外文翻译营销策略.docx
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外文翻译营销策略.docx
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外文翻译营销策略
外文翻译(营销策略)
LT
旦战略窗口开始关闭,这是组织寻找另一个机会的最佳典型。
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,MerrillLynch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MerrillLynch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
Strategicmarketing
(Wienclaw,RuthA.ResearchStartersBusiness:
StrategicMarketing,GreatNeckPublishing,2008:
1-1)
Abstract:
Inorderforanorganization'smarketingefforttobesuccessful,itneedstobebasedonastrategicmarketingplantohelpensurethatthegoalsandobjectivesoftheeffortareappropriatetotheneedsofthemarketplace.Strategicmarketingexaminesthemarketplacetodeterminetheneedsofpotentialcustomers,thestrategyandmarketpositionofthecompetitors,andattemptstodevelopastrategythatwillenabletheorganizationtogainormaintainacompetitiveadvantageinthemarketplace.Thereareanumberoffactorsthatshouldimpactthedevelopmentofastrategicmarketingplan.Theseincludeinternalfactorssuchastheassetsandskillsoftheorganizationandtheorganizationalcultureaswellasexternalfactorssuchasvariousmarketdrivers,marketorindustrylifestyle,strategicwindows,andthenatureofthecompetition.Anoptimalstrategicmarketingplanwillalsofollowacontingencyapproachthatallowsflexibilityinmeetingtheuniquesetoffactorsthatgovernthemarketplaceandtheorganization'sviabilitywithin.
Keywords:
CompetitiveAdvantage;CompetitiveStrategy;MarketNiche;MarketShare;Marketing;MarketingPlan;OrganizationalCulture;StrategicMarketing
StrategicMarketingOverview
Nomatterhowgoodtheorganization'sproductsorservices,unlesstheirvaluecanbecommunicatedtopotentialcustomers,theorganizationwillfailinitsmission.Thiscommunicationistheresponsibilityofthemarketingfunctionwithintheorganization.AccordingtotheAmericanMarketingAssociation,marketingis"anorganizationalfunctionandasetofprocessesforcreating,communicatinganddeliveringvaluetocustomersandformanagingcustomerrelationshipsinwaysthatbenefittheorganizationanditsstakeholders."Strategicmarketingexaminesthemarketplacetodeterminetheneedsofpotentialcustomersandthenatureofthecompetitorsinthemarket,andattemptstodevelopastrategythatwillenabletheorganizationtogainormaintainacompetitiveadvantageinthemarketplace.Operationalmarketingisbuiltuponthefoundationsetbythestrategicmarketingfunctionandimplementsvariousplansandstrategies(includingadevelopmentoftheappropriatemarketingmix)toattractcustomersandfostercustomerloyalty.
MethodsforProduct&ServiceMarketing
Thereanumberofwaystomarketone'sproductsorservicesincludingadvertising,directresponse,salespromotions,andpublicity.However,unlessoneunderstandstheneedsofthecustomer,themarket,andtheindustryaswellasthestrengthsandweaknessesofthecompetition,theseapproachesareunlikelytobesuccessful.Strategicmarketinghelpsanorganizationsharpenitsfocusandsuccessfullycompeteinthemarketplace.Strategicmarketingisconcernedwithtwocomponents:
Thetargetmarketandthebestwaytocommunicatethevalueofone'sproductorservicetothatmarket.Thedevelopmentofaviablemarketingstrategydependsonseveralkeydimensions.First,aswithanyglobalstrategywithintheorganization,asuccessfulmarketingstrategyneedstobeendorsedbytopmanagementwithintheorganization.Marketingstrategyisalsopoliticalinnature:
Powerfulunitswithintheorganizationmaydisagreeonthebestmarketingstrategyandanaccordmayneedtobenegotiated.Marketingstrategiesmayalsobeaffectedbyorganizationalcultureandtheassumptionsthatthisengenders.Forexample,iftheorganizationhasalwaysmarketeditswidgetstobusinessexecutives,itmayfailtoseethepotentialformarketingtolowerlevelpersonnelwithintheorganizationorevenforpersonalusetoadultsorteenagers.
