(238-227) /(2023) ‫ ﺟﻮﺍﻥ‬،01 ‫ ﺍﻟﻌﺪﺩ‬،07 ‫ﻠﺪ‬‫ﳎﻠﺔ ﳕﺎﺀ ﻟﻼﻗﺘﺼﺎﺩ ﻭﺍﻟﺘﺠﺎﺭﺓ ـــ ﺍ‬

"‫ ﺍﻷﳌﺎﱐ‬BMW ‫ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺃﺩﺍﺓ ﻟﻠﺘﻤﻴﺰ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ "ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﳎﻤﻊ‬
Marketing mix innovation is a tool for excellence in international markets
-Case study of the German BMW Group -

²‫ ﺑﻮﺣﺒﻞ ﺳﺎﺭﺓ‬،*¹‫ﺑﻮﻏﺮﺓ ﻟﻄﻔﻲ‬

[email protected] ،(‫ ﺟﺎﻣﻌﺔ ﺟﻴﺠﻞ ) ﺍﳉﺰﺍﺋﺮ‬،‫ ﻛﻠﻴﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﲑ‬،‫ﳐﱪ ﺇﻗﺘﺼﺎﺩ ﺍﳌﻨﻈﻤﺎﺕ ﻭﺍﻟﺘﻨﻤﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ‬¹
[email protected] ،(‫ )ﺍﳉﺰﺍﺋﺮ‬03 ‫ ﺟﺎﻣﻌﺔ ﺍﳉﺰﺍﺋﺮ‬²

‫؛‬2023/06/30 :‫ﺗﺎﺭﻳﺦ ﺍﻟﻨﺸﺮ‬ ‫؛‬2023/06/27 :‫ﺗﺎﺭﻳﺦ ﺍﻟﻘﺒﻮﻝ‬ ‫؛‬2023/05/29 :‫ﺗﺎﺭﻳﺦ ﺍﻻﺳﺘﻼﻡ‬

:‫ﻣﻠﺨﺺ‬
‫ ﺧﺎﺻﺔ ﰲ ﳎﺎﻝ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ‬،‫ﺪﻑ ﻣﻦ ﺧﻼﻝ ﻫﺬﻩ ﺍﻟﻮﺭﻗﺔ ﺍﻟﺒﺤﺜﻴﺔ ﺇﱃ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻣﻮﺿﻮﻉ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺯﻳﺎﺩﺓ ﺍﻟﻮﻋﻲ ﺑﻪ ﻭﲟﻔﺎﻫﻴﻤﻪ ﺍﻷﺳﺎﺳﻴﺔ‬
‫ ﻭﻳﺘﻢ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﺭﺗﻘﺎﺀ ﻋﻤﻠﻴﺎﺕ ﺍﳌﺆﺳﺴﺔ ﰲ ﺗﻄﻮﻳﺮ ﺍﳌﻨﺘﻮﺝ ﺃﻭ ﻃﺮﺡ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ ﺗﻔﻮﻕ ﺗﻮﻗﻌﺎﺕ‬،‫ﺑﺎﻋﺘﺒﺎﺭﻩ ﻣﺼﺪﺭﺍ ﻟﺘﺤﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ‬
‫ ﻛﻨﻤﻮﺫﺝ ﻋﺎﳌﻲ ﻣﻌﺮﻭﻑ ﺑﺘﺒﲏ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻛﻤﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ‬BMW ‫ ﻭﲤﺖ ﺩﺭﺍﺳﺔ ﳎﻤﻊ‬،‫ﺍﳌﺴﺘﻬﻠﻚ ﻭﺍﺑﺘﻜﺎﺭ ﺃﺳﺎﻟﻴﺐ ﺗﺴﻌﲑﻳﺔ ﻭﺗﻮﺯﻳﻌﻴﺔ ﻭﺗﺮﻭﳚﻴﺔ ﺟﺪﻳﺪﺓ‬
.‫ﻭﻗﺪ ﺗﻮﺻﻠﺖ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﻗﻮﻳﺔ ﺑﲔ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻭﲢﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ ﻭﺍﻟﻨﺠﺎﺡ‬.‫ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ‬
.BMW،‫ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ‬،‫ ﻋﻨﺎﺻﺮ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺍﳌﺒﺘﻜﺮ‬،‫ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ‬،‫ ﺍﻻﺑﺘﻜﺎﺭ‬:‫ﺍﻟﻜﻠﻤﺎﺕ ﺍﳌﻔﺘﺎﺣﻴﺔ‬
.L62 ،O31،M31:JEL ‫ﺗﺼﻨﻴﻒ‬
Abstract :
We aim through this research paper to get to know the topic of innovation and increase
awareness of it and its basic concepts, especially in the field of marketing mix as a source for
achieving excellence in international markets, and this is done through upgrading the operations of
the institution in developing the product or introducing new products that exceed consumer
expectations and invent pricing methods New distributive and promotional, and the BMW complex
was studied as a global model known for adopting marketing innovation as a competitive
advantage in international market. This study concluded that there is a strong relationship between
innovation in the marketing mix and achieving excellence and success.
Key words: Innovation; marketing innovation; marketing mix innovation; international markets;
BMW.
JEL classification: M31,O31,L62.

‫ ﺑﻮﻏﺮﺓ ﻟﻄﻔﻲ‬:‫*ﺍﳌﺆﻟﻒ ﺍﳌﺮﺳﻞ‬

227
 ‫ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺃﺩﺍﺓ ﻟﻠﺘﻤﻴﺰ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ "ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﳎﻤﻊ ‪ BMW‬ﺍﻷﳌﺎﱐ"‬

‫ﻣﻘﺪﻣﺔ‪:‬‬
‫ﺗﻘﺘﻀﻲ ﺍﻟﻄﺒﻴﻌﺔ ﺍﻟﺪﻳﻨﺎﻣﻴﻜﻴﺔ ﻟﻸﺳﻮﺍﻕ ﰲ ﺍﻟﻌﺼﺮ ﺍﻟﺮﺍﻫﻦ ﺗﻮﱄ ﺍﻷﻛﺎﺩﳝﻴﲔ ﻭﺍﳌﻤﺎﺭﺳﲔ ﰲ ﳎﺎﻝ ﺍﻟﺘﺴﻮﻳﻖ ﻭﺍﻟﺘﺴﻮﻳﻖ ﺍﻟﺪﻭﱄ ﺯﻳﺎﺩﺓ ﺍﻻﻫﺘﻤﺎﻡ‬
‫ﺑﺎﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﳌﺎ ﻟﻪ ﻣﻦ ﺗﺄﺛﲑ ﺑﺎﻟﻎ ﰲ ﲢﻘﻴﻖ ﺍﻟﺮﻳﺎﺩﺓ ﻟﻠﻤﺆﺳﺴﺎﺕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪،‬ﺇﺫ ﺃﺻﺒﺢ ﺣﺎﻟﺔ ﺿﺮﻭﺭﻳﺔ ﻻ ﻏﲎ ﻋﻨﻬﺎ‪،‬ﻭﻣﻦ ﺍﻷﺳﺎﻟﻴﺐ‬
‫ﺍﳊﺪﻳﺜﺔ ﺍﻟﱵ ﺗﻘﻮﺩ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻐﻴﲑ ﻭﺃﺣﺪ ﺃﻫﻢ ﻣﺼﺎﺩﺭ ﺍﻟﺘﻤﻴﺰ ﻭﻣﻘﻴﺎﺱ ﻟﻸﺩﺍﺀ ﺍﳉﻴﺪ‪ ،‬ﻛﻤﺎ ﻳﻮﺟﻪ ﺍﳌﺆﺳﺴﺎﺕ ﳓﻮ ﺇﻧﺘﺎﺝ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ ﺃﻭ‬
‫ﳏﺴﻨﺔ ﻹﺭﺿﺎﺀ ﺍﻟﺰﺑﺎﺋﻦ ﻭﺗﻠﺒﻴﺔ ﺭﻏﺒﺎ‪‬ﻢ ﻭﻣﻮﺍﺟﻬﺔ ﺍﳌﻨﺎﻓﺴﺔ ﺍﳌﺘﺰﺍﻳﺪﺓ ﻋﻦ ﻃﺮﻳﻖ ﺗﺒﲏ ﺃﺳﺎﻟﻴﺐ ﺇﻧﺘﺎﺟﻴﺔ‪ ،‬ﺗﺴﻌﲑﻳﺔ‪ ،‬ﺗﻮﺯﻳﻌﻴﺔ ﻭﺗﺮﻭﳚﻴﺔ ﺟﺪﻳﺪﺓ‬
‫ﺗﺘﻼﺀﻡ ﻭﻃﺒﻴﻌﺔ ﺍﳌﺮﺣﻠﺔ‪ ،‬ﺣﻴﺚ ﻳﻜﻮﻥ ﺍﻟﺘﺠﺪﻳﺪ ﻭﺍﻻﺑﺘﻜﺎﺭ ﺍﶈﻮﺭ ﺍﻷﺳﺎﺳﻲ ﳍﺬﻩ ﺍﻷﺳﺎﻟﻴﺐ‪.‬‬
‫ﻭﰲ ﻫﺬﺍ ﺍﻹﻃﺎﺭ ﰎ ﻃﺮﺡ ﺇﺷﻜﺎﻟﻴﺔ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﻓﻴﻤﺎ ﺗﺘﻤﺜﻞ ﺃﳘﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﻋﻨﺎﺻﺮ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ‪‬ﻤﻊ ‪ BMW‬ﰲ ﻇﻞ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﻳﻨﺎﻣﻴﻜﻴﺔ ﺍﳊﺎﻟﻴﺔ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴﺔ؟‬
‫ﻭﺗﻨﺪﺭﺝ ﲢﺖ ﻫﺬﻩ ﺍﻹﺷﻜﺎﻟﻴﺔ ﺍﻷﺳﺌﻠﺔ ﺍﻟﻔﺮﻋﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﻣﺎ ﻫﻮ ﻣﻔﻬﻮﻡ ﺍﻻﺑﺘﻜﺎﺭ؟‬
‫‪ -‬ﻣﺎ ﻫﻮ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ؟ ﻭﻣﺎ ﻫﻲ ﺃﳘﻴﺘﻪ ﻭﺍﻟﻌﻨﺎﺻﺮ ﺍﳌﻜﻮﻧﺔ ﻟﻪ؟‬
‫‪ -‬ﻛﻴﻒ ﺳﺎﻫﻢ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﰲ ﳒﺎﺡ ﳎﻤﻊ ‪ BMW‬ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ؟‬
‫ﻓﺮﺿﻴﺔ ﺍﻟﺪﺭﺍﺳﺔ‪ :‬ﻟﺘﺤﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﳌﺮﺟﻮﺓ ﻣﻦ ﺍﻟﺪﺭﺍﺳﺔ ﰎ ﺻﻴﺎﻏﺔ ﺍﻟﻔﺮﺿﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﰲ ﻇﻞ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺸﺪﻳﺪﺓ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ ﻳﺴﺎﻫﻢ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻋﻨﺎﺻﺮ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻟﻠﻤﺆﺳﺴﺔ ﰲ ﲢﻘﻴﻖ ﺍﻟﺘﻤﻴﺰ‬
‫ﻭﺍﻟﻨﺠﺎﺡ ﻭﺍﻻﺳﺘﻤﺮﺍﺭﻳﺔ‪.‬‬
‫ﺃﳘﻴﺔ ﺍﻟﺪﺭﺍﺳﺔ‪ :‬ﺗﻜﻤﻦ ﺃﳘﻴﺔ ﻫﺬﺍ ﺍﳌﻘﺎﻝ ﰲ ﺗﺄﺛﲑﻩ ﺍﻻﳚﺎﰊ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﳉﺰﺍﺋﺮﻳﺔ ﺍﻟﱵ ﺗﺮﻏﺐ ﰲ ﺑﻠﻮﻍ ﻣﺮﻛﺰ ﺍﻟﺮﻳﺎﺩﺓ ﰲ ﳎﺎﻝ‬
‫ﻧﺸﺎﻃﻬﺎ ﺳﻮﺍﺀ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﶈﻠﻴﺔ ﺃﻭ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻛﻤﺎ ﺃﻧﻪ ﻳﺸﻜﻞ ﺇﺿﺎﻓﺔ ﻟﻠﺮﺻﻴﺪ ﺍﻟﻌﻠﻤﻲ ﻭﺍﻟﺒﺤﺜﻲ ﰲ ﻫﺬﺍ ﺍ‪‬ﺎﻝ‪.‬‬
‫ﻣﻨﻬﺞ ﺍﻟﺪﺭﺍﺳﺔ‪ :‬ﰎ ﺍﻻﻋﺘﻤﺎﺩ ﰲ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻋﻠﻰ ﺍﳌﻨﻬﺞ ﺍﻟﻮﺻﻔﻲ ﺍﻟﺘﺤﻠﻴﻠﻲ ﻭﺍﻟﺬﻱ ﻳﻌﺪ ﺃﻛﺜﺮ ﻣﻼﺀﻣﺔ ﻣﻊ ﻃﺒﻴﻌﺔ ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﻭﺫﻟﻚ ﻟﻺﳌﺎﻡ‬
‫ﲟﺨﺘﻠﻒ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻟﱵ ﺗﻀﻤﻨﺘﻬﺎ ﺍﻟﺪﺭﺍﺳﺔ ﻭﺍﻹﺣﺎﻃﺔ ﺑﻜﻞ ﺟﻮﺍﻧﺐ ﺍﳌﻮﺿﻮﻉ‪.‬‬
‫ﳏﺎﻭﺭ ﺍﻟﺪﺭﺍﺳﺔ‪ :‬ﺳﻨﻘﺴﻢ ﲝﺜﻨﺎ ﻫﺬﺍ ﺇﱃ ﺛﻼﺛﺔ ﳏﺎﻭﺭ ﺃﺳﺎﺳﻴﺔ‪ ،‬ﺳﻨﺘﻜﻠﻢ ﰲ ﺍﶈﻮﺭ ﺍﻷﻭﻝ ﻋﻦ ﺍﳉﺎﻧﺐ ﺍﳌﻔﺎﻫﻴﻤﻲ ﻟﻼﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ‪ ،‬ﺃﻣﺎ ﰲ‬
‫ﺍﶈﻮﺭ ﺍﻟﺜﺎﱐ ﺳﻨﺘﻄﺮﻕ ﺇﱃ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻭﰲ ﺍﶈﻮﺭ ﺍﻟﺜﺎﻟﺚ ﺳﻨﺮﻛﺰ ﻋﻠﻰ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﰲ ﻣﺆﺳﺴﺔ ‪.BMW‬‬

‫ﺍﶈﻮﺭ ﺍﻷﻭﻝ‪ :‬ﺍﳉﺎﻧﺐ ﺍﳌﻔﺎﻫﻴﻤﻲ ﻟﻼﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ‬

‫ﻇﻬﺮﺕ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺍﳊﺪﻳﺜﺔ ﺍﻟﱵ ﺗﺴﻌﻰ ﺇﱃ ﺯﻳﺎﺩﺓ ﻛﻔﺎﺀﺓ ﺍﳌﺆﺳﺴﺎﺕ‪ ،‬ﻭﻟﻌﻞ ﻣﻦ ﺑﲔ ﻫﺬﻩ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻟﱵ ﲢﻈﻰ‬
‫ﺑﺎﻟﻜﺜﲑ ﻣﻦ ﺍﻻﻫﺘﻤﺎﻡ ﻟﺪﻯ ﺍﳌﺘﺨﺼﺼﲔ ﻭﳑﺎﺭﺳﻲ ﺍﻟﺘﺴﻮﻳﻖ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ‪.‬‬
‫ﺃﻭﻻ‪ :‬ﻣﻔﻬﻮﻡ ﺍﻻﺑﺘﻜﺎﺭ‪:‬‬
‫ﺗﻌﺪﺩﺕ ﺃﺭﺍﺀ ﺍﻟﺒﺎﺣﺜﲔ ﺣﻮﻝ ﻣﻔﻬﻮﻡ ﺍﻻﺑﺘﻜﺎﺭ ﻓﻤﻨﻬﻢ ﻣﻦ ﻳﺮﻯ ﺑﺄﻧﻪ‪" :‬ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﱵ ﻳﻨﺘﺞ ﻋﻨﻬﺎ ﻧﺎﺗﺞ ﺟﺪﻳﺪ ﻧﺘﻴﺠﺔ ﳌﺎ ﳛﺪﺙ ﻣﻦ ﺗﻔﺎﻋﻞ ﺑﲔ‬
‫ﺍﻟﻔﺮﺩ ﺑﺄﺳﻠﻮﺑﻪ ﺍﻟﻔﺮﻳﺪ ﻭﻣﺎ ﻳﻮﺟﺪ ﰲ ﺑﻴﺌﺘﻪ ﺃﻭ ﻳﻮﺍﺟﻬﻪ ﻓﻴﻬﺎ" )ﻋﺒﺪ ﺍﻟﻐﻔﺎﺭ‪ ،1981 ،‬ﺻﻔﺤﺔ ‪ (124‬ﺃﻱ ﺃﻥ ﺍﻻﺑﺘﻜﺎﺭ ﻫﻮ ﺣﺼﻴﻠﺔ ﺍﻟﺘﻔﺎﻋﻞ ﺑﲔ‬
‫ﺍﻟﻔﺮﺩ ﻭﺑﻴﺌﺘﻪ‪ ،‬ﺃﻣﺎ ﺁﺧﺮ ﻓﻘﺪ ﻋﱪ ﻋﻦ ﺍﻟﺘﻌﻘﻴﺪ ﺍﻟﺬﻱ ﻳﻜﺘﻨﻒ ﻣﺼﻄﻠﺢ ﺍﻻﺑﺘﻜﺎﺭ ﺑﻘﻮﻟﻪ‪ ":‬ﺇﻥ ﺍﻻﺑﺘﻜﺎﺭ ﻋﻤﻠﻴﺔ ﻣﻌﻘﺪﺓ ﺟﺪﺍ ﺫﺍﺕ ﻭﺟﻮﻩ ﻭﺃﺑﻌﺎﺩ‬
‫ﻣﺘﻌﺪﺩﺓ" )ﺃﺑﻮ ﺍﻟﻨﺼﺮ‪ ،2002 ،‬ﺻﻔﺤﺔ ‪ ،(90‬ﻭﺁﺧﺮﻭﻥ ﻳﻌﱪﻭﻥ ﻋﻨﻪ ﲟﻌﲎ ﺃﻭﺳﻊ ﺑﺄﻧﻪ " ﺍﻟﺘﻄﺒﻴﻖ ﺍﻟﻌﻤﻠﻲ ﻷﻓﻜﺎﺭ ﺟﺪﻳﺪﺓ" & ‪(Ostojic‬‬
‫)‪.all, 2014, p. 35‬‬
‫ﻇﺎﻫﺮﻳﺎ ﻳﺒﺪﻭﺍ ﺃﻥ ﺍﻻﺑﺘﻜﺎﺭ ﻫﻮ ﻧﻔﺴﻪ ﺍﻹﺑﺪﺍﻉ ﻭﺍﻻﺧﺘﺮﺍﻉ ﻭﺍﻟﺘﺠﺪﻳﺪ‪ ،‬ﺃﻱ ﺃﻥ ﻫﺬﻩ ﺍﳌﺼﻄﻠﺤﺎﺕ ﳍﺎ ﻧﻔﺲ ﺍﻟﺪﻻﻟﺔ‪ ،‬ﻏﲑ ﺃﻥ ﺑﻌﺾ ﺍﳌﺨﺘﺼﲔ‬
‫ﺍﺳﺘﻄﺎﻋﻮﺍ ﺍﻟﺘﻤﻴﻴﺰ ﺑﲔ ﻫﺬﻩ ﺍﳌﺼﻄﻠﺤﺎﺕ ﻛﻤﺎ ﻳﻠﻲ‪:‬‬

