客户关系管理外文文献翻译(2017)
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外文
出处：Goy Kakus.THE RESEARCH OFCUSTOMER RELATIONSHIP
MANAGEMENT STRATEGY [J]. International Journal of
Management Research & Review, 2017, 1(9): 624-635.
附
件： 1.外文资料翻译译文；2.外文原文。
注：请将该封面与附件装订成册。
附件1：外文资料翻译译文
客户关系管理战略研究
Goy Kakus
摘要
客户关系管理解决方案，通过为你提供客户业务数据来帮助你提供客户想要的服务或产品,提供更好的客户服务、交叉销售和更有效的销售,达成交易,保留现有客户并更好地理解你的客户是谁。本文探讨了客户关系管理模型在获得、保持与发展策略方面的优势。然而,我们对其定义和意义还存在一些困惑。本文通过考察关系营销和其他学科方面的相关文献，解释了客户关系管理的概念基础,从而对客户关系管理的知识作出了贡献。
关键词:客户关系管理模型, 客户关系管理的博弈改变者与关键策略
引言
CRM 是客户关系管理的简称。它的特征在于公司与客户的沟通,无论是销售还是服务相关的。客户关系管理这一术语经常用来解释企业客户关系,客户关系管理系统也以同样的方式被用来处理商业联系, 赢得客户,达成合同和赢得销售。
客户关系管理通常被考虑作为一个业务策略，从而使企业能够:
*了解客户
*通过更好的客户体验留住客户
*吸引新客户
*赢得新客户和达成合同
*提高盈利
*减少客户管理成本
*通过服务台等工具软件,电子邮件组织者和不同类型的企业应用程序，企业业务经常寻求个性化的在线体验。
设计精良的客户关系管理包括以下特征:
1．客户关系管理是一种以顾客为中心并以客户投入为基础的服务响应，一
对一的解决客户的必需品, 买家和卖家服务中心直接在线互动,帮助客户解决他们的疑问。
2．销售能力自动化——这个工作可以应用于商品促销分析,自动跟踪客户的账户历史频繁的销售或销售前景,并协调销售、营销、客户服务中心零售商店为理解销售能力自动化。
3．使用技术——其特性是根据技术趋势和技能的价值传递，使用技术来提供“即时”客户数据。应用数据仓库技术,以聚合交易信息,融合客户关系管理解决方案信息,并提供关键性能指标。
4．机会管理——该功能有助于公司管理能力的提升，并通过实施好的预测模型整合销售历史以获得而预测销售。
文献综述
客户关系管理是1990 年席卷商业界的宏伟概念之一，希望永远改变企业与他们客户的商业方式。然而,就短期来看,因种种原因，它被证明是一个不适用的方法,其理论上要好于实践。首先，在跟踪和保持高容量的记录中需要不断精确化和更新，这看来是如此的困难。
然而,在过去的几年里,更新的软件系统和高级跟踪功能大大提高了客户关系管理能力，客户关系管理的真正承诺已成为现实。由于不断更新的价格,更多可定制的网络解决方案冲击了市场;竞争导致价格下降,所以,即使是规模相对较小的企业，也从客户关系管理项目得到了一些益处。
一开始……
1980 年出现的数据库营销,仅仅在口头上规定建立客户服务组织，单独与一个公司的所有客户进行沟通。
在大多数情况下,关键客户端是一个有价值的工具,能保持沟通渠道的畅通和定制服务客户的需求。然而,对于小客户来说,它倾向于提供重复、近似调查的信息，凌乱的信息数据库，并没有提供任何见解。随着企业开始追踪数据库信息,他们意识到需要在大多数情况下考虑,他们经常买什么,他们花费什么,他们做了什么。
1990 年的推进
1990 年，公司开始改进客户关系管理。这已不是简单地收集数据供自己使用,他们开始回馈顾客，不仅依据明显改善客户服务的目标,而且以激励、礼物和其他津贴的方式获得客户忠诚度。
由当前熟悉的传单计划开始,包括信用卡消费积分，以及以客户关系管理中跟踪客户活动和消费模式为基础的其他资源。客户关系管理现在被用来增加被动销售以及积极改善客户服务。
最近几年……
2002 年,甲骨文公司发布了他们的90 天计划客户关系管理的解决方案，通过公司办公室快速实施客户关系管理。方案的提供是设置核心业务的需求。
同样在2002 年(客户关系管理飞速发展的一年)，美国的服务访问点开始使用“中间设备”中心,它能连接服务访问点系统外部前台和后台系统，实行统一操作,联系合作伙伴、员工，及闭关环节中的程序和技术。
西贝尔基于持续的业务主要是企业规模交易，愿意在客户关系管理系统中投资数百万, 2001 年投资达21 亿。然而,在2002 年和2003年收入出现下跌，几家规模较小的客户关系管理公司作为ASP(应用服务提供商) 也加入了战局。这些公司,包括UpShot、网速公司和SalesNet,提供企业客户关系管理跟踪和数据管理而没有传统高成本的客户关系管理在2003 年10 月出现,西贝尔与国际商业机器公司合作推出客户关系管理。他们开始托管每月客户关系管理解决方案。每月的应用服务供应商号令,别人看来是西贝尔日益混乱的品牌标识和市场份额的损失。西贝尔建立UpShot 公司几个月后，他们开始平滑过渡到应用服务供应商市场。这是一个成功的举动。
竞争者的微软, 告诉我们结果是什么还为时过早,但似乎他们可能得到一些小企业的份额,并倾向于收购基于熟悉和可用性的企业。应用服务供应商的受欢迎程度将继续增长,尤其是在中型企业中,因此一些公司如网速公司、SalesNet 和西贝尔的公司需求越来越大。互联网上的客户关系管理进入了一个新时代!
