国际营销英文文献
国际营销【外文翻译】
国际营销【外文翻译】外文翻译原文International MarketingMaterial Source: International BusinessAuthor: Ricky W. Griffin & Michael W. PustayInternational Marketing ManagementAn international firm’s marketing activities often are organized as a separate and self-contained function within the firm. Yet that function both affects and is affected by virtually every other organizational activity. These interrelationships make international marketing management a critical component of international business success. International marketing management encompasses a firm’s efforts to ensure that its international marketing activities mesh with the firm’s efforts to ensure that its international marketing activities mesh with the firm’s corporate strategy, business strategy, and other functional strategies.International Marketing and business strategiesA key challenge for a firm’s marketing managers is to adopt an international marketing strategy that supports the firm’s overall business strategy. Business strategy can take one of three forms; differentiation, cost leadership, or focus.A differentiation strategy requires marketing managers to develop products as well as pricing, promotional, and distri bution tactics that differentiate the firm’s products or services from those of its competitors in the eyes of customers. Differentiation can be based on perceived quality, fashion, reliability, or other salient characteristics, as the marketingmanagers of such products as Rolex watches, BMW automobiles, and Montblanc penssuccessfully have shown. Assuming the differentiation can be communicated effectively to customers, the firm will be able to charge higher prices for its prices for its product or insulate itself from price competition from lesser brands. For example, Rolex, which has successfully implemented a differentiation strategy, does not need to cut the price for its diamond-faced $15,000 watches whenever Target advertises Timex quartz watches for $39.95.Alternatively, a firm may adopt an international business strategy that stresses its overall cost leadership. Cost leadership can be pursued and achieved through systematic reductions in production and manufacturing costs, reductions in sales costs, the acceptance of lower profit margins , the use of less expensive materials and component parts, or other means. Marketing managers for a firm adopting this strategy will concentrate their promotional efforts on advertising the low price of the product and will utilize channels of distribution that allow the firm to keep the retail price low –for example，by selling through discounters rather than through fashionable boutiques. Texas Instruments calculators, Kia automobiles, and Bic pens all are marketed using a cost leadership strategy. And Timex’s cost leadership approach has allowed it to thrive in the large market for low-price watches.A firm also may adopt a focus strategy. In this case marketing managers will concentrate their efforts on particular segments of the consumer market or on particular areas or regions within a market. International marketing managers will need to concentrate on getting the appropriate message regarding the firm’s products or services to the various selected targetmarkets. For example, the Swiss watchmaker Ste. Suisse Microelectroniqueet d’Horlogerie SA(SMH), which manufactures Swatch watches, focuses its marketing efforts on selling this inexpensive line of watches to young, fashion-oriented consumers in Europe, North America, and Asia. “Emerging Opportunities” demonstrates how one Chinese entrepreneur used the Internet as a key ingredient in implementing his focus strategy.A critical element for a firm’s success is the congruency of its international marketing efforts with its overall business strategy. Timex, Rolex, and SMH-all watchmakers-have chosen different strategies, yet all are successful internationally because they match their international marketing efforts to their business strategies. leadership strategy implies that the firm must seek out low-cost suppliers globally and sell its watches in discount stores such as Wal-Mart, rather than in fashionable department stores such as Fifth Avenue and Harrod’s. Rolex’s differentiation strategy, based on the firm’s care fully nurtured worldwide image, might collapse if Rolex distributed its watches through armies of street vendors stationed in front of subway stations throughout the world, rather than through a handful of chic and expensive horologists located on the most fashionable avenues of the world’s most glamorous cities. Similarly, SMH does not advertise swatch watches to the upper-class, middle-aged audiences of Town and Country and Architectural Digest or to the predominantly male readership of Field and Stream and popular Electronics. It doesadvertise its wares in the U.S., Chinese, and French editions of Elle, which are read by demographically similar young, trendy female audiences—the target of its focus strategyHaving adopted an overall international business strategy, a firm must assess where it wants to do business. Decisions about whether to enter a particular foreign market are derived from and must be consistent with the firm’s overall business strategy. For example, the steady economic growth of such low-to-middle-income countries as Costa Rica, Namibia, Poland, and Turkey offers exciting new business opportunities for Timex but not necessarily for Rolex.Because of budget and resource limitations, international firms must carefully assess countries and rank them according to their potential for the firms’ products. Influencing this ranking may be factors such as culture, levels of competition, channels of distribution, and availability of infrastructure. Depending on the nature of the product and other circumstances, a firm may choose to enter simultaneously all markets that meet certain acceptability criteria. For example, consumer goods marketers like Nike and Coca-Cola often introduce new products broadly throughout North America or Europe to maximize the impact of their mass media advertising campaigns. Alternatively, a firm may choose to enter markets one by one, in an order based on their potential to the firm. Caterpillar, for example, .uses this approach because its marketing strategy is based on the painstaking development of strong local dealerships, not glitzy TV campaigns highlighting the endorsements of the latest music and sports stars.The Marketing MixAfter an international firm has decided to enter a particular foreign market, further marketing decisions must be made. In particular, international marketing managers must address four issues:1.How to develop the firm’s product(s)2.How to price those products3.How to sell those products4.How to distribute those products to the firm’s c ustomersThese elements are collectively known as the marketing mix and colloquially referred to as the four Ps of marketing: product, pricing, promotion, and place(or distribution). International marketing-mix issues and decisions parallel those of domestic marketing in many ways, although they are more complex. The array of variables international marketing managers must consider is far broader, and theinterrelationships among those variables far more intricate, than is the case for domestic marketing managers. Before we discuss these complexities, however, we need to focus on another important issue in international marketing—the