‫‪228‬‬
 ‫ﺑﻮﻏﺮﺓ ﻟﻄﻔﻲ‪ ،‬ﺑﻮﺣﺒﻞ ﺳﺎﺭﺓ‬

‫‪.1‬ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻻﺧﺘﺮﺍﻉ‪ :‬ﺍﺳﺘﻄﺎﻉ ‪ Yves‬ﺃﻥ ﻳﻀﻊ ﺗﻌﺮﻳﻔﺎ ﳝﻴﺰ ﻓﻴﻪ ﺑﲔ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻻﺧﺘﺮﺍﻉ ﻭﺍﻟﺬﻱ ﻳﺮﻯ ﺃﻥ"ﺍﻻﺧﺘﺮﺍﻉ ﻫﻮ ﺍﻛﺘﺸﺎﻑ ﻋﻠﻤﻲ‬
‫ﻳﺴﻤﺢ ﺑﺘﻨﻤﻴﺔ ﺍﳌﻌﺮﻓﺔ ﺍﻹﻧﺴﺎﻧﻴﺔ‪ ،‬ﺑﻴﻨﻤﺎ ﺍﻻﺑﺘﻜﺎﺭ ﻫﻮ ﻣﺪﺧﻸﺳﺎﺳﻲ ﻟﻠﺘﺠﺪﻳﺪ")‪ ، (Chirouze, 1991, p. 126‬ﻭﻣﻨﻪ ﻳﺘﺒﲔ ﺃﻥ‬
‫ﺍﻻﺧﺘﺮﺍﻉ ﻫﻮ ﺻﻴﺎﻏﺔ ﺃﻓﻜﺎﺭ ﺟﺪﻳﺪﺓ ﻣﺮﺗﺒﻄﺔ ﺃﺳﺎﺳﺎ ﺑﺎ‪‬ﺎﻝ ﺍﻟﻌﻠﻤﻲ ﻭﺍﻟﺘﻘﲏ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺈﻥ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﻓﻜﺮﺓ ﺟﺪﻳﺪﺓ ﲣﺪﻡ ﺣﺎﺟﺔ ﺇﻧﺴﺎﻧﻴﺔ ﻻ‬
‫ﳝﻜﻦ ﺗﺴﻤﻴﺘﻬﺎ ﺍﺧﺘﺮﺍﻉ ﺇﻻ ﺇﺫﺍ ﻛﺎﻧﺖ ﻣﺮﺗﺒﻄﺔ ﺑﺎﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ ،‬ﻭﺗﺘﺸﻜﻞ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﺍﳌﺼﻄﻠﺤﲔ ﰲ ﻛﻮﻥ ﺍﻻﺑﺘﻜﺎﺭ ﻳﺸﻜﻞ ﺍﻟﻌﻨﺼﺮ ﺍﻟﺘﻄﺒﻴﻘﻲ‬
‫ﻟﻼﺧﺘﺮﺍﻉ‪ ،‬ﻏﲑ ﺃﻧﻪ ﻻ ﻳﻨﺤﺼﺮ ﰲ ﳎﺎﻝ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺇﳕﺎ ﳝﺘﺪ ﺇﱃ ﳐﺘﻠﻒ ﻣﻨﺎﺣﻲ ﺣﻴﺎﺓ ﺍﻹﻧﺴﺎﻥ‪.‬‬
‫‪.2‬ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻹﺑﺪﺍﻉ‪ :‬ﺃﻣﺎ ﲞﺼﻮﺹ ﺍﻹﺑﺪﺍﻉ ﻓﻘﺪ ﻭﺭﺩ ﰲ ﺃﺣﺪ ﺍﻟﻘﻮﺍﻣﻴﺲ ﺍﻟﺴﻴﻜﻮﻟﻮﺟﻴﺔ ﺑﺄﻧﻪ " ﻋﻤﻠﻴﺔ ﻋﻘﻠﻴﺔ ﺗﺆﺩﻱ ﺇﱃ ﺣﻠﻮﻝ ﺃﻓﻜﺎﺭ‬
‫ﻭﻣﻔﺎﻫﻴﻢ ﻭﺃﺷﻜﺎﻝ ﻭﻧﻈﺮﻳﺎﺕ ﻭﻣﻨﺘﺠﺎﺕ ﺗﺘﺼﻒ ﺑﺎﳊﺪﺍﺛﺔ ﻭﺍﻟﺘﻔﺮﺩ")ﺃﻧﺪﺭﺳﻮﻥ‪ ،2004 ،‬ﺻﻔﺤﺔ ‪ ،(42‬ﻭﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﳚﻌﻞ ﻣﻦ ﺍﻹﺑﺪﺍﻉ‬
‫ﻭﺍﻻﺑﺘﻜﺎﺭ ﻣﻔﻬﻮﻣﺎ ﻭﺍﺣﺪﺍ ﻧﺴﺒﻴﺎ ﻏﲑ ﺃﻥ ﺍﻟﻔﺮﻕ ﻫﻮ ﻛﻮﻥ ﺍﻻﺑﺘﻜﺎﺭ ﻫﻮ ﺍﻟﺘﺠﺴﻴﺪ ﺍﻟﻔﻌﻠﻲ ﻋﻠﻰ ﺃﺭﺽ ﺍﻟﻮﺍﻗﻊ ﻟﻸﻓﻜﺎﺭ ﺍﻹﺑﺪﺍﻋﻴﺔ‪.‬‬
‫‪ .3‬ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻟﺘﺠﺪﻳﺪ‪ :‬ﺃﻣﺎ ﺍﻟﺘﺠﺪﻳﺪ ﺣﺴﺐ‪ "Steve Jobe‬ﻫﻮ ﺍﻟﻘﻮﺓ ﺍﶈﺮﻛﺔ ﻟﻠﺘﻨﺎﻓﺲ‪ ،‬ﺍﻟﻨﻤﻮ‪ ،‬ﺍﻟﺮﲝﻴﺔ ﻭﺧﻠﻖ ﺍﻟﻘﻴﻤﺔ ﺍﳌﻀﺎﻓﺔ‪ ،‬ﻛﻤﺎ ﳝﻜﻦ‬
‫ﺃﻥ ﺗﻮﺿﺢ ﰲ ﻣﺴﺘﻄﻴﻞ ﺿﻴﻖ ﻧﺴﺒﻴﺎ ﺇﱃ ﺣﺪ ﻣﺎ ﲢﺖ ﻋﻨﻮﺍﻥ ﺗﻄﻮﻳﺮ ﺍﳌﻨﺘﺞ ﺃﻭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ ،‬ﺇﺫ ﻳﻌﲏ ﺍﻟﺘﺤﺪﻱ ﺍﳊﻘﻴﻘﻲ ﻟﺪﺍﺋﺮﺓ ﺍﻟﻌﻤﻞ ﻛﻜﻞ‪،‬‬
‫ﻭﳚﺐ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﻌﻤﻠﻴﺔ ﺍﳌﺴﺘﻤﺮﺓ ﻭﺍﳊﺎﺿﺮﺓ ﺩﺍﺋﻤﺎ " )ﻓﻜﺲ ﻭ ﺍﳋﺰﺍﻣﻲ‪ ،2008 ،‬ﺻﻔﺤﺔ ‪ ،(232.231‬ﻓﺎﻟﺘﺠﺪﻳﺪ ﺣﺴﺐ ﻫﺬﺍ‬
‫ﺍﻟﺘﻌﺮﻳﻒ ﻫﻮ ﺇﻋﺎﺩﺓ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻘﺪﱘ ﺑﻄﺮﻳﻘﺔ ﺟﺪﻳﺪﺓ ﻭﻫﻮ ﳜﺘﻠﻒ ﻋﻦ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﻛﻮﻧﻪ ﻣﻮﺟﻮﺩ ﻣﻦ ﻗﺒﻞ‪ ،‬ﺃﻣﺎ ﺍﻻﺑﺘﻜﺎﺭ ﻫﻮ ﺍﻛﺘﺸﺎﻑ ﺟﺬﺭﻱ‬
‫ﻟﻜﻞ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﻭﺍﻟﻄﺮﻕ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺼﺒﺢ ‪‬ﺎ ﺣﻘﻴﻘﺔ ﻗﺎﺋﻤﺔ‪.‬‬
‫ﻭﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﻭﺭﺩﺕ ﻋﺪﺓ ﻧﻈﺮﻳﺎﺕ ﺣﻮﻝ ﺍﻻﺑﺘﻜﺎﺭ ﻧﺬﻛﺮ ﻣﻨﻬﺎ‪) :‬ﳒﻢ ﻉ‪ ،2012 ،.‬ﺻﻔﺤﺔ ‪(158،157‬‬
‫• ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﻔﺎﺋﻖ‪ :‬ﺃﺳﺎﺱ ﻫﺬﻩ ﺍﻟﻨﻈﺮﻳﺔ ﺃﻥ ﺍﻻﺑﺘﻜﺎﺭ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﳕﻂ ﺧﺎﺹ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﻫﻢ ﺍﳌﺒﺘﻜﺮﻭﻥ ﺍﻟﻌﺒﺎﻗﺮﺓ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻋﻠﻰ‬
‫ﺍﻟﺸﺮﻛﺎﺕ ﺃﻥ ﺗﺒﺤﺚ ﻋﻦ ﻫﺬﺍ ﺍﻟﻨﻤﻂ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﺍﻟﻘﺎﺩﺭﻭﻥ ﻋﻠﻰ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﺍﻻﺑﺘﻜﺎﺭﺍﺕ ﺍﳉﺪﻳﺪﺓ ﺃﺳﺮﻉ ﻭﺃﻓﻀﻞ ﻣﻦ ﻏﲑﻫﻢ‪،‬‬
‫ﻭﺣﺴﺐ ﻫﺬﺍ ﺍﻟﻨﻤﻮﺫﺝ ﻓﺈﻥ ﻫﻨﺎﻙ ﻋﺪﺩﺍ ﻗﻠﻴﻼ ﻣﻦ ﺍﻷﻓﺮﺍﺩ ﰲ ﺍﻟﺸﺮﻛﺔ ﻫﻢ ﺍﳌﺒﺘﻜﺮﻭﻥ ﺍﻟﺬﻳﻦ ﻳﺒﺤﺜﻮﻥ ﻭﻳﻘﺪﻣﻮﻥ ﺍﻟﻨﺴﺒﺔ ﺍﻷﻛﱪ ﻣﻦ‬
‫ﺍﻷﻓﻜﺎﺭ ﺍﳉﺪﻳﺪﺓ ﻭﺍﻻﺑﺘﻜﺎﺭﻳﺔ‪.‬‬
‫• ﺍﻟﻨﻤﻮﺫﺝ ﺍﻵﱄ‪ :‬ﺷﻌﺎﺭﻩ "ﺍﳊﺎﺟﺔ ﺃﻡ ﺍﻻﺑﺘﻜﺎﺭ"‪ ،‬ﺃﺳﺎﺱ ﻫﺬﻩ ﺍﻟﻨﻈﺮﻳﺔ ﻫﻮ ﻭﺟﻮﺩ ﻣﺸﻜﻠﺔ ﺗﺪﻓﻊ ﺍﻷﻓﺮﺍﺩ ﺇﱃ ﺗﻮﺟﻴﻪ ﺟﻬﻮﺩﻫﻢ ﺍﳋﺎﺻﺔ‬
‫ﺗﻠﻘﺎﺋﻴﺎ ﺇﱃ ﺍﺑﺘﻜﺎﺭ ﻣﺎ ﻳﻌﺎﳉﻮﻥ ﺑﻪ ﻫﺬﻩ ﺍﳌﺸﻜﻠﺔ‪ ،‬ﻭﻫﺬﺍ ﺍﻟﻨﻤﻮﺫﺝ ﳝﻜﻦ ﺃﻥ ﻳﻔﺴﺮ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻻﺑﺘﻜﺎﺭﺍﺕ ﳑﺎ ﻳﺆﻛﺪ ﺍﻓﺘﺮﺍﺿﻪ ﰲ ﺃﻥ ﻫﺬﻩ‬
‫ﺍﻻﺑﺘﻜﺎﺭﺍﺕ ﺃﻧﺘﺠﺖ ﳌﻮﺍﺟﻬﺔ ﺍﳌﺸﻜﻼﺕ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺍﻷﻓﺮﺍﺩ ﻭﺍﻟﺸﺮﻛﺎﺕ‪.‬‬
‫• ﳕﻮﺫﺝ ﺍﻟﺘﺮﻛﻴﺐ ﺍﻟﺘﺮﺍﻛﻤﻲ‪ :‬ﺗﻘﻮﻡ ﻫﺬﻩ ﺍﻟﻨﻈﺮﻳﺔ ﻋﻠﻰ ﺟﻬﻮﺩ ﺍﻟﺘﻔﻜﲑ‪ ،‬ﺍﻟﺘﺤﻠﻴﻞ‪ ،‬ﺍﻟﺘﺮﺍﺑﻂ‪ ،‬ﻭﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺃﺟﻞ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﺍﻷﻓﻜﺎﺭ‬
‫ﻭﻣﻦ ﰒ ﺇﱃ ﺍﳌﻨﺘﺠﺎﺕ ﺃﻭ ﺍﳋﺪﻣﺎﺕ ﺍﳉﺪﻳﺪﺓ‪ ،‬ﻭﻫﺬﻩ ﺗﻔﺴﺮ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ﺍﻟﻜﺜﲑﺓ ﻋﻠﻰ ﺍﳌﻨﺘﺠﺎﺕ ﺍﳊﺎﻟﻴﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻮﻟﻴﻔﺔ ﺍﳉﺪﻳﺪﺓ ﺃﻭ‬
‫ﺇﺿﺎﻓﺔ ﻣﻜﻮﻥ ﺟﺪﻳﺪ‪ ،...‬ﻭﻏﲑ ﺫﻟﻚ ﳑﺎ ﻳﻜﺸﻒ ﻋﻦ ﺍﺳﺘﻨﺎﺭﺓ ﻭﺗﺒﺼﺮ ﻳﻮﺻﻞ ﺇﱃ ﺍﻟﺘﻮﻟﻴﻔﺔ ﺍﳉﺪﻳﺪﺓ‪.‬‬
‫ﺛﺎﻧﻴﺎ‪ :‬ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ‪:‬‬
‫ﻳﻘﺼﺪ ﺑﺎﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ" ﻭﺿﻊ ﺍﻷﻓﻜﺎﺭ ﺍﳉﺪﻳﺪﺓ ﺃﻭ ﻏﲑ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻣﻮﺿﻊ ﺍﻟﺘﻄﺒﻴﻖ ﺍﻟﻔﻌﻠﻲ ﰲ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‪ ،‬ﻭﻻ ﳜﺘﻠﻒ ﻣﻔﻬﻮﻡ‬
‫ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﰲ ﺟﻮﻫﺮﻩ ﻋﻦ ﺍﻻﺑﺘﻜﺎﺭ ﻋﻤﻮﻣﺎ‪ ،‬ﺃﻭ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻻﺕ ﺃﺧﺮﻯ ﲞﻼﻑ ﺍﻟﺘﺴﻮﻳﻖ‪ ،‬ﺣﻴﺚ ﳝﻜﻦ ﺍﻋﺘﺒﺎﺭﻩ ﺍﻻﺳﺘﻐﻼﻝ‬
‫ﺍﻟﻨﺎﺟﺢ ﻷﻓﻜﺎﺭ ﺟﺪﻳﺪﺓ ﻭﻳﻨﻄﺒﻖ ﻋﻠﻴﻪ ﻣﺎ ﻳﻨﻄﺒﻖ ﻋﻠﻰ ﻫﺬﺍ ﺃﻭ ﺫﺍﻙ‪ ،‬ﻓﻬﻮ ﳝﻜﻦ ﺇﺩﺧﺎﻟﻪ ﻛﻨﻈﺎﻡ ﻭﳝﻜﻦ ﺗﻌﻠﻤﻪ ﻭﳝﻜﻦ ﳑﺎﺭﺳﺘﻪ )ﺃﺑﻮ ﲨﻌﺔ‪،‬‬
‫‪ ،2003‬ﺻﻔﺤﺔ ‪ ،(20‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺎﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻫﻮ ﻋﻤﻠﻴﺔ ﲢﻮﻳﻞ ﺍﻷﻓﻜﺎﺭ ﺇﱃ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ ﺃﻭ ﳏﺴ‪‬ﻨﺔ‪ ،‬ﻭﻫﻮ ﻋﻤﻠﻴﺔ ﺻﻌﺒﺔ‬
‫ﻭﻣﻌﻘﺪﺓ‪ ،‬ﻭﻻ ﻳﻘﺘﺼﺮ ﻋﻠﻰ ﳎﺎﻝ ﺗﺴﻮﻳﻘﻲ ﻣﻌﲔ ﺑﻞ ﳝﺘﺪ ﻟﻴﺸﻤﻞ ﺃﻱ ﳑﺎﺭﺳﺔ ﺗﺴﻮﻳﻘﻴﺔ‪ ،‬ﻛﻤﺎ ﺃﻧﻪ ﻻ ﻳﻘﻒ ﻋﻨﺪ ﺣﺪ ﺇﳚﺎﺩ ﻓﻜﺮﺓ ﺟﺪﻳﺪﺓ ﻭﺇﳕﺎ‬
‫ﻳﺘﻌﺪﻯ ﺇﱃ ﻭﺿﻊ ﻫﺬﻩ ﺍﻟﻔﻜﺮﺓ ﻣﻮﺿﻊ ﺍﻟﺘﻨﻔﻴﺬ ﺑﻄﺮﻳﻘﺔ ﱂ ﺗﺴﺘﺨﺪﻣﻬﺎ ﺃﻱ ﺷﺮﻛﺔ ﻣﻦ ﻗﺒﻞ‪ ،‬ﺃﻱ ﺧﺮﻭﺝ ﻛﺒﲑ ﻋﻦ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺍﳊﺎﻟﻴﺔ‪،‬‬
‫ﻛﻤﺎ ﻳﺴﺎﻫﻢ ﰲ ﲢﺪﻳﺪ ﻓﺮﺹ ﺍﻟﺴﻮﻕ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻭﺍﳉﺪﻳﺪﺓ‪ ،‬ﻭﺍﻟﺒﺤﺚ ﰲ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻌﻤﻼﺀ ﺍﻟﻜﺎﻣﻨﺔ ﻭﺍﻟﱵ ﻻ ﻳﺪﺭﻛﻮ‪‬ﺎ ﻭﻏﲑ ﻗﺎﺩﺭﻳﻦ ﻋﻦ‬
‫ﺍﻟﺘﻌﺒﲑ ﻋﻨﻬﺎ‪ ،‬ﻭﺍﻟﺴﻌﻲ ﺇﱃ ﺗﻠﺒﻴﺘﻬﺎ ﺑﺸﻜﻞ ﺃﻓﻀﻞ‪.‬‬

‫‪229‬‬
 ‫ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺃﺩﺍﺓ ﻟﻠﺘﻤﻴﺰ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ "ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﳎﻤﻊ ‪ BMW‬ﺍﻷﳌﺎﱐ"‬

‫ﺛﺎﻟﺜﺎ‪:‬ﺃﳘﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻭﻋﻨﺎﺻﺮﻩ‬

‫ﻻ ﻳﻮﺟﺪ ﺧﻼﻑ ﻳﺬﻛﺮ ﺣﻮﻝ ﺃﳘﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﱵ ﺗﺘﺒﻨﺎﻩ ﺃﻭ ﺍﻟﻌﻤﻼﺀ ﺍﻟﺬﻳﻦ ﻳﺴﺘﻔﻴﺪﻭﻥ ﻣﻨﻪ ﺃﻭ ﺍ‪‬ﺘﻤﻊ ﻋﻤﻮﻣﺎ‪،‬‬
‫ﻓﺒﺎﻟﻨﺴﺒﺔ ﻟﻠﺸﺮﻛﺔ ﻳﻜﺴﺒﻬﺎ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻣﺴﺘﻤﺮﺓ ﲤﻴﺰﻫﺎ ﻋﻦ ﻏﲑﻫﺎ ﻣﻦ ﺍﳌﻨﺎﻓﺴﲔ‪ ،‬ﻛﻤﺎ ﺃ‪‬ﺎ ﲢﻘﻖ ﺻﻮﺭﺓ ﺫﻫﻨﻴﺔ ﺍﳚﺎﺑﻴﺔ ﰲ‬
‫ﺍﻟﻮﺳﻂ ﺍﻻﺟﺘﻤﺎﻋﻲ ﻭﺑﺎﻟﺘﺎﱄ ﺗﺘﺤﻘﻖ ﳍﺎ ﺍﻷﻓﻀﻠﻴﺔ ﻭﲤﻜﻨﻬﺎ ﻣﻦ ﻛﺴﺐ ﻋﻤﻼﺀ ﺟﺪﺩ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﻌﻤﻼﺀ ﺍﳊﺎﻟﻴﲔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﻫﺬﻩ ﺍﳌﻴﺰﺓ‬
‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺗﺴﻬﻢ ﰲ ﺯﻳﺎﺩﺓ ﺍﳊﺼﺔ ﺍﻟﺴﻮﻗﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ﻭﻛﺬﺍ ﻣﺒﻴﻌﺎ‪‬ﺎ ﻭﺑﺎﻟﺘﺎﱄ ﺃﺭﺑﺎﺣﻬﺎ‪ ،‬ﺇﺿﺎﻓﺔ ﺇﱃ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻮﺻﻮﻝ ﺇﱃ ﻣﺮﻛﺰ ﺍﻟﺮﻳﺎﺩﺓ ﰲ‬
‫ﺍﻟﺴﻮﻕ‪ ،‬ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻌﻤﻼﺀ ﺳﻮﺍﺀ ﻛﺎﻧﻮﺍ ﺃﻓﺮﺍﺩ ﺃﻭ ﻣﺆﺳﺴﺎﺕ ﻓﺈﻥ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﳛﻘﻖ ﳍﻢ ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻟﻔﻮﺍﺋﺪ ﺃﳘﻬﺎ ﺇﺷﺒﺎﻉ ﺣﺎﺟﺎﺕ ﱂ‬
‫ﺗﻜﻦ ﻣﺸﺒﻌﺔ ﻣﻦ ﻗﺒﻞ‪ ،‬ﺃﻭ ﺇﺷﺒﺎﻉ ﺍﳊﺎﺟﺎﺕ ﺍﳊﺎﻟﻴﺔ ﺑﺸﻜﻞ ﺃﻓﻀﻞ ﻭﻛﺬﻟﻚ ﺍﻟﺘﻨﺒﺆ ﺑﺎﳊﺎﺟﺎﺕ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻭﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺗﻠﺒﻴﺘﻬﺎ‪) .‬ﻛﺒﺎﺏ‪،‬‬
‫‪ ،2017‬ﺻﻔﺤﺔ ‪(431‬‬
‫ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ ﳚﺐ ﺃﻥ ﻳﻜﻮﻥ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻟﺘﺴﻮﻳﻖ ﺟﺰﺀﺍ ﻣﻦ ﻣﻔﻬﻮﻡ ﻭﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺴﻮﻳﻖ ﻟﻠﺸﺮﻛﺔ ﻭﺍﻟﺬﻱ ﳜﺘﻠﻒ ﺑﺸﻜﻞ ﻛﺒﲑ‬
‫ﻋﻦ ﺃﺳﺎﻟﻴﺐ ﺍﻟﺘﺴﻮﻳﻖ ﺍﻟﻌﺎﺩﻳﺔ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﺎﻻﻟﺘﺰﺍﻡ ‪‬ﺬﻩ ﺍﻟﻘﻮﺍﻋﺪ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺍﻟﻌﺎﺩﻳﺔ ﻭﺣﺪﻫﺎ ﻻ ﻳﻜﻔﻲ ﻟﻀﻤﺎﻥ ﺍﻟﻨﺠﺎﺡ ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﳌﻨﺎﻓﺴﺔ ﰲ‬
‫ﺍﻷﺳﻮﺍﻕ ﺍﳌﺰﺩﲪﺔ)‪ ، (Ungerman, Jarosllava , & Katenina, 2018, p. 133‬ﻓﺎﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻳﺸﻤﻞ ﺃﻱ ﲢﺴﲔ‬
‫ﰲ ﻋﻤﻠﻴﺎﺕ ﺍﻹﻧﺘﺎﺝ ﻭﺗﻄﻮﻳﺮ ﺍﳌﻨﺘﺠﺎﺕ ﺍﳉﺪﻳﺪﺓ ﻭﺫﻟﻚ ﺣﺴﺐ ﻣﻨﻈﻤﺔ ﺍﻟﺘﻌﺎﻭﻥ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﻟﺘﻨﻤﻴﺔ ‪ OCDE‬ﻭﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ‬
‫ﻟﻺﺣﺼﺎﺀ‪ ، EUROSTAT‬ﺃﻣﺎ ﺍﻟﻴﻮﻡ ﻓﻘﺪ ﺍﺗﺴﻊ ﳎﺎﻝ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻟﻴﺸﻤﻞ ﺃﻱ ﻃﺮﻳﻘﺔ ﺗﻨﻈﻴﻤﻴﺔ ﺟﺪﻳﺪﺓ ﰲ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ‬
‫ﰲ ﻣﺆﺳﺴﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ‪ ،‬ﻭﻳﻨﻄﺒﻖ ﺍﻷﻣﺮ ﻛﺬﻟﻚ ﻋﻠﻰ ﺍﳌﻨﺘﺠﺎﺕ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﱵ ﻃﻮﺭ‪‬ﺎ ﺍﳌﻨﻈﻤﺔ ﻟﻠﻤﺮﺓ ﺍﻷﻭﱃ‬
‫ﻭﺍﻟﱵ ﰎ ﺗﻜﻴﻴﻔﻬﺎ ﻭﺗﺒﻨﻴﻬﺎ ﻣﻦ ﻗﺒﻞ ﻣﻨﻈﻤﺎﺕ ﺃﺧﺮﻯ )‪ ،(Ostojic & all, 2014, p. 35‬ﻛﻤﺎ ﺃﲨﻌﺖ ﺍﻟﺒﺤﻮﺙ ﻭﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻌﻤﻠﻴﺔ‬
‫ﺃﻥ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻟﺘﺴﻮﻳﻖ ﻳﺘﻜﻮﻥ ﻣﻦ ﲬﺴﺔ ﻋﻨﺎﺻﺮ ﻫﻲ‪) :‬ﻛﺒﺎﺏ‪ ،2017 ،‬ﺻﻔﺤﺔ ‪(432‬‬
‫‪ -‬ﺍﻟﻄﻼﻗﺔ‪ :‬ﺣﺠﻢ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺧﻼﻝ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﻣﻌﻴﻨﺔ‪.‬‬
‫‪ -‬ﺍﻷﺻﺎﻟﺔ‪ :‬ﻣﻘﺪﺭﺓ ﺍﻟﻔﺮﺩ ﻋﻠﻰ ﻃﺮﺡ ﺃﻓﻜﺎﺭ ﺗﺴﻮﻳﻘﻴﺔ ﺟﺪﻳﺪﺓ ﱂ ﻳﺴﺒﻖ ﺇﻟﻴﻬﺎ ﺃﺣﺪ ﻣﻦ ﻗﺒﻞ‪.‬‬
‫ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﲢﺴﺲ ﺍﳌﺸﻜﻼﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻭﺇﺩﺭﺍﻙ ﻃﺒﻴﻌﺘﻬﺎ‪.‬‬ ‫‪-‬‬
‫‪ -‬ﺍﳌﺮﻭﻧﺔ‪ :‬ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﻣﻮﻗﻒ ﺗﺴﻮﻳﻘﻲ ﻵﺧﺮ‪ ،‬ﻭﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﲨﻴﻊ ﺍﳌﻮﺍﻗﻒ‪.‬‬
‫‪ -‬ﺍﳌﻴﻞ ﺇﱃ ﺇﺑﺮﺍﺯ ﺍﻟﺘﻔﺎﺻﻴﻞ‪ :‬ﺃﻱ ﺍﳌﻌﺎﳉﺔ ﺍﻟﺪﻗﻴﻘﺔ ﻭﺍﻟﺸﺎﻣﻠﺔ ﺍﻟﱵ ﺗﻮﺿﺢ ﺃﺑﻌﺎﺩ ﺍﳌﺴﺎﺋﻞ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‪.‬‬

