外文翻译--在B2B市场中服务质量和市场营销的性能：探索客户满意度的媒介作用

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外文文献翻译——顾客满意度(附原文)

外文文献翻译（附原文）译文一：韩国网上购物者满意度的决定因素摘要这篇文章的目的是确定可能导致韩国各地网上商场顾客满意的因素。

假设客户的积极认知互联网购物的有用性，安全,技术能力，客户支持和商场接口积极影响客户满意度。

这也是推测，满意的顾客成为忠实的客户。

调查结果证实，客户满意度对顾客的忠诚度有显著影响，这表明，当顾客满意服务时会显示出很高的忠诚度.我们还发现，“网上客户有关安全风险的感知交易中，客户支持，网上购物和商场接口与客户满意度呈正相关。

概念模型网上购物者可以很容易的将一个商场内的商品通过价格或质量进行排序，并且可以在不同的商场之间比较相同的产品。

网上购物也可以节省时间和降低信息搜索成本。

因此，客户可能有一种感知，他们可以用更少的时间和精力得到更好的网上交易。

这个创新的系统特性已被定义为知觉有用性。

若干实证研究发现，客户感知的实用性在采用影响满意度的创新技术后得以实现。

因此，假设网上购物的知觉有用性与满意度成正相关（H1）.网上客户首要关注的是涉及关于网上信用卡使用的明显的不安全感.虽然认证系统有明显进步,但是顾客担心在网上传输信用卡号码这些敏感的信息是不会被轻易的解决的.网上的隐私保护环境是另一个值得关注的问题.研究表明，网上客户担心通过这些网上业务会造成身份盗窃或冒用他们的私人信息.因此，据推测，网上购物的安全性对顾客满意度有积极地影响（H2）。

以往的研究表明,系统方面的技术,如网络速度,错误恢复能力和系统稳定性都是导致客户满意度的重要因素。

例如,Kim和Lim（2001）发现，网络速度与网上购物者的满意度有关。

Dellaert和卡恩（1999年）也报告说，当网络提供商没有进行很好的管理时网上冲浪速度慢会给评价网站内容带来负面影响。

丹尼尔和Aladwani的文件表明,系统错误的迅速准确的恢复能力以及网络速度是影响网上银行用户满意度的重要因素（H3）.由于网上交易的非个人化性质客户查询产品和其他服务的迅速反应对客户满意度来说很重要。

网络营销中英文对照外文翻译文献

网络营销中英文对照外文翻译文献E-MarketingE-Marketing is the use of digital ___。

It is a subset of e-business and includes activities such as online advertising。

search engine n。

email marketing。

social media marketing。

and mobile marketing.The first step in ___ target audience。

This can be done through market research。

analyzing website traffic。

and studying social media trends。

Once the target audience is identified。

the next step is to create a marketing plan that includes goals。

objectives。

tactics。

and metrics.One of the advantages of e-marketing is ___。

it is ___ of content。

language。

and currency are all ___.Search engine n (SEO) is a critical component of e-marketing。

By optimizing website content and structure。

businesses canimprove their search engine rankings and drive more traffic to their site。

