服务市场--Understanding Services Marketing
市场营销管理及其概念 MARKETING MANAGEMENT 英语介绍
市场营销管理及其概念MARKETING MANAGEMENTITS CONCEPTWHAT IS MARKETING MANAGEMENT?Marketing management refers to an organisational discipline that focuses on applying marketing orientation, methods and techniques practically inside business organisations and also focuses on the way a firm manages its marketing activities and resources.Marketing management also called the science and art of selecting target markets for products and services and gathering, retaining, and growing consumer market through creating,communicating and delivering superior customer value.Marketing is known as a process used for determining what kinds of products and services might become able to grab customers’ attention and to gain their interests. Furthermore, it is the strategies a business organisation needs to follow in practising sales, business development, and communication-related activities to run its regular operations.According to the definition provided by the American Association of Marketing, marketing management is a process of planning and execution of the conception, distribution, and promotion of thoughts, ideas related to goods and services for creating, exchanging andsatisfying individual as well as organisational objectives.The concept of marketing management involves marketing and management. Management is a set of processes related to planning, organizing, directing, motivating, coordinating, and controlling a business organisation’s various activities. On the other side, marketing stands as the procedure of sa tisfying customers’ wants and needs.Management of different types of marketing activities of an organisation called Marketing Management. In support of the statement made by Philip Kotler, marketing management includes planning, analysing, implementing and controlling programs that are designed for bringing the desired exchanges with the targetaudiences to gain personal as well as mutual gain.Marketing management heavily relies on the adoption and coordination of product, price, place, and promotion for achieving the required response from the target audience. It focuses on the physical and psychological factors of Marketing. The physical marketing factors focus upon fulfilment of the demand and needs to buy better products by accessing better distribution channel and other functions.On the other side, psychological factors use to focus on discovering consumers’ wants and needs along with the changing patterns of their buying behaviour, preferences, habits and more.Elements of Marketing ManagementMarketing management practices are very important for every business as it helps businesses to understand and gauge the exact need and want of their target customers. It helps companies to improve products and services for satisfying customers’ needs optimally.Expand the technique to reach potential customers.While practising marketing management activities, a company needs to focus on five different concepts such as production concept, product concept selling the concept, the marketing concept, and societal marketing concept. The production concept is oriented with the market domination of a business. This concept has emerged with the concept of capitalism during the mid-1950s.During the 1950s as per production concept, companies were primarily concerned with manufacturing, production, and issues related to production and manufacturing efficiency. Companies that follow this concept believe that primarily customers want products which are accessible and affordable.Product concept works on the basis of an assumption made that customers use to prefer products with greater price and quality and the availability of such products does not influence their buying decision.Selling concept uses to focus on making actual sales of products and services. It focuses on every possible way of selling a product, without considering the product quality or customers’ need for the product.The marketing concept is the concept of promoting a product into a market and towards its prospective customers. A company which focuses on this concept uses to place its consumers at its centre and gears its all activities towards those consumers.A company always aims to measure and understand its target customers’ wants and needs and in order to understand it the company sets and executes marketing strategies according to the market research starting from the product conception to sales.Relative to the other marketing concept, the concept of societal marketing is new. It highlights the wants and needs of a company’s target market along with the act of delivering better customer value compared to thecompetitors. Moreover, it emphasizes the significance of customer and social well-being by consumer welfare and societal welfare.Concepts of Marketing ManagementIn today’s rapidly growing and changing market competition, customers’ choice, companies use to consider all these concepts to set effective marketing strategies. The more the marketing strategies are effective the great a company becomes able to achieve its marketing objectives within less time and cost. All the five above mentioned market concepts are required to be followed properly by every business organisation in order to perform its marketing management practices in the most effective way.Besides these marketing management concepts, there are seven basic principles that arerequired to be followed by every business organisation while conducting marketing management practices. These seven marketing principles are a product (or service), price, place, promotion, people, process, and physical evidence. All these elements of marketing are tremendously significant for a company to plan, develop and market a product successfully. Now we will tell you about the Functions and Importance of Marketing Management.Functions and ImportanceMarketing management process is solely concerned with chalking out a definite program, after analysing and forecasting the prevailing market carefully. It helps an organisation to execute its plans in order to achieve its objectives. The concept of marketingmanagement becomes very important for business organisation intended to meet rapidly increasing market competition as well as the requirement for more improved distribution methods for reducing cost and increasing profits.In today’s highly competitive busi ness environment, marketing management becomes one of the most vital functions in a business enterprise. It assists a business organisation to apply marketing techniques inside and outside of the organisation and to manage resources of the organisation that are held for conducting marketing activities.The reasons for which marketing management become very important to include its ability to satisfy customers’ needs, increase a company’s market share, production of new and existingproducts, launch new and improved products, and reduce the cost of distribution and sales.It also important because it provides employment opportunities and hence fulfils social obligations, and raises a country’s per capita income. By creating and increasing demand for products and services it accelerates market growth, competition, and new product