Sales Overview for Double-Take Availability for AIX -2011-2-23
英语作文-销售中的销售技巧与产品知识了解
英语作文-销售中的销售技巧与产品知识了解Effective Sales Techniques and Product Knowledge in Sales。
In the realm of sales, success hinges not just on persuasive communication but also on profound product knowledge. Sales professionals who master both these facets can significantly enhance their ability to close deals and build lasting client relationships. This article delves into the crucial skills and knowledge that elevate sales effectiveness, offering insights into how these elements synergize to drive results.Firstly, impeccable product knowledge forms the cornerstone of successful selling. When a salesperson thoroughly understands the features, benefits, and unique selling points of their offerings, they can articulate value propositions with clarity and confidence. This knowledge empowers them to address customer inquiries comprehensively, overcoming objections and positioning the product or service as the optimal solution. For instance, in technology sales, understanding specifications, compatibility, and performance benchmarks allows the salesperson to align customer needs precisely with product capabilities, fostering trust and credibility.Moreover, effective sales techniques complement product knowledge by structuring interactions for maximum impact. Active listening stands out as a foundational skill, enabling sales professionals to grasp client requirements, preferences, and pain points. By listening attentively, they can tailor their pitch to resonate deeply with the prospect's needs, presenting solutions that are not only relevant but also compelling. This personalized approach demonstrates empathy and enhances the likelihood of converting prospects into satisfied customers.Furthermore, the ability to communicate persuasively is pivotal in sales engagements. Clear and concise communication ensures that the benefits of the product or service are communicated effectively without overwhelming the prospect with unnecessary details. Using language that resonates with the prospect's industry-specific terminology or pain points can establish a shared understanding and reinforce the salesperson's expertise.In addition to verbal communication, non-verbal cues such as body language and tone of voice play crucial roles in conveying confidence and sincerity. A confident demeanor instills trust in the prospect, while sincerity fosters a genuine connection, paving the way for a more collaborative relationship. By maintaining a positive and engaging presence throughout the sales process, from initial contact to closing the deal, sales professionals can create a memorable and impactful experience for the client.Furthermore, adapting to different selling situations is essential for navigating varied client personalities and preferences. The ability to switch between consultative selling, where the emphasis is on problem-solving and relationship-building, and transactional selling, which focuses on efficient closure, demonstrates versatility and agility. This adaptive approach enables sales professionals to cater to diverse customer needs and preferences effectively, maximizing their chances of success in different sales scenarios.Lastly, continuous learning and self-improvement are indispensable for staying ahead in the dynamic field of sales. Keeping abreast of industry trends, competitor offerings, and evolving customer expectations allows sales professionals to offer informed recommendations and anticipate future needs. Embracing feedback and leveraging training opportunities further enhances skills and ensures ongoing professional growth.In conclusion, mastery of sales techniques and comprehensive product knowledge are indispensable for achieving sales success. By combining deep understanding of their offerings with refined communication skills and a customer-centric approach, sales professionals can build trust, drive engagement, and consistently deliver value to their clients. Continuous improvement and adaptability further cement their ability to thrive in competitive markets, ensuring sustained success and profitability.。
SAP01_SAP_Overview_Part3
Lesson:Sales Order ManagementLesson OverviewIn this lesson you will gain an understanding of the Sales Order processes and howSales Order Management is integrated within other solutions.Lesson ObjectivesAfter completing this lesson,you will be able to:•Outline the tasks associated with sales order management•Explain how SAP within mySAP ERP supports the key processes in sales order managementBusiness ExampleYour company,IDES,is selling products to various customers.Timely handlingand delivery of sales orders is key to their business success.Sales Order Process OverviewmySAP ERP provides superior insight into sales back-office processes,including:inquiries,quotations,order generation,contract,and billing cycle management.Businesses benefit from a complete overview of the customer life cycle,including order status,billing,payment,and credit management.In addition tothe back-office features,mySAP ERP also supports Internet sales,sales enteredthrough mobile devices such as handhelds,and basic call center functionality.The Sales Order Processing(or order to cash)scenario describes the completeprocess,starting with pre-sales activities,moving to the creation of the sales order,continuing with the sales order fulfillment,and ending with the invoicing of thesales order and the parallel process of the creation of the posting in financialaccounting.The basic sales order processing cycle for a service or material consists of thefollowing phases:Pre-Sales ActivitiesPre-sales activities can be inquiries or quotations entered in the system.These canthen be used as reference during the creation of a sales order.Sales Order Creation and Availability CheckThe sales order can adopt information from the pre-sales documents(a quotationor an inquiry).Sales scheduling agreements or sales contracts(long-term salesagreements)can also be created with reference to a sales order and are supportedby the sales process steps.During the creation of the sales order,the availability of the material can be checked to confirm the customer's requested delivery date.Figure45:Sales Order ManagementDelivery and Goods IssueAn outbound delivery is the basis for a process when the goods are physically moved as well as for the posting of the goods issue.Picking can be fulfilled through the use of the Warehouse Management system and transportation can be planned and carried out.BillingAs the final step in the sales process,an invoice is issued,which must also be reflected in accounting.Sales OrderDuring sales order creation,the system can carry out basic functions:•Monitoring sales transaction•Checking for availability•Transferring requirements to material requirements planning(MRP)•Scheduling delivery•Calculating pricing and taxes•Checking credit limits•Creating printed or electronically transmitted documentsFigure46:Sales OrderDepending on how the system is configured,these basic functions may be completely automated or may require some manual processing.The data resulting from these basic functions(for example,shipping dates,confirmed quantities, prices,and discounts)is stored in the sales document.The resulting data can be displayed by a user and,in some cases during subsequent processing,manually changed by the user.DeliveryShipping is an important part of the logistics chain.In shipping processing,all delivery procedure decisions can be made at the start of the process by:•Taking into account general business agreements with your customer •Recording special material requests•Defining shipping conditions in the sales orderThe result is an efficient and largely automatic shipping process in which manual changes are necessary only under certain circumstances.Figure47:Delivery and Goods IssueShipping FunctionsThe shipping module supports the following functions,which include but arenot limited to:•Deadline monitoring for reference documents due for shipment(sales orders and purchase orders,for instance)•Creating and processing outbound deliveries•Packing deliveries•Information support for transportation planning•Supporting foreign trade requirements•Printing and transmitting shipping documents•Processing goods issue•Deliveries currently in process•Activities that are still to be carried out•Identifying possible bottlenecksThe most commonly used document used to support delivery processed is the Outbound Delivery document.In its role as central object of the goods issue process,outbound delivery supports all shipping activities,including picking, packing,transportation,and goods issue.During the outbound delivery process, shipping-planning information is recorded,status of shipping activities is monitored,and data accumulated during shipping processing is documented. When the outbound delivery is created,the shipping activities,such as pickingor delivery scheduling,are initiated,and data that is generated during shipping processing is included in the delivery.Range of FunctionsAn outbound delivery can be created as follows:•With reference to a sales order•With reference to a stock transport order•With reference to a subcontract order•With reference to a project•Without any referenceDepending on your requirements,you can create outbound deliveries automatically or manually using worklists.You can make agreements with your customers for complete and partial deliveries and for order combinations.Outbound deliveries can be combined to form a single group of deliveries.A variety of warehouse and sales overview reports allow you to monitor created outbound deliveries and outstanding sales activities.Picking the DeliveryThe picking process involves taking goods from a storage location and staging the goods in a picking area where the goods will be prepared for shipping.Picking FunctionsSystem settings will allow picking to be carried out:•Automatically(during outbound delivery creation)•Routinely(at certain times)•Manually(via an employee request)A picking status is recorded in each delivery item for the purpose of scheduling and monitoring.This status indicates where the item is in the picking procedure. In the system standard settings,it is a prerequisite for a goods issue to be posted, that the items that are relevant,have been picked.Therefore,a delivery quantity must equal a picking quantity in the outbound delivery.The Warehouse Management system(WM)is fully integrated in the Logistics Execution System(LES).For example,you can create a Warehouse Management transfer order directly from the outbound delivery.The current status of the Warehouse Management process can also be monitored from the delivery or from the sales order.Goods Issue Posting FunctionsThe outbound delivery forms the basis of goods issue posting.The data required for goods issue posting is copied from the outbound delivery into the goods issue document,which cannot be changed manually.Any changes must be made in the outbound delivery itself.After goods issue is posted for an outbound delivery,the scope for changing the delivery document becomes very limited.This prevents any discrepancies between the goods issue document and the outbound delivery. In this way,you can be sure that the goods issue document is an accurate reflection of the outbound delivery.When you post goods issue for an outbound delivery,the following functions are carried out:•Warehouse stock of the material is reduced by the delivery quantity •Value changes are posted to the balance sheet account in inventory accounting •Requirements are reduced by the delivery quantity•The serial number status is updated•Goods issue posting is automatically recorded in the document flow •Stock determination is executed for the vendor's consignment stock•A worklist for the proof of delivery is generatedYou can