营销外文翻译.docx
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营销外文翻译.docx
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营销外文翻译
外文翻译
原文
Marketing
MaterialSource:
MarketingManagementAuthor:
PhilipKotler
MarketingChannels
Toreachatargetmarket,themarketerusesthreekindsofmarketingchannels.Communicationchannelsdelivermessagestoandreceivemessagesfromtargetbuyers.Theyincludenewspapers,magazines,radio,television,mail,telephone,billboards,posters,fliers,CDs,audiotapes,andtheInternet.Beyondthese,communicationsareconveyedbyfacialexpressionsandclothing,thelookofretailstores,andmanyothermedia.Marketersareincreasinglyaddingdialoguechannels(e-mailandtoll-freenumbers)tocounterbalancethemorenormalmonologuechannels(suchasads).
Themarketerusesdistributionchannelstodisplayordeliverthephysicalproductorservicetothebuyeroruser.Therearephysicaldistributionchannelsandservicedistributionchannels,whichincludewarehouses,transportationvehicles,andvarioustradechannelssuchasdistributors,wholesalers,andretailers.Themarketeralsousessellingchannelstoeffecttransactionswithpotentialbuyers.Sellingchannelsincludenotonlythedistributorsandretailersbutalsothebanksandinsurancecompaniesthatfacilitatetransactions.Marketersclearlyfaceadesignprobleminchoosingthebestmixofcommunication,distribution,andsellingchannelsfortheirofferings.
SupplyChain
Whereasmarketingchannelsconnectthemarketertothetargetbuyers,thesupplychaindescribesalongerchannelstretchingfromrawmaterialstocomponentstofinalproductsthatarecarriedtofinalbuyers.Forexample,thesupplychainforwomen’spursesstartswithhides,tanningoperations,cuttingoperations,manufacturing,andthemarketingchannelsthatbringproductstocustomers.Thissupplychainrepresentsavaluedeliverysystem.Eachcompanycapturesonlyacertainpercentageofthetotalvaluegeneratedbythesupplychain.Whenacompanyacquirescompetitorsormovesupstreamordownstream,itsaimistocaptureahigherpercentageofsupplychainvalue.
Competition
Competition,acriticalfactorinmarketingmanagement,includesalloftheactualandpotentialrivalofferingsandsubstitutesthatabuyermightconsider.Supposeanautomobilecompanyisplanningtobuysteelforitscars.ThecarmanufacturercanbuyfromU.S.SteelorotherU.S.orforeignintegratedsteelmills;cangotoaminimillsuchasNucortobuysteelatacostsavings;canbuyaluminumforcertainpartsofthecartolightenthecar’sweight;orcanbuysomeengineeredplasticspartsinsteadofsteel.
ClearlyU.S.Steelwouldbethinkingtoonarrowlyofcompetitionifitthoughtonlyofotherintegratedsteelcompanies.Infact,U.S.Steelismorelikelytobehurtinthelongrunbysubstituteproductsthanbyitsimmediatesteelcompanyrivals.U.S.Steelalsomustconsiderwhethertomakesubstitutematerialsorstickonlytothoseapplicationsinwhichsteelofferssuperiorperformance.
Wecanbroadenthepicturebydistinguishingfourlevelsofcompetition,basedondegreeofproductsubstitutability:
1.Brandcompetition:
Acompanyseesitscompetitorsasothercompaniesthatoffersimilarproductsandservicestothesamecustomersatsimilarprices.VolkswagenmightseeitsmajorcompetitorsasToyota,Honda,andothermanufacturersofmedium-priceautomobiles,ratherthanMercedesorHyundai.
2.Industrycompetition:
Acompanyseesitscompetitorsasallcompaniesthatmakethesameproductorclassofproducts.Thus,Volkswagenwouldbecompetingagainstallothercarmanufacturers.
3.Formcompetition:
Acompanyseesitscompetitorsasallcompaniesthatmanufactureproductsthatsupplythesameservice.Volkswagenwouldseeitselfcompetingagainstmanufacturersofallvehicles,suchasmotorcycles,bicycles,andtrucks.
4.Genericcompetition:
Acompanyseesitscompetitorsasallcompaniesthatcompeteforthesameconsumerdollars.Volkswagenwouldseeitselfcompetingwithcompaniesthatsellmajorconsumerdurables,foreignvacations,andnewhomes
MarketingEnvironment
Competitionrepresentsonlyoneforceintheenvironmentinwhichallmarketers
operate.Theoverallmarketingenvironmentconsistsofthetaskenvironmentandthe
broadenvironment.
Thetaskenvironmentincludestheimmediateactorsinvolvedinproducing,distributing,andpromotingtheoffering,includingthecompany,suppliers,distributors,dealers,andthetargetcustomers.Materialsuppliersandservicesupplierssuchasmarketingresearchagencies,advertisingagencies,Websitedesigners,bankingandinsurancecompanies,andtransportationandtelecommunicationscompaniesareincludedinthesuppliergroup.Agents,brokers,manufacturerrepresentatives,andotherswhofacilitatefindingandsellingtocustomersareincludedwithdistributorsanddealers.
