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英文文献翻译
Marketing is a fundamental business function which is directly connected to the companyrsquo;s long-term performance.However,the marketing function seems to be marginalized in many companies.The main reasons for the relatively low power of the marketing function within the private sector are insufficient control of CMOs over marketing strategy and the marketing mix, lack of convenient measures for capturing the effectiveness and efficiency of marketing investments,the tactical and short-termed orientation of marketing departments, and last but not least the low reputation of the marketing profession.
市场营销是一项基本的业务职能，直接关系到公司的长期业绩.然而，在许多公司，营销功能似乎被边缘化了。私营部门内营销职能相对较低的原因是，对营销策略和营销组合的控制不足，缺乏方便的措施和捕捉营销投资的有效性和效率，营销部门的战术和短期定位，但并不是说最不重要的是营销专家的低声誉。
Marketing is a fundamental business function. Companies of all sizes and sectors
have to answer basic strategic marketing questions, such as “who is their ideal customer”,“what is the value they propose”,“how do they ensure customersrsquo; satisfaction”or“how do they retain a competitive position”. These marketing decisions are integral for every business model in a competitive market. They represent a necessary condition for the companyrsquo;s long-term performance.
营销是一项基本的商业职能。所有规模和行业的公司都必须回答基本的战略营销问题，比如“谁是他们的理想客户”，“他们的价值是什么？” “如何确保客户满意”或“如何保持竞争地位”。这些营销决策对于竞争市场中的每一种商业模式都是不可或缺的。他们代表对公司长期业绩的必要条件表示不满.
Companies that are customer-oriented (i.e. those with a strong marketing function) possess a sustainable competitive advantage.Research proves that customer orientation correlates with performance.For example, Slater and Narver (2000) found a positive relationship between market orientation and business profitability. It was also proven that marketingrsquo;s influence on top management was associated with a firmrsquo;s growth, etc.(Stringfellow amp; Jap, 2006)
以客户为导向的公司(即那些具有强大的市场营销功能的公司)具有可持续的竞争优势。研究表明，顾客导向与绩效相关。 例如，SlatandNarver(2000)发现市场导向与企业盈利能力之间存在着正相关关系。事实也证明，市场营销对高层管理人员的影响是联合公司(Associa)。 TED与公司的成长等（斯特林费洛和JAP，2006）
However, it seems that the marketing function has been losing its power within
companies recently. Many companies even do not have a marketing representative on
their board. According to a Booz Allen amp; Hamilton study, less than half of the Fortune 1000 companies have a Chief Marketing Officer position (Kerin, 2005). In the United States, only one of the top twenty Fortune 500 companies has a CMO position and in Great Britain only five of the 100 companies listed on the London Stock Exchange have a board-level marketing position (Stringfellow amp; Jap, 2006). Furthermore, only 10 percent of executive meeting time is devoted to marketing at large companies (Varadarajan, 2006). This means that the main attention of companies has shifted to other business functions.
Marketing is usually not the most powerful department in companies.A 2011
study with 227 CMOs of large Czech-based companies showed that only 14% of these
managers perceived their department as the most influential player in the company (Hořejscaron; amp; Karliacute;ček, 2011). More typically, it was the sales or finance departments that were perceived as having the most power in constituting the overall corporate strategy
然而，市场营销功能似乎已经失去了在公司内部的权力。许多公司的董事会中甚至没有一名营销代表。根据布兹的说法和恩汉密尔顿研究，不到一半的财富排行1000强公司有首席营销官的职位(凯林，2005年)。在美国，前20位财富榜500强企业中只有一家在英国，在伦敦证券交易所上市的100家公司中，只有5家拥有董事会级的营销职位(Stringfrieramp;Jap，2006)。此外，只有百分之十的执行会议时间专门用于大公司的营销(Varadarajan，2006年)。这意味着公司的主要注意力已经转移到其他业务职能上。这都不是公司里最强大的部门。2011年对捷克大型公司227家商业管理组织进行的一项研究显示，只有14%的管理人员认为他们的部门是最有影响力的公司。 (HořEJscaron;amp;Karliacute;ček，2011年)。更典型的情况是，销售部门或财务部门被认为在制定整体企业战略方面拥有最大的权力
The marginalization of the marketing function in many companies is far from ideal.
It is connected with both the low effectiveness and efficiency of the marketing
function which logically leads to declining customer loyalty and flat customer satisfaction levels As a consequence, the ability of marketing to create assets is limited
在许多公司，营销职能的边缘化是远远不够理想的。它与营销功能的低效性和效率性相联系，从而导致了营销功能的发展。 客户忠诚度和顾客满意度平平，因此，营销创造资产(如品牌资产)的能力有限。
Surprisingly, quite often, CMOs do not have control over the marketing strategy
and marketing mix. Their insufficient competence is probably the most critical reason behind the low performance of the marketing function. Therefore it is not surprising that the position of CMO tends to be rather problematic. According to Kerin (2005), less than half of the worldrsquo;s top brandsrsquo; CMOs stay with their companies more than one year and only 14% of them stay with their companies over three years.
令人惊讶的是，CMO往往无法控制营销策略和营销组合。他们的能力不足可能是造成t公司业绩低下的最关键原因。营销职能，因此，CMO的立场往往是相当有问题的，这并不奇怪。根据Kerin(2005)的说法，只有不到一半的世界顶级品牌的CMO仍在 IR公司超过一年，其中只有14%在公司工作三年以上。
According to a recent extensive study of IBM which was based on face-to-face interviews with over 1700 CMOs from 19 industries and 64 countries, CMOs typically exert a strong influence over promotional activities such as advertising g, external commu-nication and social media initiatives (IBM, 2011). However, they in general play a much smaller role in influencing the other three Ps of the marketing mix.
Less than half of the respondents declared that they had control over the pricing process, over the product development cycles and over channel selection.
最近一项对ibm的广泛研究是基于对来自19个行业和64个国家的1700多个cmo的面对面访谈，cmo通常对推广产生很大的影响。 所有活动，如广告、外部传播和社交媒体倡议(IBM，2011年)。然而，它们在影响市场的其他三个Ps方面所起的作用通常要小得多。 不到一半的受访者宣称他们对定价过程、产品开发周期和渠道选择拥有控制权。
This means that many crucial marketing activities are being taken away from the
marketing department by other functional areas in the company those that often lack appropriate marketing literacy It is also fairly common that some strategic marketing activities are simply not implemented at all.
这意味着许多重要的营销活动正被公司的其他职能部门从营销部门夺走，即那些经常缺乏适当功能的部门。营销素养，一些战略营销活动根本没有实施，这也是相当普遍的。
Furthermore, the above mentioned situation leads to fragm
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