development.In terms of creating a highly effective strategy of marketing management, every business organisation is required to have a clear and strong understanding of its own business operations, market from where it operates, and the customers for whom it operates.In order to assist a company to understand the market and the behaviour of customers located in the market, marketing management takes a vital role by performing different types of functions. The key functions of marketing management are discussed below:Setting marketing objectives: Every business organisation has its own objectives and goals. Marketing objectives of an organisation include the targets it wishes to reach or achieve through marketing. These marketing objectives need to be in coherence with the organisation’s overall objectives which can be short-term or long-term depending upon the marketing type. By managing marketing related activities, a company becomes able to achieve its marketing objectives easily.Planning: The root of every business is planning. It requires that a company’s marketing managers need to aware of every factor influences the external and internal business environment that might impact the company and its business operations. The managers must be able to forecast their company’s future condition by considering the environmental conditions. Once a company sets its marketing objectives, it starts to formulate a roadmap to follow for achieving these objectives. The company plans the way and formulates strategies, devices procedures and policies to achieve the goals it has set previously.Organising: Organising is a process of implementing the plan. Organising includes identification and grouping those activities which could contribute to achieving the marketinggoals of an organisation. In the field of marketing management, organising is a way by following which a company’s management functions are organised to make each function contributes its best in the achievement of the marketing objectives. Organising includes every obligations, responsibilities, and supremacy of the people working as a member of a company’s marketing team.Directing: For the managers of a company, it is their obligation to supervise whether the employees are working effectively and efficiently in order to support the organisation to meet its goals. The managers of a company provide directions to the employees on how to work and what to achieve. Hence, the direction of a company’s management personnel motivates employees to give their best for the organisationthey work in. Proper direction of managers or management personnel not only motivates employees but also inspires them, guides them and build a good relationship with them by exercising effective leadership practices within an organisation. It ensures smooth and conflicts free working environment that ultimately assists a company to meet its marketing objectives and goals.Coordinating: It refers to the harmonious adjustments of marketing activities by an organisation. It involves the task of creating coordination among different activities of a business organisation such as product planning, development of a product, forecasting of sales, transportation, warehousing and more.Staffing: It is the procedure of hiring a required number of skilled personnel and employees for several positions in an organisation. In order to manage the existing market, skilled employees are selected through an interview and after then they placed in different positions that suit them the best. The human resource manager along with the marketing manager selects personnel and employees and then trained them to make them fully capable of providing their best for the organisation. By appropriate staffing, managers ensure the organisation about gaining the maximum benefit from the employees recruited by them. Employment of the right and highly efficient employees is a crucial task in ensuring the success of the market plan.Controlling: The procedure of comparing the planned marketing activities with results andafter that, rectifying errors, if any, is called controlling. Hence, in order to practice controlling activities, an organisation must set some standards and its actual marketing performance needs to be compared with those standards for finding out flaws or defects. Then, corrective actions need to be taken for enhancing marketing activities. Controlling ensures a company that its performance does not deviate from its standards. While performing controlling activities, the performance standards established by the marketing managers of a company are often represented in terms of products (in units) produced, number of damaged or defective products, customer service level, costs, revenue, profits and more.Evaluation: The functions of marketing management also involve analysis andevaluation of the productivity of a company’s marketing campaigns, programs as well as evaluation of its employees’ performance. This particular function of marketing management helps an organisation to detect the loopholes of its marketing activities and to reset or reshape its marketing activities to achieve its marketing objectives successfully.Functions of Marketing ManagementImpact of Marketing Management on an Organisation’s SuccessIn today’s highly competitive business world, marketing acts as the interface between an organisation and its external environment i.e. its surroundings, more specifically with customers. It becomes one of the most crucial andsignificant activities of modern corporate companies and their management.The rapidly increasing competitive pressure, ever-changing markets, shorter product life-cycles in the globalised world becoming increasingly important to consider because these allow a company to create real-time corporate value. In accordance with the growing demand for conducting marketing practices, the management of marketing activities also increased.Marketing management practices of a company help it to focus on its customers’ d emands in a consistent manner and make it more capable of capitalising its potential customers. It assists a company to make need-oriented focus to transform potential customers into actualcustomers, to create brand image and value and to build a profound insight into the customers and the industry from where it operates.Marketing management practices helps a company to reduce barriers to its growth. In terms of promoting and making a company and its products familiar to the target audience, marketing plays the most important role. The process of managing the here major marketing activities like segmenting, targeting and positioning ensures a product’s success and failure Appropriate strategies of marketing management practices helps a company to identify the most profitable customer segment i.e. the target market, and to develop marketing events and campaigns for optimising the consumers belongs to the target market.。
市场营销英语试题及答案
