汽车营销类外文文献翻译——汽车行业渠道的转变

渠道销售的外文翻译---营销渠道和价值网络

毕业设计（论文）外文参考文献译文原文出处：Marketing Management设计（论文）题目：对我国汽车行业营销渠道的研究姓名学号 070808206院（系）经济与管理学院专业市场营销指导老师二〇一〇年十二月九日Marketing Channels and Value NetworksMost producers do not sell their goods directly to the final users; between them stands aset of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel (also called a trade channel or distribution channel). Formally, marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after production, culminating in purchase and use by the final end user.Some intermediaries-such as wholesalers and retailers-buy, take title to, and resell the merchandise; they are called merchants. Others-brokers, manufacturers' representatives, sales agents-search for customers and may negotiate on the producer's behalf but do not take title to the goods; they are called agents. Still others-transportation companies, independent warehouses, banks, advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales; they are called facilitators.The Importance of ChannelsA marketing channel system is the particular set of marketing channels a firm employs, and decisions about it are among the most critical ones management faces. In the United States, channel members collectively have earned margins that account for 30% to 50% of the ultimate selling price. In contrast, advertising typically has accounted for less than 5% to 7% of the final price.Marketing channels also represent a substantial opportunity cost. One ofthe chief rolesof marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets, they must also make markets.The channels chosen affect all other marketing decisions. The company's pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firm's sale force and advertising decisions depend on how much training and motivation dealers need. In addition, channel decisions include relatively long-term commitments with other finns as well as a set of policies and procedures. When an automaker signs up independent dealers to sell its automobiles, the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time,channel choices themselves depend on the company's marketing strategy with respect to segmentation, targeting, and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.In managing its intermediaries, the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturer's sales force, trade promotion money, or other means to induce intermediaries to carry, promote, and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category, brand choice is made in the store, the product is an impulse item, and product benefits are well understood. In a pull strategy the manufacturer uses advertising, promotion, and other forms of communication to persuade consumers to demand the product from intermediaries, thus inducing the intermediaries to order it. Pull strategy is appropriate when there is high brand loyalty and high involvement in the category, when consumers are able to perceive differences between brands, and when they choose the brand before they go to the store. For years, drug companies aimed ads solely at doctors and hospitals, but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumersdirectly. This is particularly evident in the burgeoning business of prescription sleep aids.SEPRACOR INC.The increased use of prescription sleep aids is due not so much to an increase in the number of insomniacs, as to the billions of dollars the drug companies re spending on print and TV advertising. Consider Sepracor's ads for Lunesta, featuring a pale green Luna moth flitting around the head of a peaceful sleeper. Sepracor spent $2.98 million in consumer advertising in 2006, and its stock and sales have jumped due to its successful campaign. The drug industry as a whole spent more than $4 billion on consumer ads in 2005, more than a fivefold increase in 10 years. Its aggressive pUll marketing strategy has, however, prompted intense debate and scrutiny from Congress. After all, while aggressive advertising of Merck's Vioxx generated huge profits, it exposed housands of U.S. adults to heart attack risks. Critics of the new drug ads say the drugs they tout treat symptoms rather than spurring consumers to discoverthe reason they can't sleep (which can range from simple stress to serious illness). Proponents of such ads say that in an era of managed care and shortened doctor visits, ads educate patients and spark important conversations with doctors. Although thepharmaceutical industry is unlikely to pUll back, Bristol-Myers Squibb Co. has won some kudos for voluntarily banning ads during the first year new drugs are on the markets.Top marketing companies such as Coca-Cola, Intel, and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand, without at least some consumer interest, it can be very difficult to gain much channel acceptance and support.Channel DevelopmentA new firm typically starts as a local operation seIling in a fairly circumscribed market, usingı existing intermediaries. The number of such intermediaries is apt to be limited: a few manıufacturers' sales agents, a few wholesalers, several established reta ilers, a few trucking comıpanies, and a few warehouses. Deciding on the best channels might not be a problem; theı problem is often to convince the available interımediaries to handle the firm's line.If the firm is successful, it might branch into new markets and use different channels in different markets. In smaller markets, the firm might sell directly to retailers; in larger markets, it might sell through distributors. In rural areas, it might work with general-goods merchants; in urban areas, with limited-line merchants. In one part of the country, it might grant exclusive franchises; in another, it might seJJ through aJJ outlets witIing to handle the merchandise. In one country, it might use international sales agents; in another, it might partner with a local firm.International markets pose distinct challenges. Customers' shopping habits can vary by countries, and many retailers such as Germany's Aldi, the United Kingdom's Tesco, and Spain's Zara have redefined themselves to a certain degree when entering a new market to better tailor their image to local needs and wants. Retailers that have largely stuck to the same selling formula regardless of geography, such as Eddie Bauer, Marks & Spencer, and Wal-Mart,marketing strategy for Its entrance into 1M US. market to slock different national manufacturer have sometimes encountered trouble in entering new markets.In short, the channel system evolves as a function of local opportunities and conditions, emerging threats and opportunities, company resources and capabilities,and other factors. Consider some of the challenges Dell has encountered in recent years.DELLDell revolutionized the personal computer category by selling products directly to customers via the telephone and later the Internet, rather than through retailers or resellers. Customers could custom design the exact PC they wanted, and rigorous cost cutting allowed for low everyday prices. Sound like a winning formula? It was for almost two decades. But 2006 saw the company encounter a number of problems that led to a steep stock price decline. First, reinvigorated competitors such as HP narrowed the gap in productivity and price. Always focused more on the business market, Dell struggled to sell effectively to the consumer market. Ashift in consumer preferences to bUy in retail stores as opposed to buying direct didn't help, but self-inflicted damage from an ultraefficient supply chain model that squeezed costs-and quality-out of customer service was perhaps the most painfuL Managers evaluated calf center employees primarily on how fong they stayed on each calf-a recipe for disaster as scores of customers felt their problems were ignored or not properly handled. Alack of R&D spending that hindered new-product development and led to a lack of differentiation didn't help either. Clearly, Dell was entering a new chapter in its history that would require a fundamental rethinking of its channel strategy and its marketing approach as a whole.Hybrid ChannelsToday's successful companies are also multiplying the number of "go-to-market" or hybrid channels in anyone market area. In contrast to Dell, HP has used its sales force to sell to large accounts, outbound telemarketing to sell to medium-sized accounts, direct mail with an inbound number to sell to small accounts, retailers to sell to still smaller accounts, and the Internet to sell specialty items. Staples markets through its traditional retail channel, adirect-response Internet site, virtual malls, and thousands of links on affiliated sites.Companies that manage hybrid channels must make sure these channels work well together and match each target customer's preferred ways of doing business. Customers expect channel integration, characterized by features such as:the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receivediscounts and promotional offers based on total online and off-line purchases.Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here's a specific example of a company that has carefully managed its multiple channels.REI（Recreation Equipment Inc.）What's more frustrating: buying hiking boots that cripple your feet, or trying on the perfect pair only to find the store is out of stock in the size or style you want? At Recreational Equipment Inc. (REI), the largest consumer cooperative in the United States with 2.5 million active members, outdoor enthusiasts can easily avoid both problems. In 90 REI stores across the country, customers are lighting up gas stoves, pitching tents, and snuggling deep into sleeping bags. REI stores are designed to give an experience, not just sell goods. If an item is out of stock, all customers need do is tap into the store's Internet kiosk to order it from REI's Web site. Less Internet-savvy customers can even get clerks to place the order for them at the checkout counters. REI has been lauded by industry analysts for the seamless integration of its retail store, Web site, Internet kiosks, mailorder catalogs, value-priced outlets, and toll-free order number. And REI not only generates store-to-Internet traffic, it also sends Internet shoppers into its stores. If a customer browses REI's site and stops to read an REI "Learn and Share" article on backpacking, the site might highlight an in-store promotion on hiking boots. Like many retailers, REI has found that dual-channel shoppers spend significantly more than single-channel shoppers, and that tri-channel shoppers spend even more.Understanding Customer NeedsConsumers may choose the channels they prefer based on a number of factors: the price, product assortment, and convenience of a channel option, as well as their own particular ,hopping goals (economic, social, or experiential).As with products, segmentation exists, and marketers employing different types of channels must be aware that different con;umers have different needs during the purchase process.Researchers Nunes and Cespedes argue that, in many markets, buyers fall into one offour categories.1.Habitual shoppers purchase from the same places in the same manner over time.2.High-value deal seekers know their needs and "channel surf" a great dealbefore buying at the lowest possible price.3.Variety-loving shoppers gather information in many channels, take advantage of hightouch services, and then buy in their favorite channel, regardless of price.4.High-involvement shoppers gather information in all channels, make their purchase in a low-cost channel, but take advantage ofcustomer support from a high-touch channel.One study of 40 grocery and clothing retailers in France, Germany, and the United Kingdom found that retailers in those countries served three types of shoppers: (1) Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided; (2) Price/value customers who were most concerned about spending their money wisely; and (3) Affinity customers who primarily sought stores that suited people like themselves or the members ofgroups they aspired to join. As Figure 15.1 shows, customer profiles for these types of retailers differed across the three markets: In France, shoppers placed more importance on service and quality, in the United Kingdom, affinity, and in Germany, price and value.Even the same consumer, though, may choose to use different channels for different functions in making a purchase. For instance, someone may choose to browse through a catalog before visiting a store or take a test-drive at a dealer before ordering a car online. Consumers may also seek different types of channels depending on the particular types of goods involved. Some consumers are willing to "trade up" to retailers offering higher-end goods such as TAG Heuer watches or Callaway golf clubs; these same consumers are also willing to "trade down" to discount retailers to buy private-label paper towels, detergent, or vitamins.Value NetworksA supply chain view of a firm sees markets as destination points and amounts to a linear view of the flow. The company should first think of the target market, however, and then design the supply chain backward from that point. This view has been called demand chain planning. Northwestern's Don Schultz says: "A demand chain management approach doesn't just push things through the system. It emphasizes what solutions consumers are looking for, not what products we are trying to sell them." Schultz has suggested that the traditional marketing "four Ps" be replaced by a new acronym, SIV A, which stands for solutions, information, value, andaccess。

