工商管理Essay參考案例：Retail Marketing Theories in E-Commerce
本文是工商管理專業的Essay范例，題目是“Retail Marketing Theories in E-Commerce（電子商務零售營銷理論）”，David Gilbert(2002)指出:“在零售業中唯一不變的就是變化，當然，零售業的發展速度正在加快。”零售業中“純玩家”的增長就是證明。互聯網“推動了零售領域的劇變，在范圍上是革命性的，在性質上是前所未有的”(Sorescu et al.， 2011)。
David Gilbert (2002) stated that “the only thing that is constant in retailing is change and it is certainly true that the pace of development within retailing is accelerating.” The growth of ‘pure-players’ within retailing is testament to this. The internet has “powered upheavals in the retail landscape that are revolutionary in scope, and unprecedented in nature” (Sorescu et al., 2011).
The chosen article: “ASOS ‘upweights’ digital spend as it puts focus on acquisition” published in Marketing Week (appendix 1) provides the opportunity to explore a range of retail marketing theories through practical application. The article focuses on how the online apparel giant envisages overcoming a “slow down in customer acquisition and customer traffic” within the dynamic fast fashion sector. The aim of this essay is to explore the application of retail marketing theories, discussed in academic literature, to a solely online environment, as interestingly, Ashworth et al. (2006) noted “a meagre seven percent of published internet-marketing research papers cover retail”. The focus is to identify how well these theories, translate to e-commerce, as the emergence of the online retail channel has significantly changed the industry over the last decade (Gartner Industry Research 2012; Verhoef et al. 2015). The article details Nick Beighton’s (ASOS CEO) plans to ‘upweight’ digital marketing and double investment in influencer activity to improve customer acquisition, increase their US footprint and to meet consumer expectations through increased focus on sustainability within the business.
《營銷周刊》(Marketing Week)(附錄1)上發表的文章《ASOS’upweights’digital spend as it put focus on acquisition》提供了一個通過實際應用探索零售營銷理論的機會。這篇文章關注的是這家在線服裝巨頭如何在動態的快時尚領域克服“客戶獲取和客戶流量放緩”的問題。這篇文章的目的是探索零售營銷理論的應用，在學術文獻中討論，到一個單獨的網絡環境，有趣的是，Ashworth等人(2006)指出“只有微薄的7%的已發表的網絡營銷研究論文涉及零售”。研究的重點是確定這些理論如何轉化為電子商務，因為在線零售渠道的出現在過去十年中顯著改變了行業(高德納行業研究2012;Verhoef等人，2015)。這篇文章詳細介紹了尼克?貝頓(ASOS首席執行官)的計劃，即“加強”數字營銷，加倍投資于有影響力的人的活動，以提高客戶獲取，增加他們在美國的足跡，并通過增加對業務可持續性的關注來滿足消費者的期望。
Development in technology and the internet has “opened up new opportunities to influence shopper attitudes and behaviour” (Shankar and Balasubramanian, 2009). ASOS aim to increase the “velocity of conversations with consumers” by focusing on digital marketing and influencer activity. The emergence of online retailing has in fact allowed for marketing communications and retail activity to be in one place, thus facilitating ‘conversations’ between the retailer and consumer (Varley and Rafiq, 2004). The investment in digital marketing will increase the amount of ASOS related content online, with which their target consumers can engage. However, the content being uploaded on to social media and created by influencers must be optimised for search engines to ensure it reaches new audiences. Shankar et al. (2011) explain the importance of retailers using social media to engage in dialogue with consumers. Beighton explained that Instagram is a key player in the bid to increase conversation with their customers. With ASOS’s target segment comprising 63% percent of Instagram users worldwide (Statista, 2019), this would appear to be an appropriate strategy.
