汽车营销类外文文献翻译、英文翻译汽车行业渠道的转变复习过程
整合营销渠道某汽车案例英文版
Challenges in Marketing Channels Integration
• Challenges: Marketing channels integration faces several challenges, including different technologies, procedures, and metrics across channels; difficulties in measuring the performance of each channel; and the potential for channel conflict and competition for resouration of Marketing Channels on
the Company's Performance
• Increased brand awareness: Through its integrated marketing strategy, the company has been able to increase its brand awareness and visibility in the market. Its consistent presence in different channels has created a familiarity among potential customers, leading to an increase in brand loyalty and trust among its clientele.
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Case Study of a Automobile Company
Background of the Company
汽车营销类外文文献翻译、英文翻译——汽车行业渠道的转变
汽车营销类外文文献翻译、英文翻译——汽车行业渠道的转变汽车营销类外文文献翻译、英文翻译——汽车行业渠道的转变原文Changing Channels In The Automotive Industry: The Future of Automotive Marketing and DistributionWho will be the winners and losers in the revolution that isradically reshaping the marketing, distribution and selling of automobiles? Will the vehicle manufacturers and their franchised-dealer networks be able to overcome years of inertia and complacency to pioneer and execute new concepts that will strengthen and extend the value of their brands? Or will nimbler, more imaginative retailers or software companies get there first?The transformation of the business of selling cars and trucks is happening before our eyes at an incredible pace -- promising to change forever an industry that has long been noted for its high costs, poor service and extremely unpleasant selling process. Auto manufacturers have competed fiercely among themselves to drive out cost and meet consumer needs for cheaper and better cars and trucks. Now the survivors face new threats from outside the industry that might thwart their renewed interest in building strong, lasting relationships with their customers.Entrepreneurs have dissected the cost-value equation and come upwith new retail concepts. Their stories have been persuasive enough to attract hundreds of millions of dollars in public equity investment and persuade dozens of fiercely independent car dealers to sell out.Internet technology has lowered entry barriers for other entrepreneurs with new ideas about helping customers find, evaluate and buy new vehicles. These patterns are consistent with revolutions in other consumer durables markets that effectively transferred market power from manufacturers to retailers.Consumers are the only clear winners in this battle. While we arenot sure which vehicle manufacturers will survive, we are confident that winning will require a better understanding of the life-cycle value equations of both cars and buyers, and the development of innovative strategies to capture that value.FORCES OF CHANGEFrom the days of Henry Ford's production line, the automobile industry has been based on a "supply-push" philosophy -- a strong bias toward "filling the factories" to cover high fixed costs.Dealer networks were created as logical extensions of the "supply-push" model. The networks were designed to hold inventory, leverage private capital without threatening the manufacturers' control and service and support what was then a less reliable and moremaintenance-intensive product. Those networks generally were built around entrepreneurs focused on a defined geographic area, selling one or at most two brands.Despite its longevity, the traditional dealer channel leaves many people unhappy. High customer acquisition costs motivate dealers to convert store traffic to sales using aggressive tactics that extract differential margins based on customers' willingness to pay. Frequent well-publicized rebates have taught buyers to mistrust sticker prices and negotiate from cost up, rather than sticker down. As a result, dealers often find themselves competing not against another brand, but against a same-make dealer across town. This acute competition has almost bid away dealer profit on the sale of new passenger cars in the United States with some profits still available on sales of trucks, sport utility vehicles and luxury cars .Shrinking dealer margins do not translate into happy customers: Most customers approximately four out of five dislike the purchase process, and many still come away feeling cheated and mistreated. This strong antipathy is largely responsible for the rapid growth of Internet-based services that offer alternative means of gathering information on cars, soliciting price quotes and, in some cases, conducting transactions.SURFING THE NET FOR PROFITSObviously the Internet is a major enabler of change in autodistribution. Many of the most important auto industry innovators todayare developing Web-based services, leading some to predict that the mostimportant automotive company of the next century will be a software-。
汽车 专业 外文 文献 英文 翻译
外文文献原稿和译文原稿A New Type Car -- Hybrid Electric VehicleWith skyrocketing fuel prices and changes in weather patterns, many car manufacturers claimed to develop the kind of vehicles that will increase the mileage and reduce the emissions. Hybrid car is a kind of vehicle which can meet above requirements. A hybrid car features a small fuel-efficient gas engine combined with an electric motor that assists the engine.The reasons of building such a complicated machine are twofold: to reduce tailpipe emissions and to improve mileage. Firstly, hybrid cars are good for the environment. They can reduce smog by 90 percent and they use far less gasoline than conventional cars. Meanwhile, hybrid cars burn less gasoline per mile, so they release fewer greenhouse gases. Secondly, hybrid cars are economical. Hybrid cars, which run on gas and electricity, can get up to 55 to 60 miles per gallon in city driving, while a typical SUV might use three times as much gas for the same distance! There are three reasons can mainly account for that: 1) Hybrid engines are much smaller than those on conventional cars. A hybrid car engine is to accommodate the 99% of driving time when a car is not going up hills or accelerating quickly. When extra acceleration power is needed, it relies on the battery to provide additional force. 2) Hybrid gasoline engine can shut off when the car is stopped and run off their electric motor and battery.3) Hybrid cars often recover braking energy. Electric motors could take the lost kinetic energy in braking and use it to charge the battery. Furthermore, hybrids are better than all-electric cars because hybrid car batteries recharge as you drive so there is no need to plug in. Most electric cars need to be recharged every 50-100miles. Also, most electric cars cannot go faster than 50-60 mph, while hybrids can.Hybrid cars bridge the gap between electric and gasoline-powered cars by traveling further and driving faster and hybrid gas-electric cars are proving to be a feasible alternative at a time of high gas prices. So, in my opinion, hybrid cars will have a bright future.How Does Hybrid Electric Vehicle Work？You probably own a gasoline or diesel-engine car. You may have heard ofelectric vehicles too. A hybrid vehicle or hybrid electric vehicle (HEV) is a combination of both. Hybrid vehicles utilize two or more sources of energy for propulsion. In the case of HEVs, a combustion engine and an electric motor are used.How it works depends on the type of drive train it has. A hybrid vehicle can either have a parallel or series or parallel-series drive train.Parallel HybridThe parallel hybrid car has a gas tank, a combustion engine, transmission, electric motor, and batteries.A parallel hybrid is designed to run directly from either the combustion engine or the electric motor. It can run using both the engine and the motor. As a conventional vehicle, the parallel hybrid draws its power from the combustion engine which will then drive the transmission that turns the wheels. If it is using the electric motor, the car draws its power from the batteries. The energy from the batteries will then power the electric motor that drives the transmission and turns the wheel.Both the combustion engine and the electric motor are used at the same time during quick acceleration, on steep ascend, or when either the engine or the motor needs additional boost.Since the engine is directly connected to the wheels in a parallel drive train, it eliminates the inefficiency of converting mechanical energy into electrical energy and back. This makes a very effective vehicle to drive on the highway.Series HybridThe series hybrid car also has a gas tank, a combustion engine, transmission, electric motor, and batteries with the addition of the generator. The generator can be the electric motor or it can be another separate component.The series configuration is the simplest among the 3. The engine is not connected to the transmission rather it is connected to the electric motor. This means that the transmission can be driven only by the electric motor which draws its energy from the battery pack, the engine or the generator.A hybrid car with a series drive train is more suited for city driving conditions since the engine will not be subjected to the varying speed demands (stop, go, and idle) that contributes to fuel consumption.Series-Parallel HybridThe series-parallel