附录 外文原文
Marketing in the Network Economy
Material Source: The Journal of Marketing,
Author: Ra-vi S Achrol and Philip Kotler
As the twenty-first century dawns, marketing is poised for revolutionary changes in its organizational context. as well as in its relationship with customers.Driven by a dynamic and knowledge-rich environment, the hierarchical organizations of the twentieth century are dis-aggregating into a variety of network forms. including internal net-works, vertical networks. inter market networks and opportunity networks. The role of marketing in each network is changing in profound ways Marketing increasingly will be responsible for creating and managing new marketing knowledge. education, real-time market information systems, interfere integration, conflict resolution, technology forecasting. risk and investment analysis, transfer pricing of tang bibles and intangibles, and the coordination of the networks economic and social activities. It will explore new frontiers in multilateral marketing, reshape markets through technology convergence and electronic commerce, organize consumer communities, and aggregate consumer information and demand into saleable business assets. The most radical implication for marketing is the shift from being an agent of the seller to being an agent of the buyer, from being a marketer of goods and services to being a customer consultant and manager of his or her saleable consumption assets.
The relatively short period of a half century, marketing has made several transitions, from seller of a firms out-puts to key player in shaping a firms products.technologies, marketing policies, and strategic direction. As the next century unfolds.marketing again is poised to undergo significant changes in its content, emphases.and boundaries. Peter Drunker has described the economy of the future as a network society. Business networks are not entirely new, but there has been a rapid evolution in their number, form, and complexity. Marketing outcomes increasingly are decided by competition between networks of firms rather than by competition among firms Companies embedded in strategic networks will enjoy significant market advantages in the future. In this article, we explore how marketing will be organized and function in different types of network structures that are populating the contemporary world economy.
The twenty-first century is shaping up to be a knowledge driven society in which the basic economic resource is not materials, labor, or capital, but knowledge( Drunker 1993). Networks are adapted better to knowledge-rich environments because of their superior information-processing capabilities. They minimize idiosyncratic investments in fixed assets and technology and thus are more flexible and responsive to change. But the network organization is about not only structural upheaval, but also a new managerial ethos. Networks are not tolerant to traditional instruments of authority and control. Hierarchy. power, and contracts re-cede in managerial significance and are supplanted by relational mechanisms of governance.
The implications for marketing are likely to be radical and pervasive. To appreciate this. it is useful to distinguish among marketing as a business function. A set of skills. and a philosophy. Consider first the implications for marketing as a business function. Until recently, venerable companies such as Ford. Procter Gamble, and General Electric were organized as classic hierarchies. They exhibited a strong center of control, unity of purpose, and many levels of management. The ATamp;T of old had 16 levels of management between the senior officers and the lowest-paid workers. The companies sought to minimize their dependence on suppliers and extended their control over those resources considered important to the flow of production and the quality of their products. At one time, Ford even owned a sheep farm (to supply wool for car seats) and a glass company. When the companies did outsource, they avoided long-term commitments and preferred to deal with multiple suppliers that competed for their business.
The marketing function in these companies evolved in the same integrated,hierarchical fashion. Over time, the marketing hierarchy spawned product, brand,and category managers, market segment managers. geographic market managers,national account managers, mail order experts, telemarketers, database marketers,and specialists in marketing research, advertising, sales promotion, and public relations. A sales and logistics hierarchy paralleled this marketing hierarchy.
All this worked as long as markets were growing and technology was more less predictable. But hierarchical organizations have not proved adept in todayrsquo;s turbulent global environment at sensing market shifts and creating knowledge or in the speed of their response to change. To enhance innovation and companies are focusing their resources on core competencies and outsourcing all other activities. In sharp contrast to a mid-century ATamp;T or Ford, the modem-day Nike or Galoob Toys does practically no manufacturing of its own and focuses all its energies on marketing. Todays companies work closely with dedicated partners on the supply side(often use single supplier partners)and the distributor side of their business, expecting them to play proactive roles in DE-signing winning technologies,services, and marketing strategies.
