零售企业营销策略中英文对照外文翻译文献

零售企业营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)

译文：

零售企业的营销策略

Philip Kotlor

今天的零售商为了招徕和挽留顾客，急欲寻找新的营销策略。过去，他们挽留顾客的方法是销售特别的或独特的花色品种，提供比竞争对手更多更好的服务提供商店信用卡是顾客能赊购商品。可是，现在这一切都已变得面目全非了。现在，诸如卡尔文·克连，依佐和李维等全国性品牌，不仅在大多数百货公司及其专营店可以看到，并且也可以在大型综合商场和折扣商店可以买到。全国性品牌的生产商为全力扩大销售量，它们将贴有品牌的商品到处销售。结果是零售商店的面貌越来越相似。

在服务项目上的分工差异在逐渐缩小。许多百货公司削减了服务项目，而许多折扣商店却增加了服务项目。顾客变成了精明的采购员，对价格更加敏感。他们看不出有什么道理要为相同的品牌付出更多的钱，特别是当服务的差别不大或微不足道时。由于银行信用卡越来越被所有的商家接受，他们觉得不必从每个商店赊购商品。

百货商店面对着日益增加的价格的折扣店和专业商店的竞争，准备东山再起。历史上居于市中心的许多商店在郊区购物中心开设分店，那里有宽敞的停车场，购买者来自人口增长较快并且有较高收入的地区。其他一些则对其商店形式进行改变，有些则试用邮购盒电话订货的方法。超级市场面对的是超级商店的竞争，它们开始扩大店面，经营大量的品种繁多的商品和提高设备等级，超级市场还增加了它们的促销预算，大量转向私人品牌，从而增加盈利。

现在，我们讨论零售商在目标市场、产品品种和采办、服务以及商店气氛、定价、促销和销售地点等方面的营销策略。

一、目标市场

零售商最重要的决策时确定目标市场。当确定目标市场并且勾勒出轮廓时，零售商才能对产品分配、商店装饰、广告词和广告媒体、价格水平等作出一致的决定。如沃尔玛的目标市场相当明确：

1962年山姆·沃顿及其兄弟在阿肯色州开办了第一家沃尔玛折扣店。这是一家庞大的的仓库是商店，旨在以最低的价格向小城镇的美国人销售各种商品，从服饰到零件以及小型用具等。今天的沃尔玛在美国有2363家折扣店，包括454个超级中心、444家山姆俱乐部和4家折扣中心。它每年的销售额达1170亿美元，成为世界头号零售商。它扩展沃尔玛附近的超级市场药店业务。沃尔玛的秘诀是：以小城镇的美国人为目标，倾听顾客意见，待员工如伙伴，严格控制各项费用。写着―满意的保证‖、―我们售价更低‖的标语悬挂在每个商店大门的醒目处，用―向消费者致敬的‖方式迎接顾客。沃尔玛常常成为零售业的先锋。它使用―天天低价‖定价法和电子数据交换，加快了仓库补货速度，现被其他零售商作为定点超越的目标，它作为美国大商品企业第一个进入全球零售行业。它已经在海外开设了600多家商店—阿根廷、巴西、中国、韩国和墨西哥，并且还在增加。

二、产品品种和采购

零售商所经营的产品品种必须与目标市场可能购买的商品相一致。零售商必须决定产品品种组合的宽度和深度。例如，在餐饮业，一家餐馆可以提供窄而浅的品种（小型午餐），窄而深的品种（各种熟食），宽而浅的品种（自助餐），或者宽而深的品种（大饭店）。

一旦零售商对产品品种战略决策以后，它必须决定它的采办资源、政策和具体做法。在一家超级市场连锁店的公司总部，专业采购人员（有时叫做商品经理）具有开发品种搭配和听取销售人员介绍新品牌的责任。在一些连锁商店，他们的权利仅限于甄别一些显然要拒绝或接受的新品目上，否则他们就只能将新产品品目交给连锁店所属的采购委员会审批。

三、服务与购物环境

零售商还必须向顾客所提供商务服务组合：

售前服务包括：接受电话和邮购订货，广告，橱窗和店内陈列，试衣间，营业时间，时装表演，旧货折价收进。

售后服务包括：送货上门，礼品包扎，商品调整，退货，换货，定制，安装。

辅助服务包括：提供一般信息，兑换支票，免费停车，餐厅，修理，内部装饰，赊账信用交易，休息室，照看婴儿服务。

气氛是产品库里的另一个要素。每个商品都有一个实体的布局，从而使人们

在店内容易或不容易走动。每个商店都有一个门面。商店必须精心构思，使其具有一种适合目标市场的气氛，使顾客乐于购买。如殡仪馆应该是静谧、阴郁、平和的，而夜总会则应该是辉煌、喧哗和激动人心的。