‫ﺍﶈﻮﺭ ﺍﻟﺜﺎﱐ‪ :‬ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ‬

‫ﻳﻨﺼﺐ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﰲ ﻋﻨﺎﺻﺮ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ‪ ،‬ﻭﻗﺪ ﻳﻜﻮﻥ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﲝﻮﺙ ﺍﻟﺘﺴﻮﻳﻖ‪ ،‬ﻭﻗﺪ ﻳﻜﻮﻥ ﰲ ﺷﻜﻞ ﺗﺒﲏ ﻗﻀﻴﺔ ﻣﻌﻴﻨﺔ‪،‬‬
‫ﺃﻭ ﺍﻻﺧﺘﻼﻑ ﻋﻦ ﺍﳌﻨﺎﻓﺴﲔ ﰲ ﻣﻮﻗﻔﻬﻢ ﺍﲡﺎﻩ ﻣﻮﺿﻮﻉ ﻣﻌﲔ‪ ،‬ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﻋﺮﺽ ﻣﻔﺼﻞ ﻟﻠﺘﺴﻮﻳﻖ ﺍﻻﺑﺘﻜﺎﺭﻱ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ‬
‫ﻛﻮﻧﻪ ﻣﺮﺁﺓ ﻋﺎﻛﺴﺔ ﻟﺒﺎﻗﻲ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻷﻱ ﻣﺆﺳﺴﺔ‪.‬‬
‫ﺃﻭﻻ‪:‬ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﳌﻨﺘﺞ‬
‫ﺗﺴﺮﻕ ﺍﻷﺳﻮﺍﻕ ﺫﺍﺕ ﺍﻟﻨﻤﻮ ﺍﻟﻌﺎﱄ ﻣﺜﻞ ﺃﺳﻮﺍﻕ ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﻭﺍﻟﺮﻭﺑﻮﺗﺎﺕ‪ ...‬ﺍﻷﺿﻮﺍﺀ‪ ،‬ﻭﲢﻘﻖ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺮﺍﺋﺪﺓ ﻓﻴﻬﺎ ﺃﺭﺑﺎﺣﺎ‬
‫ﺧﻴﺎﻟﻴﺔ ﻣﻦ ﺗﻠﻚ ﺍﻟﺼﻨﺎﻋﺎﺕ‪ ،‬ﻏﲑ ﺃﻥ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺍﻟﻌﺎﺩﻳﺔ ﻗﺪ ﺗﻔﺸﻞ ﰲ ﺩﺧﻮﻝ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻷﺳﻮﺍﻕ‪ ،‬ﻭﺍﻟﱵ ﺗﺘﻤﻴﺰ ﻓﻴﻬﺎ ﺍﳌﻨﺘﺠﺎﺕ‬
‫ﺑﺎﻟﺘﻘﺎﺩﻡ ﺍﻟﺴﺮﻳﻊ‪ ،‬ﻟﺬﻟﻚ ﳚﺐ ﻋﻠﻰ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﻨﺘﺠﺔ ﺃﻥ ﺗﺴﺘﺜﻤﺮ ﺃﻣﻮﺍﳍﺎ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻟﻠﺤﺎﻕ ﺑﺎﻟﺸﺮﻛﺎﺕ ﺍﻷﺧﺮﻯ‪ ،‬ﻭﺑﺎﻟﻜﺎﺩ ﺗﺴﺘﻄﻴﻊ ﺃﻥ ﲡﲏ‬
‫ﺃﺭﺑﺎﺣﻬﺎ ﻣﻦ ﺁﺧﺮ ﻣﻨﺘﺞ ﻣﻌﺮﻭﺽ ﻗﺒﻞ ﺃﻥ ﺗﺸﺮﻉ ﰲ ﺗﻄﻮﻳﺮﻩ ﺃﻭ ﺍﺳﺘﺒﺪﺍﻟﻪ ﲟﻨﺘﺞ ﺟﺪﻳﺪ )ﻛﻮﺗﻠﺮ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪ ،‬ﺻﻔﺤﺔ ‪،(13‬ﺑﺪﺍﻳﺔ ﻳﺼﻌﺐ‬
‫ﲢﺪﻳﺪ ﻣﻌﲎ ﻣﺼﻄﻠﺢ ﺟﺪﻳﺪ‪ ،‬ﺟﺪﻳﺪ ﺑﺎﻟﻨﺴﺒﺔ ﳌﻦ؟ ﻓﺎﳌﺴﺘﻬﻠﻚ ﺍﻟﺬﻱ ﻳﺴﺘﺨﺪﻡ ﺍﳌﻨﺘﺞ ﻷﻭﻝ ﻣﺮﺓ ﻳﻌﺘﱪﻩ ﺟﺪﻳﺪﺍ‪ ،‬ﺣﱴ ﻭﺇﻥ ﻛﺎﻥ ﻣﺘﻮﻓﺮﺍ‬
‫ﻭﻣﺴﺘﺨﺪﻣﺎ ﻣﻦ ﻗﺒﻞ ﺍﻵﺧﺮﻳﻦ ﻣﻨﺬ ﻓﺘﺮﺓ ﻃﻮﻳﻠﺔ‪ ،‬ﻓﻔﻲ ﻫﺬﻩ ﺍﳊﺎﻟﺔ ﻳﺆﺛﺮ ﺍﳌﻨﺘﺞ ﺍﳉﺪﻳﺪ ﻋﻠﻰ ﺳﻠﻮﻙ ﺍﳌﺴﺘﻬﻠﻚ ﺍﻟﺸﺮﺍﺋﻲ ﺇﺿﺎﻓﺔ ﺇﱃ ﺗﺄﺛﲑﻩ ﻋﻠﻰ‬
‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‪ ،‬ﻟﻜﻦ ﺫﻟﻚ ﻻ ﻳﺆﺛﺮ ﺑﺸﻜﻞ ﻛﺒﲑ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺗﻄﻮﻳﺮ ﻣﻨﺘﺠﺎﺕ ﺍﳌﺆﺳﺴﺔ‪) .‬ﻗﺎﺷﻲ‪ ،2015 ،‬ﺻﻔﺤﺔ ‪(191‬‬

‫‪230‬‬
 ‫ﺑﻮﻏﺮﺓ ﻟﻄﻔﻲ‪ ،‬ﺑﻮﺣﺒﻞ ﺳﺎﺭﺓ‬
‫ﻭﻳﻌﺘﱪ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﳌﻨﺘﺞ ﺍﻟﺴﻤﺔ ﺍﻷﺳﺎﺳﻴﺔ ﳍﺬﻩ ﺍﻷﺳﻮﺍﻕ‪ ،‬ﻭﳝﻜﻦ ﺗﻌﺮﻳﻔﻪ ﺑﺄﻧﻪ‪ ":‬ﻫﻮ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺬﻱ ﻳﺄﰐ ﺑﺎﳌﻨﺘﺠﺎﺕ ﺍﳉﺪﻳﺪﺓ ﺍﻟﱵ ﺗﻘﺪﻡ ﻣﻦ‬
‫ﺃﺟﻞ ﺍﻹﻳﻔﺎﺀ ﺑﺎﳊﺎﺟﺎﺕ ﺍﳊﺎﻟﻴﺔ ﻟﻠﻌﻤﻼﺀ ﺑﻜﻔﺎﺀﺓ ﺃﻋﻠﻰ ﻭﺧﺼﺎﺋﺺ ﺃﻓﻀﻞ" )ﳏﻤﺪ ﺣﺴﲔ‪ ،2016 ،‬ﺻﻔﺤﺔ ‪ ،(9‬ﻭﻗﺪ ﳒﺪ ﻣﻨﺘﺠﺎﺕ ﻣﺒﺘﻜﺮﺓ‬
‫ﺫﺍﺕ ﺟﻮﺩﺓ ﻋﺎﻟﻴﺔ ﻭﱂ ﺗﺒﺎﻉ‪ ،‬ﻫﺬﺍ ﻻ ﻳﻌﲏ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺃﻥ ﺍﳌﻨﺘﺞ ﺳﻲﺀ‪ ،‬ﻫﻨﺎﻙ ﻣﻨﺘﺠﺎﺕ ﻣﺘﻮﺳﻄﺔ ﻭﺫﺍﺕ ﺟﻮﺩﺓ ﺃﻗﻞ ﻭﻟﻜﻨﻬﺎ ﺃﻛﺜﺮ ﻣﺒﻴﻌﺎ ﻭﳒﺎﺣﺎ ﰲ‬
‫ﺍﻷﺳﻮﺍﻕ‪ ،‬ﻷ‪‬ﺎ ﺳﻮﻗﺖ ﺑﺸﻜﻞ ﻣﺜﺎﱄ‪ ،‬ﻟﺬﻟﻚ ﻓﺎﳌﻨﺘﺠﺎﺕ ﺍﳌﺒﺘﻜﺮﺓ ﲝﺎﺟﺔ ﺩﺍﺋﻤﺎ ﻟﻠﺘﺴﻮﻳﻖ ﺍﳉﻴﺪ ﻟﻠﻨﺠﺎﺡ ﰲ ﺍﻷﺳﻮﺍﻕ ﺩﺍﺧﻠﻴﺎ ﻭﺧﺎﺭﺟﻴﺎ‪.‬‬
‫ﻭﻳﻌﺘﱪ ﺍﻟﺘﻄﻮﻳﺮ ﺍﳌﺴﺘﻤﺮ ﻟﻠﻤﻨﺘﺞ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻌﻘﻮﻟﺔ ﺧﺎﺻﺔ ﺇﺫﺍ ﺍﺳﺘﻄﺎﻋﺖ ﺍﻟﺸﺮﻛﺔ ﺃﻥ ﺗﻜﻮﻥ ﺍﻟﺮﺍﺋﺪﺓ ﰲ ﺗﻄﻮﻳﺮ ﺍﳌﻨﺘﺞ‪ ،‬ﻭﻟﻜﻦ ﻟﻴﺲ ﻛﻞ‬
‫ﺗﻄﻮﻳﺮ ﻟﻠﻤﻨﺘﺞ ﻣﻘﺒﻮﻻ ﻭﻣﺮﲝﺎ‪ ،‬ﻓﺎﳌﺴﺘﻬﻠﻚ ﻟﻴﺲ ﺩﺍﺋﻤﺎ ﻋﻠﻰ ﺍﺳﺘﻌﺪﺍﺩ ﻟﻴﺪﻓﻊ ﺃﻛﺜﺮ ﻋﻦ ﺃﻱ ﺗﻌﺪﻳﻞ ﰲ ﺃﻱ ﻣﻨﺘﺞ‪ ،‬ﻓﺒﻌﺾ ﺍﳌﻨﺘﺠﺎﺕ ﻭﺻﻠﺖ‬
‫ﻟﻠﺤﺪ ﺍﻷﻗﺼﻰ ﻣﻦ ﺍﻟﺘﻌﺪﻳﻞ ﺃﻭ ﺍﻟﺘﻄﻮﻳﺮ )ﻛﻮﺗﻠﺮ‪ ،‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺍﻟﻨﺸﺮ‪ ،‬ﺻﻔﺤﺔ ‪.(12‬‬
‫‪.1‬ﺃﳘﻴﺔ ﺍﺑﺘﻜﺎﺭ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ‪ :‬ﺗﺮﺟﻊ ﺃﳘﻴﺔ ﺍﺑﺘﻜﺎﺭ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ ﻟﻌﻮﺍﻣﻞ ﻋﺪﻳﺪﺓ‪ ،‬ﻓﻜﻞ ﻣﻨﺘﺞ ﻟﻪ ﻓﺘﺮﺓ ﺣﻴﺎﺓ ﻣﻌﻴﻨﺔ ﰒ ﻳﺰﻭﻝ‪ ،‬ﻭﻋﻠﻴﻪ‬
‫ﳚﺐ ﺇﺩﺧﺎﻝ ﻣﻨﺘﺠﺎﺕ ﺑﺪﻳﻠﺔ‪ ،‬ﻭﻳﻌﺘﱪ ﺍﻻﺑﺘﻜﺎﺭ ﺍﳌﺴﺘﻤﺮ ﻫﻮ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﻮﺣﻴﺪﺓ ﻟﻀﻤﺎﻥ ﺍﺳﺘﻤﺮﺍﺭ ﻧﺸﺎﻁ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻛﻤﺎ ﺗﻌﺘﱪ ﺍﳌﻨﺘﺠﺎﺕ ﺍﳉﺪﻳﺪﺓ‬
‫ﻋﺎﻣﻞ ﺃﺳﺎﺳﻲ ﰲ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﻣﻌﺪﻻﺕ ﺍﻷﺭﺑﺎﺡ‪ ،‬ﻫﺬﻩ ﺍﻷﺧﲑﺓ ﻣﺮﺗﺒﻄﺔ ﺑﺪﻭﺭﺓ ﺣﻴﺎﺓ ﺍﳌﻨﺘﺞ‪ ،‬ﻭﺗﺘﻤﻴﺰ ﺑﺎﻻﳔﻔﺎﺽ ﰲ ﻣﺮﺣﻠﺔ ﺍﻻﳓﺪﺍﺭ‪ ،‬ﻟﺬﺍ‬
‫ﻓﺎﺑﺘﻜﺎﺭ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ ﻫﻮ ﺍﳊﻞ ﺍﻷﻣﺜﻞ ﻻﺳﺘﻘﺮﺍﺭ ﺃﺭﺑﺎﺡ ﺍﳌﺆﺳﺴﺔ ﻭﲢﺴﲔ ﲰﻌﺘﻬﺎ ﻭﻛﺬﺍ ﳕﻮﻫﺎ ﻭﺑﻠﻮﻍ ﻣﺮﺍﻛﺰ ﳏﻤﻮﺩﺓ‪ ،‬ﻭﻫﻨﺎﻙ ﺃﺭﺑﻊ ﺑﺪﺍﺋﻞ‬
‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﻣﺎﻡ ﺍﳌﺆﺳﺴﺔ ﻻﺑﺘﻜﺎﺭ ﺍﳌﻨﺘﺠﺎﺕ ﳝﻜﻦ ﺍﻻﺧﺘﻴﺎﺭ ﺑﻴﻨﻬﺎ ﺣﺴﺐ ﺍﻟﻈﺮﻭﻑ ﻭﺇﻣﻜﺎﻧﻴﺎﺕ ﻛﻞ ﻣﺆﺳﺴﺔ ﻭﺗﺘﻤﺜﻞ ﻓﻴﻤﺎ ﻳﻠﻲ‪) :‬ﳒﻢ ﻥ‪،.‬‬
‫‪ ،2003‬ﺍﻟﺼﻔﺤﺎﺕ ‪(33-30‬‬
‫‪-‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ ﺍﳉﺬﺭﻱ‪ :‬ﻭﻫﻲ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻫﺠﻮﻣﻴﺔ ﺗﺘﺒﻨﺎﻫﺎ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﱵ ﺗﺴﻌﻰ ﻟﺒﻠﻮﻍ ﺍﻟﺮﻳﺎﺩﺓ ﰲ ﳎﺎﻝ ﻧﺸﺎﻃﻬﺎ‪ ،‬ﻣﻦ ﺧﻼﻝ‬
‫ﺇﺩﺧﺎﻝ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﻛﻤﺎ ﺗﺘﻄﻠﺐ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﲢﻘﻴﻖ ﺍﳌﺆﺳﺴﺔ ﳌﻴﺰﺓ ﺛﻼﺛﻴﺔ ) ﺍﻷﻭﱃ ﺇﱃ ﺍﻟﻔﻜﺮﺓ ﻭﺍﳌﻨﺘﺞ ﻭﺍﻟﺴﻮﻕ(‪ ،‬ﻭﺗﺸﻜﻞ‬
‫ﺑﺬﻟﻚ ﺣﺎﺟﺰﺍ ﻛﺒﲑﺍ ﺃﻣﺎﻡ ﺍﻟﺪﺍﺧﻠﲔ ﺍﳉﺪﺩ‪.‬‬
‫‪ -‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺤﺴﻴﲏ‪ :‬ﻭﻫﻲ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺩﻓﺎﻋﻴﺔ ‪‬ﺪﻑ ﺍﳌﺆﺳﺴﺔ ﻣﻦ ﺧﻼﳍﺎ ﺍﺳﺘﻤﺎﻟﺔ ﺍﳌﺴﺘﻬﻠﻜﲔ ﻟﺸﺮﺍﺀ ﺃﺻﻨﺎﻑ ﻣﻨﺘﺠﺎﺕ ﺫﺍﺕ‬
‫ﺃﺳﻌﺎﺭ ﺃﻋﻠﻰ‪ ،‬ﻭﺍﻟﱵ ﺗﻀﻊ ﻫﺬﺍ ﺍﻟﺼﻨﻒ ﺍﳉﺪﻳﺪ ﻣﻦ ﺍﻻﺑﺘﻜﺎﺭ ﻛﻤﱪﺭ ﺗﻘﻨﻊ ﻣﻦ ﺧﻼﻟﻪ ﺍﳌﺴﺘﻬﻠﻜﲔ ﺳﺒﺐ ﺍﻻﺭﺗﻔﺎﻉ ﰲ ﺍﻷﺳﻌﺎﺭ‪ ،‬ﻭﺗﺘﺒﻊ ﻫﺬﻩ‬
‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺆﺳﺴﺔ ﺍﻟﱵ ﲡﺬﺏ ﺍﳌﺨﺎﻃﺮ ﻭﺗﻔﻀﻞ ﺃﻥ ﺗﻜﻮﻥ ﻣﺘﺘﺒﻌﺔ‪ ،‬ﻭﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻌﺘﱪ ﺭﺩ ﻓﻌﻞ ﻷﻱ ﻧﺸﺎﻁ ﺗﻘﻮﻡ ﺑﻪ ﺍﳌﺆﺳﺴﺔ ﺍﻟﻘﺎﺋﺪﺓ‪.‬‬
‫‪-‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔﺍﻻﺑﺘﻜﺎﺭ) ﺍﻟﺘﺤﺴﲔ ﺍﳌﻮﺟﻪ ﳓﻮ ﺍﻟﺘﻤﻴﺰ(‪ :‬ﻭﻫﻲ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻮﺟﻬﺔ ﳓﻮ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ‪ ،‬ﻭﺍﻟﱵ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﻗﺪﺭﺓ ﺍﳌﺆﺳﺴﺔ ﺍﻟﻜﺒﲑﺓ‬
‫ﻋﻠﻰ ﺇﺩﺧﺎﻝ ﺍﻟﺘﻌﺪﻳﻼﺕ ﻋﻠﻰ ﺍﳌﻨﺘﺞ ﺍﳊﺎﱄ‪ ،‬ﻭﺗﻜﻔﻴﻪ ﻟﻴﺨﺪﻡ ﻗﺴﻤﺎ ﳏﺪﻭﺩﺍ ﻣﻦ ﺍﻟﺴﻮﻕ‪ ،‬ﻭﻋﺎﺩﺓ ﻣﺎ ﺗﺘﺒﻊ ﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺼﻐﲑﺓ‬
‫ﻭﺍﳌﺘﻮﺳﻄﺔ ﻭﺍﻟﱵ ﺗﺪﺧﻞ ﺍﻟﺴﻮﻕ ﰲ ﻣﺮﺣﻠﺔ ﻧﻀﺞ ﺍﳌﻨﺘﺞ‪.‬‬
‫‪-‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻹﻧﺘﺎﺝ ﺍﻟﻜﻒﺀ‪ :‬ﺗﺘﺒﻌﻬﺎ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﱵ ﲤﺘﻠﻚ ﻛﻔﺎﺀﺓ ﻣﺘﻔﻮﻗﺔ ﰲ ﺍﻟﺘﺼﻨﻴﻊ ﻭﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻛﺎﳌﺆﺳﺴﺎﺕ ﺍﻟﺼﻐﲑﺓ‬
‫ﺍﻟﱵ ﺗﺪﺧﻞ ﺍﻟﺴﻮﻕ ﰲ ﻣﺮﺣﻠﺔ ﻧﻀﺞ ﺍﳌﻨﺘﺞ‪ ،‬ﻭﻫﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻻ ﺗﺘﻄﻠﺐ ﺟﻬﻮﺩ ﻛﺒﲑﺓ ﰲ ﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ ﺃﻭ ﻧﺸﺎﻁ ﺁﺧﺮ‪.‬‬
‫ﺛﺎﻧﻴﺎ‪:‬ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻟﺴﻌﺮ‪:‬‬
‫ﻣﻬﻤﺎ ﻛﺎﻧﺖ ﺇﻣﻜﺎﻧﻴﺎﺕ ﺍﳌﺆﺳﺴﺔ ﻭﻗﺪﺭﺍ‪‬ﺎ ﻓﻬﻲ ﻟﻦ ﺗﺴﺘﻄﻴﻊ ﺃﻥ ﲢﺎﻓﻆ ﻋﻠﻰ ﺯﺑﺎﺋﻨﻬﺎ ﺍﳊﺎﻟﻴﲔ ﺃﻭ ﲡﻠﺐ ﺁﺧﺮﻳﻦ ﺟﺪﺩ ﻣﺎﺩﺍﻣﺖ ﺗﻌﺘﻤﺪ ﻧﻔﺲ‬
‫ﺍﻷﺳﺎﻟﻴﺐ ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﺴﻌﲑﻳﺔ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﰲ ﻋﺼﺮ ﺍﻟﺜﻮﺭﺓ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﻭﺍﻟﻌﻮﳌﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﺇﺫ ﻻﺑﺪ ﻣﻦ ﺍﻋﺘﻤﺎﺩ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻌﲑﻱ‬
‫ﺣﱴ ﺗﺘﻴﺢ ﻟﻨﻔﺴﻬﺎ ﻓﺮﺻﺎ ﻫﺎﺋﻠﺔ ﰲ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ‪.‬‬
‫ﻭﻳﻌﺘﻤﺪ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻌﲑﻱ ﻋﻠﻰ ﻓﻠﺴﻔﺔ ﺍﳌﺮﻭﻧﺔ ﰲ ﺍﻟﺘﺴﻌﲑ ﻋﻠﻰ ﻭﺟﻪ ﺍﻟﺘﺤﺪﻳﺪ‪ ،‬ﻭﺫﻟﻚ ﳌﻮﺍﺟﻬﺔ ﺣﺎﻟﺔ ﺗﺮﺍﺟﻊ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﻨﺘﺠﺎﺕ‪ ،‬ﻣﺜﻞ‬
‫ﺍﻟﺒﻴﻊ ﺑﺎﻟﺘﻘﺴﻴﻂ ﺃﻭ ﺑﺪﻭﻥ ﻓﻮﺍﺋﺪ‪ ،‬ﻭﳍﺬﻩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺃﺑﻌﺎﺩ ﻣﺘﻌﺪﺩﺓ‪ ،‬ﺧﺎﺻﺔ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ ﺍﻟﱵ ﺗﺘﻤﻴﺰ ﺑﺎﻹﺷﺒﺎﻉ ﻭﺍﻟﻨﻀﺞ ﻭﻭﺟﻮﺩ‬
‫ﻋﻼﻗﺎﺕ ﻟﻼﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻌﲑﻱ ﻣﻊ ﺍﳋﱪﺓ ﺍﻟﺘﺼﺪﻳﺮﻳﺔ‪ ،‬ﻭﲡﺪﺭ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﻣﺎ ﻗﺎﻣﺖ ﺑﻪ ﺷﺮﻛﺔ ‪ Procter and Campels‬ﺑﺎﻋﺘﻤﺎﺩﻫﺎ‬
‫ﻋﻠﻰ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻌﲑﻱ ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﻟﻜﻮﺑﻮﻥ ﻭﺍﻷﺳﻌﺎﺭ ﺍﻟﺘﺮﻭﳚﻴﺔ ﻟﺰﻳﺎﺩﺓ ﺍﳌﺒﻴﻌﺎﺕ ﻭﺍﻟﺘﻮﺳﻊ ﰲ ﺍﻟﺴﻮﻕ ﻭﻗﺪ ﺣﻘﻘﺖ ﺍﺳﺘﺠﺎﺑﺔ ﻛﺒﲑﺓ‬