技術和互聯網的發展“為影響購物者的態度和行為提供了新的機會”(Shankar和Balasubramanian, 2009)。ASOS的目標是通過專注于數字營銷和影響者活動來提高“與消費者對話的速度”。網絡零售的出現實際上使營銷溝通和零售活動能夠集中在一起，從而促進了零售商和消費者之間的“對話”(Varley和Rafiq, 2004)。在數字營銷上的投資將增加ASOS相關內容的在線數量，他們的目標消費者可以參與其中。然而，由有影響力的人上傳到社交媒體上的內容必須為搜索引擎進行優化，以確保它能接觸到新的受眾。Shankar et al.(2011)解釋了零售商使用社交媒體與消費者進行對話的重要性。Beighton解釋說，Instagram是增加與客戶交流的一個關鍵因素。由于ASOS的目標用戶占全球Instagram用戶的63% (Statista, 2019)，這似乎是一個適當的戰略。
Influencer marketing originates from a 1940s study which concluded that consumers are influenced by “secondhand information and opinion leaders” (Davies, 2019). In the past brands have used experts or celebrities. However, the rise of social media has created a world where everyone can be a potential influencer (Brown and Fiorella, 2013). Kadekova and Holiencinova (2018) state that “influencer marketing is one of the fastest growing tools in terms of getting new customers online”, going on to explain that the correct use of this tool facilitates cost-effective marketing to promote goods through the use of creative content that is produced for the company and can reach the relevant consumers in a natural way (Kadekova & Holiencinova, 2018). Doubling the investment in influencer activity should therefore enable ASOS to meet their target of “growing new customers”. ASOS’ plan to double their investment in this marketing strategy “year on year” which is in line with their competitors. Another leading fashion e-retailer Boohoo.com relies heavily on influencers as part of their marketing strategy and in 2017 it was reported that it had increased influencer marketing budgets by 59% (Gilliand, 2017). Influencer marketing is a valuable tool for ‘pure-players’ as is compensates for the lack of “tangible indications about the quality of a product” (Emad Y, 2013) which is inherent in online retailing. If the consumer is able to see the clothes on a ‘real person’ not only does it draw them to the website but increases the likelihood of them purchasing online.
影響者營銷起源于20世紀40年代的一項研究，該研究得出結論，消費者會受到“二手信息和意見領袖”的影響(戴維斯，2019)。在過去，品牌會聘請專家或名人。然而，社交媒體的崛起創造了一個每個人都可以成為潛在影響者的世界(Brown和Fiorella, 2013)。Kadekova和Holiencinova(2018)指出，“網紅營銷是獲得在線新客戶增長最快的工具之一”，接著解釋說，正確使用該工具有助于進行成本效益營銷，通過使用為公司生產的創造性內容來促銷商品，并能夠以自然的方式到達相關消費者(Kadekova & Holiencinova, 2018)。因此，將對網紅活動的投資增加一倍，應該能夠使ASOS實現其“增長新客戶”的目標。ASOS計劃將在這一營銷策略上的投資“逐年”翻一番，與競爭對手保持一致。另一家領先的時尚電子零售商Boohoo.com嚴重依賴網紅作為其營銷策略的一部分，在2017年，據報道，該公司將網紅營銷預算增加了59%(吉利蘭德，2017年)。影響者營銷對于“純玩家”來說是一種有價值的工具，因為它彌補了在線零售中“產品質量的有形指標”的不足。如果消費者能夠在“真人”身上看到衣服，不僅會吸引他們到網站上購物，還會增加他們在網上購物的可能性。
As part of ASOS’ bid to “double investment in influencer activity”, is the “summer of festivals programme” which involves top influencers attending a range of US music festivals and subsequently creating content to promote the brands offering. This is a key element of ASOS’ strategy to “increase its US footprint”, Akehurst and Alexander (1996) stated that for retailers internationalising is no longer merely an option but a necessity to avoid marginalisation. Evans et al. (2008) discussed the factors that drive retailers to internationalise, they concluded that profit growth was the most dominant factor, ASOS is no exception to this rule. Beighton in fact, admitted that it was a huge opportunity for ASOS to ‘tap into’ the $400 billion apparel market in the US. Academic literature highlights the that “the use of the online channel seems to reduce the traditional risk factors associated with international company development” (Pezderka & Sinkovics, 2011). E-retailers such as ASOS therefore, find it much easier to break into international markets. However, it is important that retailers remain aware of the risks inherent in internationalisation. Mir-Bernal, Guercini and Sadaba (2017) warn retailers that: “the fact the internet is available beyond national borders does not eliminate all the distances or liabilities associated with the internationalization process”. ASOS through self-admission explained that their success was limited due to their lack of due diligence in clustering their target audience adequately. Sparks and Findlay (2001) maintain that insufficient knowledge of foreign markets can hinder retailers success when internationalising.