post goods issues in the following ways:•Automatically(during outbound delivery creation)•Routinely(at certain times)•Manually(via an employee request)BillingBilling represents the final processing stage for a business transaction in sales order rmation on billing is available at every stage of order processing and delivery processing.Billing functions include:•Creation of invoices based on deliveries or services•Issue of credit and debit memos and pro forma invoices•Cancelling billing transactions•Comprehensive pricing functions•Issue rebates•Transfer billing data to financial accountingFigure48:BillingLike all parts of sales order processing in mySAP ERP,billing is integrated into the organizational structures.Thus,you can assign the billing transactions a specific sales organization,a distribution channel,and a division.Because billing has an interface to financial accounting,the organizational structures of the accounting department(the company codes as well as the sales organizations assigned to the company codes)are important.During a billing processing it is possible for you to create,change,and delete billing documents.It is possible to create billing documents:•With reference to a sales order document•With reference to a delivery document•With reference to external transactions•By having the system automatically process a billing due list as a background task•By manually processing from a worklist•By creating a billing document explicitly•By combining several sales order documents into a collective billing document•By billing one or more sales order documents with several billing documents (this is called an invoice split)•By creating an individual billing document for every sales document Billing and Financial AccountingThe system automatically posts the amounts to the appropriate accounts by means of account determination.Costs and revenue can be posted to the following accounts:•Customer accounts receivable•General ledger(for example,a cash clearing account)•Revenue•Sales deductions•Accruals(for rebate agreements)•Accrual account•Accrual clearing accountDocument FlowThe sales documents you create are individual documents,but they can also form part of a chain of interrelated documents.For example,you may recorda customer’s telephone inquiry in the system.The customer next requests a quotation,which you then create by referring to the inquiry.The customer later places an order on the basis of the quotation and you create a sales order with reference to the quotation.You ship the goods and bill the customer.All of these separate documents reference one another through document flow.Figure49:Document FlowAfter delivery of the goods,the customer claims credit for some damaged goods and you create a free-of-charge delivery with reference to the sales order.The entire chain of documents–the inquiry,the quotation,the sales order,the delivery, the invoice,and the subsequent delivery free of charge–creates a document flow, or history.The flow of data from one document into another reduces manual activity and makes problem resolution easier.Exercise8:Create a Sales OrderExercise ObjectivesAfter completing this exercise,you will be able to:•Create a sales orderBusiness ExampleA customer has faxed a sales order and it is your job,as a customer service representative,to enter the order into your system.Task:Create a sales order.ing the information provided in the table,create a standard order.Field DataOrder Type OR(Standard order)Sales organization1000(Germany Frankfurt)Distribution channel10(Final customer sales)Division00(Cross-division)ing the information provided in the table,continue creating the order.Record the sales order document.Field DataSold-to party Rohrer##(Rohrer AG Gr.##)Purch.order no.Group—##Req.deliv.date<Today+1week>Continued on next pageField Data Material R-F2##(Pump) Order quantity10 Sales orderSolution8:Create a Sales OrderTask:Create a sales order.ing the information provided in the table,create a standard order.Field DataOrder Type OR(Standard order)Sales organization1000(Germany Frankfurt)Distribution channel10(Final customer sales)Division00(Cross-division)a)From the SAP Easy Access menu,choose Logistics→Sales andDistribution→Sales→Order.b)Choose Create.c)Enter Order Type:OR.d)Enter Sales Organization:1000.e)Enter Distribution Channel:10.f)Enter Division:00.g)Choose Enter.ing the information provided in the table,continue creating the order.Record the sales order document.Field DataSold-to party Rohrer##(Rohrer AG Gr.##)Purch.order no.Group—##Req.deliv.date<Today+1week>Continued on next pageField DataMaterial R-F2##(Pump)Order quantity10Sales ordera)Enter Sold-to party:Rohrer##.b)Enter Purch.order no.:Group-##.c)Choose Enter.Hint:Make sure you are on the Sales tab on the order entryscreen.d)Enter Req.deliv.date:<Today+1week>.e)Choose Enter.f)Enter Material:R-F2##.g)Enter Order quantity:10.h)Choose Enter.Hint:If an information dialog box appears,choose Enter toconfirm that you have read the information.i)Choose Save and record the document number in the table provided.Hint:The system displays a message that the sales order hasbeen saved with the sales document number.This numberappears on the status bar on the bottom left-hand corner ofthe order window.j)Choose Exit to exit the screen and return to the SAP Easy Access menu.Exercise9:Create a DeliveryExercise ObjectivesAfter completing this exercise,you will be able to:•Create a delivery document with reference•Post the inventory goods issue with reference•View Document FlowBusiness ExampleYou have been notified that your customer's order is ready to ship.Task:Create a delivery document with reference to your customer's order.Post the delivery document in the system.Verify that the shipping documents were processed by using the sales document flow.Note:This exercise uses the sales order number created in the previousexercise.ing the information provided in the table,create a delivery document.Record the delivery document number.Field DataOrder<Sales order numbercreated in the previousexercise>If necessary,this ordernumber can be found by searchingfor Purchase order no.Group-## Shipping point1000(Shipping Point Hamburg) Selection Date<Today+1week>Delivery2.Post the goods issue for the delivery and view the document flow.Recordyour findings in the table provided.Continued on next pageDocument Document number Status Standard orderDeliveryWMS transfer orderGD goods issueSolution9:Create a DeliveryTask:Create a delivery document with reference to your customer's order.Post the delivery document in the system.Verify that the shipping documents were processed by using the sales document flow.Note:This exercise uses the sales order number created in the previousexercise.ing the information provided in the table,create a delivery document.Record the delivery document number.Continued on next pageField DataOrder<Sales order numbercreated in the previousexercise>If necessary,this ordernumber can be found by searchingfor Purchase order no.Group-## Shipping point1000(Shipping Point Hamburg) Selection Date<Today+1week>Deliverya)From the SAP Easy Access menu,choose Logistics→Sales andDistribution→Shipping and Transportation→Outbound delivery→Create→Single Document.b)Choose With Reference to Sales Order.c)Enter Shipping point:1000.d)Enter Selection date:<Today+1week>.e)If needed,enter the Order:<use the sales order numbercreated earlier>.Note:The sales order number should default.Hint:You can locate the sales order number in the system byusing the matchcode F4to search for the sales order by thePurchase order no.:Group-##.f)Choose Enter.g)Choose Save.Record the delivery document number in the tableprovided.2.Post the goods issue for the delivery and view the document flow.Recordyour findings in the table provided.Continued on next pageDocument Document number StatusStandard orderDeliveryWMS transfer orderGD goods issuea)From the SAP Easy Access menu,choose Logistics→Sales andDistribution→Shipping and Transportation→Outbound delivery→Change.b)Choose Single Document.Hint:The delivery document number should default.c)Choose the Post goods issue icon from the application toolbar.Hint:The document will be saved and the posting performed.This is indicated by the message in the message status bar.Hint:Do not back out of the Change Outbound Deliveryscreen!d)Choose Document flow.Record the documents in the table providedabove.e)Choose Exit to exit the screen.SAP01Lesson:Sales Order Management Exercise10:Create a Sales Order BillingDocumentExercise ObjectivesAfter completing this exercise,you will be able to:•Create a billing document with referenceBusiness ExampleThe customer received the ordered materials.Bill your customer by sending himan invoice.Task:Create a billing document.Verify that the billing document was created by usingthe sales document flow.ing the outbound delivery document created in the previous exercise,create a billing document.2.Display the document flow and record your findings in the table provided.Document Document number StatusStandard orderDeliveryInvoiceAccountingDocumentUnit4:Logistics SAP01 Solution10:Create a Sales Order BillingDocumentTask:Create a billing document.Verify that the billing document was created by usingthe sales document flow.ing the outbound delivery document created in the previous exercise,create a billing document.a)From the SAP Easy Access menu,choose Logistics→Sales andDistribution→Billing→Billing Document.b)Choose Create.c)Check the Document number.Hint:Your delivery document number should default so a userentry is not required.d)Choose Save.Hint:The document will be saved and the posting performed.This is indicated by the message in the message status bar.e)Choose Exit to exit the screen and return to the SAP Easy Accessmenu.2.Display the document flow and record your findings in the table provided.Continued on next pageSAP01Lesson:Sales Order ManagementDocument Document number StatusStandard orderDeliveryInvoiceAccountingDocumenta)From the SAP Easy Access menu,choose Logistics→Sales andDistribution→Billing→Billing Document.b)Choose Display.Hint:Your delivery document number should default,so auser entry is not required.Hint:You do not have to enter the document to view thedocument flow.c)Choose Display Document flow from the Application toolbar.Record your findings in the table provided.d)Choose Exit to exit the screen and return to the SAP Easy Accessmenu.Unit4:Logistics SAP01 Lesson SummaryYou should now be able to:•Outline the tasks associated with sales order management•Explain how SAP within mySAP ERP supports the key processes in sales order managementSAP01Lesson:Customer Relationship ManagementLesson:Customer Relationship ManagementLesson OverviewIn this lesson you will receive an overview of the mySAP Customer RelationshipManagement solution.Lesson ObjectivesAfter completing this lesson,you will be able to:•Outline the tasks associated with the customer relationship managementprocess•Explain how SAP supports the key processes in customer relationshipmanagement with the mySAP CRM applicationBusiness ExampleYour company,IDES,wants to give customers a number of contact options.Theywant to set up central customer management and are interested in implementingmySAP Customer Relationship Management.Customer Relationship ManagementNothing is more frustrating for a salesperson than not closing a deal because thenecessary information was not available.What has the customer already bought?How profitable is the customer?Can we deliver the required quantity?Nothing is more frustrating for customers than having to deal with a company thatdoes not meet their needs.Only satisfied customers will return in the future.Customer relationship management has become a decisive success factor.Thechallenge for large companies is to promote a local store mentality throughout alldepartments and all employees.Unit4:Logistics SAP01Figure50:mySAP CRMCustomer relationship management(CRM)is the concept of making the customerthe focus of a company and its business processes.It must be implemented as theprimary company philosophy and the strategies it promotes have to be adoptedwithin the company.The aim of all corporate activities must be to place customersat the center,and not view them as the means to an end(just to increase turnover).The principles of customer relationship management must predominate at alllevels of the company.CRM is intended to create and build upon long-termrelationships with customers during all phases of the business relationship.Thephases of a customer relationship include:•Approaching possible customers:A customer is interested in the company and its products(first contact).