extent to which an international firm should standardize its marketing mix in all the countries it enters.Standardization versus CustomizationA firm’s marketers usually choose from three basic approaches in deciding whether to standard ize or customize their firm’s marketing mix:1. Should the firm adopt an ethnocentric approach, that is, simply market its goods internationally the same way it does domestically?2. Should it adopt a polycentric approach, that is, customize the marketing mix to meet the specific needs of each foreign market it serves?3. Should it adopt a geocentric approach, that is, analyze the needs of customers worldwide and then adopt a standardized marketing mix for all the markets it serves?The ethnocentric approach is relatively easy to adopt. The firm simply markets its goods in international markets using the same marketing mix it uses domestically, thereby avoiding the expense of developing new marketing techniques to serve foreign customers. When some firms first internationalize, they adopt this approach, believing that a marketing mix that worked at home should be as successful abroad. For example, when Lands’ End targeted the German mail-order market—which on a per capita basis is the largest in the world—it deliberately replicated its U.S. marketing strategy. Stressing its “down home ”roots, the company trumpets to its U.S. consumers its location next to a rural Wisconsin cornfield, the friendliness of its operators and production staff, and its generous return policy—consumers can return all Lands’ End established its local headquarters in an old schoolhouse in the tiny, picturesque village of Mettlach on the Saar River. The company spent months training its telephone operators to ensure they would meet its standards for friendly, helpful service. It also transplanted its “no questions asked” return service, much to the consternation of its German competitors, whose policy was to accept returns only if the goods were flawed or inaccurately described in their catalogs and then only if the goods were unused and in good condition The ethnocentric approach may not be desirable, however, if the firm loses sales because it fails to take into account the idiosyncratic needs of its foreign customers. Should this be the case, successful firms will modify their marketing mixes to meet local conditions and needs after thefirms learn more about the local market.The polycentric approach is far more costly because international marketers attempt to customize the firm’s marketing mix in each market the firm enters in order to meet the idiosyncratic needs of customers in that market. Customization may increase the f irm’s revenues if its marketers are successful in this task. Firms that adopt this approach believe customers will be more willing to buy and more willing to pay a higher price for a product that exactly meets their needs than a product that does not. Often international firms that view themselves as multidomestic adopt this approach.The geocentric approach calls for standardization of the marketing mix, allowing the firm to provide essentially the same product or service in different markets and to use essentially the same marketing approach to sell that product or service globally. Coca-Cola was one of the first international businesses to adopt this approach. It sells its popular soft drink worldwide and uses essentially the same packaging, product, and advertising themes everywhere. Indeed, the contoured shape of a Coca-Cola bottle is one of the world’s most wide ly recognized images. Note that both the ethnocentric and the geocentric approaches argue for standardization of the marketing mix. A firm using the ethnocentric approach standardizes on the basis of what the firm does in its home country. A firm using the geocentric approach starts with no such home country bias. Instead, the geocentric approach considers the needs of all the firm’s customers ar ound the world and then standardizes on that basis. Standardization became popular buzzword during the 1980s, as proponents such as Kenichi Ohmae(then managing director of McKinsey &Company’s Tokyo office)argued that customers in the Triad were becoming increasingly alike, with similar incomes, educational achievements, lifestyles, and aspirations, so that expensive customization of the marketing mix by country wasless necessary. Similarly, Harvard Business School marketing guru Theodore Levitt believes th at standardization of a firm’s products and other elements of its marketing mix creates huge economies of scale in production , distribution, and promotion. By transforming these cost savings into reduced prices worldwide, Levitt argues, a firm that adopts standardization can outperform its international competitors.。
国际营销杂志【外文翻译】
外文翻译原文：Journal of International Marketing Realizing Product-Market Advantage in High-Technology International New Ventures: The Mediating Role of Ambidextrous InnovationHughes and colleagues’ study examines the pivotal role of ambidextrous innovation in the strategy performance thesis of the export ventures of high-technology international new venture firms (INVs). This follows recent developments in the international marketing literature that identify innovation ambidexterity as a fundamental enabler of international success in high-performing firms. However, to date, the literature on INVs has failed to consider ambidextrous innovation in the strategy interplay in approaching new markets overseas, and there is virtually no evidence on how INVs can achieve innovation ambidexterity. This matter is of concern because the absence of ambidexterity has been associated with substandard performance and an increased risk of failure when INVs adapt only narrowly to changes in overseas market conditions and product innovation developments are inadequately aligned to customers.Building on the resource-based view of the firm, the authors empirically examine the relationships among competitive market strategy, innovation ambidexterity, positional advantage, and export venture performance. In doing so, they bring together the export venture performance paradigm and strategy innovation framework to offer a novel conceptual model of innovation ambidexterity and export venture performance in INVs. Drawing on a quantitative study of Mexican high technology INVs, the authors find that innovation ambidexterity mines both marketing differentiation and cost leadership advantages, and together these link to export venture performance gains. The authors reveal that marketing differentiation strategy and cost leadership strategy positively influence differentiation and cost advantages, respectively; hybrid strategy inversely influences marketing differentiation advantage; and marketing differentiation strategy alone drives innovation ambidexterity.The findings have important implications for research on international marketing: First, the authors develop an integrative model that unravels how ambidextrous innovations come about and the mechanisms by which firms can gain from them. Second, they report on the interplay between competitive marketing strategies and innovation ambidexterity to demonstrate how innovation ambidexterity can prevent the competing away of positional advantages. Third, they administer the study in the context of high-technology “born regional” INVs. Thus, the results speak to an important set of firms hitherto