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 of business. it is the whole business seen from the customers 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” had 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 marketings phraseology seductive, repulsive or just vacuous, one cannot deny marketings “out and out triumph in the marketplace of ideas” (Brown, 1995). Marketings 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 its 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 constructs that. we havent found yet” (Hackley, 2001). Another “problem” is that the vitality of the marketing 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 beginning 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 (theyll 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 dont even know what they dont want . (Brown, 2001). His retro-marketing paper is full of very clever observations, ones which are easily observable. He