‫‪231‬‬
 ‫ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺃﺩﺍﺓ ﻟﻠﺘﻤﻴﺰ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ "ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﳎﻤﻊ ‪ BMW‬ﺍﻷﳌﺎﱐ"‬

‫ﻣﻦ ﺍﻟﺰﺑﺎﺋﻦ ﳍﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﺘﺴﻌﲑ )ﺳﻠﻤﺎﻥ ﻭ ﺁﺧﺮﻭﻥ‪ ،2009 ،‬ﺻﻔﺤﺔ ‪ ،(126.127‬ﻭﻫﻨﺎﻙ ﻋﺪﺓ ﺃﺳﺎﻟﻴﺐ ﻟﻼﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻟﺘﺴﻌﲑ‬
‫ﻧﺬﻛﺮ ﻣﻨﻬﺎ ﻣﺎﻳﻠﻲ‪) :‬ﺃﺑﻮ ﲨﻌﺔ‪ ،2003 ،‬ﺻﻔﺤﺔ ‪(86‬‬
‫‪.1‬ﺗﺴﻌﲑ ﺍﳊﺰﻣﺔ‪:‬ﻣﻦ ﺧﻼﻝ ﺗﻮﺣﻴﺪ ﻋﺪﺓ ﻣﻨﺘﺠﺎﺕ ﻭﺗﻘﺪﳝﻬﺎ ﻋﻠﻰ ﺷﻜﻞ ﺣﺰﻣﺔ ﺇﻧﺘﺎﺟﻴﺔ ﺃﻭ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﺴﻠﻊ ﻭﺍﳋﺪﻣﺎﺕ ﺍﳌﺘﻜﺎﻣﻠﺔ ﺑﺄﺳﻌﺎﺭ ﻣﻌﻘﻮﻟﺔ ﺃﻭ‬
‫ﻣﻨﺨﻔﻀﺔ ﻋﻦ ﺍﻷﺳﻌﺎﺭ ﺍﻟﱵ ﺗﺒﺎﻉ ‪‬ﺎ ﻓﺮﺩﻳﺎ‪ ،‬ﳑﺎ ﻳﺴﺎﻋﺪ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺗﺮﻭﻳﺞ ﺍﳌﻨﺘﺠﺎﺕ ﺍﳌﻌﺮﻭﺿﺔ ﰲ ﺍﻟﺴﻮﻕ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺯﻳﺎﺩﺓ ﺣﺠﻢ ﺍﳌﺒﻴﻌﺎﺕ‪.‬‬
‫‪.2‬ﺍﻟﺘﺴﻌﲑ ﻋﻠﻰ ﺃﺳﺎﺱ ﺳﻌﺮ ﺍﻟﻮﺣﺪﺓ‪ :‬ﲢﺪﺩ ﺳﻌﺮ ﺍﻟﻮﺣﺪﺓ ﻣﻦ ﺍﳌﻨﺘﺞ ﺑﺼﺮﻑ ﺍﻟﻨﻈﺮ ﻋﻦ ﺣﺠﻢ ﺍﻟﻌﺒﻮﺓ‪.‬‬
‫‪.3‬ﺍﳌﺴﺘﻬﻠﻚ ﻳﻀﻊ ﺳﻌﺮ ﺍﳌﻨﺘﺞ ﺑﻨﻔﺴﻪ‪ :‬ﺗﻘﻮﻡ ﻫﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ ﻋﻠﻰ ﺃﺳﺎﺱ ﻋﺪﻡ ﻭﺿﻊ ﺃﻱ ﺃﺳﻌﺎﺭ ﻋﻠﻰ ﺍﳌﻨﺘﺠﺎﺕ‪ ،‬ﻭﻳﻮﺿﻊ ﺑﺎﻟﻘﺮﺏ ﻣﻦ‬
‫ﺭﻓﻮﻑ ﺍﳌﻨﺘﺠﺎﺕ ﻗﺎﺋﻤﺔ ﺃﺳﻌﺎﺭ ﻫﺬﻩ ﺍﳌﻨﺘﺠﺎﺕ ﺑﺸﻜﻞ ﻭﺍﺿﺢ ﻭﺳﻬﻞ ﺍﻟﻘﺮﺍﺀﺓ‪ ،‬ﻭﻳﻄﻠﺐ ﻣﻦ ﺍﳌﺴﺘﻬﻠﻚ ﻭﺿﻊ ﺍﻟﺴﻌﺮ ﺑﻨﻔﺴﻪ ﻋﻠﻰ ﺍﳌﻨﺘﻮﺝ‪.‬‬
‫‪.4‬ﺗﺴﻌﲑ ﺍﻟﺬﺭﻭﺓ ﻭﺍﻟﺘﺴﻌﲑ ﺧﺎﺭﺝ ﻧﻄﺎﻕ ﺍﻟﺬﺭﻭﺓ‪ :‬ﺗﻘﻮﻡ ﻫﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ ﻋﻠﻰ ﻭﺿﻊ ﺍﳌﺆﺳﺴﺔ ﺳﻌﺮ ﺍﳌﻨﺘﺞ ﻭﻗﺖ ﺍﻟﺬﺭﻭﺓ ﻣﺮﺗﻔﻌﺎ ﻭ ﰲ ﺑﺎﻗﻲ‬
‫ﺍﻷﻭﻗﺎﺕ ﻣﻨﺨﻔﻀﺎ‪ ،‬ﻭﻳﺆﺩﻱ ﺫﻟﻚ ﺇﱃ ﲢﻮﻳﻞ ﺍﻟﻄﻠﺐ ﻣﻦ ﻭﻗﺖ ﺍﻟﺬﺭﻭﺓ ﺇﱃ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﻳﻨﺨﻔﺾ ﻓﻴﻪ ﺍﻟﻄﻠﺐ ﺃﻱ ﺃﻥ ﺍﳌﺆﺳﺴﺔ ﺗﻘﻠﻞ ﻣﻦ‬
‫ﺍﻟﺘﻘﻠﺒﺎﺕ ﰲ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﻣﻨﺘﺠﺎ‪‬ﺎ‪.‬‬
‫ﺛﺎﻟﺜﺎ‪ :‬ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻟﺘﻮﺯﻳﻊ‪:‬‬
‫ﻳﻘﻮﻝ ﺍﻟﱪﻭﻓﻴﺴﻮﺭ ﻣﺎﻳﻜﻞ ﺑﻮﺭﺗﺮ ﻣﻦ ﺟﺎﻣﻌﺔ ﻫﺎﺭﻓﺎﺭﺩ ﺑﺄﻥ" ﺍﻟﺸﺮﻛﺔ ﺍﻟﱵ ﺗﻘﻮﻡ ﺑﻨﻔﺲ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺍﻟﱵ ﻳﻘﻮﻡ ‪‬ﺎ ﻣﻨﺎﻓﺴﻮﻫﺎ ﻟﻴﺴﺖ ﳍﺎ‬
‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺣﻘﻴﻘﻴﺔ"‪ ،‬ﻟﻜﻦ ﺍﻟﺘﻐﻴﲑ ﺑﻨﺴﺒﺔ ﻗﻠﻴﻠﺔ ﻓﻘﻂ ﳛﺪﺙ ﺗﻐﻴﲑ ﻛﺒﲑ ﻭﻓﻌﺎﻟﻴﺔ ﺃﻛﱪ‪ ،‬ﻭﻳﻌﺘﱪ ﺍﻟﺘﻐﻴﲑ ﰲ ﳎﺎﻝ ﺍﻟﺘﻮﺯﻳﻊ ﺍﻟﻴﻮﻡ ﺿﺮﻭﺭﺓ ﻻ ﻏﲎ‬
‫ﻋﻨﻬﺎ ﰲ ﻣﺆﺳﺴﺎﺕ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﻭﻗﺪ ﻳﺮﻯ ﺍﻟﻜﺜﲑ ﻣﻨﺎ ﳕﺎﺫﺝ ﻭﺍﻗﻌﻴﺔ ﻟﻠﺘﺴﻮﻳﻖ ﺍﻻﺑﺘﻜﺎﺭﻱ ﻛﺘﻌﺪﻳﻞ ﻣﻨﺎﻓﺬ ﺍﻟﺘﻮﺯﻳﻊ ﺍﻟﱵ ﻳﺘﻢ ﺗﻮﺯﻳﻊ ﺍﳌﻨﺘﺠﺎﺕ ﻣﻦ‬
‫ﺧﻼﳍﺎ‪ ،‬ﻭﻻ ﻳﻨﻈﺮ ﺇﻟﻴﻬﺎ ﻛﺘﺴﻮﻳﻖ ﺍﺑﺘﻜﺎﺭﻱ ﺑﻘﺪﺭ ﻣﺎ ﺗﻜﻮﻥ ﳑﺎﺭﺳﺎﺕ ﺗﺴﻮﻳﻘﻴﺔ ﻟﺬﻟﻚ ﻳﺘﻄﻠﺐ ﺍﻷﻣﺮ ﺗﻮﺿﻴﺤﺎ ‪‬ﺬﺍ ﺍﻟﺸﺄﻥ‪ ،‬ﻭﻳﻘﺼﺪ ﺑﺎﻻﺑﺘﻜﺎﺭ‬
‫ﰲ ﳎﺎﻝ ﺍﻟﺘﻮﺯﻳﻊ ﺑﺄﻧﻪ ﻋﻤﻠﻴﺔ ﺇﻳﺼﺎﻝ ﺍﳌﻨﺘﺠﺎﺕ ﺇﱃ ﺍﳌﺴﺘﻬﻠﻚ ﺍﻟﻨﻬﺎﺋﻲ ﺃﻭ ﺍﳌﺴﺘﻌﻤﻞ ﺍﻟﺼﻨﺎﻋﻲ ﻋﱪ ﻗﻨﻮﺍﺕ ﺑﻴﻊ ﺟﺪﻳﺪﺓ ﺗﻄﺒﻖ ﺃﺳﺎﻟﻴﺐ ﺗﺴﻮﻳﻘﻴﺔ‬
‫ﺟﺪﻳﺪﺓ ﲤﺎﻣ‪‬ﺎ ﻭﺍﻟﱵ ﻳﺘﻢ ﻋﻦ ﻃﺮﻳﻘﻬﺎ ﺧﻠﻖ ﺍﳌﻨﻔﻌﺔ ﺍﻟﺰﻣﻨﻴﺔ ﻭﺍﳊﻴﺎﺯﻳﺔ ﻟﻠﺴﻠﻊ )ﻟﻌﻤﻮﺭ ﻭ ﺑﻦ ﻋﺒﺪ ﺍﻟﺴﻼﻡ‪ ،2018 ،‬ﺻﻔﺤﺔ ‪ ،(38‬ﻭﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ‬
‫ﻣﻦ ﺃﺷﻜﺎﻝ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﻮﺯﻳﻌﻲ ﻣﻦ ﺑﻴﻨﻬﺎ‪) :‬ﳊﻮﻝ ﻭ ﻣﻮﻝ ﳊﺴﺎﻥ‪ ،2017 ،‬ﺻﻔﺤﺔ ‪(287.288‬‬
‫‪ -‬ﻭﺿﻊ ﺃﺻﻨﺎﻑ ﺍﳌﻨﺘﺠﺎﺕ ﻋﻠﻰ ﺍﻷﺭﻓﻒ ﲝﻴﺚ ﲡﺬﺏ ﻧﻈﺮ ﺍﻟﻄﻔﻞ ﻭﺗﻜﻮﻥ ﰲ ﻣﺴﺘﻮﻯ ﻧﻈﺮﻩ ﻭﻣﺘﻨﺎﻭﻝ ﻳﺪﻩ‪ ،‬ﻭﺑﺬﻟﻚ ﺗﺘﻢ ﻋﻤﻠﻴﺔ ﺍﻟﺸﺮﺍﺀ ﻟﻴﺲ‬
‫ﳊﺎﺟﺔ ﺍﳌﺴﺘﻬﻠﻚ ﻭﺇﳕﺎ ﺑﺴﺒﺐ ﺍﳌﻮﻗﻒ ﺍﻟﻌﺎﻃﻔﻲ ﻟﻠﻄﻔﻞ؛‬
‫‪ -‬ﺍﺑﺘﻜﺎﺭﺍﺕ ﻣﺘﻨﻮﻋﺔ ﰲ ﻣﺘﺎﺟﺮ ﺍﻟﺴﻮﺑﺮ ﻣﺎﺭﻛﺖ ﻣﺜﻞ‪ :‬ﺗﺰﻭﻳﺪ ﻋﺮﺑﺔ ﺍﻟﺘﺴﻮﻕ ﺑﺂﻟﺔ ﺣﺎﺳﺒﺔ‪ ،‬ﻭﺟﻮﺩ ﻛﺎﻓﻴﺘﲑﻳﺎ ﻭﺃﻣﺎﻛﻦ ﻟﻌﺐ ﺍﻷﻃﻔﺎﻝ‪ ،‬ﺍﳌﻮﺳﻴﻘﻰ‬
‫ﺍﳌﺎﻧﻌﺔ ﻟﻠﺴﺮﻗﺔ‪ ،‬ﺗﺰﻭﻳﺪ ﺍﳌﺴﺘﻬﻠﻚ ﲟﺒﺎﻟﻎ ﻣﺎﻟﻴﺔ ﻋﻠﻰ ﻗﻴﻤﺔ ﻣﺸﺘﺮﻳﺎﺗﻪ ﰒ ﺍﻟﺘﺴﺪﻳﺪ ﻋﻦ ﻃﺮﻳﻖ ﺷﻴﻜﺎﺕ ﺑﻨﻜﻴﺔ ﺃﻭ ﺑﻄﺎﻗﺎﺕ ﺍﻻﺋﺘﻤﺎﻥ‪...‬؛‬
‫‪ -‬ﺍﻟﺒﻴﻊ ﺍﻵﱄ‪ ،‬ﻭﺍﻟﺒﻴﻊ ﺑﺎﻟﺘﺠﺰﺋﺔ ﺍﻟﻜﺘﺮﻭﻧﻴﺎ ﻋﱪ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ؛‬
‫‪ -‬ﺍﻟﺒﻴﻊ ﻣﻦ ﺧﻼﻝ ﺍﳊﻔﻼﺕ ﺍﳌﻨﺰﻟﻴﺔ‪ ،‬ﺃﻱ ﺗﺴﻮﻳﻖ ﻣﻨﺘﺠﺎﺕ ﻣﻌﻴﻨﺔ ﻣﻦ ﻃﺮﻑ ﺭﺑﺎﺕ ﺍﻟﺒﻴﻮﺕ ﻋﱪ ﺣﻔﻼﺕ ﻣﻨﺰﻟﻴﺔ ﻣﻘﺎﺑﻞ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﻣﻜﺎﻓﺂﺕ‪.‬‬
‫ﺭﺍﺑﻌﺎ‪:‬ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻟﺘﺮﻭﻳﺞ‪:‬‬
‫ﺇﺣﺪﻯ ﺃﻛﺜﺮ ﺻﻮﺭ ﺍﻟﺪﻋﺎﻳﺔ ﺷﻴﻮﻋﺎ ﰲ ﺍﻟﺘﺴﻮﻳﻖ ﺗﻘﻮﻝ ﺃﻥ ﺍﻟﺸﺮﻛﺔ ﺍﻟﺮﺍﲝﺔ ﻫﻲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﱵ ﺗﺴﺘﺒﻖ ﺗﻮﻗﻌﺎﺕ ﺍﻟﻌﻤﻴﻞ‪ ،‬ﺇﺫ ﺃﻥ ﳎﺮﺩ ﺗﻠﺒﻴﺔ‬
‫ﺗﻮﻗﻌﺎﺕ ﺍﻟﻌﻤﻼﺀ ﺗﺸﻌﺮﻫﻢ ﺑﺎﻟﺮﺿﺎ‪ ،‬ﻭﻟﻜﻦ ﺍﺳﺘﺒﺎﻕ ﺗﻮﻗﻌﺎ‪‬ﻢ ﺳﻴﺒﻬﺠﻬﻢ ﺑﺎﻟﺘﺄﻛﻴﺪ‪ ،‬ﻭﻳﻌﺘﱪ ﺍﻟﺘﺮﻭﻳﺞ ﻭﺳﻴﻂ ﻧﺎﻗﻞ ﳌﺨﺘﻠﻒ ﺭﺳﺎﺋﻞ ﺍﳌﺆﺳﺴﺔ‬
‫ﺑﺎﲡﺎﻩ ﺍﻟﻌﻤﻼﺀ‪ ،‬ﻭﻫﻮ ﺃﻭﻝ ﺧﻄﻮﺓ ﺗﺘﺒﻌﻬﺎ ﺍﳌﺆﺳﺴﺔ ﻋﻨﺪ ﺍﻻﺗﺼﺎﻝ ﺑﻌﻤﻼﺋﻬﺎ ﺃﻭ ﺍﳌﺴﺘﻬﻠﻜﲔ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﻳﺴﺘﻤﺪ ﺍﻟﺘﺮﻭﻳﺞ ﺃﳘﻴﺘﻪ ﰲ‬
‫ﺍﻟﺘﺴﻮﻳﻖ ﺍﻟﺪﻭﱄ ﻣﻦ ﺃﻧﻪ ﻳﻘﺪﻡ ﺍﳌﺆﺳﺴﺔ ﻭﻣﻨﺘﺠﻬﺎ ﺇﱃ ﺍﻟﺴﻮﻕ ﺍﳋﺎﺭﺟﻴﺔ ﺑﺸﻜﻞ ﻳﺮﻏﺐ ﺍﳌﺴﺘﻬﻠﻚ ﰲ ﺍﻗﺘﻨﺎﺋﻪ ﻭﻳﻘﻠﻞ ﳐﺎﻭﻑ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ‬
‫ﺍﳌﺆﺳﺴﺔ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻛﻴﺎﻧﺎ ﺃﺟﻨﺒﻴﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻪ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻷﺭﺑﻌﺔ ﻟﻠﻤﺰﻳﺞ ﺍﻟﺘﺮﻭﳚﻲ‪ :‬ﺍﻹﻋﻼﻥ‪ ،‬ﺍﻟﺒﻴﻊ ﺍﻟﺸﺨﺼﻲ‪ ،‬ﺗﻨﺸﻴﻂ‬
‫ﺍﳌﺒﻴﻌﺎﺕ ﻭﺍﻟﻨﺸﺮ )ﺃﻣﲔ ﺃﺑﻮ ﻋﻠﻔﺔ‪.(2003 ،‬‬

