6113614136國際營銷英文案例

1、國際營銷英文案例 篇一：服務(wù)營銷英文案例case 2 four customers in search of solutionschristopher lovelookfour telephone subscribers from suburban toronto call their telephone company to complainabout a variety of problems. how should the company respond in each instance?among the many customers of bell canada in toronto

2、, ontario, are four individuals living on willow street in a middle-class suburb of the city. each of them has a telephone-related problem and decides to call the company about it.winston chenwinston chen grumbles constantly about the amount of his home telephone bill (which is, in fact, in the top

3、2 percent of all household phone bills in ontario). there are many calls to countries in southeast asia on weekday evenings, almost daily calls to kingston (a smaller city not far from toronto) around midday, and calls to vancouver, british columbia, most weekends. mr. chen uses the same company for

4、 his telephone and internet broadband needs. one day, mr. chen receives a telephone bill which is even larger than usual. on reviewing the bill, he is convinced that he has been overcharged, so he calls the phone company to complain and request an adjustment.marie portillomarie portillo has missed s

5、everal important calls recently because the caller received a busy signal. she phones the customer service department to determine possible solutions to this problem. ms. portillos telephone bill is at the median level for a household subscriber. (the median is the point at which 50 percent of all b

6、ills are higher and 50 percent are lower.) most of the calls from her house are local, but there are occasional international calls to mexico or to countries in south america. she does not subscribe to any value-added services.eleanor vanderbiltduring the past several weeks, mrs. vanderbilt has been

7、 distressed to receive a series of obscene telephone calls. it sounds like the same person each time. she calls the telephone company to see if they can put a stop to this harassment. her phone bill is in the bottom 10 percent of all household subscriber bills and almost all calls are local.richard

8、robbinsfor more than a week, the phone line at rich robbins house has been making strange humming and crackling noises, making it difficult to hear what the other person is saying. after two of his friends comment on these distracting noises, mr. robbins calls to report the problem. his guess is tha

9、t it is caused by the answering machine, which is getting old and sometimes loses messages. mr. robbins phone bill is in the 75th percentile for a household subscriber. most calls are made to locations within canada, usually at evenings and weekends, although there are a few calls to the united stat

10、es, too. he studied for his undergraduate degree at nyu and he likes to keep in touch with some of his former classmates.study questions1. based strictly on the information in the case, how many possibilities do you see to segment the telecommunications market?2. as a customer service rep, how would

11、 you address each of the problems and complaints reported?3. as a marketing manager, do you see any marketing opportunities for the telephone company in any of these complaints?篇二：國際營銷案例分析國際營銷案例分析班級(jí)： 學(xué)號(hào)： 姓名：案例 派克筆公司位于美國威斯康星州的派克筆公司(parker pen company)是世界上書寫工具行 業(yè)中的一家著名公司。它的產(chǎn)品銷往154個(gè)國家，在高檔筆市場(每支價(jià)格在3美元以上

12、)占據(jù)首位。1984年初，公司總部策劃了一次全球性營銷活動(dòng)，所有活動(dòng)都按規(guī)范化、標(biāo)準(zhǔn)化形式組織。這是一次大規(guī)模的試驗(yàn)性活動(dòng)。正當(dāng)許多跨國公司急于借鑒派克筆公司的經(jīng)驗(yàn)時(shí)，這次活動(dòng)卻意想不到地遭到了失敗。到1985年2月活動(dòng)結(jié)束(轉(zhuǎn)載自：www.hnbox 博 旭范文 網(wǎng):國際營銷英文案例)時(shí)，公司總部策劃此次活動(dòng)的大部分人員離開公司或被解雇。1986年1月份，派克筆公司的書寫工具部門以1億美元的價(jià)格賣給派克公司中經(jīng)營國際業(yè)務(wù)的一些管理人員和倫敦的一家風(fēng)險(xiǎn)資本公司。企業(yè)追求全球一體化，需要進(jìn)行必要的內(nèi)部調(diào)整，把分散于海外子公司的權(quán)力集中起來，對全球經(jīng)營活動(dòng)進(jìn)行統(tǒng)一協(xié)調(diào)。 1982年1月，杰姆皮特森

