整合营销传播：一种系统的视角（英文版）

    书籍
    经济管理学书籍
本书主题为整合营销传播，即通过系统的方式将营销传播与战略性营销结合起来。
书中回顾和评价了整合营销沟通理论的权威舒尔茨(Don E．Shultz)等人的理论框架，指出其价值和存在的缺点。在此基础上作者提出了以系统性为特点的新的整合营销沟通策划和监控模式。
这一模式为营销经理们提供了有关建立企业和营销目标一致的沟通目标的指导意见，并指出了建立具体的定量目标，用相关的测量尺度监控实施情况的方式。本书揭示了企业和营销决策是营销沟通策划和管理过程的组成部分。
本书在向读者介绍营销沟通知识的同时，试图使他们较多地了解营销沟通的策划和管理过程。通过提供从战略角度策划和管理营销沟通的概念化工具(方法)，帮助负责营销沟通的经理们完善他们的业务操作方法。
本书适合用作营销专业研究生、本科高年级学生的教材。MBA的学生也完全可以充分地理解和欣赏本书内含的概念。对于营销传播的实际工作者，本书是很好的参考读物。

Prefacexv
Acknowledgmentsxix
PART I: INTRODUCTION
CHAPTER 1Integrated Marketing Communications3
Definition of IMC 3
Characteristics of an IMC Campaign 5
A Developmental View of IMC6
Conditions or Trends That Paved the Way for IMC
Approaches to Planning IMC10
Summary21
Questions for Discussion21
Notes22
Suggested Reading23
CHAPTER 2Systems Concepts24
Strategies and Tactics25
Setting Objectives26
Budgeting 31
Monitoring and Control31
Analysis and Planning32
System Integration34

