毕业论文（设计）外文翻译
一、外文原文
标题：Refocusing marketing to reflect practice: The changing role of marketing for business 原文：The evolution of the marketing concept
One could say that it all started with Drucker (1954). Drucker stated that:
... marketing is the unique function it is the whole business seen from the customer’s point of view. Concern and responsibility for marketing must permeate all areas of the enterprise (Drucker, 1954, p. 36).
In essence, this was the birth of modern marketing. Keith (1960) kicked off the early marketing revolution or the actual belief system of marketing. He documented the production and product orientation (1900-1930), the selling orientation (1930-1950), and finally the marketing orientation (1950 to present). Levitt (1960) introduced the notion of marketing myopia, which captures the very essence of the present day marketing concept. Kotler and Levy (1969) then set about broadening the marketing domain, stating that marketing is an all-pervasive activity. They suggested that the words “product”, “consumer” and “toolkit” h
ad to be redefined. Kotler (1972) then re-iterated the broadening debate and to this day there are still debates as to whether or not the marketing concept is applicable.
Whether one finds popular marketing’s phraseology seductive, repulsive or just vacuous, one cannot deny marketing’s “out and out triumph in the marketplace of ideas” (Brown, 1995). Marketing’s expansively broadening beam (Kotler and Levy, 1969; Hunt, 1976) has closed its ample flesh around practically every idea of commercial and organisational life (Hackley, 2001). In this regard, as a superordinate principle embracing all human exchange, marketing becomes no less than a universalised synonym for organised human exchange. But have the countless definitions/arguments on the marketing concept actually helped practitioners? The broadening debate has been well documented in the literature – that is not the problem.
The popular success of textual marketing in the brave, new gullible world of university business education, however, contrasts quite starkly to the indifference of the world of business itself. That is not to say that it is not useful –it’s just that the relevancy to practice needs to be questioned. By our own admission we have ill-defined theoretical underpinnings, have borrowed more than we have developed, and our (academic) work seems to comprise of “measuring the we haven’t found yet” (Hackley, 2001).
Another “problem” is that the vitality of the marke ting field depends on a continual cross-disciplinary input, even though the more populist textual versions of marketing management neglect to acknowledge any interdisciplinary debt in their enthusiasm for an atheoretical discourse of practice. That is not to say, however, that we need to forget about all that has come before. On the contrary, it is more important to subject a popular and powerful discourse such as marketing to a sustained and thorough re-examination, not to ultimately re-invent the whole or to privilege a new rhetoric as an advance on the old (Hackley, 2001).
Bearing this in mind, therefore, we should be searching to align marketing management with academia. Managerial marketing refers broadly to the idea that academic marketing thought, research, and teaching should be concerned with the codification and translation of research into the business vernacular of actionable marketing management principles. Two new developments or paradigms seem to be well suited for this purpose. They are retro-marketing and experiential marketing.
These new developments represent new and exciting challenges to both academics and practitioners. The strength of these two new developments is that they seem to work. As such, the academic community has a role to play in diffusing these concepts to provide methods that enable practitioners and academics alike to distil facts and valid inferences from the plethora of information that is beginnin
g to build up.
Retro-marketing
Whereas the contemporary marketing concept and societal marketing concept is concerned with the customer satisfaction, customer value and competition, Brown
(2001) stated boldly and clearly “torment your customers (they’ll love it)”. This is a fundamental shift away from the traditional doctrines of the marketing texts. But does it work in practice? The essence of retro-marketing is founded in the principle that: ... consumers are sick of being pandered to ... they yearn to be teased, tantalised, and tortured by marketers and their wares ... just like in the good old days (Brown, 2001).
Brown has a problem with the notion of customer centricity. He stated that:
... customers do not know what they want ... they never have ... they never will ... the wretches don’t even know what they don’t want ... (Brown, 2001).
His retro-marketing paper is full of very clever observations, ones which are easily observable. He states that:
documented翻译...a mindless devotion to customers means me-too products, copycat advertising campaigns, and marketplace stagnation (Brown, 2001).
Furthermore, he hints that the modern marketing philosophy is over-played:
... whatever people want they do not want kowtowing from the companies that market to them. They do not want us to prostrate ourselves in front of them and to promise to love them, till death do us part. They’d much rather be teased, tantalized and tormented by deliciously insatiable desire (Brown, 2001).
