外文翻譯(營銷策略)

1、附件1：外文資料翻譯譯文 營銷策略競爭優(yōu)勢 競爭策略 市場地位 市場份額 營銷 銷售計劃 組織文化 營銷策略營銷策略簡述無論組織的產(chǎn)品或服務多么好，除非它們的價值能被傳達給潛在的顧客，否則組織依然無法實現(xiàn)它的使命。這種傳達和交流是組織內(nèi)市場營銷功能的職責。根據(jù)美國市場協(xié)會，營銷是“一個組織效能和一套創(chuàng)造過程、交流和傳達產(chǎn)品價值給顧客、處理與顧客關系的有益于組織和它的利益共享者的方式”。營銷作用包括相輔相成的兩方面。營銷策略在市場上審查市場來確定潛在顧客和競爭者本質(zhì)的需要，并且試圖開發(fā)出在市場上將使組織獲取或維護競爭優(yōu)勢的戰(zhàn)略。操作的營銷被建立在營銷策略作用和貫徹各種各樣的計劃和策略(包括適當?shù)?/p>

2、混合營銷的發(fā)展)吸引顧客和促進顧客忠實的基礎之上的。產(chǎn)品和服務營銷的方法有很多的方式能用來銷售你的產(chǎn)品或服務包括做廣告，直接響應、推銷活動和宣傳。然而，除非你能了解顧客、市場和產(chǎn)業(yè)的需要并且競爭的優(yōu)勢和劣勢，否則這些方法是不太可能成功的。營銷策略幫助一個組織尖化它的焦點和在市場順利地競爭。營銷策略與二個組分有關：目標市場和用最佳的方式傳達你的產(chǎn)品價值或服務到那個市場。一個可實行的銷售方針的發(fā)展取決于幾個關鍵維度。首先，與組織之內(nèi)的所有全球性戰(zhàn)略一樣，一個成功的銷售方針需要由在組織之內(nèi)的最高管理層簽名。銷售方針本質(zhì)上也具有政治性的色彩：在組織之內(nèi)的強有力的單位在最佳的銷售方針也許不同意，并且協(xié)議

3、也許需要談判達成。銷售方針也許受組織文化的也影響，并且那得假定這發(fā)生。例如，如果組織總是銷售它的裝飾物給商業(yè)主管，它也許就看不到組織之內(nèi)的低層人員甚至是成人或少年的個人消費潛力。實施戰(zhàn)略銷售計劃發(fā)展的因素存在一些能沖擊戰(zhàn)略銷售計劃發(fā)展的因素，這些因素首先包括組織已經(jīng)擁有或它可能欣然獲取的財產(chǎn)和技能。例如，如果組織擁有一個重大編程的部門，就為它能做和銷售應用軟件提供了可行性的條件。然而，如果這些人員已經(jīng)在其他工作介入并且不能自由研究一個新的軟件項目，并且組織沒能力聘用另外的程序員，起始一條新的軟件線是不妥當?shù)?。當開發(fā)銷售方針時必須考慮的第二個因素是市場領航者。這些是各種各樣政治的，經(jīng)濟的，社會與

4、文化的，并且可能影響基礎消費者需要的技術力量。例如，處理信息和數(shù)據(jù)增長的容量的需求導致了信息技術在許多產(chǎn)業(yè)的普遍使用。同樣，為增加工作機會的大學教育也導致了為贏利的高等教育機關的擴散。影響銷售策略的因素然而，銷售驅(qū)動所在并不是塑造你的市場戰(zhàn)略的唯一外力。競爭的本質(zhì)在市場上對于銷售的成功與否也是非常重要的。實際上但凡商務都存在競爭。當買計算機時，一個必須在mac和pc之間作選擇。在市場上的多數(shù)軟飲料都是由提供相似產(chǎn)品的二家公司的之一制造的。當決定填滿你的汽車時，在哪里都有可利用的各種各樣的選擇,大多燃料都可利用在泵浦上實際上也是同樣。這些企業(yè)中的每一個有它自己的市場位置并且努力通過銷售保留它的市