Thebroadenvironmentconsistsofsixcomponents:
demographicenvironment,economicenvironment,naturalenvironment,technologicalenvironment,political-legalenvironment,andsocial-culturalenvironment.Theseenvironmentscontainforcesthatcanhaveamajorimpactontheactorsinthetaskenvironment,whichiswhysmartmarketerstrackenvironmentaltrendsandchangesclosely.
Companyorientationstowardthemarketplace
Marketingmanagementistheconsciousefforttoachievedesiredexchangeoutcomeswithtargetmarkets.Butwhatphilosophyshouldguideacompany’smarketingefforts?
Whatrelativeweightsshouldbegiventotheoftenconflictinginterestsoftheorganization,customers,andsociety?
Forexample,oneofDexterCorporation’smostpopularproductswasaprofitablegradeofpaperusedinteabags.Unfortunately,thematerialsinthispaperaccountedfor98percentofDexter’shazardouswastes.SowhileDexter’sproductwaspopularwithcustomers,itwasalsodetrimentaltotheenvironment.Dexterassignedanemployeetaskforcetotacklethisproblem.Thetaskforcesucceeded,andthecompanyincreaseditsmarketsharewhilevirtuallyeliminatinghazardouswaste.
Clearly,marketingactivitiesshouldbecarriedoutunderawell-thought-outphilosophyofefficient,effective,andsociallyresponsiblemarketing.Infact,therearefivecompetingconceptsunderwhichorganizationsconductmarketingactivities:
productionconcept,productconcept,sellingconcept,marketingconcept,andsocietalmarketingconcept.
TheProductConcept
Otherbusinessesareguidedbytheproductconcept,whichholdsthatconsumersfavorthoseproductsthatofferthemostquality,performance,orinnovativefeatures.Managersintheseorganizationsfocusonmakingsuperiorproductsandimprovingthemovertime,assumingthatbuyerscanappraisequalityandperformance.
Product-orientedcompaniesoftendesigntheirproductswithlittleornocustomerinput,trustingthattheirengineerscandesignexceptionalproducts.AGeneralMotorsexecutivesaidyearsago:
“Howcanthepublicknowwhatkindofcartheywantuntiltheyseewhatisavailable?
”GMtodayaskscustomerswhattheyvalueinacarandincludesmarketingpeopleintheverybeginningstagesofdesign.
However,theproductconceptcanleadtomarketingmyopia.Railroadmanagementthoughtthattravelerswantedtrainsratherthantransportationandoverlookedthegrowingcompetitionfromairlines,buses,trucks,andautomobiles.Colleges,departmentstores,andthepostofficeallassumethattheyareofferingthepublictherightproductandwonderwhytheirsalesslip.Theseorganizationstoooftenarelookingintoamirrorwhentheyshouldbelookingoutofthewindow.
TheSellingConcept
Thesellingconcept,anothercommonbusinessorientation,holdsthatconsumersandbusinesses,ifleftalone,willordinarilynotbuyenoughoftheorganization’sproducts.Theorganizationmust,therefore,undertakeanaggressivesellingandpromotioneffort.Thisconceptassumesthatconsumersmustbecoaxedintobuying,sothecompanyhasabatteryofsellingandpromotiontoolstostimulatebuying.
Thesellingconceptispracticedmostaggressivelywithunsoughtgoods—goodsthatbuyersnormallydonotthinkofbuying,suchasinsuranceandfuneralplots.Thesellingconceptisalsopracticedinthenonprofitareabyfund-raisers,collegeadmissionsoffices,andpoliticalparties.
Mostfirmspracticethesellingconceptwhentheyhaveovercapacity.Theiraimistosellwhattheymakeratherthanmakewhatthemarketwants.Inmodernindustrialeconomies,productivecapacityhasbeenbuiltuptoapointwheremostmarketsarebuyermarkets(thebuyersaredominant)andsellershavetoscrambleforcustomers.Prospectsarebombardedwithsalesmessages.Asaresult,thepublicoftenidentifiesmarketingwithhardsellingandadvertising.Butmarketingbasedonhardsellingcarrieshighrisks.Itassumesthatcustomerswhoarecoaxedintobuyingaproductwilllikeit;andiftheydon’t,thattheywon’tbad-mouthitorcomplaintoconsumerorganizationsandwillforgettheirdisappointmentandbuyitagain.Theseareindefensibleassumptions.Infact,onestudyshowedthatdissatisfiedcustomersmaybad-mouththeproductto10ormoreacquaintances;badnewstravelsfast,somethingmarketersthatusehardsellingshouldbearinmind.
TheMarketingConcept
Themarketingconcept,basedoncentraltenetscrystallizedinthemid-1950s,challengesthethreebusinessorientationswejustdiscussed.Themarketingconceptholdsthatthekeytoachievingorganizationalgoalsconsistsofthecompanybeingmoreeffectivethanitscompetitorsincreating,delivering,andcommunicatingcustomervaluetoitschosentargetmarkets.
TheodoreLeavittofHarvarddrewaperceptivecontrastbetweenthesellingandmarketingconcepts:
“Sellingfocusesontheneedsoftheseller;marketingontheneedsofthebuyer.Sellingispreoccupiedwiththeseller’sneedtocon
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