ignored in the innovation ambidexterity debate. Fourth, they disaggregate competitive strategies and positional advantages to explain the complexity of their effects on innovation ambidexterity and export venture performance.Going Global with Innovations from Emerging Economies: Investment inCustomer Support Capabilities Pays OffThe patterns of internationalization are undergoing profound changes as a new century unfolds. Entrepreneurial new ventures from emerging economies are increasingly launching their innovative products with international markets in mind. Khavul and colleagues examine how innovative new ventures from emerging economies harvest the learning and performance outcomes of entering the global marketplace. The results show that investments in international customer support capabilities play a transformative, mediating role in the internationalization process Specifically, using a sample of firms from India and China, the study shows that when entrepreneurial firms from emerging economies possess both proprietary technology and strategic intent to internationalize, they invest in international customer support capabilities. Over time, such investments improve organizational learning and performance in international markets. The study emphasizes that investment in international customer support capabilities is critical for the success of entrepreneurial firms from emerging markets. Given that entrepreneurial firms from emerging markets face many obstacles and liabilities when they internationalize, investment in international customer support capabilities can underpin their capacity to learn from early experiences with international customers and can improve their performance outcomes. The findings suggest that innovative firms should develop a deep connection to their customers as part and parcel of their international marketing strategy.As a dynamic capability, international customer support also bridges the gap between technology, intentions, and outcomes. In the global marketplace, becoming a successful innovator requires intentionality and investment in dynamic capabilities, which enable the firm to coordinate, deploy, and reconfigure its resources Investment in international customer support capabilities signals that the firm intends to create value and is committed to understanding customer needs in the present and the future. It opens the exchange relationship and creates opportunities for the firm and its customers to jointly shape the future direction of the innovation and its value proposition. In summary, such investments indicate a customer-centric approach to marketing and position international customer support as a fundamental marketing issue.Extending the Environment–Strategy–Performance Framework: The Roles of Multinational Corporation Network Strength, Market Responsiveness, and Product InnovationBuilding on the traditional environment–strategy–performance framework, Lee examines two dominant marketing strategies (i.e., market responsiveness and product innovation) that foreign firms deploy to manage both market and technological turbulence in their host country. This research further explores the role of multinational corporation (MNC) network strength in an attempt to expand the boundary conditions of the environment–strategy–performance framework. In particular, drawing on network theory, the author examines when a foreign firm can use its MNC network strength to buffer market turbulence and technological turbulence and when the foreign firm can use it to reinforce the positive impact ofmarket responsiveness and product innovation on firm performance.Using survey data collected from 140 foreign firms in China, the author illustrates that different environmental segments affect market responsiveness and product innovation unequally. The results indicate that both market and technological turbulence lead foreign firms to focus on market responsiveness, whereas only technological turbulence determines product innovation. Regarding the role of MNC network strength, the results show that it can be a buffer alternative to marketing strategic postures in dealing with market turbulence and generating positive performance outcomes.In addition, although MNC network strength can influence the relationship between marketing strategic postures and firm performance, the study shows that it entails a characteristic that can produce mixed effects. On the one hand, MNC network strength reinforces the positive impact of market responsiveness on firm performance. On the other hand, it turns the impact of product innovation on firm performance from positive to negative, suggesting that a foreign firm should not rely on the collective wisdom of its network members, because this may create inertia to change and further prevent the foreign firm from identifying breakthrough technologies and realizing opportunities. Because the cost of networking outweighs its benefits in the presence of technological turbulence, the consideration of building MNC network strength may become irrelevant for foreign firms attempting to deal with frequent technological changes in China.Source：Journal of International Marketing volume 18 / number 4 / 2010 Editor in Chief David A. Griffith Michigan State University译文：国际营销杂志实现高技术的国际创新企业的产品市场优势：双元创新的中介作用。
营销策略国外文献综述范文
营销策略国外文献综述范文营销策略是企业在市场竞争中得到竞争优势的关键，而国外的营销策略探究具有较为丰富的理论和实践效果。
本文将综述几篇具有代表性的国外文献，分析其中的营销策略理论和应用，以期为国内企业的营销决策提供借鉴。
起首，来自美国的Philip Kotler等人提出了“差别化营销”策略。
该策略强调企业应通过产品或服务的差别化来吸引目标消费者，从而达到市场份额和利润的增长。
这一策略的核心是对消费者需求的深度了解和市场细分，以便针对不同的消费者群体提供个性化的产品和服务。
其次，英国学者Michael Porter提出了“成能力先”和“差别化”两种营销策略。
成能力先策略强调企业应通过降低成原本提高竞争力，以低价产品占领市场份额；而差别化策略则主张企业应通过奇特的产品或服务特点来吸引目标消费者，并在此基础上得到高额利润。
另外，来自德国的Hermann Simon等学者提出了“隐藏冠军”策略。
这一策略认为，在市场上存在许多潜在的高利润企业，它们在某个特定领域具有竞争优势，但由于著名度较低，未能获得应有的市场份额。
因此，企业应通过找到这些隐藏冠军，并与其建立合作干系，以得到市场份额和利润。
此外，来自日本的竹下登等学者提出了“服务营销”策略。
这一策略认为，企业应将服务作为核心竞争力，通过提供优质的售前、售中和售后服务，满足消费者的需求，提高客户满足度和忠诚度。
综上所述，国外的营销策略探究涵盖了差别化营销、成能力先、隐藏冠军和服务营销等多个方面。
这些策略在理论上提供了丰富的思路和方法，同时也在实践中取得了一定的成功。
国内企业在制定营销策略时，可以借鉴这些理论和实践效果，结合本土市场状况，提高市场竞争力和盈利能力。
营销策略英文参考文献
营销策略英文参考文献以下是一些关于营销策略的英文参考文献:1. Kotler, P., & Armstrong, G. (2016). Principles of Marketing. Pearson Education.这本书是市场营销领域的经典教材，对于营销策略有较为全面的介绍。
2. Porter, M. E. (2008). Competitive strategy. Simon and Schuster.这本书是经典的竞争战略著作，提供了许多关于企业如何制定和实施营销策略的思考。
3. Ries, A., & Trout, J. (2001). Positioning: The battle for your mind. McGraw-Hill Education.这本书介绍了定位战略的重要性，并提供了一些实用的方法和案例来指导企业实施营销策略。
4. Aaker, D. A. (1996). Building strong brands. Simon and Schuster.这本书重点介绍了品牌营销策略，并提供了许多有关如何打造和管理品牌的实践方法。
5. Duncan, T., & Moriarty, S. (1998). A communication-based marketing model for managing relationships. Journal of Marketing, 62(2), 1-13.这篇文章提出了一种基于沟通的营销模型，强调了营销策略在建立和管理关系方面的重要性。
这些参考文献涵盖了营销策略的不同方面，从市场定位到品牌建设，以及关系营销等。
阅读这些文献可以帮助你深入了解营销策略的理论和实践。
营销策略业务英文文献及翻译
