毕业论文外文翻译-营销策略.doc

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1、附件1：外文资料翻译译文营销策略内容提要： 为了组织的销售能是成功的，它需要根据一个营销策略计划来帮助保证其努力的目标和宗旨与市场的需要想吻合。营销策略审查市场以确定潜在顾客的需要，竞争者的战略和市场地位，并且尝试制定出一套能使组织在市场上获取或维护竞争优势的相关战略。有一些因素会对营销策略计划的发展造成冲击性的影响，它包括内部因素例如组织的财产、技能和组织文化，外在因素例如各种各样的市场驱动者、市场或产业运作方式、战略窗口和竞争的本质。一个优选的营销策略计划也需具备一套意外情况防备策略以应对市场治理及组织生产能力的不确定性。关键词： 竞争优势 竞争策略 市场地位 市场份额 营销 销售计划 组

2、织文化 营销策略营销策略简述无论组织的产品或服务多么好，除非它们的价值能被传达给潜在的顾客，否则组织依然无法实现它的使命。这种传达和交流是组织内市场营销功能的职责。根据美国市场协会，营销是“一个组织效能和一套创造过程、交流和传达产品价值给顾客、处理与顾客关系的有益于组织和它的利益共享者的方式”。营销作用包括相辅相成的两方面。营销策略在市场上审查市场来确定潜在顾客和竞争者本质的需要，并且试图开发出在市场上将使组织获取或维护竞争优势的战略。操作的营销被建立在营销策略作用和贯彻各种各样的计划和策略(包括适当的混合营销的发展)吸引顾客和促进顾客忠实的基础之上的。产品和服务营销的方法有很多的方式能用来销

3、售你的产品或服务包括做广告，直接响应、推销活动和宣传。然而，除非你能了解顾客、市场和产业的需要并且竞争的优势和劣势，否则这些方法是不太可能成功的。营销策略帮助一个组织尖化它的焦点和在市场顺利地竞争。营销策略与二个组分有关：目标市场和用最佳的方式传达你的产品价值或服务到那个市场。一个可实行的销售方针的发展取决于几个关键维度。首先，与组织之内的所有全球性战略一样，一个成功的销售方针需要由在组织之内的最高管理层签名。销售方针本质上也具有政治性的色彩：在组织之内的强有力的单位在最佳的销售方针也许不同意，并且协议也许需要谈判达成。销售方针也许受组织文化的也影响，并且那得假定这发生。例如，如果组织总是销售

4、它的装饰物给商业主管，它也许就看不到组织之内的低层人员甚至是成人或少年的个人消费潜力。实施战略销售计划发展的因素存在一些能冲击战略销售计划发展的因素，这些因素首先包括组织已经拥有或它可能欣然获取的财产和技能。例如，如果组织拥有一个重大编程的部门，就为它能做和销售应用软件提供了可行性的条件。然而，如果这些人员已经在其他工作介入并且不能自由研究一个新的软件项目，并且组织没能力聘用另外的程序员，起始一条新的软件线是不妥当的。当开发销售方针时必须考虑的第二个因素是市场领航者。这些是各种各样政治的，经济的，社会与文化的，并且可能影响基础消费者需要的技术力量。例如，处理信息和数据增长的容量的需求导致了信息

5、技术在许多产业的普遍使用。同样，为增加工作机会的大学教育也导致了为赢利的高等教育机关的扩散。影响销售策略的因素然而，销售驱动所在并不是塑造你的市场战略的唯一外力。竞争的本质在市场上对于销售的成功与否也是非常重要的。实际上但凡商务都存在竞争。当买计算机时，一个必须在Mac和PC之间作选择。在市场上的多数软饮料都是由提供相似产品的二家公司的之一制造的。当决定填满你的汽车时，在哪里都有可利用的各种各样的选择,大多燃料都可利用在泵浦上实际上也是同样。这些企业中的每一个有它自己的市场位置并且努力通过销售保留它的市场份额。一部分的销售策略能很好的决定自己在竞争中多么与众不同。另一个外在的冲击一个企业如何最