市场营销学者正在研究客户关系管理的性质和范围,买家和卖家之间合作的价值和过程也逐渐概念化。许多学者对营销的几个分支学科感兴趣，如渠道、服务营销、企业对企业营销、广告学等等,也正积极地参与研究和探索管理顾客关系的概念基础中去。他们乐于研究客户分类和选择性的策略和流程;调和与个别客户的关系,大客户管理和客户业务开发流程; 频繁行销、忠诚度计划、交叉销售和向上销售机会;以及同客户合作的各种形式，包括联合品牌、联合营销,公司的发展和其他形式的战略联盟(帕维提亚，舍特,2000 年)。其他学科的学者,尤其是那些对信息系统和决策技术领域感兴趣学者,也探索新的方法和技术,创建有效的前线信息系统(FIS)，有效地管理与顾客的关系。一些软件工具和技术声称引入商
业应用程序解决各个方面客户关系管理的方案。大多数工具承诺通过提供重要信息个性化与客户之间的关系。技术,如协同过滤、基于规则的专家系统、人工智能和关系数据库也越来越多的被应用于开发企业级解决方案来管理客户之间信息的相互交流。本文的目的是评估这些应用程序的工具和技术。我们的目标是在概念上提供理解客户关系管理领域的基础。为此,我们开发了一个框架，以理解客户关系管理战略和实施的各个方面。
客户关系管理的五个关键策略
但究竟客户关系管理可能带来的好处是什么呢?虽然今天的市场上信奉的方法有很多,但公司使用这五种策略才能在非决定性的经济条件下生存和繁荣:
1. 关注现有客户
2．最大化的收入机会
3．用较少的资源做更多的事
4．降低运营成本
5．优化现有的信息技术资产
在商业界，维护现有客户比获得新客户明显更便宜是共同常识。通过向员工提供即时访问能获得可操作的客户数据,组织可以更好的识别恰当的顾客,提高他们的忠诚度,最大限度地发挥其盈利能力。
客户关系管理的好处
大多数企业意识到最大的好处是，移动客户关系管理系统直接来自所有业务数据存储并从单一的位置进行访问。接触客户关系管理系统之前,客户数据分散在办公文件、电子邮件系统、移动电话数据甚至纸笔记卡和名片盒中。各部门在中央位置存储的所有数据(例如销售、营销、客户服务和人力资源)给了管理层和员工立获得最新数据的机会。部门可以与客户关系管理系统轻松协作,它能帮助组织培养高效的自动化流程以改进业务流程。
其他好处包括能360 度的了解所有客户信息,了解客户和普通市场想要与集成现有应用程序以整合所有的业务信息。
结论
随着经济情况的继续波动,许多组织都在问自己寻求什么策略可以带来实实在在的商业利益。在经济增长的过程中,企业努力扩大其客户基础,花大力刺激经济增长点。然而当资金紧张时，现有客户关系发展的重要性越来越显现出来，作为组织寻求具有成本效益的方式以获得业务扩张。虽然没有特效药或者灵丹妙药,
客户关系管理(CRM)解决方案可以为可持续发展提供基础,使组织在不确定的时期生存和繁荣。通过投资运营效率,组织可以节省开支,在环境情况有所改善时更好的获得定位。通过专注于他们的客户,他们可以继续培养业务,巩固关键关系,更好的利用收益机会。
附件2：外文原文（复印件）
文献出处：Goy Kakus. THE RESEARCH OFCUSTOMER RELATIONSHIP MANAGEMENT STRATEGY [J]. International Journal of Management Research & Review, 2017, 1(9): 624-635.