市场营销英语试题及答案一、选择题（每题2分，共20分）1. What is the primary goal of marketing?A. To create and maintain relationships with customersB. To maximize profitsC. To produce the most productsD. To reduce costs答案：A2. Which of the following is not a component of the marketing mix?A. ProductB. PriceC. PlaceD. Quality答案：D3. What does the acronym SWOT stand for in marketing?A. Strengths, Weaknesses, Opportunities, ThreatsB. Sales, Winning, Opportunities, TacticsC. Strategies, Weaknesses, Opportunities, ThreatsD. Strengths, Winning, Opportunities, Tactics答案：A4. What is the process of identifying, anticipating, and satisfying customer needs profitably?A. MarketingB. SalesC. AdvertisingD. Public Relations答案：A5. Which of the following is an example of a market segment?A. All consumersB. All womenC. Women aged 25-35 who enjoy outdoor activitiesD. All people who buy products online答案：C6. What is the term used to describe the process of setting a price for a product or service?A. PricingB. CostingC. ValuationD. Estimation答案：A7. What is the main purpose of market research in marketing?A. To increase productionB. To gather information about customers and marketsC. To reduce competitionD. To improve product quality答案：B8. What is the term used to describe the process of promoting products or services through various channels?A. DistributionB. PromotionC. MarketingD. Advertising答案：B9. What is the term used to describe the process of making a product available to customers?A. DistributionB. SalesC. MarketingD. Promotion答案：A10. What is the term used to describe the process of identifying and analyzing the competition in a market?A. Market AnalysisB. Competitor AnalysisC. SWOT AnalysisD. Market Research答案：B二、填空题（每题2分，共20分）1. The four Ps of the marketing mix are Product, Price, Place, and ________.答案：Promotion2. A ________ is a group of people who have similar needs or characteristics that a company decides to target.答案：Segment3. The process of understanding the needs and wants of customers is known as ________.答案：Market Research4. ________ is the study of how consumers make purchasing decisions.答案：Consumer Behavior5. A ________ is a specific group within a market segment that a company chooses to target.答案：Target Market6. The process of identifying and analyzing the competition is known as ________.答案：Competitor Analysis7. ________ is the process of setting a price for a product or service.答案：Pricing8. ________ is the process of making a product available to customers.答案：Distribution9. ________ is the process of promoting products or services through various channels.答案：Promotion10. ________ is the process of identifying, anticipating, and satisfying customer needs profitably.答案：Marketing三、简答题（每题10分，共40分）1. Explain the importance of market segmentation in marketing.答案：Market segmentation is crucial in marketing because it allows companies to identify and target specific groups of customers who have similar needs or characteristics. By segmenting the market, companies can tailor their marketing strategies to meet the unique needs of each segment, leading to more effective marketing campaigns and increased customer satisfaction. Additionally, market segmentation helps companies allocate their resources more efficiently and avoid targeting the entire market, which can be costly and less effective.2. What are the benefits of conducting market research?答案：Conducting market research offers several benefits, including:- Gaining insights into customer needs and preferences, which can inform product development and marketing strategies.- Identifying trends and shifts in the market, allowing companies to adapt and stay competitive.- Understanding the competition, which can help companies position their products and services effectively.- Evaluating the effectiveness of marketing campaigns and making necessary adjustments.- Informing pricing strategies by understanding customer willingness to pay and competitor pricing.3. Describe the process of product positioning in marketing.答案：Product positioning in marketing involves creating a unique image or identity for a product in the minds of consumers relative to competitors' products. The process typically includes the following steps:- Identifying the target market and their needs.- Analyzing the competitive landscape to understand how similar products are positioned.- Determining the unique selling points (USPs) of the product that differentiate it from competitors.- Creating a positioning statement that communicates the product's USPs and appeals to the target market.- Implementing marketing strategies, such as advertising, packaging, and promotions, that reinforce the product's positioning.- Monitoring and adjusting the positioning as needed based on market feedback and changes in the competitive environment.4. Discuss the role of branding in marketing.答案：Branding plays a significant role in marketing as it helps create a distinct identity for a product or company in the minds of consumers. The role of branding includes:- Differentiating the product or company from competitors, making it more recognizable and memorable.- Building trust and credibility with consumers, which can lead to customer loyalty and repeat purchases.- Creating a perception of quality and value, which can influence consumers' purchasing decisions.- Facilitating word-of-mouth marketing and口碑传播, as consumers are more likely to recommend brands they trust and admire.- Providing a basis for pricing strategies, as strong brands can command higher prices.- Serving as a foundation for marketing communications, as the brand's identity and values guide messaging and promotional efforts.四、案例分析题（共20分）假设你是一家新成立的健康食品公司的市场营销经理。
服务管理Strategy
Ⅰ. Strategic Service Vision
Target Market Segments
―What are common characteristics of important market segments? ―What dimensions can be used to segment the market, demographic, psychographic? ―How important are various segments? ―What needs does each have? ―How well are these needs being served, in what manner, by whom?
Difficulty: how to copy with potential consumers outside the target
market.
3-9
Ⅰ. Strategic Service Vision
Service Concept
―What are important elements of the service to be provided, stated in terms of results produced for customers? ―How are these elements supposed to be perceived by the target market segment, by the market in general, by employees, by others? ―How do customers perceive the service concept? ―What efforts does this suggest in terms of the manner in which the service is designed, delivered, marketed?
酒店管理与数字化运营英语
酒店管理与数字化运营英语1. Hotel management -酒店管理2. Digitalization -数字化3. Operation -运营4. Efficiency -效率5. Technology -技术6. Revenue -收益7. Customer satisfaction -客户满意度8. Online booking -在线预订9. Reservation -预约10. Occupancy rate -入住率11. Marketing -市场营销12. Guest experience -客户体验13. Staff training -员工培训14. Inventory management -库存管理15. Property maintenance -物业维护16. Financial analysis -财务分析17. E-commerce -电子商务18. Loyalty program -忠诚度计划19. Room service -客房服务20. Feedback -反馈21. Cost control -成本控制22. Reputation management -美誉度管理23. Health and safety -健康与安全24. Infrastructure -基础设施25. Data analytics -数据分析26. Mobile applications -移动应用程序27. Online reviews -网上评论28. Social media presence -社交媒体影响力1. Hotel management plays a crucial role in ensuring the smooth operation of a hotel.酒店管理在确保酒店顺利运营方面起着至关重要的作用。
2. Digitalization has transformed the way hotels operate and interact with customers.数字化改变了酒店的运营方式和与客户的互动方式。
服务营销英文案例214274字投稿：姜嚊嚋
