关系营销和服务营销外文翻译.docx

关系营销和服务营销外文翻译.docx

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关系营销和服务营销外文翻译

学院

毕业设计（论文）外文翻译

学生姓名专业班级市场营销02班

指导教师职称　助教

所在单位营销教研室

教研室主任　

完成日期

Relationshipmarketingandservicemarketing:

convergencepointofCultureDepartmentofvaluecreation

ABSTRACT

Usingtherelationshipparadigmasatheoreticalframework,amanagementmodelforculturalservices（relationshipmarketingofculturalorganizations）isproposed,whatisanunprecedentedcontributioninthemarketingfield.Bycombiningtwoconvergentperspectives–asrelationshipmarketingandservicesmarketing–,themodelisstructuredonthebasisoftwolargetypesofrelationshipsinthemanagementofaculturalorganization:

instrumentalrelationshipsandgrouprelationships.Thepaperisanin-depthstudyofrelationshipsregardingperformingartsaudience.Atheoretical/empiricalapproachwasapplied,includingfacetofaceinterviewsto1005performingartsconsumersandtelephoneinterviewstoasampleof2005individualsinSpain.

Keywords:

Culturalmarketingerformingartsservicesrelationshipmarketing

1.INTRODUCTION:

Themostrecentliteratureonmarketingmanagementisdemonstratingarevolutionarychangeinbothformandcontent,which,undoubtedly,willresultinseveralresearchprojectsintheshorttermaimedatsheddingsomelightonthisdilemma.Traditionalmanagementmodelsandparadigmsdonotadapttotherequirementsofnewproducts,astherearemoreandmoreexceptionsandquestionsonthemodelsdevelopedsofar（LovelockandGummesson,2004;VargoandLush,2004）.Inthiscomplexcontext,thispaperaimstomakeanin-depthstudyofthefieldofculturalservicesmanagementbyusingtwoconcurrentperspectives–relationshipmarketingandservicesmarketing–,inordertocontributetothedevelopmentofthenewmarketingdomain:

culturalmarketing（Kotler,2005）.Thisisafieldstillinitsdevelopmentphase,buthasprobablyfound,withthesenewtrends,therightmomenttogrowanddevelopmanagementstructuresandmodelsthatmeetitsparticularrequirements.

Fromtheverybeginning,contributionsmadetotheculturalsectorbythemarketingdisciplinehavebeenverydiverse.However,althoughtheyseemtohavecometoaconsensusinthescientificworldabouttheideathatthemanagementofculturalidentitiespresentssuchspecialcharacteristicsthatmakeitconsiderablydifferent（VossandVoss,2000;Colbert,2001;JohnsonandGarbarino,2001;ArtsCouncilofEngland,2003;KotlerandScheff,1997）.Contributionsfromthemarketingmanagementareastilldonotsufficetoconstructaknowledgebasethatissolidenoughtocreateatheoreticalmanagementframeworksimilartotheoneotherdisciplineswithmoretraditioninmarketingresearchhave.

Inthiscontext,itisstatedthattherelationshipmarketingparadigmoffersasuitableframeworkfortheimplementationofculturalmanagementandthisresearchstudyhasfocusedontheperformingartsservicessector,asconsideringthatitisoneofthemostforgottensectorsbyscientificresearchersofmanagement.Furthermore,thedecreasingconsumptionofthisartforminEuropegoesagainstthetrendiftakingintoaccountthattimeandmoneyinvestedinleisureactivitieshasnotstoppedgrowingwithcountries’economicdevelopment.Inviewofthissituation,questionsasfollowingarerequired:

whatisthereasonforthislossofcompetitiveadvantage?

whatisbeingdonewrongtobelosingimpactinamarket,which,intheory,isbecomingmoreandmoreinclinedtoconsumeleisureactivities,suchastheperformingarts?

whichagentsareresponsiblefortheresults?

whichagentsareaffectedbytheresults?

whatcanbedonetoimprovethis?

Thesequestionsarethebasisforcarryingoutthisresearchstudy.

2.RELATIONSHIPMARKETING,SERVICESMARKETINGANDCULTURALMARKETINGASTHREECONVERGENTPERSPECTIVES:

Relationshipmarketinghasbecomeoneofthemostimportantcontributionsinthedevelopmentofmodernmarketingscience（PayneandHolt,2001）,andithasgeneratedarecognisedinterestinthefieldofscientificresearch.Whatismore,intheopinionofnumerousauthors,ithasevenbeenseenasanewparadigm（Gummesson,1999;Pecketal.,1999;Webster,1992;ShethandParvatiyar,2000;KothandaramanandWilson,2000）.