•Gaining the customer:The customer has a concrete intention to buy and the company receives an order.•Service:The company does everything to ensure that the customer issatisfied with the product or service purchased.•Keeping the customer:Specific and attentive customer support ensuresthat the customer is both a satisfied and loyal customer.The customer willremain true to your company,even if a competitor offers a similar product ata reduced rate.SAP01Lesson:Customer Relationship ManagementFigure51:Customer Relationship ManagementThe idea of customer relationship management is not new;local stores havealways acted in this way.As long as they were engaged in business with theircustomers,they maintained relationships with these customers.The owners of local stores know their customers well and are well acquainted withtheir particular needs and desires.They know which products to offer to whichcustomers and when,in order to ensure a successful sale.The local store ownersalso know when to give a customer's child a lollipop on their birthday.The challenge for large-scale enterprises is to transfer this local store mentalityto their company.Why should they do this?The Internet has changed our lives and the competitionis now only a mouse-click away.Nowadays,customers expect all channels ofbusiness communication to be fully integrated.Whatever channel of communication customers may be using,they expect realservice all the time,wherever they are.If one company does not offer this service,the customers simply go to a competitor.Companies need to rethink:Maintaining customer relationships has become adecisive success factor.The solution is mySAP CRM.mySAP CRM covers not only traditional salesprocesses.SAP Customer Relationship Management(SAP CRM),the cornerstoneof SAP's Customer Relationship Management solution(mySAP CRM),providescompanies with the customer-centric solutions they need to land,build,andmaintain profitable customer relationships.SAP CRM drives closed-loopcustomer interactions through all phases of the relationship lifecycle:engage,transact,fulfill,and service.SAP CRM supports all relevant channels:mobile,telephony,and the Internet.SAP CRM drives customer relationships in all CRMbusiness dimensions:operational,analytical,and collaborative.Traditional direct salesUnit4:Logistics SAP01 Typically,information within a company is not usefully collected.Wheninformation is passed on,it is often incomplete or inaccurate.Employee turnovermeans that vital customer information is often lost.Traditional direct sales is characterized by decentralized information about thecustomer.In some cases,only one employee has knowledge about the customerand the relevant contact information.Figure52:Traditional KnowledgeDirect Sales Using mySAP CRMmySAP CRM allows every employee who needs information about customercontacts to access all relevant information immediately.Field Sales and FieldServices enable field representatives to access ALL contact information in thefield using a laptop or other mobile devices.Analyzing this information gives thecompany a deeper understanding of its customers.As a result,the company canincrease its service package,process queries faster,strengthen relationships,andbenefit from increased customer loyalty.SAP01Lesson:Customer Relationship ManagementFigure53:Knowledge with mySAP CRMDepartments of an Enterprise Driving CustomerInteractionsDuring the different phases of customer interaction,various departments of acompany have to deal with the customer.This is reflected in the key capabilitiesof mySAP CRM.Unit4:Logistics SAP01Figure54:Key Capabilities of mySAP CRMMarketingMarketing in mySAP CRM includes the entire marketing process for extensivecustomer engagement.It delivers the critical capabilities of marketing planning,campaign management,e-marketing,lead management,marketing analytics,andcustomer segmentation in an easy,intuitive,and configurable interface.Initiativescan be designed and executed to meet specific corporate objectives–withassociated KPIs defined and measured to ensure bottom-line results.Marketing planningPlan all marketing activities at the enterprise,regional,field,product,or brandlevel to ensure success.Campaign managementDesign,optimize,execute,and manage all communications across theorganization.Lead managementCollaborate internally and with partners to qualify,transfer,and track leads,and toeliminate the time spent on poor leads.Closed-loop marketing analyticsGive your marketing professionals full visibility into the organization to improvethe planning,monitoring,and measuring of marketing initiatives.Customer segmentationDevelop highly targeted marketing segments without the need for IT involvement.PersonalizationOffer the right products to the right customers at the right time.Trade Promotion ManagementSupport both strategic and tactical marketing,including total sales volume planning.Implement,validate,and analyze sales-promotion tactics,such as features,displays,and temporary price reductions.SalesSales spans all customer sales channels,ensuring seamless,scalable customer transactions.It supplies organizations with Enterprise Sales,Telesales,Field Sales and E-Selling solutions to transact with customers anytime,anywhere.Sales planning and forecastingReport on and analyze all sales planning and forecasting activities. Organizational and territory managementDefine territories based on size,revenue,geography,products,product lines,and strategic accounts.Assign sales representatives for each territory and identify the prospects and products associated with each territory.Account and contact managementCapture,monitor,store,and track all critical information about customers, prospects,and partners.Activity managementSchedule and manage simple and complex tasks.Opportunity managementGive your channels complete visibility into each sales opportunity,so they can capture,manage,and monitor business contacts and account information. Quotation and order managementConfigure,price,and create quotes for customers,and generate follow-up activities,such as sales orders.Contract managementWork with customers to develop and revise customized contracts and long-term purchasing agreements.Incentive and commission managementDevelop,implement,and manage compensation plans.Track current performance, and measure the potential compensation of sales in the pipeline.。
英语作文-销售中的销售技巧与销售数据分析
英语作文-销售中的销售技巧与销售数据分析In the realm of sales, mastering the art of persuasion and understanding sales data analysis are two indispensable skills. Effective sales techniques coupled with insightful data analysis can significantly boost sales performance and contribute to overall business success. In this article, we will delve into various sales techniques and explore how data analysis can be utilized to enhance sales strategies.First and foremost, building rapport with customers is essential in sales. Establishing a connection based on trust and understanding can pave the way for successful transactions. Active listening is a fundamental aspect of this process. By attentively listening to customers' needs and concerns, sales professionals can tailor their approach accordingly, thereby increasing the likelihood of closing a sale.Moreover, the power of persuasion cannot be overstated in sales. Employing persuasive language and techniques can help sway hesitant customers towards making a purchase. Highlighting the unique selling points of a product or service and demonstrating how it addresses the customer's specific needs can be highly effective. Additionally, utilizing social proof, such as customer testimonials or case studies, can further reinforce the credibility of the offering.Furthermore, mastering the art of negotiation is crucial in sales. Negotiation skills enable sales professionals to navigate objections and reach mutually beneficial agreements with customers. It involves understanding the customer's perspective, identifying common ground, and effectively addressing any concerns or objections that may arise. By employing techniques such as framing, anchoring, and concessions, sales professionals can steer negotiations towards a favorable outcome.In addition to honing interpersonal skills, leveraging sales data analysis is paramount in optimizing sales strategies. By analyzing sales data, businesses can gain valuable insights into customer behavior, market trends, and product performance. This data-driven approach allows sales teams to identify opportunities for growth, refine targeting strategies, and allocate resources more effectively.For instance, analyzing sales trends can help identify peak selling periods, enabling businesses to adjust their marketing efforts accordingly. Similarly, examining customer demographics and preferences can inform product development and marketing messaging, ensuring alignment with target audience needs and preferences.Furthermore, sales data analysis can facilitate performance tracking and evaluation. By monitoring key performance indicators (KPIs) such as conversion rates, customer acquisition costs, and sales pipeline velocity, businesses can assess the effectiveness of their sales efforts and make data-driven decisions to optimize performance.In conclusion, mastering sales techniques and leveraging data analysis are essential components of successful sales strategies. By cultivating strong interpersonal skills, employing persuasive techniques, and harnessing the power of data, sales professionals can drive revenue growth, foster customer relationships, and achieve sustainable business success.。
销售产品方案英语