‫‪232‬‬
 ‫ﺑﻮﻏﺮﺓ ﻟﻄﻔﻲ‪ ،‬ﺑﻮﺣﺒﻞ ﺳﺎﺭﺓ‬
‫ﻣﻦ ﺍﻟﺼﻌﺐ ﻋﻠﻰ ﺍﳌﺴﺘﻬﻠﻚ ﺍﺧﺘﻴﺎﺭ ﺍﳌﻨﺘﺞ ﺍﻷﻓﻀﻞ ﰲ ﻇﻞ ﺍﻧﻔﺠﺎﺭ ﺍﻷﺳﻮﺍﻕ ﺑﺎﳌﻨﺘﺠﺎﺕ‪ ،‬ﻟﺬﺍ ﺗﻠﺠﺄ ﺍﳌﺆﺳﺴﺎﺕ ﺇﱃ ﺍﻧﻔﺎﻕ ﻣﺒﺎﻟﻎ ﺿﺨﻤﺔ‬
‫ﻣﻘﺎﺑﻞ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺃﻓﻜﺎﺭ ﺗﺮﻭﳚﻴﺔ ﻣﺒﺘﻜﺮﺓ ﻭﺟﺬﺍﺑﺔ ﻭﺃﻛﺜﺮ ﺗﺄﺛﲑﺍ ﻋﻠﻰ ﺍﳌﺴﺘﻬﻠﻚ‪ ،‬ﻭﻳﺸﻤﻞ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻟﺘﺮﻭﻳﺞ ﻋﻠﻰ ‪) :‬ﻗﺎﺷﻲ‪،‬‬
‫‪ ،2015‬ﺻﻔﺤﺔ ‪.(191.192‬‬
‫‪.1‬ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻹﻋﻼﻥ‪:‬ﻳﻌﺮﻑ ﺑﺄﻧﻪ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺇﳚﺎﺩ ﺃﻓﻜﺎﺭ ﻓﺮﻳﺪﺓ ﻭﻣﻼﺋﻤﺔ ﻭﻣﻘﺒﻮﻟﺔ ﺍﺟﺘﻤﺎﻋﻴﺎ ﻭﻗﺎﺑﻠﺔ ﻟﻠﺘﻄﺒﻴﻖ ﻛﺤﻠﻮﻝ ﳌﺸﻜﻼﺕ‬
‫ﺇﻋﻼﻧﻴﺔ‪ ،‬ﻭﻫﻲ ﻧﺘﻴﺠﺔ ﺗﻔﺎﻋﻞ ﻋﻤﻠﻴﺎﺕ ﻋﻘﻠﻴﺔ ﻭﻧﻔﺴﻴﺔ ﻣﺘﺪﺍﺧﻠﺔ‪ ،‬ﺗﺴﺘﻨﺪ ﺇﱃ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺘﻐﲑﺍﺕ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺴﻤﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ‬
‫ﻭﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﺒﺘﻜﺮ ﺍﻹﻋﻼﱐ‪.‬‬
‫‪.2‬ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻟﺒﻴﻊ ﺍﻟﺸﺨﺼﻲ‪ :‬ﻳﺘﻢ ﺍﻟﻠﺠﻮﺀ ﺇﱃ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻟﺒﻴﻊ ﺍﻟﺸﺨﺼﻲ‪ ،‬ﺑﺘﻔﻌﻴﻞ ﻭﺯﻳﺎﺩﺓ ﺍﺣﺘﻤﺎﻻﺕ ﳒﺎﺡ ﺍﻟﻌﻤﻠﻴﺔ‬
‫ﺍﻟﺒﻴﻌﻴﺔ ﻣﻦ ﺍﳌﺮﺣﻠﺔ ﺍﻷﻭﱃ ﻓﻴﻬﺎ ﻭﻫﻲ ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﻟﻌﻤﻼﺀ ﺍﳌﺮﺗﻘﺒﲔ ﻭﺣﱴ ﺍﳌﺮﺣﻠﺔ ﺍﻷﺧﲑﺓ ﻣﻨﻬﺎ ﻭﻫﻲ ﺍﳌﺘﺎﺑﻌﺔ‪.‬‬
‫‪.3‬ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻟﺪﻋﺎﻳﺔ ﻭﺍﻟﻨﺸﺮ‪ :‬ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺍﻟﻨﺸﺮ ﻻ ﻳﻜﻮﻥ ﻋﺎﺩﺓ ﰲ ﻃﺮﻳﻘﺔ ﺻﻴﺎﻏﺔ ﺍﳋﱪ ﺇﳕﺎ ﻳﻜﻮﻥ ﺑﺎﻟﺪﺭﺟﺔ ﺍﻷﻭﱃ ﰲ‬
‫ﳎﺎﻝ ﻣﺎ ﻳﺘﻢ ﻧﺸﺮﻩ‪ ،‬ﻭﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﻳﺘﻢ ﺍﻟﻨﺸﺮ ﻓﻴﻪ‪ ،‬ﻭﺍﻟﻮﺳﻴﻠﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻠﻨﺸﺮ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻓﻬﻮ ﻳﺮﺗﺒﻂ ﺃﺳﺎﺳﺎ ﲟﻤﺎﺭﺳﺎﺕ ﺗﺴﻮﻳﻘﻴﺔ ﺃﻭ ﺇﺩﺍﺭﻳﺔ‬
‫ﺑﺸﻜﻞ ﻋﺎﻡ‪ ،‬ﻭﺍﻟﱵ ﻗﺪ ﺗﻜﻮﻥ ﻣﺒﺘﻜﺮﺓ‪ ،‬ﰒ ﻳﺘﻢ ﺍﺧﺘﻴﺎﺭ ﻣﺎ ﻳﺘﻢ ﻧﺸﺮﻩ ﻣﻨﻬﺎ ﲝﻴﺚ ﳛﺪﺙ ﺍﻟﺘﺄﺛﲑ ﺍﳌﻄﻠﻮﺏ ﰲ ﺍﳉﻤﺎﻫﲑ ﺍﳌﺨﺘﻠﻔﺔ ﺍﻟﱵ ﺗﺘﻌﺎﻣﻞ ﻣﻊ‬
‫ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻛﺬﻟﻚ ﻓﺈﻥ ﺍﻻﺑﺘﻜﺎﺭ ﳝﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﰲ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻟﱵ ﻳﺘﻢ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻴﻬﺎ ﰲ ﻛﺴﺐ ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻥ ﻭﺍﺳﻌﺔ ﺍﻻﻧﺘﺸﺎﺭ‪ ،‬ﻭﺗﻜﻮﻳﻦ‬
‫ﻋﻼﻗﺎﺕ ﻃﻴﺒﺔ ﻣﻊ ﺍﳌﺴﺆﻭﻟﲔ ﻭﺍﻟﻌﺎﻣﻠﲔ ‪‬ﺎ‪ ،‬ﲝﻴﺚ ﻳﻜﻮﻥ ﺍﻟﻨﺸﺮ ﰲ ﺻﺎﱀ ﺍﳌﺆﺳﺴﺔ‪.‬‬
‫‪.4‬ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﺎﻝ ﺗﻨﺸﻴﻂ ﺍﳌﺒﻴﻌﺎﺕ‪:‬ﻫﻨﺎﻙ ﺃﻛﺜﺮ ﻣﻦ ﻭﺳﻴﻠﺔ ﻣﺒﺘﻜﺮﺓ ﳝﻜﻦ ﺍﻟﻠﺠﻮﺀ ﺇﻟﻴﻬﺎ ﰲ ﺗﻨﺸﻴﻂ ﺍﳌﺒﻴﻌﺎﺕ‪ ،‬ﻭﻣﻦ ﻫﺬﻩ ﺍﻟﻮﺳﺎﺋﻞ‪ :‬ﺣﺎﻓﺰ‬
‫ﺍﳌﺴﺘﺨﺪﻡ ﺍﳌﺘﻜﺮﺭ‪ ،‬ﺍﳌﺴﺎﺑﻘﺎﺕ ﻭﺍﻷﻟﻌﺎﺏ‪ ،‬ﺩﻓﺘﺮ ﺍﻟﻜﻮﺑﻮﻧﺎﺕ‪...‬ﺍﱁ‪.‬‬
‫ﺍﶈﻮﺭﺍﻟﺜﺎﻟﺚ‪ :‬ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﰲ ﻣﺆﺳﺴﺔ ‪BMW‬‬
‫ﻳﻌﺘﱪ ﻗﻄﺎﻉ ﺍﻟﺴﻴﺎﺭﺍﺕ ﻣﻦ ﺑﲔ ﺃﻛﺜﺮ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ ﺗﻨﺎﻓﺴﻴﺔ ﰲ ﺍﻟﻌﺎﱂ‪ ،‬ﻣﺎ ﺣﺘﻢ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳌﻨﺘﺠﺔ ﻟﻴﺲ ﻓﻘﻂ ﺍﻻﻫﺘﻤﺎﻡ ﺑﺈﻧﺘﺎﺝ‬
‫ﺳﻴﺎﺭﺍﺕ ﺗﺒﻬﺮ ﺍﳌﺴﺘﻬﻠﻚ‪ ،‬ﻭﻟﻜﻦ ﺃﻳﻀﺎ ﺍﻻﻫﺘﻤﺎﻡ ﺑﻜﻞ ﻣﺎ ﻫﻮ ﻣﺘﻌﻠﻖ ﺑﺎﻟﺘﻄﻮﻳﺮ ﻭﺍﻻﺑﺘﻜﺎﺭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﲨﻴﻊ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﺇﻥ ﺃﺭﺍﺩﺕ‬
‫ﺍﻟﺒﻘﺎﺀ ﻭﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﻣﻜﺎﻧﺘﻬﺎ ﺍﻟﺴﻮﻗﻴﺔ‪ ،‬ﻭﻟﻌﻞ ﻣﻦ ﺃﺟﻮﺩ ﺍﻟﺴﻴﺎﺭﺍﺕ ﺍﻟﻌﻼﻣﺎﺕ ﺍﻷﳌﺎﻧﻴﺔ ﺍﻟﱵ ﻣﻦ ﺃﺷﻬﺮﻫﺎ ‪.BMW‬‬

‫ﺃﻭﻻ‪ :‬ﺗﻘﺪﱘ ﺍﳌﺆﺳﺴﺔ‪:‬‬

‫ﳎﻤﻊ ‪ BMW‬ﻳﻘﻊ ﻣﻘﺮﻩ ﰲ ﺃﳌﺎﻧﻴﺎ‪ ،‬ﳜﺘﺺ ﰲ ﺇﻧﺘﺎﺝ ﻭﺑﻴﻊ ﺍﻟﺴﻴﺎﺭﺍﺕ ﻭﺍﻟﺪﺭﺍﺟﺎﺕ ﺍﻟﻨﺎﺭﻳﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﻗﻄﺎﻉ ﺍﳋﺪﻣﺎﺕ ﺍﳌﺎﻟﻴﺔ ﻣﻦ ﺧﻼﻝ‬
‫ﻋﻼﻣﺎﺗﻪ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﺜﻼﺙ‪MINI ، BMW :‬ﻭ ‪ ، Rolls-Royce‬ﻭﺗﻌﺪ ﳎﻤﻮﻋﺔ ‪ BMW‬ﻭﺍﺣﺪﺓ ﻣﻦ ﺃﳒﺢ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﺼﻨﻌﺔ‬
‫ﻟﻠﺴﻴﺎﺭﺍﺕ ﻭﺍﻟﺪﺭﺍﺟﺎﺕ ﺍﻟﻨﺎﺭﻳﺔ ﰲ ﺍﻟﻌﺎﱂ‪ ،‬ﺗﺄﺳﺴﺖ ﺳﻨﺔ ‪ ،1916‬ﻭﺗﻌﻤﻞ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺪﻭﱄ ﻣﻦ ﺧﻼﻝ ‪ 24‬ﻣﻮﻗﻊ ﺇﻧﺘﺎﺝ ﰲ ‪ 13‬ﺩﻭﻟﺔ‬
‫ﻭﺷﺒﻜﺔ ﻣﺒﻴﻌﺎﺕ ﻋﺎﳌﻴﺔ ﻣﻊ ﲤﺜﻴﻞ ﰲ ﺃﻛﺜﺮ ﻣﻦ ‪ 140‬ﺑﻠﺪ‪(BMW Group, 2018, p. 16).‬‬

‫ﺛﺎﻧﻴﺎ‪ :‬ﲢﻠﻴﻞ ﺑﻴﺌﺔ ﻣﺆﺳﺴﺔ‪ BMW‬ﻭﻓﻖ ﳕﻮﺫﺝ ‪:SWOT‬‬

‫ﻟﻌﻞ ﻣﻦ ﺃﻫﻢ ﺍﳋﻄﻮﺍﺕ ﰲ ﻭﺿﻊ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻫﻮ ﲢﻠﻴﻞ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ ﻭﺫﻟﻚ ﳌﻌﺮﻓﺔ ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻭﺍﻟﻀﻌﻒ‬
‫ﻭﲢﻠﻴﻞ ﺍﻟﻔﺮﺹ ﻭﺍﻟﺘﻬﺪﻳﺪﺍﺕ‪ ،‬ﻭﻓﻴﻤﺎ ﻳﻠﻲ ﲢﻠﻴﻞ ﺑﻴﺌﺔ ﲢﻠﻴﻞ ﺑﻴﺌﺔ ‪ BMW‬ﻭﻓﻖ ﳕﻮﺫﺝ ‪) SWOT‬ﻓﺨﺮﻱ‪ ،2013 ،‬ﺻﻔﺤﺔ‬
‫‪.(286،285‬‬
‫‪. 1‬ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ‪:‬‬
‫‪ -‬ﺍﻻﺳﺘﺜﻤﺎﺭ ﰲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﺴﺘﻘﺒﻞ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻹﺑﺪﺍﻉ‬
‫‪ -‬ﺍﻣﺘﻼﻙ ﺍﳌﻌﺪﺍﺕ ﺫﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻷﻛﺜﺮ ﺗﻄﻮﺭﺍ‬
‫‪ -‬ﺍﳌﻮﻇﻔﻮﻥ ﺍﻷﻛﻔﺎﺀ ﺫﻭﻱ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﺬﻳﻦ ﻳﺘﺼﻔﻮﻥ ﺑﺎﻻﻟﺘﺰﺍﻡ ﻭﺍﳌﻬﺎﺭﺓ ﻭﺍﳋﱪﺓ‬

‫‪233‬‬
 ‫ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺃﺩﺍﺓ ﻟﻠﺘﻤﻴﺰ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ "ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﳎﻤﻊ ‪ BMW‬ﺍﻷﳌﺎﱐ"‬

‫‪ -‬ﻳﻨﺘﺞ ﻣﻨﺘﺠﺎﺕ ﳐﺘﻠﻔﺔ ﲤﺎﻣﺎ ﻋﻦ ﺑﻌﻀﻬﺎ ﻣﺜﻞ‪ BMW :‬ﻭ‪ MINI‬ﻭ ‪Rolls-Royce‬‬
‫‪ -‬ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺇﻗﻨﺎﻉ ﺍﻟﻌﻤﻼﺀ ﻣﻦ ﺧﻼﻝ ﻭﺳﺎﺋﻞ ﺍﻻﺗﺼﺎﻝ ﺍﳌﺘﻤﻴﺰﺓ‬
‫‪ -‬ﺍﻟﺴﻤﻌﺔ ﺍﻟﻌﺎﻟﻴﺔ ﰲ ﳎﺎﻝ ﺍﳉﻮﺩﺓ‪ ،‬ﻭﺍﳌﺼﺪﺍﻗﻴﺔ ﰲ ﺍﳋﺪﻣﺔ ﻭﺑﺎﻟﺘﺎﱄ ﻛﺴﺐ ﺛﻘﺔ ﻭﻭﻻﺀ ﺍﻟﻌﻤﻼﺀ‬
‫‪ -‬ﺍﻹﻧﻔﺎﻕ ﺍﻟﻜﺒﲑ ﻋﻠﻰ ﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ ﺍﻟﺬﻱ ﻳﺼﻞ ﺇﱃ ‪ %54‬ﻣﻦ ﺍﻹﻳﺮﺍﺩﺍﺕ‪.‬‬
‫‪ -‬ﺍﻣﺘﻼﻙ ﺃﻧﻈﻤﺔ ﺭﻗﺎﺑﺔ ﻋﻠﻰ ﺍﳉﻮﺩﺓ ﻗﻮﻳﺔ ﻭﳏﻜﻤﺔ‪.‬‬
‫‪ -‬ﺗﺘﻤﺘﻊ ﺑﺘﻨﻮﻉ ﺃﻧﺸﻄﺘﻬﺎ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‪ ،‬ﻭﺍﻻﻧﺘﺸﺎﺭ ﺍﻟﻌﺎﳌﻲ ﺍﻟﺬﻱ ﳛﻘﻖ ﳍﺎ ﺣﺠﻢ ﻛﺒﲑ ﻣﻦ ﺍﳌﺒﻴﻌﺎﺕ ﺣﻮﻝ ﺍﻟﻌﺎﱂ‪.‬‬
‫‪.2‬ﻧﻘﺎﻁ ﺍﻟﻀﻌﻒ‪:‬‬
‫‪ -‬ﺍﺭﺗﻔﺎﻉ ﺗﻜﺎﻟﻴﻒ ﺍﳌﻮﺍﺩ ﺍﻷﻭﻟﻴﺔ ﻧﻈﺮﺍ ﻻﺭﺗﻔﺎﻉ ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺍﳌﺪﺧﻼﺕ ﺍﻷﳌﺎﻧﻴﺔ‪.‬‬
‫‪ -‬ﺍﻻﺿﻄﺮﺍﺭ ﺇﱃ ﺇﻗﺎﻣﺔ ﻣﺼﺎﻧﻊ ﰲ ﺩﻭﻝ ﺃﺧﺮﻯ ﺧﺎﺭﺝ ﺃﳌﺎﻧﻴﺎ ﳋﻔﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ‪.‬‬
‫‪.3‬ﺍﻟﻔﺮﺹ ﺍﻟﺒﻴﺌﻴﺔ‪:‬‬
‫‪ -‬ﺍﻟﺘﻘﺪﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻭﺍﻹﺑﺪﺍﻉ‬
‫‪ -‬ﺍﻟﺘﺴﻮﻕ ﻋﱪ ﺍﻻﻧﺜﺮﻧﺚ‬
‫‪ -‬ﺇﻣﻜﺎﻧﻴﺔ ﺑﻨﺎﺀ ﺍﳌﺴﺘﻬﻠﻚ ﻟﺴﻴﺎﺭﺗﻪ ﺍﳋﺎﺻﺔ‬
‫‪.4‬ﺍﻟﺘﻬﺪﻳﺪﺍﺕ ﺍﻟﺒﻴﺌﻴﺔ‪:‬‬
‫‪ -‬ﺗﻘﻠﺒﺎﺕ ﺃﺳﻌﺎﺭ ﺍﻟﻨﻔﻂ‬
‫‪ -‬ﺍﻟﻘﻮﺍﻧﲔ ﺍﳉﺪﻳﺪﺓ ﰲ ﳎﺎﻝ ﺍﻟﺴﺮﻋﺔ ﻋﻠﻰ ﺍﻟﻄﺮﻕ ﻭﲪﺎﻳﺔ ﺍﻟﺒﻴﺌﺔ‬
‫‪ -‬ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺸﺪﻳﺪﺓ ﰲ ﳎﺎﻝ ﺗﻄﻮﻳﺮ ﺍﳌﻨﺘﺠﺎﺕ‬
‫‪ -‬ﺗﻮﺟﻪ ﺍﳌﻨﺎﻓﺴﻮﻥ ﺇﱃ ﺍﻹﻧﺘﺎﺝ ﰲ ﺩﻭﻝ ﻣﻨﺨﻔﻀﺔ ﺍﻟﺘﻜﻠﻔﺔ ﻟﺘﺤﻘﻴﻖ ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺴﻌﺮﻳﺔ‬
‫‪ -‬ﺍﻟﺼﺮﺍﻉ ﺍﻟﺘﻨﺎﻓﺴﻲ ﺍﻟﺸﺮﺱ ﻋﻠﻰ ﺍﻟﻌﻤﻼﺀ ﻭﺍﳌﻮﺍﺭﺩ‬
‫ﺛﺎﻟﺜﺎ‪ :‬ﻣﻜﺎﻧﺔ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﳎﻤﻊ ‪:BMW‬‬
‫ﺑﺼﻔﺘﻬﺎ ﺍﻟﺸﺮﻛﺔ ﺍﻷﻛﺜﺮ ﻣﺒﻴﻌ‪‬ﺎ ﻟﻠﺴﻴﺎﺭﺍﺕ ﺍﻟﻔﺎﺧﺮﺓ ﰲ ﺍﻟﻌﺎﱂ‪ ،‬ﻛﺎﻥ ﺍﻹﺑﺪﺍﻉ ﻣﻬﻤ‪‬ﺎ ﻟﻨﺠﺎﺡ ﳎﻤﻮﻋﺔ ‪ ،BMW‬ﻭﺍﻵﻥ ﻣﻊ ﺍﺷﺘﺪﺍﺩ ﺍﳌﻨﺎﻓﺴﺔ‬
‫ﺧﺎﺻﺔ ﻣﻦ ﻃﺮﻑ ﺃﻭﺩﻱ‪ ،‬ﺃﺳﺘﻮﻥ ﻣﺎﺭﺗﻦ‪ ،‬ﻣﺮﺳﻴﺪﻳﺲ‪ ،‬ﻭﺑﻨﺰ ﻭﻓﻮﻟﻔﻮ‪ ،‬ﺃﺻﺒﺤﺖ ﺍﳊﺎﺟﺔ ﺇﱃ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ‪ BMW‬ﺃﻛﺜﺮ ﺇﳊﺎﺣ‪‬ﺎ ﻣﻦ ﺃﻱ‬
‫ﻭﻗﺖ ﻣﻀﻰ‪ ،‬ﻛﻤﺎ ﺃﺩﺭﻛﺖ‪BMW‬ﺃﳘﻴﺔ ﺗﺴﺮﻳﻊ ﻋﻤﻠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ ﺍﳋﺎﺻﺔ ‪‬ﺎ ﺇﱃ ‪‬ﺞ ﺃﻛﺜﺮ ﻣﻨﻬﺠﻴﺔ‪ ،‬ﻟﺬﺍ ﺗﺒﺤﺚ ﺍ‪‬ﻤﻮﻋﺔ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻋﻦ‬
‫ﺃﻓﻜﺎﺭ ﺟﺪﻳﺪﺓ ﻭﻏﲑ ﺗﻘﻠﻴﺪﻳﺔ ﻟﻜﻞ ﺟﺎﻧﺐ ﻣﻦ ﺟﻮﺍﻧﺐ ﺍﻟﺘﻨﻘﻞ ﰲ ﺍﳌﺴﺘﻘﺒﻞ‪ ،‬ﻓﻠﻄﺎﳌﺎ ﺷﺠﻌﺖ ﺍﻻﺑﺘﻜﺎﺭ ﻭﻓﺘﺤﺖ ﻛﻞ ﺍﻷﺑﻮﺍﺏ ﺃﻣﺎﻡ ﺍﳌﺒﺘﻜﺮﻳﻦ‬
‫ﻭﺃﺻﺤﺎﺏ ﺍﻷﻓﻜﺎﺭ ﺍﻹﺑﺪﺍﻋﻴﺔ ﻭﻣﻘﺪﻣﻲ ﺍﳊﻠﻮﻝ ﺍﳌﺘﻌﻠﻘﺔ ﲟﺸﺎﻛﻞ ﺍﻟﻨﻘﻞ ﻟﺪﺧﻮﻝ ﻋﺎﱂ ‪Without the ،BMW Group) BMW‬‬
‫‪ ،(year of publication‬ﻭﺗﻌﺘﱪ ﻣﻨﺸﺄﺓ ‪ BMW Innovationswerk‬ﰲ ﴰﺎﻝ ﻣﻴﻮﻧﻴﺦ‪ ،‬ﻣﺮﻛﺰ‪‬ﺍ ﺟﺪﻳﺪ‪‬ﺍ ﳝﻜﻦ ﺃﻥ ﲢﺪﺙ ﻓﻴﻪ‬
‫ﺍﻻﺑﺘﻜﺎﺭﺍﺕ ﻭﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﳊﺪﻳﺜﺔ ﺑﻄﺮﻳﻘﺔ ﺟﺪﻳﺪﺓ‪ ،‬ﻓﻘﺪ ﰎ ﺍﻟﺘﺨﻄﻴﻂ ﳍﺎ ﻋﻦ ﻗﺼﺪ ﻟﻔﺮﻕ ﻣﺘﻌﺪﺩﺓ ﺍﻟﻮﻇﺎﺋﻒ ﺗﻘﻮﻡ ﺑﺎﺳﺘﻜﺸﺎﻓﺎﺕ ﻣﺴﺘﻘﺒﻠﻴﺔ ﰲ‬
‫ﺳﻴﺎﺭﺍﺕ ﺍﳌﺴﺘﻘﺒﻞ‪ ،‬ﻭﻓﻴﻬﺎ ﻳﺘﻢ ﺩﻋﻢ ﻛﻞ ﺍﻷﺷﻜﺎﻝ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻠﻌﻤﻞ ﺍﻹﺑﺪﺍﻋﻲ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻷﻣﺜﻞ‪ ،‬ﻭﻳﻘﻮﻝ ﺳﻴﺒﺎﺳﺘﻴﺎﻥ ﺷﻴﻠﱪ ﺍﻟﺬﻱ ﺗﺮﺃﺱ‬
‫ﻣﺸﺮﻭﻉ ‪ Innovationswerk‬ﻤﻮﻋﺔ ‪ BMW‬ﻣﻦ ‪ 2013‬ﺇﱃ ‪" :2016‬ﺍﻟﺸﻲﺀ ﺍﻟﺮﺋﻴﺴﻲ ﺍﻟﺬﻱ ﺗﻌﻠﻤﺘﻪ ﻣﻦ ﻫﺬﺍ ﺍﳌﺸﺮﻭﻉ ﺃﻥ‬
‫ﺍﻹﺑﺪﺍﻉ ﰲ ﺍﳊﻘﻴﻘﺔ ﻫﻮ ﻣﺰﻳﺞ ﻣﻦ ﺍﻟﺘﺄﻣﻞ ﺍﻟﺘﺤﻠﻴﻠﻲ ﳌﺸﻜﻠﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺗﺮﻙ ﺇﳍﺎﻣﻚ ﻭﺗﺪﻓﻘﻚ ﺍﳊﺪﺳﻲ‪ ،‬ﺇﻧﻪ ﻣﺰﻳﺞ ﻣﻦ ﺍﻻﺛﻨﲔ ﺍﻟﻠﺬﻳﻦ‬
‫ﻳﺴﻬﻠﻬﻤﺎ ﻫﺬﺍ ﺍﻟﻔﻀﺎﺀ ﻭﳚﻌﻠﻪ ﻧﺎﺟﺤ‪‬ﺎ‪،(Without the year of publication ،Steelcase)".‬ﻭﰲ ﻋﺎﻡ ‪ 2017‬ﺃﻋﻠﻨﺖ‬
‫‪ BMW‬ﻋﻦ ﺭﺅﻳﺘﻬﺎ ﻋﻠﻰ ﻣﺪﻯ ﺍﳌﺎﺋﺔ ﻋﺎﻡ ﺍﻟﻘﺎﺩﻣﺔ ﻣﺘﻤﺜﻠﺔ ﰲ ﺛﻼﺛﺔ ﲢﺪﻳﺎﺕ ﺭﺋﻴﺴﻴﺔ ﻭﻫﻲ‪(2017 ،Almeida):‬‬