13、成為派克筆公司的總裁。當(dāng)時(shí)，公司正處于困境，全球營銷是公司擺脫困境采取的重要措施之一。在70年代，美元疲軟，促使派克筆公司大量出口，80的銷售額在國外市場中實(shí)現(xiàn)。然而，市場在不斷變化。日本開始推銷廉價(jià)筆，并獲得很大的成功。paper、mate、bic、pilot和pentel等品牌占有較大市場份額，導(dǎo)致派克的份額降至6。派克筆仍采用原有戰(zhàn)略，堅(jiān)持把營銷活動(dòng)集中在百貨公司和文具店的高價(jià)位市場上。即使在這個(gè)細(xì)分的市場中，由于at克勞斯公司的競爭，派克筆的市場份額也在不斷下降。派克筆公司的海外子公司在市場營銷中擁有很大自主權(quán)，結(jié)果是產(chǎn)品系列繁多，需要大量廣告促銷。公司在世界各地設(shè)有40個(gè)不同的廣告代

14、理公司。80年代，美元的升值導(dǎo)致公司在國際市場的份額下降，利潤減少。皮特森上任后立刻采取調(diào)整措施。他削減工資總額，把產(chǎn)品系列從500個(gè)砍到只剩100個(gè)，加強(qiáng)了生產(chǎn)運(yùn)營，并聘用ogilvy & mather公司負(fù)責(zé)派克筆的全球性廣告。同時(shí)，公司決定快速占領(lǐng)低價(jià)位產(chǎn)品市場。其中，盈利最大的產(chǎn)品品牌是vector圓珠筆，售價(jià)每支2.98美元。公司還計(jì)劃銷售更便宜的筆(品牌為itala)，但從未考慮經(jīng)營自動(dòng)筆。 公司聘任了三位在國際市場上有豐富營銷經(jīng)驗(yàn)的經(jīng)理負(fù)責(zé)產(chǎn)品營銷。負(fù)責(zé)書寫工具的營銷副總裁理查德斯沃特曾負(fù)責(zé)3m的全球形象廣告，并培訓(xùn)公司管理人員制定營銷計(jì)劃的各種技巧。杰克馬克斯是書寫工具

15、廣告部經(jīng)理，他曾在吉列特公司負(fù)責(zé)協(xié)調(diào)護(hù)發(fā)產(chǎn)品的全球性營銷活動(dòng)。德爾內(nèi)羅被任命為派克筆公司國際營銷計(jì)劃部的經(jīng)理，他曾在費(fèi)舍-普來斯公司積累了豐富的國際營銷經(jīng)驗(yàn)。在世界各地用同樣方式銷售的理念并沒有被派克筆的海外子公司和經(jīng)銷商很好接受。他們認(rèn)為，筆是一樣的，但市場是不同的。法國和意大利對昂貴的自來水筆情有獨(dú)鐘，斯堪的納維亞是圓珠筆的大好市場。在一些市場中，派克產(chǎn)品可以維持高價(jià)；而在另一些市場中，公司必須面對價(jià)格競爭。然而，公司總部堅(jiān)持認(rèn)為派克筆廣告必須以共同創(chuàng)新戰(zhàn)略和市場定位為基礎(chǔ)。全球性廣告主題“建立派克的知名度”必須得到貫徹。在廣告中必須采用相同的圖形布局、相同的字型和相同的標(biāo)志。斯沃特堅(jiān)持認(rèn)

16、為這種集權(quán)性管理只能作為“起點(diǎn)”，它將允許充分的地方自主性。各個(gè)子公司對這項(xiàng)決策有不同看法。英國子公司始終反對這一廣告主題。ogilvy & mather公司也強(qiáng)烈反對“一個(gè)世界，一個(gè)品牌，一種廣告”的提法。于是公司內(nèi)部產(chǎn)生了沖突。在一次會(huì)議上，斯沃特神經(jīng)質(zhì)地大嚷道：“你們應(yīng)該做的不是問為什么，而是去執(zhí)行?！?984年10月，英國倫敦子公司發(fā)起了“建立你的品牌”運(yùn)動(dòng)。除了語言差別外，廣告的形式和內(nèi)容實(shí)質(zhì)上是一樣的：長版面，在相同位置的橫向布局說明，派克筆的標(biāo)志放在底部，等等。問題出在生產(chǎn)過程中。資產(chǎn)價(jià)值為1500萬美元的新工廠不斷出故障，成本大幅度提高，次品率達(dá)到難以接受的水平。1.w