服务营销英文案例2 14274字投稿：姜嚊嚋LAUREN K. WRIGHTA dentist seeks to differentiate her practice on the basis of quality. She constructs a new office and redesigns the practice to deliver high quality to her patients and to improve productivity though increased efficiency. However, it’s not always easy to convince patients that her superior servicejustifies higher fees that are not always covered by insurance.Management Comes to Dentistry“I just hope the quality differences are visible to our patients,”mused Dr. Barbro Beckett as she surveyed the office that housed her well-established dental practice. She had recently moved to her current location from an office she felt was too cramped to allow her staff to work efficiently—a factor that was becoming increasingly important as the costs of providing dental care continued to rise. While Dr. Beckett realized that productivity gains were necessary, she did not want to compromise the quality of service her patients received.The classes Dr. Beckett took in dental school taught her a lot about the technical side of dentistry but nothing about the business side. She received no formal training in the mechanics of running a business or understanding customer needs. In fact, professional guidelines discouraged marketing or advertising of any kind. That had not been a major problem 22 years earlier, when Dr. Beckett started her practice, since profit margins had been good then. But the dental care industry had changed dramatically. Costs rose as a result of labor laws, malpractice insurance, and the constant need to invest in updating equipment and staff training as new technologies were introduced. Dr. Beckett’s overhead was now between 70 and 80 percent of revenues before accounting for her wages or office rental costs.At the same time provider overhead was rising, there was a movement in the United States to reduce health care costs to insurance companies, employers, and patients by offering “managed health care” through large health maintena nce organizations (HMOS). The HMOs set the prices for various services by putting an upper limit on the amount that their doctors and dentists could charge for various procedures. The advantage to patients was that their health insurance covered virtually all costs. But the price limitations meant that HMO doctors and dentists would not be able to offer certain services that might provide better quality care but were too expensive. Dr. Beckett had decided not to become an HMO provider because the reimbursement rates were only 80-85 percent of what she normally charged for treatment. She felt that she could not provide high-quality care to patients at these rates.These changes presented some significant challenges to Dr. Beckett, who wanted to offer the highest level of dental care rather than being a low-cost provider. With the help of a consultant, she decided her top priority was differentiating the practice on the basis of quality. She and her staff developed aninternal mission statement that reflected this goal.The mission statement (prominently displayed in the back office) read, in part: It is our goal to provide superior dentistry in an efficient, profitable manner within the confines of a caring, quality environment.Since higher quality care was more costly, Dr. Beckett’s patients often had to pay fees for costs not covered by their insurance policies. If the quality differences weren’t substantial, thesepatients might decide to switch to an HMO dentist or another lower-cost provider.Redesigning the Service Delivery SystemThe move to a new office gave Dr. Beckett a unique opportunity to rethink almost every aspect of her service. She wanted the work environment to reflect her own personality andvalues as well as providing a pleasant place for her staff to work.Facilities and EquipmentDr. Beckett first looked into the office spaces available in the Northern California town where she practiced. She didn’t find anything she liked, so she hired an architect from San Francisco to design a contemporary office building with lots of light and space. This increased the building costs by $100,000, but Dr. Beckett felt it would be a critical factor in differentiating her service.Dr. Beckett’s new office was Scandinavian in design (reflecting her Swedish heritage and attention to detail). The waiting room and reception area were filled with modern furniture in muted shades of brown, grey, green, and purple. Live plants and flowers were abundant, and the walls were covered with art. Classical music played softly in the background. Patients could enjoy a cup of coffee or tea and browse through the large selection of current magazines andnewspapers while they waited for their appointments.The treatment areas were both functional and appealing. There was a small conference room with toys for children and a DVD player that was used to show patients educational films about different dental procedures. Literature was available to explain what patients needed to do to maximize the benefits of their treatment outcomes.The chairs in the examining rooms were covered in leather and very comfortable. Each room had a large window that allowed patients to watch birds eating at the feeders that were filled each day. There were also attractive mobiles hanging from the ceiling to distract patients from the unfamiliar sounds and sensations they might be experiencing. Headphones were available with a wide selection of music.The entire “back office” staff (including Dr. Beckett) wore uniforms in cheerful shades of pink, purple, and blue that matched the office décor. All the technical equipment looked very modern and was spotlessly clean. State-of-the-art computerized machinery was used for some procedures. Dr.Beckett’s dental degrees were prominently displayed in her office, along with certificates from various programs that she and her staff had attended to update their technical skills (Exhibit 1).Exhibit 1: A Modern, State-of-the-Art Treatment Room Projects a Professional Image to Visiting PatientsService PersonnelThere were eight employees in the dental practice, including Dr. Beckett (who was the only dentist). The seven staff members were separated by job function into “front office” and “back office” worke rs. Front office duties (covered by two employees) included receptionist and secretarial tasks and financial / budgeting work. The back office was divided into hygienists and chair side assistants.The three chair side assistants helped the hygienists and Dr. Beckett with treatmentprocedures. They had specialized training for their jobs but did not need a college degree. The two hygienists handled routine exams and teeth cleaning plus some treatment procedures. In many dental offices, hygienists had a tendency to act like “prima donnas” because of their education (a bachelor’s degree plus specialized training) and experience. According to Dr. Beckett, such an attitude could destroy any possibility of teamwork among the office staff. She felt very fortunate that her hygienists viewed themselves as part of a larger team that worked together to provide quality care to patients.Dr. Beckett valued her friendships with staff members and understood that they were a vital part of the service delivery. “90 percent of patients’perceptions of quality come from their interactions