市场定位策略外文翻译

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外文翻译1

译文（一）THE ACCOUNTING REVIEWV ol. 83, No. 3 2008pp. 823–853市场参与者的杜邦分析的使用马克•t•Soliman华盛顿大学文摘:杜邦分析,一种常见的财务报表分析，依靠于净营业资产收益率的两个乘法组件:利润率和资产周转率。

这两个会计比率衡量不同的构造。

因此,有不同的属性。

之前的研究已经发现,资产周转率的变化是未来收益的变化正相关。

本文全面探讨了杜邦组件和沿着三个维度有助于文学。

首先,本文有助于财务报表分析文献,发现在这个会计信息信号实际上是增量学习会计信号在先前的研究在预测未来收益。

其次,它有助于文学在股票市场上使用的会计信息通过检查眼前和未来的股本回报投资者应对这些组件。

最后,它增加了分析师的文献处理会计信息的再次测试直接和延迟反应的分析师通过同期预测修正以及未来预测错误。

一致的跨市场加入者的两组,结果表明是有用的信息就是明证杜邦组件和股票收益之间的联系以及维度分析师预测。

然而,我发现预测未来预测错误和异常返回信息处理表明似乎没有完成。

平均水平,分析表明杜邦组件代表增量和可行的操作特征信息的公司。

关键词:财务报表分析、杜邦分析、市场回报、分析师预估。

数据可用性:在这项研究中使用的数据是公开的来源显示的文本。

在本文中,我分析杜邦分析中包含的信息是否与股市回报相关和分析师预测。

之前的研究文档组件从杜邦分析,分解的净营业资产收益率为利润率和资产周转率,有解释力对未来盈利能力的变化。

本文增加了文献综合研究投资者和分析师反应杜邦组件三个维度。

首先,它复制先前记录的预测能力和检查是否健壮和增量其他预测已经考虑在文学的存在。

其次,它探讨了使用这些组件的股市投资者通过观察同生和未来收益。

在同时代的长窗协会和短时期限信息测试,结果显示积极联系杜邦组件和股本回报率。

但小未来异常返回交易策略显示的信息可能不完整的处理。

最后,检查当前预测修正由卖方分析师和未来的预测错误。

国际贸易、市场营销类课题外文翻译——市场定位策略(Positioning_in_Practice)

