市场定位策略外文翻译
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。
shouldibeallowedtomakemyowndecisions翻译
Should I be allowed to make my own decisions翻译应当允许我自己做决定吗？Many teenagers have hobbies. But sometimes these hobbies can get in the way of schoolwork, and parents might worry about their child’s success at school. Teenagers often think they should be allowed to practice their hobbies as much as they want. Do you agree?许多青少年都有自己的爱好。
但是有时这些爱好可能与学业相冲突，父母们可能会担心孩子在学习上的成功。
青少年常认为应当允许他们尽可能多地去实践自己的兴趣爱好。
你同意（这个观点）吗？Liu Y u, a fifteen-year-old from Shandong, is a running star. He is in his school running team and has always wanted to be a professional athlete. However, his parents won’t allow him to train as much as he would like to. “Of course we want to see Liu Y u achieve his dreams,” says Mr Liu, “and we know how much he loves running. That’s gre at, and my wife and I have watched him in every one of his races. We have nothing against running! But we do think that our son needs to be realistic. Now he is getting older, and he needs to think about what will happen if he doesn’t become a professional runner in the end.”刘玉，十五岁，来自山东，是一名赛跑明星。
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]](https://img.taocdn.com/s3/m/0e84d850650e52ea54189817.png)
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。
外文翻译--家族企业发展与人力资源管理
中文4980字本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1原文：家族企业发展与人力资源管理 (1)1 家族企业发展阶段及其特征 (1)1.1 原始家族企业阶段 (1)1.2 纯粹家族企业阶段 (1)1.3 泛家族企业阶段 (2)1.4 现代家族企业阶段 (2)2 家族企业面临人力资源的发展瓶颈 (3)2.1 继承人的挑战 (3)2.2 引进职业经理人的挑战 (3)2.3 人才危机的挑战 (3)3 家族企业人力资源管理策略 (5)3.1 进行组织再造与业务流程重组 (5)3.2 明晰家族产权,加大激励与约束机制的制度创新力度 (5)3.3 培养继承人 (5)3.4 建立家族企业成员的退出机制 (6)3.5 引进职业经理人 (6)2 译文：The Development of Family Businesses and Management of Human Resource (8)1 A family business and its stage of development (8)1.1 The original family business stage (8)1.2 Purely family business stage (9)1.3 The Pan-Family Enterprises stage (9)1.4 Modern Family Enterprises stage (10)2 And the family enterprises are facing the development of human resources bottleneck (11)2.1 The challenges successor (11)2.2 The introduction of professional managers challenges (11)2.3 The challenges personnel crisis (12)3 And the family enterprise human resource management strategies (13)3.1 Recycling organizations and business process reengineering (13)3.2 Clarifying the family property (14)3.3 Train successors (14)3.4 Establishment of members of the family enterprises withdrawal mechanism (15)3.5 The introduction of professional managers (15)译文：家族企业发展与人力资源管理摘要从家族企业发展特征来看,家族企业面临着人力资源发展瓶颈,主要表现为培养继承人挑战、引进职业经理人以及建立人才激励约束机制的挑战。
品牌策略外文翻译
外文文献翻译Nike, lining, for everyone, is a familiar sports brand. In the United States, have high amounted to 70% Teen Dream is to have a pair of Nike shoes. Lining is the China sporting goods industry leader. In this paper we will from Nike, Nike lining lining the development the core value to discuss the lining and Nike in the cultural difference.We then aiming at the Nike lining the politics, economy, culture, technology and other aspects of the macroscopic environment analysis. In the brand positioning, Nike and lining are only used a self-expression positioning, Nike 's slogan is" Just do it", lining was replaced with a new slogan" Make the Change ( make change happen )" replaced the original" Anything is possible ( everything is possible. )".There is also the opportunity to develop products such as sport wear, sunglasses and jewellery. Such high value items do tend to have associated with them, high profits. The business could also be developed internationally, building upon its strong global brand recognition. There are many markets that have the disposable income to spend on high value sports goods. For example, emerging markets such as China and India have a new richer generation of consumers. There are also global marketing events that can be utilised to support the brand such as the World Cup (soccer) and The Olympics.Product development offers Nike many opportunities. The brand is fiercely defended by its owners whom truly believe that Nike is not a fashion brand. However, like it or not, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion brand. This creates its own opportunities, since product could become unfashionable before it wears out i.e. consumers need to replace shoes.Lining, Nike is take self-expression way of positioning, can exhibit the unique brand image, promote a unique personality, so that the brand has become the expression of consumer personal values, self expression of a carrier and media. Lining and Nike target customers are young people, is a similar consumer groups. But they all have their own one is from the United States foreign brands, is a domestic national brand is they can be successful, because they are used for their own variouspositioning and marketing strategies.The market for sports shoes and garments is very competitive. The model developed by Phil Knight in his Stamford Business School days (high value branded product manufactured at a low cost) is now commonly used and to an extent is no longer a basis for sustainable competitive advantage. Competitors are developing alternative brands to take away Nike's market share.As discussed above in weaknesses, the retail sector is becoming price competitive. This ultimately means that consumers are shopping around for a better deal. So if one store charges a price for a pair of sports shoes, the consumer could go to the store along the street to compare prices for the exactly the same item, and buy the cheaper of the two. Such consumer price sensitivity is a potential external threat to Nike.If you have a body, you are an athlete - Bill Bowerman said this a couple of decades ago. The guy was right. It defines how he viewed the world, and it defines how Nike pursues its destiny. Ours is a language of sports, a universally understood lexicon of passion and competition. A lot has happened at Nike in the 30 years More ……So we discussed below lining Nike market positioning and their respective market differentiation strategy. It is because they each find themselves in the market are in the best position and strategy, it is the two brand to become the leader of the important reasons.李宁、耐克都是采取自我表现的定位方式，可以展示品牌的独特形象，宣扬独特个性，让品牌成为消费者表达个人价值观、表现自我的一种载体和媒介。
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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出师表两汉：诸葛亮先帝创业未半而中道崩殂，今天下三分，益州疲弊，此诚危急存亡之秋也。