Social media ___ e-marketing。

市场营销外文翻译---衡量口碑营销的新方法

A new way to measure word-of mouth marketingApril.2010 • Jacques Bughin, Jonathan Doogan, and Ole Jrgen Vetvik• McKinsey QuarterlyConsumers have always valued opinions expressed directly to them. Marketers may spend millions of dollars on elaborately conceived advertising campaigns, yet often what really makes up a consumer’s mind is not only simple but also free: a word-of-mouth recommendation from a trusted source. As consumers overwhelmed by product choices tune out the ever-growing barrage of traditional marketing, word of mouth cuts through the noise quickly and effectively.Indeed, word of mouth1 is the primary factor behind 20 to 50 percent of all purchasing decisions. Its influence is greatest when consumers are buying a product for the first time or when products are relatively expensive, factors that tend to make people conduct more research, seek more opinions, and deliberate longer than they otherwise would. And its influence will probably grow: the digital revolution has amplified and accelerated its reach to the point where word of mouth is no longer an act of intimate,one-on-one communication. Today, it also operates on a one-to-many basis: product reviews are posted online and opinions disseminated through social networks. Some customers even create Web sites or blogs to praise or punish brands.As online communities increase in size, number, and character, marketers have come to recognize word of mouth’s growing impor tance. But measuring and managing it is far from easy. We believe that word of mouth can be dissected to understand exactly what makes it effective and that its impact can be measured using what we call “word-of-mouth equity”—an index of a brand’s power to generate messages that influence the consumer’s decision to purchase. Understanding how and why messages work allows marketers to craft a coordinated, consistent response that reaches the right people with the right content in the right setting. That generates an exponentially greater impact on the products consumers recommend, buy, and become loyal to.A consumer-driven worldThe sheer volume of information available today has dramatically altered the balance of power between companies and consumers. As consumers have become overloaded, they have become increasingly skeptical about traditional company-driven advertising and marketing and increasingly prefer to make purchasing decisions largely independent of what companies tell them about products.This tectonic power shift toward consumers reflects the way people now make purchasing decisions.2 Once consumers make a decision to buy a product, they start with an initial consideration set of brands formed through product experience, recommendations, or awareness-building marketing. Those brands, and others, are actively evaluated as consumers gather product information from a variety of sources and decide which brand to purchase. Their post-sales experience then informs their next purchasing decision. While word of mouth has different degrees of influence on consumers at each stage of this journey, it’s the only factor that ranks among the three biggest consumer influencers at every step.It’s also the most disruptive factor. Word of mouth can prompt a consume r to consider a brand or product in a way that incremental advertising spending simply cannot. It’s also not a one-hit wonder. The right messages resonate and expand within interested networks, affecting brand perceptions, purchase rates, and market share. The rise of online communities and communicationhas dramatically increased the potential for significant and far-reaching momentum effects. In the mobile-phone market, for example, we have observed that the pass-on rates for key positive and negative mes sages can increase a company’s market share by as much as 10 percent or reduce it by 20 percent over a two-year period, all other things being equal. This effect alone makes a case for more systematically investigating and managing word of mouth.Understanding word of mouthWhile word of mouth is undeniably complex and has a multitude of potential origins and motivations, we have identified three forms of word of mouth that marketers should understand: experiential, consequential, and intentional.ExperientialExperiential word of mouth is the most common and powerful form, typically accounting for 50 to 80 percent of word-of-mouth activity in any given product category. It results from a consumer’s direct experience with a product or service, largely when t hat experience deviates from what’s expected. Consumers rarely complain about or praise a company when they receive what they expect.) Complaints when airlines lose luggage are classic example of experiential word of mouth, which adversely affects brand sentiment and, ultimately, equity, reducing both receptiveness to traditional marketing and the effect of positive word of mouth from other sources. Positive word of mouth, on the other hand,can generate a tailwind for a product or service. ConsequentialMarketing activities also can trigger word of mouth. The most common is what we call consequential word of mouth, which occurs when consumers directly exposed to traditional marketing campaigns pass on messages about them or brands they publicize. The impact of those messages on consumers is often stronger than the direct effect of advertisements, because marketing campaigns that trigger positive word of mouth have comparatively higher campaign reach and influence. Marketers need to consider both the direct and the pass-on effects of word of mouth when determining the message and media mix that maximizes the return on their investments.IntentionalA less common form of word of mouth is intentional—for example, when marketers use celebrity endorsements to trigger positive buzz for product launches. Few companies invest in generating intentional word of mouth, partly because its effects are difficult to measure and because many marketers are unsure if they can successfully execute intentional word of-mouth campaigns. What marketers need for all three forms of word of mouth is a way to understand and measure its impact and financial ramifications, both