Introduction:At [Your Company Name], we are committed to delivering high-quality products that meet the diverse needs of our customers. Our latest product, [Product Name], is designed to revolutionize the market withits innovative features and exceptional performance. In this proposal, we will outline the sales strategy and marketing plan to ensure the successful launch and widespread adoption of [Product Name].1. Product Overview:[Product Name] is a [briefly describe the product's purpose and target market]. It is a [mention any unique features or technologies] that sets it apart from competitors. The product has undergone rigorous testingand has received positive feedback from early adopters.2. Target Market:Our target market for [Product Name] includes [list target demographics, industries, or customer segments]. This market has a significant unmet need for [describe the problem or pain point that [Product Name] solves]. By addressing this need, we aim to capture a substantial share of the market within the first year of launch.3. Sales Strategy:a. Channel Partnerships:- Establish strategic partnerships with leading distributors and retailers to ensure widespread availability of [Product Name].- Offer competitive pricing and incentives to encourage channel partners to promote and stock our product.b. Direct Sales:- Assign a dedicated sales team to engage with key customers and provide personalized support.- Organize sales meetings, trade shows, and product demonstrations to showcase the benefits of [Product Name].c. E-commerce:- Develop an online presence with a user-friendly website that highlights the features and benefits of [Product Name].- Implement targeted online advertising campaigns to drive traffic and generate leads.- Offer secure online purchasing options to facilitate easy transactions.4. Marketing Plan:a. Branding:- Develop a strong brand identity for [Product Name] through consistent messaging and visual elements.- Create compelling marketing materials, including brochures, flyers, and digital content, to educate potential customers about the product.b. Digital Marketing:- Leverage social media platforms to engage with the target audience and promote [Product Name].- Utilize SEO strategies to improve online visibility and drive organic traffic to the website.- Collaborate with influencers and bloggers to reach a broader audience and gain credibility.c. Public Relations:- Engage with industry publications and media outlets to secure feature articles and interviews.- Organize press releases and product launches to generate buzz and excitement around [Product Name].- Participate in industry events and conferences to network with potential customers and partners.5. Sales Goals and Targets:- Aim to achieve [specific sales targets, e.g., 100 units sold within the first month].- Monitor sales performance regularly and adjust the strategy as needed to meet targets.- Implement a customer feedback system to gather insights and continuously improve the product and sales approach.Conclusion:[Your Company Name] is confident in the success of [Product Name] due to its unique features, exceptional performance, and targeted marketing strategy. By leveraging a combination of channel partnerships, direct sales, and digital marketing, we aim to capture a significant market share and establish [Product Name] as a leading product in its category. We look forward to working with you to achieve these goals and deliver value to our customers.。
财务会计英语版课后答案
Chapter 1Page 81.Classify following items as either an expense (E),a revenue(R),an asset(A),or a liability( L);Cash, buildings, salaries of the sales force, $5 owed to a company for work performed, Mortgage to a bank, sales.Answer:Cash—A Buildings—A Salaries of the sales force—E$5 owed—L Mortgage to a bank—L Sales—R2. Classify each of the following as n operating (O), bank (I) , or financing (F) in a statement of cash flows; Wage paid to workers, Cash received form a bank in the form of a mortgage, cash dividends paid to a supplier of inventory, Cash paid to purchase a new machine.Answer:Wage paid—O Cash of mortgage-- F Cash dividends paid -- FCash paid to supplier of inventory—O Cash paid to purchase a machine—IPage111.List several economic decisions that rely on accounting information.Answer:·Whether to grant a loan·How much to pay for a share of common stock.·Whether to grant a rate increase to an electric utility·How much in damages the loser of a lawsuit must pay ·How much of a bonus to pay a plant manager·Whether to enter a new market2. Why do financial statements have footnotes, and what kinds of information might you find in them?Answer:Financial statements have footnotes because financial disclosure is a complex business. The notes tell us some of the specifics about the company environment , what accounting methods the company has used, what the accounting numbers might be if alternative methods had been used, and some of the major contingencies that are not formally included in the statement proper.Page 201.Describe the process of setting accounting standards. What are the roles of all the parties you mention?Answer:The FASB, a private, not-for-profit organization ,sets GAAP in the U.S. It publicly declares an agenda, promulgates "ExposureDrafts" of proposed standards, holds open meetings, and invites input from interested parties. The FASB has been delegated this authority by the SEC, a government agency with legal authority to determine GAAP.2.Think of an example, like the executive compensation example in the chapter, where incentives might exist to bias accounting numbers one way or another.Answer:There are other examples, but here is one that is different. A taxpayer has incentives to bias reported income downward in order to minimize income tax payments. However, it is important to understand that tax accounting rules are different from GAAP, and this book is about GAAP. Chapter 14 covers GAAP for taxes in more detail.Other examples include:·An entrepreneur seeking a loan from a bank or funding from a venture capitalist might have incentives to bias accounting numbers to look favorable.·A firm that is subject to scrutiny for earning excess profits(e.g.,an oil company）might have incentives to bias accounting numbers to look less favorable.·A utility subject to rate regulation might have an incentive tobias accounting numbers to look less favorable in order to gain more generous increases in its rates. (At this writing, there is a rather severe controversy about whether electric utilities in California are genuinely in financial difficulty and should be allowed to continue to impose large rate increase.)Chapter 2Page 381 Define assets, liabilities, and equities.Gave an example ofeach. How are assets valued? How are liabilities valued? Answer:An asset is a probable future economic benefit obtained or controlled by an entity as a result of a past transaction. Cash marketable securities, accounts receivable, inventories, prepaid expenses, patents, copyrights, trademarks, and property, plant and equipment are all examples of assets. A liability isa probable future sacrifice of economic benefits arisingfrom present obligations of an entity to transfer assets or provide services as a result of a past transaction or event.Accounts payable, accrued liabilities, unearned revenues, warranties, and bonds payable are all examples of liabilities.Accounting valuation of assets uses severaldifferent methods, including market value, expected realizable value, lower of cost or market, present value of future cash flows, and historical cost. Accounting valuation of liabilities is the expected amount that will be paid, perhaps adjusted for the time value of money.2. Explain what is meant by the entity concept. Answer:The entity is the person or organization about which accounting's financial history is being written.3 .A company signs a ten-year employee contract with a vicepresident. The salary is $500000 per year, guaranteed. Is this contract an asset? Would it appear on the balance sheet? Explain.Answer:The rights conveyed by the contrat may be an asset from an economic point of view, but they are not an asset under GAAP. The contract would not appear on the balance sheet as an asset, because GAAP does not record executory contracts, which are contracts that require future performance form both parties. That is ,GAAP views the contract as determining what services will be provided, no asset is recognized under GAAP.(Neither is a liability for payment recognized until services have beenperformed.)4 .A company purchased a parcel of land 10 years ago at a cost of $300000.The land has recently been appraised at $900000. At what value is the land carried in the balance sheet? How does the appraisal affect the carrying value in the balance sheet?Answer:The land is on the balance sheet at its historical cost of $300000.The carrying value of the land is unaffected by the appraisal.Page 421、Define debit and credit .What kind of balance ,debit or credit ,would you expect to find in the inventory T-account？In the Common Stock T-account?Answer:A debit is an entry on the left side of a T-account. A credit is an entry on the right side of a T-account. We would except to find a debit balance in Inventory, and credit balances in Bonds Payable and Common Stock. The reason is the convention that increases in assets are debits and increases in liabilities and equities are credits.2、If the trial balances, it means that you have analyzed all the effects of transactions correctly. True or false？Explain. Answer:False. A balanced means that the trial balance is consistent, not necessarily correct. For example. If an arbitrary entry is made that debits Cash and credits Common Stock for an equal amount, the trial balance will balance but it will be wrong. An accounting can receipt of cash and the issuance of common stock, but it alone can not make cash or additional common shares.3﹑Suppose Web sell leases a portion of its space to another company. Web sell’s accounts are debited and credited to record this transaction?Answer:Web sell would debit Cash and a liability, Rent Received in Advance, for the prepayment.Chapter 3Page 571. Define revenue and expense. How does one decide to list an item as revenue in an income statement? What is matching? Answer:Revenues are increases in net assets resulting from operationsover a period of time .Expense are decreases in net assets resulting from operations over a period of time .Revenue is recognized the earnings process is substantially complete , a transaction2. Give an example not found in the text , of an expense that is paid for in cash in a prior accounting period .In a subsequent accounting period.Answer:There are many allowable responses . An example is a patent that is purchased and paid for in one year and used in next .3. Give an example, not found in the text , of a revenue that is received in cash in a prior accounting period . In a subsequent accounting period .Answer:An example is a house painting contractor that receives payment for one-third of the contract price before beginning the painting .4. Explain why it is right to think of an asset as a cost and an expense as an expired cost .Answer:An asset is a future benefit . And there is an opportunity cost associated with not selling it for cash or exchanging it to settleChapter 6Page 120:1.The following table lists the adjustments and has an X in thecolumn indicating the approach:2. We first take adjustment for prepaid insurance and insurance expense. It would be easy to think of this adjustment as focusing on how much of the insurance coverage remained, as opposed to how much was used. In fact, the same type of logic could beused---computing a monthly rate for the coverage and applying that to the months reminding, instead of the months used.Now take adjustment for depreciation expense and accumulated depreciation. Estimating the value of the equipment at year end might be easy, for example, if there is a market for used equipment, or very difficult, for example, if the equipment was specially designed for Websell. Once a value estimate for the equipment at year end is obtained, depreciation expense would be the change in value over the year.Page 1231.$5000×(1+0.06)^10=$5000×1.79085=$8954.242.$5000×(1+0.06/2)^(10×2)=$5000×(1+0.03)^20=$5000×1.80611=$9030.563. $1000×(1.05)^3+$1000×(1.05)^2+$1000×(1.05)^1=$3310.134. ($1000×0.05/5)^13+$1000×(1+0.05/5)^10+$1000×(1+0.05/5)^5=($1000×(1.01)^15)+($1000×(1.01)^10)+($1000×(1.01)^5) =$1160.97+$1104.62+$1051.01=$3316.6Page 1241.x×.(1.07)^3=$3000 x=$3000/(1.07)^3=$2448.892. Calculate the present value at 10% of $1300 received two years from now. If that is greater than $1000, you are better off with the $1300 to be received in two years. If its present value is less that $1000, you better off with $1000 now. $1300/(1.10)^2=$1074.38Therefore, you are better off receiving $1300 two years from now.Another way to do this problem is to take the future value at 10% of $1000. At the end of two years, the $1000 would compound up to:$1000×(1.10)^2=$1210,Which is less than you would have at that point if you took the $1300.3．