外文翻譯 零售企業(yè)的營銷策略

1、畢業(yè)設(shè)計譯文題目名稱：零售企業(yè)的營銷策略院系名稱：經(jīng)濟(jì)管理學(xué)院市場營銷班 級：學(xué) 號：學(xué)生姓名： 指導(dǎo)教師：零售企業(yè)的營銷策略 Philip Kotlor今天的零售商為了招徠和挽留顧客，急欲尋找新的營銷策略。過去，他們挽留顧客的方法是銷售特別的或獨(dú)特的花色品種，提供比競爭對手更多更好的服務(wù) 提供商店信用卡是顧客能賒購商品。可是，現(xiàn)在這一切都已變得面目全非了?，F(xiàn)在，諸如卡爾文·克連，依佐和李維等全國性品牌，不僅在大多數(shù)百貨公司及其專營店可以看到，并且也可以在大型綜合商場和折扣商店可以買到。全國性品牌的生產(chǎn)商為全力擴(kuò)大銷售量，它們將貼有品牌的商品到處銷售。結(jié)果是零售商店的面貌越來越相似。

2、在服務(wù)項目上的分工差異在逐漸縮小。許多百貨公司削減了服務(wù)項目，而許多折扣商店卻增加了服務(wù)項目。顧客變成了精明的采購員，對價格更加敏感。他們看不出有什么道理要為相同的品牌付出更多的錢，特別是當(dāng)服務(wù)的差別不大或微不足道時。由于銀行信用卡越來越被所有的商家接受，他們覺得不必從每個商店賒購商品。百貨商店面對著日益增加的價格的折扣店和專業(yè)商店的競爭，準(zhǔn)備東山再起。歷史上居于市中心的許多商店在郊區(qū)購物中心開設(shè)分店，那里有寬敞的停車場，購買者來自人口增長較快并且有較高收入的地區(qū)。其他一些則對其商店形式進(jìn)行改變，有些則試用郵購盒電話訂貨的方法。超級市場面對的是超級商店的競爭，它們開始擴(kuò)大店面，經(jīng)營大量的品種繁

3、多的商品和提高設(shè)備等級，超級市場還增加了它們的促銷預(yù)算，大量轉(zhuǎn)向私人品牌，從而增加盈利。現(xiàn)在，我們討論零售商在目標(biāo)市場、產(chǎn)品品種和采辦、服務(wù)以及商店氣氛、定價、促銷和銷售地點(diǎn)等方面的營銷策略。一、目標(biāo)市場零售商最重要的決策時確定目標(biāo)市場。當(dāng)確定目標(biāo)市場并且勾勒出輪廓時，零售商才能對產(chǎn)品分配、商店裝飾、廣告詞和廣告媒體、價格水平等作出一致的決定。如沃爾瑪?shù)哪繕?biāo)市場相當(dāng)明確：1962年山姆·沃頓及其兄弟在阿肯色州開辦了第一家沃爾瑪折扣店。這是一家龐大的的倉庫是商店，旨在以最低的價格向小城鎮(zhèn)的美國人銷售各種商品，從服飾到零件以及小型用具等。今天的沃爾瑪在美國有2363家折扣店，包括454個

4、超級中心、444家山姆俱樂部和4家折扣中心。它每年的銷售額達(dá)1170億美元，成為世界頭號零售商。它擴(kuò)展沃爾瑪附近的超級市場藥店業(yè)務(wù)。沃爾瑪?shù)拿卦E是：以小城鎮(zhèn)的美國人為目標(biāo)，傾聽顧客意見，待員工如伙伴，嚴(yán)格控制各項費(fèi)用。寫著“滿意的保證”、“我們售價更低”的標(biāo)語懸掛在每個商店大門的醒目處，用“向消費(fèi)者致敬的”方式迎接顧客。沃爾瑪常常成為零售業(yè)的先鋒。它使用“天天低價”定價法和電子數(shù)據(jù)交換，加快了倉庫補(bǔ)貨速度，現(xiàn)被其他零售商作為定點(diǎn)超越的目標(biāo)，它作為美國大商品企業(yè)第一個進(jìn)入全球零售行業(yè)。它已經(jīng)在海外開設(shè)了600多家商店阿根廷、巴西、中國、韓國和墨西哥，并且還在增加。二、產(chǎn)品品種和采購零售商所經(jīng)營的