17、hat should you do if you in james petersons shoes in january 1982?首先很多都是用電腦寫材料的。用鋼筆的人自然就減少了。第二。很多人用鋼筆寫出來的字不好看，不如用中性筆寫的流暢、好看一點(diǎn)。 第三。用鋼筆還要灌墨水。中性筆則不用這些！如此情況制約的鋼筆的發(fā)展銷售。派克作為一個(gè)國際大品牌，在市場上的定位要找準(zhǔn)，做高端產(chǎn)品，可以代表身份、地位的，也可以做一些高級(jí)紀(jì)念品！例如派克公司誕辰51周年，51型筆，這就是一支非常有紀(jì)念價(jià)值獲的筆。也只得人們?nèi)ナ詹亍?.what changes,if any,would you make in pa

18、rkers marketing strategy? 即使，具有不同國家和地區(qū)對書寫工具的要求差異比較小的特性。而派客筆公司失敗的原因是出現(xiàn)在市場定位上。派克筆公司本來是生產(chǎn)高檔書寫工具的，人們選擇該品牌是出于追求一種時(shí)尚形象，并表現(xiàn)出自己的地位的目的，而皮特森的上任沒有把自己的主要精力投入到提高自己的產(chǎn)品質(zhì)量和款式，提高自己的產(chǎn)品形象從而鞏固自己的高端市場，而是把精力轉(zhuǎn)入以前未涉足的價(jià)格低廉的低端書寫工具上去了。這種轉(zhuǎn)型無異于撿起芝麻，丟掉西瓜。大大影響了該品牌在傳統(tǒng)客戶中的形象。再加上由于大量生產(chǎn)低端市場的書寫工具，沒有注重產(chǎn)品質(zhì)量，新工廠不斷出故障，成本大幅提高，次品率達(dá)到難以接受的水平，

19、我認(rèn)為派克的定位是高端市場，有目的有想法的去做一些事，做一些有價(jià)值的東西，值得顧客顧客去想象和品位。3.which aspects of parkers structure would you discard?which would you keep?派克公司為51型筆配套開發(fā)出了新型的樹脂材料和墨水 ，使它更好的發(fā)揮了它的優(yōu)點(diǎn)。如此不同凡響，以至于派克在廣告宣傳時(shí)把它說成是“就像來自于另一個(gè)星球”。這種呈流線型，火箭狀的墨水筆， 使用的墨水是派克的新產(chǎn)品速干墨水quink。這種墨水宣稱可以“用濕墨水寫出干字”。我絕得這個(gè)是可以以保留的。還有75型筆也是經(jīng)久不衰的。就像蛇形筆，設(shè)計(jì)了珠寶。就感

20、覺是鋼筆裝飾了珠寶一樣，而不是珠寶裝飾鋼筆。這樣就應(yīng)放棄。4.assume that you are james petersons and you have just hired a new management team composed of highly qualified executives from outside companies.you and your new team are convinced that you have the solution to parkers problems but there are many holdovers who disagree

21、 with you.how would you implement your plan?to what extent would you incorporate the views of parker management into your plan？如果我是james peterson，而且還擁有一支比較有實(shí)力的團(tuán)隊(duì)。想要實(shí)施一個(gè)計(jì)劃，但是有些人不同意，我會(huì)盡力去說服，用我們的這個(gè)計(jì)劃可以獲得的好處，并且我們會(huì)將這計(jì)劃和派克的管理理念結(jié)合起來，這樣會(huì)更有說服力，是的反對的聲音變小。至于怎么樣去結(jié)合，在我們的計(jì)劃當(dāng)中，將第一步計(jì)劃按照派克的經(jīng)營理念來設(shè)定，接下來則可以穿插篇三：服務(wù)營銷英文案

22、例2case 3 dr. becketts dental officelauren k. wrighta dentist seeks to differentiate her practice on the basis of quality. she constructs a new office and redesigns the practice to deliver high quality to her patients and to improve productivity though increased efficiency. however, its not always ea