‫‪234‬‬
 ‫ﺑﻮﻏﺮﺓ ﻟﻄﻔﻲ‪ ،‬ﺑﻮﺣﺒﻞ ﺳﺎﺭﺓ‬
‫‪ -‬ﲢﺴﲔ ﺍﻹﻧﺘﺎﺝ‪ :‬ﻫﻨﺎﻙ ﻣﺜﺎﻝ ﳌﺎ ﺳﺘﻘﻮﻡ ﺑﻪ ‪ BMW‬ﺣﻮﻝ ﺟﻌﻞ ﻋﻤﻠﻴﺔ ﺇﻧﺸﺎﺀ ﺗﺼﻤﻴﻤﺎﺕ ﺳﻴﺎﺭﺍﺕ ﺟﺪﻳﺪﺓ ﺳﺮﻳﻌﺔ ﻭﻣﺮﳛﺔ ﻗﺪﺭ‬
‫ﺍﻹﻣﻜﺎﻥ‪ ،‬ﻭﻓﻘﹰﺎ ﻟـ ‪ TechCrunch‬ﻓﻘﺪ ﺍﺳﺘﻔﺎﺩﺕ ﺷﺮﻛﺔ ﺻﻨﺎﻋﺔ ﺍﻟﺴﻴﺎﺭﺍﺕ ﻣﻦ ﺇﻣﻜﺎﻧﻴﺔ ﺗﻘﺪﱘ ﳏﺮﻙ ﻏﲑ ﻭﺍﻗﻌﻲ ﻟﺘﻮﻟﻴﺪ ﺃﺳﻄﺢ ﻭﺃﺷﻴﺎﺀ‬
‫ﺍﻓﺘﺮﺍﺿﻴﺔ ﻓﻮﻕ ﻗﻄﻊ ﻏﻴﺎﺭ ﺍﻟﺴﻴﺎﺭﺍﺕ ﺍﻟﻨﻤﻮﺫﺟﻴﺔ ﺛﻼﺛﻴﺔ ﺍﻷﺑﻌﺎﺩ‪ ،‬ﳑﺎ ﻳﺘﻴﺢ ﻟﻠﻤﺼﻤﻤﲔ ﻭﺍﳌﻬﻨﺪﺳﲔ ﻣﻌﺎﻳﻨﺔ ﻛﻴﻒ ﺳﻴﺒﺪﻭ ﳐﺘﻠﻒ ﺍﳌﻮﺍﺩ ﺃﻭ‬
‫ﺍﻷﺳﻄﺢ ﻋﻠﻰ ﻣﺮﻛﺒﺔ ﺷﺤﻦ ‪‬ﺎﺋﻴﺔ‪ ،‬ﻭﻫﺬﺍ ﺍﳊﻞ ﻻ ﻳﻘﻠﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻓﺤﺴﺐ‪ ،‬ﺣﻴﺚ ﺗﻨﻔﻖ ﺷﺮﻛﺔ ﺻﻨﺎﻋﺔ ﺍﻟﺴﻴﺎﺭﺍﺕ ﺃﻣﻮﺍﻟﹰﺎ ﺃﻗﻞ ﻋﻠﻰ ﺍﻟﻨﻤﺎﺫﺝ‬
‫ﺍﻷﻭﻟﻴﺔ‪ ،‬ﻭﻟﻜﻨﻬﺎ ﺃﻳﻀ‪‬ﺎ ﺗﺪﻓﻊ ﻟﺘﻄﻮﻳﺮ ﻣﻨﺘﺠﺎﺕ ﺃﻓﻀﻞ ﻭﺗﺰﻳﺪ ﻣﻦ ﺍﻟﺘﻌﺎﻭﻥ ﺑﲔ ﺍﳌﺼﻤﻤﲔ ﻭﺍﳌﻬﻨﺪﺳﲔ ﰲ ﺍﻟﻌﺎﱂ‪.‬‬
‫‪ -‬ﺍﻟﺘﻄﻮﺭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‪ :‬ﺇﺫ ﺗﺴﻌﻰ ‪ BMW‬ﻹﺻﺪﺍﺭ ﺳﻴﺎﺭﺍﺕ ﺫﺍﺗﻴﺔ ﺍﻟﻘﻴﺎﺩﺓ‪.‬‬
‫‪ -‬ﲪﺎﻳﺔ ﺍﻟﺒﻴﺌﺔ‪ :‬ﺻﺮﺣﺖ ﺷﺮﻛﺔ ‪ BMW‬ﺃﻧﻪ ﰲ ﺍﳌﺴﺘﻘﺒﻞ ﺳﻴﺘﻢ ﻗﻴﺎﺱ ﺍﳌﺮﻛﺒﺎﺕ ﻭﻓﻘﹰﺎ ﻟﺘﺄﺛﲑﺍ‪‬ﺎ ﻋﻠﻰ ﺍﻷﺷﺨﺎﺹ ﻭﺍﻟﺒﻴﺌﺔ‪ ،‬ﻭﻟﻴﺲ ﻓﻘﻂ ﻣﻦ‬
‫ﺣﻴﺚ ﺍﺳﺘﻬﻼﻛﻬﺎ ﻟﻠﻄﺎﻗﺔ ﻭﺍﻧﺒﻌﺎﺛﺎﺕ ﺛﺎﱐ ﺃﻛﺴﻴﺪ ﺍﻟﻜﺮﺑﻮﻥ‪ ،‬ﻭﺃﻥ ﻫﺪﻓﻬﻢ ﻋﻠﻰ ﻣﺪﻯ ﺍﳌﺎﺋﺔ ﻋﺎﻡ ﺍﻟﻘﺎﺩﻣﺔ ﻫﻮ ﺗﻄﻮﻳﺮ ﲡﺎﺭﺏ ﺍﻟﻨﻘﻞ ﺍﻟﺸﺨﺼﻴﺔ‬
‫ﻭﺍﻟﺘﻔﻜﲑ ﰲ ﺍﻟﺒﻴﺌﺔ ﰲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ‪.‬‬
‫ﺭﺍﺑﻌﺎ‪:‬ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ‪‬ﻤﻮﻋﺔ ‪:BMW‬‬
‫ﺗﻌﺘﻤﺪ ﻫﺬﻩ ﺍ‪‬ﻤﻮﻋﺔ ﻋﻠﻰ ﻣﺰﻳﺞ ﺗﺴﻮﻳﻘﻲ ﳐﺘﻠﻒ ﻋﻦ ﻣﺜﻴﻼ‪‬ﺎ ﰲ ﺳﻮﻕ ﺍﻟﺴﻴﺎﺭﺍﺕ ﻣﺎ ﳚﻌﻠﻬﺎ ﻣﺮﺟﻌﺎ ﻟﻠﺘﻤﻴﺰ ﻭﺣﻘﻘﺖ ﺑﺬﻟﻚ ﺃﺭﺑﺎﺣﺎ ﻃﺎﺋﻠﺔ‬
‫ﻭﻣﻜﺎﻧﺔ ﻣﺘﻤﻴﺰﺓ‪.‬‬
‫‪.1‬ﺍﳌﻨﺘﺞ‪:‬ﺗﻨﻘﺴﻢ ﺃﻋﻤﺎﻝ ‪ BMW‬ﺇﱃ ﺛﻼﺛﺔ ﻗﻄﺎﻋﺎﺕ ﺭﺋﻴﺴﻴﺔ ﺗﺸﻤﻞ ﺍﻟﺴﻴﺎﺭﺍﺕ ﻭﺍﻟﺪﺭﺍﺟﺎﺕ ﺍﻟﻨﺎﺭﻳﺔ ﻭﺍﳋﺪﻣﺎﺕ ﺍﳌﺎﻟﻴﺔ‪ ،‬ﻭﺗﺘﻤﺜﻞ ﺃﻫﻢ‬
‫ﻋﻼﻣﺎ‪‬ﺎ ﺍﻟﺘﺠﺎﺭﻳﺔ ﰲ ‪ BMW‬ﻭ‪ MINI-Cooper‬ﻭ ‪ ،Rolls-Royce‬ﻭﺗﻠﱯ ﻣﻨﺘﺠﺎ‪‬ﺎ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺳﻮﻕ ﺍﻟﺴﻴﺎﺭﺍﺕ ﺍﻟﻔﺎﺧﺮﺓ‪،‬‬
‫ﻭﺗﻌﺘﱪ ﻣﻴﲏ ﻛﻮﺑﺮ ﲡﺮﺑﺔ ﳑﻴﺰﺓ ﰲ ﻗﻄﺎﻉ ﺍﻟﺴﻴﺎﺭﺍﺕ ﺍﻟﺼﻐﲑﺓ‪ ،‬ﻛﻤﺎ ﺣﺎﻓﻈﺖ ﺭﻭﻟﺰ ﺭﻭﻳﺲ ﻋﻠﻰ ﺗﻘﻠﻴﺪ ﻳﻌﻮﺩ ﺇﱃ ﻗﺮﻥ ﻣﻦ ﺍﻟﺰﻣﺎﻥ ﰲ ﻗﻄﺎﻉ‬
‫ﺍﻟﺴﻴﺎﺭﺍﺕ ﺍﻟﻔﺨﻤﺔ‪ ،‬ﻭﺗﻌﺪ ‪ BMW‬ﰲ ﺣﺪ ﺫﺍ‪‬ﺎ ﻭﺍﺣﺪﺓ ﻣﻦ ﺃﺫﻛﻰ ﻣﺎﺭﻛﺎﺕ ﺍﻟﺴﻴﺎﺭﺍﺕ ﰲ ﺍﻟﻌﺎﱂ‪ ،‬ﻭﻳﻌﺘﱪ ﺍﻻﺳﻢ ﻧﻔﺴﻪ ﺷﻌﺎﺭﻫﺎ ﻭﻳﻌﲏ‬
‫"ﻣﺘﻌﺔ ﺍﻟﻘﻴﺎﺩﺓ"‪ ،‬ﺃﻣﺎ ﰲ ﻗﻄﺎﻉ ﺍﻟﺪﺭﺍﺟﺎﺕ ﺍﻟﻨﺎﺭﻳﺔ‪ ،‬ﺗﻮﻓﺮ ﺍﻟﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﲡﺮﺑﺔ ﳑﺘﺎﺯﺓ ﺍﺳﺘﺜﻨﺎﺋﻴﺔ ﺇﺫ ﺗﻘﺪﻡ ﺩﺭﺍﺟﺎﺕ ﻧﺎﺭﻳﺔ ﰲ ﻗﻄﺎﻋﺎﺕ ﺍﻟﺮﻳﺎﺿﺔ‬
‫ﻭﺍﳉﻮﻻﺕ ﺍﻟﺴﻴﺎﺣﻴﺔ ﻭﺍﳌﻐﺎﻣﺮﺓ ﻭﺍﻟﺘﺮﺍﺙ ﻭﺍﻟﻨﻘﻞ ﺍﳊﻀﺮﻱ‪ ،...‬ﻭﺗﺮﻛﺰ ﳎﻤﻮﻋﺔ ‪ BMW‬ﰲ ﺍﳌﻘﺎﻡ ﺍﻷﻭﻝ ﻋﻠﻰ ﺗﺼﻨﻴﻊ ﺍﻟﺴﻴﺎﺭﺍﺕ ﺍﻟﻔﺎﺧﺮﺓ‬
‫ﺫﺍﺕ ﺍﻟﺪﻓﻊ ﺍﻟﺮﺑﺎﻋﻲ ﻟﻸﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴﺔ‪ ،‬ﻭﺗﻮﻓﺮ ﺑﻌﺾ ﺍﳌﻨﺘﺠﺎﺕ ﻣﺴﺘﻮﻯ ﻋﺎﻝ ﻣﻦ ﺍﻟﺘﺨﺼﻴﺺ ﻟﻌﻤﻼﺋﻬﺎ‪ ،‬ﰲ ﺣﲔ ﺃﻥ ﻣﻌﻈﻢ ﺍﳌﻨﺘﺠﺎﺕ ﻗﻴﺎﺳﻴﺔ‬
‫ﰲ ﲨﻴﻊ ﺃﳓﺎﺀ ﺍﻟﻌﺎﱂ‪ ،‬ﻭﺗﺘﻨﻮﻉ ﺳﻴﺎﺭﺍ‪‬ﺎ ﺑﲔ ﺳﻴﺎﺭﺍﺕ ﺍﻟﺴﻴﺪﺍﻥ ﺍﻟﻔﺎﺧﺮﺓ ﻭﺳﻴﺎﺭﺍﺕ ﺍﻟﺪﻓﻊ ﺍﻟﺮﺑﺎﻋﻲ ﻭﺍﻟﺴﻴﺎﺭﺍﺕ ﺍﻟﺮﻳﺎﺿﻴﺔ ﺍﻟﱵ ﲡﻤﻊ ﺑﲔ ﺍﻷﻧﺎﻗﺔ‬
‫ﻭﺍﻷﺩﺍﺀ‪ ،‬ﻛﻤﺎ ﲣﻀﻊ ﺍﻟﺴﻴﺎﺭﺍﺕ ﻟﻠﺘﺠﺪﻳﺪ ﻭﺍﻟﺘﻌﺪﻳﻞ ﻭﺍﻟﺘﻄﻮﻳﺮ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻟﺘﻜﻮﻥ ﰲ ﺃﻋﻠﻰ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﻭﺗﻜﻮﻥ ﻣﻨﺎﻓﺴﺔ ﻗﻮﻳﺔ‬
‫ﰲ ﺍﻷﺳﻮﺍﻕ‪ ،‬ﺍﻋﺘﻤﺪﺕ ﺍﻟﺸﺮﻛﺔ ﰲ ﻭﻗﺖ ﺳﺎﺑﻖ ﻋﻠﻰ ﺍﻟﻔﺨﺎﻣﺔ ﻭﺍﻷﻧﺎﻗﺔ ﻛﻤﺰﺍﻳﺎ ﻓﺮﻳﺪﺓ‪ ،‬ﻭﻣﻊ ﻣﺮﻭﺭ ﺍﻟﻮﻗﺖ ﺃﺻﺒﺤﺖ ﺍﻟﺜﻘﺔ ﻭﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﻜﻔﺎﺀﺓ‬
‫ﻭﺍﺿﺤﺔ ﻟﻠﻐﺎﻳﺔ ﰲ ﻋﺮﻭﺽ ﺍﳌﻨﺘﺠﺎﺕ‪ ،‬ﻭﺑﺸﻜﻞ ﻋﺎﻡ ﺗﻌﻄﻲ ﺍﻟﺸﺮﻛﺔ ﺃﳘﻴﺔ ﻛﺒﲑﺓ ﳌﻌﺎﻳﲑ ﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﺮﻓﺎﻫﻴﺔ ﳌﻨﺘﺠﺎ‪‬ﺎ‪(mba sKool, .‬‬
‫)‪2016‬‬
‫‪.2‬ﺍﻟﺴﻌﺮ‪:‬ﻳﺘﻢ ﺗﺴﻌﲑ ﲨﻴﻊ ﺍﳌﻨﺘﺠﺎﺕ ‪BMW‬ﺑﺴﻌﺮ ﺃﻋﻠﻰ ﻣﻦ ﻣﻨﺎﻓﺴﻴﻬﺎ ﻣﺜﻞ ﺃﻭﺩﻱ‪ ،‬ﺃﺳﺘﻮﻥ ﻣﺎﺭﺗﻦ ‪ ،‬ﻣﺮﺳﻴﺪﻳﺲ ﺑﻨﺰ ﻭﻓﻮﻟﻔﻮﻭﻋﻠﻰ ﲨﻴﻊ‬
‫ﻋﻼﻣﺎ‪‬ﺎ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻷﺧﺮﻯ ﺧﺎﺻﺔ ‪ MINI- Cooper‬ﻭ ‪ Rolls-Royce‬ﺣﻴﺚ ﺗﺴﻌﺮ ﺃﻋﻠﻰ ﺑﻘﻠﻴﻞ ﻣﻦ ﳎﻤﻮﻋﺔ ﻣﻨﺘﺠﺎﺕ‬
‫‪ BMW‬ﺍﻟﻘﻴﺎﺳﻴﺔ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺗﺴﻌﲑ ﻗﻄﻊ ﺍﻟﻐﻴﺎﺭ ﻭﺗﻜﺎﻟﻴﻒ ﺧﺪﻣﺔ ﺍﻟﺴﻴﺎﺭﺍﺕ ﻣﺮﺗﻔﻌﺔ ﻧﻮﻋﺎ ﻣﺎ ﻋﻦ ﺍﻟﻌﻼﻣﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﳌﻨﺎﻓﺴﺔ‪ ،‬ﻳﺘﻢ‬
‫ﺗﺴﻌﲑ ﻣﻌﻈﻢ ﺳﻴﺎﺭﺍﺕ ‪ BMW‬ﰲ ﺣﺪﻭﺩ ‪ 100000 -35000‬ﺩﻭﻻﺭ‪ ،‬ﻭﻣﺆﺧﺮﺍ ﺗﺒﻨﺖ ‪ BMW‬ﺗﺴﻌﲑﺍ ﺩﻳﻨﺎﻣﻴﻜﻴﺎ ﻋﻠﻰ ﺳﻴﺎﺭﺍ‪‬ﺎ‬
‫ﺫﺍﺕ ﻣﺴﺘﻮﻯ ﺍﻟﺪﺧﻮﻝ ﺍﳌﺘﻮﺳﻂ ﻷﺳﻮﺍﻗﻬﺎ ﺍﳊﺪﻳﺜﺔ ) ﺍﳍﻨﺪ‪ ،‬ﺍﻟﱪﺍﺯﻳﻞ(‪ ،‬ﺣﻴﺚ ﺗﻘﺪﻡ ﺳﻌﺮﺍ ﺗﻨﺎﻓﺴﻴﺎ ﻟﻄﺮﺍﺯﻫﺎ ﺍﻷﺻﻐﺮ‪ ،‬ﰎ ﺗﺴﻌﲑ ﻫﺬﻩ ﺍﻟﺴﻴﺎﺭﺍﺕ‬
‫)ﺍﻟﻔﺌﺔ ﺍﻟﺜﺎﻟﺜﺔ( ﻣﻦ ‪ BMW‬ﺑﻘﻴﻤﺔ ‪ 25000‬ﺩﻭﻻﺭ‪ ،‬ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺴﻌﲑ ﺍﻟﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﳍﺎ ﺗﺄﺛﲑ ﻛﺒﲑ ﻋﻠﻰ ﺗﺴﻮﻳﻘﻬﺎ ﻓﻬﻲ ﺗﻨﺎﺷﺪ ﻗﻄﺎﻉ‬
‫ﺍﻟﻌﻤﻼﺀ ﺍﳌﻤﻴﺰ‪ ،‬ﻭﻣﻊ ﺫﻟﻚ ‪ ،‬ﳝﻜﻦ ﺃﻥ ﻳﺼﺒﺢ ﺍﻟﺘﺴﻌﲑ ﺍﳌﺘﻤﻴﺰ ﺃﺣﻴﺎﻧ‪‬ﺎ ﻋﻘﺒﺔ ﺃﻣﺎﻡ ﺍﳌﺒﻴﻌﺎﺕ ﻳﻠﻌﺐ ﺍﺑﺘﻜﺎﺭ ﺍﳌﻨﺘﺠﺎﺕ ﻭﺗﺴﻮﻳﻘﻬﺎ ﺃﻳﻀ‪‬ﺎ ﺩﻭﺭ‪‬ﺍ ﻣﻬﻤ‪‬ﺎ‬
‫ﰲ ﺍﻟﺘﺨﻔﻴﻒ ﻣﻦ ﺍﻟﺘﺄﺛﲑ ﺍﻟﺴﻠﱯ ﺍﻟﺬﻱ ﳝﻜﻦ ﺃﻥ ﲢﺪﺛﻪ ﺃﺳﻌﺎﺭ ﺍﻟﻌﻼﻭﺓ ﻋﻠﻰ ﻣﺒﻴﻌﺎﺕ ﺍﻟﻌﻼﻣﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﻭﺑﺎﻟﺮﻏﻢ ﻣﻦ ﺃﺳﻌﺎﺭﻫﺎ ﺍﳌﺮﺗﻔﻌﺔ ﲢﻘﻖ‬
‫ﺍﻟﺸﺮﻛﺔ ﺃﺭﺑﺎﺡ ﺧﻴﺎﻟﻴﺔ ﺳﻨﻮﻳﺎ‪(2016 ،mba sKool).‬‬

‫‪235‬‬
 ‫ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺃﺩﺍﺓ ﻟﻠﺘﻤﻴﺰ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ "ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﳎﻤﻊ ‪ BMW‬ﺍﻷﳌﺎﱐ"‬