configuration solves the individual problems of the parallel and series hybrid. By combining the 2 designs, the transmission can be directly connected to the engine or can be separated for optimum fuel consumption. The Toyota Prius and the Ford Escape Hybrid use this technology.Honda’s hybridFor those of you who have toyed with the idea of buying a hybrid but were discouraged by the price, you are not alone. In fact, despite the growing concern for the environment, not to mention the skyrocketing price of gas, hybrid cars still only represent a small percentage of global car sales, and a major reason for this is the cost.Hybrids are considered the wave of the future because they not only reduce emissions, addressing the issue of climate change, but they get great gas mileage, animportant consideration with the current price of oil. It should be noted that hybrids can also improve the power of the engine, which compromises any advantages in fuel efficiency and emissions. Whatever the application, however, the technology makes the cars more expensive.Because of this, they are the vehicle of choice for only a small niche of people who can afford them, and they currently enjoy a special status amongst the image conscious celebrity-set. For most average consumers, however, they are not an option.That may soon change.Honda Motor Corporation, one of the largest car manufacturers in the world and a leader in fuel efficient technology, has unveiled it’s plan to introduce a low-cost hybrid by 2009. If they can pull it off, they hope to make the hybrid a more mainstream car that will be more appealing to the general public, with the ultimate goal of achieving greater sales and broader appeal than their current incarnation.This, of course, is making Detroit nervous, and may signal a need for American car makers to start making greener and more fuel efficient vehicles, something they could afford to ignore in the past because hybrid cars weren’t worth their attention (due to such a small market share) while gas-guzzling SUVs have such high profit margins.Honda, meanwhile, has had to confront a growing need to compete with Toyota, which has not only grown to be the world’s largest automaker, but makes the car that has become synonymous with the hybrid movement, the Prius. Honda is therefore faced with the seemingly insurmountable task of challenging Toyota’s dominance in the market.Concurrently, Toyota is racing to lower production costs on the Prius, as well, which would hopefully result in a lower cost to the consumer. All eyes are on a potentially favorable car buyers market in 2009.In the meantime, with even adamant global warming naysayers warming up (no pun intended) to the possibilities of an ecological disaster on the horizon, maybe it’s time that we got over our need to drive huge SUVs and start moderating our fuel consumption.Then again, as gas prices hovering around $4.00 and with no ceiling in sight, we may have little choice in the matter.Engine Operating PrinciplesMost automobile dngines are internal combustion, reciprocating 4-stroke gasoline engines, but other types have been used, including the diesel, the rotary ( Wankel ) , the 2-srtoke, and stratified charge.Reciprocating means up and down or banck and forth, It is the up and down action of a piston in the cylinder blick, or engine block. The blick is an iron or aluminum casting that contains engine cylinders and passges called water jackets for coolant circulation. The top of the block is covered with the cylinder head. Which forms the combustion chanber. The bottom of the block is covered with an oil pan or oil sump.Power is produced by the linear motion of a piston in a cylinder. However, this linear motion must be changed into rotary motion to turn the wheels of cars of trucks. The piston is attached to the top of a connecting rod by a pin, called a piston pin or wrist pin. The bottom of the connecting rod is attached to the crankshaft. The connecting rod transmits the up-and-down motion of the piston to the crankshaft, which changes it into rotary motion.The connecting rod is mounted on the crankshaft with large beaings called rod bearings. Similar bearings, called main bearings, are used to mount the crankshaft in the block. Shown in Fig. 1-1The diameter of the cylinder is called the engine bore. Displacement and compression ratio are two frequently used engine specifications. Displacement indicates engine size, and compression ratio compares the total cylinder volume to compression chamber volume.The term stroke is used to describe the movement of the iston within the cylinder, as well as the distance of piston travel. Depending on the type of engine the operating cycle may require either two or four strokes to complete. The 4-stroke engine is also called Otto cycle engine, in honor of the German engineer, Dr. Nikolaus Otto, who first applied the principle in 1876. In the 4-stroke engine, four strokes of the piston in the cylinder are required to complete one full operating cycle. Each stroke is named after the action it performs intake, compression, power, and exhaust in that order, shown in Fig1-2.1、Intake strokeAs the piston moves down, the vaporized mixture of fuel and air enters the cylinder through open intake valve. To obtain the maximum filling of the cylinder the intake valve opens about 10°before t.b.c., giving 20°overlap. The inlet valve remains open until some 50°after b.d.c. to take advantage of incoming mixture.2、 Compression strokeThe piston turns up, the intake valve closes, the mixture is compressed within the combustion chamber, while the pressure rise to about 1Mpa, depending on various factors including the compression ratio, throttle opening and engine speed. Near the top of the stroke the mixture is ignited by a spark which bridges the gap of the spark plug.3、 Power strokeThe expanding gases of combustion produces a rise in pressure of the gas to some 3.5Mpa, and the piston is forced down in the cylinder. The exhaust valve opens near the bottom of the stroke.4、Exhust strokeThe piston moves back up with the exhaust valve open some 50°before b.d.d., allowing the pressure within the cylinder to fall and to reduce ‘back’pressure on the piston during the exhaust stroke, and the burned gases are pushed out to prepare for the next intake stroke.The intake valve usually opens just before the exhaust stroke. This 4-stroke cycle is continuously repeared in every as long as the engineremains running.A 2-stroke engine also goes through four actions to complete one operatingcycle.However, the intake and the compression actions are combined in one seroke, and the power and exhaust actions are combined in the other stroke. The term2-stroke cycle or 2-stroke is preferred to the term 2-cycle, which is really not accurate.In automobile engines, all pistons are attached to a single crankshaft. The more cylinders an engine has, the more power strokes produced for cach revolution. This means that an 8-cylinder engine runs more smoothly bdcause the power atrokes are closer together in time and in degrees of engine rotation.The cylinders of multi-cylinder automotive engines arranged in one of three ways. 1、Inline engines use a single block of cylinder.Most 4-cylinder and any 6-cylinder engines are of this design. The cylinders do not have to be vertical. They can be inclined either side.2、V-type engines use two equal bands of cylinders, usually inclined 60degrees or 90degrees from the cach other. Most V-type engines have 6 or 8 cylinders, although V-4 and V-12 engines have been built.3、Horizontally opposed or pancake engines have two equal banks of cylinders 180degreeas apart. These space saving engine designs are often air-cooled, and are found in the Chevrolet Carvair, Porsches, Subaus, and V olkswagens. Subaus design is liquid cooled.Late-model V olkswagen vans use a liquid-cooled version of the air cooled VWhorizontally opposed engine.译文新型汽车----混合动力汽车在油价飞涨的今天，汽车制造商被要求发展一种排放低，行驶里程长的汽车。
汽车营销销售外文翻译文献