with the front desk and the other employees—not from the staff’s technical skills,” she stated. When Dr. Beckett began to redesign her practice, she discussed her goals with the staff and involved them in the decision-making process. The changes meant new expectations and routines for mostemployees, and some were not willing to adapt. There was some staff turnover (mostly voluntary) as the new office procedures were implemented. The current group worked very well as a team.Dr. Beckett and her staff met briefly each morning to discuss the day’s schedule and patients. They also had longer meetings every other week to discuss more strategic issues and resolve any problems that might have developed. During these meetings, employees made suggestions about how to improve patient care. Some of the most successful staff suggestions include: “thank you” cards to patients who referred other patients; follow-up calls to patients after major pr ocedures; a “gift” bag to patients after they’ve had their teeth cleaned that contains a toothbrush, toothpaste, mouthwash and floss; buckwheat pillows and blankets for patient comfort during long procedures; coffee and tea in the waiting area; and a photo album in the waiting area with pictures of staff and their families (Exhibit 2).Exhibit 2: Service Delivery Is Enhanced through CustomizedInteraction with Patients Both Young and OldThe expectations for staff performance (in terms of both technical competence and patient interactions) were very high. But Dr. Beckett provided her employees with many opportunities to update their skills by attending classes and workshops. She also rewarded their hard work by giving monthly bonuses if business had been good. Since she shared the financial data with her staff, they could see the difference in revenues if the schedule was slow or patients were dissatisfied. This provided an extra incentive to improve service delivery. The entire office also went on trips together once a year (paid for by Dr. Beckett); spouses were welcome to participate but had to cover their own trip expenses. Past destinations for these excursions had included Hawaii and Washington, D.C.Procedures and PatientsWith the help of a consultant, all the office systems (including billing, ordering, lab work, and patient treatment) were redesigned. One of the main goals was to standardize some of the routine procedures so that error was reduced and all patients would receive the same level of care. Specific times were allotted for each procedure and the staff worked very hard to see that these times were met. Office policy specified that patients should be kept waiting no longer than 20minutes without being given the option to reschedule, and employees often called patients in advance if they knew there would be a delay. They also attempted to fill in cancellations to make sure office capacity was maximized. Staff members substituted for each other when necessary or helped with tasks not specifically in their job descriptions in order to make things run more smoothly.Dr. Beckett’s practice included about 2,000 “active” patients (and many more who came infrequently). They were mostly white-collar workers with professional jobs (university employees, health care workers, and managers /owners of local establishments.) She did no advertising; all of her new businesscame from positive word of mouth by current patients. Dr. Beckett’s practice was so busy that patients often had to wait 3-4 months for a routine cleaning and exam (if they didn’t have their appointments automatically scheduled every 6 months), but they didn’t seem to mind the delay.The dentist believed that referrals were a real advantage because new patients didn’t come in “cold.” She did not have to sell herself because they had already been told about her service by friends or family. All new patients were required to have an initial exam so that Dr. Beckett could do a needs assessment and educate them about her service. She believed this was the first indication to patients that her practice was different from others they had experienced.The Biggest Challenge“Redesigning the business was the easy part,” Dr. Beckett sighed. “Demonstrating the high level of quality to patients is the hard job.” She said this task was especially difficult since most people disliked going to the dentist or felt that it was an inconvenience and came in with a negative attitude. Dr. Becketttired to reinforce the idea that quality dental care depended on a positive long-term relationship between patients and the dental team. This philosophy was reflected in a section of the patient mission statement hanging in the waiting area: We are a caring, professional dental team serving motivated, quality-oriented patients interested in keeping healthy smiles for a lifetime. Our goal is to offer a progressive and educational environment. Your concerns are our focus.Although Dr. Beckett enjoyed her work, she admitted it could be difficult to maintain a positive attitude. The job required precision and attention to detail, and the procedures were often painful for patients. She often felt as though she were “walking on eggshells” because she knew patients were anxious and uncomfortable, which made them more critical of her service delivery. It was not uncommon for patients to say negative things to Dr. Beckett even before treatment began (such as, “I really hate going to the dentist—it’s not you, but I just don’t want to be here!”). When this happened, she reminded herself that she was providing quality service whether patients appreciated it or not. “The person will usually have to have the dental work done anyway,” she remarked, “so I just do the bestjob I can and make them as co mfortable as possible.” Even though patients seldom expressed appreciation for her services, she hoped that she made a positive difference in their health or appearance that would benefit them in the long run.Exhibit 3: A Team of Closely-Knit Professionals W orking Under the Guidance of a Clear, Common Mission Statement Can Help Overcome the Most Negative Preconceived Notions About Visiting the DentistStudy Questions1. Which of the seven elements of the Service Marketing Mix are addressed in this case? Giveexamples of each “P” you identify.2. Why do people dislike going to the dentist? Do you feel Dr.Beckett has addressed thisproblem effectively?3. How do Dr. Beckett and her staff educate patients about the service they are receiving? Whatelse could they do?4. What supplementary services are offered? How do they enhance service delivery?5. Contrast your own dental care experiences with those offered by Dr. Beckett’s practice. Whatdifferences do you see? Based on your review of this case, what advice would you give (a) to your current or former dentist, and (b) to Dr. Beckett?CASE 3 Dr. Beckett’s Dental Office LAUREN K. WRIGHT A dentist seeks to differentiate her practice on the basis of quality. Sh…高考政治真题分类汇编：中华文化与民族精神1、（2015年福建文综政治29）图12是汉字“文”的书写变化的过程，从中我们可以解读出①汉字的产生与发展是一种自然现象②汉字在历史变迁中进行传承和发展③文化都是自己时代的精神上的精华④文化的变化与发…电子商务概论论文专业：班级：姓名：学号：完成日期：摘要：随着Internet技术的飞速发展，各企业、公司正千方百计地扩大他们的市场。
(完整)市场营销原理-亚洲版复习整理