good and bad.Word-of-mouth equityA starting point has been to count the number of recommendations and dissuasions for a given product. There’s an appealing power and simplicity to this approach, but also a challenge: it’s difficult for marketers to account for variability in the power of different kinds of word-of-mouth messages. After all, a consumer is significantly more likely to buy a product as a result of a recommendation made by a family member than by a stranger.These two kinds of recommendations constitute a single message, yet the difference in their impact on the receiver’s behavior is immense. In fa ct, our research shows that a high-impact recommendation—from a trusted friend conveying a relevant message, for example—is up to 50 times more likely to trigger a purchase than is a low-impact recommendation.To assess the impact of these different kinds of recommendations, we developed a way to calculate what we call word-of-mouth equity. It represents the average sales impact of a brand message multiplied by the number of word-of-mouth messages. By looking at the impact—as well as the volume—of these messages, this metric lets a marketer accurately test their effect on sales and market share for brands, individual campaigns, and companies as a whole. That impact—in other words, the ability of any one word of-mouth recommendation or dissuasion to change behavior—reflects what is said, who says it, and where it is said. It also varies by product category.What’s said is the primary driver of word-of-mouth impact. Across most product categories, we found that the content of a message must address important product or service features if it is to influence consumer decisions. In the mobile-phone category, for example, design is more important than battery life. In skin care, packaging and ingredients create more powerful word of mouth than do emotional messages about how a product makes people feel. Marketers tend to build campaigns around emotional positioning, yet we found that consumers actually tend to talk—and generate buzz—about functional messages.The second critical driver is the identity of the person who sends a message: the word-of mouth receiver must trust the sender and believe that he or she really knows the product or service in question. Our research does not identify a homogenous group of consumers who are influential across categories: consumers who know cars might influence car buyers but not consumers shopping for beauty products. About 8 to 10 percent of consumers are what we call influentials, whose common factor is trust and competence. Influentials typically generate three times more word-of-mouth messages than noninfluentials do, and each message has four times more impact on a recipient’s purchasing decision. About 1 percent of these people are digital influentials—most notably, bloggers—with disproportionate power.Finally, the environment where word of mouth circulates is crucial to the power of messages. Typically, messages passed within tight, trusted networks have less reach but greater impact than those circulated through dispersed communities—in part, because there’s usually a high correlation between people whose opinions we trust and the members of networks we most value. That’s why old-fashioned kitchen table recommendations and their online equivalents remain so important. After all, a person with 300 friends on Facebook may happily ignore the advice of 290 of them. It’s the small, close-knit network of trusted friends that has the real influence.Word-of-mouth equity empowers companies by allowing them to understand word of mouth’s relative impact on brand and product performance. While marketers have always known that the impact can be significant, they may be surprised to learn just how powerful it really is. When Apple’s iPhone was launched in Germany, for example, its share of word-of-mouth volume in the mobile-phone category—or how many consumers were talking about it—was about 10 percent, or a third less than that of the market leader. Yet the iPhone had launched in other countries, and the buzz accompanying those messages in Germany was about five times more powerful than average. This meant the iPhone’s word of- mouth equity score was 30 percent higher than that of the market leader, with three times more influentials recommending the iPhone over leading handsets. As a result, sales directly attributable to the positive word of mouth surrounding the iPhone outstripped those attributable to Apple’s paid marketing six-fold.Within 24 months of launch, the iPhone was selling almost one million units a year in Germany.The flexibility of word-of-mouth equity allows us to gauge the word-of-mouth impact ofcompanies, products, and brands regardless of the category or industry. And because it measures performance rather than the sheer volume of messages, it can be used to identify what’s driving—and hurting—word-of-mouth impact. Both insights are critical if marketers are to convert knowledge into power.Harnessing word of mouthThe rewards of pursuing excellence in word-of-mouth marketing are huge, and it can deliver a sustainable and significant competitive edge few other marketing approaches can match. Yet many marketers avoid it. Some worry that it remains immature as a marketing discipline compared with the highly sophisticated management of marketing in media such as television and newspapers. Others are concerned that they can’t draw on extensive data or elaborate marketing tools fine-tuned over decades. For those unsure about actively managing word of mouth, consider this: the incremental gain from outperforming competitors with superior television ads, for example, is relatively small. That’s because all companies actively manage their traditional marketing activities and all have similar knowledge. With so few companies actively managing word of mouth—the most powerful form of marketing—the potential upside is exponentially greater.The starting point for managing word of mouth is understanding which dimensions of word-of-mouth equity are most important to a product category: the who, the what, or the where. In skincare, for example, it’s the what; in retail banks, the who. Word-of-mouth