作為ASOS“對網紅活動的雙倍投資”計劃的一部分，是“夏日音樂節計劃”，該計劃包括頂級網紅參加一系列美國音樂節，并隨后創造內容來推廣品牌產品。這是ASOS“增加其在美國的足跡”戰略的關鍵元素，Akehurst和Alexander(1996)指出，對于零售商來說，國際化不再僅僅是一個選擇，而是避免邊緣化的必要條件。Evans等人(2008)討論了推動零售商國際化的因素，他們得出的結論是利潤增長是最主要的因素，ASOS也不例外。事實上，Beighton承認，對于ASOS來說，“進軍”價值4000億美元的美國服裝市場是一個巨大的機遇。學術文獻強調，“在線渠道的使用似乎減少了與國際公司發展相關的傳統風險因素”(Pezderka & Sinkovics, 2011)。因此，像ASOS這樣的電子零售商發現打入國際市場要容易得多。然而，重要的是，零售商仍然要意識到國際化所固有的風險。Mir-Bernal、Guercini和Sadaba(2017)警告零售商:“互聯網可以跨越國界的事實并不能消除與國際化過程相關的所有距離或負債”。ASOS通過自我承認解釋說，他們的成功是有限的，因為他們在充分聚集目標受眾方面缺乏應有的努力。Sparks和Findlay(2001)認為，對國外市場的了解不足會阻礙零售商在國際化過程中取得成功。
Lockshin, Spawton and Macintosh (1997) argue that the continued fragmentation of markets is indisputable. Kalish et al. (1993) explain that a marketer’s ability to cater to diversifying market segments is a measure of success. Beighton admits that until now the brand had treated the US as “one country” disregarding the difference in cultures, interests and expectations of US consumers. Whilst they are not performing poorly, Beighton does explain that “in the US we are probably a 6 out of 10 in comparison to the UK” (Green, 2019). Thus, the article explains that ASOS is “investing in clustering tech” to segment the US audience according to “time zone, climate and region”, which will allow them to deliver relevant content to its US consumers. This relevant content will create brand awareness and preferences with consumers, that will ultimately translate into consumer spending (Tellis, 2005).
Lockshin, Spawton和Macintosh(1997)認為市場的持續分裂是無可爭議的。Kalish等人(1993)解釋說，營銷人員迎合多樣化細分市場的能力是衡量成功的標準。貝頓承認，到目前為止，該品牌一直將美國視為“一個國家”，忽視了美國消費者在文化、利益和期望方面的差異。雖然他們的表現并不差，但貝頓解釋說，“在美國，我們可能是6(滿分10分)與英國相比”(格林，2019年)。因此，這篇文章解釋說，ASOS正在“投資集群技術”，以根據“時區、氣候和地區”劃分美國受眾，這將允許他們向美國消費者提供相關內容。這些相關內容將在消費者中創造品牌意識和偏好，并最終轉化為消費者支出(Tellis, 2005)。
An increase in international operations necessarily results in a larger the environmental footprint for a retailer. Globalisation has increased the importance of environmental concerns which in turn has led to academics and businesses identifying ways to manage the issue of sustainability within retail. Global supply chains have led to the “exploitation of foreign workers and the environment” (Gorg, Hanley and Seric, 2018). Walker and Jones (2012) discuss sustainable supply chain management as a way of managing these issues, which involves retailers being held responsible for environmental performance of their suppliers. Thus, an appropriate form of action that ASOS can take to manage their global footprint, is to practice sustainable supply chain management. The article indicates that ASOS is already addressing some of the issues arising from a global supply chain when they speak of their “modern slavery commitment” which ensures garment workers have fair pay and good working conditions.