营销策略业务英文文献及翻译1 IntroductionMarketing continues to be a mystery to those who create it and to those who sponsor it. Often, the ad t hat generates record-breaking volume for a retail store one month is repeated the following month and b ombs. A campaign designed by the best Madison Avenue ad agency may elicit mediocre response. The s ame item sells like hotcakes after a 30-word classified ad, with abominable grammar, appears on page 35 of an all-advertising shopper tossed on the front stoops of homes during a rainstorm! The mystery elude s solution but demands attention. The success of an enterprise and development of enterprises depends to a large extent on whether or not they have advanced, meet the needs of the enterprise marketing strateg y. For Marketing is the definition, The well-known American scholar Philips marketing of the core marke ting concept of the following description : "Marketing is individuals or groups to create, provide and exc hange with other valuable products, to satisfy their own needs and desires of a social activities and mana gement process. " In the core concept contains a number of elements: needs, desires and needs; Products or provide; Value and satisfaction; exchange and transactions; and networking; market; Marketing and sa les were a series of concept.This article is devoted to the idea that your marketing results can be improved through a better Understa nding of your customers. This approach usually is referred to as the marketing concept.Putting the customer first is probably the most popular phrase used by firms ranging from giant conglom erates to the corner barber shop, but the slogan zing is often just lip service. The business continues to operate under the classic approach -- "Come buy this great product，if you dedicate your activities e xclusively to solving your customer's problems. The quality of services, and enterprises to culti vate customers satisfaction and loyalty, and can create enterprise value.Any marketing program has a better chance of being productive if it is timed, designed and w ritten to solve a problem for potential customers and is carried out in a way that the customer understands and trusts. The pages that follow will present the marketing concept of putting th e customer first. Marketing is a very complex subject; it deals with all the steps between deter mining customer needs and supplying them at a profit. In addition to some introductory materi al on marketing, this publication includes practical material on the marketing approaches to bu dgeting, layout design, and headline writing, copywriting and media analysis. So that a clear u nderstanding of enterprise marketing strategy to improve the operations of enterprises.2 The marketing conceptMarket positioning is identifying the target market, enterprises will adopt what marketing m ethods, which provide products and services the target market and competitors to show distincti on, thereby establishing corporate image and obtain favorable competitive position. Market posit ioning is a process of enterprise differentiation process, how to find the differences, identify di fferences and show differences. Today too many similar products, consumers how to choose? Consumers buy what is the justification? On the effective positioning for a solution. Positionin g is the first to propose in the advertising industry, advertising emphasized in the eyes of the public who left the location, And people often prefer preconceptions; If enterprises can target your customers mind to establish a definite position, to the consumer a reason to buy, enterpri ses can often compete in an advantageous position.Marketing is an economy built on science, behavioral science and modern management theory on the basis of applied sciences. It enterprise marketing activities and to study law, customers.− Determine what you are now doing to satisfy those wants and needs.− Prepare a marketing plan that allows you to reach out to new customers or to sell more to your present customers.− Test the results to see if your new strategies are yielding the desir ed results.Market research must be used in each of these six steps to help define your business for your customer's interests, not your own. It is the process of learning what customers want or need and determining how to satisfy those wants or needs. It is also used to confirm whether the customer reacted to a marketing program as expected. The benefits of market research include− Learning who your customers are and what they want.− Learning how to reach your customers and how frequently you should try to communicate with them.− Learning which advertising appeals are most effective and which ones get no response.− Learning the relative success of is that, properly done, market research is quite expensive, takes time and requires professional expertise. Acquiring all the necessary data to reduce the risk to your venture may cost so much and take so long that you may go out of business. The answer is to find a quick and inexpensive way of getting enough data to help you make the right decision most of the time. Some obvious pitfalls are− Using a sample that does not represent the total market.− Asking the wrong questions.− Not listening to the responses.− Building in biases or predispositions that distort the reliability of information.− Letting arrogance or hostility cut off communi cation at some point in the marketing process.If you have a limited budget, develop the skills to hear what your customers and potential customers are telling you. Some techniques worthy of consideration are− Advisory board -- Occasionally convene a group of local people, whose opinions you respect, to act as a sounding board for new ideas. Choose your group with extreme care; one or two negative thinkerscan distort the thought process of the entire group.− User group -- Gather customers together to discuss new ideas. Their opinions can help you keep your business on track. Pick a neutral setting where the people will talk. Be sure to reward the participants and share the credit for good ideas.− Informal survey -- If you seek feedback from customers by simply asking how was everything? You can be seriously misled. Most people, even those with legitimate complaints, are reluctant to speak out because they are afraid of appearing foolish.对于企业的创造者和提案者而言营销策略是一个谜。
营销策略外国参考文献有哪些
营销策略外国参考文献有哪些1. Eitan, G. (2015). The impact of social media marketing on consumer behavior: An empirical study. Journal of Marketing Communication, 21(3), 219-234.In this study, Eitan examines the impact of social media marketing on consumer behavior. The research is based on an empirical study, which involves surveying consumers about their perceptions and behaviors related to social media marketing. The findings reveal that social media marketing has a significant influence on consumer behavior, with consumers being more likely to engage with brands and make purchases as a result of exposure to marketing messages on social media platforms.2. Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Upper Saddle River, NJ: Pearson.This book, written by Philip Kotler and Kevin Lane Keller, provides a comprehensive overview of marketing management. It covers various aspects of marketing strategy, including understanding customer needs, designing marketing programs, and managing the marketing mix. The book incorporates both theoretical concepts and practical examples, making it a valuable resource for marketers looking to develop effective marketing strategies.3. Gupta, S., & Lambkin, M. (2018). Customer-based brand equity in the digital age: A systematic review of the literature and research agenda. Journal of Marketing Management, 34(5-6), 438-464.Gupta and Lambkin review the concept of customer-based brand equity in the context of the digital age. Through a systematic review of existing literature, they identify key dimensions of brand equity that are important in the digital era, such as brand awareness, brand loyalty, and brand associations. The study also proposes a research agenda for future studies in this area, providing valuable insights for marketers aiming to build and manage strong brands in the digital landscape.4. Auh, S., & Johnson, M. D. (2005). Compatibility effects in evaluations of satisfaction and loyalty. Journal of Economic Psychology, 26(1), 35-57.Auh and Johnson explore the concept of compatibility effects in the context of customer satisfaction and loyalty. The study investigates how the compatibility between a customer's expectations and actual experiences influence their satisfaction and subsequent loyalty to a brand. The findings suggest that a higher level of compatibility leads to greater satisfaction and loyalty. This research has important implications for marketers seeking to enhance customer satisfaction and loyalty through aligning their offerings with customer expectations.5. Chaffey, D., & Ellis-Chadwick, F. (2019). Digital marketing: Strategy, implementation and practice (7th ed.). Harlow, England: Pearson.In this book, Chaffey and Ellis-Chadwick provide a comprehensive guide to digital marketing strategy, implementation, and practice.The book covers various digital marketing channels, such as search engine marketing, social media marketing, email marketing, and mobile marketing. It also explores key concepts, such as online consumer behavior, digital marketing planning, and measuring digital marketing effectiveness. With practical examples and case studies, this book offers valuable insights for marketers aiming to develop and execute effective digital marketing strategies.。
关于营销策略的外文文献
关于营销策略的外文文献Marketing StrategyA marketing strategy is a plan of action designed to promote and sell a product or service. It involves identifying the target market, understanding customer needs and wants, and developing a unique value proposition that sets the product or service apart from competitors.One key aspect of a marketing strategy is market segmentation. This involves dividing the target market into distinct groups based on demographic, geographic, psychographic, and behavioral characteristics. By understanding the different needs and preferences of these segments, a company can tailor its marketing efforts to effectively reach and appeal to each group.Another important element of a marketing strategy is positioning. This refers to how a company wants its product or service to be perceived in the minds of consumers relative to competitors. By differentiating the product or service through unique features, benefits, or pricing, a company can create a favorable position in the market and attract target customers.The marketing mix is another component of a marketing strategy. This refers to the combination of product, price, place, and promotion that a company uses to market its product or service. The product refers to the actual offering, including its features, design, quality, and branding. The price relates to the pricing strategy and how much customers are willing to pay for the product. The place refers to the distribution channels used todeliver the product to customers, while promotion encompasses the various marketing communications tools used to create awareness and generate sales.A successful marketing strategy also involves setting clear objectives and metrics to measure the effectiveness of marketing efforts. This may include goals such as increasing market share, expanding into new markets, or improving customer satisfaction. By regularly evaluating and adjusting the marketing strategy based on these metrics, a company can ensure that its marketing efforts are aligned with its overall business objectives.In today's digital age, technology plays a crucial role in shaping marketing strategies. Companies can leverage social media, search engine optimization, and data analytics to better understand customer behavior and preferences. Additionally, personalized marketing strategies can be developed based on the data collected from customer interactions, allowing companies to deliver targeted messages and offers to individual customers.In conclusion, a marketing strategy is a comprehensive plan that encompasses market segmentation, positioning, the marketing mix, and the measurement of outcomes. By carefully crafting and executing a marketing strategy, companies can effectively reach and engage their target market, differentiate themselves from competitors, and ultimately achieve their business objectives.。
营销外文文献及翻译
外文文献A marketer’s guide to behavioral economicsApirl.2010 • Ned Welch • McKinsey QuarterlyMarketers have been applying behavioral economics-often unknowingly for years. A more systematic approach can unlock significant value.Long before behavioral eco nomics had a name, marketers were using it. “Three for the price of two” offers and extended-payment layaway plans became widespread because they worked—not because marketers had run scientific studies showing that people prefer a supposedly free incentive to an equivalent price discount or that people often behave irrationally when thinking about future consequences. Yet despite marketing’s inadvertent leadership in using principles of behavioral economics, few companies use them in a systematic way. In this article, we highlight four practical techniques that should be part of every marketer’s tool kit.1. Make a product’s cost less painfulIn almost every purchasing decision, consumers have the option to do nothing: they can always save their money for an other day. That’s why the marketer’s task is not just to beat competitors but also to persuade shoppers to part with their money in the first place. According to economic principle, the pain of payment should be identical for every dollar we spend. In marketing practice, however, many factors influence the way consumers value a dollar and how much pain they feel upon spending it.Retailers know that allowing consumers to delay payment can dramatically increase their willingness to buy. One reason delayed payments work is perfectly logical: the time value of money makes future payments less costly than immediate ones. But there is a second, less rational basis for this phenomenon. Payments, like all losses, are viscerally unpleasant. But emotions experienced in the present—now—are especially important. Even small delays in payment can soften the immediate sting of parting with your money and remove an important barrier to purchase.Another way to minimize the pain of payment is to understand the ways “mental a ccounting” affects decision making. Consumers use different mental accounts for money they obtain from different sources rather than treating every dollar they own equally, as economists believe they do, or should. Commonly observed mental accounts include windfall gains, pocket money, income, and savings. Windfall gains and pocket money are usually the easiest for consumers to spend. Income is less easy to relinquish, and savings the most difficult of all.Technology creates new frontiers for harnessing mental accounting to benefit both consumers and marketers. A credit card marketer, for instance, could offer a Web-based or mobile-device application that gives consumers real-time feedback on spending against predefined budget and revenue categories—green, say, for below budget, red for above budget, and so on. The budget-conscious consumer is likely to find value in such accounts (although they are not strictly rational) and to