in similar types of organization in the United States and, furthermore, that it is becoming weaker in many important respects. In the first instance, we will argue that a weaker marketing paradi
7、gm provides an important, although frequently covert, barrier to the effective implementation of global marketing strategies. In fact, the issue of marketing implementation has been long recognized as critical to marketing effectiveness, and an area of particular weakness in many organizations. Bono
8、ma (1985) noted some time ago that marketing for a number of years has been long on advice about what to do in a given competitive or market situation and short on useful recommendations for how to do it within company, competitor, and customer constraints., these parties often are strategy-sophisti
9、cated but implementation-bound. That is, they know quite well what it is they want to do in marketing; usually, however, there are real problems in getting the marketing job done. (P. 200) The structure to be followed is as follows. First, we will review the literature pertaining to the marketing st
10、rategy implementation process, contrasting traditional views of structure and control with emerging process models. Second, we will examine the evidence supporting the argument that the marketing paradigm is weak and weakening further in many companies, not merely in terms of structure and systems b
11、ut also in terms of organizational culture and management philosophy. The remainder of the article will attempt to draw together the implications of marketing paradigm weakness for corporate marketing implementation capabilities. Conventional models of marketing implementation are essentially sequen
12、tial, in that implementation is treated as an activity that follows from, and is shaped by, strategy formulation. As in the general management literature, traditional approaches to implementation emphasize organizational design and the manipulation of systems and structures around strategic goals, w
13、here managers rely primarily on their authority to adjust the organizations structural framework as a means of enacting strategic decisions (e.g., Bourgeois and Brodwin 1984; Galbraith and Kazanjian 1986). Also, these approaches normally assume a conventional organization type and have not addressed
14、 the emergence of new networked organizations (Cravens, Piercy, and Shipp 1996). The Marketing Strategy Formulation-Implementation Dichotomy It is suggested that many of the problems faced in marketing implementation arise not simply from practical problems in management execution skills, but becaus
15、e conventional approaches to strategy development in marketing are based on the view that strategy development or formulation and marketing implementation are distinct and sequential activities. Cespedes (1991) identifies the dangers of this dichotomy in the terms illustrated in Appendix A. These ar
16、guments led Cespedes and Piercy (1996) to underline an urgent need to examine the ways in which the processes of marketing strategy formulation and implementation are linked within an organization, as a route to strategic initiatives that are both attractive in the marketplace but also matched to th
17、e organizations execution capabilities. This argument can also be extended to the context of an alliance-based networked structure (Piercy and Cravens 1995). Process Issues in Implementation It is apparent, however, that a process view of strategy formulation and implementation is not easily formula
18、ted. The critical issues move from those of the traditional approach to implementation-the design of efficient structures and control systems-to more complex organizational issues. The Implications of a Process View of Implementation A process perspective appears useful, although largely undeveloped
19、, in building insight into issues like implementation in an organizational context. However, there are various ways of conceptualizing process for these purposes. Most commonly, process is understood in terms of its substantive content-the new product development process, the planning process, for e
20、xample. In addition,processes may be conceived in terms of their purposes-value-defining, value-developing, and value-delivering processes, for instance (Webster 1997). The Organizational Position of Marketing In fact, the positioning and structural location of marketing in a company is of greater i
21、mportance than simple “organizational trappings.“ The significance of the signal sent by formal organizational arrangements for marketing is illustrated by Carl Gust in (1997) at Kodak: At Kodak, we think marketing matters more than ever; thats why we formed the office of Chief Marketing Officer ove
22、r two years ago. To achieve corporate growth (in volumes, margins, and share), you must enjoy an intimate relationship with your customers and end-users. If you dont do products design, R加尔布雷思和 Kazanjian 1986年）。但是，这些方法通 常假定一个传统的组织类型，并没有针对新出现的网络化组织（奎文，皮尔西和希普 1996）。 实施二分法制定营销策略： 有人指出，在推广实施中面临的许多问题不只是在
23、管理的执行技能的实际问题，而且市场营销战略传统发展方法是基于战略发展制定和实施不同的营销活动。德斯（ 1991年）确定了这一条款。 德斯和皮尔西（ 1996）强调需要迫切研究在哪些营销策略的制定和执行过程是 有关组织内走向 的 战略举措 ，在匹配的战略举措路线，提高组织的执行能力。这样一来对于市场就有吸引力。这种说法也可以延伸到以联盟为基础的网络结构（皮尔西和克雷 文 1995年）的范围内。 在实施过程中的问题： 在营销实施的过程中存在的问题是显而易见的，并且一个营销战略的制定和实施过程的观点是不容易制定的。关键的问题在于：摆脱传统方法的落实 - 高效率的结构和控制系统设计 - 更复杂的组织问
24、题。 一个执行过程观的启示： 从过程 的角度 来说 ,虽然在很大程度上 还 不 完善 ，没有做到对组织范围内执行问题的深入了解。不过，也有理论资料为这些目的过程中的各种方式提出建议。最常见的，在理解其实质性内容上，如新产品开发过程，规划过程。可能会在其设想的目的条款、价值定义，价值，发展，价值传 递过程。（韦伯斯特1997年）。 市场营销组织地位： 事实上，市场定位和结构在公司的位置不是简单的“组织陷阱”，更要是由正式的组织安排。卡尔古斯丁（ 1997）在柯达说明了营销信号的意义：在柯达，我们认为目前营销比以往任何时候更重要，这就是为什么我们在两年前成立了首席营销官办公室。为了实现企业效益的增
25、长，你必须与客户和最终用户保持亲密关系。如果你不按照客户要求的产品设计，研发，金融业务建模，当然，你可以生存，但你不会成长。 （第 6页） 攻击对营销的作用： 许多攻击来源于不同的公司，从使组织方面的营销效果减弱的 这些迹象看，攻击也有在市场营销中的作用。在一个层面上，商业评论家和顾问指出了围绕业务流程再造，以避免市场需求的竞争策略（例如，米切尔 1996年）。在另一个层面上，分析家指出：“市场的失败，因为战略”（韦伯斯特 1997年）。例如，多伊尔（ 1997）指出，很少有英国公司能够逾越 “市场营销”的广告和促销作用，来实施稳健的营销策略，提供长期的客户和股东价值。 在未来世界的精益营销：
26、 一个新的管理办法，可能会破坏现代企业营销的效果。 “精益企业”的模式发展只不过是一种新兴的管理理念，可能与传统营销方式的冲突，破坏了 市场营销的组织执行能力。这种情况下，可考虑在营销学者和从业人员大多不能有效地应付对企业裁员和层级广泛的动作、运动全面质量管理（ TQM）和业务流程再造（ BPR）方面综合物流系统，供应链管理也许是最特别的管理（摩根和皮尔西 1996年）。 营销的方式的核心问题还需要作进一步的战略实施及融入战略制定方面的研究。事实上，市场营销对公司的作用已经改变了市场营销在商业学校课程的地位。挑战营销作为一个专门领域的功能已经出现。在这方面，发达国家适当迫切的反应是可取的，虽然它可能涉及到新的域路线和课程结构（皮尔，哈里斯，彼得斯 和车道 1997年）。朝着“以市场为导向的战略管理”将可能是最重要的营销战略（克雷文等 al.1997）。