Chapter 1 Marketing：Managing Profitable Customer Relationships Marketing:goal of marketing： attract new customers by promising superior value keep and grow current customers by delivering satisfaction definition (it involves satisfying customer needs)process:1. Understanding the marketplace and customer needsNeeds： physical needs (food， clothing， warmth, safety）social needs （belonging and affection)individual needs（knowledge, self—expression)Wants： wants are shaped by one's society and are described in terms of objects that will satisfy needs。
（Food—Big Mac, rice)Demands： given their wants and resources, people demand products with benefits that add up to the most value and satisfaction需要（已有）→欲望→需求(创造)Market offerings: 营销对象physical productsservices， activities or benefits offered for sale(not result in ownership)entities（persons， places， organizations， information， ideas)marketing myopia：营销近视the customer will have the same need but want the new productsolution： look beyond the attributes and existing customer wantsproduct benefits and experiences， and customer’s needsoffer superior customer value(create brand experiences)e。
市场营销管理_英语论文及译文
市场营销管理_英语论文及译文Multi-dimension Benefits Lead to Brand ExtensionThe traditional view of marketing is that marketers used to succeed by providing superior products and other distinctive functional benefits. But today for such benefits can readily be imitated. Marketers must therefore find new ways of differentiating their products and services by identifying new customer benefits from the customer’s view. Basing on this background, some companies emphasize process benefits and relationship benefits or integrate them with functional benefits to reshape the three benefits combination to attract the consumers who value these new types of benefits as highly as functional ones. The basis for creating successful marketing strategies has expanded to three dimensions and consequently leads to brand extension.This essay aims at make a brief discussion on these issues. Process benefits and relationship benefits are critically analyzed firstly. Then maximizing value creation by identifying new customer benefits from the customer’s cognitive space will be evaluated. Additionally, relevant brand differentiation and brand extension, the key to competitive advantage, will be assessed. In general, brand benefits deriving from adding dimensions to single functional benefits and resulting in strong brand ripple effect, are running through the whole article as a main clue.Today’s marketplace is fundamentally different as a result of major societal forces that have resulted in many new consumer and company capabilities (Kotler and Kevin, 2009). Consumers now tend to pursuit more convenience, pleasantness in consumption process except for high quality products and service. Their needs and wants, also says the consumers value, have expanded and updated to multi-dimensions including process benefits which make transactions between buyers and sellers easier, quicker, cheaper, and more pleasant and relationship benefits which reward the willingness of consumers to identifyopportunities and challenges, and marketing management has change significantly in recent years as companies seek new way to achieve marketing excellence (Kotler and Keller, 2009). Because a buyer’s satisfaction is a function of the product’s perceived performance and the buyer’s ex pectations. Swanson and Kelley (2002) pointed out that high consumer satisfaction has many benefits for the firm, such as increased consumer loyalty, enhanced firm reputation, reduced price elasticities, lower costs of future transactions, and higher employee efficiency.Under this circumstance, in order to occupy market and achieve maximum profits, many companies began to rethink their strategies for future growth. In response to consumers’ multi-dimensions needs, it is important for companies to gain a thorough indepth consumer understanding which helps to make sure that the right products are marketed to the right consumers in the right way. To do this, the first step is market segmentation according to the consumer extending needs. A market segment consists of a group of customers who share a similar set of needs and wants (Kotler and Keller, 2009). The core is to format corresponding branding extension to attract the consumers’ multi-dimensions needs.One research shows that consumers can be segmented by all three dimensions of benefit (functional, process, and relationship benefits) to create more complex and powerful maps of preferences. The size and nature of the important clusters vary substantially (Court et al.). So it is necessary and beneficial that a company needs to identify which market segments it can serve effectively. The most savvy marketers have fashioned hundreds of functional, process, and relationship combinations and identified a similar number of distinct consumer segments that might be attracted to them. A cell phone manufacturer looking for promising offerings in several profitable markets, for example, established cross-functionalcustomer segment panels. With this information in hand, it was truly meeting the needs of target customer segments in critical markets (John et al., 2006). Such decisions require a keen understanding of consumer behavior and careful strategic thinking. The identification of customer needs in order to serve and build the value of customer segments is a major challenge that marketers encounter (Johnson and Schultz, 2004).Rather than creating the segments, the marketer’s task is to establish and delive r the distinctive benefits of the companies’ market offering to the exact segmentation. The choice of corresponding benefits to communicate and emphasize would seem to be especially important in situations where consumers may vary widely in the benefits sought and evaluate brands rather than products (Orth et al., 2004).In addition, the competitive advantage of successful products and service providers is often explained with a logic wherein offering contributes to customer value, resulting in increased satisfaction and behavioral intentions, eventually creating loyalty that manifests itself in enhanced profitability (Cronin et al., 2000; Slater and Narver, 1994; Wang et al., 2004). For example, Starbucks offers added cultural value to attract customers; BMW, Audi, and any other automobile companies, locate four ‘s’ stores in China to offer a comprehensive after-sale service and strengthen the brand image (Fisk, 2006).In another words, the more important thing for companies is put forth a customers value proposition, a set of distinctive benefits or benefits combinations they offer to customers to satisfy their cognitive needs. From the company's perspective, these buying motives should be captured in a customer value proposition (CVP), making it a strategic priority issue in areas such as segmentation, service development, and marketing communications (Rintamäki et al., 2007).According to the view of Anderson (et al., 2006), in order to differentiate itself from its competition, the company needs to have points of difference in its value proposition. In general, identifying customer value propositions begins with understanding the key dimensions of customer value that motivate the targeted customers, and development of customer value