中小企业网络营销战略外文文献翻译2013年译文3000多字

文献出处： Jones R, Suoranta M, Rowley J. Strategic network marketing in SMEs[J]. Journal of Marketing Management, 2013, 29(5-6): 671-697.

原文

Strategic network marketing in SMEs

Introduction

This paper responds to the need for enhanced understanding of the value of networks in marketing in small-to-medium-sized enterprises (SMEs) in business-to-business (B2B) contexts. Networks, in the form of, for example, social networks and supply-chain or business networks are widely acknowledged as important precursors to business success and growth (Håkansson & Snehota, 1995; Morgan & Hunt, 1994). This reported study sits at the interface between networking, marketing, and entrepreneurship, acknowledging two key interrelated streams of research associated respectively with relationship marketing and markets-as-networks approaches (Mattsson, 1997). Hence, the study is viewed through a marketing lens (Hansen & Eggers, 2010), as the theoretical underpinning for this study is informed by entrepreneurial marketing theory, an emerging field of research that is becoming a substantial school of thought (Hills, Hultman, & Miles, 2008; Kraus, Filser, Eggers, Hills, & Hultman, 2012).

Despite the research interest in networks and their value creation potential, previous research and theory development into the nature or types of such networks, their role in marketing, and their specific value-creating opportunities is limited. Such research tends to focus on one specific type of network such as supply-chain relationships (e.g. Lambert & Cooper, 2000; Lamprinopoulou & Tregear, 2011), entrepreneurial and SME networks (Gilmore, 2011; Shaw, 2006), and innovation networks (Lipparini & Sobrero, 1994; von Hippel, 2007). Only Malaska, Saraniemi, and Tahtinen (2011) specifically identify different types of business relationships which exist in networks, in the context of B2B SME branding. Furthermore, the focus of much research on networks is on either the structural dimension (such as network

links, size, density, stability, persity), or the relational dimension (such as trust, commitment, and co-operation). In respect of the value accruing from networks, the concept of networks as ‘value constellations’ is particularly useful (Bjerke & Hultman, 2002). Several studies have generated insights into the valuecreating opportunities of networks in the entrepreneurial and SME marketing context (Carson, Gilmore, & Rocks, 2004; O’Reilly & Haines, 2004; Rocks, Gilmore & Carson, 2005; Westerlund & Svahn, 2008), but there is considerable scope for further research as to the specific value creation achieved within firms by use of network marketing approaches.

This paper, then, seeks to make a contribution to B2B marketing theory, in general, and entrepreneurial marketing theory, more specifically, by a two-country study (the UK and the United States) that gathers insights regarding software technology SMEs and their network marketing approaches. More specifically, the objectives of this study are to identify and generate a typology of the range of different types of networks in which software technology SMEs engage; offer insights into the value creation opportunities offered by each network type; and propose a model of strategic network marketing in the context of software technology SMEs.

The paper commences with a literature review that summarises previous research relating to marketing in technology industries, and entrepreneurial networks and relationships. Next, the research design and methodology, including the selection of participants, and the interview process are discussed. The findings offer insights into each of the types of networks illustrating the opportunities and value that they provide. The discussion and conclusion section explains the Strategic Network Marketing Model (SNMM), and outlines the contribution of this research to theory and practice, and offers suggestions for further research.

Literature review

The network approach to the study of industrial or B2B markets has a long history which predates notions of relationship marketing (Mattsson, 1997). Networks are recognised as being important to the strategic success of businesses in B2B marketplaces (Håkansson & Snehota, 1995). Mattsson (1997) identifies two distinct but interrelated streams of research on network marketing: relationship marketing and

the ‘markets-as-networks’ approach. Relationship marketing focuses on the management of customer and other relational exchanges (Morgan & Hunt, 1994). According to the definition offered by Grönroos (1996), marketing concerns the management of the firm’s market relationships, whilst Ballantyne (1997) views relational marketing as being concerned with creating, developing, and sustaining exchanges of value between the parties involved. A slightly different perspective is offered by the ‘networks-as-markets approach’, in which the focus is on markets as sets of interconnected exchange relationships between actors who control resources for production, leading to an early focus on buying as well as selling. This approach acknowledges that inpidual, interconnected relationships form network structures (Mattsson, 1997). Möller and Halinen (1999) suggest that traditional markets are being replaced by networks, and suggest that firms need to move beyond a focus on customer and supplier relationships and develop intricate webs of firms, including research and development (R&D) networks and competitive coalitions.

Although early definitions of networks tended to privilege the network relationships in the supply chain or the marketplace, more recent definitions embrace a range of activities and competencies. For example, Elg (2002) suggests that ‘a network can be viewed as a set of firms that coordinate their activities to fulfi …… 此处隐藏：12532字，全部文档内容请下载后查看。喜欢就下载吧 ……