The most I would be willing to pay is the present value at 8% of the stream of $1000 payment:$1000/(1.08)^1+$1000/(1,08)^2+$1000/(1,08)^3=$925.926+857.339+793.832=$ 2577.1(rounded)Chapter 8Page 1681.Aging takes the balance in accounts receivable at the end of the year, and sorts it by how long ago the transaction occurredthat gave rise to that receivable. Experience has shown that “older” accounts have less likelihood of ever being collected. Percentages of likely uncollectibles for each category are applied to the totals in that category , and the results added to obtain an estimate of the allowance for uncollectibles required to value properly the estimated amount that will be collected from the accounts receivable. The bad debts expense then falls out as a “plug” in the allowance for uncollectibles.The percentage-of-sales method just estimates bad debt expense as a percent of sales, and plug the balance in the allowance account.2. Cash (118)Accounts receivable (118)12/31/2003(to recognize collection of cash from companies owing service co. from 2002 sales)Allow ance for doubtful accounts (7)Accounts receivable (7)12/31/2003(to write off accounts we know will not be collected) Accou nts receivable (125)Sales reven ue (125)12/31/2003(to recognize revenue and to anticipate collection of the receivable)If we focus on recording the bad debts expense that is associated with billings for 2003, we would record.06×$125000=$7500 in bad debts expense.B ad debts expense………………………………………7.5 Allowan ce for doubtful accounts…………………………7.5 12/31/2003(to record bad debt expense in anticipation of not collecting 100% of receivables)Method one: focus on the percentage of sales expected not to be collected.Allowance for doubtful accounts(10.5 is the “plug”,i.e., the number that drops out)Now we move to 2004, where events now proceed as expected . Collections are $117.5 thousand. Cash………………………………………………..117.5 Accounts receivable…………………………………117.512/31/2004(to recognize collection of cash form companies owing service co. from 2003 sales)Allowance for doubtful ac counts………………………7.5Accounts receivable………………………………….7.512/31/2004(to write off accounts we know will not be collected) Accounts receivable (125)Sales revenue (125)12/31/2004(to recognize revenue and to anticipate collection of the receivable)If we focus on recording the bad debts expense that is associated with billings for 2004, we would record.06×$125000=$7500 in bad debts expense.Bad debts expense……………………………………7.5 Allowance for doubtful ac counts…………………………7.5 12/31/2003(to record bad debt expense in anticipation of not collecting 100% of receivables)The allowance for doubtful accounts using the peentage-of-sales method looks like this:Method one: focus on the percentage of sales expected not to be collected.Allowance for doubtful accountsOnly the entries recording bad debt expense are different using the aging method. Instead of the above entries recording bad debt expense, we would have the following analysis: Each year, we would adjust the balance in the allowance for doubtful accounts so that the net receivable ends up at $117500. That is, we would solve $125000-X=$117500,and find that the ending balance in the allowance for doubtful accounts must be $7500.Analyzing the account, we would determine that at 12/31/2003 we must add $4500 to the allowance for doubtful accounts: Bad debts expense………………………………..4.5 Allowanc e for doubtful accounts…………………….4.512/31/2004(to record bad debt expense in anticipation of not collecting 100% of receivables)At 12/31/2004, we must add $7500 to the allowance for doubtful accounts:Bad debts expense………………………………..7.5 Allowan ce for doubtful accounts…………………….7.512/31/2004(to record bad debt expense in anticipation of notcollecting 100% of receivables)Using aging, the allowance for doubtful accounts T-account looks like this:Method two: focus on the ending balance in the allowance for doubtful accounts.Allowance for doubtful accountsChapter 9Page 1831.LIFO is last-in first-out. It means that in computing ending inventoryand cost of goods sold, the cost of items sold is assigned in reverse chronological order of their purchase, beginning from the most regent items purchased in a period. FIFO is first-in, first-out .It means that in computing ending inventory and cost of goods sold, the cost of items sold is assigned in chronological order of their purchase, beginning from the goods on hand at the beginning of the period. Average costmeans that in computing ending inventory and cost of goods sold, the average unit cost of the beginning inventory and items purchased in a period is used to determine the cost of goods sold and remaining inventory.2.Yes, it is still a positive net present value project. In fact, its netpresent value is higher than when the purchase was made at$1.05 per unit, since the cash outflow is reduced but the cash inflow remains the same. The cash outflow on 12/31/01 when purchases are at $0.95 per unit is $114.This means the net cash flow at 12/31/01 is ($4) instead of ($16),and the NPV for Widget Company is:NPV=-100-$4/1.1+$10/ (1.1^2) +$144/ (1.1^3) =$12.82First, we redo the case of FIFO. The inventory T-account is:Widget Co. Inventory Account under FIFO Flow AssumptionInventory (FIFO)Ending inventory values can be read from the above T-account. Net incomes are:Widget Incomes using FIFONow we redo the case of FIFO. First, the inventory T-account is: Widget Co. Inventory Account under FIFO Flow AssumptionInventory (FIFO)Ending inventory values can be read from the above T-account. Netincomes are:Page 186To calculate the market-to-book ratios and accounting returns on equity: Market-to-book Ratios under Average CostAccounting Rates of Return under Average CostCollecting the results for FIFO from the chapter and these results for average cost, we have:Market-to-book Ratios under Various Cost Flow AssumptionAccounting Rates of Return under Various Cost Flow AssumptionAs is apparent, the market-to-book ratios and accounting rates of return for average cost are between for LIFO and FIFO.2. Because it has more recent costs on the balance sheet in the inventory account, FIFO has market-to-book ratios closer to 1regardless of whether prices rise or fall.Chapter 10Page 1961. The total profit on the transaction is the sales price of $880.00 less the original cost of $734.03:Sales price of securities $880.00Less : original cost ($735.03)Profit on transaction $144.97The cash flows were: $735.03 out on January1, 2001, and$880.00 in on January 3, 2003.There were profit in 2001, 2002, and 2003.In 2001, there was a profit of $81.17.In 2003,there was a profit of $5.00.2. The unadjusted book value of the security on December 31,2002 was $793.83.If the market value of the security on that date was $790.00,an adjustment reducing its carrying value by $3.83 is required to write it down to its market value: Unrealized loss on market value securities-trading ……3.83 Marketable securities –trading ………… 3.83 If the security were sold for $810.00 on January 3, 2003, the entry would be:Cash ………………………………810.00Marketable securities –trading ………………790.00Gain on marketable securities-trading …………20.001/03/2003(To record the sale of the Marketable securities—trading )Page 1981. When a securities is classified as trading security, profits or losses show up on the income statement in every period from when the security is purchased until when it is sold. when a security is classified as available-for-sale ,profits or losses only show up on the income statement in the period in which thesecurity is sold.2. the unadjusted book value of the security on December 31,2002 was $793.83.If the market value of the security on that date was $790.00,an adjustment reducing it’s carrying value by $3.83 is required to write it down to it’s market value. however unlike the trading security case ,the unrealized loss is an equity account ,not a temporary account:Unrealized loss on marketable securities-available-for-sale 3.38 Marketable securities –trading ………………3.83To record the sale of the security for $810.00 on January 3,2003: Cash ………810.00Unrealized gain on marketable securities-available-for-sale(58.80-3.83) ………54.97Marketable securities-trading …………790.00Realized gain on marketable securities-available-for-sale ……………74.9712/31/2002(To mark-to-market the Marketable securities—available-for-sale)Chapter 111．a. Under straight-line depreciation, the depreciation expense each year is$600-$100/5 years=$100 per year.b. Under double-declining balance depreciation, the depreciation expense each year is given in the following table:c. Under sum-of-year’-digits depreciation, the depreciation expense each year is given in the following table:Sum-of years’-digits depreciation2. Intangible assets are most often shown in one line that is cost net of amortization. Tangible assets are sometimes shown in three lines: cost , accumulated depreciation, and net .3. Economic depreciation is the change in the economicvalue of the asset. Economic depreciation can be appreciation when the asset increases in value. We seen this already with marketable debt securities, which sometimes increase in value because of unpaid interest4.It is easy and fulfills the requirement of GAAP to provide depreciation using a systematic and rational method. No GAAP depreciation method likely correctly reflects economic depreciation anyway ,so a simple expedient may be good enough.1．Sraight-line depreciation is $100 per year ($300/3 years).Double-declining balance depreciation is given in the following table:2.For straight-line depreciation,the entry is the same each year: Depreciation expense (100)Accumulateddepreciation (100)For double-declining balance depreciation,the entries are: Year1Depr eciation expense (200)Accu mulated depreciation (200)Year2Depreciation expense………………………………66.67 Acc umulated depreciation………………………66.67 Year3.declining balance because depreciation expense under straight-line is only $100,while under double-declining balance depreciation expense is $200.4.If the company buys one asset every year and each asset lasts three years,then in year 4 it will have three assets.Under straight-line depreciation,each of those assets generates a depreciation expense of $100;therefore total depreciation expense would be 3*$100,or $300.Under double-declining balance depreciation,totaldepreciation expense depends on the age of each asset.The company would have one asset in its first year of life,one in its second year of life,and one in its third year.Therefore,total depreciation expense would be:$200+$66.67+$33.33=$300,the same as under straight-line.Both depreciation methods give the same total depreciation because:1.Both methods fully depreciate the assets over their lives.2.The cost of the assets has remained constant.3.The company is in a steady state in which the number ofnew assets purchased in a period equals the number ofold assets being retired in that period.。
市场营销专业英语-经典
annual requirement purchasing arrangement 年度采购需求计划anticipatory positioning 预见性定位 anti —pollution legislation 反污染立法 anti-trust legislation 反托拉斯立法 Apple Computers 苹果电脑 area structure 地区结构aspiration/expectation level 渴望/期望水平 aspirations of consumers 消费者渴望 assurance 保证AT ＆T 美国电话电报公司ATM (automatic teller machine) 银行自动柜员机 attitudes of consumers 消费者态度audiences 受众 auto repair 汽车维修automation services 自动服务 automobile industry 汽车产业 autonomy 自主权availability 可获得性/供货能力 avante guardian 前卫派 Avon 雅芳awareness (产品）知晓度/知名度 Bbaby boomers 婴儿潮出生的一代人backward channels for recycling 回收的后向渠道 backward integration 后向垂直一体化 banner advertisements 横幅标语广告 bar codes 条形码 barter 实物交易basic physical needs 基本生理需要 Bausch ＆ Lomb 博士伦BCG Grow-Share Matrix 波士顿增长—份额矩阵 before tests 事前测试Behavior Scan Information Resources Inc 。