propositions benefits from hierarchical evaluation and combining of economic, functional, emotional, and symbolic customer value dimensions (Rintamäki et al., 2007). Foe example, creating functional value is often associated with products that meet the target customers' needs, and processes that increase convenience at different stages of the shopping experience (Seiders et al., 2000). Tesco is a British retailer that has gained competitive advantage by creating superior value for its customers. Tesco's customer-focused commitment to provide customers value is summarized in the company's value proposition “Every little helps,” which is successfully communicated to customers as well as the employees.It is commonly acknowledged that effective marketing communications must recognize the relationship between a product/a brand and the consumption values or benefits consumers seek (Sheth et al., 1991). Because consumers can vary greatly in their value composition, they may seek a range of different benefits from products and brands and hence will react differently to marketing communications emphasizing selected brand benefits (Orth et al., 2004). So from a managerial point of view, extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002).It is clear that that every organization needs to develop strong brands as an essential part of their business strategy (Kay, 2006). It has been accepted that strong brand is a very important factor for a company to win the competition. Good brands make them win customer loyalty, and loyal customers will cost lessto retain and service (Cheverton, 2000). It is an expression of competitive advantage. A brand is thus a product or service whose dimensions differentiate it in some way from other products and services designed to satisfy the same need (Kotler and Keller, 2009). From the customer's point of view, a brand can be defined as the total accumulation of all his/her experiences, and is built at all points of contact with the customer (Kapferer, 2004).To a successful branding marketer, it is vital to realize that customers must see any competitive advantage as a customer advantage. A strong brand identity that is well understood and experienced by the customers helps in developing trust which, in turn, results in differentiating the brand from competition. A company needs to establish a clear and consistent brand identity by linking brand attributes with the way they are communicated which can be easily understood by the customers (Ghodeswar, 2008). Southwest airlines gave a good example. Southwest airlines distinguished itself as a “fun” airlines and adopted “the first-come, first-served opini ng seating”. Southwest airlines is now the nation’s largest airline in terms of passengers flown and holds the distinction of being the only low-fare airline to achieve long-term financial success.Apart from that, effective brand extensions play a key role in the innovation and it is accepted by more and more companies. The established brand can easily be retrieved from memory and the extended brand can be more accessible than individual brands. Extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002).Meanwhile, McQuiston (2004) pointed out firms endeavor to create some form of brand distinctiveness to avoid their products being viewed as commodities. Coca-Cola and Pepsi-Cola have managed to maintain their brand differentiation, irrespective of the similarities of their physical product. In other words, differentiated brands can be based on a feature, service, program or ingredient (Aaker, 2003).In conclusion, consumers become much more dynamic than ever before, because of the constantly changing conditions and environments. Similarly, consumer behavior has made a tremendous changes compared with the past one. Mowen and Mino (2000) describe consumer behavior is defined as the study of the buying units and the exchange processes involved in acquiring, consuming, and disposing of goods, services, experiences and ideas. Incremental income and knowledge makes consumers’ consumption concepts and self-concepts become mature.Consequently, these changes profoundly impact on the consumer attitudes and behaviors to the traditional marketing. How to keep the consumer loyalty in these conditions is one of the challenges faced to the marketers. The traditional view of marketers being used to succeed by providing superior products and other distinctive functional benefits doesn’t work. As a result, the traditional commercial criteria and principles are facing with new challenges. This circumstance have driven more and more marketers to treat brand benefits deriving from adding dimensions to single functional benefits as their core of marketing programs. Firms often try to exploit their existing well-established brands by extending them into new product categories (Wu and Yen, 2007). Brand benefits integrate both functional benefit and process and relationship benefit i.e. emotional benefits that are relevant to the consumer, build on concrete and abstract attributes, are sufficiently known, and are perceived to be different from competition. Just as CEO of BP Browne said: in a global marketplace, branding is crucial in attracting customers and business. It is not just a matter of a few gas stations or the underpin everything that you do and every relationship that you have (Wheeler, 2003).Through launching new products under the parent brand, brand managers may gain several advantages: Not only are new products launched effectively andcost-efficiently, but the extended brand product may also help revitalize the parent brand or flagship products (Supphellen et al., 2004). From this point of view, marketing in three dimensions also means branding in three dimensions, which represents an opportunity to extend what a brand represents beyond narrow functional lines—and to gain leverage by doing so. This expansion of the branding space derived from adding dimensions to single functional benefits represents an enormous opportunity and may lead to marketing success. Therefore, any companies who want to survive and develop in this high competition marketing world should always keep consecutive efforts in establishing brand benefits and implementing brand extension.Words count: 2158REFERENCES:Aaker, D.A. (2003) The power of the branded differentiator. MIT Sloan Management Review, 45 (1), pp.83-7.Anderson, J.C., Narus, J.A., and Van, R. W. (2006) Customer value propositions in business markets. Harvard Business Review, 84 (3), pp.91-97.Chailan,C. (2008) Brands portfolios and competitive advantage: an empirical study. Product & Brand Management, 17 (4), pp. 254-264./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0960170405.htmlCheverton, P. (2000) Key Marketing Skills: A Complete Action Kit of Strategies, Tools & Models, Kogan Page, 2000,292.Cronin, J.J., Brady, M.K., Hult, G.T.M. (2000) Assessing the effects of quality, value, and customer satisfaction on consumer behavioral intentions in service environments. Journal of Retailing, 76 (2), pp.193-218.Davis, S., Halligan, C. (2002) Extending your brand by optimizing your customer relationship. Consumer Marketing, 19(1), pp.7-11.Ghodeswar, B. M. (2008) Building brand identity in competitive