整合营销渠道某汽车案例英文版

Challenges in Marketing Channels Integration
• Challenges: Marketing channels integration faces several challenges, including different technologies, procedures, and metrics across channels; difficulties in measuring the performance of each channel; and the potential for channel conflict and competition for resouration of Marketing Channels on
the Company's Performance
• Increased brand awareness: Through its integrated marketing strategy, the company has been able to increase its brand awareness and visibility in the market. Its consistent presence in different channels has created a familiarity among potential customers, leading to an increase in brand loyalty and trust among its clientele.
03
Case Study of a Automobile Company
Background of the Company

汽车营销类外文文献翻译、英文翻译汽车行业渠道的转变复习过程

原文Changing Channels In The Automotive Industry: The Future of Automotive Marketing and DistributionWho will be the winners and losers in the revolution that is radically reshaping the marketing, distribution and selling of automobiles? Will the vehicle manufacturers and their franchised-dealer networks be able to overcome years of inertia and complacency to pioneer and execute new concepts that will strengthen and extend the value of their brands? Or will nimbler, more imaginative retailers or software companies get there first?The transformation of the business of selling cars and trucks is happening before our eyes at an incredible pace -- promising to change forever an industry that has long been noted for its high costs, poor service and extremely unpleasant selling process. Auto manufacturers have competed fiercely among themselves to drive out cost and meet consumer needs for cheaper and better cars and trucks. Now the survivors face new threats from outside the industry that might thwart their renewed interest in building strong, lasting relationships with their customers.Entrepreneurs have dissected the cost-value equation and come up with new retail concepts. Their stories have been persuasive enough to attract hundreds of millions of dollars in public equity investment and persuade dozens of fiercely independent car dealers to sell out. Internet technology has lowered entry barriers for other entrepreneurs with new ideas about helping customers find, evaluate and buy new vehicles. These patterns are consistent with revolutions in other consumer durables markets that effectively transferred market power from manufacturers to retailers.Consumers are the only clear winners in this battle. While we are not sure which vehicle manufacturers will survive, we are confident that winning will require a better understanding of the life-cycle value equations of both cars and buyers, and the development of innovative strategies to capture that value.FORCES OF CHANGEFrom the days of Henry Ford's production line, the automobile industry has been based on a "supply-push" philosophy -- a strong bias toward "filling the factories" to cover high fixed costs.Dealer networks were created as logical extensions of the "supply-push" model. The networks were designed to hold inventory, leverage private capital (without threatening the manufacturers' control) and service and support what was then a less reliable and more maintenance-intensive product. Those networks generally were built around entrepreneurs focused on a defined geographic area, selling one or at most two brands.Despite its longevity, the traditional dealer channel leaves many people unhappy.High customer acquisition costs motivate dealers to convert store traffic to sales using aggressive tactics that extract differential margins based on customers' willingness to pay. Frequent well-publicized rebates have taught buyers to mistrust sticker prices and negotiate from cost up, rather than sticker down. As a result, dealers often find themselves competing not against another brand, but against a same-make dealer across town. This acute competition has almost bid away dealer profit on the sale of new passenger cars in the United States (with some profits still available on sales of trucks, sport utility vehicles and luxury cars).Shrinking dealer margins do not translate into happy customers: Most customers (approximately four out of five) dislike the purchase process, and many still come away feeling cheated and mistreated. This strong antipathy is largely responsible for the rapid growth of Internet-based services that offer alternative means of gathering information on cars, soliciting price quotes and, in some cases, conducting transactions.SURFING THE NET FOR PROFITSObviously the Internet is a major enabler of change in auto distribution. Many of the most important auto industry innovators today are developing Web-based services, leading some to predict that the most important automotive company of the next century will be a software-based company. Republic Industries, for instance, expects sales to reach $1 billion on the World Wide Web by the year 2000. Estimates vary, but some studies have shown that with some cars, as many as 40 percent of customers gather information from the Internet. A smaller but growing percentage of customers demonstrate what is called shopping behavior, or soliciting price quotations and availability information prior to the actual purchase.The dramatic growth and power of Internet technology have greatly reduced the cost of obtaining information on features, price and availability. Consequently, customers are better equipped to extract what they want from dealerships. One of the pioneers of Internet marketing, Inc., is working to speed response time from its participating dealers because it has learned that a staggeringly high proportion of its customers -- 64 percent -- buy within 24 hours of using its service to get price and availability quotes. The Internet offers new and better ways to perform many sales and marketing functions and makes it possible for manufacturers to have more and richer two-way communications directly with consumers. It has also provided, for the rest time, the capability for channel marketing on a national or even international scale, attacking further the value of the traditional, geographically depend channel.DEALERS STILL PART OF EQUATIONNo one is suggesting, though, that auto dealers will disappear. Ironically, changes in cars and trucks themselves are making dealers more important. Consumers have more choices of brands and models than ever before. Improved durability and reliability and faster design cycles have narrowed the differences among competing products in the same category. Brand loyalty increasingly derives not from the product itself but from the total purchase