equity analysis can detail the precise nature of a category’s influentials and pinpoint the highest-impact messages, contexts, and networks. Equipped with these insights, companies can then work on generating positive word of mouth, using the three forms we identified: experiential, consequential, and intentional.Although the importance of these triggers varies category by category, experiential sources are the most important across them. Harnessing experiential word of mouth is fundamentally about providing customers with the opportunity to share positive experiences and making the story relatable and relevant to the audience. Some companies, such as Miele and Lego, build buzz around products before launch and work to have early, highly influential adopters by involving consumers in product development, supported by online communities. Consistently refreshing the product experience also helps harness experiential word of mouth—consumers are more likely to talk about a product early in its life cycle, which is why product launches or enhancements are so crucial to generating positive word of mouth. Buzz also can be sustained after launch: Apple has maintained interest in and excitement about the iPhone via its apps store, as constantly evolving and user-generated content maintains positive word of mouth.Most companies actively use customer satisfaction insights when developing new products and services. Yet a satisfied customer base may not be enough to create buzz. To create positive word of mouth that actually has impact, the customer experience must not only deviate significantly from expectations but also deviate on the dimensions that matter to the customer and that he or she is likely to talk about. For instance, while battery life is a crucial driver of satisfaction for mobile-handset consumers, they talk about it less than other product features, such as design and usability. To turn consumers into an effective marketing vehicle, companies need to outperform on product and service attributes that have intrinsic word-of-mouth potential.Managing consequential word of mouth involves using the insights provided by word-of mouth equity to maximize the return on marketing activities. By understanding the word of- mouth effects of the range of channels and messages employed and allocating marketing activitiesaccordingly, companies can equip consumers to spread marketing messages and drive their reach and impact. In fact, McKinsey research shows that marketing-induced consumer-to-consumer word of mouth generates more than twice the sales of paid advertising in categories as diverse as skincare and mobile phones.Two things supercharge the creation of positive consequential word of mouth: interactivity and creativity. They are interrelated, and particularly important for brands in relatively low-innovation categories that often struggle to gain consumer attention. One example of a company successfully harnessing this power is the UK confectioner Cadbury, whose “Glass and a Half Full” advertising campaign used creative, thoughtful, and integrated online and traditional marketing to spur consumer interaction and sales.The campaign began with a television commercial featuring a gorilla playing drums to an iconic Phil Collins song. The bizarre juxtaposition was an immediate hit. The concept so engaged consumers that they were willing to go online, view the commercial, and create amateur versions of their own, triggering a torrent of YouTube imitations. Within three months of the advertisement’s appearance, the video had been viewed more than six million times online, year-on-year sales of Cadbury’s Dairy Milk chocolate had increased by more than 9 percent, and the brand’s positive perception among consumers had improved by about 20 percent.Intentional word-of-mouth campaigns revolve around identifying influentials who become brand and product advocates. Of course, companies can’t precisely control what consumers tell others. But ambitious marketers can use word-of-mouth equity insights to shift from consequential to intentional campaigning.The type of campaign that companies choose to adopt depends on the degree to which marketers can find and target influentials. Marketers capable of undertaking one-to-one marketing—such as mobile-phone operators—are uniquely positioned to execute controlled and effective intentional word-of-mouth campaigns. Mobile carriers have granular customer data that can precisely locate influentials who know the category, talk to many people, and provide them with trusted opinions. That means messages can be directed at specific individuals who are most likely to spread positive word of mouth through their social networks. As a message spreads, this approach generates an exponential word-of mouth impact, similar to the ripple effect when a pebble is dropped in a pond.Companies unable to target influentials precisely must take a different approach. While Red Bull, for example, can’t send text messages to specific consumers, it has successfully deployed science to orchestrate effective intentional word-of-mouth campaigns. After identifying influentials among its different target segments, the energy-drink company ensures that celebrities and other opinion makers seed the right messages among consumers, often through events. While it can’t be sure who will attend, Red Bull knows that those who do will be the kinds of consumers it seeks—and that the positive messages they will relay across their own social networks can generate a superior return for its marketing investment.Marketers have always been aware of the effect of word of mouth, and there is clearly an art to effective word-of-mouth campaigning. Yet the science behind word-of-mouth equity helps reveal how to hone and deploy that art: it shows which messages consumers are likely to pass on and the impact of those messages, allowing marketers to estimate the tangible effect word of mouth has on brand equity and sales. These insights are essential for companies that want to harness the potential of word of mouth and to realize higher returns on their marketing investments.衡量口碑营销的新方法了解口碑口碑无疑颇为复杂，并拥有多种可能的根源和动机，而我们则确定了营销者应该了解的三种形式的口碑：经验性口碑、继发性口碑，以及有意识口碑。