Likewise, market relating kills, such as branded image building, marketing communications, customer service, and loyalty programs, will continue to be salient.However, because networks distribute business functions among firms that are functionally specialized and related by informal authority structures, marketing skills in negotiation, inter organizational coordination, and conflict management will be highlighted. Also, marketing in networks is a semi-autonomous function
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附录 外文原文
Marketing in the Network Economy
Material Source: The Journal of Marketing,
Author: Ra-vi S Achrol and Philip Kotler
As the twenty-first century dawns, marketing is poised for revolutionary changes in its organizational context. as well as in its relationship with customers.Driven by a dynamic and knowledge-rich environment, the hierarchical organizations of the twentieth century are dis-aggregating into a variety of network forms. including internal net-works, vertical networks. inter market networks and opportunity networks. The role of marketing in each network is changing in profound ways Marketing increasingly will be responsible for creating and managing new marketing knowledge. education, real-time market information systems, interfere integration, conflict resolution, technology forecasting. risk and investment analysis, transfer pricing of tang bibles and intangibles, and the coordination of the networks economic and social activities. It will explore new frontiers in multilateral marketing, reshape markets through technology convergence and electronic commerce, organize consumer communities, and aggregate consumer information and demand into saleable business assets. The most radical implication for marketing is the shift from being an agent of the seller to being an agent of the buyer, from being a marketer of goods and services to being a customer consultant and manager of his or her saleable consumption assets.
The relatively short period of a half century, marketing has made several transitions, from seller of a firms out-puts to key player in shaping a firms products.technologies, marketing policies, and strategic direction. As the next century unfolds.marketing again is poised to undergo significant changes in its content, emphases.and boundaries. Peter Drunker has described the economy of the future as a network society. Business networks are not entirely new, but there has been a rapid evolution in their number, form, and complexity. Marketing outcomes increasingly are decided by competition between networks of firms rather than by competition among firms Companies embedded in strategic networks will enjoy significant market advantages in the future. In this article, we explore how marketing will be organized and function in different types of network structures that are populating the contemporary world economy.
The twenty-first century is shaping up to be a knowledge driven society in which the basic economic resource is not materials, labor, or capital, but knowledge( Drunker 1993). Networks are adapted better to knowledge-rich environments because of their superior information-processing capabilities. They minimize idiosyncratic investments in fixed assets and technology and thus are more flexible and responsive to change. But the network organization is about not only structural upheaval, but also a new managerial ethos. Networks are not tolerant to traditional instruments of authority and control. Hierarchy. power, and contracts re-cede in managerial significance and are supplanted by relational mechanisms of governance.
The implications for marketing are likely to be radical and pervasive. To appreciate this. it is useful to distinguish among marketing as a business function. A set of skills. and a philosophy. Consider first the implications for marketing as a business function. Until recently, venerable companies such as Ford. Procter Gamble, and General Electric were organized as classic hierarchies. They exhibited a strong center of control, unity of purpose, and many levels of management. The ATamp;T of old had 16 levels of management between the senior officers and the lowest-paid workers. The companies sought to minimize their dependence on suppliers and extended their control over those resources considered important to the flow of production and the quality of their products. At one time, Ford even owned a sheep farm (to supply wool for car seats) and a glass company. When the companies did outsource, they avoided long-term commitments and preferred to deal with multiple suppliers that competed for their business.
The marketing function in these companies evolved in the same integrated,hierarchical fashion. Over time, the marketing hierarchy spawned product, brand,and category managers, market segment managers. geographic market managers,national account managers, mail order experts, telemarketers, database marketers,and specialists in marketing research, advertising, sales promotion, and public relations. A sales and logistics hierarchy paralleled this marketing hierarchy.
All this worked as long as markets were growing and technology was more less predictable. But hierarchical organizations have not proved adept in todayrsquo;s turbulent global environment at sensing market shifts and creating knowledge or in the speed of their response to change. To enhance innovation and companies are focusing their resources on core competencies and outsourcing all other activities. In sharp contrast to a mid-century ATamp;T or Ford, the modem-day Nike or Galoob Toys does practically no manufacturing of its own and focuses all its energies on marketing. Todays companies work closely with dedicated partners on the supply side(often use single supplier partners)and the distributor side of their business, expecting them to play proactive roles in DE-signing winning technologies,services, and marketing strategies.
Likewise, market relating kills, such as branded image building, marketing communications, customer service, and loyalty programs, will continue to be salient.However, because networks distribute business functions among firms that are functionally specialized and related by informal authority structures, marketing skills in negotiation, inter organizational coordination, and conflict management will be highlighted. Also, marketing in networks is a semi-autonomous function
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