外文文献翻译(含：英文原文及中文译文)英文原文The Competitive Dynamics in the Automotive Aftermarket: BrandedProducts and Private Label ProductsM SzymanowskiTHE BUSINESS CASEThroughout the automotive aftermarket industry, senior executives are facing the reality of private brands. Similar dynamics exist outside of the automotive aftermarket and are intensifying in other sectors, such as traditional consumer goods. Also known as ―private label‖ and referred to across many consumer-oriented industries as ―store brands,‖―co ntrol brands‖ or ―own brands,‖their rising prominence has led top executives to ask:• What issues and risks do U.S.-branded manufacturers face with respect to private brands?• How are market forces different today than in years past? How will this landscape evolve?• How can I better understand my operational blind spots in an increasingly competitive landscape?• What can my management team focus on to protect and grow my brands? Where do we start?•What are the similarities and differences between t he private brand trends in the automotive aftermarket and the consumer products sector?• What can be learned by automotive aftermarket executives from the private brand experiences in other sectors?Although answers to these questions are not simple and some market dynamics are not yet fully clear, the availability of private brands and other competitive trends are growing in the automotive aftermarket community, just as they are in many consumer product segments. One out of every three consumer products s old by one of the nation’s largest retailers is now private brand – up from one out of every five just a few years ago. With U.S. private brand sales in the grocery market surpassing well over $80 billion, for example, private brands can no longer be ignored by consumer product manufacturers. The U.S. market share of private brands in food, drug and mass merchant channels is more than 20 percent, according to industry data research firms. More than 80 percent of consumers shopping in big box, warehouse clubs and superstores frequently buy store brands and, depending on the specific product category, multiple store brands at a time. Retailers are focusing more resources on private branding to enhance margins, increase shelf velocity and expand store loyalty and traffic.Private branding in food, drug and mass merchant consumer products channels is not a new phenomenon, nor is it a new concept inthe automotive aftermarket. However, there are differences in the degree to which private brand penetration has occurred in traditional consumer goods industries compared with the automotive aftermarket. The factors giving rise to these differences include the nature and use of the products (e.g., immediate consumption vs. durable goods), the ability of the consumer to exercise preference at point of sale, technological or other barriers to entry for alternative manufacturers to produce private brands, the degree to which products are subject to regulatory controls, and the differences in the channels in which the products are distributed. Notwithstanding these distinctions, private branding will continue to impact the competitive landscape.Consumer behavior has gone through a dramatic evolution in the past five years, with the economic shifts and downturns, and with the exploding access to information and technology. The lines of consumer priorities are blurring and shifting, and regardless of brand or product mix, measurement and management of these shifts will be the key to strategic success and growth in a global marketplace.The U.S. automotive aftermarket is one of the single largest markets in the U.S. and is increasingly affected by private brand influences similar to other consumer product markets. However, total private brand penetration in the aftermarket is not as closely measured and monitored as in other consumer sectors. As brand and product strategies continue toevolve among aftermarket channel participants, more sophisticated measurements of private brand penetration rates are beginning to take root.ISSUES, OPPORTUNITIES AND RISKSThe degree of market consolidation among retailers is believed to be one of the influences at work in driving increased private brand market share penetration. Retail consolidation is also one of the contributing factors to increasing retailer pricing leverage, according to the AASA(Automotive Aftermarket Suppliers Association) Q4 2009 Aftermarket Supplier Barometer report, and ultimately can lead to supplier margin erosion. Retail consolidation can create economy-of-scale advantages for private brands, allowing brand development and deployment costs to be spread incrementally across higher product volumes, decreasing their relative per unit volume significance. Further, private brand penetration appears to vary across product categories. Those experiencing a higher degree of ―commoditization‖(little or no perceived differentiation across brands) have demonstrated higher private brand market share levels compared to product categories with low degrees of commoditization. Within the automotive aftermarket, product categories such as tires, accessories and maintenance parts are showing similar trends. One recent research report for brake component sales from Frost & Sullivan showsprivate brands had a 60 percent market share in 2009 and are expected to increase to 66 percent by 2015.Monitoring private brand market share penetration levels in each aftermarket product category where a branded manufacturer participates can help assess the current degree of commoditization. However, detailed and accurate data regarding private brand penetration levels within many aftermarket product categories are not readily available —unlike other consumables sectors, where scanner-level data from IRI and Nielsen offers good visibility.Private brand penetration varies by type of product category, geography, channel partners and consumer segment. Having more data and measurements regarding private brand penetration, consumer behavior and supply chain visibility will be essential moving forward, in order to respond to opportunities and risks and sustain a competitive advantage.Understanding customer and consumer segments: private brand preferencesDemographic and ethnographic segment patterns matter. More than 50 percent of 18-to-34-year-olds buy more than half of their consumer staples from private brands. Attitudinal segmentation — similar attitudes and values such as degree of importance placed on the dealer or repair professional, parts availability, do-it-yourself (DIY) considerations, pricesensitivity and convenience, shared across segments — can show varying degrees of influence on private brand choices. Understanding customer and consumer decisions across the entire value chain from manufacturer to ultimate consumer will enable better tailoring of brand positioning and more effective promotional programs.Knowing your customers, where they purchase and what drives their purchase decisions is paramount. In March 2010, Ernst & Y oung conducted a survey of more than 1,000 consumers and discovered: • 56 percent of consumers surveyed purchased vehicle parts and accessories in general automotive repair shops, parts and accessories stores, or chains;• 22 percent purchased them from new and used vehicle dealers;• 15 percent purchased them from big box, ware house clubs and superstores (nonautomotive);• 7 percent purchased them online; and• 20 percent also serviced their vehicle themselves (maintenance, repair, customization). Private brand market dynamics are impacting aftermarket channels through which the majority of products are sold. Developing a unique value proposition for each consumer and channel segment based on channel customer influences will be paramount in maintaining market share.Understanding consumer defection rates (velocity, magnitude andmotivations) from major brands to store brands within a product category can be an excellent gauge of brand relevancy in the eyes of a brand’s user base.The automotive aftermarket is experiencing low brand awareness in certain product categories. For select manufacturers, this implies that the risk of becoming a commodity and facing more margin and sales pressures is influenced by degree of brand loyalty across shoppers. Retailers with DIY or do-it-for-me (DIFM) shopper advocacy programs focusing on serving repair professionals can create brand loyalty among their consumers for store-branded products using their reputation as a technical services-oriented supplier of parts. Manufacturers also are trying to get closer to their primary and secondary consumers and raise brand awareness through techniques such as professional installer training programs and advertising campaigns. These special offers are designed to reinforce the message that longer-lasting, better-performing replacement products are today’s bes t quality and are a longer-term affordability option for consumers. According to recent Nielsen Co. data on consumer trends, a key piece of data to keep in mind when considering consumer behavior trends for 2010 is that, ―Value messaging must include differentiation beyond pricing for consumers.Retail engagement: keeping advocates and influencersRepair professional recommendations and influences on consumerchoice are important dimensions in the private brand or name brand success equation. According to a January 2010 Frost & Sullivan report, vehicle owners will adopt repair professional recommendations for batteries up to one-third of the time. The important question to ask is: What are the key influences the repair professionals look at when making brand decisions? It is important to recognize that all participants in the supply channel influence the repair professional’s choice. New and used vehicle dealers, accessory stores or auto parts chains, big box, warehouse clubs and superstores, online providers and search partners all play an increasingly important role in affecting consumer choices. Big box, warehouse clubs and superstores are concentrating on improving the shopper experience by offering a wider selection of private brand offerings in many consumer durables and non-durables.IMPLICA TIONS FOR AUTOMOTIVE AFTERMARKET LEADERS: UNDERSTANDING OPERA TIONAL BLIND SPOTSTypically, branded manufacturers and retailers focus only on price gaps and performance gaps, but that may be shortsighted in an increasi ngly multidimensional competitive game. Ernst & Y oung’s professionals believe there are at least six dimensions or strategic levers —both quantitative and qualitative —that manufacturers and retail channel players should identify to understand, measure and evaluate private brand competitive dynamics. These six dimensions are pricing,quality, promotion, distribution