THE RESEARCH OFCUSTOMER RELATIONSHIP
MANAGEMENT STRATEGY
Goy Kakus
ABSTRACT
Customer relationship management solutions provide you with the customer business data to help you provide services or products that your customers want, provide better customer service, cross-sell and up sell more effectively, close deals,
retain current customers and better understand who your customer are. This paper explores the advantage of the model of CRM in getting, keeping &growing strategy. However, there is a tremendous amount of confusion regarding its domain and meaning. This paper also explains the conceptual foundations of CRM by examining the literature on relationship marketing and other disciplines that contribute to the knowledge of CRM.
Keywords: CRM Model, Game changer& key strategies with CRM.
INTRODUCTION
CRM is the short form for Customer Relationship Management. It entails all characteristic of communication that a corporation has with its client, whether it is sales or service-related. While the term customer relationship management is most frequently used to explain a business-customer relationship, CRM system is used in the same way to handle business links, clients, contract wins and sales leads.
Customer Relationship Management is often consideration of as a business policy that enables businesses to:
* know the customer
* Retain customers through better customer experience
* Magnetize new customer
* Win new clients and contracts
* Boost profitably
* Reduce customer management costs
* Business frequently looking for ways to personalize online experience through tools such as help-desk software, email organizers and dissimilar types of enterprise applications. Well-designed CRM includes the following characteristics:
1. Customer Relationship Management is a customer-oriented aspect with service response based on client input, one-to-one solutions to customers' necessities, direct online interactions with buyer and customer service centers that facilitate customers solve their query.
2. Sales force automation- This job can apply sales promotion analysis, automate tracking of a client's account history for frequent sales or prospect sales, and also
coordinate sales, marketing, call centers, and retail outlets in order to understand the sales force automation.
3. Use of technology- This feature is about following the technology trend and skills of value delivering using technology to make "up-to-the-second" customer data available. It applies data warehouse technology in order to aggregate transaction information, to merge the information with CRM solutions, and to provide Key Performance Indicators.
4. Opportunity management- This feature helps the company to manage impulsive growth and demand and implement a good forecasting model to integrate sales history with sales projections.
LITERATURE REVIEW
CRM is one of those magnificent concepts that swept the business world in the 1990's with the promise of forever changing the way businesses small and large interacted with their customer bases. In the short term, however, it proved to be an unwieldy process that was better in theory than in practice for a variety of reasons. First among these was that it was simply so difficult and expensive to track and keep the high volume of records needed accurately and constantly update them.
In the last several years, however, newer software systems and advanced tracking features have vastly improved CRM capabilities and the real promise of CRM is becoming a reality. As the price of newer, more customizable Internet solutions have hit the marketplace; competition has driven the prices down so that even relatively small businesses are reaping the benefits of some custom CRM programs.
In the beginning...
The 1980's saw the emergence of database marketing, which was simply a catch phrase to define the practice of setting up customer service groups to speak individually to all of a company's customers. In the case of larger, key clients it was a valuable tool for keeping the lines of communication open and tailoring service to the client's needs.
In the case of smaller clients, however, it tended to provide repetitive, survey-like information that cluttered databases and didn't provide much insight. As companies began tracking database information, they realized that the bare bones were all that
was needed in most cases: what they buy regularly, what they spend, what they do.
Advances in the 1990's
In the 1990's companies began to improve on Customer Relationship Management by making it more of a two-way street. Instead of simply gathering data for their own use, they began giving back to their customers not only in terms of the obvious goal of improved customer service, but in incentives, gifts and other perks for customer loyalty.
This was the beginning of the now familiar frequent flier programs, bonus points on credit cards and a host of other resources that are based on CRM tracking of customer activity and spending patterns. CRM was now being used as a way to increase sales passively as well as through active improvement of customer service.
The last few years...
In 2002, Oracle released their Global CRM in 90 Days package that promised quick implementation of CRM throughout company offices. Offered with the package was a set fee service for set-up and training for core business needs. .