‫‪.3‬ﺍﻟﺘﻮﺯﻳﻊ‪ :‬ﻳﻘﻊ ﺍﳌﻘﺮ ﺍﻟﺮﺋﻴﺴﻲ ﻝ ‪ BMW Group‬ﰲ ﻣﻴﻮﻧﻴﺦ‪ ،‬ﳝﺘﻠﻚ ﺍ‪‬ﻤﻊ ﻭﻛﻼﺀ ﻟﻜﻞ ﻋﻼﻣﺎﺗﻪ ﺍﻟﺘﺠﺎﺭﻳﺔ ﰲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺒﻠﺪﺍﻥ‬
‫ﺣﻮﻝ ﺍﻟﻌﺎﱂ‪ ،‬ﻛﻤﺎ ﻳﺘﻌﺎﻣﻞ ﻣﻊ ﻓﺮﻭﻉ ﻭﻭﻛﻼﺀ ﻣﻌﺘﻤﺪﻭﻥ ﻟﻠﺒﻴﻊ ﰲ ﺃﳌﺎﻧﻴﺎ ﻭﺧﺎﺭﺟﻬﺎ ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﱃ ﺷﺮﻛﺎﺗﻪ ﺍﻟﻔﺮﻋﻴﺔ ﻭﺑﻌﺾ ﺷﺮﻛﺎﺕ‬
‫ﺍﻻﺳﺘﲑﺍﺩ ﺍﳌﺴﺘﻘﻠﺔ ﰲ ﺃﻛﺜﺮ ﻣﻦ ‪ 1500‬ﻣﻮﻗﻊ‪ ،‬ﻭﺗﻐﻄﻲ ﻣﻨﺘﺠﺎﺗﻪ ﺃﻛﺜﺮ ﻣﻦ ‪ 90‬ﺩﻭﻟﺔ‪ ،‬ﻭﻫﻨﺎﻙ ﺃﻛﺜﺮ ﻣﻦ ‪ 1200‬ﻭﻛﻴﻞ ﻭﻣﺴﺘﻮﺭﺩ ﻳﻮﺯﻋﻮﻥ‬
‫ﺩﺭﺍﺟﺎﺕ ﻧﺎﺭﻳﺔ ﻟﱯ ﺃﻡ ﺩﺑﻠﻴﻮ ﰲ ﺃﻛﺜﺮ ﻣﻦ ‪ 19‬ﺩﻭﻟﺔ‪ ،‬ﻫﺬﺍ ﻭﺗﻘﺪﻡ ‪ BMW‬ﺧﺪﻣﺎﺕ ﻣﺎﻟﻴﺔ ﻣﺘﻨﻮﻋﺔ ﰲ ﲨﻴﻊ ﺃﳓﺎﺀ ﺍﻟﻌﺎﱂ ﳌﺎ ﳍﺎ ﺩﻭﺭ ﻗﻮﻱ ﰲ‬
‫ﺍﳊﻔﺎﻅ ﻋﻠﻰ ﻭﺟﻮﺩﻫﺎ ﺍﻟﻌﺎﳌﻲ‪(Pratap, 2019).‬‬
‫‪.4‬ﺍﻟﺘﺮﻭﻳﺞ‪:‬ﺗﺴﺘﺨﺪﻡ ‪ BMW‬ﻗﻨﻮﺍﺕ ﺗﻘﻠﻴﺪﻳﺔ ﻭﺭﻗﻤﻴﺔ ﻟﻠﺘﺮﻭﻳﺞ ﳌﻨﺘﺠﺎ‪‬ﺎ‪ ،‬ﻭﻳﺸﲑ ﺷﻌﺎﺭﻫﺎ ﺍﻟﺸﻬﲑ "ﻣﺘﻌﺔ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﺸﻴﻘﺔ" ﺇﱃ ﺍﻟﺘﺠﺮﺑﺔ‬
‫ﺍﳌﺘﻤﻴﺰﺓ ﺍﻟﱵ ﺍﺑﺘﻜﺮ‪‬ﺎ ‪BMW‬ﻟﻌﻤﻼﺋﻬﺎ‪ ،‬ﻭﺗﺘﻀﻤﻦ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺮﻭﻳﺞ ﺍﳋﺎﺻﺔ ﺑﺸﺮﻛﺔ‪ BMW‬ﺍﻟﺘﺴﻮﻳﻖ ﻋﱪ ﺍﻟﻔﻴﺪﻳﻮ‪ ،‬ﺍﻹﻋﻼﻧﺎﺕ‬
‫ﺍﳌﻄﺒﻮﻋﺔ‪ ،‬ﻭﺍﻟﻌﺮﻭﺽ ﺍﻟﺘﺮﻭﳚﻴﺔ ﻟﻠﺴﻴﺎﺭﺍﺕ‪ ،‬ﻭﺗﻨﺎﻗﺶ ﻣﻨﺘﺠﺎ‪‬ﺎ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ﻭﻋﻠﻰ ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﻭﻣﺪﻭﻧﺎﺕ ﺍﻟﺴﻴﺎﺭﺍﺕ ﺃﻳﻀ‪‬ﺎ‪ ،‬ﻣﻦ ﺟﻬﺔ‬
‫ﺃﺧﺮﻯ ﲡﺬﺏ ﺍﻹﺻﺪﺍﺭﺍﺕ ﺍﳉﺪﻳﺪﺓ ﻣﻦ ‪BMW‬ﺃﻭ ‪ MINI‬ﺃﻭ ‪ Rolls Royce‬ﺍﻟﻜﺜﲑ ﻣﻦ ﺍﻟﺘﻐﻄﻴﺔ ﺍﻹﻋﻼﻣﻴﺔ ﰲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﳌﺘﺤﺪﺓ‬
‫ﻭﺍﻟﱵ ﺗﻠﻌﺐ ﺩﻭﺭﺍ ﻛﺒﲑﺍ ﰲ ﺍﻟﺘﺮﻭﻳﺞ ﳍﺎ‪ ،‬ﻛﻤﺎ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﻭﺳﺎﺋﻞ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻻﺟﺘﻤﺎﻋﻲ ﰲ ﺗﺴﻮﻳﻖ ﻣﻨﺘﺠﺎ‪‬ﺎ ﺑﻘﻮﺓ ﻧﻈﺮﺍ ﻟﻼﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﺍﺳﻊ‬
‫ﳍﺎ‪ ،‬ﻭﺗﺴﺘﺨﺪﻡ ﺍﻟﺸﺮﻛﺔ ﻣﻘﺎﻃﻊ ﺍﻟﻔﻴﺪﻳﻮ ﺑﺸﻜﻞ ﻛﺒﲑ ﺇﺫ ﲪﻠﺖ ﺣﻮﺍﱄ ‪ 850‬ﻣﻘﻄﻊ ﻓﻴﺪﻳﻮ ﻋﻠﻰ ﻣﻮﻗﻊ ‪ YouTube‬ﺗﺘﻀﻤﻦ ﻣﻘﺎﻃﻊ ﻓﻴﺪﻳﻮ‬
‫ﺗﻌﻠﻴﻤﻴﺔ ﻭﺗﺮﻭﳚﻴﺔ‪ ،‬ﻛﻤﺎ ﺣﺎﻓﻈﺖ ‪BMW‬ﻋﻠﻰ ﻭﺟﻮﺩ ﻧﺸﻂ ﻋﻠﻰ ﻗﻨﻮﺍﺕ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻻﺟﺘﻤﺎﻋﻲ ﺍﻷﺧﺮﻯ ﲟﺎ ﰲ ﺫﻟﻚ ‪ Twitter‬ﻭ‬
‫‪ Facebook‬ﻭﺫﻟﻚ ﻣﻦ ﺃﺟﻞ ﺗﻘﺮﻳﺐ ﺍﻟﺸﺮﻛﺔ ﻣﻦ ﲨﻬﻮﺭﻫﺎ‪ .‬ﻫﺬﺍ ﻭﻗﺪ ﺭﻭﺟﺖ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻔﺮﻕ ﺍﻟﺮﻳﺎﺿﻴﺔ ﺍﳌﺸﻬﻮﺭﺓ ﻭﻛﺎﻧﺖ‬
‫ﺍﻟﺮﺍﻋﻲ ﺍﻟﺮﲰﻲ ﻟﻠﻌﺪﻳﺪ ﻣﻦ ﺳﺒﺎﻗﺎﺕ ﺍﻟﺮﺍﱄ ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﻷﺣﺪﺍﺙ ﺍﻟﺮﻳﺎﺿﻴﺔ‪ ،‬ﻛﻤﺎ ﺩﻋﻤﺖ ﳎﻤﻮﻋﺔ ﻭﺍﺳﻌﺔ ﻣﻦ ﺍﻟﱪﺍﻣﺞ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ ﻭﺍﳌﺪﻧﻴﺔ‬
‫ﻭﺍﻟﺜﻘﺎﻓﻴﺔ ﻭﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳋﲑﻳﺔ ﻛﺠﺰﺀ ﻣﻦ ﺍﳌﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪. (Pratap, 2019).‬‬
‫ﺧﺎﻣﺴﺎ‪ :‬ﺍﻻﺑﺘﻜﺎﺭ ﺃﺩﺍﺓ ‪ BMW‬ﻟﺘﺠﺎﻭﺯ ﺍﻷﺯﻣﺎﺕ‬
‫ﰲ ﻋﺎﻡ ‪ 2008‬ﻛﺎﻧﺖ ‪BMW‬ﲤﺮ ﺑﺮﺣﻠﺔ ﻭﻋﺮﺓ ﻣﻊ ﺍﻷﺯﻣﺔ ﺍﳌﺎﻟﻴﺔ ﺍﻟﻌﺎﳌﻴﺔ‪ ،‬ﻭﺷﻬﺪﺕ ﺍﻟﺸﺮﻛﺔ ﺍﻷﳌﺎﻧﻴﺔ ﺍﳔﻔﺎﺽ ﻣﺒﻴﻌﺎ‪‬ﺎ ﺑﺸﻜﻞ ﻣﻠﺤﻮﻅ‪،‬‬
‫ﻭﻟﻠﺤﻔﺎﻅ ﻋﻠﻰ ﻣﻜﺎﻧﺘﻬﺎ ﻛﻼﻋﺐ ﺭﺍﺋﺪ ﰲ ﻫﺬﻩ ﺍﻟﺼﻨﺎﻋﺔ‪ ،‬ﻋﻤﻠﺖ ﻋﻠﻰ ﺗﻌﺰﻳﺰ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻹﺑﺪﺍﻉ‪ ،‬ﺣﻴﺚ ﺑﺪﺃﺕ ﺷﺮﻛﺔ‬
‫‪BMW‬ﺏ"‪ "Project i‬ﻭﻫﻮ ﻭﺣﺪﺓ ﺧﺎﺻﺔ ﻟﺘﻄﻮﻳﺮ ﺃﻓﻜﺎﺭ ﺟﺪﻳﺪﺓ ﺣﻮﻝ ﺍﻟﺘﻨﻘﻞ‪ ،‬ﻫﺪﻓﻪ ﺍﳊﺪ ﻣﻦ ﺍﻟﺘﺄﺛﲑ ﺍﻟﺒﻴﺌﻲ ﻭﺣﻞ ﲢﺪﻳﺎﺕ ﺍﻟﺘﻨﻘﻞ‬
‫ﻷﻭﻟﺌﻚ ﺍﻟﺬﻳﻦ ﻳﻌﻴﺸﻮﻥ ﰲ ﺍﳌﺪﻥ ﺍﻟﻜﺒﲑﺓ‪ ،‬ﻭﺑﻌﺪ ﺍﺳﺘﺸﺎﺭﺓ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳋﱪﺍﺀ ﺣﻮﻝ ﻫﺬﻩ ﺍﻟﻘﻀﺎﻳﺎ ﻟﻔﻬﻢ ﻛﻴﻒ ﺳﻴﺘﻄﻮﺭ ﺍﻟﻨﻘﻞ ﻭﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﱵ‬
‫ﳝﻜﻦ ﺃﻥ ﺗﺼﻨﻌﻬﺎ ﺷﺮﻛﺔ‪ BMW‬ﻟﻠﺤﻔﺎﻅ ﻋﻠﻰ ﻣﻜﺎﻧﺘﻬﺎ ﻛﻼﻋﺐ ﺭﺍﺋﺪ ﰲ ﻫﺬﻩ ﺍﻟﺼﻨﺎﻋﺔ‪،‬ﲢﻮﻟﺖ ﻣﻦ "‪ "Project i‬ﺇﱃ "‪، "BMW i‬‬
‫ﻭﻫﻲ ﻋﻼﻣﺔ ﲡﺎﺭﻳﺔ ﻓﺮﻋﻴﺔ ﻟﻠﺸﺮﻛﺔ‪ ،‬ﻭﺍﻟﱵ ﻗﺎﺩﺕ ﺟﻬﻮﺩ ﺗﻄﻮﻳﺮ ﻣﻔﺎﻫﻴﻢ ﺍﻟﺴﻴﺎﺭﺍﺕ ﺍﻟﻜﻬﺮﺑﺎﺋﻴﺔ ﺍﳊﻀﺮﻳﺔ ﺍﳋﻔﻴﻔﺔ ﺍﻟﻮﺯﻥ ﺍﻟﺼﺪﻳﻘﺔ ﻟﻠﺒﻴﺌﺔ‪ ،‬ﲟﺎ ﰲ‬
‫ﺫﻟﻚ ﻣﺎ ﻧﻌﺮﻓﻪ ﺍﻵﻥ ﺑﺎﺳﻢ ﺍﻟﺴﻴﺎﺭﺍﺕ ﺍﻟﻜﻬﺮﺑﺎﺋﻴﺔ ‪ i3‬ﻭ ‪ ،i8‬ﺷﻲﺀ ﺁﺧﺮ ﻓﻌﻠﺘﻪ‪ BMW‬ﻫﻮ ﺃ‪‬ﺎ ﺃﻗﺎﻣﺖ ﺷﺮﺍﻛﺎﺕ ﺫﺍﺕ ﺻﻠﺔ ﻟﻠﺘﻔﻜﲑ ﰲ‬
‫ﳕﺎﺫﺝ ﺃﻋﻤﺎﻝ ﺟﺪﻳﺪﺓ‪ ،‬ﺇﺣﺪﻯ ﻫﺬﻩ ﺍﻟﺸﺮﺍﻛﺎﺕ ﻛﺎﻧﺖ ﻣﻊ ‪ ، Sixt‬ﻭﻫﻲ ﺷﺮﻛﺔ ﻟﺘﺄﺟﲑ ﺍﻟﺴﻴﺎﺭﺍﺕ ﻣﻦ ﺃﺟﻞ ﺍﺳﺘﺤﺪﺍﺙ ﺧﺪﻣﺔ ﻣﺘﻤﻴﺰﺓ‬
‫ﻟﺘﺒﺎﺩﻝ ﺍﻟﺴﻴﺎﺭﺍﺕ ﺑﺪﺃﺕ ﰲ ﻣﻴﻮﻧﻴﺦ ﻭﺗﻮﺳﻌﺖ ﺑﺴﺮﻋﺔ ﰲ ﻣﺪﻥ ﺃﻭﺭﻭﺑﻴﺔ ﺃﺧﺮﻯ ﰲ ﺳﺒﺘﻤﱪ ‪ ، 2015‬ﻛﺎﻧﺖ ﺗﺸﻐﻞ ﺃﻛﺜﺮ ﻣﻦ ‪ 4000‬ﺳﻴﺎﺭﺓ‬
‫ﰲ ﲬﺲ ﺩﻭﻝ ﺣﻮﻝ ﺍﻟﻌﺎﱂ ﻭﺃﻛﺜﺮ ﻣﻦ ‪ 500000‬ﻋﻤﻴﻞ‪(2017 ،Almeida).‬‬
‫ﺗﻌﺪ ‪BMW‬ﻋﻼﻣﺔ ﲡﺎﺭﻳﺔ ﻋﺎﳌﻴﺔ ﰲ ﳎﺎﻝ ﺍﻟﺴﻴﺎﺭﺍﺕ ﰲ ﺃﻛﺜﺮ ﻣﻦ ‪ 150‬ﺩﻭﻟﺔ‪ ،‬ﻭﺗﺮﻛﺰ ﻋﻠﻰ ﺟﻌﻞ ﺧﺪﻣﺎﺕ ﺍﻟﺮﻛﻮﺏ ﻣﺘﻤﻴﺰﺓ ﻭﻧﺎﺟﺤﺔ ﰲ‬
‫ﺍﻷﺳﻮﺍﻕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﰲ ﲨﻴﻊ ﺃﳓﺎﺀ ﺍﻟﻌﺎﱂ‪ ،‬ﻓﻬﻲ ﺗﻌﻤﻞ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻋﻠﻰ ﺟﻌﻞ ﻫﺬﻩ ﺍﳌﺮﻛﺒﺎﺕ ﺃﻛﺜﺮ ﺃﻣﺎﻧ‪‬ﺎ ﻭﺃﻛﺜﺮ ﺭﺍﺣﺔ ﻟﻌﻤﻼﺋﻬﺎ‪ ،‬ﻭﻧﻈﺮﺍ ﻻﺭﺗﻔﺎﻉ‬
‫ﻋﺪﺩ ﺍﳌﻨﺎﻓﺴﲔ ﰲ ﺍﻟﺴﻮﻕ ﻳﺘﻌﲔ ﻋﻠﻰ‪ BMW‬ﺇﻧﻔﺎﻕ ﻣﺒﺎﻟﻎ ﻛﺒﲑﺓ ﻋﻠﻰ ﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ ﻭﺍﻟﺘﺴﻮﻳﻖ‪ ،‬ﻓﻤﺴﺘﻘﺒﻞ ﺍﻟﺘﻨﻘﻞ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺍﻻﺑﺘﻜﺎﺭ‬
‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ ﺍﻧﻄﻼﻗﺎ ﻣﻦ ﺍﻟﺮﻛﻮﺏ ﺍﻵﱄ ﺇﱃ ﺍﻟﺬﻛﺎﺀ ﺍﻻﺻﻄﻨﺎﻋﻲ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺩﺭﺟﺔ ﺃﻋﻠﻰ ﻣﻦ ﺍﻟﺘﺮﺍﺑﻂ‪ ،‬ﻓﻬﻲ ﺗﺮﻛﺰ ﻋﻠﻰ ﻓﻬﻢ ﻣﺎ ﻳﺘﻮﻗﻌﻪ‬
‫ﺍﻟﻌﻤﻼﺀ‪ ،‬ﻭﺍﻟﺴﻌﻲ ﺇﱃ ﺣﻞ ﻣﺸﻜﻼ‪‬ﻢ‪ ،‬ﻭﺫﻟﻚ ﺑﺎﻟﻌﻤﻞ ﺟﻨﺒ‪‬ﺎ ﺇﱃ ﺟﻨﺐ ﻣﻊ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ ﻭﻣﺸﺎﺭﻳﻊ ﺍﻻﺑﺘﻜﺎﺭ ﺍﳋﺎﺻﺔ ‪‬ﺎ ﺍﶈﻔﺰﺓ ﺑﺮﻭﺡ‬
‫ﺍﻹﺑﺪﺍﻉ ﻭﺍﻻﺑﺘﻜﺎﺭ ﻟﺘﻘﺮﻳﺐ ﻫﺬﻩ ﺍﳊﻠﻮﻝ ﻣﻦ ﺷﺮﻛﺎ‪‬ﺎ ‪.‬‬