and ownership experience. Numerous studies show that customer satisfaction has become a much more critical competitivedifferentiator and a greater influence on repurchase loyalty than the car itself. And it is the dealer that controls these levers today. (See Exhibit II.) This explains the intense efforts many vehicle manufacturers have made to set standards for, measure and even base some dealer compensation on customer satisfaction scores.As a result of the high-cost, low-satisfaction proposition provided by the traditional dealer channel in general, many players have recently moved to capitalize on opportunities afforded by improving the channel-value equation. Entrepreneurs with access to public capital have strategic designs to modernize auto distribution. Six dealer groups in the United States went public in 1996-7. Collectively they soared past the $4 billion mark in revenue in 1997, up by more than 30 percent from 1996, with most of the growth coming from additional acquisitions of existing dealers.The most prominent new automotive industry entrepreneur in the United States is H. Wayne Huizenga, chairman of Republic Industries. Mr. Huizenga has a proven track record as an innovator who has revolutionized the waste disposal and video rental industries. Republic owns the nation's largest group of franchised automotive dealerships, operates the AutoNation USA used-vehicle megastore chain and owns and operates several car rental businesses. Republic is currently on an extraordinary acquisition campaign for new-car business dealerships. Even though Republic has almost single-handedly doubled the market price for dealerships, it does not appear to be slowing down.Nonetheless, manufacturers seem to be following, not leading, the revolution. Many are still being pushed or kicked along the path of change. There are real questions whether their late -- and in some cases half-hearted -- responses will be enough to protect the traditional position of the vehicle manufacturer as the caller of shots in the auto industry.VISION FOR THE FUTURENow that we see serious cracks in the walls protecting the traditional automotive distribution model, what will the future bring? Both the underlying drivers of change in automotive retailing and the trends already under way help answer that question. In addition, it is helpful to compare the automobile industry with other industries that have experienced distribution-channel evolution and look at the lessons they learned.Most consumer-durable industries have undergone substantial distribution-channel evolution resulting from changes in economics, regulations or technologies. Each one has unique circumstances, but we can see three relatively common, distinct stages in these channel restructurings:Stage One: This is marked by major improvements in value delivered, mostly reductions in cost. Usually the cost reductions stem from consolidation and rationalization in the channel as better concepts or bigger players drive out marginal or small players. The bigger players use their cost advantage to reduce prices and often to improve service, variety and convenience.Stage Two: Here channel evolution is focused on meeting the needs of specific customer segments. Channel functions are unbundled and restructured into more efficient or more appealing formats for defined groups of customers. Customer value is further enhanced through lower prices, better service or greater variety.Stage Three: This brings dramatic new paradigms not just for distribution but for the entire value chain. Full-service leasing ("power by the hour") in the heavy-duty-truck market is an example of this type of game-changing concept.We anticipate five major changes in future automobile distribution patterns and practices:FORMING A STRATEGIC RESPONSEGiven this view of the future, what should a manufacturer or major channel player do? Appropriate responses are to some extent situation-dependent, of course, but we believe the three stages of channel evolution observed in other industries provide valuable insight into what is and will be required to prevail in the automotive industry.Accordingly, we recommend the following strategic responses consistent with the three stages of channel evolution and the future automotive distribution vision described above:Aggressively and systematically pursue functional improvement beyond the factory gate. The most prominent opportunity is cost.Develop a vision of a desired end-game distribution channel strategy and begin making progress toward that vision, taking care to achieve consistency between the long-term vision and short-term functional improvement agendas.Build the means to create and capture much more of the "downstream" value associated with the automobile -- and, in so doing, strive to innovate "game-changing" approaches to the business.FUNCTIONAL IMPROVEMENTSIn the conventional dealer networks, tremendous improvement opportunities exist along two basic functional paths: reducing costs and raising customer satisfaction. Most manufacturers and many large channel players are jumping at these opportunities, given their magnitude. However, these players tend to select a limited number of programs, and they typically concentrate on single functional improvements independently or on a single functional path.A better approach is to address systematically the whole realm of possibilities with an integrated view of benefits within and across specific functions. This is not easy. Even programs with moderate scope and ambition typically require reforming entrenched business philosophies; coordinating several organizational groups with disparate incentives; managing complex and imposing legalities, and facing up to dealers resistant to change. But manufacturers must recognize that new players unencumbered by these constraints are raising the bar and traditional players must reach higher or fall behind.To date, Republic has focused primarily on pursuing the benefits of consolidation typical in the first stage of retail channel evolution. But some of its actions suggest the potential for truly game-changing retail evolution. When channel players, as opposed to manufacturers, are the winners in retail evolution, most often the one that leads in the first stage is the one that leads in other stages and reaps substantial benefits. Republic could be the first in the automotive industry to create an independent retail brand that actually "owns the customer."译文：汽车行业渠道的转变：未来的汽车销售和流通谁将成为赢家？谁能彻底重塑销售、分销和销售为一体的汽车?他们的汽车制造商网络能够克服惯性和骄傲自满的先驱和执行新观念，加强和扩大品牌价值的吗?或者，更富于想象力的零售商将nimbler或软件公司先到那儿?变革的商业销售轿车和卡车在我们眼前发生在一个令人难以置信的速度——承诺永远改变，长期以来一直使这个行业中付出很高的代价，可怜的服务和令人不快的销售过程。