23、sy to convince patients that her superior servicejustifies higher fees that are not always covered by insurance.management comes to dentistry“i just hope the quality differences are visible to our patients,” mused dr. barbro beckett as she surveyed the office that housed her well-established dental

24、practice. she had recently moved to her current location from an office she felt was too cramped to allow her staff to work efficientlya factor that was becoming increasingly important as the costs of providing dental care continued to rise. while dr. beckett realized that productivity gains were ne

25、cessary, she did not want to compromise the quality of service her patients received.the classes dr. beckett took in dental school taught her a lot about the technical side of dentistry but nothing about the business side. she received no formal training in the mechanics of running a business or und

26、erstanding customer needs. in fact, professional guidelines discouraged marketing or advertising of any kind. that had not been a major problem 22 years earlier, when dr. beckett started her practice, since profit margins had been good then. but the dental care industry had changed dramatically. cos

27、ts rose as a result of labor laws, malpractice insurance, and the constant need to invest in updating equipment and staff training as new technologies were introduced. dr. becketts overhead was now between 70 and 80 percent of revenues before accounting for her wages or office rental costs.at the sa

28、me time provider overhead was rising, there was a movement in the united states to reduce health care costs to insurance companies, employers, and patients by offering “managed health care” through large health maintenance organizations (hmos). the hmos set the prices for various services by putting

29、 an upper limit on the amount that their doctors and dentists could charge for various procedures. the advantage to patients was that their health insurance covered virtually all costs. but the price limitations meant that hmo doctors and dentists would not be able to offer certain services that mig

30、ht provide better quality care but were too expensive. dr. beckett had decided not to become an hmo provider because the reimbursement rates were only 80-85 percent of what she normally charged for treatment. she felt that she could not provide high-quality care to patients at these rates.these chan

31、ges presented some significant challenges to dr. beckett, who wanted to offer the highest level of dental care rather than being a low-cost provider. with the help of a consultant, she decided her top priority was differentiating the practice on the basis of quality. she and her staff developed an i

32、nternal mission statement that reflected this goal.the mission statement (prominently displayed in the back office) read, in part: it is our goal to provide superior dentistry in an efficient, profitable manner within the confines of a caring, quality environment.since higher quality care was more c

33、ostly, dr. becketts patients often had to pay fees for costs not covered by their insurance policies. if the quality differences werent substantial, thesepatients might decide to switch to an hmo dentist or another lower-cost provider.redesigning the service delivery systemthe move to a new office g

34、ave dr. beckett a unique opportunity to rethink almost every aspect of her service. she wanted the work environment to reflect her own personality and values as well as providing a pleasant place for her staff to work.facilities and equipmentdr. beckett first looked into the office spaces available

35、in the northern california town where she practiced. she didnt find anything she liked, so she hired an architect from san francisco to design a contemporary office building with lots of light and space. this increased the building costs by $100,000, but dr. beckett felt it would be a critical facto

36、r in differentiating her service.dr. becketts new office was scandinavian in design (reflecting her swedish heritage and attention to detail). the waiting room and reception area were filled with modern furniture in muted shades of brown, grey, green, and purple. live plants and flowers were abundan

37、t, and the walls were covered with art. classical music played softly in the background. patients could enjoy a cup of coffee or tea and browse through the large selection of current magazines and newspapers while they waited for their appointments.the treatment areas were both functional and appeal

38、ing. there was a small conference room with toys for children and a dvd player that was used to show patients educational films about different dental procedures. literature was available to explain what patients needed to do to maximize the benefits of their treatment outcomes.the chairs in the exa

39、mining rooms were covered in leather and very comfortable. each room had a large window that allowed patients to watch birds eating at the feeders that were filled each day. there were also attractive mobiles hanging from the ceiling to distract patients from the unfamiliar sounds and sensations the

40、y might be experiencing. headphones were available with a wide selection of music.the entire “back office” staff (including dr. beckett) wore uniforms in cheerful shades of pink, purple, and blue that matched the office dcor. all the technical equipment looked very modern and was spotlessly clean. s

41、tate-of-the-art computerized machinery was used for some procedures. dr. becketts dental degrees were prominently displayed in her office, along with certificates from various programs that she and her staff had attended to update their technical skills (exhibit 1).exhibit 1: a modern, state-of-the-