WiththeconceptbyGummesson（2002）on“relationshipmarketingisinteractionsinnetworksofrelationships”asastartingpoint,themanagementofaculturalorganizationisunderstoodasbeingnecessarilydeterminedbyamultitudeofagentsinthemarket,beincludedintheorganization’splanningprocess,sincethevalueofthefinalproductisgoingtodependonthemtoalargeextent.Theroleoftheinterestgroupsintheplanningprocessoftheorganizationsisoneoftheleastcultivatedareasofrelationshipmarketing（Henning-ThurauandHansen,2000）.PayneandHolt（2001）explicitlyrefertothisdeficiency:

“understandinglong-termrelationshipswithbothcustomersandotherstakeholdergroupshasbeenneglectedinthemainstreammarketingliterature;managingtheorganization’sinternalandexternalrelationshipsneedstobecomeacentralactivity;thiscentralactivityisrelationshipmarketing”.Wearefaced,therefore,withanewscenarioinwhichone-to-onemarketinghasgivenwaytomany-to-manymarketing（Gummesson,2004）;inotherwords,planningrelationshipswithindividualshasevolvedtoplanningrelationshipswithcollectives,withinteractionnetworks.

Ontheotherhand,eitherwhencontributionsinthefieldofculturalmarketingdonotrecordenoughstandardizationorvolumetobegroupedintrendsorschools,theydoshareavalue:

theimportanceofrelationshipsintheirmanagement.Contributionsmadeinthisareaareverydiverse,inmostcasesfocusingonrelationshipswithcustomers（relationshipswiththeperformingartsaudience）.GarbarinoandJohnson（1999）usethestageofanoff-BroadwaytheatreinNewYorktoexplorethetransaction/relationshipcontinuumproposedbyGronroos（1995）toconcludethattheperformingartsaudiencehasdifferentbehaviouralprofilesdependingontherelationshipsdevelopedwiththeorganizationor,specifically,“inaconsumerenvironmentinwhichcustomersreceivehighlysimilarservices[...]therearesystematicdifferencesintherelationalismofdifferentcustomergroups”.Rentschleretal.（2001）alsoconsideredanempiricalapproachtorelationshipswiththeaudienceofperformingartsorganizationsinAustralia:

“whatartsorganizationsneedtoconsideriswhethertheexpenseofhavinghighsingle-ticketsalesissustainableand,ifnot,whattodoaboutit”.

3.THEPRODUCTANDRELATIONSHIPSWITHCUSTOMER’SSUGGESTIONSONAMODELFORTHERELATIONSHIPMANAGEMENTOFCULTURALSERVICES:

Relationshipswiththeaudiencearethecentralcomponentintheconfigurationoftherelationshipmarketingmanagementmodelforculturalorganizations.Thiscentralplaceissharedwiththeculturalproduct,whosegeneralmarketingmodelpresentsspecialcharacteristicsthatdifferentiateitfromtheclassicstructureofmarketing,as:

1.Marketingprocessstartsintheproducerorganization,andfromthisorigin（theculturalproduct）adecisionhastobemadeconcerningthepartofthemarketthatmaybeinterestedinconsumingit.

2.Oncepotentialconsumershavebeenidentified,thecompanywilldecideontheremainingrelationshippolicies（instrumentalandgroup,whichwewillcoverbelow）.

Therefore,wearefacedwithakindofmarketwhosemarketingprocessshowsa“product-to-client”typestructure.Theatypicalstructuretransformstherelationshippolicywiththeculturalcustomer,asitconsidersthatthecoreoftheproductisunalterable（Colbert,2001）.

Thisstructureinvolvesthedevelopmentofawidevarietyofrelationships,whichhavetobeincludedinthevaluecreationprocessformingthemarketingofaculturalproduct.Theculturalofferingofacountry,aregionoradistrictisasourceofbenefitsforalargenumberofsocialsectors.Itisnotfornothingthattherecognitionofthe“needforculture”iswell-knowninvirtuallyalldevelopedcountries（CounciloftheEuropeanUnion,2004）,andpublicorganizations,aswellasprivateentities,areinvolvedinsatisfyingthisdemand.Basedonthissituation,itislogicaltoassumethateachandeveryoneofthesecollectiveshastobeincludedintheorganization’splanninganda“win-winrelationship”needstobeimplementedinconnectionwiththem.

Performingartsorganizationswillhavetomanageamultitudeofrelationshipstoachievetheirobjectives.Theserelationshipswereformerlyclassifiedintotwolargecategories（Quero,2003）:

a.Instrumentalrelationships:

thisfirstcategorygroupsthemarketingmixinstrumentsandincorporatesarelationshipfocus（i.e.,product,price,distributionandcommunicationrelationships）.

Thedifferentiationfactorcharacterizingthedesignofthesepoliciesisthattheyhavetobeplannedtakingasareferencethecreationofvalueforcustomersandforeveryoneoftheagentsinvolvedintheproductionprocessoftheculturalservices.

b.Grouprelationships:

thesecondofthecategoriesisrelatedtotheidentificationandplanningprocessofrelationshipswithcollectivesoragentsofinterest,astheperformingartsaudience,educationalcentres,publicorganizations,competition,suppliers,non-publicorganizationsandinternalrelationships.

Fromthispointofview,grouprelationshipsandinstrumentalrelationshipsareunderstoodasdifferentinnature,buttheyconvergeinstrategy;inotherwords,whilstsomeofthemrequireskillsconnectedwiththemanagementofrelationshipswithcollectives,othersrequireadifferentkindofskills,morevisibleforthecustomerandconnectedwithdecision-makinginspecificaspects,suchasprogrammedesign