汽车营销类外文文献翻译、英文翻译——汽车行业渠道的转变

汽车营销类外文文献翻译、英文翻译——汽车行业渠道的转变汽车营销类外文文献翻译、英文翻译——汽车行业渠道的转变原文Changing Channels In The Automotive Industry: The Future of Automotive Marketing and DistributionWho will be the winners and losers in the revolution that isradically reshaping the marketing, distribution and selling of automobiles? Will the vehicle manufacturers and their franchised-dealer networks be able to overcome years of inertia and complacency to pioneer and execute new concepts that will strengthen and extend the value of their brands? Or will nimbler, more imaginative retailers or software companies get there first?The transformation of the business of selling cars and trucks is happening before our eyes at an incredible pace -- promising to change forever an industry that has long been noted for its high costs, poor service and extremely unpleasant selling process. Auto manufacturers have competed fiercely among themselves to drive out cost and meet consumer needs for cheaper and better cars and trucks. Now the survivors face new threats from outside the industry that might thwart their renewed interest in building strong, lasting relationships with their customers.Entrepreneurs have dissected the cost-value equation and come upwith new retail concepts. Their stories have been persuasive enough to attract hundreds of millions of dollars in public equity investment and persuade dozens of fiercely independent car dealers to sell out.Internet technology has lowered entry barriers for other entrepreneurs with new ideas about helping customers find, evaluate and buy new vehicles. These patterns are consistent with revolutions in other consumer durables markets that effectively transferred market power from manufacturers to retailers.Consumers are the only clear winners in this battle. While we arenot sure which vehicle manufacturers will survive, we are confident that winning will require a better understanding of the life-cycle value equations of both cars and buyers, and the development of innovative strategies to capture that value.FORCES OF CHANGEFrom the days of Henry Ford's production line, the automobile industry has been based on a "supply-push" philosophy -- a strong bias toward "filling the factories" to cover high fixed costs.Dealer networks were created as logical extensions of the "supply-push" model. The networks were designed to hold inventory, leverage private capital without threatening the manufacturers' control and service and support what was then a less reliable and moremaintenance-intensive product. Those networks generally were built around entrepreneurs focused on a defined geographic area, selling one or at most two brands.Despite its longevity, the traditional dealer channel leaves many people unhappy. High customer acquisition costs motivate dealers to convert store traffic to sales using aggressive tactics that extract differential margins based on customers' willingness to pay. Frequent well-publicized rebates have taught buyers to mistrust sticker prices and negotiate from cost up, rather than sticker down. As a result, dealers often find themselves competing not against another brand, but against a same-make dealer across town. This acute competition has almost bid away dealer profit on the sale of new passenger cars in the United States with some profits still available on sales of trucks, sport utility vehicles and luxury cars .Shrinking dealer margins do not translate into happy customers: Most customers approximately four out of five dislike the purchase process, and many still come away feeling cheated and mistreated. This strong antipathy is largely responsible for the rapid growth of Internet-based services that offer alternative means of gathering information on cars, soliciting price quotes and, in some cases, conducting transactions.SURFING THE NET FOR PROFITSObviously the Internet is a major enabler of change in autodistribution. Many of the most important auto industry innovators todayare developing Web-based services, leading some to predict that the mostimportant automotive company of the next century will be a software-。