Positioning in PracticeStrategic Role of MarketingFor large firms that have two or more strategic business units (SBUs), there are generally three levels of strategy: corporate-level strategy, strategic-business-unit-level (or business-level) strategy, and marketing strategy. A corporate strategy provides direction on the company's mission, the kinds of businesses it should be in, and its growth policies. A business-level strategy addresses the way a strategic business unit will compete within its industry. Finally, a marketing strategy provides a plan for pursuing the company's objectives within a specific market segment. Note that the higher level of strategy provides both the objectives and guidelines for the lower level of strategy.At corporate level, management must coordinate the activities of multiple strategic business units. Thus the decisions about the organization's scope and appropriate resource deployments/allocation across its various divisions or businesses are the primary focus of corporate strategy.Attempts to develop and maintain distinctive competencies tend to focus on generating superior financial, capital, and human resources; designing effective organizational structures and processes; and seeking synergy among the firm's various businesses.At business-level strategy, managers focus on how the SBU will compete within its industry. A major issue addressed in business strategy is how to achieve and sustain a competitive advantage. Synergy for the unit is sought across product-markets and across functional department within the unit.The primary purpose of a marketing strategy is to effectively allocate and coordinate marketing resources and activities to accomplish the firm's objectives within a specific product-market. The decisions about the scope of a marketing strategy involve specifying the target market segment(s) to pursue and the breadth of the product line to offered. At this level of strategy, firms seek competitive advantage and synergy through a well-integrated program of marketing mix elements tailored to the needs and wants of customers in the target segment(s).Strategic Role of PositioningBased on the above discussion, it is clear that marketing strategy consists of two parts: target market strategy and marketing mix strategy. Target market strategy consists of three processes: market segmentation, targeting (or target market selection), and positioning. Marketing mix strategy refers to the process of creating a uniqueblend of product, distribution, promotion, and pricing strategies (the four Ps) designed to satisfying the needs and wants of customers. Target market strategy and marketing mix strategy are closely linked and have a strong interdependence. The position of a product identified from the target market strategy serves as a guideline for formulating marketing mix strategy.Market segmentation is the process by which a market is divided into distinct customer subsets of people with similar needs and characteristics that lead them to respond in similar ways to a particular product offerings and strategic marketing programs.Targeting or target market selection is the process of selecting a segment or segments to serve by evaluating the relative attractiveness of each segment, the benefit sought, and the firm's relative business strengths.Finally, positioning is the process of designing product offerings and developing strategic marketing programs which collectively create an enduring competitive advantage in the target market.The concept of target market strategy especially positioning is well-known and widely accepted by most marketing practitioners especially consumer goods managers as useful Atheoretical concepts in formulating marketing mix strategy. In practice, however, marketers tend to bypass formal positioning and go directly to formulate marketing mix strategy. This may be due to the fact that these managers do not know how to obtain perceptual maps, which are maps that show the positions of products on a set of primary customer needs.The objective of this paper is to demonstrate a practical way for marketing practitioners to obtain perceptual maps for positioning and marketing mix strategy formulation. Specifically, perceptual mapping and its relation to positioning are first discussed. This is followed by discussion of statistical techniques that can be used to create perceptual maps. Finally, a example of positioning process by factor analysis is demonstrated.Perceptual Mapping: Identification of StrategicBenefitsPositioning is the perceived fit between a particular product and the needs of the target market, and thus positioning concept must be defined relative to the customer’s needs and competitive offerings.It is one of the most important strategic concepts because it is concerned with differentiation. Positioning reflect the careful efforts of marketing firms to portray the benefits they offer customers and to differentiate themselves from competition. Positioning is critical for a product=s success. Not only must the product deliver the benefits the customer needs, but it must do so better than competition.Effective positioning requires assessing the positions occupied by competing products, determining the important dimensions underlying these positions, and choosing a p osition in the market where the organization’smarketing efforts will have the greatest impact. An essential tool for strategic benefit positioning is perceptual maps.Customer Needs and Perceptual Mapping: Method and ProceduresPerceptual maps represent the positions of products on a set of primary customer needs. Perceptual maps visually summarized the dimensions that customers use to perceive and judge products and identify how competitive products are placed on those dimensions. In practice, marketers need to know the number of dimensions, the names of those dimensions, what more detailed customer needs make up the dimensions, where competition is positioned, and where the ideal position for a new product or for repositioning is.A set of useful consumer behavior model has been developed to handle consumer attitudes toward various brands in a marketplace. Hauser and Urban (1977), in a new-product setting, describe the processing of product attributes as compression into smaller number of aggregate dimensions called Aevaluation criteria. The central idea is that the brands in a market can be represented as a set of points in a multidimensional space. The axes of this space represent the perceived attributes that characterize the stimuli. Two main analytical approaches most frequently used to derive evaluation criteria and build perceptual maps are decompositional methods, based on multidimensional scaling, and compositional methods, based on factor analysis (Lilien and Kotler 1983). Each of these procedures is discussed in the following section.Multidimensional Scaling (MDS)Multidimensional scaling (MDS) is a set of procedures in which a reduced space of product alternatives reflects perceived similarities and dissimilarities between products by the inter-product distances.mensional scaling to create perceptual maps:1.Have customers evaluate existing products according to their relative similarity and form an average proximity matrix whose entries represent the similarities or dissimilarities among the products for each group of customers you wish to analyze.e multidimensional scaling to produce a map in 2, 3, ... dimensions.3.Based on managerial judgments, limitations owing to the number of stimuli, and a plot of Astress select the appropriate number of dimensions.4. Name the dimensions based on the relative position of the stimuli or a regression of the map coordinates on attribute ratings.Multidimensional scaling is a powerful technique, but it must be used with caution. Several issues need to be considered. The first issue is concerned with the number of stimuli (i.e., products) needed. Klabir (1969) showsthat at least eight products are needed to create a good two-dimensional map. Green and Wind (1973) suggest that the number of dimensions should be less than one-third of the number of products. The second issue is concerned with the naming of the dimensions. The analyst generally names the dimensions by using knowledge of the product category to explain best the products= positions. This procedure is arbitrary and involves a high degree of creativity. The final issue is concerned with the number of dimensions. There is little theory to guide the selection of the number of dimensions. However, the stress measure obtained from MDS can be plotted against the number of dimensions to determine when marginal changes in stress are becoming small.Widely used, user-friendly statistical packages such as SAS and SPSS contain the programs for multidimensional scaling. For example, in SPSS, one can obtain a multidimensional scaling analysis from the statistics menu by choosing scale and then multidimensional scaling.Factor AnalysisFactor analysis was originally developed in connection with efforts to identify the major factors making up human intelligence. Educational and psychological researchers did not believe that every test in an educational battery measured a different facet of intelligence. In fact, test scores for certain pairs of tests were highly inter correlated, indicating that a more basic mental ability underlies test performance. Factor analysis was developed to explain these intercorrelations in the test results of a few basic intelligence factors, subsequently identified as verbal ability, quantitative ability, and spatial ability. Since that time, factor analysis has been applied to many other problems and is a frequently used technique in performing product-evaluation analyses in marketing.The basic factor-analysis model assumes that original perceptual ratings about a product are generated by a small number of latent variables, or factors, and that the variance observed in each original perceptual variable is accounted for partly by a set of common factors and partly by a factor specific to that variable. In the construction of a perceptual map by factor analysis, the positions of the products/brands studied can be obtained by averaging the factor scores of the respondents for each product/brand. Factor scores are calculated from the matrix of factor-score coefficients, which describes factor scores as a linear function of the original ratings.To use factor analysis to create perceptual map:1. Have consumers rate all the products/brands under studied, one at a time, on a set of product attributes. You can use Likert scales (scales anchored with strongly agree and strongly disagree) or semantic differential scales (scales with bipolar adjectives) in your questionnaire.2. Analyze the data by factor analysis with rotation (e.g., with varimax rotation). Also request for factor scores for all the products/brands.3. Average the factor scores over all the respondents for each product/brand.4. Use the average factor scores for each product/brand as coordinates to plot the position on the perceptual space. Normally, two-dimensional maps are meaningful and easy to understand. If more than two factors are extracted/identified from the set of product