FactorsthatImplementStrategicMarketingPlanDevelopment
Thereareanumberoffactorsthatshouldimpactthedevelopmentofastrategicmarketingplanfortheorganization.Thefirstofthesecomprisestheassetsandskillsthattheorganizationalreadypossessesorthatitcanreadilyacquire.Forexample,ifanorganizationhasasignificantprogrammingdepartmentonthepayroll,itwouldbefeasibleforittomakeandmarketapplicationsoftware.However,ifthesepersonnelarealreadyinvolvedinotherworkandarenotfreetoworkonanewsoftwareprojectandtheorganizationcannotaffordtohireadditionalprogrammers,startinganewsoftwarelinewouldbeinadvisableatbest.Thesecondfactorthatmustbeconsideredwhendevelopingamarketingstrategyisthemarketdrivers.Thesearevariouspolitical,economic,sociocultural,andtechnologicalforcesthatcaninfluencethewantsandneedsoftheconsumerbase.Forexample,theneedtobeabletohandleincreasingvolumesofinformationanddatahasledtowidespreaduseofinformationtechnologyinmanyindustries.Similarly,theneedforacollegeeducationforanincreasingnumberofjobshasledtoaproliferationoffor-profitinstitutionsofhighereducation.
FactorsImpactingMarketingStrategy
Marketdrivers,however,arenottheonlyexternalforcethatshapesone'smarketstrategy.Thenatureofthecompetitioninthemarketplaceisalsoveryimportantindeterminingwhetherornotamarketingeffortwillbesuccessful.Virtuallynobusinessiswithoutcompetition.Whenbuyingacomputer,onemustchoosebetweenMacandPC.Mostsoftdrinksonthemarketaremanufacturedbyoneoftwocompanieswhoofferverysimilarproducts.Thereisavarietyofchoicesavailablewhendecidingwheretofillupone'scar,yetmostofthefuelsavailableatthepumparevirtuallythesame.Eachofthesebusinesseshasitsownmarketpositionandstrivestokeepitsmarketsharethroughmarketingefforts.Partofthestrategicmarketingeffortistodecidehowbesttodifferentiateoneselffromthecompetition.
Anotherexternalfactorthatimpactshowonecanbestpositiononeselfinthemarketisthestageofthemarketortheindustrylifecycle.Someorganizationsexcel,forexample,atbeingthefirstonthemarketwithaninnovationornewproduct.Othersexcelattakingtheinnovationandadaptingittotheneedsofthemarketplace(e.g.,lowerprice,differentfeatures).Inaddition,therearevariousstrategicwindowsthataffectanorganization'sabilitytosuccessfullycompeteinthemarketplace.Astrategicwindowisalimitedtimeperiodduringwhichthereisanoptimalfitbetweentheneedsofthemarketplaceandthecompetenciesoftheorganization.Forexample,ascomputerstoragetechnologycontinuestoevolve,themethodsbywhichpeoplestoredataandinformationchange.Punchcardsandmagnetictapegavewayto5.25inchand3.5inchdisks.Today,moreandmorepeoplearestoringdataandinformationonmemorysticksinstead,andmanycomputersarenotevenmadewithdiskdrives.Theconceptofusingpunchcardsisasforeignandantiquatedinmostpeople'smindsasusinganabacus.Oncethestrategicwindowbeginstoclose,itistypicallybestthattheorganizationlookforanotheropportunity.
DevelopmentofCompetitiveStrategy
Tohelpmeettheirgoalsandobjectives,manybusinessesdevelopacompetitivestrategythatwillincreasetheircompetitiveadvantage.Therearethreegenericapproachesforcompetitivestrategies:
(1)theprovisionoflowcostproductsorservices,
(2)differentiationofproductsfromthoseofthecompetition,and(3)focusonthemarketniche.
LowCostStrategy
Thegoalofthelowcoststrategyistogainalargermarketshare.Thisisdonebyofferingacceptablequalityproductsorservicesatpriceslowerthanthoseofthecompetition.Theexpectationinthisstrategyisthattheorganizationwillearnanacceptablereturnoninvestmentbyincreasingvolumeofsales.Thebasicmethodsusedinlow-costleadershipstrategiesincludereductionofoverhead,buyingorproductioncostsandfocusedmarketingstrategies.Forexample,arestaurantmayreducethepriceofwinewiththeintentionofmakinguptheshortfallinprofitsbysellingmorethantheydidatthehigherprice.Similarly,abigboxstoremayuseacombinationofeffectivemanagementandinformationtechnologypracticestoreduceoperationcos
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