5、場份額。一部分的銷售策略能很好的決定自己在競爭中多么與眾不同。另一個外在的沖擊一個企業(yè)如何最好的找準自己在市場上的定位的因素是市場或產(chǎn)業(yè)生命周期的階段。例如，有些組織總能在第一時間出現(xiàn)在創(chuàng)新或新產(chǎn)品的市場上。 其他擅長在應用創(chuàng)新并適應它市場(如低價，特色)的需要。另外，有影響組織在市場上競爭獲勝能力的各種各樣的戰(zhàn)略窗口。一個戰(zhàn)略窗口是在市場的需要和組織的能力的之間優(yōu)選的一個限制時間段。例如，當計算機存儲技術繼續(xù)演變，人們存放數(shù)據(jù)和信息的方式也隨之而變。打孔卡和磁帶給5.25英寸和3.5英寸盤讓了路。今天，人們越來越多的用記憶黏附存放數(shù)據(jù)和信息，并且許多計算機甚至都不配置有驅(qū)動硬盤。使用打孔卡在

6、很多人的觀念中是和使用算盤一樣過時的。 一旦戰(zhàn)略窗口開始關閉，這是組織尋找另一個機會的最佳典型。競爭策略的發(fā)展為了符合他們的目標和宗旨的需要，許多企業(yè)開發(fā)出一項競爭策略來增加他們的競爭優(yōu)勢。大體上競爭策略有三種方法：(1)低成本產(chǎn)品或服務產(chǎn)品的供應，(2)在競爭中的特色產(chǎn)品 (3)對特定有效市場的聚焦。低成本戰(zhàn)略低成本戰(zhàn)略的目標是獲取更大的市場份額。這是通過提供比競爭對手更低的價格更優(yōu)質(zhì)的產(chǎn)品或服務來實現(xiàn)的。這個戰(zhàn)略的期望是組織將通過增加銷售量贏得的可觀的投資反饋。低成本的領導戰(zhàn)略使用的基本方法包括減少日常開支，購買或生產(chǎn)成本和被聚焦的銷售方針。例如，餐館通過降低酒的價格來實現(xiàn)更多的銷售量以彌

7、補高價位時的銷售盈利。同樣，一家大箱子商店也許能使用有效的管理和信息技術實踐的組合以減少其運作費來轉移它的商品的最低可能價格。產(chǎn)品差別化競爭策略的第二種普通方法是產(chǎn)品差別化。價格的因素存在。然而，如果小心地處理，分化戰(zhàn)略可以非常成功。例如，merrill lynch能通過提供聯(lián)合金融服務吸引最中意的投資者以使自己與其它競爭者區(qū)分開來。 這個策略在市場產(chǎn)生了被高度認可和重視的、與它的競爭者區(qū)分開來的merrill lynch的品牌，而且堅固了顧客忠誠度和競爭優(yōu)勢。適當位置營銷競爭策略的另一種普通方法是適當位置營銷。在這種方法中，組織尋求獲取一種能全面銷售其類型產(chǎn)品和服務的特定市場在整個市場中的比

8、例。這個策略要求具備相關特征的一個或更多具體市場部門的集中，例如買家產(chǎn)品系列或產(chǎn)品生產(chǎn)鏈、市場或者區(qū)域。例如，而不是作為全科的行銷，管理咨詢企業(yè)也許專門研究僅與電信產(chǎn)業(yè)或與企業(yè)一起使用的芝加哥的西部。小生境市場戰(zhàn)略表明它可能改善服務市場的段而不是整個市場。例如，管理咨詢企業(yè)的例證，建立的伙伴或許來自于電信產(chǎn)業(yè)，因此他們更熟悉產(chǎn)業(yè)的細微差異。這種在一個獨特的位置投入的方法使組織(通過分化的類型)更好的銷售到那些被聚焦的細分市場上而不是整體市場上。競爭者的市場剖析整體上要成功的，對市場的分析不僅需要確認客戶需求和市場提供的這些產(chǎn)品和服務與其需求之間的關系，還要從整體上考慮企業(yè)的市場狀況和在競爭中所