行为扫描信息源公司behavioural analysis 行为分析 behavioural hierarchies 行为层级 benefit clusters 利益群体 benefits 利益 Benz 奔驰 billing 帐单biological revolution 生物革命 birth rate 出生率blanket purchase order 一揽子采购合同 blind —paired comparison testing 双盲比较测试 Blockbuster blue collars 蓝领 BMW 宝马Boeing 波音bottom line 底线/盈亏一览结算线 brand awareness 品牌意识/认知 brand extensions 品牌扩展 brand loyalty 品牌忠诚度 brand mark 品牌标志 brand name 品牌名称 brand positioning 品牌定位 brand recognition 品牌识别 brand strategies 品牌战略 brand 品牌branding strategy 品牌化战略 branding 品牌化brand’s equity 品牌的价值break —even volume 盈亏平衡产量 breath of product assortment 产品线的宽度breath or diversity of product lines 产品线的宽度或多样性 bribery 贿赂British Airways 英国航空公司 brokers 经纪人 budgeting 预算 bundle 捆绑Bureau of Census 人口统计局 Burger King 汉堡王busines strength rating 商业能力评分 business plan 商业计划 business position 经营地位 business sector 商业部门business services markets 商业服务市场 business strategies 经营战略 business unit strategy 经营单位战略 Business Week 《商业周刊》 buyback allowances 回购折让 buyback arrangements 产品返销buyers’ bargaining power 买方的讨价还价能力 buyers 采购者buying behavior 购买行为 buying center 采购中心 buying intention 购买意图buying offices 连锁商店的进货中心buying power indes (BPI ） 购买力指数 buying situation 采购情况/类型 buying task 采购任务 Ccable TV 有线电视 Cadillac 凯迪拉克Campbell’s Soup 金宝汤业公司 capital gains 资本收益capital invested in product 产品投入资本Carnival 嘉年华cash cows 现金牛类cash discounts 现金折扣catalogue sales 目录销售categorization of perception 感知分类categorization 分门别类Caterpillar Tractor 卡特皮勒公司Cathay Airlines 国泰航空公司CBS Records 唱片公司CBS 哥伦比亚广播公司centralization 集中化chameleons/followers 变色龙/跟随者channel alternatives 可选择的营销渠道channel conflicts 渠道冲突channel decisions 渠道决策channel functions 渠道功能channel institutions 渠道组织结构channel management 渠道管理channel objectives 渠道目标channel of distribution 分销渠道channel power 渠道权力channel—control strategies 渠道控制战略channel-design decisions 渠道设计决策channel—management decisions 渠道管理决策channels of communication 传播渠道Charles Snow 查尔斯·斯诺Cherokee 切诺基chevrolet 雪佛莱choice criteria 选择标准Christian Dior 克里斯汀·迪奥（世界著名时装品牌）Chrysler 克莱斯勒Citi Corp 花旗银行closing a sale 结束销售clothing retailers 服装零售商CNN 美国有线新闻网co-branding 联合品牌code of ethics (职业)道德标准coercive power 强制权cognitive dissonance 认识的不协调Colgate-Palmolive 高露洁collection of data 数据收集collection 收款co—marketing alliances 联合营销联盟combination compensation plan 结合式薪酬方案Comdex 计算机展销会commercialization 商业化commitment 承诺communication channels 传播渠道communication process 传播过程communication 信息交流/沟通 communications media 传播媒体 company personnel 公司员工 Compaq 康柏comparative advertisements 比较广告 comparison of brands 品牌比较 compensation deals 补偿处理 compensation plan 酬金方案 compensation/rewards 酬金/奖励 compensatory 补偿性的competition and industry evolution 竞争和行业演变 competition-orientated pricing 竞争导向定价法 competitive advantage 竞争优势competitive (supply-side) evolution 竞争（供方）演变 competitive factors 竞争因素competitive intelligence 竞争情报/信息competitive parity promotion budgeting 竞争均势促销预算法competitive strategy 竞争战略 competitive strength 竞争优势/能力 competitor analysis 竞争者分析 complaint handling 投诉处理component materials and parts markets 组成材料和零部件市场computerized ordering 计算机化的订购conclusive research 确定性研究 conditions of demand 需求情况conflict and resolution strategies 冲突和解决战略 conformance to specifications 与规格一致 conformance 一致性confrontation strategy 对抗战略 conjoint measurement 联合测度法 conjunctive model 联合模型consumer decision-making 消费者（购买)决策 consumer goods channels 消费品分销渠道Consumer Goods Pricing Act ， USA 美国消费品定价法案 consumer goods 消费品 consumer markets 消费品市场consumer needs 消费者需求 consumer packaged-goods firms 消费者包装食品公司 consumer promotion 消费者促销consumer tests 消费者测试 consumer/household market 消费者/家庭市场 consumers’ perceptions 消费者感知 consumption 消费 contests 竞赛contingency planning 权变计划contract construction 契约建筑业 contract manufacturing 契约制造业contraction/strategic withdrawal strategy 收缩/战略性撤退战略contractual entry modes 契约式进入模式contractual vertical marketing systems 合约式垂直营销系统contribution margin analysis 边际贡献（贡献毛利）分析 contributrion margin 边际贡献 control strategies 控制战略convenience food stores 便利食品商店 convenience goods 便利品 convenience 服务的便利性 Cool Whip 清凉维普co —operative advertising 合作性广告co —ordination and conflict resolution 协调与冲突解决 co —production 合作生产core benefit proposition (CBP ） 核心利益方案/提议 corollary-data method 推定数据法 corporate HQ 公司总部corporate scope 公司（经营)范围 corporate strategy 公司战略corporate vertical marketing systems 公司式垂直营销系统 corporate/institutional advertising 团体/社会公共机构广告 corrective action 矫正行动 cost analysis 成本分析 cost effectiveness 成本有效性 cost leadership strategy 成本领先战略cost of capital 资本成本cost of goods sold (COGS) 产品销售成本cost reductions 降低成本产品 cost —and —volume relationship 成本—数量关系cost —oriented pricing 成本导向定价法 cost —plus/mark-up pricing 成本加成/溢价定价法 costs and benefits of marketing functions 营销职能的成本和效益costs of competitors 竞争者成本 costs of distribution 分销成本 countertrade 对等贸易 coupons 优惠券courtesy 礼貌 coverage of geographic market 地域性市场的范围 coverage of relevant retailers 相关零售商的销售范围 credibility 信誉 credit terms 信贷条款 critical assumptions 关键假设 cross —elasticity 交叉弹性customary pricing 习惯性定价法 customer analysis 顾客分析 customer contact 顾客接触 customer demand 顾客需求 customer intimacy 顾客亲密度 customer loyalty 顾客忠诚度customer need 顾客需要 customer organization of sales force 按客户组织销售队伍 customer retention 顾客维系/保留 customer satisfaction 顾客满意度customer segment pricing 顾客细分市场定价 customer service 顾客服务customer —oriented pricing 顾客导向定价法 customers’ perception 顾客感知 customers' preferences 顾客偏好customers’ price sensitivity 顾客的价格敏感度 customizing 定制 Ddata collection 数据收集 data confidentiality 数据保密 data research 数据研究 data sources 数据来源 dealers 经销商deceptive advertisements 欺骗性广告 deciders 决策者declining markets 衰退市场 decoding 解码 defect rate 缺陷率defender strategy 防御型战略defensive new-product development strategy 防御性新产品开发战略defensive positioning 防御性定位delivery time 交付时间 delivery 配送Dell Computers 戴尔计算机公司 Delta Airlines 三角洲航空公司 demand characteristics 需求特征 demand curve 需求曲线demand —oriented pricing 需求导向定价法 demographic environment 人口统计环境 department stores 百货商店 dependability 可靠性 deregulation 放松管制 derived demand 衍生需求 de script ive research 描述性研究 design decisions 设计决策desired percentage mark-up on retail 预期零售利润率 desired percentage return 预期回报率 determinant attributes 关键属性 determinants 决定因素 different responses 差别反应differentiated defender strategy 差异化防御战略 differentiated marketing 差异化营销 differentiation over time 不同时间的差异differentiation strategy 差异化战略 differentiation 差异化diffusion of innovation theory 创新扩散理论 dimension 因素dimensions of quality 质量维度direct costing profitability analysis 直接成本盈利性分析 direct mail 直接邮寄direct marketing via advertising media 通过广告媒体的直接营销direct marketing 直接营销direct product profitability (DPP ） 直接产品盈利性/利润率 direct selling 直销 discount rate 贴现率 discount stores 折扣商店 discount 折扣discount/premium price policies 折扣/溢价策略 discriminant analysis 差异分析法 discriminatory adjustments 歧视价格调整 discriminatory pricing adjustments 歧视定价调整 disjunctive model 分离模型 display space 陈列空间 disposable income 可支配收入dissonance-attribution hierarchy 不和谐-归属层次结构 distribution channel designs 分销渠道设计 distribution channel objectives 分销渠道的目标 distribution channel 分销渠道 distribution decisions 分销决策distribution policies 分销策略 distribution 分销distributor/store （private lables ） brands 分销商/私有品牌 distributors 分销商diversification 多元化 divest 撤退 divest 出让divestment or liquidation 收回投资或清算 dividend 红利 dogs 瘦狗类domestic target marketing strategies 国内目标市场定位的营销战略dropping products 放弃产品 dry cleaning 干洗dual/two channel distribution systems 双重分销系统 duplication （媒体）重复 DuPont 杜邦公司 durability 耐用性 Eearly vs late adoption 早期采购与后期采购 earnings per share 每股收益economic and technological factors 经济技术因素 economic power 经济权 economies of scale 规模经济education services 教育服务effectiveness 有效性efficiency 效率Electrolux 伊莱克斯emergency goods 急需品Emerson Electric 爱默生电气emotional appeals 情感诉求empathy 移情作用empirical evidence 经验性实例empowerment 授权encoding 编码end use 最终使用endorsement 赞同engineering （产品）工程设计entrepreneurial strategy 企业家战略entry strategies 进入战略environment and packaging disposal 环境与包装处理environment factors 环境因素environmental scanning 环境扫描/分析environmental strategy 环境战略establishment 机构ethical audit （公司)伦理审计ethics of marketing 营销伦理道德ethnic composition 种族构成European Community 欧共体evaluation and reward systems 评估与奖励体系evaluation and selection of supplier 评估和选择供应商evaluation of alternatives 评估替代品/各种选择evaluation of brands 品牌评估event sponsorship 事件赞助event 活动everyday low—price （EDLP) 天天低价evoked set 引发的组合evolution of market 市场演变exchange 交换exclusive dealing 独家销售exclusive distribution 独家分销executive summary 执行摘要exhibition media 展示广告媒体existing market 现有市场exit barriers 退出壁垒expansion path 扩张途径expectation measures （顾客)预期测度expectations of customers 顾客期望expected unit sales 预计产量expected value期望价值experience curve 经验曲线experimental research 实验性研究expert power 专长权exploratory research 探索性研究export agents 出口代理（商) export jobbers 出口批发商export management company 出口管理公司 export merchants 出口贸易商 export 出口 exporting 出口商品extended use strategy 扩大使用战略 extending volume growth 扩大市场份额 external data sources 外部数据来源 external environment 外部环境extrapolation of past sales trends 过去销售趋势推测法 Ffacilitating agencies 辅助/中介机构 factor analysis 因素分析法 fads 时尚family branding 家族品牌 family life cycle 家庭生命周期 family structure 家庭结构 farm products 农产品fast-moving consumer goods (FMCG ） 快速变动的消费品 fear appeals 恐惧/顾虑诉求 features 特征Federal Department Stores 联邦百货商店 Federal Trade Code （FTC) 联邦贸易法案 FedEx （Federal Express ） 联邦快递feedback data 反馈数据field test marketing 实地市场测试 financing 融资 fisheries 渔业fit and finish 结实度与外观 fixed costs 固定成本 fixed salary 固定工资 flanker strategy 侧翼进攻战略 flanker/fighting brand 战斗品牌flanking and encirclement strategies 侧翼进攻与围堵战略flat organizational structure 扁平的组织结构 FOB origin pricing FOB 产地定价法 focus strategy 集中战略 followers 追随者 Ford 福特公司foreign middlemen 国外中间商 forestry 林业formalization 形式/规范化 formulate 制定fortress/position-defence strategy 防御堡垒战略 Fortune 《财富》杂志 forward integration 向前一体化 franchise systems 特许系统 franchising 特许经营free call numbers 免费电话号码free goods 免费商品freight —absorption pricing 免收运费定价法 fringe benefits 小额津贴frontal attack strategy 正面进攻战略full costing profitability analysis 全成本盈利性分析 full —service wholesalers 全方位服务的批发商functional competencies and resource allocation 职能能力与资源分配functional efficiency 职能效率functional organization of sales force 按销售职能组织销售队伍functional organizational structure 职能型组织结构 functional performance 功能性能 functional strategy 职能战略 Ggames 比赛 gap 差距gatekeepers 信息传递者general behavioral de script ors 一般行为变量 General Electric （GE) 通用电气 General Foods Corporation 通用食品general merchandise discount chains 大众商品折扣连锁店General Motors 通用汽车geodemographics 区域人口统计特征geographic adjustments 地理调整 geographic distribution 地理分布geographical organization of sales force 按地区组织销售队伍Gillette 吉列剔须刀global adjustments 全球调整global elite consumer segment 全球精英消费品市场 global expansion 全球扩张global marketing control 全球营销控制global markets 全球市场 global niche strategy 全球机会战略global standardization strategy 全球标准化战略 global teenage segment 全球青少年市场 globalization 全球化global-market expansion 全球市场扩张 goals 总目标going —rate/competitive parity pricing 竞争性平价定价法 goods producers 产品制造商 Goodyear 固特异轮胎government agencies 政府机构 government buyers 政府采购者government market 政府市场 government regulation 政府管制 greenhouse effect 温室效应 grey market 灰色市场gross domestic product (GDP) 国内生产总值 gross margin 毛利gross national product (GNP) 国民生产总值 gross profit 毛利gross rating points (GRPs) 总级别指数 group/category product manager 类别产品经理 growing markets 成长市场 growth rate of market 市场增长率growth stage of product life cycle 产品生命周期的成长阶段growth —extension strategies 增长扩张战略growth-market strategies for market leaders 市场领导者的市场增长战略growth-market strategy 成长性市场战略growth-market targeting strategy 成长性市场定位战略 guarantee/warranty 保证/担保 guarantees 保证Gucci 古琦（世界著名时装品牌） HHaagen-Dazs 哈根达斯 hard technology 硬技术Harvard Business Review 《哈佛商业评论》 harvest 收获harvesting pricing 收获定价法 harvesting strategy 收获战略health care 医疗保健health maintenance organizations (HMOs) （美国）卫生保健组织heavy buyer 大客户 Heileman Brewing Company Heinz 亨氏食品 helpfulness 有益性 Henkel 汉高Hertz 赫兹（美国汽车租赁巨头) Hewlett —Packard 惠普公司 hierarchy of strategy 战略的层次high margin/low-turnover retailers 高利润/低周转率的零售商high market share global strategy 高市场份额全球战略high-contact service system 高接触服务系统 high-involvement product 高参与产品 high —involvement purchase 高参与购买 hight market share 高市场份额战略 Hilton 希尔顿 Holiday Inns 假日旅馆homogeneous market 同质市场 Honda 本田household/family life cycle 家庭生命周期 household 家庭hybrid technology 混合技术IIBM 国际商用机器idea generation 创意的产生/生成 ideas for new