attributes, more than one two-dimensional maps may be generated.5. Use factor loading table, which is an output representing the correlations between the attribute scales and the factors that the computer algorithm identified, to name the factors.6. Theideal line (representing the relative importance of the factor scores in determining attitude toward the brand) can be identified from the multiple regression function with attitude as the dependent variable and factor scores as the independent variables.Factor analysis is a very powerful and useful technique for producing perceptual maps. There are also many software for PC that contains this statistical technique (e.g., SPSS, SAS, BMDP).In this session, we briefly went through the concepts of target market strategy (which consists of market segmentation, targeting, and positioning), strategic brand management, and positioning research. Then we went through the concept and the steps in the data analysis for positioning research.Target Market StrategyTarget market strategy is the process of identifying one (or more target markets) and its (or their) unique positioning(s). Target market strategy consists of (1) market segmentation, (2) targeting, and (3) positioning.Market Segmentation. Market segmentation is the process of segmenting a heterogeneous potential market into a few or several homogeneous segments. In other words, customers in a potential market may have different preferences. As such, it is not effective and efficient to teach all of them by one product and one plan. To be effective and efficient, a manager needs to group the potential customers into group according to their unique preferences and serves one or more of these groups according to the company's strength. The other way to look at market segmentation is that it is the process to test if the potential market is homogeneous in terms of preferences. Good market segmentation should result in segments with the following characteristics: (1) substantiality ( i.e., each segment is large enough), (2) profilability/identifiability/measurability (i.e., each segment can be described in terms of demographic or psychographic characteristics), (3) accessibility (i.e., the media consumption and shopping behavior can be identified), and (4) differential responsiveness (i.e., each segment has a unique preference).Targeting. Targeting or target market selection is the process of selecting one or more segments to be the target market or target markets. The segment(s) is(are) chosen by matching the strengths/ability of the companyto serve the segment with the profit potential in each segment. GE Matrix (market attractiveness versus business position) is a good tool for targeting.There are four targeting strategies that you can use: (1) concentrated or focused targeting strategy (i.e., selecting one large segment to be your target market), (2) multi-segment or differentiated targeting strategy (i.e., selecting two or more large segments to be your target markets with a unique positioning for each of them), (3) mass targeting strategy (i.e., selecting two or more or all segments to be your target market with only one positioning for all of them), and (4) niche targeting strategy (i.e., selecting one small market to be your target market).Positioning. Positioning has two meanings. First, positioning is the most important benefit or benefits desired by the customers in a particular target market. Second, positioning is the process of creating brand image (in terms of benefit or benefits) in the customer's mind through marketing mix strategy (the 4Ps). The brand image must reflect the most important benefit(s) that the target customers want. To position your brand in a target market, you first conduct positioning research to create a perceptual map of competing brands in the target The following note is provided by Prof.Powpaka SamartWhat Is Marketing?STRATEGIC MARKETINGAs you may already know, the main objective of any business is to make profit. On the other hand, there are also non-profit or not-for-profit organizations that exist in the society. Their main objective is to achieve a non-profit objective or to serve a certain cause, e.g., HK Red Cross wants to obtain enough blood to help the patients. These non-profit organizations still need to make money or obtain money. But they do not do it for profit; they do it in order to secure enough resources to help them achieve their non-profit objectives.To achieve their objectives, businesses and non-profit organizations need to have different people to perform different functions. They normally organize people who perform the same function into the same "departments". Accounting, finance, production, R&D, logistics, marketing, and sales are examples of departments that normally exist in a business organization."What is marketing?" Using American Marketing Association's (1985) definition, marketing is "the process of planning and execution of the conception, pricing, distribution, and promotion of goods, services, and ideas to create or facilitate exchanges that satisfy both individual and organizational objectives." Based on the definition, it is quite clear that the definition is inclined toward marketing as a business function (or what marketing people do). In essence, the function of marketing is about identifying the right target market (a group of consumers or business customers) and creating, communicating, and delivering the company's products (which can be goods, services,ideas, or combination of goods, services, and ideas) to the chosen customers. What marketing people do is to plan and execute the marketing plan, which consists of product strategy, pricing strategy, distribution strategy, and communication strategy. The execution of the marketing plan will create or facilitate the exchange or transaction between the target customers and the organization.Then we look into the definition of marketing by AMA in 2004. Marketing is "an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders." It is clear from the definition that marketing includes both marketing as a business function (an organizational function) and as a management philosophy/orientation (a set or cross-functional or cross-departmental processes for [a] creating, communicating, and delivering value to the target customer and [b] to manage relationship with customers in ways that benefit the stakeholders). Marketing as a management philosophy requires an integrated effort of every members of the organization to provide superior "value" to the customer and to build, enhance, and maintain "relationship" with (profitable) target customers.When we look at the definition of marketing by AMA (2004), you can see that marketing, as a management philosophy, requires the integration of every function or department to work together to satisfy the target customers. The target customer is the focus of the company's operations. Everybody in the company (1) works together to create, communicate, and deliver value to the customer and (2) manages the relationship with customers in ways that benefits the company and its stakeholders.We then discussed about the formula of value to demonstrate that customer value creation comes from the integrated effort of every employee of the firm.Value = quality/price + relationshipsQuality: Quality represents everything that customers get from buying your product. As such, quality must be defined by your customers. There are two types of quality: (1) objective quality (i.e., actual quality as can be tested in the lab according to the specification) and (2) perceived or subjective quality (i.e., quality as "perceived" or "believed" by the customers). R&D and production staffs make sure that the objective quality of the company's products is acceptable. Quality standards and measures such as TQM, QC, ISO, etc are used to ensure objective quality. Marketing people use integrated marketing communication (IMC) to build perceived quality in the mind of the customers. It is important that there is a match between objective and perceived quality.Price: One of the determinants of price is cost. Today, there are two major sources of cost reduction: (1) global sourcing and (2) logistics management. Global sourcing concerns with two consecutive decisions: (1) tomake or to buy (i.e., to manufacture the products by yourself or to sub-contract other people to produce for you), and (2) where to make or where to buy. Proper global sourcing can give cost advantage to the firm. Logistics concerns with the strategic movement and storage of products into the firm, inside the firm, and out of the firm. Purchasing or inbound logistics concerns with the movement and storage of raw materials, processed materials, and component parts into the firm. Manufacturing support of intra logistics concerns with the movement and storage of semi-finished products inside the firm. Finally, physical distribution or outbound logistics concerns with the movement of finished products from the firm to its customers. The main concept of logistics is (1) to provide the desired service level to both internal and external customers and (2) at the lowest total cost. A logistics system consists of 3 performance cycle: (1) inbound logistics (or purchasing), (2) intra or inside logistics (or manufacturing support), and outbound logistics (or physical distribution). A good logistics system not only reduces the cost for the company but also provides competitive advantage for the company. In other words, a good logistics system can give a company sustainable competitive advantage by providing appropriate level of service at the lowest total cost.The service level in logistics consists of:1. Availability2. Operational performancea. Speedb. Consistencyc. Flexibilityd. Malfunction and recovery3. ReliabilityThe costs in logistics include:1. Order management costs2. Inventory management costs3. Material handling costs4. Transportation costs5. Warehousing costsRelationships: There are two types of relationships: (1) relationship with your customers (i.e., relationship marketing and customer relationship management or CRM) and (2) relationships with suppliers and channelmembers (i.e., strategic alliance/partnership). Strong relationships with both customers and suppliers/channel members are important in the value creation process for the customers.A company that adopts marketing as its management philosophy or company orientation will try to survive and grow in long-term by focusing on satisfying the needs and wants (i.e., preferences to be more accurate) through the integrated effort of everybody in the firm. As such, a marketing-oriented company has the following characteristics:* Long-term focus (i.e., profit and growth as a result of customer loyalty/long-lasting relationship)* Customer focus or customer orientation (i.e., understanding the target customers' needs/wants/problems and their alternatives now and in the future)* Competitor focus or customer orientation (i.e., understanding the major competitors' objectives and strategies now and in the future)* Inter-functional or inter-departmental coordination (i.e., every employee takes full responsibility of the success/failure of the firm)。