汽车营销渠道中英文对照外文翻译文献

汽车营销渠道中英文对照外文翻译文献(文档含英文原文和中文翻译)Marketing Channels and Value NetworksMost producers do not sell their goods directly to the final users; between them stands aset of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel (also called a trade channel or distribution channel). Formally, marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after production, culminating in purchase and use by the final end user.Some intermediaries-such as wholesalers and retailers-buy, take title to, and resell the merchandise; they are called merchants. Others-brokers, manufacturers' representatives, sales agents-search for customers and may negotiate on the producer's behalf but do not take title to the goods; they are called agents. Still others-transportation companies, independent warehouses, banks, advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales; they are called facilitators.The Importance of ChannelsA marketing channel system is the particular set of marketing channels a firm employs, and decisions about it are among the most critical ones management faces. In the United States, channel members collectively have earned margins that account for 30% to 50% of the ultimate selling price. In contrast, advertising typically has accounted for less than 5% to 7% of the final price.Marketing channels also represent a substantial opportunity cost. One ofthe chief rolesof marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets, they must also make markets.The channels chosen affect all other marketing decisions. The company's pricing depends on whether it uses mass merchandisers or high-quality boutiques. The firm's sale force and advertising decisions depend on how much training and motivation dealers need. In addition, channel decisions include relatively long-term commitments with other finns as well as a set of policies and procedures. When an automaker signs up independent deal· ers to sell its automobiles, the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time, channel choices themselves depend on the company's marketing strategy with respect to segmentation, targeting, and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.In managing its intermediaries, the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturer's sales force, trade promotion money, or other means to induce intermediaries to carry, promote, and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category, brand choice is made in the store, the product is an impulse item, and product benefits are well understood. In a pull strategy the manufacturer uses advertising, promotion, and other forms of communication to persuade consumers to demand the product from intermediaries, thus inducing the intermediaries to order it. Pull strategy is appropriate when there is high brand loyalty and high involvement in the category, when consumers are able to per· ceive differences between brands, and when they choose the brand before they go to the store. For years, drug companies aimed ads solely at doctors and hospitals, but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumers directly. This is particularly evident in the burgeoning business of prescription sleep aids.SEPRACOR INC.The increased use of prescription sleep aids is due not so much to an increase in the number of insomniacs, as to the billions of dollars the drug companies re spending on print and TV advertising. Consider Sepracor's ads for Lunesta, featuring a pale green Luna moth flittingaround the head of a peaceful sleeper. Sepracor spent $2.98 million in consumer advertising in 2006, and its stock and sales have jumped due to its successful campaign. The drug industry as a whole spent more than $4 billion on consumer ads in 2005, more than a fivefold increase in 10 years. Its aggressive pUll marketing strategy has, however, prompted intense debate and scrutiny from Congress. After all, while aggressive advertising of Merck's Vioxx generated huge profits, it exposed housands of U.S. adults to heart attack risks. Critics of the new drug ads say the drugs they tout treat symptoms rather than spurring consumers to discover the reason they can't sleep (which can range from simple stress to serious illness). Proponents of such ads say that in an era of managed care and shortened doctor visits, ads educate patients and spark important conversations with doctors. Although the pharmaceutical industry is unlikely to pUll back, Bristol-Myers Squibb Co. has won some kudos for voluntarily banning ads during the first year new drugs are on the markets. Top marketing companies such as Coca-Cola, Intel, and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand, without at least some consumer interest, it can be very difficult to gain much channel acceptance and support.Channel DevelopmentA new firm typically starts as a local operation seIling in a fairly circumscribed market, usingı existing intermediaries. The number of such intermediaries is apt to be limited: a few manıufacturers' sales agents, a few wholesalers, several established retailers, a few trucking comıpanies, and a few warehouses. Deciding on the best channels might not be a problem; theı problem is often to convince the available interımediaries to handle the firm's line.If the firm is successful, it might branch into new markets and use different channels in different markets. In smaller markets, the firm might sell directly to retailers; in larger markets, it might sell throughdistributors. In rural areas, it might work with general-goods merchants; in urban areas, with limited-line merchants. In one part of the country, it might grant exclusive franchises; in another, it might seJJ through aJJ outlets witIing to handle the merchandise. In one country, it might use international sales agents; in another, it might partner with a local firm.International markets pose distinct challenges. Customers' shopping habits can vary by countries, and many retailers such as Germany's Aldi, the United Kingdom's Tesco, and Spain's Zara have redefined themselves to a certain degree when entering a new market to better tailor their image to local needs and wants. Retailers that have largely stuck to the same selling formula regardless of geography, such as Eddie Bauer, Marks & Spencer, and Wal-Mart,marketing strategy for Its entrance into 1M US. market to slock different national manufacturer have sometimes encountered trouble in entering new markets.In short, the channel system evolves as a function of local opportunities and conditions, emerging threats and opportunities, company resources and capabilities, and other factors. Consider some of the challenges Dell has encountered in recent years.DELLDell revolutionized the personal computer category by selling products directly to customers via the telephone and later the Internet, rather than through retailers or resellers. Customers could custom design the exact PC they wanted, and rigorous cost cutting allowed for low everyday prices. Sound like a winning formula? It was for almost two decades. But 2006 saw the company encounter a number of problems that led to a steep stock price decline. First, reinvigorated competitors such as HP narrowed the gap in productivity and price. Always focused more on the business market, Dell struggled to sell effectively to the consumer market. Ashift in consumer preferences to bUy in retail stores as opposed to buying direct didn't help, but self-inflicted damage from an ultraefficient supply chain model that squeezed costs-and quality-out of customer service was perhaps the most painfuL Managers evaluated calf center employees primarily on how fong they stayed on each calf-a recipefor disaster as scores of customers felt their problems were ignored or not properly handled. Alack of R&D spending that hindered new-product development and led to a lack of differentiation didn't help either. Clearly, Dell was entering a new chapter in its history that would require a fundamental rethinking of its channel strategy and its marketing approach as a whole.Hybrid ChannelsToday's successful companies are also multiplying the number of "go-to-market" or hybrid channels in anyone market area. In contrast to Dell, HP has used its sales force to sell to large accounts, outbound telemarketing to sell to medium-sized accounts, direct mail with an inbound number to sell to small accounts, retailers to sell to still smaller accounts, and the Internet to sell specialty items. Staples markets through its traditional retail channel, adirect-response Internet site, virtual malls, and thousands of links on affiliated sites. Companies that manage hybrid channels must make sure these channels work well together and match each target customer's preferred ways of doing business. Customers expect channel integration, characterized by features such as:the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here's a specific example of a company that has carefully managed its multiple channels.REI（Recreation Equipment Inc.）What's more frustrating: buying hiking boots that cripple your feet, or trying on the perfect pair only to find the store is out of stock in the size or style you want? At Recreational Equipment Inc. (REI), the largest consumer cooperative in the United States with 2.5 million active members, outdoor enthusiasts can easily avoid both problems. In 90 REI stores across the country, customers are lighting up gas stoves, pitching tents, and snuggling deep into sleeping bags. REI stores are designed to givean experience, not just sell goods. If an item is out of stock, all customers need do is tap into the store's Internet kiosk to order it from REI's Web site. Less Internet-savvy customers can even get clerks to place the order for them at the checkout counters. REI has been lauded by industry analysts for the seamless integration of its retail store, Web site, Internet kiosks, mail· order catalogs, value-priced outlets, and toll-free order number. And REI not only generates store-to-Internet traffic, it also sends Internet shoppers into its stores. If a customer browses REI's site and stops to read an REI "Learn and Share" article on backpacking, the site might highlight an in-store promotion on hiking boots. Like many retailers, REI has found that dual-channel shoppers spend significantly more than single-channel shop· pers, and that tri-channel shoppers spend even more.Understanding Customer NeedsConsumers may choose the channels they prefer based on a number of factors: the price, product assortment, and convenience of a channel option, as well as their own particular ,hopping goals (economic, social, or experiential).As with products, segmentation exists, and marketers employing different types of channels must be aware that different con;umers have different needs during the purchase process.Researchers Nunes and Cespedes argue that, in many markets, buyers fall into one offour categories.1.Habitual shoppers purchase from the same places in the same manner over time.2.High-value deal seekers know their needs and "channel surf" a great deal before buying at the lowest possible price.3.Variety-loving shoppers gather information in many channels, take advantage of hightouch services, and then buy in their favorite channel, regardless of price.4.High-involvement shoppers gather information in all channels, make their purchase in a low-cost channel, but take advantage ofcustomer support from a high-touch channel.One study of 40 grocery and clothing retailers in France, Germany,and the United Kingdom found that retailers in those countries served three types of shoppers: (1) Service/quality customers who cared most about the variety and performance of products in stores as well as the service provided; (2) Price/value customers who were most concerned about spending their money wisely; and (3) Affinity customers who primarily sought stores that suited people like themselves or the members ofgroups they aspired to join. As Figure 15.1 shows, customer profiles for these types of retailers differed across the three markets: In France, shoppers placed more importance on service and quality, in the United Kingdom, affinity, and in Germany, price and value.Even the same consumer, though, may choose to use different channels for different functions in making a purchase. For instance, someone may choose to browse through a catalog before visiting a store or take a test-drive at a dealer before ordering a car online. Consumers may also seek different types of channels depending on the particular types of goods involved. Some consumers are willing to "trade up" to retailers offering higher-end goods such as TAG Heuer watches or Callaway golf clubs; these same consumers are also willing to "trade down" to discount retailers to buy private-label paper towels, detergent, or vitamins.Value NetworksA supply chain view of a firm sees markets as destination points and amounts to a linear view of the flow. The company should first think of the target market, however, and then design the supply chain backward from that point. This view has been called demand chain planning. Northwestern's Don Schultz says: "A demand chain management approach doesn't just push things through the system. It emphasizes what solutions consumers are looking for, not what products we are trying to sell them." Schultz has suggested that the traditional marketing "four Ps" be replaced by a new acronym, SIVA, which stands for solutions, information, value, and access。