To this end, Brown introduces the concept of retro-marketing. Although a formal definition is still in progress, retro-marketing may be seen as a revival or re-launch of a product or service from a prior historical period. The principles of this paradigm are simple and to the point. Marketers get more by playing hard to get and as such retro-marketing represents the very antithesis of modern marketing (Brown, 2001). A cursory observation of the marketplace provides examples that retro-marketing is being conducted: cars (VW Beetle), clothing (that 1970s look) and furnishing (the art-deco look). Brown also stated that retro-marketing works because: ... people aren’t just suckers for old-fashioned goods and services, they also yearn for the marketing of times gone by. They actually miss the days when a transaction was just a transaction (Brown, 2001).
Brown believes that the success of retro-marketing rests in the recognition that
today’s consumers are nothing but marketing savvy and that people enjoy the art of a well crafted sales pitch. The implementation of retro-marketing is governed by five basic principles of tricksterism, entertainment, amplification, secrecy, and exclusivity or TEASE for short.
Obviously, retro-marketing marks a serious departure from the standard CRM-influenced marketing approach. It represents a serious departure from the traditional concepts. And about time too! Marketing should not be a sober-sided discipline. Marketing should be fun, and retro-marketing is one method of putting the fun back into the discipline. In Brown’s own words:
... retro-marketing puts the mark into marketing, the con into concept, the cuss into customers (Brown, 2001).
But is retro-marketing applicable in the “real” world? Maybe it is just a form of nostalgic marketing. Of course, retro-marketing is not appropriate on every occasion, nor is it applicable to every product, service, or market segment – but then again, is modern marketing? Retro-marketing may only be suitable for established, high profile, global brands with strong brand equity – those that can afford to take a risk. Whether adopted or not, the point is that it is a radical shift from the traditional teachings, a
nd is easily implemented. It challenges and rocks the very theoretical foundations of the marketing discipline –but it is one that has proven to be successful (VW, for example). It is a way of thinking that not only provides a “wake-up” call for marketing academics (and some practitioners), but in line with the rationale for this article provides new life-blood to the discipline as we know it.
Experiential marketing
Schmitt (1999) is primarily responsible for the rise of experiential marketing. He stated that:
...traditional marketing and business concepts offer hardly any guidance to capitalise on the emerging experiential economy (Schmitt, 1999).
Experiential marketing is essentially concerned with the six senses: smell, vision, taste, hearing, touch and balance. Experiential marketing has grown in importance because traditional marketing has largely ignored the notion of act experiences.
Experiential marketing is not a fad. It is being implemented in practice, yet is not accounted for in the various philosophies (concepts) of marketing. According to US and European marketing experts, experiential marketing is set to turn most of traditional marketing on its head. A study conducted by Marketing Week (as cited in NZ
Marketing Magazine, 2003) forwarded that 71 per cent of senior executives in the US and UK agreed that the customer experience is the next big battleground. Experiential marketing will rise in importance (especially for marketers of intangible products) because marketing in the twenty-first century is more challenging than ever due to fragmented media, clever and articulated consumers, and the rise of the “free-thinking” consumer. Experiential marketing is about more than a one-off experienc e. It’s a totally new way of thinking about marketing. The crux of experiential marketing is that a marketer should not only be concerned with customer satisfaction. He or she should be (more) concerned with making the consumer emotionally attached to the product/service. Thus, if we return to the traditional marketing concept, we see that only customer satisfaction is important, whereas in the experiential paradigm, emotional attachment is key. Thus, marketers are faced with the challenge of finding ways that this can be accomplished. An ongoing emotional attachment between a brand and consumer is the ultimate aim of experiential marketing. The delivery is through a unique experience, which can only be created by the brand, giving owners a higher degree of control. Companies that engage in experiential marketing take a brand essence and bring it to life in the form of an event, experience, or interaction. The company must be active rather than passive in relation to the brand.
Experiential marketing offers new and exciting challenges to marketing academics (and practitioners). I
t demands that the marketing department must know their (product’s) brand essence. Brand essence has two dimensions: a functional one and an emotional one. A functional essence asks the question what is it that we do? An emotional essence is more concerned with customer perceptions, that is, how do you feel about it? For example, the functional element of Red Bull is that it is an energy

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