9、處的地位。與其被被定義成一系列有相似的購買需求的顧客市場，不如說產(chǎn)業(yè)是一個向市場提供相似產(chǎn)品和服務的小組組織。然而提供相似的產(chǎn)品或服務的不同組織不一定具有相同機會。所以，了解市場觀念上的競爭意義對于制定出一個使企業(yè)具有重大競爭優(yōu)勢的營銷策略計劃來說是十分重要的。影響產(chǎn)業(yè)和在他們之內(nèi)的競爭的因素影響在產(chǎn)業(yè)和其內(nèi)部競爭的有幾大因素。政府規(guī)則能極大影響到產(chǎn)業(yè)的利益。 在這個因素設置的參量之內(nèi)，然而，也有另外的因素影響著競爭怎么在產(chǎn)業(yè)之內(nèi)運作。例如，如果一定數(shù)量的組織全部提供相似的產(chǎn)品或服務，那么產(chǎn)業(yè)之內(nèi)的競爭將是更加敏感強烈的。例如，幾年前這由二個出租汽車代辦處營銷口號得以證明。 “我們是第一!”驚

10、嘆的赫茲?！拔覀儗优Φ娜L試!”被再整合的avis的吶喊。顧客，同樣，能影響競爭在產(chǎn)業(yè)之內(nèi)的本質(zhì)。如果產(chǎn)業(yè)變得更大，它將對提供同一項產(chǎn)品或服務的新加入者變得更有吸引力。同時競爭將傾向于隨之增加。 同樣，新的組織不僅能進入產(chǎn)業(yè)，而且他們也能帶來能改變產(chǎn)業(yè)本質(zhì)的新產(chǎn)品。 特別重要鑒于此的是那些改進價格和表現(xiàn)(即提供低價的同一質(zhì)量或提供同一價格的更多質(zhì)量)之間的關系的、由行業(yè)高贏利商家生產(chǎn)的新產(chǎn)品。在一些產(chǎn)業(yè)中，單一類型的顧客控制著整個產(chǎn)業(yè)(即，聯(lián)邦政府是軍用船的主要制造者)。這給顧客對更高規(guī)格、更緊的最后期限和低成本的產(chǎn)品要求更大的談判空間。另外，買家能通過搜尋更低價格，更加優(yōu)質(zhì)，強加額外

11、功能的產(chǎn)品和服務等給廠家施加壓力。一些力圖滿足那些要求的組織將具備競爭優(yōu)勢。然而，供應商能也有影響組織或產(chǎn)業(yè)的競爭性的討價還價的能力。如果只有一個或極個別零件或物質(zhì)的供應商，那么駕馭這類商品的不再是此行業(yè)組織而是少數(shù)供應商了。 附件2：外文原文strategic marketing(wienclaw, ruth a. research starters business: strategic marketing ,great neck publishing, 2008: 1-1)abstract： in order for an organizations marketing effort t

12、o be successful, it needs to be based on a strategic marketing plan to help ensure that the goals and objectives of the effort are appropriate to the needs of the marketplace. strategic marketing examines the marketplace to determine the needs of potential customers, the strategy and market position

13、 of the competitors, and attempts to develop a strategy that will enable the organization to gain or maintain a competitive advantage in the marketplace. there are a number of factors that should impact the development of a strategic marketing plan. these include internal factors such as the assets

14、and skills of the organization and the organizational culture as well as external factors such as various market drivers, market or industry lifestyle, strategic windows, and the nature of the competition. an optimal strategic marketing plan will also follow a contingency approach that allows flexib