Also in 2002 (a stellar year for CRM), SAP America's meySAP began using a "middleware" hub that was capable of connecting SAP systems to externals and front and back office systems for a unified operation that links partners, employees, process and technologies in a closed-loop function.
Siebel consistently based its business primarily on enterprise size businesses willing to invest millions in CRM systems, which worked for them to the tune of $2.1 billion in 2001. However, in 2002 and 2003 revenues slipped as several smaller CRM firms joined the fray as ASP's (Application Service Providers). These companies, including UpShot, NetSuite and SalesNet, offered businesses CRM-style tracking and data management without the high cost of traditional CRM start-up in October of 2003, Siebel launched CRM on demand in collaboration with IBM. Their entry into the hosted, monthly CRM solution niche hit the marketplace with gale force. To some of the monthly ASP's it was a call to arms, to others it was a sign of Siebel's increasing confusion over brand identity and increasing loss of market share. In a stroke of genius, Siebel acquired UpShot a few months later to get them started and smooth their transition into the ASP market. It was a successful move.
With Microsoft now in the game, it's too soon to tell what the results will be, but it seems likely that they may get some share of small businesses that tend to buy based on familiarity and usability. ASP's will continue to grow in popularity as well, especially with mid-sized businesses, so companies like NetSuite, SalesNet and Siebel's On Demand will thrive. CRM on the web has come of age!
Marketing scholars are studying the nature and scope of CRM and are developing conceptualizations regarding the value and process of cooperative and collaborative relationships between buyers and sellers. Many scholars with interests in several subdisciplines of marketing, such as channels, services marketing, business-to-business marketing, advertising, and so forth, are actively engaged in studying and exploring the conceptual foundations of managing relationships with customers. They are interested in strategies and processes for customer classification and selectivity; one-tone relationships with individual customers; key account management and customer business development processes; frequency marketing, loyalty programs, cross-selling and up-selling opportunities; and various forms of partnering with customers including co-branding, joint-marketing, co development, and other forms of strategic alliances (Parvatiyar &Sheth, 2000). Scholars from other academic disciplines, particularly those interested in the area of information systems and decision technologies, are also exploring new methodologies and techniques that create efficient frontline information systems (FIS) to effectively manage relationships with customers. Several software tools and technologies claiming solutions for various aspects of CRM have recently been introduced for commercial application. The majority of these tools promise to individualize and personalize relationships with customers by providing vital information at every point in the interface with the customer. Techniques such as collaborative filtering, rule-based expert systems, artificial intelligence, and relational databases are increasingly being applied to develop enterprise level solutions for managing information on customer interactions. The purpose of this paper is not to evaluate these application tools and technologies. Those aspects are considered elsewhere by the authors as well as by several commercial research organizations, such as Forrester Research and the Gartner Group. Our objective is to provide a conceptual foundation for understanding the domain of
customer relationship management. To do so, we develop a framework for understanding the various aspects of CRM strategy and implementation.
CRM SOFTWARE
Selecting a Customer Relationship Management program means finding the software that fits the company's needs. CRM software comes with many features and tools, and despite the fact that many of CRM products offer alike feature sets, there are some unique tools in each one. Programs can be divided into categories by the following criteria: Features mean how well it integrates with other applications (ex. Outlook, Gmail, iCall etc.) and how available information is. It covers everything from calendar alerts and to-do lists to mobile access and synchronization capabilities. Contact information ranking outlines the program's ability to store specific information for each contact. Business world is a fast-paced so managers are needs to be able to access customer's information quickly. Sales and marketing tools designed to help and sustain current clients and gain new ones. Important that this tools help find campaigns with positive ROI and those that are not performed. Ease of use is about app's design. Programs are checked on clean, quick navigation and easy-to-locate of the most important items. Help and support is about what support Customer Relationship Management software producer provides for their product RESEARCH METHODOLOGY
This research paper is based on the secondary sources of data collected from Books, Journals, various research papers, different reports published by Govt. &other agencies, newspaper &internet.
Five Key Strategies with CRM
But what exactly does CRM enable and what are the possible benefits? While there are surely many approaches being espoused in the market today, there are five main strategies that companies can employ to survive and thrive during indecisive economic conditions:
1. Focus on existing customers
2. Maximize revenue opportunities
3. Do more with less
4. Reduce operational costs
5. Optimize existing IT assets
It is common knowledge in business circles that it is appreciably cheaper to maintain existing customers than to attain new ones. By providing employees with immediate access to actionable customer data, organizations can better recognize the right customers, enhance their loyalty, and maximize their profitability.