　　This book is written for advanced marketing students and marketing communicationspractitioners. The book is about integrated marketing communications. It deals withthe intersection between marketing communications and strategic marketing. It con-nects these two important topics using a systems approach. It focuses on the integration, orsynthesis, of marketing communications with strategic marketing. It is designed to help theadvanced marketing communications student and marketing communications manager an-swer questions like the following: How can I strategically plan and manage all the variedmarketing communications tasks as a system? How can I coordinate the various elementsof marketing communications to ensure consistency? How can I create a earning systemthat will help me make periodic adjustments in the communication elements to achieve et-ter performance? How can I plan and manage the marketing communications tools to en-sure the attainment of marketing and corporate-level goals? How can I assemble the ele-ments of the marketing communications mix and adjust them periodically in such a way toachieve marketing- and corporate-level goals?
　　As you can see, this book does not introduce the reader to marketing communicationsbut rather builds on the reader's knowledge of marketing communications to help ad-vanced marketing communications students better understand the planning and manage-ment process of marketing communications. The book also helps marketing communica-tions managers perfect the tools of their trade by offering them a conceptual tool tostrategically plan and manage marketing communications.
　　Specifically with respect to the educational market, at colleges and universities offer-ing only one undergraduate course in marketing communications, this book can be usedeffectively as a supplementary text. Students should be assigned to read it after they havecovered the basic marketing communications concepts. Thus, students learn how to inte-grate the elements of marketing communications at the end of the course. In colleges anduniversities offering both basic and advanced marketing communications courses, this bookis highly suitable for the advanced course. In an advanced undergraduate course in market-ing communications it can be a stand-alone book (or possibly one of the assigned booksand/or reading materials). This book is also ideally suited for colleges and universitiesoffering a master of science degree in marketing, advertising, or communications in eitherschools of business or schools of urnalism/communications. Professors or instructors teach-ing graduate-level courses in marketing communications in these programs should seriouslyconsider this book for classroom use. This book is well suited for an MBA course in mar-keting communications. Most MBA students have enough business experience and market-ing communications background to allow them to fully understand and appreciate the con-cepts inherent in this book.
　　 With respect to the trade market, this book can greatly benefit marketing communica-tions managers, especially those with little job experience. It can help them conceptualizeand plan the whole communication process by making connections among the disperse ele-ments and the marketing and corporate levels goals and strategies. The book can help man-agers design a monitoring and control system in which communication can be significantlyimproved throughtrial and error. The book provides managers with a guide on how to setcommunications objectives that are tied to corporate- and marketing-level objectives. It canguide managers to set quantitative and concrete objectives and help them monitor commu-nications performance using measures that closely correspond to the stated objectives. Thebook shows how marketing- and corporate-level decisions are an integral part of the plan-ning and management process of marketing communications.
　　 This book is divided into five parts. The first part introduces the reader to the conceptof integrated marketing communications (IMC), systems concepts used to build the systemsmodel of IMC, and an overview of the systems model of IMC presented in this book.Specifically, chapter 1 starts out with a basic definition of IMC and provides an analysis ofdifferent conceptualizations and planning approaches to IMC. Also, in this chapter we re-view a model of integrated marketing communications developed by Professor Schultz--the foremost authority and a pioneer in IMC. Chapter 2 discusses a particular systemsmodel in the generic sense. The systems model involves five major components: (1) strategyand tactics, (2) objective and measures, (3) budget, (4) monitoring and control, and (5)analysis and panning. We introduce the reader to each of these systems components anddescribe their dynamics. Then we address the concept of system integration--that is, howsystems can be effectively integrated by building and strengthening linkages among the sys-tems components. Chapter 3 presents an overview of the model. Simply described, it in-volves three levels of analysis--corporate, marketing, and marketing communications.
　　 Each level involves a subsystem, and the components of that subsystem are strategy/tactics, objectives/measures, budget, monitoring/control, and analysis/planning.
　　Part II presents the core of the systems model, namely strategy and tactics. Strategy and tactics are viewed as a process hierarchy, or what some systems experts call a decision tree. Marketing communications programs (advertising, sales promotion, reseller support, direct marketing, public relations, and word-of-mouth communications) are viewed as ele- ments of the marketing communications mix selected and guided by an overall marketing communications strategy (Informative, Affective, Habit Formation, and Self-Satisfaction). Marketing communications strategy is viewed as an element of the marketing mix (product, price, distribution, and marketing communications), which in turn is selected and guided by an overall marketing strategy (differentiation, cost leadership, and focus, as well as various positioning operationalizations of these strategies---positioning by product attribute, posi- tioning by intangible factor, positioning by customer benefit, etc.). Fifteen positioning strategies are described in this book as directly related to marketing strategy. Similarly, marketing strategy is viewed as an element of the corporate mix (marketing, manufactur- ing, R&D, engineering, accounting, finance, employee relations, etc.), which in turn is se- lected and guided by corporate strategy (grow, maintain, harvest, innovate, and divest).
　　 These ideas are developed in chapters 4, 5, and 6.
　　Part III describes objectives and performance measures (chapter 7), budget (chapter 8), and monitoring and control (chapter 9). Chapter 7, on objectives and performance mea- sures, describes how objectives are set at the corporate, marketing, and marketing commu- nications levels. Also, specific performance measures related to corporate, marketing, andmarketing communications objectives are described. Chapter 8, on resource allocation,shows how a marketing communications budget can be effectively determined through atop-down procedure. In chapter 9, we show how the marketing communications managercan monitor communications performance and make corrective adjustments in the systemat various levels to align future performance with bjectives. Part IV involves analysis and planning. Here we concentrate on showing the market-ing communications manager how to conduct meaningful situation analysis in order to se-lect best strategies at the corporate, marketing, and marketing communications levels(chapter 10). Chapter 11 describes the kind of situation analysis that can assist the market-ing communications manager in setting objectives at the three hierarchical levels. And simi-larly, chapter 12 describes situation analysis for the purpose of determining an effectivemarketing communications budget.
　　 The last part of the book is devoted to highlighting the principles of systems integra-tion. Chapter 13 discusses those principles in some detail and advises the marketing com-munications manager on how to best use these principles.
　　 We hope you will enjoy reading this book and walk away with a good sense of integra-tion. That is, the reader may be able to appreciate how everything fits together in the bigscheme of things. We hope you will understand and appreciate how marketing communica-tions campaigns can be strategically planned and managed. And we hope this book helpsyou appreciate the importance and the need to plan marketing communications campaignsguided by corporate and marketing strategies.
　　 Happy reading!
　　Joe Sirgy
　　 At the same time that the book has been updated, reorganized, and shortened, new mate- rial has been added, including the following:
　　 · Many new solved numerical problems in the body of the chapters to illustrate theapplication of the various concepts and techniques presented in the text alongwith a number of new end-of-chapter problems
　　 · Extensive discussion of the August 1993 currency crises in the European Monetary System and the currency crisis in Mexico in 1994-1995
　　 · Comparing hedging alternatives when there are transaction costs
　　 · Discussion of cross-hedging using a simple regression analysis
　　 · Discussion of how to structure and use currency collars (or range forwards) and currency cylinders to hedge exchange risk
　　 · Discussion of new transfer pricing issues and "earnings-stripping" charges involving foreign company operations in the United States