products 新产品创意/构想 idea —screening process 创意筛选过程 identification of segments 识别细分市场 Illinois Tool Works 伊利诺斯工具厂 image pricing 形象定价 imitative positioning 模仿定位 imitative strategy 模仿战略 impact evaluation 影响评估impersonal sources 非个人的信息来源implementation and control of marketing programs 营销计划的执行和控制 implementation 实施improvements in or revisions of existing products 现有产品的改良或修正impulse buying 冲动购买 impulse goods 冲动购买品 incentives 激励 income 收入increased penetration strategy 增加渗透战略indirect costing profitability analysis 间接成本盈利性分析 individual brand 个别品牌 individual value 个人价值industrial goods & services 工业产品和服务 industrial goods channels 工业品分销渠道 industry attractiveness 行业吸引力industry attractiveness —business position matrix 行业吸引力—业务地位矩阵 industry dynamics 产业动态 industry evaluation 产业评估 industry evolution 产业演变 inelastic 缺乏价格弹性 influencers 影响者infocommunications industry 信息通信行业 infomercials 商业信息广告information age 信息时代 information search 信息搜集 information technology 信息技术information 信息 informative 告知性的 ingredient 成份in-home personal interview 个人家庭访谈 in —house use tests 内部使用测试 innovation 创新 innovativeness 创新性installation 设施 in —store display 店内展示 in-store positioning 店内布局in —store promotion 店内促销 intangibles 无形integrated marketing communication plan （IMC ） 整合营销传播计划integration of perception 感知整合 integration 整合 Intel 因特尔intensity of market position 市场地位的集中程度 intensity 集中程度intensive distribution 密集型分销interactions across multiple target markets 多目标市场间的相互作用interactive media 交互式媒体 interest rates 利率internal data sources 内部数据来源 internal marketing 内部营销internal organizational structure 内部组织结构 international advertising 国际广告 international channels 国际分销渠道 international division 国际分部 international marketing 国际营销international organizational design 国际组织设计 internationalization of services 服务的国际化introductory stage of product life cycle 产品生命周期的推出阶段inventory level 库存水平investor relations advertising 投资关系广告issue advertising 观点广告 JJaquar 美洲豹 Jell-O 吉露 jobbers 批发商Johnson & Johnson 强生 joint ventures 合资jury of executive opinion 行政管理人员群体意见法just noticeable difference （JND) 恰巧注意到的差异 just-in —time （JIT) management system 准时制管理体系 just-in —time purchasing arrangements 及时采购安排 K Kao 花王 Keiritsu 凯莱通 Kellogg 凯洛格公司Kentucky Fried Chicken （KFC ） 肯德基 key account management 主要客户管理 key accounts 关键客户 key benefits 核心利益key environmental issue identification 确定主要的环境问题key variables 关键变量 key/house accounts 关键/机构客户Kmart 凯玛特Kodak 柯达Komatsu 小松公司Kraft 卡芙Llaboratory tests 实验室测试leapfrog strategy 蛙跳战略learning hierarchy 学习层级结构legal services 法律服务legislation 立法legitimate power 法定权level of compensation 酬金水平level of technical sophistication 技术的复杂程度Levi Strauss 李维·史特劳斯Levi’s 列维斯（全球最大的牛仔服制造商) lexicographic model 词典编纂模型lifestyle 生活方式limited—service wholesalers 有限服务的批发商line extension 产品线扩展line filling 产品线填充line stretching 产品线延伸list price 订价Lloyd’s of London 伦敦劳埃德保险公司localizaiton strategy 本地化战略location pricing 场所定价location 位置lodging 房屋出租logistical alliances 后勤联盟long-term memory 长期记忆lost customer 失去的顾客Louis Vuitton 路易·威登（法国著名时尚品牌）low—contact service system 低接触服务系统low-cost defender 低成本防御型low—cost position 低成本地位low—involvement hierarchy 低参与程度层级结构Lucent Technologies 朗讯科技Mmacro risks 宏观风险macroenvironment 宏观环境macrosegmentation 宏观细分mail-order retailers 邮购零售商maintaining market share 保持市场份额maintenance strategy 保持战略management overhead 管理费mandatory adaptation 强制性适应manufacturer brand 制造商/全国性品牌manufacturers' agents/representatives 生产商的代理商/销售代表manufacturers' export agents （MEA) 制造商出口代理manufacturers' sales offices/branches 生产商的销售办事处/分支机构manufacturing process 制造过程manufacturing 制造业market aggregation strategy 整体市场战略market attractiveness factors 市场吸引力因素market attractiveness 市场吸引力market attractiveness/business position matrix 市场吸引力/业务地位矩阵market circumstances 市场环境market demorgraphics 市场人口分布/统计特征market dimension 市场量度market entry strategies 市场进入战略market exclusion 市场排斥market expansion strategy 市场扩张战略market factors 市场因素market followers 市场跟随者market growth rate 市场增长率market hirarchy 市场等级market inclusion 市场纳入market leaders 市场领导者market measurement 市场测量market opportunity analysis 市场机会分析market oriented 以市场为导向的market position factors 市场地位因素market positioning analysis 市场定位分析market potential measurements 市场潜力测度market research 市场研究market segment 细分市场market segmentation 市场细分market share 市场份额market targeting 目标市场选择market 市场marketability 市场开拓能力market—entry strategies 市场进入战略marketing action plan 营销行动计划marketing audit 营销审计marketing channel 营销渠道marketing codes of conduct 营销行为规范marketing communication 营销沟通/传播marketing concept 营销观念marketing control 营销控制marketing decision support systems (MDSS) 营销决策支持系统marketing environment audit 营销环境审计marketing flows and functions 营销过程和职能marketing function area audit 营销功能领域的审计marketing implications of 对营销的影响marketing information system 营销信息系统marketing institutions 营销机构marketing management 营销管理marketing message 营销信息 marketing mix 营销组合 marketing policy 营销策略marketing productivity area audit 营销生产力领域的审计 marketing program components 营销计划内容 marketing program 营销计划/方案 marketing relationship 营销关系 marketing research 营销研究 marketing strategy 营销战略market-management organizational structure 市场管理组织结构mark —up price 产品/溢价价格 Marlboro 万宝路 Marriott Hotel 万豪酒店mass —market penetration strategy 大规模市场渗透战略 mass-market strategy 大市场战略matrix organizational structure 矩阵组织结构 Matsu ＊***a 日本松下电子mature conformists 成熟的随大流者 mature markets 成熟市场mature stage of product life cycle 产品生命周期的成熟阶段McDonald's 麦当劳McDonnell Douglas 麦道公司 MCI 电讯公司（前世界通信公司)MDSS (Marketing —Decision Support System ） 市场决策支持系统measurability 可测度性measure or index 测量指标 measurement criteria 计量标准 media audiences 媒体受众medical and health services 医疗卫生服务 Medico Containment Services memory of consumers 消费者记忆Mercedes —Benz 梅赛德斯—奔驰 Mercer Management Consulting 美国美智管理顾问公司 merchandising 推销merchant middlemen 国内贸易中间商 merchant wholesalers 商业批发商message structure 信息结构 Michael Porter 迈克尔-波特 micro risks 微观风险 microsegmentatioin 微观细分Miller Tyding ACT ， USA 米勒·泰丁法案 minging 矿业Minnesota Mining and Manufacturing Company (3M ） 明尼苏达矿业和制造公司 Minolta 美能达miscellaneous sources 多方面来源 mission 宗旨missionary selling 推销式销售Mitsubishi Heavy Industries 三菱重工modified rebuy 调整再购monosegment positioning 单一细分市场定位Monsanto 孟山都农业生物技术公司moral appeals 伦理/道德诉求morals 道德Motorola 摩托罗拉multichannel distribution 多渠道分销multidimensional scaling 多维等级法multilevel selling 多级销售multinational coporations (MNCs) 跨国公司multiple test markets 多测试市场multiple-brand strategy 多品牌战略multiple-factor index 多因素指数法multisegment positioning 多重细分市场定位mutual trust 相互信任NNabisco Biscuit 纳贝斯克饼干公司national account management 全国性客户管理national market 国内市场National Semiconductor 美国国家半导体公司natural products 天然产品NEC 日本电子Nescafé雀巢咖啡Nestlé雀巢net sales 净销售额network computer (NC）网络计算机new business selling 新业务销售new buy 购入新产品new entrants 新进入者new markets 新市场new materials 新材料New Prod screening model 新普罗德筛选模型new product lines 新产品线new products 新产品new-product development 新产品开发new—product ideas 新产品创意Newsweek 《新闻周刊》new-task buying 全新采购new—to-the—world products 世界性新产品niche penetration strategy 壁龛/机会市场渗透战略niche-market strategy 壁龛市场战略Nike 耐克Nissan 尼桑no-brand brand name 无品牌的品牌名称no-frills product 无虚饰产品noise in communication system 传播系统中的噪音non—financial rewards 非物质性奖励措施non—probability sampling 非概率抽样non-profit organization 非盈利组织 non-store retailing 无店铺零售业 number of stockouts 迟滞数目 Oobject —and —task method of promotion budgeting 目标-任务促销预算法objectives and strategy area audit 目标与战略领域的审计 objectives 具体目标 observation 观察法occupancy costs 房屋占用成本 occupation/position 职业/职位 odd pricing 奇/余数定价法OEM （original equipment manufacturer) 原始设备制造商 oeverall quality 总体质量off —invoice discounts 发票之外的折扣 offsets 抵消交易 Omega 欧米加on —air testing 广播测试OPEC （Organization of Petroleum Exporting Countries ） 欧佩克(石油输出国组织） opening relationships 建立关系 operating supplies 生产供应品 operational excellence 运作管理水平 opinion leaders 意见领导者 opportunity cost 机会成本opportunity identification 机会识别 opportunity/threat matrix 机会/威胁矩阵 order cycle time 订货周期 order processing 订单处理organisational level 组织层次 organizaitonal requirement planning 组织需求计划organization area audit 组织领域的审计 organization buying center 组织采购中心 organizational customer 组织顾客 organizational direct selling 组织直销 organizational markets 组织市场 organizational purchasing 组织采购organzational structure 组织结构 outdoor enthusiasts 户外运动爱好者 out —of —home media 户外广告媒体 overall cost leadership 全面成本领先 overheads 日常开支overseas direct investment 海外直接投资ownership of new product 新产品所有权 PPacific Electric 太平洋电气 packaging 包装panel of experts 专家小组 parentage 渊源parties involved 交换中的各方payment terms 支付条款 pay —off control 支出控制 penetration pricing 渗透定价 Pepsi —Cola 百事可乐perceived customer value 顾客感知价值 perceived quality 感知到的质量 perceived value 感知到的价值percentage of sales promotion budgeting method 销售额百分比促销预算法perceptions of consumers 消费者感知/理解 perceptual （product) pisitioning 感知(产品）定位 perceptual map 感知图perceptual organization 感知组织 perceptual vigilance 感性的警惕 performance dimension 业绩标准 performance evaluation 业绩评估 performance measures 表现/业绩测度 performance objective 绩效目标 performance standards 绩效标准 performance 功能 perishability 非持久性 personal selling 人员推销 personal sources 个人的信息来源 personnel development 人力资源开发 persuasive 说服性的pharmaceuticals industry 医药行业physical （product ） positioning 物理（产品）定位 physical de script ors 物理变量 physical distribution 实物分销 Pillsbury 皮尔斯博瑞 pioneers 先入者 Pizza Hut 必胜客place utility 地点效用 planning and control system area audit 计划与控制系统领域的审计point of sale information 销售点信息point —of-purhcase (POP) promotion 采购点促销 point-of —sales (POS ） data 销售点数据 pontificator 保守派 popularity 通用性population trends 人口趋势portfolio models for resource allocation 资源配置的资产组合模式position intensity 地位集中程度 positioning 定位possession utility 拥有效用post-purchase dissonance 购买后的不协调 post-purchase evaluation 购买后评估 post —purchase/after-sale service 售后服务 potential advantages 潜在优势potential customer 潜在顾客potential market 潜在市场potential target market 潜在目标市场power in distribution 分销权力power of buyers 购买者能力power of suppliers 供应商能力predatory pricing 掠夺性定价法pre-empting scarce resources 先占稀缺资源preferential treatment 特惠待遇premiums 额外奖励present competitors 现有的竞争者presenting sales message 提供销售信息pre-test market research 测试前市场研究price discrimination 价格歧视price elasticity of demand 需求的价格弹性price fixing 价格设定price leaders 价格领导者price lining 价格排列定价法price promotion 价格促销price quotation 报价price sensitivity 价格敏感度price structure 价格结构price 价格price/earnings ration 价格/收益比price-off promotions 降价促销price—setting process 定价过程pricing adjustments 定价调整pricing policies 价格策略pricing 定价primary demand 基本需求primary sources 第一类/主要数据print media 印刷媒体private/for—profit organization 私营/盈利性组织PRIZM （Potential Rating Index for Zip Markets）按邮政区划为基础的潜力等级指数proactive new—product development strategy 进取型新产品开发战略probability sampling 概率抽样problem formulation 界定问题problem identificatioin 确定问题process management 过程管理Procter & Gamble （P＆G）宝洁公司product line 产品线product availability 产品的可获得性product category 产品类别product class 产品类别product decisions 产品决策product design 产品设计product development 产品开发product dimension or attributes 产品维度/属性product evolution 产品演变 product features 产品特征 product intent share 产品倾向份额 product leadership 产品领导能力 product life cycle （PLC) 产品生命周期 product life cycle curve 产品生命周期曲线 product line 产品线product manager audit 产品经理审计 product offering 供应品product organizaiton of salesforce 按产品组织销售队伍 product policies 产品策略 product positioning 产品定位 product quality 产品质量 product scope 产品范围 product space 产品位置 product specifications 产品规格 product systems 产品体系 product type 产品类型 product usage 产品用途 product 产品product （ion)—oriented organization 产品/生产导向型组织 production 生产product —line pricing adjustments 产品线定价调整product-management organizational structure 产品管理组织结构product-market entry control 产品－市场进入控制 product-related behavioral de script ors 与产品相关的行为变量product's market characteristics 产品的市场特征 product —use testing 产品使用测试 pro-environment 环保profit impact of market strategy （PIMS) 市场战略的利润影响profitability analysis 盈利性分析profitability 盈利性/盈利能力 profitable survivor strategy 有利可图的生存者战略 project-company resource compatibility 项目与公司资源的协调性projected profit-and-loss statement 预计损益表 projective tests 投影测试 promotion decisions 促销决策 promotion mix 促销组合 promotion policies 促销策略 promotion 促销promotional allowance 促销折让promotional effort 促销努力 promotional pricing 促销定价 promptness 及时性propector strategy 探索型战略 prospecting for customers 寻找顾客psychographics 心理统计特征 psychological cost 心理成本 psychological pricing 心理定价法 public organization 公共组织 public relations 公共关系 public utilities 公共设施 publicity 公共宣传pull strategy for control of distribution channels 分销渠道控制的拉式战略 pupil dilation 瞳孔扩张purchase predisposition 购买倾向 purchasing agent 采购代理 purchasing contract 采购合同purchasing manager/agent 采购经理／代理 purchasing power perity (PPP) 购买力平价指数 push money/spiffs 佣金push stragtegy for control of distribution channels 分销渠道控制的推式战略 Qqualifying prospects 审查潜在顾客资格 quality dimensions 质量维度 quality 质量quantity discount 数量折扣 question marks 问题类 questioning 询问法quotas 定额 RR ＆ D expenditure 研究开发战略 race and ethnic origin 种族和民族 rack jobbers 供应超级市场的批发商 radio 无线电广播 rank ordering 排序rate of adoption 采购率 rate-of —return/target return pricing 回报率/目标回报定价法rational appeals 理性诉求 rationale 基本原理 raw materials 原材料reactive and proactive responses 反应及前摄策略 reactive new —product development strategy reactor strategy 反应型战略real estate 房地产 rebates 回扣 recall tests 记忆测试 receiver 接收者 reciprocity 利益互惠recognition of problem/need 发现问题/需求 recognition tests 认知测试 recreation 娱乐业recruitment and selection 招聘与选拔。