网络营销外文文献及翻译

网络营销外文文献及翻译网络营销外文文献及翻译1：引言1.1 研究背景及意义1.2 研究目的1.3 研究方法2：网络营销概述2.1 网络营销定义2.2 网络营销发展历程2.3 网络营销的优势和挑战3：网络营销策略3.1 定位与目标市场3.2 品牌建设3.3 销售渠道选择3.4 市场细分与定价策略3.5 推广与广告策略4：社交媒体营销4.1 社交媒体平台概述4.2 社交媒体营销策略4.3 社交媒体广告4.4 社交媒体营销案例分析5：搜索引擎优化(SEO)5.1 搜索引擎优化概述5.2 关键词优化5.3 网站架构优化5.4 内容优化5.5 外部优化6：内容营销6.1 内容营销概述6.2 内容策略与创作6.3 内容发布与推广6.4 内容营销案例分析7：电子邮件营销7.1 电子邮件营销概述7.2 邮件列表建立与管理7.3 邮件设计与撰写7.4 邮件营销分析与优化8：移动营销8.1 移动营销发展概述8.2 短信营销8.3 应用程序营销8.4 移动广告与跟踪分析9：数据分析与营销决策9.1 数据分析的重要性9.2 数据收集与整理9.3 数据分析工具与方法9.4 数据驱动的营销决策附件：1：《网络营销案例分析报告》 2：《社交媒体营销指南》3：《搜索引擎优化实战手册》4：《内容营销成功经验分享》5：《电子邮件营销最佳实践指南》6：《移动营销趋势报告》7：《营销数据分析工具比较》法律名词及注释：1：商标法：指保护商标权益的法律法规。