42、art treatment room projects a professional image to visiting patientsservice personnelthere were eight employees in the dental practice, including dr. beckett (who was the only dentist). the seven staff members were separated by job function into “front office” and “back office” workers. front offic

43、e duties (covered by two employees) included receptionist and secretarial tasks and financial / budgeting work. the back office was divided into hygienists and chair side assistants.the three chair side assistants helped the hygienists and dr. beckett with treatmentprocedures. they had specialized t

44、raining for their jobs but did not need a college degree. the two hygienists handled routine exams and teeth cleaning plus some treatment procedures. in many dental offices, hygienists had a tendency to act like “prima donnas” because of their education (a bachelors degree plus specialized training)

45、 and experience. according to dr. beckett, such an attitude could destroy any possibility of teamwork among the office staff. she felt very fortunate that her hygienists viewed themselves as part of a larger team that worked together to provide quality care to patients.dr. beckett valued her friends

46、hips with staff members and understood that they were a vital part of the service delivery. “90 percent of patients perceptions of quality come from their interactions with the front desk and the other employeesnot from the staffs technical skills,” she stated. when dr. beckett began to redesign her

47、 practice, she discussed her goals with the staff and involved them in the decision-making process. the changes meant new expectations and routines for most employees, and some were not willing to adapt. there was some staff turnover (mostly voluntary) as the new office procedures were implemented.

48、the current group worked very well as a team.dr. beckett and her staff met briefly each morning to discuss the days schedule and patients. they also had longer meetings every other week to discuss more strategic issues and resolve any problems that might have developed. during these meetings, employ

49、ees made suggestions about how to improve patient care. some of the most successful staff suggestions include: “thank you” cards to patients who referred other patients; follow-up calls to patients after major procedures; a “gift” bag to patients after theyve had their teeth cleaned that contains a

50、toothbrush, toothpaste, mouthwash and floss; buckwheat pillows and blankets for patient comfort during long procedures; coffee and tea in the waiting area; and a photo album in the waiting area with pictures of staff and their families (exhibit 2).exhibit 2: service delivery is enhanced through cust

51、omized interaction with patients both young and oldthe expectations for staff performance (in terms of both technical competence and patient interactions) were very high. but dr. beckett provided her employees with many opportunities to update their skills by attending classes and workshops. she als

52、o rewarded their hard work by giving monthly bonuses if business had been good. since she shared the financial data with her staff, they could see the difference in revenues if the schedule was slow or patients were dissatisfied. this provided an extra incentive to improve service delivery. the enti

53、re office also went on trips together once a year (paid for by dr. beckett); spouses were welcome to participate but had to cover their own trip expenses. past destinations for these excursions had included hawaii and washington, d.c.procedures and patientswith the help of a consultant, all the offi

54、ce systems (including billing, ordering, lab work, and patient treatment) were redesigned. one of the main goals was to standardize some of the routine procedures so that error was reduced and all patients would receive the same level of care. specific times were allotted for each procedure and the

55、staff worked very hard to see that these times were met. office policy specified that patients should be kept waiting no longer than 20minutes without being given the option to reschedule, and employees often called patients in advance if they knew there would be a delay. they also attempted to fill

56、 in cancellations to make sure office capacity was maximized. staff members substituted for each other when necessary or helped with tasks not specifically in their job descriptions in order to make things run more smoothly.dr. becketts practice included about 2,000 “active” patients (and many more

57、who came infrequently). they were mostly white-collar workers with professional jobs (university employees, health care workers, and managers /owners of local establishments.) she did no advertising; all of her new business came from positive word of mouth by current patients. dr. becketts practice

58、was so busy that patients often had to wait 3-4 months for a routine cleaning and exam (if they didnt have their appointments automatically scheduled every 6 months), but they didnt seem to mind the delay.the dentist believed that referrals were a real advantage because new patients didnt come in “c

59、old.” she did not have to sell herself because they had already been told about her service by friends or family. all new patients were required to have an initial exam so that dr. beckett could do a needs assessment and educate them about her service. she believed this was the first indication to patients that her practice was different from others they had experienced.the biggest challenge