powerbi销售分析报告范文
powerbi销售分析报告范文英文回答：Sales Analysis Report in Power BI.Introduction:The purpose of this sales analysis report is to provide a comprehensive overview of the sales performance using Power BI. Power BI is a powerful business intelligence tool that allows businesses to analyze and visualize data to gain valuable insights. In this report, we will analyze the sales data from the past year and identify key trends and patterns.Sales Overview:The sales data shows a steady growth in revenue over the past year. The total sales for the year amounted to $1.5 million, with an average monthly revenue of $125,000.This indicates a positive sales performance for the business.Sales by Product Category:Analyzing the sales by product category, we canidentify the top-performing categories. The electronics category contributed the highest sales with a total revenue of $600,000, followed by the fashion category with $400,000 in revenue. The home appliances category generated $300,000 in sales, while the furniture category accounted for $200,000 in revenue.Sales by Region:Examining the sales by region, we can determine the geographical areas that have the highest sales. The report shows that the North region had the highest sales with $700,000 in revenue, followed by the East region with $500,000. The South region generated $300,000 in sales, while the West region accounted for $200,000 in revenue.Sales by Time Period:Analyzing the sales by time period, we can identify the months with the highest sales. The report indicates that the months of March and December had the highest sales with $150,000 in revenue each. This could be attributed to seasonal factors such as holidays and promotions. The months of January and August had the lowest sales with $100,000 in revenue each.Sales Trend Analysis:By visualizing the sales data over time, we canidentify any trends or patterns. The line chart shows a consistent upward trend in sales from January to June, followed by a slight decline in July. However, sales picked up again from August to December, indicating a seasonal sales pattern.Conclusion:Based on the sales analysis report in Power BI, thebusiness has experienced a positive sales performance over the past year. The electronics category and the North region were the top contributors to sales. The months of March and December had the highest sales, indicating the influence of seasonal factors. By leveraging Power BI, businesses can gain valuable insights into their sales performance and make data-driven decisions to drive growth.中文回答：Power BI销售分析报告范文。
DoubleClick Ad Exchange 商业白皮书说明书
Profiting from Non-Guaranteed Advertising: The Value of Dynamic Allocation & Auction Pricing for Online PublishersTable of ContentsOverview (2)How Publishers Segment andSell Ad Inventory Today (2)Dynamic Allocation (2)Research and Conclusion (4)White Paper | DoubleClick Ad ExchangeProfiting from Non-Guaranteed AdvertisingThe Value of Dynamic Allocation & Auction Pricing for Online PublishersOverviewFor most large online publishers, the supply of available ad inventory far exceeds demand for it. A research study conducted by Forrester indicated that as much as 25% of sellers’ inventory goes unsold.1 To tap additional demand from advertisers, brand-conscious publishers often sell through indirect channels, including ad networks, exchanges, and other technology providers that vary widely in scale, technology, ease of use, cost, and controls.Ad networks provide revenue to publishers willing to commit, in advance, a large number of impressions at a fixed CPM value. Many publishers find comfort in the predictable revenues of this type of booking. Can publishers make more money by embracing a spot auction sales model — with DoubleClick’s proprietary Dynamic Allocation technology — to increase their CPM as a component of their yield management strategy, instead of relying exclusively on fixed, upfront, pre-allocated sales?How Publishers Segment and Sell Ad Inventory TodayWith a typical third-party ad server, publishers categorize ad inventory in order of self-defined value. This priority tiering system is used to manage the delivery of ads (of different varieties, formats, messaging, etc.) into ad space on any given page.Through their direct sales channel, most publishers sell their highest-value ad space to the highest-paying advertisers — usually brand-conscious or endemic marketers — on a guaranteed basis. A typical large publisher generates upward of 80% of its online advertising revenue from guaranteed ad sales.2 Publishers usually sell their remaining ad space on a non-guaranteed (or “pre-emptible”) basis through their direct sales channel, as well through their indirect sales channel, which may comprise a handful of ad network partners. Some publishers manage yield across this ad space by manually prioritizing which ad networks access it in order of their relative average CPM payout. Because the rank order of networks’ average CPMs changes continually, this manual process is time consuming, and often results in lost impressions (typically 5% to 10% of a publisher’s total non-guaranteed ads).3Dynamic AllocationWhen publishers sell display advertising through their direct sales force on a guaranteed basis, that inventory must be delivered systematically to achieve the desired impression goals set forth in an insertion order (or “I/O”). Non-guaranteed ads, on the other hand, typically sell at a lower price because of the potential that another buyer will pay a higher price after the initial sale, before the impression is actually delivered; hence the “non-guaranteed” status. With indirect sales, the CPM is usually fixed, but the number of impressions delivered is not.Ad servers like DFP have some variability in how they meet impression delivery goals, rotating other ads sold by the direct sales force on a non-guaranteed basis into a particular ad slot in order to maintain a steady rate of delivery for the guaranteed ads. Instead of randomly rotating other ads into an ad slot, DoubleClick Ad Exchange uses Dynamic Allocation, rotating in higher-paying ads from ad networks and other third-party media buyers when the net CPM they provide to the publisher is higher than what has been booked directly into the ad server.Dynamic Allocation: Proprietary ad server integration designed to maximize revenueDynamic allocation passes to the Ad Exchange the CPM value associated with the ad that the primary ad server has selected and is about to serve. The technology then uses this CPM value as the minimum CPM for the auction. If the Ad Exchange can provide the publisher with a net CPM value higher than they would have gotten from delivering their directly booked, non-guaranteed ad, the Ad Exchange will deliver an ad. If, however, the directly booked ad’s CPM value is higher, it ignores any bids coming in from the Ad Exchange. As a result of this ad server integration, publishers essentially have a risk-free wayto get the highest yield for every non-guaranteed impression they sell through their direct and indirect sales channels. An additional benefit of Dynamic Allocation is that it ensures there is a deep pool of ads to deliver for any given piece of inventory, reducing the probability that the publisher delivers a house or zero-value ad.Combined with Dynamic Allocation, DoubleClick Ad Exchange’s real-time auction mechanism enables publishers to receive the highest yield across all participating buyers for any given ad impression. An approach employed by some third-party technology providers, by contrast, estimates and computesa priori the expected CPM from a given buyer. These systems use average, historical CPM values to predict the price that a given buyer will pay, then use that predicted value to call the ad network with the highest projected CPM.The use of average CPMs has drawbacks: When the technology estimates the CPM to be higher than the CPM actually paid for a given impression or targeting set, the publisher loses the difference between that value and what another network would have paid. And when the technology estimates the CPM to be lower than the CPM actually paid, the ad network may not be called when it would have delivered the highest-yielding ad. These inefficiencies reduce the potential yield that a publisher can achieve.© 2010 Google Inc. All rights reserved. Google, DoubleClick, the Google logo, and the DoubleClick logo are trademarks of Google Inc.All other company and product names may be trademarks of the respective companies with which they are associated.100712_27703131. “Online Ad Exchange,” Forrester Custom Research prepared for DoubleClick, March 2007.2. “Online Ad Exchange,” Forrester Custom Research prepared for DoubleClick, March 2007.3. Source: Google internal data.Dynamic Allocation eliminates opportunity costResearch and Conclusion In a recent study (Q1, 2010), we compared the average effective CPM from the Ad Exchange with aggregate directly booked inventory sold through in DFP . The results of our research demonstrated that the combined effects of auction pressure and Dynamic Allocation in DoubleClick Ad Exchange resulted in an average CPM lift of 136% compared with fixed, upfront, pre-negotiated sales of non-guaranteed inventory. Applying the research findings, a publisher that generates an average CPM of $0.65 for its non-guaranteed ad inventory might expect to see $1.53 by taking advantage of the Ad Exchange. T he results of our research demonstrated that the combined effects of auction pressure and Dynamic Allocation in DoubleClick Ad Exchange resulted in an average CPM lift of 136% compared with fixed, upfront, pre-negotiated sales of non-guaranteed inventory.Our study was conducted using the first-generation version of DoubleClick Ad Exchange. However, the key takeaway — that over time, Dynamic Allocation and auction pricing can provide incrementally higher yield over fixed upfront sales for non-guaranteed display advertising — is consistent across both versions of the system, assuming that similar supply-demand characteristics apply. We anticipate that with the currently available next-generation DoubleClick Ad Exchange, publishers will also benefit from greater upward pricing pressure created by the introduction of AdWords and Google Display Network buyers coming online, and as more large ad networks and third-party technology providers purchase largeblocks of inventory through the service’s new API and real-time bidding technologies.。
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