四、价格策略

价格是一个关键的定位因素，它必须根据目标市场、产品服务分配组合和竞争的有关情况来加以确定。所有的零售商都希望以高价销售并能扩大销售量，但是往往难以两全其美。零售商大部分可分为高成本和低销售（如高级品商店）或低成本和高销量（如大型综合商场和折扣商店）两大类。在这两类中还可以进一步细分。例如，设在好莱坞贝弗利山的罗迪欧大道上的Bijan 公司所售的服装的定价从1000美元开始，鞋子的最低价是400美元。另一个极端的例子是纽约的超级折扣商店，价格比一般的折扣商店还要低得多。

零售商还必须重视定价战术。大部分零售商对某些产品标价比较低，以此作为招徕商品，有时候还要举行全部商品大减价的活动。它们对周转较慢的商品采取低标价的方法。

越来越多的零售商在放弃―促销定价‖而偏向―天天低价‖。天天低价降低了广告费用，定价趋于稳定，使商品公平和可信赖的形象加强，因而获得更多的零售利润。通用汽车公司的土星事业部，发出低价目表并拒绝与经销商讨价还价。

五、促销策略

零售商广泛使用促销工作来产生交易和购买。它们发布广告，进行特价销售，发放省钱的赠券，最近增加了对经常购买者的优惠活动，对店内食品样品品尝，以及爱货架上或结账处摆放赠券等。每个零售商利用促销工具以支持并加强其形象定位。高级商店会在《时尚》和《哈珀》等流行时装杂志上刊登广告。高级商店对培训销售人员总是非常认真，教他们如何接待顾客，理解其要求并解除其疑虑，处理其意见。低价零售商安排它们的商品促销可以讨价还价和节约省钱，同时又保留了服务和销售帮助。

六、选址决策

零售商总是强调说零售成功的三个关键因素是渠道，渠道，还是渠道。顾客总是选择一家理他们最近的银行和加油站。百货商店连锁组织、石油公司和快餐特许经营店在选择位置时特别谨慎。这个问题可以分解为在一国的哪些地区开

店，然后是哪些城市，最后是哪些具体的场所。

零售商可在中心商业区、地区购物中心、社区购物中心、购物区或在大商店内选择开设商店的地点。

1. 中心商业区。中心商业区往往是城市中最古老、交通最拥挤的地区，常常成为―商业区‖。商店和办公室租金一般较高。

2. 地区购货中心。在5英里~20英里的半径内设40家~200家商店。通常，一个购货中心突出一个或两个诸如J.C.彭尼或L&T的全国性大商店，大量的是小商店，许多是特许经营店。这些商场有吸引力是因为有宽敞的停车场，购物一次完成，有餐馆和娱乐设施。成功的商场租费高昂，但能获得商场利润的分配份额。

3. 社区购物中心。是较小的商场，通常一家大商店夹在20家~40家小商店之中。

4. 购物区。为附近居民日常杂货、五金、洗衣、修鞋和干洗服务的一群商店，其间有一大建筑物，其服务对象开车5分钟~10分钟就能到达。

5. 店中店。现在日益增加的现象时在大商店内设立一些著名的零售商（麦当劳、星巴克、内森、邓金·唐纳斯），它们在大店内租借地方设立新的较小的单位或经营，这些场所，这些场所也包括飞机场、学校、沃尔玛或百货公司。

由于客流量大和租金高这两者之间存在矛盾，零售商必须为自己的商店选择有利的地点。他们可使用各种不同的方法对设店地点进行评估，如统计交通流量，调查顾客的购物习惯，分析有竞争能力的地点等。

零售商可以通过检查是个指标来评估某个商店的销售效益：（1）平均每天经过的人数；（2）来店光顾的人数比例；（3）光顾的人中购物顾客的比例；（4）每次购买的平均金额。

文章摘自PhilipKotler: Marketing Management.Prentice-Hall International（524-530）

MARKETNG DECISIONS OF RETAILER

Retailers today are anxious to 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 Klein, 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 services, 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.

In 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, 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 heavily 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 Market

A retailers‘ most important decision concerns the target market. 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 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. Today, Wal-Mart operates 2363 discount stores in the United States, including 454 supercenters, 444 Sam‘s clubs, and 41 distribution cente rs.

Its annual sales exceed $117 billion, marketing it the world‘s largest retailer. It is expending into the Wal-Mart Neighborhood Market supermarket-pharmacy business. Wal-Mart‘s 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 ―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 seas—in Argentina, Brazil, China, South Korea, and Mexico—and 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 narrow 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, & 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 screening ―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 interior 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, restaurants, 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 around. 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 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, lower 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 Bijan‘s on Rodeo Drive in Beverly Hills prices suits starting at $1000 and shoes at $400. At the other extreme, Odd Lot 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 sales. 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. Gene ral Motors‘ Saturn division states a low list