‫‪236‬‬
 ‫ﺑﻮﻏﺮﺓ ﻟﻄﻔﻲ‪ ،‬ﺑﻮﺣﺒﻞ ﺳﺎﺭﺓ‬

‫ﺍﳋﺎﲤﺔ‪:‬‬
‫ﻟﻘﺪ ﺃﺻﺒﺢ ﻣﻔﻬﻮﻡ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻣﻦ ﺍﳌﻔﺎﻫﻴﻢ ﺫﺍﺕ ﺍﻷﺛﺮ ﺍﻟﻮﺍﺳﻊ‪ ،‬ﺇﺫ ﺍﻣﺘﺪ ﳌﺎ ﻟﻪ ﻋﻼﻗﺔ ﺑﺎﳊﺼﺔ ﺍﻟﺴﻮﻗﻴﺔ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻷﺩﺍﺀ‬
‫ﻭﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﳌﻨﺘﺞ ﻭﻣﻮﺍﺻﻔﺎﺗﻪ ﻭﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺴﻌﲑﻳﺔ ﻭﺍﻟﺘﻮﺯﻳﻌﻴﺔ ﻭﺍﻟﺘﺮﻭﳚﻴﺔ‪ ،‬ﻛﻤﺎ ﻳﻔﺮﺽ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺘﻮﺟﻪ ﳓﻮ ﺍﻟﺰﺑﺎﺋﻦ ﻣﻦ ﺧﻼﻝ‬
‫ﺍﻟﺒﺤﺚ ﻭﺍﻛﺘﺸﺎﻑ ﺭﻏﺒﺎ‪‬ﻢ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻭﺗﻠﺒﻴﺘﻬﺎ ﺑﺎﻟﺸﻜﻞ ﺍﻷﻓﻀﻞ‪ ،‬ﻋﻦ ﻃﺮﻳﻖ ﺗﻘﺪﱘ ﺗﻴﺎﺭﺍﺕ ﻣﺘﺪﻓﻘﺔ ﻭﻣﺴﺘﻤﺮﺓ ﻣﻦ ﺍﳌﻨﺘﺠﺎﺕ ﺍﳉﺪﻳﺪﺓ ﻋﺎﻟﻴﺔ‬
‫ﺍﳉﻮﺩﺓ ﻭﻣﻨﺨﻔﻀﺔ ﺍﻟﺘﻜﺎﻟﻴﻒ‪ ،‬ﻭﺗﺴﻠﻴﻤﻬﺎ ﰲ ﺍﻟﻮﻗﺖ ﻭﺍﳌﻜﺎﻥ ﺍﳌﻨﺎﺳﺐ‪ ،‬ﻭﺍﻟﺘﻮﺍﺻﻞ ﻣﻊ ﺍﳉﻤﻬﻮﺭ ﺑﻄﺮﻕ ﺫﻛﻴﺔ ﻏﲑ ﺗﻘﻠﻴﺪﻳﺔ ﲡﺬﺏ ﺍﻧﺘﺒﺎﻫﻪ‬
‫ﻭﺗﺪﻓﻌﻪ ﻟﻠﺸﺮﺍﺀ‪ ،‬ﻛﻤﺎ ﳝﻜﻨﻬﺎ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺍﻟﻨﺎﺟﺢ ﻣﻦ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ﻭﺑﻠﻮﻏﻬﺎ ﻣﺮﻛﺰ ﺍﻟﻘﻴﺎﺩﺓ ﰲ ﳎﺎﻝ ﻧﺸﺎﻃﻬﺎ ﺧﺎﺻﺔ ﰲ ﻇﻞ ﺍﳌﻨﺎﻓﺴﺔ‬
‫ﺍﻟﺸﺪﻳﺪﺓ ﰲ ﺍﻷﺳﻮﺍﻕ ﻛﻤﺎ ﻫﻮ ﺍﳊﺎﻝ ﰲ ﳎﻤﻊ‪.BMW‬‬
‫ﺍﻟﻨﺘﺎﺋﺞ‪:‬‬
‫ﰲ ﺇﻃﺎﺭ ﺍﳌﻨﺎﻓﺴﺔ ﺍﳌﻌﻮﳌﺔ ﻭﺍﻟﺘﻐﲑﺍﺕ ﺍﻟﺴﺎﺋﺪﺓ‪ ،‬ﺗﻌﺪ ﻗﺪﺭﺓ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺍﻻﺑﺘﻜﺎﺭ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ ﻣﻦ ﺃﻫﻢ ﺍﳋﺼﺎﺋﺺ ﺍﳊﻴﻮﻳﺔ ﻟﻘﻮ‪‬ﺎ‪،‬‬
‫ﻭﻗﺪ ﺃﺩﺭﻛﺖ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﳘﻴﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻼﺑﺘﻜﺎﺭ ﻻ ﺳﻴﻤﺎ ﳎﻤﻊ ‪ ،BMW‬ﻭﻗﺪ ﰎ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫‪ -‬ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻫﻮ ﻭﺿﻊ ﻷﻓﻜﺎﺭ ﺟﺪﻳﺪﺓ ﻣﻮﺿﻊ ﺍﻟﺘﻄﺒﻴﻖ ﺍﻟﻔﻌﻠﻲ ﰲ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‪ ،‬ﻭﻗﺪ ﻳﺘﻮﺝ ﺑﺎﻟﻨﺠﺎﺡ ﺃﻭ ﺍﻟﻔﺸﻞ‪.‬‬
‫‪ -‬ﻳﻜﺴﺐ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺍﻟﻨﺎﺟﺢ ﺍﳌﺆﺳﺴﺔ ﺍﻟﱵ ﺗﺘﺒﻨﺎﻩ ﻣﻴﺰﺓ ﺗﻨﺎﻓﺴﻴﺔ ﻭﺻﻮﺭﺓ ﺫﻫﻨﻴﺔ ﺍﳚﺎﺑﻴﺔ ﲤﻜﻨﻬﺎ ﻣﻦ ﺗﻌﻈﻴﻢ ﺍﻷﺭﺑﺎﺡ ﻭﺑﻠﻮﻍ ﺍﻟﺮﻳﺎﺩﺓ ﰲ‬
‫ﳎﺎﻝ ﻧﺸﺎﻃﻬﺎ‪ ،‬ﻟﻜﻦ ﺑﻠﻮﻍ ﺍﻟﻘﻤﺔ ﻻ ﻳﻌﲏ ﺍﻟﺒﻘﺎﺀ ﻓﻴﻬﺎ‪،‬ﺃﻱ ﻋﻠﻴﻬﺎ ﺗﻘﺪﱘ ﺗﻴﺎﺭﺍﺕ ﻣﺘﺪﻓﻘﺔ ﻭﻣﺴﺘﻤﺮﺓ ﻣﻦ ﺍﳌﻨﺘﺠﺎﺕ ﺍﳌﺒﺘﻜﺮﺓ ﺧﺎﺻﺔ ﰲ ﻇﻞ‬
‫ﺍﳌﻨﺎﻓﺴﺔ ﺍﻟﺸﺪﻳﺪﺓ‪.‬‬
‫‪ -‬ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻣﺼﻄﻠﺤﺎﺕ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻹﺑﺪﺍﻉ ﻳﻨﺘﺸﺮ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﰲ ﺍ‪‬ﺎﻻﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﳌﺨﺘﻠﻔﺔ ﻟﻠﻤﺆﺳﺴﺔ‪ ،‬ﻏﲑ ﺃﻥ ﺍﻻﺑﺘﻜﺎﺭ ﰲ‬
‫ﳎﺎﻝ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺃﺧﺬ ﺣﻴﺰﺍ ﻛﺒﲑﺍ ﻣﻦ ﺍﻻﻫﺘﻤﺎﻡ ﻛﻮﻧﻪ ﻣﺮﺁﺓ ﻋﺎﻛﺴﺔ ﳌﺨﺘﻠﻒ ﺍﻟﻮﻇﺎﺋﻒ ﻭﺍﻷﻧﺸﻄﺔ ﺍﻷﺧﺮﻯ‪.‬‬
‫‪ -‬ﳒﺎﺡ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻣﺮﻫﻮﻥ ﰲ ﺣﻞ ﻣﺸﻜﻠﺔ ﺗﻮﺍﺟﻪ ﺍﳌﺴﺘﻬﻠﻚ‪ ،‬ﻭﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ ﻻ ﻳﻨﺤﺴﺮ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻟﺘﻄﻮﻳﺮ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺟﻮﻫﺮ ﺍﳌﻨﺘﺞ‬
‫ﻓﻘﻂ ﻭﺇﳕﺎ ﻳﺘﻌﺪﻯ ﺇﱃ ﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻨﺘﺞ‪ ،‬ﺧﻄﻮﻃﻪ‪ ،‬ﺿﻤﺎﻧﺎﺗﻪ‪ ،‬ﺗﻐﻠﻴﻔﻪ‪ ،‬ﺟﻮﺩﺗﻪ‪ ،‬ﺳﻌﺮﻩ‪ ،‬ﻃﺮﻳﻘﺔ ﺗﻮﺯﻳﻌﻪ‪ ،‬ﻭﻛﺬﺍ ﻛﻴﻔﻴﺔ ﺍﻟﺘﻮﺍﺻﻞ ﻣﻊ ﺍﳉﻤﻬﻮﺭ‪.‬‬
‫‪ -‬ﺍﻻﺑﺘﻜﺎﺭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﻨﺘﺞ ﻫﻮ ﺗﻘﺪﱘ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ ﺗﻠﱯ ﺣﺎﺟﺎﺕ ﺍﳌﺴﺘﻬﻠﻚ ﺑﻜﻔﺎﺀﺓ ﺃﻋﻠﻰ ﻭﺧﺼﺎﺋﺺ ﺃﻓﻀﻞ‪ ،‬ﻭﺗﺒﻘﻰ ﺣﺎﺟﺘﻬﺎ‬
‫ﻟﻠﺘﺴﻮﻳﻖ ﺍﳉﻴﺪ ﺑﻘﺪﺭ ﻛﻔﺎﺀﺓ ﺃﺩﺍﺋﻬﺎ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺃﺟﻞ ﺿﻤﺎﻥ ﺑﻴﻌﻬﺎ ﻭﳒﺎﺣﻬﺎ ﰲ ﺍﻟﺴﻮﻕ‪.‬‬
‫‪ -‬ﻳﺘﻤﻴﺰ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻌﲑﻱ ﲟﺮﻭﻧﺔ ﺍﻛﱪ ﻣﻦ ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﻨﺘﺠﺎﺕ‪ ،‬ﺇﺫ ﻳﺘﻮﻓﺮ ﻋﻠﻰ ﺃﺳﺎﻟﻴﺐ ﳍﺎ ﺧﺼﺎﺋﺺ ﳐﺘﻠﻔﺔ ﳝﻜﻦ ﻟﻠﻤﺆﺳﺴﺔ ﺍﺳﺘﻐﻼﳍﺎ‬
‫ﺣﺴﺐ ﻇﺮﻭﻑ ﺍﻟﺴﻮﻕ‪ ،‬ﻣﺜﻞ ﺗﺴﻌﲑ ﺍﻟﺬﺭﻭﺓ ﻭﺍﻟﺘﺴﻌﲑ ﺧﺎﺭﺟﻬﺎ ﻭﺍﻟﺬﻱ ﻳﺴﻤﺢ ﻟﻠﻤﺆﺳﺴﺔ ﻣﻦ ﺍﻟﺘﺤﻜﻢ ﰲ ﺗﻘﻠﺒﺎﺕ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﻣﻨﺘﺠﺎ‪‬ﺎ‪.‬‬
‫‪ -‬ﺃﺻﺒﺢ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﻮﺯﻳﻌﻲ ﺃﻛﺜﺮ ﻣﻦ ﺿﺮﻭﺭﺓ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ ﻣﻦ ﺃﺟﻞ ﺇﻳﺼﺎﻝ ﺍﳌﻨﺘﺞ ﻟﻠﻤﺴﺘﻬﻠﻚ ﰲ ﺃﺣﺴﻦ ﺻﻮﺭﺓ‪ ،‬ﺭﻏﻢ ﺃﻧﻪ ﻳﻨﻈﺮ‬
‫ﺇﻟﻴﻪ ﻛﻤﻤﺎﺭﺳﺔ ﺗﺴﻮﻳﻘﻴﺔ ﻭﻟﻴﺲ ﻛﺘﺴﻮﻳﻖ ﺍﺑﺘﻜﺎﺭﻱ‪.‬‬
‫‪ -‬ﳝﺜﻞ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺮﻭﳚﻲ ﺩﻭﻥ ﻏﲑﻩ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻷﺧﺮﻯ ﳎﺎﻻ ﺧﺼﺒﺎ ﻟﻼﺑﺘﻜﺎﺭ‪ ،‬ﻭﻳﻠﻲ ﻋﻨﺼﺮ ﺍﳌﻨﺘﺞ ﻣﻦ ﺣﻴﺚ ﺗﺒﲏ ﻭﺗﻄﺒﻴﻖ ﺍﻟﺘﺴﻮﻳﻖ ﺍﻻﺑﺘﻜﺎﺭﻱ‬
‫ﻓﻴﻪ‪ ،‬ﻭﻫﻮ ﻃﺮﺡ ﻷﻓﻜﺎﺭ ﺩﻋﺎﺋﻴﺔ ﻣﺒﻬﺮﺓ ﺗﺴﻌﻰ ﻹﳒﺎﺡ ﺍﻹﻋﻼﻥ ﻣﻦ ﺧﻼﻝ ﺷﺪ ﺍﻧﺘﺒﺎﻩ ﺍﳌﺴﺘﻬﻠﻚ ﺍﻟﺪﻭﱄ ﺃﻭ ﺍﻟﺮﺳﻮﺥ ﺑﺬﻫﻨﻪ ﻋﱪ ﻓﻜﺮﺓ ﲣﺎﻃﺐ ﺍﻟﻌﻘﻞ‪.‬‬
‫‪ -‬ﻳﺴﻤﺢ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺍﻟﺘﻨﺒﺆ ﲝﺎﺟﺎﺕ ﺍﻟﻌﻤﻼﺀ ﺍﳌﺴﺘﻘﺒﻠﻴﺔ ﻭﻳﺴﻌﻰ ﺇﱃ ﺗﻠﺒﻴﺘﻬﺎ ﺑﺎﻟﺸﻜﻞ ﺍﻷﻓﻀﻞ‪ ،‬ﻭﻫﺬﺍ ﳜﻠﻖ ﺭﺿﺎ ﺍﻟﻌﻤﻴﻞ ﻭﻳﻀﻤﻦ ﻭﻻﺅﻩ‪.‬‬
‫ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﺴﺎﺑﻘﺔ ﳝﻜﻦ ﺗﺄﻛﻴﺪ ﺻﺤﺔ ﻓﺮﺿﻴﺔ ﺍﻟﺪﺭﺍﺳﺔ ﻓﺎﳌﺆﺳﺴﺎﺕ ﺍﻟﻴﻮﻡ ﳐﲑﺓ ﺑﲔ ﺧﻴﺎﺭﻳﻦ ﻻ ﺛﺎﻟﺚ ﳍﻤﺎ‪ :‬ﺇﻣﺎ ﺍﻻﺑﺘﻜﺎﺭ ﺃﻭ‬
‫ﺍﻻﻧﺪﺛﺎﺭ‪ ،‬ﻭﻳﻌﺘﱪ ﺍﻻﺑﺘﻜﺎﺭ ﺍﳌﺴﺘﻤﺮ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﻮﺣﻴﺪﺓ ﻟﻀﻤﺎﻥ ﺍﺳﺘﻤﺮﺍﺭ ﻧﺸﺎﻁ ﺍﳌﻨﻈﻤﺔ ﻧﻈﺮﺍ ﻟﻘﺼﺮ ﺩﻭﺭﺓ ﺣﻴﺎﺓ ﺍﳌﻨﺘﺞ ﰲ ﻇﻞ ﺍﻟﺒﻴﺌﺔ ﺍﻟﺪﻳﻨﺎﻣﻴﻜﻴﺔ‬
‫ﺍﳊﺎﻟﻴﺔ‪ ،‬ﻭﻳﺘﻮﺟﺐ ﻋﻠﻰ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻨﺎﺷﻄﺔ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ ﺍﻻﻫﺘﻤﺎﻡ ﺃﻛﺜﺮ ﺑﺎﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻋﻨﺎﺻﺮ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ‬
‫ﺍﻷﺭﺑﻌﺔ ﻭﺫﻟﻚ ﺑﺈﻧﺸﺎﺀ ﻗﺴﻢ ﻟﻸﲝﺎﺙ ﻭﺍﻟﺘﻄﻮﻳﺮ ﻭﲣﺼﻴﺺ ﻣﻴﺰﺍﻧﻴﺔ ﻛﺎﻓﻴﺔ ﻟﺬﻟﻚ ﻣﻦ ﺃﺟﻞ ﺿﻤﺎﻥ ﺍﻟﺘﺠﺪﻳﺪ ﻭﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻟﺬﻱ ﺑﺪﻭﺭﻩ ﻳﻀﻤﻦ‬
‫ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﻭﳒﺎﺡ ﺍﳌﺆﺳﺴﺔ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ‪.‬‬

‫‪237‬‬
 ‫ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﺃﺩﺍﺓ ﻟﻠﺘﻤﻴﺰ ﰲ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ "ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﳎﻤﻊ ‪ BMW‬ﺍﻷﳌﺎﱐ"‬

‫ﺍﻹﺣﺎﻻﺕ ﻭﺍﳌﺮﺍﺟﻊ‪:‬‬
‫ﻗﺎﺋﻤﺔ ﺍﳌﺮﺍﺟﻊ ﺑﺎﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‬
‫‪-1‬ﺃﺑﻮ ﲨﻌﺔ ﻧﻌﻴﻢ ﺣﺎﻓﻆ )‪ .(2003‬ﺍﻟﺘﺴﻮﻳﻖ ﺍﻻﺑﺘﻜﺎﺭﻱ‪ .‬ﻣﻨﺸﻮﺭﺍﺕ ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺮﺑﻴﺔ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻻﺩﺍﺭﻳﺔ‪ .‬ﻣﺼﺮ‪.‬‬
‫‪-2‬ﺧﺎﻟﺪ ﻗﺎﺷﻲ‪ ).‬ﺟﺎﻧﻔﻲ ‪.(2015‬ﻣﺴﺎﳘﺔ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﰲ ﺗﻨﻤﻴﺔ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﳌﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﺍﳊﺪﻳﺜﺔ – ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﻣﻨﻈﻤﺔ ﺳﻮﻳﱵ ﺑﺎﳉﻠﻔﺔ‪ .-‬ﳎﻠﺔ ﺩﺭﺍﺳﺎﺕ‪.‬‬
‫)‪.(23‬‬
‫‪-3‬ﺭﻣﻴﻠﺔ ﻟﻌﻤﻮﺭ‪ ،‬ﻭ ﺍﻣﺎﻝ ﺑﻦ ﻋﺒﺪ ﺍﻟﺴﻼﻡ‪) .‬ﺍﻛﺘﻮﺑﺮ‪ .(2018 ,‬ﺩﻭﺭ ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﰲ ﺭﻓﻊ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ‪ -‬ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﻣﻠﺒﻨﺔ ﺳﻮﻳﺘﻠﻲ ﺑﺎﳉﻠﻔﺔ‪ ، -‬ﺩﺭﺍﺳﺎﺕ‬
‫ﺍﻗﺘﺼﺎﺩﻳﺔ‪.(26)13 ،‬‬
‫‪ -4‬ﺭﺅﻭﻓﺸﺒﺎﻳﻚ )‪ ،(2009‬ﺍﻟﺘﺴﻮﻳﻖ ﻟﻠﺠﻤﻴﻊ ‪ ) :‬ﺗﺎﺭﻳﺦ ﺍﻻﻃﻼﻉ ‪.(2019/5/2‬‬
‫‪http://www.dawahmemo.com/image/2012-09-14-01_08_57000000marketing.pdf‬‬
‫‪-5‬ﺳﺎﻣﻴﺔ ﳊﻮﻝ‪ ،‬ﺃﻳﺎﺕ ﺍﷲ ﻣﻮﻝ ﳊﺴﺎﻥ‪) .‬ﺟﻮﺍﻥ‪ .(2017 ,‬ﺍﻻﺑﺘﻜﺎﺭ ﰲ ﺍﳌﺰﻳﺞ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻣﺼﺪﺭﺍ ﻟﺘﺤﻘﻴﻖ ﺍﳌﺰﺍﻳﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ‪ .‬ﳎﻠﺔ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﺼﻨﺎﻋﻲ‪،‬‬
‫‪.(12)2‬‬
‫‪-6‬ﺳﺤﺮ ﺃﲪﺪ ﻛﺮﺟﻲ ﺍﻟﻌﺰﺍﻭﻱ‪ ،‬ﺭﺍﺋﺪ ﺳﻠﻤﺎﻥ‪ ،‬ﻓﺎﺿﻞ ﺍﻟﻨﻌﻴﻤﻲ‪ .(2009) .‬ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻭﻋﻼﻗﺘﻪ ﲜﻮﺩﺓ ﺍﳋﺪﻣﺔ ﺍﻟﺼﺤﻴﺔ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﳊﻜﻮﻣﻲ ) ﺩﺭﺍﺳﺔ ﰲ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻌﺎﻣﺔ‬
‫ﻟﺘﺴﻮﻳﻖ ﺍﻷﺩﻭﻳﺔ ﻭﺍﳌﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ(‪ .‬ﳎﻠﺔ ﺍﻻﺩﺍﺭﺓ ﻭﺍﻻﻗﺘﺼﺎﺩ‪.(76) .‬‬
‫‪-7‬ﻋﺒﺪ ﺍﻟﺴﻼﻡ ﻋﺒﺪ ﺍﻟﻐﻔﺎﺭ‪ .(1981).‬ﺍﻟﺘﻔﻮﻕ ﺍﻟﻌﻘﻠﻲ ﻭﺍﻻﺑﺘﻜﺎﺭ‪ .‬ﺩﺍﺭ ﺍﻟﻨﻬﻀﺔ ﺍﻟﻌﺮﺑﻴﺔ‪ .‬ﻣﺼﺮ‪.‬‬
‫‪-8‬ﻋﺼﺎﻡ ﺍﻟﺪﻳﻦ ﺃﻣﲔ ﺃﺑﻮ ﻋﻠﻔﺔ‪ .(2003) .‬ﺍﻟﺘﺴﻮﻳﻖ ﺍﻟﺪﻭﱄ )ﺍﻹﺻﺪﺍﺭ ‪ .(1‬ﻣﺆﺳﺴﺔ ﻃﻴﺒﺔ ﻟﻠﻨﺸﺮ‪ .‬ﻣﺼﺮ‪.‬‬
‫‪-9‬ﻓﺨﺮﻱ ﺍﳍﺎﻡ ﻃﻤﻠﻴﺔ‪ .(2013) .‬ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﺴﻮﻳﻖ ﺍﻃﺎﺭ ﻧﻈﺮﻱ ﻭﺗﻄﺒﻴﻘﻲ‪ .‬ﺍﺛﺮﺍﺀ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ .‬ﺍﻷﺭﺩﻥ‪.‬‬
‫‪-10‬ﻓﻴﻠﻴﺐ ﻛﻮﺗﻠﺮ‪) .‬ﺑﺪﻭﻥ ﺳﻨﺔ ﺍﻟﻨﺸﺮ(‪ .‬ﻛﻮﺗﻠﺮ ﻳﺘﺤﺪﺙ ﻋﻦ ﺍﻟﺘﺴﻮﻳﻖ‪ .‬ﺗﺮ‪ :‬ﻓﻴﺼﻞ ﻋﺒﺪ ﺍﷲ ﺑﺎﺑﻜﺮ‪ .‬ﻣﻜﺘﺒﺔ ﺟﺮﻳﺮ‪.‬‬
‫‪-11‬ﻓﻜﺲ ﺑﻴﺘﺮ‪ .‬ﺍﳋﺰﺍﻣﻰ ﻋﺒﺪ ﺍﳊﻜﻴﻢ‪ .(2008 ).‬ﻋﺒﻘﺮﻳﺔ ﺍﻟﺘﺴﻮﻳﻖ‪ .‬ﺗﺮ‪ :‬ﻋﺒﺪ ﺍﳊﻜﻴﻢ ﺃﲪﺪ ﺍﳋﺰﺍﻣﻰ‪..‬ﺩﺍﺭ ﺍﻟﻔﺠﺮ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ .‬ﻣﺼﺮ‬
‫‪-12‬ﻣﺪﺣﺖ ﺃﺑﻮ ﺍﻟﻨﺼﺮ‪ .(2002) .‬ﺗﻨﻤﻴﺔ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻻﺑﺘﻜﺎﺭﻳﺔ ﻟﺪﻯ ﺍﻟﻔﺮﺩ ﻭﺍﳌﻨﻈﻤﺔ‪ .‬ﻣﺼﺮ‪ :‬ﳎﻤﻮﻋﺔ ﺍﻟﻨﻴﻞ ﺍﻟﻌﺮﺑﻴﺔ‪.‬‬
‫‪-12‬ﻣﻨﺎﻝ ﻛﺒﺎﺏ‪ .(2017).‬ﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﺘﺴﻮﻳﻘﻲ ﻛﺨﻴﺎﺭ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﺘﺤﻘﻴﻖ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﰲ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳉﺰﺍﺋﺮﻳﺔ‪ .‬ﳎﻠﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﻟﺘﺴﻴﲑ ﻭﺍﻟﻌﻠﻮﻡ ﺍﻟﺘﺠﺎﺭﻳﺔ)‪.(17‬‬
‫‪-14‬ﳒﻢ ﻋﺒﻮﺩ ﳒﻢ‪.(2003) .‬ﺍﺩﺍﺭﺓ ﺍﻻﺑﺘﻜﺎﺭ ) ﺍﳌﻔﺎﻫﻴﻢ ﻭﺍﳋﺼﺎﺋﺺ ﻭﺍﻟﺘﺠﺎﺭﺏ ﺍﳊﺪﻳﺜﺔ(‪ .‬ﺩﺍﺭ ﻭﺍﺋﻞ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ .‬ﻋﻤﺎﻥ‪.‬‬
‫‪_15‬ﳒﻢ ﻋﺒﻮﺩ ﳒﻢ‪ .(2012) .‬ﺍﻟﻘﻴﺎﺩﺓ ﻭﺇﺩﺍﺭﺓ ﺍﻻﺑﺘﻜﺎﺭ‪ .‬ﺩﺍﺭ ﺻﻔﺎﺀ ﻟﻠﻨﺸﺮ ﻭﺍﻟﺘﻮﺯﻳﻊ‪ .‬ﺍﻷﺭﺩﻥ ‪.‬‬
‫‪-16‬ﻧﻔﲔ ﳏﻤﺪ ﺣﺴﲔ‪ .(2016).‬ﺩﻭﺭ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻻﺑﺪﺍﻉ ﺍﳌﺴﺘﻤﺮ ﰲ ﺿﻤﺎﻥ ﺍﳌﺮﻛﺰ ﺍﻟﺘﻨﺎﻓﺴﻲ ﻟﻠﻤﺆﺳﺴﺎﺕ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﻟﺪﻭﻝ ‪ -‬ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﺩﻭﻟﺔ ﺍﻻﻣﺎﺭﺍﺕ‪ .‬ﻣﻨﺸﻮﺭ ﻟﻮﺯﺍﺭﺓ‬
‫ﺍﻻﻗﺘﺼﺎﺩ ﺍﻻﻣﺎﺭﺍﺗﻴﺔ‪.‬‬
‫‪-17‬ﻧﻴﺠﻞ ﻛﻨﺞ ﻭﻧﻴﻞ ﺃﻧﺪﺭﺳﻮﻥ‪ .(2004).‬ﺍﺩﺍﺭﺓ ﺃﻧﺸﻄﺔ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻟﺘﻐﻴﲑ) ﺩﻟﻴﻞ ﺍﻧﺘﻘﺎﺩﻱ ﻟﻠﻤﻨﻈﻤﺎﺕ(‪) .‬ﳏﻤﻮﺩ ﺣﺴﻦ ﺣﺴﲏ‪ ،‬ﺍﳌﺘﺮﲨﻮﻥ(‪ .‬ﺩﺍﺭ ﺍﳌﺮﻳﺦ ﻟﻠﻨﺸﺮ‪ .‬ﺍﻟﺮﻳﺎﺽ‪.‬‬
‫‪References in foreign languages‬‬
‫‪18-Chirouze, Y. (1991). le marketing (4 ed.). paris: groupe liaisons.‬‬
‫‪19-Dejanilic, Ostojic, S., & Damnjanovic, N. (2014).The Importance of Marketing Innovation in New‬‬
‫‪Economy.Singidunum Journal of Applied Science, 11(1).‬‬
‫‪20-Insung , S, Jinsu, K, Gwijeong, P, & Sihyun, K. (2018). The Impact ofMarketing Innovation Technology‬‬
‫‪Exploration on Firm. (t. c. management, Ed.) Sustainabiliy, 10(3632).‬‬
‫‪21-Ungerman, O, Jarosllava , D, & Katenina, G. (2018, June). The Impact of Marketing Innovation on the‬‬
‫‪Competitiveness in the Contesct of Industry. Competitiveness, 10(2).‬‬
‫‪22 -Almeida, M. (2017), Corporate Innovation: What Your Company Can Learn From BMW’s Innovation Strategy:‬‬
‫‪https://rethink.betai.pt/2017/03/29/corporate-innovation-company-can-learn-bmws-innovation-strategy/ (Consulté le :‬‬
‫‪08/12/2019).‬‬
‫‪23-BMW Group. (2018). BMW Annual Report.‬‬
‫‪24-BMW Group. (Without the year of publication). INSIGHTS INTO DEVELOPMENT:VIA – THE VIRTUAL‬‬
‫‪INNOVATION AGENCY: https://www.bmwgroup.com/en/innovation/virtuelleinnovationsagentur.ml (Consulté le:‬‬
‫‪08/12/2019).‬‬
‫‪25-mba sKool. (2016), BMW Marketing Mix (4Ps) Strategy :https://www.mbaskool.com/marketing-‬‬
‫)‪mix/products/16810-bmw.html (Consulté le: 8/12/2019‬‬
‫‪26-Pratap, A. (2019), BMW MARKETING MIX: https://notesmatic.com/2018/11/bmw-marketing-mix/ (Consulté le:‬‬
‫‪08/12/2019).‬‬
‫‪27-Steelcase.‬‬ ‫‪(Without‬‬ ‫‪the‬‬ ‫‪year‬‬ ‫‪of‬‬ ‫‪publication),‬‬ ‫‪How‬‬ ‫‪BMW‬‬ ‫‪Is‬‬ ‫‪Driving‬‬ ‫‪Innovation:‬‬
‫‪https://www.steelcase.com/asiaen/research/articles/topics/innovation/bmw-driving-innovation/The Impact of Marketing‬‬
‫‪Innovation on the Competitiveness in the Contesct of Industry2018 (Consulté le: 8/12/2019).‬‬

‫‪238‬‬