15、ility in meeting the unique set of factors that govern the marketplace and the organizations viability within.keywords： competitive advantage; competitive strategy; market niche; market share; marketing; marketing plan; organizational culture; strategic marketing strategic marketing overviewno matte

16、r how good the organizations products or services, unless their value can be communicated to potential customers, the organization will fail in its mission. this communication is the responsibility of the marketing function within the organization. according to the american marketing association, ma

17、rketing is "an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders." strategic marketing examines the marketplace to determine the nee

18、ds of potential customers and the nature of the competitors in the market, and attempts to develop a strategy that will enable the organization to gain or maintain acompetitive advantage in the marketplace. operational marketing is built upon the foundation set by the strategic marketing function an

19、d implements various plans and strategies (including a development of the appropriate marketing mix) to attract customers and foster customer loyalty.methods for product & service marketingthere a number of ways to market ones products or services including advertising, direct response, sales pr

20、omotions, and publicity. however, unless one understands the needs of the customer, the market, and the industry as well as the strengths and weaknesses of the competition, these approaches are unlikely to be successful. strategic marketing helps an organization sharpen its focus and successfully co

21、mpete in the marketplace. strategic marketing is concerned with two components: the target market and the best way to communicate the value of ones product or service to that market. the development of a viable marketing strategy depends on several key dimensions. first, as with any global strategy

22、within the organization, a successful marketing strategy needs to be endorsed by top management within the organization. marketing strategy is also political in nature: powerful units within the organization may disagree on the best marketing strategy and an accord may need to be negotiated. marketi

23、ng strategies may also be affected by organizational culture and the assumptions that this engenders. for example, if the organization has always marketed its widgets to business executives, it may fail to see the potential for marketing to lower level personnel within the organization or even for p

24、ersonal use to adults or teenagers.factors that implement strategic marketing plan developmentthere are a number of factors that should impact the development of a strategic marketing plan for the organization. the first of these comprises the assets and skills that the organization already possesse

25、s or that it can readily acquire. for example, if an organization has a significant programming department on the payroll, it would be feasible for it to make and market application software. however, if these personnel are already involved in other work and are not free to work on a new software pr

26、oject and the organization cannot afford to hire additional programmers, starting a new software line would be inadvisable at best. the second factor that must be considered when developinga marketing strategy is the market drivers. these are various political, economic, sociocultural, and technolog

27、ical forces that can influence the wants and needs of the consumer base. for example, the need to be able to handle increasing volumes of information and data has led to widespread use of information technology in many industries. similarly, the need for a college education for an increasing number

28、of jobs has led to a proliferation of for-profit institutions of higher education.factors impacting marketing strategymarket drivers, however, are not the only external force that shapes ones market strategy. the nature of the competition in the marketplace is also very important in determining whet

29、her or not a marketing effort will be successful. virtually no business is without competition. when buying a computer, one must choose between mac and pc. most soft drinks on the market are manufactured by one of two companies who offer very similar products. there is a variety of choices available

30、 when deciding where to fill up ones car, yet most of the fuels available at the pump are virtually the same. each of these businesses has its own market position and strives to keep its market share through marketing efforts. part of the strategic marketing effort is to decide how best to different

31、iate oneself from the competition.another external factor that impacts how one can best position oneself in the market is the stage of the market or the industry life cycle. some organizations excel, for example, at being the first on the market with an innovation or new product. others excel at tak

32、ing the innovation and adapting it to the needs of the marketplace (e.g., lower price, different features). in addition, there are various strategic windows that affect an organizations ability to successfully compete in the marketplace. a strategic window is a limited time period during which there

33、 is an optimal fit between the needs of the marketplace and the competencies of the organization. for example, as computer storage technology continues to evolve, the methods by which people store data and information change. punch cards and magnetic tape gave way to 5.25 inch and 3.5 inch disks. to