5、產(chǎn)品品種必須與目標(biāo)市場可能購買的商品相一致。零售商必須決定產(chǎn)品品種組合的寬度和深度。例如，在餐飲業(yè)，一家餐館可以提供窄而淺的品種（小型午餐），窄而深的品種（各種熟食），寬而淺的品種（自助餐），或者寬而深的品種（大飯店）。一旦零售商對產(chǎn)品品種戰(zhàn)略決策以后，它必須決定它的采辦資源、政策和具體做法。在一家超級市場連鎖店的公司總部，專業(yè)采購人員（有時叫做商品經(jīng)理）具有開發(fā)品種搭配和聽取銷售人員介紹新品牌的責(zé)任。在一些連鎖商店，他們的權(quán)利僅限于甄別一些顯然要拒絕或接受的新品目上，否則他們就只能將新產(chǎn)品品目交給連鎖店所屬的采購委員會審批。三、服務(wù)與購物環(huán)境零售商還必須向顧客所提供商務(wù)服務(wù)組合：售前服務(wù)包括

6、：接受電話和郵購訂貨，廣告，櫥窗和店內(nèi)陳列，試衣間，營業(yè)時間，時裝表演，舊貨折價收進(jìn)。售后服務(wù)包括：送貨上門，禮品包扎，商品調(diào)整，退貨，換貨，定制，安裝。 輔助服務(wù)包括：提供一般信息，兌換支票，免費(fèi)停車，餐廳，修理，內(nèi)部裝飾，賒賬信用交易，休息室，照看嬰兒服務(wù)。氣氛是產(chǎn)品庫里的另一個要素。每個商品都有一個實(shí)體的布局，從而使人們在店內(nèi)容易或不容易走動。每個商店都有一個門面。商店必須精心構(gòu)思，使其具有一種適合目標(biāo)市場的氣氛，使顧客樂于購買。如殯儀館應(yīng)該是靜謐、陰郁、平和的，而夜總會則應(yīng)該是輝煌、喧嘩和激動人心的。四、價格策略價格是一個關(guān)鍵的定位因素，它必須根據(jù)目標(biāo)市場、產(chǎn)品服務(wù)分配組合和競爭的有關(guān)

7、情況來加以確定。所有的零售商都希望以高價銷售并能擴(kuò)大銷售量，但是往往難以兩全其美。零售商大部分可分為高成本和低銷售（如高級品商店）或低成本和高銷量（如大型綜合商場和折扣商店）兩大類。在這兩類中還可以進(jìn)一步細(xì)分。例如，設(shè)在好萊塢貝弗利山的羅迪歐大道上的Bijan 公司所售的服裝的定價從1000美元開始，鞋子的最低價是400美元。另一個極端的例子是紐約的超級折扣商店，價格比一般的折扣商店還要低得多。零售商還必須重視定價戰(zhàn)術(shù)。大部分零售商對某些產(chǎn)品標(biāo)價比較低，以此作為招徠商品，有時候還要舉行全部商品大減價的活動。它們對周轉(zhuǎn)較慢的商品采取低標(biāo)價的方法。越來越多的零售商在放棄“促銷定價”而偏向“天天低價

8、”。天天低價降低了廣告費(fèi)用，定價趨于穩(wěn)定，使商品公平和可信賴的形象加強(qiáng)，因而獲得更多的零售利潤。通用汽車公司的土星事業(yè)部，發(fā)出低價目表并拒絕與經(jīng)銷商討價還價。五、促銷策略零售商廣泛使用促銷工作來產(chǎn)生交易和購買。它們發(fā)布廣告，進(jìn)行特價銷售，發(fā)放省錢的贈券，最近增加了對經(jīng)常購買者的優(yōu)惠活動，對店內(nèi)食品樣品品嘗，以及愛貨架上或結(jié)賬處擺放贈券等。每個零售商利用促銷工具以支持并加強(qiáng)其形象定位。高級商店會在時尚和哈珀等流行時裝雜志上刊登廣告。高級商店對培訓(xùn)銷售人員總是非常認(rèn)真，教他們?nèi)绾谓哟櫩停斫馄湟蟛⒔獬湟蓱]，處理其意見。低價零售商安排它們的商品促銷可以討價還價和節(jié)約省錢，同時又保留了服務(wù)和銷售

9、幫助。六、選址決策零售商總是強(qiáng)調(diào)說零售成功的三個關(guān)鍵因素是渠道，渠道，還是渠道。顧客總是選擇一家理他們最近的銀行和加油站。百貨商店連鎖組織、石油公司和快餐特許經(jīng)營店在選擇位置時特別謹(jǐn)慎。這個問題可以分解為在一國的哪些地區(qū)開店，然后是哪些城市，最后是哪些具體的場所。零售商可在中心商業(yè)區(qū)、地區(qū)購物中心、社區(qū)購物中心、購物區(qū)或在大商店內(nèi)選擇開設(shè)商店的地點(diǎn)。1. 中心商業(yè)區(qū)。中心商業(yè)區(qū)往往是城市中最古老、交通最擁擠的地區(qū)，常常成為“商業(yè)區(qū)”。商店和辦公室租金一般較高。2. 地區(qū)購貨中心。在5英里 20英里的半徑內(nèi)設(shè)40家200家商店。通常，一個購貨中心突出一個或兩個諸如J.C.彭尼或L&T的全