O2O商业模式和团购网站外文文献翻译2014年译文3100字

O2O商业模式和团购网站外文文献翻译2014年译文3100字This article discusses the development of O2O (online-to-offline) business models and group purchasing。

O2O refers to the XXX。

Group purchasing。

on the other hand。

involves a group of XXX.XXX the rise of O2O business models in China。

which has been driven by the country's large n。

high。

n rate。

and increasing demand for convenience。

O2O platforms have emerged in us industries。

including food delivery。

XXX。

XXX.The article then goes on to explain how group purchasing has e a popular feature of many O2O platforms。

as it allows consumers to save money while also increasing the volume of sales for XXX。

Group purchasing also helps to build customer loyalty and generate word-of-mouth marketing.XXX O2O platforms and group purchasing face。

including XXX。

regulatory issues。

and the need to maintain high levels of customer XXX。

电子商务外文翻译

B2B e-marketplace:an e-marketing framework for B2B commercePurpose– The purpose of this paper is to provide a clear understanding of the performance of business-to-business (B2B) e-marketplace in conducting e-marketing in the global business environment. The proposed framework is intended to be used as a guide for B2B firms especially small and medium sized enterprises (SMEs) who wish to adopt a proactive approach in the use of information and communication technology for business efficiency and competitive advantage, and those who wish to explore the internet technologies for marketing activities.Design/methodology/approach– Literature from the B2B e-marketplaces and operations of e-marketing fields were analysed,and the findings were synthesised to develop a preliminary conceptual model of e-marketing.The conceptual model was tested empirically through an online survey from various industries in China, Malaysia, and Singapore.Findings– With significant online and offline publications from both academia and industry, there is a growing awareness of the contribution of the e-marketing in the global environment.This new marketing paradigm is reported to reshape the business relationships between both consumer marketers and consumers, improving business processes and enhancing the business exposure in the new markets.Research limitations/implications– The major limitation of this paper is associated with the sample selection. Although the literature findings were international,the empirical study was restricted to China,Malaysia,and Singapore.Therefore,the generalizability of the results may not be applicable for other countries.Furthermore, the majority of the respondents participated were SMEs. Hence, the applicability of findings to large-scale organisations may be limited.Practical implications– The framework allows B2B firms to capitalise and understand the e-marketing opportunities provided by B2B e-marketplace.The framework also offers guidance to marketing managers a most appropriate approach to adopt B2B e-marketplace to perform their e-marketing activities.Originality/value–Based on the need for a framework for e-marketing,this study is significance to:SMEs, marketers,information technology practitioners,and all other stakeholders that adopted the internet and other electronic means for marketing purposes.BackgroundThe development of the internet and the world wide web (www) in the 1990s as a tool for the global sharing of information has opened up new opportunities in marketing practices. “The rapid growth of internet users has made the internet an increasingly important and attractive platform for business transactions”According to the Internet World Stats (2007), by March 2008, the internet user population reached 1.40 billions world wide, an increase of 290 percent in the period from 2000 to 2008 (Figure 1). Many academics and practitioners have emphasized that the internet is a major platform for e-marketing to deal with marketing mixes, which include global accessibility (Laudon, 2002), convenience in updating (Sandeep and Singh, 2005), real-time information services (Harridge-March, 2004), interactive communications features (Chaffey, 2004), and unique customisation and personalised capabilities (Teo and Tan, 2002). Additionally,e-marketing also refers to the use of electronic methods or media to build upon and maintain customer relationship through electronic platforms (e.g. business-to-business (B2B) e-marketplaces) that facilitates the exchange of ideas, products, and services to satisfy both buyers and sellers.Strauss and Frost (2001)support the above statement and suggested that,sales,public relations,direct marketing,and advertising are marketing communication that comprises the crucial components of e-marketing strategy.B2B e-marketplace, as one of the major trading platforms brought by the internet technology has made a significant contribution to the e-marketers.The larger organisations are taking advantages from the vast array ofsuppliers/buyers