汽车营销模式外文文献

汽车营销模式外文文献在汽车行业中，营销模式是非常重要的，因此有许多外文文献探讨了汽车营销模式的不同方面。

以下是一些相关的外文文献，它们从不同的角度探讨了汽车营销模式的问题。

1. Title: "The Evolution of Automotive Marketing and Its Impact on the Industry"Authors: Smith, John; Johnson, Mary.Journal: Journal of Marketing Management.Year: 2018。

摘要，本文研究了汽车营销模式的演变以及其对汽车行业的影响。

通过对历史数据和市场趋势的分析，文章探讨了传统汽车销售模式与数字化汽车营销模式之间的差异，并提出了如何适应新的营销环境的建议。

2. Title: "The Role of Social Media in AutomotiveMarketing"Authors: Brown, Sarah; Wilson, David.Journal: International Journal of Business and Marketing.Year: 2017。

摘要，本文研究了社交媒体在汽车营销中的作用。

通过对社交媒体平台上的汽车品牌推广活动的分析，文章探讨了社交媒体对汽车购买决策的影响，以及如何利用社交媒体来提高汽车品牌的知名度和销售。

3. Title: "Innovative Marketing Strategies in the Automotive Industry"Authors: Garcia, Maria; Martinez, Juan.Journal: Journal of Strategic Marketing.Year: 2016。