and merchandising, marketing and packaging perception and organization .Which of these six are the most relevant to the automotive aftermarket? In many consumer goods product categories, consumers often perceive the quality of private brands as being equal to name brands. But a recent report from The NPD Group, a leading market research company, suggests this isn’t always the case with consume rs of automotive aftermarket products. According to NPD, some automotive aftermarket consumers still perceive a quality difference between private brand and name brands. In the category of motor oil, NPD suggests that more than half of consumers surveyed believe motor oil name brands are of better quality than store brands, while nearly one-third see no real difference. What quality level is each consumer market segment willing to pay a premium for? Are independent repair professionals willing to risk their repair shop’s reputation on products that customers may perceive as lower quality?Manufacturers need to understand where their customers stand on quality vs. price, and must clearly differentiate those attributes that will best drive purchase choice behavior. Likewise, retailers should evaluate brand assortment to ensure they are meeting the requirements of both quality- and value-driven consumers. It is a fact that in some cases, repair shops may utilize original equipment parts over aftermarket or privatebrand parts. Retailers and warehouse distributors may utilize private brands to promote their reputation as more economical in the short run. The key question to ask is: Keeping safety, dependability and performance in mind, what is the true risk/benefit ratio perceived by consumer segments where each aftermarket product category sells and what levels of price portfolio are fair? Remember, it is the consumers who pay, and depending on whether it is a repair or maintenance issue, they wield more power today than ever.Safety, dependability and performance are of utmost importance to the vehicle owner/consumer when it comes to automotive aftermarket parts used for vehicle maintenance and repairs. As participants in the aftermarket distribution channel (including manufacturer, distributor, chain or independent retailer and repair professional) seek to respond to and influence consumer choice, build trust and maintain market share in vehicle repair and replacement, all players must understand how the products they offer meet these key consumer values and support their reputation in the market.AASA has launched an initiative called ―Know Y our Parts,‖designed to encourage all distribution channel participants to fully evaluate the increasing number of competing products in the marketplace across several dimensions of dependability, quality and performance. This campaign highlights the importance in understanding the extent to whichthere is transparency in the manufacturer’s commitment to provide support in the form of technical specifications, warranty, quality assurance, training and other services. It recognizes the important role that repair professionals, distributors and retailers play in influencing customer and consumer choice, particularly when the consumer is more dependent on the supply chain for information to support choice decisions among complex products.PROTECTING AND GROWING BRANDSBoth manufacturers and retailers are asking for clarity in how to understand and act upon private brand market dynamics. We suggest they begin by asking the following questions: 1). Learn the market: See reality in customer and consumer perspectivesa). What levels of awareness, consideration, purchase intent, usage and loyalty exist within the categories and brands where I compete?b). How is the market changing, and how will future consolidation create opportunities?c). Are we using digital and social media resources to gain specific insight into consumers?d). Should we establish strategic listening posts using social media as an ongoing program rather than a one-time effort? Where along the distribution channel should such measures be used?2). Know thyself: Look at what value your brands offer in eachproduct category and consumer and repair professional segmentsa). How can my management teams think differently rather than preserve the status quo?b). Should organizational practices or structure change in light of private brand dynamics?c). Which brands represent leading practices that should be replicated?d). What marketing and promotional levers can be pulled to preserve and grow brand loyalty and quality perceptions among all distribution channel consumers?3). Evaluate new competitiona). Where are my marketing activities over- or under-resourced as compared to competitors? Does this new reality offer cost-reduction or revenue opportunities?b). What is the potential to maximize revenues given the price elasticity of my products as compared to competitor and private brand offerings?c). How are competitors combating private brand threats, and what lessons can be learned?4). Build private brand defense and offense strategies and competenciesa). How can I build a private brand monitoring capability?b). Should I develop a private brand index or similar measure?Aftermarket companies need to develop holistic, reliable and multidimensional measures to better understand, evaluate and monitor private brand value gaps across the entire aftermarket distribution channel. These measures must go beyond pricing and include quality, innovation and other dimensions such as customer and consumer perceptions. Obtaining information todevelop such measures will likely mean using different approaches to gather consumer-level insights. This analysis focuses on three areas: 1) measuring and evaluating the true penetration of private brands within various product categories experiencing a high degree of commoditization, 2) identifying the root causes of this trend in quantitative and qualitative terms and 3) building viable and practical responses at brand and category levels.中文译文汽车售后市场的竞争动态:品牌产品和自主产品M Szymanowski业务案例在汽车零配件行业中,高管正面临私人品牌的现实。
汽车营销渠道中英文对照外文翻译文献
汽车营销渠道中英文对照外文翻译文献(文档含英文原文和中文翻译)Marketing Channels and Value NetworksMost producers do not sell their goods directly to the final users; between them stands aset of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel (also called a trade channel or distribution channel). Formally, marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after production, culminating in purchase and use by the final end user.Some intermediaries-such as wholesalers and retailers-buy, take title to, and resell the merchandise; they are called merchants. Others-brokers, manufacturers' representatives, sales agents-search for customers and may negotiate on the producer's behalf but do not take title to the goods; they are called agents. Still others-transportation companies, independent warehouses, banks, advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales; they are called facilitators.The Importance of ChannelsA marketing channel system is the particular set of marketing channels a firm employs, and decisions about it are among the most critical ones management faces. In the United States, channel members collectively have earned margins that account for 30% to 50% of the ultimate selling price. In contrast, advertising typically has accounted for less than 5% to 7% of the final price.Marketing channels also represent a substantial opportunity cost. One ofthe chief rolesof marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets, they must also make markets.The channels chosen affect all other marketing decisions. The company's pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firm's sale force and advertising decisions depend on how much training and motivation dealers need. In addition, channel decisions include relatively long-term commitments with other finns as well as a set of policies and procedures. When an automaker signs up independent deal· ers to sell its automobiles, the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time, channel choices themselves depend on the company's marketing strategy with respect to segmentation, targeting, and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.In managing its intermediaries, the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturer's sales force, trade promotion money, or other means to induce intermediaries to carry, promote, and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category, brand choice is made in the store, the product is an impulse item, and product benefits are well understood. In a pull strategy the manufacturer uses advertising, promotion, and other forms of communication to persuade consumers to demand the product from intermediaries, thus inducing the intermediaries to order it. Pull strategy is appropriate when there is high brand loyalty and high involvement in the category, when consumers are able to per· ceive differences between brands, and when they choose the brand before they go to the store. For years, drug companies aimed ads solely at doctors and hospitals, but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumers directly. This is particularly evident in the burgeoning business of prescription sleep aids.SEPRACOR INC.The increased use of prescription sleep aids is due not so much to an increase in the number of insomniacs, as