10、國性大商店，大量的是小商店，許多是特許經(jīng)營店。這些商場有吸引力是因?yàn)橛袑挸ǖ耐＼噲?，購物一次完成，有餐館和娛樂設(shè)施。成功的商場租費(fèi)高昂，但能獲得商場利潤的分配份額。3. 社區(qū)購物中心。是較小的商場，通常一家大商店夾在20家40家小商店之中。4. 購物區(qū)。為附近居民日常雜貨、五金、洗衣、修鞋和干洗服務(wù)的一群商店，其間有一大建筑物，其服務(wù)對象開車5分鐘10分鐘就能到達(dá)。5. 店中店?，F(xiàn)在日益增加的現(xiàn)象時在大商店內(nèi)設(shè)立一些著名的零售商（麥當(dāng)勞、星巴克、內(nèi)森、鄧金·唐納斯），它們在大店內(nèi)租借地方設(shè)立新的較小的單位或經(jīng)營，這些場所，這些場所也包括飛機(jī)場、學(xué)校、沃爾瑪或百貨公司。由于客流量大和租

11、金高這兩者之間存在矛盾，零售商必須為自己的商店選擇有利的地點(diǎn)。他們可使用各種不同的方法對設(shè)店地點(diǎn)進(jìn)行評估，如統(tǒng)計交通流量，調(diào)查顧客的購物習(xí)慣，分析有競爭能力的地點(diǎn)等。零售商可以通過檢查是個指標(biāo)來評估某個商店的銷售效益：（1）平均每天經(jīng)過的人數(shù)；（2）來店光顧的人數(shù)比例；（3）光顧的人中購物顧客的比例；（4）每次購買的平均金額。文章摘自PhilipKotler: Marketing Management.Prentice-Hall International（524-530）MARKETNG DECISIONS OF RETAILER Retailers today are anxious to

12、 find new marketing strategies to attract and hold customers. In the past they held customers by offering convenient location, special or unique assortments of goods, greater or better services than competitors, and store credit cards. All of this has changed. Today, national brands such as Calvin K

13、lein, Izod, and Levi are found in most department store, in their drive for volume , national-brand manufacturers have place their branded goods everywhere. The result is that retail-store assortments have grown alike.Service differentiation also has eroded. Many department stores have trimmed servi

14、ces, and many discounters have increased services. Customers have become smarter shoppers. They do not want to pay more for identical brands, especially when service differences have diminished. Nor do they need credit form a particular store, because bank credit cards have become almost universal.I

15、n the face of increased competition for discount houses and specialty stores, department stores are waging a comeback war. Once located in the center of cities, many opened branches in suburban shopping centers, where parking is plentiful and family incomes are higher. Others run more frequent sales

16、, remodel their stores, and experiment with mail-order and telemarketing. Facing competition form superstores, supermarkets have opened larger stores, carrying a larger number and variety of items, and upgraded their facilities. Supermarkets have also increased their promotional budgets and move hea

17、vily into private brands to increase profit margins.We will examine retailers marketing decisions in the areas of target market, product assortment and procurement, services and store atmosphere, price, promotion, and price.Target MarketA retailers most important decision concerns the target market.

18、 Until the target market is defined and profiled, the retailer cannot make decisions on product assortment, store décor, advertising messages and media, price, and service levels.Some retailers have defined their target markets quite well:Wal-Mart. The late Sam Walton and his brother opened the

19、 first Wal-Mart discount store in Rogers, Arkansas, in 1962. It was a big, flat, warehouse-type store selling everything from apparel to automotive supplies to small appliances at the lowest possible prices to small-town America. More recently, Wal-Mart has been building stores in larger cities. Tod

20、ay, Wal-Mart operates 2363 discount stores in the United States, including 454 supercenters, 444 Sams clubs, and 41 distribution centers. Its annual sales exceed $117 billion, marketing it the worlds largest retailer. It is expending into the Wal-Mart Neighborhood Market supermarket-pharmacy busines

21、s. Wal-Marts secret: Target small town America, listen to the customers treat the employees as partners, purchase carefully, and keep a tight rein on expenses. Signs reading “Satisfaction Guaranteed” and “We sell for less” hang prominently at the store entrance, and customers are often welcomed by a