對于零售商來說，國際業務的增加必然會導致更大的環境足跡。全球化增加了環境問題的重要性，這反過來又導致學術界和商界找到了管理零售可持續性問題的方法。全球供應鏈導致了“對外國工人和環境的剝削”(Gorg, Hanley和Seric, 2018)。Walker和Jones(2012)討論了可持續供應鏈管理作為管理這些問題的一種方式，其中包括零售商對其供應商的環境績效負責。因此，ASOS可以采取的一種適當的行動形式來管理他們的全球足跡，是實踐可持續的供應鏈管理。文章指出，當ASOS談到他們的“現代奴隸制承諾”，即確保服裝工人有公平的工資和良好的工作條件時，他們已經在解決全球供應鏈中出現的一些問題。
Sustainability has become an important topic for 21st century consumers (Bernyte, 2018). ASOS is aware of this and in the article Beighton states that “[sustainability] is an area of focus for the business”. Academic literature marks the rise of the buyer-centric revolution (Mitchell, 2004). Ravi et al. (2009) explain that “consumers are empowered by the information that technology makes available”. Something that is mirrored in Beighton’s words as he details “consumers being more connected and aware of things than before”, specifically, consumers are becoming increasingly more aware of the impact that their buying decisions have on the planet and are beginning to expect more sustainable practice from retailers. The better the retailers are able to respond to consumer expectations, the more advocacy that is created for the brand (Kozinets, Handelman, 2004). The article explains that ASOS is mindful that sustainability is an expectation of their consumers, and whilst they are conscious of the fact that it is not dominating demand, they believe that in the future it will become a “defining feature”. Thus, as outlined in the article, they are taking appropriate action within the business, such as investing in packaging, which is now “100% recyclable” and producing more environmental clothing with the launch of jeans made from “100% recycled material”.
可持續性已經成為21世紀消費者的一個重要話題(Bernyte, 2018)。ASOS意識到了這一點，Beighton在文章中指出“[可持續性]是業務關注的一個領域”。學術文獻標志著以買方為中心的革命的興起(Mitchell, 2004)。Ravi等人(2009)解釋說，“技術提供的信息賦予了消費者權力”。這一點也反映在貝頓的描述中，他詳細描述了“消費者比以前更有聯系，更了解事物”，具體來說，消費者越來越意識到自己的購買決定對地球的影響，并開始期待零售商采取更可持續的做法。零售商越能對消費者的期望做出反應，品牌的宣傳力度就越強(Kozinets, Handelman, 2004)。文章解釋說，ASOS意識到可持續性是他們的消費者的期望，雖然他們意識到它并不是主導需求的事實，但他們相信在未來它將成為一個“定義性特征”。因此，正如文章中所述，他們在企業內部采取了適當的行動，例如投資包裝，現在是“100%可回收”的，并推出了用“100%可回收材料”制成的牛仔褲，生產更環保的服裝。
The e-commerce channel in retail is growing significantly, more so the number of ‘pure-players’ within the retailing environment. Thus, it is important that online retailers are able to use appropriate retail marketing theory within practice to ensure success. ASOS has drawn upon a range of theories, such as marketing communications, internationalisation of retail and segmentation of markets to help them meet the targets outlined in the article, most of which were successful in application to the online retail channel. However, it is important that online retailers remain aware of aspects such as segmentation particularly when venturing into international markets. Although this might seem bypassable due to the dynamic nature of the online environment, it can hinder performance. It is also recommended that they adopt a sustainable supply chain management process to deal with contemporary issues surrounding the environment. ASOS and online retailers must remain aware of customer centric attitudes to retailing today and ensure that they create relevant content using the appropriate digital strategies and media in order to target the correct market segments, they must also comply with changing consumer attitudes to ensure the successful acquisition of new customers and their continued engagement with brand both locally and internationally.
零售領域的電子商務渠道正在顯著增長，零售環境中“純玩家”的數量也在增長。因此，網絡零售商能夠在實踐中運用適當的零售營銷理論來確保成功是很重要的。ASOS采用了一系列的理論，如營銷溝通、零售國際化和市場細分，以幫助他們實現文章中概述的目標，其中大多數成功應用于在線零售渠道。然而，重要的是，在線零售商保持對細分等方面的了解，特別是當冒險進入國際市場時。盡管由于在線環境的動態特性，這似乎可以繞過，但它可能會影響性能。還建議他們采用可持續的供應鏈管理過程，以處理當代環境問題。ASOS和在線零售商必須保持以客戶為中心的零售態度，并確保他們使用適當的數字策略和媒體創建相關內容，以瞄準正確的細分市場，他們還必須遵守不斷變化的消費者態度，以確保成功獲得新客戶，并繼續與本地和國際品牌合作。
留學生論文相關專業范文素材資料，盡在本網，可以隨時查閱參考。本站也提供多國留學生課程作業寫作指導服務，如有需要可咨詢本平臺。