to the billions of dollars the drug companies re spending on print and TV advertising. Consider Sepracor's ads for Lunesta, featuring a pale green Luna moth flittingaround the head of a peaceful sleeper. Sepracor spent $2.98 million in consumer advertising in 2006, and its stock and sales have jumped due to its successful campaign. The drug industry as a whole spent more than $4 billion on consumer ads in 2005, more than a fivefold increase in 10 years. Its aggressive pUll marketing strategy has, however, prompted intense debate and scrutiny from Congress. After all, while aggressive advertising of Merck's Vioxx generated huge profits, it exposed housands of U.S. adults to heart attack risks. Critics of the new drug ads say the drugs they tout treat symptoms rather than spurring consumers to discover the reason they can't sleep (which can range from simple stress to serious illness). Proponents of such ads say that in an era of managed care and shortened doctor visits, ads educate patients and spark important conversations with doctors. Although the pharmaceutical industry is unlikely to pUll back, Bristol-Myers Squibb Co. has won some kudos for voluntarily banning ads during the first year new drugs are on the markets. Top marketing companies such as Coca-Cola, Intel, and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand, without at least some consumer interest, it can be very difficult to gain much channel acceptance and support.Channel DevelopmentA new firm typically starts as a local operation seIling in a fairly circumscribed market, usingı existing intermediaries. The number of such intermediaries is apt to be limited: a few manıufacturers' sales agents, a few wholesalers, several established retailers, a few trucking comıpanies, and a few warehouses. Deciding on the best channels might not be a problem; theı problem is often to convince the available interımediaries to handle the firm's line.If the firm is successful, it might branch into new markets and use different channels in different markets. In smaller markets, the firm might sell directly to retailers; in larger markets, it might sell throughdistributors. In rural areas, it might work with general-goods merchants; in urban areas, with limited-line merchants. In one part of the country, it might grant exclusive franchises; in another, it might seJJ through aJJ outlets witIing to handle the merchandise. In one country, it might use international sales agents; in another, it might partner with a local firm.International markets pose distinct challenges. Customers' shopping habits can vary by countries, and many retailers such as Germany's Aldi, the United Kingdom's Tesco, and Spain's Zara have redefined themselves to a certain degree when entering a new market to better tailor their image to local needs and wants. Retailers that have largely stuck to the same selling formula regardless of geography, such as Eddie Bauer, Marks & Spencer, and Wal-Mart,marketing strategy for Its entrance into 1M US. market to slock different national manufacturer have sometimes encountered trouble in entering new markets.In short, the channel system evolves as a function of local opportunities and conditions, emerging threats and opportunities, company resources and capabilities, and other factors. Consider some of the challenges Dell has encountered in recent years.DELLDell revolutionized the personal computer category by selling products directly to customers via the telephone and later the Internet, rather than through retailers or resellers. Customers could custom design the exact PC they wanted, and rigorous cost cutting allowed for low everyday prices. Sound like a winning formula? It was for almost two decades. But 2006 saw the company encounter a number of problems that led to a steep stock price decline. First, reinvigorated competitors such as HP narrowed the gap in productivity and price. Always focused more on the business market, Dell struggled to sell effectively to the consumer market. Ashift in consumer preferences to bUy in retail stores as opposed to buying direct didn't help, but self-inflicted damage from an ultraefficient supply chain model that squeezed costs-and quality-out of customer service was perhaps the most painfuL Managers evaluated calf center employees primarily on how fong they stayed on each calf-a recipefor disaster as scores of customers felt their problems were ignored or not properly handled. Alack of R&D spending that hindered new-product development and led to a lack of differentiation didn't help either. Clearly, Dell was entering a new chapter in its history that would require a fundamental rethinking of its channel strategy and its marketing approach as a whole.Hybrid ChannelsToday's successful companies are also multiplying the number of "go-to-market" or hybrid channels in anyone market area. In contrast to Dell, HP has used its sales force to sell to large accounts, outbound telemarketing to sell to medium-sized accounts, direct mail with an inbound number to sell to small accounts, retailers to sell to still smaller accounts, and the Internet to sell specialty items. Staples markets through its traditional retail channel, adirect-response Internet site, virtual malls, and thousands of links on affiliated sites. Companies that manage hybrid channels must make sure these channels work well together and match each target customer's preferred ways of doing business. Customers expect channel integration, characterized by features such as:the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here's a specific example of a company that has carefully managed its multiple channels.REI（Recreation Equipment Inc.）What's more frustrating: buying hiking boots that cripple your feet, or trying on the perfect pair only to find the store is out of stock in the size or style you want? At Recreational Equipment Inc. (REI), the largest consumer cooperative in the United States with 2.5 million active members, outdoor enthusiasts can easily avoid both problems. In 90 REI stores across the country, customers are lighting up gas stoves, pitching tents, and snuggling deep into sleeping bags. REI stores are designed to givean experience, not just sell goods. If an item is out of stock, all customers need do is tap into the store's Internet kiosk to order it from REI's Web site. Less Internet-savvy customers can even get clerks to place the order for them at the checkout counters. REI has been lauded by industry analysts for the seamless integration of its retail store, Web site, Internet kiosks, mail· order catalogs, value-priced outlets, and toll-free order number. And REI not only generates store-to-Internet traffic, it also sends Internet shoppers into its stores. If a customer browses REI's site and stops to read an REI "Learn and Share" article on backpacking, the site might highlight an in-store promotion on hiking boots. Like many retailers, REI has found that dual-channel shoppers spend significantly more than single-channel shop· pers, and that tri-channel shoppers spend even more.Understanding Customer NeedsConsumers may choose the channels they prefer based on a number of factors: the price, product assortment, and convenience of a channel option, as well as their own particular ,hopping goals (economic, social, or experiential).As with products, segmentation exists, and marketers employing different types of channels must be aware that different con;umers have different needs during the purchase process.Researchers Nunes and Cespedes argue that, in many markets, buyers fall into one offour categories.1.Habitual shoppers purchase from the same places in the same manner over time.2.High-value deal seekers know their needs and "channel surf" a great deal before buying at the lowest possible price.3.Variety-loving shoppers gather information in many channels, take advantage of hightouch services, and then buy in their favorite channel, regardless of price.4.High-involvement shoppers gather information in all channels, make their purchase in a low-cost channel, but take advantage ofcustomer support from a high-touch channel.One study of 40 grocery and clothing retailers in France, Germany,and the United Kingdom found that retailers in those countries served three types of shoppers: (1) Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided; (2) Price/value customers who were most concerned about spending their money wisely; and (3) Affinity customers who primarily sought stores that suited people like themselves or the members ofgroups they aspired to join. As Figure 15.1 shows, customer profiles for these types of retailers differed across the three markets: In France, shoppers placed more importance on service and quality, in the United Kingdom, affinity, and in Germany, price and value.Even the same consumer, though, may choose to use different channels for different functions in making a purchase. For instance, someone may choose to browse through a catalog before visiting a store or take a test-drive at a dealer before ordering a car online. Consumers may also seek different types of channels depending on the particular types of goods involved. Some consumers are willing to "trade up" to retailers offering higher-end goods such as TAG Heuer watches or Callaway golf clubs; these same consumers are also willing to "trade down" to discount retailers to buy private-label paper towels, detergent, or vitamins.Value NetworksA supply chain view of a firm sees markets as destination points and amounts to a linear view of the flow. The company should first think of the target market, however, and then design the supply chain backward from that point. This view has been called demand chain planning. Northwestern's Don Schultz says: "A demand chain management approach doesn't just push things through the system. It emphasizes what solutions consumers are looking for, not what products we are trying to sell them." Schultz has suggested that the traditional marketing "four Ps" be replaced by a new acronym, SIVA, which stands for solutions, information, value, and access。