2：著作权法：指保护创作作品的法律法规。

3：消费者权益法：指保护消费者权益的法律法规。

6ps营销理念

6PS6PS由原先的4PS市场营销组合发展过来的，所谓市场营销组合是指企业开展营销活动所应用的各种可控因素的组合。

在二十世纪五十年代初，根据需求中心论的营销观念，麦卡锡教授把企业开展营销活动的可控因素归纳为四类，即产品、价格、销售渠道和促销，因此，提出了市场营销的4'组合。

到八十年代，随着大市场营销观念的提出，营销学界的泰斗菲利普·科特勒(Philip Kotler)加上的两个P：Power（权力）和Public Relations(公共关系)，认为两者可做为企业开展营销活动的可控因素加以运用，为企业创造良好的国际市场营销环境，因此，就形成了市场营销的6'P组合。

到九十年代，又有烽火人认为，包括产品、价格、销售渠道、促销、政治力量和公共关系的6'P组合是战术性组合，企业要有效地开展营销活动，首先要有为人们（p eople）服务的正确的指导思想，又要有正确的战略性营销组合（市场调研probing、市场细分partitioning、市场择优prioritizing、市场定位positioning）的指导。

市场营销组合指的是企业在选定的目标市场上，综合考虑环境、能力、竞争状况对企业自身可以控制的因素，加以最佳组合和运用，以完成企业的目的与任务。

市场营销组合是企业市场营销战略的一个重要组成部分，是指将企业可控的基本营销措施组成一个整体性活动。

市场营销的主要目的是满足消费者的需要，而消费者的需要很多，要满足消费者需要所应采取的措施也很多。

因此，企业在开展市场营销活动时，就必须把握住那些基本性措施，合理组合，并充分发挥整体优势和效果。

市场营销组合这一概念是由美国哈佛大学教授尼尔·鲍顿（N. H. Bor den）于1 964年最早采用的，并确定了营销组合的12 个要素。

随后，理查德·克莱维持教授把营销组合要素归纳为产品、订价、渠道、促销。

市场营销组合是制定企业营销战略的基础，做好市场营销组合工作可以保证企业从整体上满足消费者的需求。

英文文献和翻译品牌战略

外文翻译：品牌战略原文来源：Aaker, David A.; Erich Joachimsthaler (2000). Brand Leadership. New York: The Free Press. pp. 1–6. ISBN 0-684-83924-5.译文正文：品牌管理是营销技术应用到具体产品，产品线或品牌。

它旨在提高产品的认知价值给客户，从而提升品牌特许经营与品牌资产。

营销人员认为这是一个隐含的承诺，一个品牌，人们的生活质量水平来从一个品牌预期将继续与购买相同产品的未来。

这可能会增加决策与竞争产品相比更有利的销售。

它也可能使制造商收取更多的产品。

品牌的价值是取决于它的利润总额为制造商产生。

这可能导致从增加的销售与价格上涨的组合，或降低销售成本（销货成本），或更有效的营销投资。

这些增强功能全部可以提高一个品牌的盈利能力，因此，“品牌经理”往往携带一个品牌的P与L（损益线管理责任制）的盈利能力，相比之下，市场营销人员经理的角色，这是分配给上述预算，管理与执行。

在这方面，品牌管理通常是在组织视为一个单独比市场更广泛与更战略性的作用。

由《Interbrand》与《Business Week》公布的每年最具价值的品牌名单中可以发现，公司的市场价值通常是由品牌决定。

麦肯锡公司是一家全球性咨询公司，在2000年的研究表明，相对股东比较弱的品牌，实力雄厚则品牌产生更高的回报。

两者合计，这意味着，品牌严重影响股东价值，最终品牌的首席执行官需要对其负责任。

管理学科的品牌开始了在宝洁公司的PLC作为一个由Neil 阁下麦克尔罗伊著名的备忘录的结果。

品牌管理原则一个好的品牌名称应：·受商标法保护。

·朗朗上口。

·容易被记住。

·容易被识别。

·在该品牌可以使用的范围内很容易被翻译成当地语言·吸引眼球。

·引出产品的优点（如：易关）·提升公司或产品形象。

市场定位的基本策略是[市场定位策略外文翻译]