Effective customer retention begins with knowledge. Companies should assemble a complete customer profile that allows users to see all demographic data, interactions, communications, and purchases made. This information, combined with robust segmentation and analysis tools, enables organizations to better gauge the profitability of each customer. Organizations can then create programs and policies appropriate with the customer's profitability. For example, organizations can configure call routing systems to automatically identify highvalue customers and route them to premium customer service representatives. Or with access to key metrics agents may be empowered to provide on-the-spot discounts balanced with each customer's value. But routing the call is only the beginning. In today's market customers want quality not quantity of information. Customer service agents should be empowered to resolve issues more fast by being equipped with a complete client history and a full view of service incidents so they can zero in on relevant facts and provide the appropriate service or product. And with access to order and invoice information within the CRM system itself, customer service agents can quickly answer billing questions without tedious transfers to other departments. As important as efficient inbound communication is, it is proactive, relevant communication that often endears an organization to its customers. For example, organizations can set up an automated process to alert affected customers of possible issues, such as product defects, and then automatically send out proactive communications to keep their customer base informed. Or they can set up a simple process to automatically send out timely messages, like birthday cards or product vouchers based on a specific date or long customer loyalty to show appreciation to the customer. It is often these "little things" that strengthen the connection between company and customer. With 360- degree customer views, insightful analytics, and streamlined customer service capabilities, MicrosoftDynamics CRM allows organizations to better identify, service, and retain
customers.
Establishing customer loyalty is only half of the equation. Organizations also need to maximize the profitability of their existing customers and better capitalize on revenue opportunities. Organizations can use robust segmentation and data mining capabilities to identify trends and patterns that indicate key selling scenarios based on buying behavior, demographics, or other criteria. Taken to another level, organizations might leverage leading indicators such as life-time value (LTV) to predict future profitability and use that information as the basis for more accurate lead scoring and effective sales engagement
BENEFITS OF CUSTOMER RELATIONSHIP MANAGEMENT
The biggest benefit most businesses realize when moving to a CRM system comes directly from having all your business data stores and accessed from a single location. Before CRM systems, customer data was spread out over office productivity suite documents, email systems, mobile phone data and even paper note cards and Rolodex. Storing all the data from all departments (e.g. sales, marketing, customer service and HR) in a central location gives management and employees immediate access to the most recent data when they need it. Departments can collaborate with ease and CRM systems and it helps and organization to develop efficient automated process to improve business processes.
Other benefits include a 360-degree view of all customer information, knowledge of what customers and the general market wants and integration with your existing applications to consolidate all business information.
CONCLUSION
As the economic environment continues to fluctuate, many organizations are asking themselves what strategies they can pursue to bring tangible business benefits while taking stock of the economic conditions. In a growth economy, businesses typically work hard to expand their customer base and spend aggressively to stoke the growth engine. When money is tight however, existing customer relationships grow in importance as organizations seek a cost-effective way to nurture business expansion. And while there is no magic pill or panacea, customer relationship management (CRM) solutions can provide the foundation for sustainable growth and enable organizations
to survive and thrive in these uncertain times. By investing in operational efficiencies, organizations can save money over time and find themselves better positioned to take the lead when times improve. By focusing on their customers, they can continue to nurture the business, strengthen critical relationships, and better capitalize on revenue opportunities.
世界贸易和国际贸易【外文翻译】
外文翻译 原文 World Trade and International Trade Material Source:https://www.360docs.net/doc/8612361854.html, Author: Ted Alax In today’s complex economic world, neither individuals nor nations are self-sufficient. Nations have utilized different economic resources; people have developed different skills. This is the foundation of world trade and economic activity. As a result of this trade and activity, international finance and banking have evolved. For example, the United States is a major consumer of coffee, yet it does not have the climate to grow any or its own. Consequently, the United States must import coffee from countries (such as Brazil, Colombia and Guatemala) that grow coffee efficiently. On the other hand, the United States has large industrial plants capable of producing a variety of goods, such as chemicals and airplanes, which can be sold to nations that need them. If nations traded item for item, such as one automobile for 10,000 bags of coffee, foreign trade would be extremely cumbersome and restrictive. So instead of batter, which is trade of goods without an exchange of money, the United State receives money in payment for what it sells. It pays for Brazilian coffee with dollars, which Brazil can then use to buy wool from Australia, which in turn can buy textiles Great Britain, which can then buy tobacco from the United State. Foreign trade, the exchange of goods between nations, takes place for many reasons. The first, as mentioned above is that no nation has all of the commodities that it needs. Raw materials are scattered around the world. Large deposits of copper are mined in Peru and Zaire, diamonds are mined in South Africa and petroleum is recovered in the Middle East. Countries that do not have these resources within their own boundaries must buy from countries that export them. Foreign trade also occurs because a country often does not have enough of a particular item to meet its needs. Although the United States is a major producer of sugar, it consumes more than it can produce internally and thus must import sugar.