汽车营销模式外文文献
汽车营销模式外文文献在汽车行业中，营销模式是非常重要的，因此有许多外文文献探讨了汽车营销模式的不同方面。
以下是一些相关的外文文献，它们从不同的角度探讨了汽车营销模式的问题。
1. Title: "The Evolution of Automotive Marketing and Its Impact on the Industry"Authors: Smith, John; Johnson, Mary.Journal: Journal of Marketing Management.Year: 2018。
摘要，本文研究了汽车营销模式的演变以及其对汽车行业的影响。
通过对历史数据和市场趋势的分析，文章探讨了传统汽车销售模式与数字化汽车营销模式之间的差异，并提出了如何适应新的营销环境的建议。
2. Title: "The Role of Social Media in AutomotiveMarketing"Authors: Brown, Sarah; Wilson, David.Journal: International Journal of Business and Marketing.Year: 2017。
摘要，本文研究了社交媒体在汽车营销中的作用。
通过对社交媒体平台上的汽车品牌推广活动的分析，文章探讨了社交媒体对汽车购买决策的影响，以及如何利用社交媒体来提高汽车品牌的知名度和销售。
3. Title: "Innovative Marketing Strategies in the Automotive Industry"Authors: Garcia, Maria; Martinez, Juan.Journal: Journal of Strategic Marketing.Year: 2016。
摘要，本文研究了汽车行业中的创新营销策略。
汽车营销策略毕业论文(含外文翻译)
摘要随着国民经济的迅速发展,人们的收入水平逐步增高,我国的汽车市场保持快速发展的势头,人们的汽车消费多元化使生产皮卡和多功能车(SUV)的汽车生产厂商看到了希望。
另一方面,钢铁价格上涨,石油资源短缺,城市皮卡限行等因素使这些厂商在发展的路上充满了挑战。
长城汽车股份有限公司作为全国最大的皮卡生产厂商如何才能在激烈的市场竞争中保持领先地位,本文通过对长城汽车进行宏观环境分析、微观环境分析和企业内部环境分析,运用SWOT分析方法,找出长城汽车存在的优势和劣势,面临的挑战和机遇,并针对其劣势和挑战提出了一系列的营销策略。
关键字长城汽车;环境分析;SWOT分析;营销策略IAbstractWith the quickly development of national economy, the income level of people increase the high automobile market of our country step by step maintain the impetus of fast development, the automobile consumer diversity of people make production skin block with multifunction vehicle (SUV) automobile manufacturer business have seen hope. On the other hand, steel price rising, petroleum resource shortage, city leather card limit to trip etc. factor make these manufacturers be developing have filled with challenge on the road. The automobile inc. of the Great Wall block manufacturer business as nation-wide biggest skin how to then can keep in intense market competition is in the lead position, This paper utilizes SWOT analysis method through carrying out macroscopic environmental analysis, micro-environment analysis and enterprise internal environmental analysis for the automobile of the Great Wall, finds out the inferior position and advantage that theautomobile of the Great Wall has, is faced with, challenge and good fortune, and according to its inferior position and challenge, have put forward a series of sale strategy.Key words the automobile of Great Wall Environmental analysis SWOT analysis Sale strategy目录摘要...................................................................... .. (I)Abstract ............................................................... ..................................................... I I绪论 (1)(一)课题研究背景 (1)(二)课题研究的目的和意义 (1)(三)课题研究的结构和方法 (2)一、长城汽车简介 (3)(一)企业规格 (3)(二)产品品种 (3)(三)发展历程 (3)二、长城汽车营销环境分析 (5)(一)宏观环境分析 (5)1.法律政策因素 (5)2.经济因素 (6)3.自然因素 (7)4.技术因素 (8)5.文化因素 (8)(二)微观环境分析 (9)1.消费者 (9)2.竞争者 (10)3.分销渠道 (12)4.公众 (13)(三)内部环境分析 (14)1.制造能力 (14)2.营销能力 (14)3.组织能力 (15)三、对长城汽车进行SWOT分析 (16) (一)优势分析 (16)(二)劣势分析 (16)(三)机会分析 (16)1.皮卡和SUV行业迅速发展,未来前景看好 (17)2.西部大开发促进皮卡在西部地区的有效增长 (17)3.皮卡和SUV在我国处于边缘车型 (17)4.消费者消费倾向的变化给长城汽车带来了发展的机会 (17)1.大中型城市普遍实行皮卡限行政策,阻碍皮卡市场的扩大 (18)2.民营企业遭受“非国民待遇” (18)3.能源紧张问题给企业的发展施加了压力 (18)4.技术力量薄弱,同国外生产技术相比还有很大差距 (18)5.文化环境的影响阻碍着长城汽车的发展 (18)四、长城汽车营销策略 (19)(一)产品策略 (19)(二)新产品定价策略 (20)1.撇脂定价 (20)2.渗透定价 (20)3.适中定价 (20)(三)渠道策略 (21)(四)促销策略 (22)1.人员推销 (22)2.广告推销 (22)3.营业推广 (23)4.公共关系 (23)5.销售技术服务 (23)(五)服务营销策略 (23)1.诚信经营,信誉守诺 (24)2.发现需求,满足需求 (24)3.细微体贴,用心周到 (24)4.面向顾客,服务真诚 (24)5.熟悉产品,熟练技能 (25)6.快速反应 (25)(六)品牌策略 (25)1.质量 (25)2.技术 (26)3.偏好 (27)结论 (29)参考文献 (30)附录一 (31)附录二 (40)致谢 (46)作者简介 (47)绪论(一)课题研究背景中国汽车市场是全球增长最快的市场。
汽车外文翻译 外文文献
外文文献翻译附录A（英文原文）Adaptive Clutch Engaging Process Control Automatic Mechanical Transmission LIU Hai’ou(刘海鸥),CHEN HUI’yan(陈慧岩),DING Hua’rong(丁华荣),HE Zhong’bo(何忠波) Abstract: Based on detail analysis of cluch engaging process control targets and adaptive demands,a control strategy which is based on speed signal,different from that of based on main clutch displacement signal,is put forward.It considers both jerk and slipping work which are the most commonly used quality evaluating indexes of vehicle starting phase.The adaptive control system and its reference model are discussed profoundly.Taking the adaptability to different starting gears and different road conditions as examples,some proving field test records are shown to illusrate the main clutch adaptive control strategy at starting phase.Proving field test gives acceptable results. Key words: automatic mechanical transmission(AMT); transmission technology; adaptive control; main clutch engagement The engaging process control strategy of friction main clutch,whether wet or dry,is the focus in vehicle technology field.Some of the control strategies are based on main clutch displacement signal.An adaptive control strategy has been developed, which is based on main clutch out put shaft speed signal grounded on our research work.It is proved to have extensive adaptability. 1 Control Targets and Adaptive Demands The most commonly used quality evaluating indexes of vehicle starting phase are jerk and slipping work. Jerk—As an index evaluating the smoothness in vehicle starting phase, the jerk is the rate of vehicle longitudinal acceleration.According to this definition,the expression of jerk is given as j=da/dt=d2v/dt2 (1) where j is the jerk;v and a are the vehicle running speed and acceleration respectively. According to vehicle dynamics,the vehicle-run-ning speed is determined by the balance between engine traction force and running resistance and can be expressed as t v D e g gd Gd v A C f G T r i i 2 015 . 21 ) sin ( (2) Where e T is the engine out put torque;G is the vehicle total weight; r is the driving wheel radius; f and are the road resistance coefficient and ram p way angle respectively; D C is the air resistance coefficient. The function of a mechanism is to transform motion from one rigid body to another as part of the action of a machine,There are three types of common mechanical device that can be used as basic elements of a mechanism. 1.—Gear system,in which toothed members in contact transmit motion between rotating shafts. 2.Cam system,where a uniform motion of an input member I converted into a nonunifirm motion of the output member. 3.Plane and spatial linkages are also useful in creating mechanical motions for a point or rigid body. Mechanisms form thee basic geometrical element of many mechanical devices including automatic machinery,typewriters,mechanical toys,textile machinery,and others.A mechanism typically is designed to create a desired motion of a rigid body relative to a reference member.Kinematic design,or kinematic syntheses,of mechanisms often is the first step in the design of a complete machine.When forces are considered,the additional problems of dynamics,bearing loads,stresses,lubrication,and the like are introduced,aad the larger problem become one of machine design. Gear are machine elements that transmit motion by means of successively engaging teeth,Gears transmit motion from one ratating shaft to another, or to a rack that translates. Numerous applications exist in which a constant angular velocity ratio(or constant torque ratio)must be transmitted between shafts, Based on the variety of gear types available, there is no restriction that the input and the output shafts need be either in-line or parallel.Nonlinear angular velocity tratios are also available by using noncircccuar gear,In order to maintain a constant angular velocity,the individual tooth prifle must obey the fundamental law of gearing:for a pair of gears to transmit a constant angular velocity ratio,the shape of theircontacting profiles must be such that the common normal passes through a fixed point on the line of the centers. There are several standard gear types.For applications with parallel shafts,straight spur gear,parallel helical,or herringbone gears are usually used,In the case of intersecting shafts,straight bevel or spiral bevel gears are employed.For nonintersecting and nonparallel shafts,crossed helical,worm,face,skew bevel or hypoid gears would be acceptable choices.For spur gears,the pirch circles of mating gears are tangent to wach other.They roll on one another without sliding.The addendum is the height by which a tooth projects beyond the pitch circle(also the tadial distance between the pitch circle and the addendum circle).The clearance is the amount by which the dedendum (tooth height below the pitch circle)in a given gear exceeds the addendum of its mating gear,The tooth thickness is the distance across the tooth along the are of the pitch circle while the tooth space is the distance between adjacent teeth along the are of the pitch circle.TRhe backlash is the amount by which the width of the tooth space exceeds the thickness