22、 “people greeter”. Wal-Mart is frequently cited as a retailing pioneer. Its use of everyday low pricing and EDI for speedy stock replenishment has been benchmarked by other retailers, and it was the first U.S. megamerchant to take the plunge into global retailing. It already has over 600 stores over

23、 seasin Argentina, Brazil, China, South Korea, and Mexicoand is adding more.Product Assortment and Procurement The retailers product assortment must match the target markets shopping expectations. The retailer has to decide on product-assortment breadth & depth. Thus a restaurant can offer a nar

24、row and shallow assortment (small lunch counters), a narrow and deep assortment (delicatessen), a broad and shallow assortment (cafeteria), or a broad and deep assortment (large restaurant). After deciding on the product-assortment strategy, the retailer must decide on procurement sources, policies,

25、 & practices. In the corporate headquarters of a supermarket chain, specialist buyers are responsible for developing brand assortments and listening to presentations by salespersons. In some chains, buyers have the authority to accept or reject new items. In other chains, they are limited to scr

26、eening “obvious rejects” and “obvious accepts”; they bring other items to the buying committee for approval.Services and store atmosphere Retailers must also decide on the services mix to offer customers: Pre-purchase services include accepting telephone and mail orders, advertising, window and inte

27、rior display, fitting rooms, shopping hours, fashion shows, trade ins. Post-purchase services include shipping and delivery, gift-wrapping, adjustments and returns, alterations and tailoring, installations, engraving. Ancillary services include general information, check cashing, parking, restaurant

28、s, repairs, interior decorating, credit, rest rooms, and baby-attendant service. The services mix is a key tool for differentiating one store from another, so is atmosphere. Atmosphere is another element in the store arsenal. Every store has a physical lay out that makes it hard or easy to move arou

29、nd. Every store has a look. The store must embody a planned atmosphere that suits the target market and draws consumers towards purchase. A funeral parlor should be quiet, somber, and peaceful. A dance club should be bright, loud, and vibrating.Price decision Prices are a key positioning factor and

30、must be decided in relation to the target market, the product-and-service assortment mix, and competition. All retailers would like to achieve high volumes and high gross margins. They would like high Turns x Earns, but the two usually do not go together. Most retailers fall into the high-mark up, l

31、ower volume group (fine specialty stores) or the low-mark up, higher volume group (mass-merchandisers and discount stores). Within each of these groups are further gradations. Thus Bijans on Rodeo Drive in Beverly Hills prices suits starting at $1000 and shoes at $400. At the other extreme, Odd Lot

32、Trading in New York City is a super-discounter that sells odd lots and closeouts at prices below those of normal discounters.Retailers must also pay attention to pricing tactics. Most retailers will put low prices on some items to serve as traffic builders or loss dealers. They will run storewide sa

33、les. They will plan markdowns on slower-moving merchandise. Some retailers have abandoned “sales pricing” in favor of everyday low pricing (EDLP). EDLP could lead to lower advertising costs, greater pricing stability, a stronger store image of fairness and liability, and higher retail profits. Gener

34、al Motors Saturn division states a low list price for its dealers dont bargain. Promotion decision Retailers use a wide range of promotion tools to generate traffic and purchases. They place ads, run special sales, issue money saving coupons, and run frequent shopper-reward programs, in-store food s

35、ampling, and coupons on shelves or at checkout points. Each retailer must use promotion tools that support and reinforce its image positioning. Fine stores will place tasteful full-page ads in magazines such as Vogue and Harpers. They will carefully train salespeople to greet customers, interpret th

36、eir need, and handle complains. Off-price retailers will arrange their merchandise to promote the idea of bargains and large savings, while conserving on service and sales assistance. Place decision Retailers are accustomed to saying that the three keys to success are “l(fā)ocation, location, and locati

37、on”. Customers generally choose the nearest bank and gas station. Department-store chains, oil companies, and fast food franchisers exercise great case in selecting locations. The problem breaks down into selecting regions of the country in which to open outlets, then particular cities, and then par

38、ticular sites. Retailers can locate their stores in the central business district, a regional shopping center, a community shopping center, a shopping strip, or within a large store. Central business districts: This is the oldest and most heavily trafficked city area, often known as “downtown.” Stor

39、e and office rents are normally high. Regional shopping centers: These are large suburban malls containing 40-200 stores. They usually draw customers from 5- to 20-mile radius. Typically, malls feature one or two national known anchor stores, such as JCPenney or Lord & Taylor, and a great number of smaller stores, many under franchise operation. Malls are attractive because