毕业论文市场营销外文文献翻译Word格式文档下载.docx

毕业论文市场营销外文文献翻译Word格式文档下载.docx

《毕业论文市场营销外文文献翻译Word格式文档下载.docx》由会员分享，可在线阅读，更多相关《毕业论文市场营销外文文献翻译Word格式文档下载.docx（24页珍藏版）》请在冰豆网上搜索。

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,suchasprogrammedesigning（product）,ticketsales（distribution）,showvalue（price）orconveyingtheinformatio