毕业论文外文文献翻译-数据库管理系统的介绍
数据库管理系统的介绍 Raghu Ramakrishnan1 数据库（database,有时拼作data base）又称为电子数据库，是专门组织起来的一组数据或信息，其目的是为了便于计算机快速查询及检索。数据库的结构是专门设计的，在各种数据处理操作命令的支持下，可以简化数据的存储，检索，修改和删除。数据库可以存储在磁盘，磁带，光盘或其他辅助存储设备上。 数据库由一个或一套文件组成，其中的信息可以分解为记录，每一记录又包含一个或多个字段（或称为域）。字段是数据存取的基本单位。数据库用于描述实体，其中的一个字段通常表示与实体的某一属性相关的信息。通过关键字以及各种分类（排序）命令，用户可以对多条记录的字段进行查询，重新整理，分组或选择，以实体对某一类数据的检索，也可以生成报表。 所有数据库（最简单的除外）中都有复杂的数据关系及其链接。处理与创建，访问以及维护数据库记录有关的复杂任务的系统软件包叫做数据库管理系统（DBMS）。DBMS软件包中的程序在数据库与其用户间建立接口。（这些用户可以是应用程序员，管理员及其他需要信息的人员和各种操作系统程序）。 DBMS可组织，处理和表示从数据库中选出的数据元。该功能使决策者能搜索，探查和查询数据库的内容，从而对在正规报告中没有的，不再出现的且无法预料的问题做出回答。这些问题最初可能是模糊的并且（或者）是定义不恰当的，但是人们可以浏览数据库直到获得所需的信息。简言之，DBMS将“管理”存储的数据项，并从公共数据库中汇集所需的数据项以回答非程序员的询问。 DBMS由3个主要部分组成：（1）存储子系统，用来存储和检索文件中的数据；（2）建模和操作子系统，提供组织数据以及添加，删除，维护，更新数据的方法；（3）用户和DBMS之间的接口。在提高数据库管理系统的价值和有效性方面正在展现以下一些重要发展趋势； 1.管理人员需要最新的信息以做出有效的决策。 2.客户需要越来越复杂的信息服务以及更多的有关其订单，发票和账号的当前信息。 3.用户发现他们可以使用传统的程序设计语言，在很短的一段时间内用数据1Database Management Systems( 3th Edition ),Wiley ,2004, 5-12
国际贸易中的企业【外文翻译】
外文翻译 原文 Firms in International Trade Material Source: https://www.360docs.net/doc/8612361854.html, Author: Andrew B. Bernard For most of its lengthy history the field of international trade largely ignored the role of the firm in mediating the flow of goods and services. Traditional trade theory explained the flow of goods between countries in terms of comparative advantage, that is, variation in the opportunity costs of production across countries and industries. Even the research focusing on differentiated varieties and increasing returns to scale that followed Helpman and Krugman continued to retain the characterization of the representative firm.?However, the assumption of a representative firm, while greatly enhancing the tractability of general equilibrium analysis, is emphatically rejected in the data. My research over the past decade has been an attempt to explore international trade from below: to understand the decisions of heterogeneous firms in shaping international trade and their effects on productivity growth and welfare. Firm Heterogeneity and Trade My early work with J. Bradford Jensen was motivated by a simple question: what do we know about firms that trade? The answer at the time was "very little" and our initial efforts focused on locating firm-level data and describing the world of exporting firms. Our first study compared exporters and non-exporters for the entire U.S. manufacturing sector and established a set of facts about exporting plants and firms.?Two major results stand out. First, only a small fraction of firms are exporters at any given time. Even in sectors where the United States is thought to have comparative advantage, such as Instruments, a majority of firms produce only for the domestic market. Similarly, some firms are exporting even in net import sectors such as Textiles and Apparel. Second, exporters are substantially and significantly different than non-exporters, even in the same industry and region. Exporters are dramatically larger, more productive, pay higher wages, use more skilled workers, and are more technology- and capital-intensive than their non-exporting counterparts. In related
市场营销_外文翻译_外文文献_英文文献_顾客满意策略与顾客满意
顾客满意策略与顾客满意营销 原文来源：《Marketing Customer Satisfaction 》自20世纪八十年代末以来, 顾客满意战略已日益成为各国企业占有更多的顾客份额, 获得竞争优势的整体经营手段。 一、顾客满意策略是现代企业获得顾客“货币选票”的法宝随着时代的变迁, 社会物质财富的极大充裕, 顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代, 到了20世纪八十年代末进入了情感消费时代。在我国, 随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时代, 到今天也逐步迈进情感消费时代。在情感消费时代, 各企业的同类产品早已达到同时、同质、同能、同价, 消费者追求的已不再是质量、功能和价格, 而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位, 以及超越消费者期望值的售前、售中、售后服务和咨询。也就是说, 今天人们所追求的是具有“心的满足感和充实感”的商品, 是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。 与消费者价值追求变化相适应的企业间的竞争, 也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争, 即顾客满意竞争。这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。这些综合形象力和如何合成综合持久的竞争力, 这就是CSft略所要解决的问题。CS寸代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号, 而是以实实在在的行动为基础的企业经营的一门新哲学。企业不再以质量达标, 自己满意为经营理念, 而是以顾客满意, 赢得顾客高忠诚度为经营理念。