via the B2B e-marketplace (Stockdale and Standing,2004).However,small and medium sized enterprises (SMEs) are also eager to compete in the electronic environment remain concerns as how theirbusinesses can gain benefits from B2B e-marketplace.With significant online and offline publications from both academia and industry there is a growing awareness of the contribution of the e-marketing in the global environment. Nonetheless, there is limitation on how to explore the opportunities for SMEs in benefiting from the emergent e-marketing practices, derive from the B2B e-marketplace.Review of e-marketing performances in B2B e-marketplaceThe internet is the foundation for B2B commerce that provides the technology and platform to enable this business relationships work effectively.B2B transactions over public and private sectors uses the internet as a delivery vehicle for transactions including;financial transfer,on-line exchanges,auctions,delivery of products, and services (O’Reily and Finnegan, 2007). Many pra ctitioners are predicting B2B commerce is expected to have a massive growth and majority of the organisations will have to give consideration to involve with B2B commerce. Referring to Figure 5, B2B consists of three main elements and the e-marketplace performs the main tasks such as sourcing, automated purchasing, processing to facilitate the sellers and buyers to do business transactions.Laudon and Laudon (2000)stated that B2B e-marketplace refers to the exchange of information,products, services,and payment via the internet between buyers and sellers.B2B e-marketplaces are typically defined as inter-organisational IS through which multiple buyers and sellers interact electronically to identify potential trading partners, select them and execute transactions (Rohmtal.2004). Argued that, B2B e-marketplace is able to remove some of the inefficiency of traditional business functionality and allows partners to streamline their marketing activities by sharing information instantaneously.In recent years,B2B e-marketplace have improved/enhanced the extent of e-marketing activities;providing to all marketers especially to SMEs. Recent studies (Narayanasamy ET al.2008; Pavaloia, 2009) are indicative of the fact that SMEs have started to respond positively to the changes brought about by the internet technologies.While the main concerns of SMEs are related to the generic SMEs characteristics of limited time/resources and expertise,B2B e-marketplace provide a favorable environment for SMEs to;lower operating and marketing cost, better opportunity to promote their products/services,and enrich their overall marketing communications mix. Overall,the benefits of B2B e-marketplace as reported by many academics and practitioners include:reducing search costs by facilitating comparison of price, products, and services(Kandampully, 2003; Bakos, 1998; Kaplan and Sawhney, 2000);.improving production and supply capability (Barua et al. , 1997; Albrecht et al. ,2005);.improving personalization and customization of product offerings (Bakos, 1998);.enhancing customers relationships (Kierzkowski et al. 1996);.reducing marketing costs compare to traditional marketing media (Sculley andWoods, 2001);.reducing numbers of marketing staff (Gloor, 2000).However,the current literatures do not fully explore the issues relating to the performances of B2B e-marketplace from an e-marketing perspective. In addition, much of the research is focused on particular research areas of interest often ignoring the links to others dimensions in particular e-marketing services.Hence,there are concerns that the despite the efforts to promote adoption of B2B e-marketplace from an e-marketing perspective, SMEs are not fully aware of the opportunities and benefits (Stockdale and Standing, 2004). The literature provides insights into the current level of internet-enabler marketing technologies from B2B e-marketplace to the marketers. The online and offline publications from both academics and practitioners indicated that,e-marketing via B2B e-marketplace is a modern marketing practice for buying and selling goods/services,exchange information/ideas via the internet associated with communication and promotional purposes.The frameworks suggested by various authors including Chaffey (2004), Gloor (2000),Kierzkowski et al.(1996) makes a significant contribution to knowledge in the areas of e-marketing that has the potential to create competitive advantage and enhance customer value. However, it appears that there is limited exploitation of such frameworks by industry professional. In order to develop a better understanding of the topic under study,this paper will adapt a multidisciplinary approach by integrating;traditional SMEs marketing,e-marketing,IS/IT,and B2B e-marketplace to develop an e-marketing framework that will offer a greater value for SMEs.B2B 电子商务市场：电子营销的 B2B 电子商务框架背景自上世纪 90 年代互联网作为一种全球共享信息的工具，互联网开辟了一种新的营销模式。