34、day, more and more people are storing data and information on memory sticks instead, and many computers are not even made with disk drives. the concept of using punch cards is as foreign and antiquated in most peoples minds as using an abacus. once the strategicwindow begins to close, it is typicall

35、y best that the organization look for another opportunity.development of competitive strategyto help meet their goals and objectives, many businesses develop a competitive strategy that will increase their competitive advantage. there are three generic approaches for competitive strategies: (1) the

36、provision of low cost products or services,(2) differentiation of products from those of the competition, and (3) focus on the market niche.low cost strategythe goal of the low cost strategy is to gain a larger market share. this is done by offering acceptable quality products or services at prices

37、lower than those of the competition. the expectation in this strategy is that the organization will earn an acceptable return on investment by increasing volume of sales. the basic methods used in low-cost leadership strategies include reduction of overhead, buying or production costs and focused ma

38、rketing strategies. for example, a restaurant may reduce the price of wine with the intention of making up the shortfall in profits by selling more than they did at the higher price. similarly, a big box store may use a combination of effective management and information technology practices to redu

39、ce operation costs in order to deliver the lowest possible prices on its merchandise.product differentiationa second generic approach to competitive strategy is product differentiation. in this approach, the business attempts to differentiate itself from its competitors by producing a product or off

40、ering a service whose quality is perceived by customers to have unique features or characteristics that set it apart from similar offerings. this strategy attempts to build customer loyalty by offering something of value that is offered by no one else in the marketplace. in this strategy, the necess

41、ity of keeping the price of the product or service down becomes less important because customers are frequently willing to pay more to get their favorite brand. however, value can be a subjective quality and brand loyalty is not necessarily sufficient to make this strategy successful. there is a poi

42、nt beyond which most customers are no longer willing to pay a premiumprice. however, if carefully managed, a differentiation strategy can be highly successful. for example, merrill lynch was able to differentiate itself from its competitors by offering integrated financial services to attract the mo

43、st desirable investors. this strategy yielded not only a well recognized and highly valued brand that differentiated merrill lynch from its competitors, but also resulted in substantial customer loyalty and a competitive advantage in the marketplace.niche marketinganother generic approach to competi

44、tive strategy is niche marketing. in this approach, the organization seeks to gain a proportion of the total sales of a given type of product or service within the marketplace. this strategy requires a concentration on one or more specific market segments based on characteristics such as buyer group

45、, portion of a product line or market, or geographical area. for example, rather than marketing itself as a generalist, a management consulting firm might specialize in working with the telecommunications industry or only with businesses on the west side of metropolitan chicago. a niche market strat

46、egy is indicated in situations where the business believes that it can better serve a segment of the market rather than the entire market. for example, in the illustration of the management consulting firm, the founding partners may have come out of the telecommunications industry and, therefore are

47、 more familiar with the nuances of the industry than they are with other industries. this approach puts the organization in a unique position (through a type of differentiation) to be better able to market to that focused segment than to the market as a whole.consideration of competitors in the mark

48、etplaceto be successful, analysis of the marketplace needs to consider not only the needs of the customer base and the relationship between these needs and the value that can be offered by the organizations product or service, but also the state of the industry as a whole as well as the position of

49、the organizations competition within that industry. as opposed to a market that can be defined as a group of customers with similar buying needs, an industry is a group of organizations (i.e., competitors) that offer similar products or services to the market. different organizations offering simila

50、r products or services, however, will not necessarily have the same window of opportunity. therefore,it is important to understand how competing firms view the market in order to develop a strategic marketing plan that will yield a significant competitive advantage.factors that influence industries

51、& the competition within themthere are several factors that influence industries and competition within industries. government regulation can significantly influence the profitability of an industry. within the parameters set by this factor, however, there are additional factors that influence how competition works within an industry. if a number of organizations all offer similar products or services, for example, competition within th