6、好的找准自己在市场上的定位的因素是市场或产业生命周期的阶段。例如，有些组织总能在第一时间出现在创新或新产品的市场上。 其他擅长在应用创新并适应它市场(如低价，特色)的需要。另外，有影响组织在市场上竞争获胜能力的各种各样的战略窗口。一个战略窗口是在市场的需要和组织的能力的之间优选的一个限制时间段。例如，当计算机存储技术继续演变，人们存放数据和信息的方式也随之而变。打孔卡和磁带给5.25英寸和3.5英寸盘让了路。今天，人们越来越多的用记忆黏附存放数据和信息，并且许多计算机甚至都不配置有驱动硬盘。使用打孔卡在很多人的观念中是和使用算盘一样过时的。 一旦战略窗口开始关闭，这是组织寻找另一个机会的最佳典

7、型。竞争策略的发展为了符合他们的目标和宗旨的需要，许多企业开发出一项竞争策略来增加他们的竞争优势。大体上竞争策略有三种方法：(1)低成本产品或服务产品的供应，(2)在竞争中的特色产品 (3)对特定有效市场的聚焦。低成本战略低成本战略的目标是获取更大的市场份额。这是通过提供比竞争对手更低的价格更优质的产品或服务来实现的。这个战略的期望是组织将通过增加销售量赢得的可观的投资反馈。低成本的领导战略使用的基本方法包括减少日常开支，购买或生产成本和被聚焦的销售方针。例如，餐馆通过降低酒的价格来实现更多的销售量以弥补高价位时的销售盈利。同样，一家大箱子商店也许能使用有效的管理和信息技术实践的组合以减少其运

8、作费来转移它的商品的最低可能价格。产品差别化竞争策略的第二种普通方法是产品差别化。价格的因素存在。然而，如果小心地处理，分化战略可以非常成功。例如，Merrill Lynch能通过提供联合金融服务吸引最中意的投资者以使自己与其它竞争者区分开来。 这个策略在市场产生了被高度认可和重视的、与它的竞争者区分开来的Merrill Lynch的品牌，而且坚固了顾客忠诚度和竞争优势。适当位置营销竞争策略的另一种普通方法是适当位置营销。在这种方法中，组织寻求获取一种能全面销售其类型产品和服务的特定市场在整个市场中的比例。这个策略要求具备相关特征的一个或更多具体市场部门的集中，例如买家产品系列或产品生产链、市

9、场或者区域。例如，而不是作为全科的行销，管理咨询企业也许专门研究仅与电信产业或与企业一起使用的芝加哥的西部。小生境市场战略表明它可能改善服务市场的段而不是整个市场。例如，管理咨询企业的例证，建立的伙伴或许来自于电信产业，因此他们更熟悉产业的细微差异。这种在一个独特的位置投入的方法使组织(通过分化的类型)更好的销售到那些被聚焦的细分市场上而不是整体市场上。竞争者的市场剖析整体上要成功的，对市场的分析不仅需要确认客户需求和市场提供的这些产品和服务与其需求之间的关系，还要从整体上考虑企业的市场状况和在竞争中所处的地位。与其被被定义成一系列有相似的购买需求的顾客市场，不如说产业是一个向市场提供相似产品

10、和服务的小组组织。然而提供相似的产品或服务的不同组织不一定具有相同机会。所以，了解市场观念上的竞争意义对于制定出一个使企业具有重大竞争优势的营销策略计划来说是十分重要的。影响产业和在他们之内的竞争的因素影响在产业和其内部竞争的有几大因素。政府规则能极大影响到产业的利益。 在这个因素设置的参量之内，然而，也有另外的因素影响着竞争怎么在产业之内运作。例如，如果一定数量的组织全部提供相似的产品或服务，那么产业之内的竞争将是更加敏感强烈的。例如，几年前这由二个出租汽车代办处营销口号得以证明。 “我们是第一!”惊叹的赫兹。“我们将会更加努力的去尝试!”被再整合的Avis的呐喊。顾客，同样，能影响竞争在产