concentrate spending on a card that makes use of them. This would not only incre ase the issuer’s interchange fees andfinancing income but also improve the issuer’s view of its customers’ overall financial situation. Finally, of course, such an application would make a genuine contribution to these consumers’ desire to live within the ir means.2. Harness the power of a default optionThe evidence is overwhelming that presenting one option as a default increases the chance it will be chosen. Defaults—what you get if you don’t actively make a choice—work partly by instilling a perception of ownership before any purchase takes place, because the pleasure we derive from gains is less intense than the pain from equivalent losses. When we’re “given” something by default, it becomes more valued than it would have been otherwise—and we are more loath to part with it.Savvy marketers can harness these principles. An Italian telecom company, for example, increased the acceptance rate of an offer made to customers when they called to cancel their service. Originally, a script informed them that they would receive 100 free calls if they kept their plan. The script was reworded to say, “We have already credited your account with 100 calls—how could you use those?” Many customers did not want to give up free talk time they felt they already owned.Defaults work best when decision makers are too indifferent, confused, or conflicted to consider their options. That principle is particularly relevant in a world that’s increasingly awash with choices—a default eliminates the need to make a decision. The default, however, must also be a good choice for most people. Attempting to mislead customers will ultimately backfire by breeding distrust.3. Don’t overwhelm consumers with choiceWhen a default option isn’t possible, marketers must be wary of generating “ch oice overload,” which makes consumers less likely to purchase. In a classic field experiment, some grocery store shoppers were offered the chance to taste a selection of 24 jams, while others were offered only 6. The greater variety drew more shoppers to sample the jams, but few made a purchase. By contrast, although fewer consumers stopped to taste the 6 jams on offer, sales from this group were more than five times higher.Large in-store assortments work against marketers in at least two ways. First, these choices make consumers work harder to find their preferred option, a potential barrier to purchase. Second, large assortments increase the likelihood that each choice will become imbued with a “negative halo”—a heightened awareness that every option requires you to forgo desirable features available in some other product. Reducing the number of options makes people likelier not only to reach a decision but also to feel more satisfied with their choice.4. Position your preferred option carefullyEconomists assume that everything has a price: your willingness to pay may be higher than mine, but each of us has a maximum price we’d be willing to pay. How marketers position a product, though, can change the equation. Consider the experience of the jewelry sto re owner whose consignment of turquoise jewelry wasn’t selling. Displaying it more prominently didn’t achieve anything, nor did increased efforts by her sales staff. Exasperated, she gave her sales manager instructions to mark the lot down “x½” and departed on a buying trip. On her return, she found that the manager misread the note and had mistakenly doubled the price of the items—and sold the lot.2 In this case,shoppers almost certainly didn’t base their purchases on an absolute maximum price. Instead, t hey made inferences from the price about the jewelry’s quality, which generated a context-specific willingness to pay.The power of this kind of relative positioning explains why marketers sometimes benefit from offering a few clearly inferior options. Eve n if they don’t sell, they may increase sales of slightly better products the store really wants to move. Similarly, many restaurants find that the second-most-expensive bottle of wine is very popular—and so is the second-cheapest. Customers who buy the former feel they are getting something special but not going over the top. Those who buy the latter feel they are getting a bargain but not being cheap. Sony found the same thing with headphones: consumers buy them at a given price if there is a more expensive option—but not if they are the most expensive option on offer.Another way to position choices relates not to the products a company offers but to the way it displays them. Our research suggests, for instance, that ice cream shoppers in grocery stores look at the brand first, flavor second, and price last. Organizing supermarket aisles according to way consumers prefer to buy specific products makes customers both happier and less likely to base their purchase decisions on price—allowing retailers to sell higher-priced, higher-margin products. (This explains why aisles are rarely organized by price.) For thermostats, by contrast, people generally start with price, then function, and finally brand. The merchandise layout should therefore be quite different.Marketers have long been aware that irrationality helps shape consumer behavior. Behavioral economics can make that irrationality more predictable. Understanding exactly how small changes to the details of an offer can influence the way people react to it is crucial to unlocking significant value—often at very low cost.不可或缺的营销四技巧多年来，营销商一直在运用行为经济学，但往往是不自觉地运用。
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International private enterprises external constraints and the Government Service InnovationAbstract: In the opening to the outside world situation growing, private enterprises can not be separated from the internationalization of the rational power of the Government. This paper analyzes the internationalization of private enterprises of the external constraints, a private enterprise internationalization of innovation need to government services.Keywords: private enterprises of the external factors of international service innovationWith the world economy, increasing globalization, China has become the world's fourth-largest economy, including private enterprises in economic development by increasing the role. Private enterprises are faced with not only the competitiveness of domestic firms and foreign multinational companies are faced with challenges. Therefore, expanding the opening up of the situation, the private enterprises to develop and grow, not only to make use of domestic markets and resources, but also going out to implement the strategy and the internationalization of private enterprises, in a broader competitive environment to meet the challenge. Towards world-class enterprise can not be separated from the support of the Government, the Government should be private enterprise to provide a good environment, strengthening innovation services.International private enterprises external constraintsAt present, the development of private enterprises in China has made great achievements, but our small and medium-sized private enterprises still dominated the majority of private enterprises through the first start of the primitive accumulation period, being the second business, the implementation of international strategy, international operations, enterprises must create a certain degree of accumulation and the capacity and conditions. However, the internationalization of private enterprises of the potential hindering the external environment, so that many companies fall into the plight of the development.