市场定位的基本策略是[市场定位策略外文翻译]Positioning in PracticePowpaka SamartSasin Journal of Management, vol.5, 1999, pp.79-97 市场定位策略勃帕克斯玛特萨辛管理学报，第五卷，1999，pp.79-97市场定位策略营销的战略性角色对于拥有两个或两个以上战略经营单位的大公司来说，通常会有三个层次的战略，分别是：总体战略，战略的－企业－单位层面的（或企业层面的）战略，和营销战略。

一个公司的战略在公司使命上提供了方向，它说明了公司的业务范围和相应的成长政策。

一个战略经营单位说明了在一个行业里的竞争情况。

最后，一个营销战略提供了一个带有独特市场细分的企业目标和对下一级战略的指导方针。

在企业层面，管理部门必须协调多个战略经营单位的活动。

因此，有关该组织的业务范围和适当的资源部署，在其各部门或企业分配的决定是企业战略的主要焦点。

试图开发和维护独特能力的公司往往会把重点放在创造卓越的财务、资金和人力资源，设计有效的组织结构和程序，以及寻求在该公司的各项业务的协同效应上。

在业务层面的战略，经理们注意力集中的焦点往往会在战略经营单位应该如何与其行业内其他经营单位的竞争上。

一个商业战略的主要问题是如何实现和保持竞争优势。

经营单位间的协同是要求整个产品市场和各职能部门发挥相应作用的。

一个营销策略的主要目的是有效地分配和协调营销活动和市场资源，以实现在一个特定的产品市场的目标。

有关的营销战略范围的决定包括通过细分目标市场来追求和拓宽现有的产品线。

在这个战略高度，企业通过有效整合多种符合目标细分市场上顾客需求的营销组合元素来寻求竞争优势和协同效应。

定位的战略性角色基于上述讨论，很显然，营销策略由两部分组成：目标市场战略和营销组合战略。

目标市场战略三个过程组成：市场细分，目标（或目标市场选择），市场定位等。

营销组合战略指的是创造一个独特的产品，分销，促销和定价策略（4PS）的过程，旨在满足客户的需求和希望。

国外对商标翻译原则与方法的研究现状与发展

国外对商标翻译原则与方法的研究现状与发展1. 引言商标翻译是跨文化传播中的重要环节，其翻译质量直接关系到企业的国际形象和市场竞争力。

随着全球化进程的加快，各国人们对外文商标的翻译需求越来越迫切，国外学者对商标翻译原则与方法的研究也日益深入。

本文旨在梳理国外学者对商标翻译的研究现状与发展趋势，为商标翻译工作者提供借鉴与参考。

2. 商标翻译原则商标翻译原则是指在商标翻译过程中应遵循的一些基本原则。

国外学者在研究商标翻译原则时提出了许多有价值的观点。

例如，美国翻译学者尼达（Eugene A. Nida）提出了“等同原则”，即在翻译商标时要尽量保持与原文商标在意义和表达上的等同。

英国翻译学者纳敏斯（Peter Newmark）则提出了“保留原则”，即尽量保留原文商标中的语言特色和文化内涵。

此外，还有一些学者将商标翻译原则从跨文化传播的角度进行研究，提出了“适应原则”和“改写原则”。

美国学者纳涅（Lawrence Venuti）认为商标翻译应该适应不同的文化环境，符合目标文化的语言习惯和审美观念。

英国学者巴西达斯（Charles Forceville）则主张在商标翻译中可以对原文商标进行一定的改写，以满足目标文化的情感和认知需求。

3. 商标翻译方法商标翻译方法是指在商标翻译过程中采用的具体翻译技巧和策略。

国外学者在研究商标翻译方法时提出了很多有创意的方法。

例如，德国翻译学者斯科普斯（Willard V. Quine）提出了“音韵转译法”，即利用目标语言中与原文商标发音相近的词语进行翻译。

法国翻译学者费尔南德斯（Jean-Paul Vinay）和达博兹（Jean Darbelnet）则提出了“附加词法法”，即在商标翻译中通过增加或删除一些词语来实现翻译效果。