of the engaging tooth at the pitchi circle. Helical gears are used to transmit motion between parallel shafts.The helix angle I the same on each gear,but one gear must have a right-hand helix and the other a left-hand helix.The shape of the tooth is the angular edge of the paper becomes a helix.If wo unwind this paper,eachpoint on the angulaaar edge genetares an involute curve,The surface obtained when every point on the edge generates an involute is called an involute helicoids.in helical gears,the line is diagonal across the face of the tooth,It is this gradual engagement of the teeth and the smooth transfer of load from one tooth to another,which give helical gears the ability to transmit heavy loads at high soeeds,Helical gears subject the shaft bearings to both radial and thrust loads.When the thrust loads become high or are objectionable for other reasons,it may be desirable to use double helical gears.A doublehelical gear(herringbone)is equivalent to two helical gears of opposite hand,mounted side by side on he same shaft.They develop opposite thrust reactions and thus cancel at the thrust load.when two or more single helcal gears are mounted on the same shaft,the hand of the gears should be selected so as to produce the minimum thrust load. Straight bevel gears are easy to design and simple to manufacture and give very good results in service if they are mounted accurately and positively.As in the case of spur gears,however,they become noisy at higher values of the pitch-line velocity.In shese cases it is often good design practice to go to the spiral bevel gear,which is the bevel counterpart of the helical gear.As in the case of helicaal gears,spiral bevel bears give a much smoother tooth action than strain bevel gears,and hence are useful where high speed are encountered.It is frequently desirable,as in the case of automotive differential applications,to have gearing similar to bevel gears but with the shaft offset.Such gears are called hyoid gears because their pitch surfaces are hyperboloids of revolution,The tooth action between such gears is a combination of rolling and slidin along a straight line and has much in common with that of worm gears. A shaft is a rotating or stationary ually of circular cross section,having mounted power-transmission lements.Shafmay subjected to bending,tension,compression,or torsional loads,acting singly or in combination with one another,When they are combined,one may expect to find both static and fatigue strength to be important design considerations,since a single shaft may be subjected too static stresses,completely reversed,and repeated stresses,aii acting at the same time. The word “shaft” cover numerous variationgs,such as axles and spindles.An axle is a shaft,either stationary or rotating,not subjected to torsion load.A short rotating shaft is often called a spindle. When either the lateral or the torsional deflection of a shaft must be held to close limits,the shaft must besized on the basis of deflection,before analyzing the stresses,The reason for this is that,if the shaft is made stiff enough so that the deflection is not too large,it is probable that the resulting stresses will be safe,But by no means should the designer assume that they are safe;it is almost always necessary to calculate them so that he knows they are within acceptable limits.Whenever possible,the power-transmission elements,such as gears or pulleys ,should be located close to the supporting bearings.This reduces the bending moment,and hence the deflection and bending stress. According to the discussion of vehicle dynamics, the control of jerk and slipping work is related to the change rate of main clutch transmitting torque. However, the torque transducer cannot be installed in the control system,so the transient torque signal cannot be obtained directly.A method that some investigators use is to control the output torque through controlling main clutch engaging displacement.But the displacement can only reflect torque change indirectly. Their corresponding relationship is affected by many factors. And once the installed position changes or the signal drifts,it will be difficult to control the transmitting torque value accurately. The main clutch adaptive control strategy based on the speed signal adjusts the transmitting torque based on the jerk and the slipping work known from the change of rotating speed signal. 2 Conclusions ①The key technique of adaptive control strategy based on speed signal is the reference model. Different from the strategy based on main clutch displacement signal, it can reflect vehicle dynamics during engaging process and so can satisfy the engaging demands well. ②The reference model based on speed signal can be illustrated by the speed change course curve. Set the parameters for each sector correctly according to smooth and fast engaging demands, and the adaptive control target can be realized through adopting PWM/PFM control method. ③A large amount of tests that were conducted for along time show that thecontrol strategy based on speed signal has good adaptability and can adapt to different gears, road conditions, load, main clutch parameters(temperature, attrition wear and friction material) and driving styles. References: [1] Horn J,Bamberger J,Michan P,et al.Flatness-based clutch control for automated manual transmission[J]. Control Engineering Practice,2003(11):1353-1359.[2] Toshimichi Minowa,Tatsuya Ochi,Hiroshi Kuroiwa, et al. Smooth gear shift control technology for clutch-to-clutch shifting[R].SAE199120121054,1991. [3] Xi Jun qiang.Research on brushless electric motor driven automatic main clutch and its control strategy[D].Beijing:School of Vehicular and Transportation, Beijing Institute of Technology, 2001.(inChinese) [4] Lei Yu long, Ge An lin, Li Yong jun. Main clutch control strategy at vehicle starting phase[J]. Automotive Engineering,2000(4):266-269. (inChinese) [5] Andrew Szadkowski. Shiftability and Shift Quality Issues in Clutch Transmission Systems[R]. SAE 912697,1991. 附录B（译文）适应性离合器在机械自动传动中的加工控制刘海鸥，陈慧岩，丁华荣，何忠波（机械和车辆工程学校，北京技术学院，北京100081，中国）摘要：依靠对离合器运行过程的详细分析控制目标和适应的要求，一个主要依靠速度信号而不是那些依靠离合器的移动信号的控制策略被迅速发展。
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原文Changing Channels In The Automotive Industry: The Future of Automotive Marketing and DistributionWho will be the winners and losers in the revolution that is radically reshaping the marketing, distribution and selling of automobiles? Will the vehicle manufacturers and their franchised-dealer networks be able to overcome years of inertia and complacency to pioneer and execute new concepts that will strengthen and extend the value of their brands? Or will nimbler, more imaginative retailers or software companies get there first?The transformation of the business of selling cars and trucks is happening before our eyes at an incredible pace -- promising to change forever an industry that has long been noted for its high costs, poor service and extremely unpleasant selling process. Auto manufacturers have competed fiercely among themselves to drive out cost and meet consumer needs for cheaper and better cars and trucks. Now the survivors face new threats from outside the industry that might thwart their renewed interest in building strong, lasting relationships with their customers.Entrepreneurs have dissected the cost-value equation and come up with new retail concepts. Their stories have been persuasive enough to attract hundreds of millions of dollars in public equity investment and persuade dozens of fiercely independent car dealers to sell out. Internet technology has lowered entry barriers for other entrepreneurs with new ideas about helping customers find, evaluate and buy new vehicles. These patterns are consistent with revolutions in other consumer durables markets that effectively transferred market power from manufacturers to retailers.Consumers are the only clear winners in this battle. While we are not sure which vehicle manufacturers will survive, we are confident that winning will require a better understanding of the life-cycle value equations of both cars and buyers, and the development of innovative strategies to capture that value.FORCES OF CHANGEFrom the days of Henry Ford's production line, the automobile industry has been based on a "supply-push" philosophy -- a strong bias toward "filling the factories" to cover high fixed costs.Dealer networks were created as logical extensions of the "supply-push" model. The networks were designed to hold inventory, leverage private capital (without threatening the manufacturers' control) and service and support what was then a less reliable and more maintenance-intensive product. Those networks generally were built around entrepreneurs focused on a defined geographic area, selling one or at most two brands.Despite its longevity, the traditional dealer channel leaves many people unhappy.High customer acquisition costs motivate dealers to convert store traffic to sales using aggressive tactics that extract differential margins based on customers' willingness to pay. Frequent well-publicized rebates have taught buyers to mistrust sticker prices and negotiate from cost up, rather than sticker down. As a result, dealers often find themselves competing not against another brand, but against a same-make dealer across town. This acute competition has almost bid away