外文翻译---实践下的营销再聚焦：产品营销的角色转变(编辑修改稿)

外文翻译---实践下的营销再聚焦：产品营销的角色转变(编辑修改稿)内容摘要：

ecause marketing in the twentyfirst century is more challenging than ever due to fragmented media, clever and articulated consumers, and the rise of the “freethinking” consumer. Experiential marketing is about more than a oneoff experience. 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 acplished. 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 pany must be active rather than passive in relation to the brand. Experiential marketing offers new and exciting challenges to marketing academics (and practitioners). It 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 boosting drink, whereas the emotional essence is one gives you enhanced ability or “ gives you wings”. It is the latter “essence” that demands the greatest effort from marketers (NZ Marketing Magazine, 2020). Experiential marketing represents a fundamental shift from the traditional marketing concept with regards to segmentation. NZ Marketing Magazine (2020) reported that “traditional marketing is no longer as effective as it once was ...in this new world, experiential marketing creates relationships”. If a pany uses traditional segmentation approaches, it is difficult for a pany to municate with both 25 year olds and 65 year olds – or even a broader range of demographics or profiles. Experiential marketing makes this process easier by grouping people according to their values, their enjoyment, personality type and social group – in the loose sense. Experiential marketing can only be delivered through appropriate channels, which are more often than not located in the offline world. In this regard, experiential marketing represents a significant shift from traditional marketing. Take for example, media choice to deliver a message. In the experiential economy, the very nature of the fragmented media no longer represents a sufficient channel to create awareness and/or build relationships. Unique events are the only way to create relationships, and these relationships are then supplemented with other media to develop awareness and develop sales. Take Red Bull for example. Each year, around the world they challenge people to build their own flying machine in line with their promotional statement “Red Bull gives you wings”. A unique experience is provided to all involved – and it is up to the marketing department to be creative in the development, design and execution of such initiatives. Marketing in the twentyfirst century will be characterized by ingenuity, creativity and innovativeness. And it is already happening. More and more panies are spending less on traditional media (as advocated by traditional marketing) to deliver the essence of their brand. Television advertising, for example, has declined, with panies seeking to spend more of their money on creating unique events (not one off events!). NZ Marketing Magazine (2020) reported evidence of this. Pepsi, for example, reported a sales growth of 30 per cent in 2020, with a relatively small spend on traditional media, preferring instead to use nontraditional forms of marketing (as advocated by the experiential paradigm).General Motors advertising spend grew steadily between 19952020, but market share dropped from 34 per cent to 28 per cent over the same period. CocaCola spent US$ on advertising in 2020, while its market value declined from US$145b to US$119b in the same period. Stephen Heyer, CEO CocaCola, recognises this problem. Clearly, traditional marketing is not working for them. I。