此外，还有一些学者将商标翻译方法与品牌定位相结合，提出了“文化定位法”。

美国学者帕杜瓦（John Padgett）认为商标翻译要根据目标市场的文化特点来选择合适的译名，以实现良好的品牌定位效果。

外国品牌到中国的优秀翻译

许多国际著名品牌源于很平凡的名字，译为中文必须有巧思。

如果把营销比喻成一场战役，那么成功的品牌名称就像一面不倒的军旗。

国际品牌在全球范围内营销，必然要跨越种种文化障碍，如语言差异、消费习惯差异、宗教差异等。

把品牌译为中文必须有巧思。

由于西方国家的文化比较相似，所以某一个国家的品牌比较容易为其他国家所接受。

中华文化与西方文化差异较大，因此，国外品牌要打入华人市场，必须慎重考虑命名问题。

商品经济现象的复杂，使西方品牌名称的翻译超越了语言学概念，而上升到文化心理和市场重新定位层面。

■麦当劳：蕴含多层意义比如麦当劳，英文名称是“McDonald’s”，它是店主人名字的所有格形成。

西方人习惯以姓氏给公司命名，像爱迪生公司、华尔特·迪斯尼公司、福特公司。

但是华人通常喜欢以喜庆、兴隆、吉祥、新颖的词汇给店铺命名，如“百盛”、“天润发”、“好来顺”、“全聚德”、“喜来登”。

McDonald是个小人物，他比不上爱迪生，人家是世界闻名的大科学家，也不如迪斯尼，因为迪斯尼成了“卡通世界”的代名词，所以如果老老实实地把“McDonald’s”译成“麦克唐纳的店”，就过于平淡，而“麦当劳”就非常成功：一，大致保留了原发音；二，体现了食品店的性质；三，蕴涵着“要吃麦就应当劳动”的教育意义；四，风格既“中”又“洋”，符合华人的口味。

■可口可乐：绝妙之译众所周知，“可口可乐”就是“CocaCola”，但是却很少有人追问一句：那是什么意思？原来Coca和Cola是两种植物的名字，音译为古柯树和可乐树，古柯树的叶子和可乐树的籽是该饮品的原材料，古柯叶里面含有古柯碱，也叫可卡因（有时用做局总麻醉药，尤其用于眼睛、鼻子或喉咙，还因其兴奋性和刺激性而广泛用做毒品）。

这样枯燥乏味甚至有点可怕的名字居然被翻译成“可口可乐”，真是CocaCola公司的化腐朽为神奇。

“可口可乐”译名的成功之处在于：一，保留了原文押头韵的响亮发音；二，完全抛弃了原文的意思，而是从喝饮料的感受和好处上打攻心战，手段高明；三，这种饮品的味道并非人人喜欢，很多人甚至觉得它像中药，但它却自称“可口”，而且喝了以后还让人开心。

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本科毕业设计（论文）( 2012届)（外文翻译）题目：学院:__________ ____________专业:_________ 市场营销_____________ 班级:_________ ___________姓名:___________ ______________学号:________ __________指导老师:___________ ___________原文题目：《市场定位策略》作者：Powpaka Samart原文出处:1999,Sasin Journal of Management,5,79-97市场定位策略定位的战略性角色营销策略由两部分组成：目标市场战略和营销组合战略。

目标市场战略三个过程组成：市场细分，目标（或目标市场选择），市场定位等。

营销组合战略指的是创造一个独特的产品，分销，促销和定价策略（4PS）的过程，旨在满足客户的需求和希望。

目标市场战略和营销组合策略有密切的联系，有很强的相互依存关系。

目标市场战略是用来制订营销组合策略方针。

市场细分是把一个市场当中具有相似需求和特点、可能会对特定产品和特定的营销程序产生相似回应的人们，分成不同的客户的子集的过程。

目标或目标市场的选择是一个或多个，通过评估每个细分市场，寻求利益的相对吸引力，而且该公司业务的相对优势。

最后，定位是设计产品和发展战略营销计划，共同在目标市场建立一个持久的竞争优势的过程。

目标市场定位战略的概念是众所周知的，尤其是被大多数消费品营销从业者在制定市场营销组合策略有用作为非理论概念的方式。

然而在实践中，营销人员往往绕过正式的定位，直接制定营销组合策略。

这可能是由于这样的事实，这些经理们不知道如何获取感知图---表明这是一个客户原始需求的产品的位置。

本文的目的是展示营销从业者能够获得定位和营销组合策略制定的感知图的现实途径。

具体来说，感知映射及其关系的定位总是被第一时间注意到。

这是通过统计技术的讨论，可以遵循用于创建感知图。

最后，通过因子分析定位过程的例子是证明。

目标市场战略目标市场战略是确定一个（或多个目标市场）的过程和它的（或他们）独特的定位。

目标市场策略包括：（1）市场细分，（2）市场选择，（3）市场定位。

市场细分。

市场细分是一个分割成几部分或几个同质异构的潜在市场的进程。

换句话说，在一个潜在的市场客户可能有不同的偏好。

因此，使用产品和产品计划并不是一个有效和高效的办法。

为了有效和有效率，管理者需要根据顾客的喜好对潜在顾客进行整合，根据该公司的实力，用独特的服务来满足其中一个或多个组别细分市场。

另一种看待市场细分的方式是测试市场是否存在同质偏好或者需求差异性。

良好的市场细分结果应具有以下特征的部分：（1）实体性（即：每个细分市场的容量足够大），（2）可盈利/可辨识/可测性（即每个段可在人口或消费心理特征方面的描述）（3）无障碍性（即媒体消费和购物行为可以识别），（4）可区分性（即，每个段都有一个唯一的偏好问题）。