dealer profit on the sale of new passenger cars in the United States (with some profits still available on sales of trucks, sport utility vehicles and luxury cars).Shrinking dealer margins do not translate into happy customers: Most customers (approximately four out of five) dislike the purchase process, and many still come away feeling cheated and mistreated. This strong antipathy is largely responsible for the rapid growth of Internet-based services that offer alternative means of gathering information on cars, soliciting price quotes and, in some cases, conducting transactions.SURFING THE NET FOR PROFITSObviously the Internet is a major enabler of change in auto distribution. Many of the most important auto industry innovators today are developing Web-based services, leading some to predict that the most important automotive company of the next century will be a software-based company. Republic Industries, for instance, expects sales to reach $1 billion on the World Wide Web by the year 2000. Estimates vary, but some studies have shown that with some cars, as many as 40 percent of customers gather information from the Internet. A smaller but growing percentage of customers demonstrate what is called shopping behavior, or soliciting price quotations and availability information prior to the actual purchase.The dramatic growth and power of Internet technology have greatly reduced the cost of obtaining information on features, price and availability. Consequently, customers are better equipped to extract what they want from dealerships. One of the pioneers of Internet marketing, Inc., is working to speed response time from its participating dealers because it has learned that a staggeringly high proportion of its customers -- 64 percent -- buy within 24 hours of using its service to get price and availability quotes. The Internet offers new and better ways to perform many sales and marketing functions and makes it possible for manufacturers to have more and richer two-way communications directly with consumers. It has also provided, for the rest time, the capability for channel marketing on a national or even international scale, attacking further the value of the traditional, geographically depend channel.DEALERS STILL PART OF EQUATIONNo one is suggesting, though, that auto dealers will disappear. Ironically, changes in cars and trucks themselves are making dealers more important. Consumers have more choices of brands and models than ever before. Improved durability and reliability and faster design cycles have narrowed the differences among competing products in the same category. Brand loyalty increasingly derives not from the product itself but from the total purchase and ownership experience. Numerous studies show that customer satisfaction has become a much more critical competitivedifferentiator and a greater influence on repurchase loyalty than the car itself. And it is the dealer that controls these levers today. (See Exhibit II.) This explains the intense efforts many vehicle manufacturers have made to set standards for, measure and even base some dealer compensation on customer satisfaction scores.As a result of the high-cost, low-satisfaction proposition provided by the traditional dealer channel in general, many players have recently moved to capitalize on opportunities afforded by improving the channel-value equation. Entrepreneurs with access to public capital have strategic designs to modernize auto distribution. Six dealer groups in the United States went public in 1996-7. Collectively they soared past the $4 billion mark in revenue in 1997, up by more than 30 percent from 1996, with most of the growth coming from additional acquisitions of existing dealers.The most prominent new automotive industry entrepreneur in the United States is H. Wayne Huizenga, chairman of Republic Industries. Mr. Huizenga has a proven track record as an innovator who has revolutionized the waste disposal and video rental industries. Republic owns the nation's largest group of franchised automotive dealerships, operates the AutoNation USA used-vehicle megastore chain and owns and operates several car rental businesses. Republic is currently on an extraordinary acquisition campaign for new-car business dealerships. Even though Republic has almost single-handedly doubled the market price for dealerships, it does not appear to be slowing down.Nonetheless, manufacturers seem to be following, not leading, the revolution. Many are still being pushed or kicked along the path of change. There are real questions whether their late -- and in some cases half-hearted -- responses will be enough to protect the traditional position of the vehicle manufacturer as the caller of shots in the auto industry.VISION FOR THE FUTURENow that we see serious cracks in the walls protecting the traditional automotive distribution model, what will the future bring? Both the underlying drivers of change in automotive retailing and the trends already under way help answer that question. In addition, it is helpful to compare the automobile industry with other industries that have experienced distribution-channel evolution and look at the lessons they learned.Most consumer-durable industries have undergone substantial distribution-channel evolution resulting from changes in economics, regulations or technologies. Each one has unique circumstances, but we can see three relatively common, distinct stages in these channel restructurings:Stage One: This is marked by major improvements in value delivered, mostly reductions in cost. Usually the cost reductions stem from consolidation and rationalization in the channel as better concepts or bigger players drive out marginal or small players. The bigger players use their cost advantage to reduce prices and often to improve service, variety and convenience.Stage Two: Here channel evolution is focused on meeting the needs of specific customer segments. Channel functions are unbundled and restructured into more efficient or more appealing formats for defined groups of customers. Customer value is further enhanced through lower prices, better service or greater variety.Stage Three: This brings dramatic new paradigms not just for distribution but for the entire value chain. Full-service leasing ("power by the hour") in the heavy-duty-truck market is an example of this type of game-changing concept.We anticipate five major changes in future automobile distribution patterns and practices:FORMING A STRATEGIC RESPONSEGiven this view of the future, what should a manufacturer or major channel player do? Appropriate responses are to some extent situation-dependent, of course, but we believe the three stages of channel evolution observed in other industries provide valuable insight into what is and will be required to prevail in the automotive industry.Accordingly, we recommend the following strategic responses consistent with the three stages of channel evolution and the future automotive distribution vision described above:Aggressively and systematically pursue functional improvement beyond the factory gate. The most prominent opportunity is cost.Develop a vision of a desired end-game distribution channel strategy and begin making progress toward that vision, taking care to achieve consistency between the long-term vision and short-term functional improvement agendas.Build the means to create and capture much more of the "downstream" value associated with the automobile -- and, in so doing, strive to innovate "game-changing" approaches to the business.FUNCTIONAL IMPROVEMENTSIn the conventional dealer networks, tremendous improvement opportunities exist along two basic functional paths: reducing costs and raising customer satisfaction. Most manufacturers and many large channel players are jumping at these opportunities, given their magnitude. However, these players tend to select a limited number of programs, and they typically concentrate on single functional improvements independently or on a single functional path.A better approach is to address systematically the whole realm of possibilities with an integrated view of benefits within and across specific functions. This is not easy. Even programs with moderate scope and ambition typically require reforming entrenched business philosophies; coordinating several organizational groups with disparate incentives; managing complex and imposing legalities, and facing up to dealers resistant to change. But manufacturers must recognize that new players unencumbered by these constraints are raising the bar and traditional players must reach higher or fall behind.To date, Republic has focused primarily on pursuing the benefits of consolidation typical in the first stage of retail channel evolution. But some of its actions suggest the potential for truly game-changing retail evolution. When channel players, as opposed to manufacturers, are the winners in retail evolution, most often the one that leads in the first stage is the one that leads in other stages and reaps substantial benefits. Republic could be the first in the automotive industry to create an independent retail brand that actually "owns the customer."译文：汽车行业渠道的转变：未来的汽车销售和流通谁将成为赢家？谁能彻底重塑销售、分销和销售为一体的汽车?他们的汽车制造商网络能够克服惯性和骄傲自满的先驱和执行新观念，加强和扩大品牌价值的吗?或者，更富于想象力的零售商将nimbler或软件公司先到那儿?变革的商业销售轿车和卡车在我们眼前发生在一个令人难以置信的速度——承诺永远改变，长期以来一直使这个行业中付出很高的代价，可怜的服务和令人不快的销售过程。