摘要，本文研究了汽车行业中的创新营销策略。

汽车营销类外文文献翻译——汽车行业渠道的转变

原文Changing Channels In The Automotive Industry: The Future of Automotive Marketing and DistributionWho will be the winners and losers in the revolution that is radically reshaping the marketing, distribution and selling of automobiles? Will the vehicle manufacturers and their franchised-dealer networks be able to overcome years of inertia and complacency to pioneer and execute new concepts that will strengthen and extend the value of their brands? Or will nimbler, more imaginative retailers or software companies get there first?The transformation of the business of selling cars and trucks is happening before our eyes at an incredible pace -- promising to change forever an industry that has long been noted for its high costs, poor service and extremely unpleasant selling process. Auto manufacturers have competed fiercely among themselves to drive out cost and meet consumer needs for cheaper and better cars and trucks. Now the survivors face new threats from outside the industry that might thwart their renewed interest in building strong, lasting relationships with their customers.Entrepreneurs have dissected the cost-value equation and come up with new retail concepts. Their stories have been persuasive enough to attract hundreds of millions of dollars in public equity investment and persuade dozens of fiercely independent car dealers to sell out. Internet technology has lowered entry barriers for other entrepreneurs with new ideas about helping customers find, evaluate and buy new vehicles. These patterns are consistent with revolutions in other consumer durables markets that effectively transferred market power from manufacturers to retailers.Consumers are the only clear winners in this battle. While we are not sure which vehicle manufacturers will survive, we are confident that winning will require a better understanding of the life-cycle value equations of both cars and buyers, and the development of innovative strategies to capture that value.FORCES OF CHANGEFrom the days of Henry Ford's production line, the automobile industry has been based on a "supply-push" philosophy -- a strong bias toward "filling the factories" to cover high fixed costs.Dealer networks were created as logical extensions of the "supply-push" model. The networks were designed to hold inventory, leverage private capital (without threatening the manufacturers' control) and service and support what was then a less reliable and more maintenance-intensive product. Those networks generally were built around entrepreneurs focused on a defined geographic area, selling one or at most two brands.Despite its longevity, the traditional dealer channel leaves many people unhappy.High customer acquisition costs motivate dealers to convert store traffic to sales using aggressive tactics that extract differential margins based on customers' willingness to pay. Frequent well-publicized rebates have taught buyers to mistrust sticker prices and negotiate from cost up, rather than sticker down. As a result, dealers often find themselves competing not against another brand, but against a same-make dealer across town. This acute competition has almost bid away dealer profit on the sale of new passenger cars in the United States (with some profits still available on sales of trucks, sport utility vehicles and luxury cars).Shrinking dealer margins do not translate into happy customers: Most customers (approximately four out of five) dislike the purchase process, and many still come away feeling cheated and mistreated. This strong antipathy is largely responsible for the rapid growth of Internet-based services that offer alternative means of gathering information on cars, soliciting price quotes and, in some cases, conducting transactions.SURFING THE NET FOR PROFITSObviously the Internet is a major enabler of change in auto distribution. Many of the most important auto industry innovators today are developing Web-based services, leading some to predict that the most important automotive company of the next century will be a software-based company. Republic Industries, for instance, expects sales to reach $1 billion on the World Wide Web by the year 2000. Estimates vary, but some studies have shown that with some cars, as many as 40 percent of customers gather information from the Internet. A smaller but growing percentage of customers demonstrate what is called shopping behavior, or soliciting price quotations and availability information prior to the actual purchase.The dramatic growth and power of Internet technology have greatly reduced the cost of obtaining information on features, price and availability. Consequently, customers are better equipped to extract what they want from dealerships. One of the pioneers of Internet marketing, Inc., is working to speed response time from its participating dealers because it has learned that a staggeringly high proportion of its customers -- 64 percent -- buy within 24 hours of using its service to get price and availability quotes. The Internet offers new and better ways to perform many sales and marketing functions and makes it possible for manufacturers to have more and richer two-way communications directly with consumers. It has also provided, for the rest time, the capability for channel marketing on a national or even international scale, attacking further the value of the traditional, geographically depend channel.DEALERS STILL PART OF EQUATIONNo one is suggesting, though, that auto dealers will disappear. Ironically, changes in cars and trucks themselves are making dealers more important. Consumers have more choices of brands and models than ever before. Improved durability and reliability and faster design cycles have narrowed the differences among competing products in the same category. Brand loyalty increasingly derives not from the product itself but from the total purchase and ownership experience. Numerous studies show that customer satisfaction has become a much more critical competitivedifferentiator and a greater influence on repurchase loyalty than the car itself. And it is the dealer that controls these levers today. (See Exhibit II.) This explains the intense efforts many vehicle manufacturers have made to set standards for, measure and even base some dealer compensation on customer satisfaction scores.As a result of the high-cost, low-satisfaction proposition provided by the traditional dealer channel in general, many players have recently moved to capitalize on opportunities afforded by improving the channel-value equation. Entrepreneurs with access to public capital have strategic designs to modernize auto distribution. Six dealer groups in the United States went public in 1996-7. Collectively they soared past the $4 billion mark in revenue in 1997, up by more than 30 percent from 1996, with most of the growth coming from additional acquisitions of existing dealers.The most prominent new automotive industry entrepreneur in the United States is H. Wayne Huizenga, chairman of Republic Industries. Mr. Huizenga has a proven track record as an innovator who has revolutionized the waste disposal and video rental industries. Republic owns the nation's largest group of franchised automotive dealerships, operates the AutoNation USA used-vehicle megastore chain and owns and operates several car rental businesses. Republic is currently on an extraordinary acquisition campaign for new-car business dealerships. Even though Republic has almost single-handedly doubled the market price for dealerships, it does not appear to be slowing down.Nonetheless, manufacturers seem to be following, not leading, the revolution. Many are still being pushed or kicked along the path of change. There are real questions whether their late -- and in some cases half-hearted -- responses will be enough to protect the traditional position of the vehicle manufacturer as the caller of shots in the auto industry.VISION FOR THE FUTURENow that we see serious cracks in the walls protecting the traditional automotive distribution model, what will the future bring? Both the underlying drivers of change in automotive retailing and the trends already under way help answer that question. In addition, it is helpful to compare the automobile industry with other industries that have experienced distribution-channel evolution and look at the lessons they learned.Most consumer-durable industries have undergone substantial distribution-channel evolution resulting from changes in economics, regulations or technologies. Each one has unique circumstances, but we can see three relatively common, distinct stages in these channel restructurings:Stage One: This is marked by major improvements in value delivered, mostly reductions in cost. Usually the cost reductions stem from consolidation and rationalization in the channel as better concepts or bigger players drive out marginal or small players. The bigger players use their cost advantage to reduce prices and often to improve service, variety and convenience.Stage Two: Here channel evolution is focused on meeting the needs of specific customer segments. Channel functions are unbundled and restructured into more efficient or more appealing formats for defined groups of customers. Customer value is further enhanced through lower prices, better service or greater variety.Stage Three: This brings dramatic new paradigms not just for distribution but for the entire value chain. Full-service leasing ("power by the hour") in the heavy-duty-truck market is an example of this type of game-changing concept.We anticipate five major changes in future automobile distribution patterns and practices:FORMING A STRATEGIC RESPONSEGiven this view of the future, what should a manufacturer or major channel player do? Appropriate responses are to some extent situation-dependent, of course, but we believe the three stages of channel evolution observed in other industries provide valuable insight into what is and will be required to prevail in the automotive industry.Accordingly, we recommend the following strategic responses consistent with the three stages of channel evolution and the future automotive distribution vision described above:Aggressively and systematically pursue functional improvement beyond the factory gate. The most prominent opportunity is cost.Develop a vision of a desired end-game distribution channel strategy and begin making progress toward that vision, taking care to achieve consistency between the long-term vision and short-term functional improvement agendas.Build the means to create and capture much more of the "downstream" value associated with the automobile -- and, in so doing, strive to innovate "game-changing" approaches to the business.FUNCTIONAL IMPROVEMENTSIn the conventional dealer networks, tremendous improvement opportunities exist along two basic functional paths: reducing costs and raising customer satisfaction. Most manufacturers and many large channel players are jumping at these opportunities, given their magnitude. However, these players tend to select a limited number of programs, and they typically concentrate on single functional improvements independently or on a single functional path.A better approach is to address systematically the whole realm of possibilities with an integrated view of benefits within and across specific functions. This is not easy. Even programs with moderate scope and ambition typically require reforming entrenched business philosophies; coordinating several organizational groups with disparate incentives; managing complex and imposing legalities, and facing up to dealers resistant to change. But manufacturers must recognize that new players unencumbered by these constraints are raising the bar and traditional players must reach higher or fall behind.To date, Republic has focused primarily on pursuing the benefits of consolidation typical in the first stage of retail channel evolution. But some of its actions suggest the potential for truly game-changing retail evolution. When channel players, as opposed to manufacturers, are the winners in retail evolution, most often the one that leads in the first stage is the one that leads in other stages and reaps substantial benefits. Republic could be the first in the automotive industry to create an independent retail brand that actually "owns the customer."译文：汽车行业渠道的转变：未来的汽车销售和流通谁将成为赢家？谁能彻底重塑销售、分销和销售为一体的汽车?他们的汽车制造商网络能够克服惯性和骄傲自满的先驱和执行新观念，加强和扩大品牌价值的吗?或者，更富于想象力的零售商将nimbler或软件公司先到那儿?变革的商业销售轿车和卡车在我们眼前发生在一个令人难以置信的速度——承诺永远改变，长期以来一直使这个行业中付出很高的代价，可怜的服务和令人不快的销售过程。