企业经营策略的焦点不再以争取或保持市场占有率为主, 而是以争取顾客满意为经营理念。因此, 营销策略的重心不再放在竞争对手身上而是放在顾客身上, 放在顾客现实的、潜在的需求上。当企业提供的产品和服务达到了顾客事先的期望值, 顾客就基本满意；如果远远超越顾客的期望值, 且远远高于其他同行, 顾客才真正满意；如果企业能不断地或长久地令顾客满意, 顾客就会忠诚。忠诚的顾客不仅会经常性地重复购买, 还会购买企业其它相关的产品或服务；忠诚的顾客不仅会积极向别人推荐他所买的产品, 而且对企业竞争者的促销活动具有免疫能力一个不满意的顾客会将不满意告诉16-20个人, 而每一个被告知者会再传播给12-15个人。这样, 一个不满意者会影响到二、三百人。在互联网普及的今天, 其影响则更大。据美国汽车业的调查, 一个满意者会引发8笔潜在的生意, 其中至少有一笔会成交。而另一项调查表明, 企业每增加5%的忠诚顾客, 利润就会增长25%-95%。一个企业的80%的利润来自20%的忠诚顾客；而获取一个新顾客的成本是维持一个老顾客成本的6倍。所以,美国著名学者唐?佩 珀斯指出: 决定一个企业成功与否的关键不是市场份额, 而是在于顾客份额。 于是, 企业纷纷通过广泛细致的市场调研、与消费者直接接触、顾客信息反馈等方式来了解顾客在各方面的现实需求和潜在需求。依靠对企业满意忠诚的销售、服务人员, 定期、定量地对顾客满意度进行综合测定, 以便准确地把握企业经营中与“顾客满意” 目标的差距及其重点领域, 从而进一步改善企业的经营活动。依靠高亲和力的企业文化、高效率的人文管理和全员共同努力, 不断地向顾客提供高附加值的产品, 高水准的亲情般的服
酒店服务质量管理外文文献翻译
文献出处：Borkar S, Koranne S. Study of Service Quality Management in Hotel Industry [J]. Pacific Business Review International, 2014, 6(9): 21-25. 原文 Study of Service Quality Management in Hotel Industry Borkar; Sameer Abstract It is an attempt to understand the role of quality improvement process in hospitality industry and effectiveness in making it sustainable business enterprise. It is a survey of the presently adopted quality management tools which are making the hotels operations better focused and reliable and meet the customer expectations. Descriptive research design is used to know the parameters of service quality management in hospitality industry. Exploratory research design is undertaken to dig out the service quality management practices and its effectiveness. Data analysis is done and presented; hypothesis is tested against the collected data. Since the industry continuously tries to improve upon their services to meet the levels of customer satisfaction; Study presents tools for continuous improvement process and how it benefits all the stake holders. It can be inferred from the study that the hotel implement continuous improvement process and quality management tools to remain competitive in the market. The study involves hotels of highly competitive market with limited number of respondents. This limits the study to hotel industry and has scope of including other hospitality service providers as well. Keywords:Customer Satisfaction, Perception, Performance Measurement, Continuous, Improvement Process. Introduction It has brought paradigm shifts in the operations of hospitality industry. The overall perspective of the industry is changed due to introduction of new techniques
国际贸易、市场营销类课题外文翻译——市场定位策略(Positioning_in_Practice)
Positioning in Practice Strategic Role of Marketing For large firms that have two or more strategic business units (SBUs), there are generally three levels of strategy: corporate-level strategy, strategic-business-unit-level (or business-level) strategy, and marketing strategy. A corporate strategy provides direction on the company's mission, the kinds of businesses it should be in, and its growth policies. A business-level strategy addresses the way a strategic business unit will compete within its industry. Finally, a marketing strategy provides a plan for pursuing the company's objectives within a specific market segment. Note that the higher level of strategy provides both the objectives and guidelines for the lower level of strategy. At corporate level, management must coordinate the activities of multiple strategic business units. Thus the decisions about the organization's scope and appropriate resource deployments/allocation across its various divisions or businesses are the primary focus of corporate strategy.Attempts to develop and maintain distinctive competencies tend to focus on generating superior financial, capital, and human resources; designing effective organizational structures and processes; and seeking synergy among the firm's various businesses. At business-level strategy, managers focus on how the SBU will compete within its industry. A major issue addressed in business strategy is how to achieve and sustain a competitive advantage. Synergy for the unit is sought across