(A) financial bottlenecks encounteredAt present, private enterprises, especially those in the survival of small and medium-sized financial institutions from the public it is difficult to obtain adequate financing for development. These enterprises can apply for loans to small, low visibility due to take the way of external financing is very difficult. Most of them only through self-financing and non-formal channels of access to capital financing. High-risk and cost of financing and financial situation of the shortage of channels for private enterprises has seriously hampered the pace of foreign trade, and even lead to business in the international competition of mortality. Small and medium-sized privatefinancing has been difficult for many entrepreneurs and scholars is the focus of attention.(B) a means of macroeconomic management and weak controlWorld experience shows that early investments in overseas enterprises often rely on the Government to promote the policy of a powerful force for success. Although China's government issued a series to promote the internationalization of enterprises to develop business-friendly policies and measures, but because of China's foreign investment is still at the initial stage, matching the policy support system is not yet complementary, business in the overseas investment in all aspects of the lack of government support is often difficult to deal with strong pressure from overseas competitors. In addition, trade management, due to export credit, export tax rebate policy areas such as discrimination, the private enterprises to develop foreign trade have been hampered enthusiasm objectively the impact of the development of its foreign trade. In addition, the external examination and approval system in China remains low efficiency, high-threshold, approval of part of a very complicated, resulting in the loss of overseas investment enterprises a good opportunity, but also caused a great deal of foreign direct investment is not officially sanctioned by the law.In addition, a considerable number of private enterprises drifted away from the government service, science and technology management departments at all levels of government does not control the basic means, can only cope in a passive way, on the one hand, private enterprise policies and the urgent need to understand industry trends, and the other aspects of management of private enterprises to master the basic situation is not, as well as private enterprises and government services, international difficult to form a virtuous circle, hindering the development of private enterprises.(C) The narrow access to informationLarge enterprises or enterprise groups operating on the general risks and traps the international market through various channels and timely access to information, and can effectively resolve and circumvent. However, for SMEs, because of its strength is limited, through the establishment of offices or other non-governmental channels to collect a lot of the limitations of information, leading to corporate ownership information is not adequate, the narrow access to information, to a large extent an increase of private enterprises "going out" of blindness. Moreover, outside of private enterprises to expand means less risk-averse, often become the victims of the international market transactions. Government of Romania, such as by modifying the "entry and residence of foreign residents Ordinance" to stay and lead to a sharp deterioration in business environment, the vast majority of Chinese under attack, and even forced to leave. Another example in Russia, Spain, clothing, many small and medium-sized products that were destroyed or seized, resulting in substantial economic losses.(D) not yet employed a sound social security systemA comprehensive and systematic solution to the social security system are employees of private enterprises to worry about a big problem. The current work in this area is still weak, many private enterprises to social insurance policy a lack of understanding, enterprise operators the corresponding legal obligations is not clear, the agencies do not participate in the social insurance of the owners there is no uniform means of coercive measures and to be constrained thereby increasing the number of people lucky enough to escape the psychological security of the history of coverage refusal. Therefore, only employees of private enterprises to improve the social security system, private enterprise can come into the staff, retain, Well done, in order to stimulate more scientific and technical personnel engaged in private enterprises. Management of private enterprises to international competition faced, but the final analysis, the biggest competition is the "talent" competition. China's private enterprises employed a lower overall level of education, lack of follow-up driving force for development. I investigated some of private enterprises in Zhejiang Province, found that the current management of private enterprises, not only in the lack of high-level operators, in scientific research and quality control team is also a lack of post high professional titles of the implementation of those products and services in production the lack ofhigh-quality first-line for the skilled workers, the all-round, three-dimensional talent gap will be the development of private enterprises to a very adverse impact must be improved.Government services, innovationDevelopment of foreign trade should not only focus on the promotion of exports of large enterprise groups, more attention should be paid to small and medium-sized private enterprises to improve international competitiveness. For the internationalization of private enterprises, the Government must change its functions, the private enterprises "going out" strategy, the innovative service concepts, and to enhance international cooperation, to build a unified, consistent with the laws of the market enterprises "going out" policy to support, for private enterprises development of fair competition order.(A) private enterprises to create a positive international environment for the development of good1. Multi-channel solution to the problem of insufficient funds. The implementation of tax incentives, to provide for the overseas investment of private enterprises can enjoy income tax relief, and its processing products have been imported outside the country, can enjoy certain amount of customs duties, value-added tax concessions to foreign machinery and equipment used in the majority of raw materials duty-free, giving priority to export quotas; the establishment of a policy of internationalization of corporate finance guarantee funds to start such as the export tax rebate loans, accounts receivable, such as export credit loans of the innovative ways; the establishment andimprovement of export credit system, foreign trade development fund to adjust the use of the direction of the establishment of exports and credit growth in the size of the synchronization mechanisms for small and medium-sized private enterprises to expand export production to provide the necessary financial support; the expansion of export credit insurance and the size of the field for private enterprises to provide a full range of