markets: a conceptual model. Journal of Product & Brand Management, 17(1), pp.4-12. /Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0960170101.htmlJohnson, C.R., Schultz, D.E. (2004) A focus on customers. Marketing Management, 13 (5), pp.20-72.Kapferer, J.N. (2004) Brand NEW world, brand equity. The Economic Times, 30.Keller, K. (2003) Brand Synthesis: The Multidimensionality of Brand Knowledge. Journal of Consumer Reserch, 29(3).Keller, K.L. (2003b) Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 2nd ed., Pearson Education, Harlow, pp.351.Kotler, P. and Keller, K. L. (2009) Marketing management. In Ledward, R. and Moran, F. Economics and Marketing, Edinburgh Gate: Pearson Education Limited, P154.Kotler, P., Keller, K. L. (2008)Marketing Management. Pearson Custom Publication.p.360.Mark, J. K. (2006), Strong brands and corporate brands. European Journal of Marketing, 40(7/8), pp.742-760./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0070400702.htmlMcQuiston, D.H. (2004) Successful branding of a commodity product: the case of RAEX LASER steel. Industrial Marketing Management, 33(4), pp.345-54.Mowen, J., Minor, M.S. (2000) Consumer Behavior: A Framework. New Jerse: Prentice—Hall, Inc.,Orth, U. R., M, Mina., Shellhammer, T., and Lopetcharat, K. (2004) Promoting brand benefits: the role of consumer psychographics and lifestyle. Journal of Consumer Marketing, 21 (2), pp. 97-108./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0770210202.htmlReid, M. (2008) Contemporary marketing in professional services. Services Marketing, 22 (5), pp. 374-384.Rintamäki, T., Kuusela,H., and Mitronen, L. (2007) Identifying competitive customer value propositions in retailing. Managing Service Quality, 17(6), pp. 621-634./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/1080170602.htmlSeiders, K., Berry, L.L., and Gresham, L.G. (2000), Attention, retailers! How convenient is your convenience strategy?. Sloan Management Review, 41(3), pp.79-90.Sherrington, M. (2003) Added Value: The Alchemy of Brand-Led Growth, Palgrave Macmillan, Basingstoke, pp. 21-49 .Supphellen, M., Eismann, Ø., Hem, L. (2004) Can advertisements for brand extensions revitalize flagship products? An experiment., International Journal of Advertising, 23 (2), pp.173-96.Swanson, S.R. and Kelley, S.W. (2001) Service recovery attributions and word-of-mouth intentions. Marketing, 35 (1/2), pp.194–211.Vargo, S.L., Lusch, R.F. (2004), Evolving to a new dominant logic for marketing. Journal of Marketing, 68 (1), pp.1-17.Wheeler, A (2003) Designing Brand Identity. John Wiley & Sons, Inc.Wu, C. and Yen, Y. (2007), How the strength of parent brand associations influence the interaction effects of brand breadth and product similarity with brand extension evaluations. Product & Brand Management，16(5),pp.334-341.Bibliography:Dibb, S., Simkin, L., Pride, W. M., and Ferrell, O. C. (2001) Marketing:concept and strategies. 4th ed.,New York: Houghton Mifflin.Anderson, J. C., Narus, J. A., and Narayandas, D. (2008) Business market management. 3rd ed., Pearson Education Ltd..Kotler, P., Keller, K. L. (2008)Marketing Management. Pearson Custom Publication.译文：多维利益引起品牌延伸传统的营销观念是卖主通过提供优质的产品或者其他特殊的功能性利益来成功进行营销。
贸易公司开拓市场的思路及措施
贸易公司开拓市场的思路及措施1.不断完善产品质量和服务，树立良好的品牌形象。
Continuously improve product quality and services to establish a good brand image.2.加强对目标市场的调研，了解市场需求和竞争对手情况。
Strengthen market research in the target market to understand market demand and competition.3.参加行业展览和交流会议，扩大知名度和寻找合作伙伴。
Participate in industry exhibitions and conferences to increase visibility and find potential partners.4.利用互联网平台进行营销推广，增加线上销售渠道。
Utilize internet platforms for marketing and promotion to increase online sales channels.5.开展促销活动，吸引客户，增加销售额。
Launch promotional activities to attract customers and increase sales.6.开发新产品、新市场，满足不同客户需求。
Develop new products and new markets to meet different customer needs.7.寻找代理商和分销商，拓展销售网络。
Find agents and distributors to expand the sales network.8.与外贸协会合作，共同开展市场推广活动。
Collaborate with foreign trade associations to conduct joint marketing activities.9.建立与客户良好的关系，提高客户满意度和忠诚度。
世纪商务英语综合教程三 第四版 Unit 4 Marketing
maker 2. An American T-shirt ____________ in Miami printed shirts for the Spanish market which _____________ the Pope’s visit. Instead of “I saw the promoted _________” (el papa), the shirts read “I saw the ___________” (la papa). potato Pope
and distribution.
Unit 4
Marketing
Text A
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The Marketing Concept
5 There are many different definitions of marketing. Consider some of the The all-embracing function that links the business with customers’ needs and wants in order to get the right product to the right place at the right time; The achievement of corporate goals through meeting and exceeding customers’ needs better than the competition; The management process that identifies, anticipates and supplies customers’ requirements efficiently and profitably;
服务主导逻辑的内涵与理论渊源探究
Service Science and Management 服务科学和管理, 2017, 6(1), 48-61 Published Online January 2017 in Hans. /journal/ssem /10.12677/ssem.2017.61008文章引用: 关新华, 谢礼珊, 皮平凡. 服务主导逻辑的内涵与理论渊源探究[J]. 服务科学和管理, 2017, 6(1): 48-61.Research on the Connotation and Theoretical Origin of Service-Dominant LogicXinhua Guan 1, Lishan Xie 2,3, Pingfan Pi 11School of Geography & Tourism, Guangdong University of Finance & Economics, Guangzhou Guangdong 2School of Business, Sun Yat-sen University, Guangzhou Guangdong 3Research Center for Service Business Administration, Sun Yat-sen University, Guangzhou GuangdongReceived: Jan. 5th , 2017; accepted: Jan. 22nd , 2017; published: Jan. 25th, 2017 Copyright © 2017 by authors and Hans Publishers Inc. This work is licensed under the Creative Commons Attribution International License (CC BY)./licenses/by/4.0/AbstractAs a kind of perspective and mindset, service-dominant logic has been developed for more than 10 years since it was proposed in 2004, and has produced abundant research results. However, little is known about its theoretical foundation, and we lack systematic understanding for the core point of service-dominant logic. Based on this research gap, this paper explores the connotation and theoretical origin of service-dominant logic, to lay the foundation of developing new theory, con-ducting new study, and to help managers change management idea, and then realize the goal of enterprises. To answer the question of “what is the service-dominant logic”, this study clarified core concepts of service-dominant logic (S-D logic), such as service, value and resource, by com-paring with goods-dominant logic (G-D logic). To answer the question of “why is the service-do- minant logic”, this study explored the theoretical origin of S-D logic on the basis of economics, marketing, network concept and institutional thought. Finally, 11 foundational premises (FPs) of S-D logic and the direction for future research are discussed. Scholars can conduct more theoreti-cal and empirical researches. KeywordsService-Dominant Logic, Goods-Dominant Logic, Connotation, Theoretical Origin服务主导逻辑的内涵与理论渊源探究关新华1，谢礼珊2,3，皮平凡1关新华，谢礼珊1广东财经大学地理与旅游学院，广东广州2中山大学管理学院，广东广州3中山大学服务性企业管理研究中心，广东广州收稿日期：2017年1月5日；录用日期：2017年1月22日；发布日期：2017年1月25日摘要作为一种视角和心智模式，服务主导逻辑自2004年提出以来已经经过十几年的发展，并产生了丰富的研究成果。