汽车外文翻译外文文献英文文献中国汽车工业及其全球化

中国汽车工业及其全球化（节译）摘要：由于改革开放政策的实行，中国汽车行业的实现了飞速的发展，特别是在20世纪90年代初期。

中国政府一直鼓励国内和合资公司通过引进日本和欧美的汽车及其零部件制造商的直接投资，来向中国内部扩张。

中国的目标是在2020年成为全球车业举足轻重的角色。

本文旨在分析中国的汽车工业目前存在的优势和弱点，并且讨论如果中国汽车行业如果要实现全球化，什么将是它所需要的。

本文将侧重点放在“与合资企业相关的政府政策”，“市场拓展”，“如何解决规模和范围问题”以及“需要解决的质量问题”这些点上----如果中国车企想与西方国家更先进的汽车企业一争高下的话。

最后，中国汽车企业在发达经济体市场参与中是难还是易？本文将对此进行探讨评估。

出口潜力分析结论：很显然，中国的国内汽车生产商不足以对世界上先进的汽车厂商形成的严峻挑战。

最近关于安全性和废气排放测试的实验中，给中国的汽车制造商之间带来了更严峻的气氛，但这不应该是西方汽车厂家得意的理由。

中国将借鉴他们的经验，很可能在未来几年内，将缩小在设计和技术方面与西方的差距。

当中国汽车开始进入西方市场，甚至像奇瑞这种在中国享有良好的声誉的汽车公司将大力跟进，它将采取低价策略进入欧美市场，估计比美国或欧洲等值商品低30％。

此外，中国企业将要面对经销商建立的巨额成本，而在美国，将需要至少250个经销网点，其初始建设成本可能削弱其企业竞争力。

全文结论：从上述很明显，中国汽车品牌在全球汽车领域走向强大的道路上有它极其强大的力量，并且这已经不是它走得是否好的问题了，而是中国本土汽车制造商什么时候能够有足够的准备，试图渗透进先进的并且已经饱和的西方和日本汽车市场。

然而，有充分的证据表明，在大约五到十年间这将不难看到。

而且它发生的时候，中国的汽车制造商将按照以前日本和韩国走过的道路，以比日韩更快的速度扩张。

在中国进入欧美日韩汽车市场之前，中国需要处理其自主汽车行业所面临的严重问题。

汽车营销类外文文献翻译——汽车行业渠道的转变

渠道销售的外文翻译---营销渠道和价值网络

整合营销渠道某汽车案例英文版

汽车营销类外文文献翻译、英文翻译汽车行业渠道的转变复习过程

汽车营销类外文文献翻译、英文翻译——汽车行业渠道的转变

汽车营销渠道中英文对照外文翻译文献

汽车营销模式外文文献

汽车营销类外文文献翻译——汽车行业渠道的转变

汽车外文翻译 外文文献 英文文献 中国汽车工业及其全球化

汽车外文翻译外文文献英文文献中国汽车工业及其全球化