11、业之内的本质。如果产业变得更大，它将对提供同一项产品或服务的新加入者变得更有吸引力。同时竞争将倾向于随之增加。 同样，新的组织不仅能进入产业，而且他们也能带来能改变产业本质的新产品。 特别重要鉴于此的是那些改进价格和表现(即提供低价的同一质量或提供同一价格的更多质量)之间的关系的、由行业高赢利商家生产的新产品。在一些产业中，单一类型的顾客控制着整个产业(即，联邦政府是军用船的主要制造者)。这给顾客对更高规格、更紧的最后期限和低成本的产品要求更大的谈判空间。另外，买家能通过搜寻更低价格，更加优质，强加额外功能的产品和服务等给厂家施加压力。一些力图满足那些要求的组织将具备竞争优势。然而，供应商能也

12、有影响组织或产业的竞争性的讨价还价的能力。如果只有一个或极个别零件或物质的供应商，那么驾驭这类商品的不再是此行业组织而是少数供应商了。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 to be successful, it needs to be based on a st

13、rategic 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 of the competitors, and attempts to develop

14、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 and skills of the organization and the organi

15、zational 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 flexibility in meeting the unique set of factors th

16、at 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 Overview No matter how good the organizations products or ser

17、vices, 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, marketing is an organizational function and a

18、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 needs of potential customers and the nature of the competit

19、ors in the market, and attempts to develop a strategy that will enable the organization to gain or maintain a competitive advantage in the marketplace. Operational marketing is built upon the foundation set by the strategic marketing function and implements various plans and strategies (including a

20、development of the appropriate marketing mix) to attract customers and foster customer loyalty.Methods for Product & Service Marketing There a number of ways to market ones products or services including advertising, direct response, sales promotions, and publicity. However, unless one understands t

21、he 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 compete in the marketplace. Strategic marketing is concerned

22、 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 within the organization, a successful marketing strategy n

23、eeds 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. Marketing strategies may also be affected by organizational cultu

24、re 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 personal use to adults or teenagers.Factors that Implement

25、Strategic Marketing Plan Development There 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 possesses or that it can readily acquire. For example, if an orga

26、nization 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 project and the organization cannot afford to hire addition

27、al programmers, starting a new software line would be inadvisable at best. The second factor that must be considered when developing a marketing strategy is the market drivers. These are various political, economic, sociocultural, and technological forces that can influence the wants and needs of th

28、e 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 of jobs has led to a proliferation of for-profit institu

29、tions 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 whether or not a marketing effort will be successful. Virtu

30、ally 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 when deciding where to fill up ones car, yet most of t

31、he 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 differentiate oneself from the competition.Another external fact

32、or 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 taking the innovation and adapting it to the needs of the

33、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 is an optimal fit between the needs of the marketplace

34、 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. Today, more and more people are storing data and informat

35、ion 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 strategic window begins to close, it is typically best that the organization look for another opportun

36、ity.Development of Competitive Strategy To 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 provision of low cost products or services, (2) diffe

37、rentiation of products from those of the competition, and (3) focus on the market niche.Low Cost Strategy The 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 lower than those of the competition. The expectatio

38、n 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 marketing strategies. For example, a restaurant may r

39、educe 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 reduce operation costs in order to deliver the lowest p

40、ossible prices on its merchandise.Product Differentiation A 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 offering a service whose quality is perceived by cust

41、omers 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 necessity of keeping the price of the product or service

42、 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 point beyond which most customers are no longer willi

43、ng to pay a premium price. 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 most desirable investors. This strategy yielded not

44、 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 Marketing Another generic approach to competitive strategy is niche marketing. In this approa

45、ch, 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, portion of a product line or market, or geogra

46、phical 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 strategy is indicated in situations where the busines

47、s 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 more familiar with the nuances of the industry

48、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 Marketplace To be successful, analysis of the market

49、place 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 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 organization