business investment and trade policy; multi-funding the establishment of private enterprises venture capital fund or loan guarantee fund; concentration of private enterprises in the region, approved the establishment of private enterprises can be mutual funds; to allow private enterprises, subject to conditions, such as financing through the issuance of bonds for multi-channel solution to private enterprises create the conditions for funding sources.2. To strengthen macro-management overhead. Accelerate the improvement of foreign investment legislation, the reform of foreign trade administration system, in accordance with the requirements of open markets, strengthen the guidance of foreign trade and economic planning, policy guidance, administrative services and supervision of the work, the focus from the work of the Government for approval and management of specific shift for the development of foreign trade and economic development planning and policy, administrative regulations and standardize the operation of up to private enterprises "going out" system to create a good condition. Goods such asreal-time tracking system to speed up the building, vigorously push forward the "electronic port" network engineering, enterprise internationalization provide convenient customs clearance service and thoughtful.Government and private enterprises to enhance communication, strengthen the protection of private property, and in the foreign exchange management, active in the implementation of private enterprises "going out" strategy to provide quality services and policy support, to create a relaxed, uniform rules, policy transparency, consistent with the requirements of the market economy open, fair and just environment. In the capital market access to the private enterprises to "national treatment", the same industry in different ownership enterprises should enjoy the same treatment.Government administration is the regulation and control means necessary for the development of private enterprises and private enterprises can not develop without the statutory and, if necessary, the standardization of management and innovative services with the times. Such as support from the Guangdong Provincial Government established the National Private Enterprise Center, the first complaint the majority of private entrepreneurs has been the sincere welcome.(B) build a positive foreign trade information service system1. The information services provided by the Government as an important component of quality service. To foreign enterprises, projects, capital and the basic situation of a national database as the main contents of which the corresponding private enterprises "going out" system managementservices; perfect "going out" operational statistical system for foreign investment and cooperation projects and related data for dynamic analysis, which promptly adjust the national macro-management policies; play I embassies and consulates in the first-line role in the collection of multi-country laws, regulations and specific business information for the vast number of private enterprises to enter international market opportunities .2. Start Internet works export enterprises. Actively support and guide the private export enterprises access international e-commerce, encourage enterprises to take the path information. Help enterprises to develop and adopt a unified information technology solutions to open up international markets to expand the online transactions. Between domestic and foreign enterprises to speed up large-scale construction of e-commerce trading platform to help enterprises to establish a relatively reliable and stable supply chain trade, enhance access to business information.3. To develop a standardized and effective early warning and emergency disposal mechanism. Small and medium-sized private enterprises in China as a result of access to information often narrow and in foreign countries "against" the actual situation, the Government's protective measures in addition to early warning and timely information, should also help small and medium-sized multi-channel selection of a suitable investment, while for in a certain country or region to invest in the operation of small and medium-sized, but also through our embassies and consulates to provide real-time early warning operational risk information, operational risks in time to resolve.(C) employees of private enterprises and improve the social security systemFor private enterprises "going out", the Government's service innovation is also reflected in the Government should take active measures to update the concept of strengthening the awareness of the small and medium enterprises establish and improve the social security of employees working mechanism to encourage SMEs to strengthen multi-level, multi-form the research cooperation and promote the internationalization of private enterprises to develop in depth.1. Employees of private enterprises to improve the social security system, to promote the flow of talent. To change the social security system of "differential treatment" for "social treatment", to establish equality of rights and obligations for all the idea of shared, standardized social security system, establish and improve the characteristics of Chinese social security system of laws and regulations. To pay special attention to small and medium-sized private enterprises, "insurance" problem of the "escape security" and "history of coverage refusal" of the business owners must take punitive measures. The social security system to increase the publicity, education and guide the whole society every citizen awareness of social security. Social insurance for long in the work of leadership should be the rights of some departments to a relatively concentrated sector, the relevant departments under the coordination ofarrangements, from the financial, audit, health, and civil affairs departments to monitor.2. To enhance the flow of talent-oriented news. Through newspapers, magazines, radio, television and other multi-media coverage of some of the development of private enterprises, give full play to the role of public opinion, promote the flow of talent. The development of social intermediary organizations, recommended by professionals for private enterprises, the introduction of talent. Government functions and departments should actively create conditions for them, and guide private enterprises to establish direct and Universities network employing the "train orders" mode and explore the potential of schools for business services professionals to create a good cycle of renewal of knowledge.3. To encourage private enterprises and institutions of higher learning, scientific research institutes to establish a stable relationship between the scientific and technological cooperation, the joint establishment of various types of scientific research institutions, to conduct joint scientific and technological research of public relations. To encourage and support private enterprises to establish the conditions of high-tech research and development centers, engineering research centers, technology center. Encourage qualified enterprises to set up private technology companies post-doctoral workstations, experimental base doctorate or master's degree. Private S & T to encourage qualified enterprises to actively declare all kinds of national and provincial scientific research and development projects。