市场选择。

定位或目标市场的选择是选择一个或多个细分市场是目标市场或目标市场的过程中。

该细分市场是通过匹配的优势/本公司的服务能力与在每个分部利润潜力的部分选择。

通用电气公司矩阵（市场的吸引力与业务地位）是一个目标的好工具。

有四个定位战略，你可以使用：（一）集中或集中的定位策略（即选择一大段是你的目标市场），（2）多段或有区别的定位策略（即选择两个或两个以上的大型段与一个为他们每个人独特的定位你的目标市场），（3）质量目标的策略（即选择两个或两个以上部分或全部是只有一个，他们都是你的目标市场定位），（4 ）利基战略目标（即选择一个小市场，是你的目标市场）。

市场定位。

定位有两层含义。

首先，定位是最重要的好处是被特定目标市场的客户所驱动的。

其次，定位是通过营销组合策略（即4Ps）创造（以利益或利益而言）在客户的心中品牌形象的过程。

必须反映品牌形象的最重要的好处（县），目标客户想要的。

要在目标市场定位你的品牌，首先要进行定位研究，以建立可在目标竞争品牌的感知地图）。

Positioning in PracticePowpaka Samart.（1999）Originally Published in Sasin Journal of Management, 5, 79-97STRATEGIC ROLE OF POSITIONINGIt is clear that marketing strategy consists of two parts: target market strategy and marketing mix strategy. Target market strategy consists of three processes: market segmentation, targeting (or target market selection), and positioning. Marketing mix strategy refers to the process of creating a unique blend of product, distribution, promotion, and pricing strategies (the four Ps) designed to satisfying the needs and wants of customers. Target market strategy and marketing mix strategy are closely linked and have a strong interdependence. The position of a product identified from the target market strategy serves as a guideline for formulating marketing mix strategy.Market segmentation is the process by which a market is divided into distinct customer subsets of people with similar needs and characteristics that lead them to respond in similar ways to a particular product offerings and strategic marketing programs. Targeting or target market selection is the process of selecting a segment or segments to serve by evaluating the relative attractiveness of each segment, the benefit sought, and the firm's relative business strengths. Finally, positioning is the process of designing product offerings and developing strategic marketing programs which collectively create an enduring competitive advantage in the target market.The concept of target market strategy especially positioning is well-known and widely accepted by most marketing practitioners especially consumer goods managers as useful A theoretical concepts in formulating marketing mix strategy. In practice, however, marketers tend to bypass formal positioning and go directly to formulate marketing mix strategy. This may be due to the fact that these managers do not know how to obtain perceptual maps, which are maps that show the positions of products on a set of primary customer needs.The objective of this paper is to demonstrate a practical way for marketing practitioners to obtain perceptual maps for positioning and marketing mix strategy formulation. Specifically, perceptual mapping and its relation to positioning are first discussed. This is followed by discussion of statistical techniques that can be used to create perceptual maps. Finally, a example of positioning process by factor analysis is demonstrated.Target Market StrategyTarget market strategy is the process of identifying one (or more target markets) and its (or their) unique positioning(s). Target market strategy consists of (1) market segmentation, (2) targeting, and (3) positioning.Market SegmentationMarket segmentation is the process of segmenting a heterogeneous potential market into a few or several homogeneous segments. In other words, customers in a potential market may have different preferences. As such, it is not effective and efficient to teach all of them by one product and one plan. To be effective and efficient, a manager needs to group the potential customers into group according to their unique preferences and serves one or more of these groups according to the company's strength. The other way to look at market segmentation is that it is the process to test if the potential market is homogeneous in terms of preferences. Good market segmentation should result in segments with the following characteristics: (1) substantiality (i.e., each segment is large enough), (2) profitability/identifiably/measurability (i.e., each segment can be described in terms of demographic or psychographic characteristics), (3) accessibility (i.e., the media consumption and shopping behavior can be identified), and (4) differential responsiveness (i.e., each segment has a unique preference).TargetingTargeting or target market selection is the process of selecting one or more segments to be the target market or target markets. The segment(s) is(are) chosen by matching the strengths/ability of the company to serve the segment with the profit potential in each segment. GE Matrix (market attractiveness versus business position) is a good tool for targeting. There are four targeting strategies that you can use: (1) concentrated or focused targeting strategy (i.e., selecting one large segment to be your target market), (2) multi-segment or differentiated targeting strategy (i.e., selecting two or more large segments to be your target markets with a unique positioning for each of them), (3) mass targeting strategy (i.e., selecting two or more or all segments to be your target market with only one positioning for all of them), and (4) niche targeting strategy (i.e., selecting one small market to be your target market).PositioningPositioning has two meanings. First, positioning is the most important benefit or benefits desired by the customers in a particular target market. Second, positioning is the process of creating brand image (in terms of benefit or benefits) in the customer's mind through marketing mix strategy (the 4Ps). The brand image must reflect the most important benefit(s) that the target customers want. To position your brand in a target market, you first conduct positioning research to create a perceptual map of competing brands in the target。