product-markets and across functional department within the unit. The primary purpose of a marketing strategy is to effectively allocate and coordinate marketing resources and activities to accomplish the firm's objectives within a specific product-market. The decisions about the scope of a marketing strategy involve specifying the target market segment(s) to pursue and the breadth of the product line to offered. At this level of strategy, firms seek competitive advantage and synergy through a well-integrated program of marketing mix elements tailored to the needs and wants of customers in the target segment(s). Strategic Role of Positioning Based on the above discussion, it is clear that marketing strategy consists of two parts: target market strategy and marketing mix strategy. Target market strategy consists of three processes: market segmentation, targeting (or target market selection), and positioning. Marketing mix strategy refers to the process of creating a unique
管理信息系统外文翻译
管理信息系统外文翻译-标准化文件发布号：（9456-EUATWK-MWUB-WUNN-INNUL-DDQTY-KII
英文文献翻译 二〇年月日
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外文翻译---国际贸易单证的作用
附录 F.1英文参考资料及中文翻译 F. 1 .1international trade documents role General international trade documents (international trade documents) is the international trade of use all the documents, documents and certificates collectively. Usually with international trade documents to deal with in and out of delivery of the goods El, transportation, insurance, inspection and quarantine, customs declaration, the settlement of exchange, etc. Special international trade documents usually refers to the settlement documents, especially the l/c under the way of settlement of documents. International trade documents and the use of import and export trade program closely related, the documents in the import and export enterprise work throughout the export, purchase, transportation, the whole process of the proceeds, the effort is big, timeliness strong, is broad, in addition to import and export enterprise internal between various departments the cooperation with the outside, still must and bank, customs, transportation department, insurance companies, the inspection and quarantine agencies and the relevant administrative authorities happen various contact, linked together, mutual influence, also are conditions. International trade documents for the performance of a contract is necessary means International trade is the transnational goods business, due to the particularity of the multinational business, which is the purchase and sale of the different departments are located in different countries, are remote, in most cases, the goods and payment can't perform simple direct exchange, but only as the medium of exchange with documents means. The international trade of the documents that sales of goods through the documents realization sale, the seller should not only will the actual delivery of goods export shipment, and should submit to the buyer include the title to the goods vouchers, complete documents to show real assignment. The seller/p means that the delivery of the goods, and the buyer payment is get to buy goods on behalf of property rights certificate, the deal is no longer with the goods as the core, but with documents as the core. Documents and payment of the convection principle has become the international trade of general principles of the commodity business. As international trade experts "; m Cardiff in the export trade in his book mentioned: "from a business perspective, can say CIF the purpose of the contract is not the buying and selling of goods itself, but the documents relating to the goods business." What say here "documents" is the international trade of documents. International trade documents many kinds, every kind of documents has its
客户盈利能力分析中英文对照外文翻译文献
客户盈利能力分析中英文对照外文翻译文献 客户盈利能力分析中英文对照外文翻译文献(文档含英文原文和中文翻译)
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供应商质量管理文献翻译(外文翻译-中英对照)
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