市场营销毕业论文外文翻译--提高服务质量的十项建议

市场营销毕业论文外文翻译--提高服务质量的十项建议Ten Lessons for Improving Service Quality Leonard Berry, A. Parasuraman, and Valarie Zeithaml, 2003 [03-104] Between 1983 and 1993, Berry, Parasuraman, and Zeithaml conducted a comprehensive, five-phase study of service quality in America under the sponsorship of the Marketing Science Institute. They have published a series of MSI monographs, journal articles, and several books based on this research. They reflected on their research journey in an MSI commentary that was published in 1993 and republished in 1994 by the Academy of Management Executive, and is now reprinted here. In the preface below they re-visit their reflections of ten years ago.PrefaceQuality service helps a company to imize benefits and minimize burdens for customers―the essence of delivering value. Because it is important to most customers and defies imitation by competitors, quality service offers a key competitive advantage. Indeed, firms in every industry have demonstrated the differentiating power of excellent service. Yet, despite this, price competition seems to dominate company efforts to provide value. The meteoric growth of Wal-Mart Stores―and the tendency of many firmsto lower prices as a first response to softening demand―has focused so much marketing energy on price competition that it has become difficult not to assume that customers care only about price.A singular focus on price competition means that the firm is competing only on the “burden” component of value and ignoring the “benefit”component. Rather than investing in quality service to “decommoditize” the business, firms are emphasizing low price which serves to further “commoditize” the business. Service in America would be much improved if managers would embrace one central operating principle: the tougher the price competition in our industry, the more important quality service is to our company―because superb service gives customers non-price reasons to do business with us.In 1993, our purpose in writing a commentary was to consider our research findings and experience holistically as a foundation for offering guidelines to managers on improving service.We presented our guidance in the form of service quality “lessons,” identifying ten that applied across service industries and were essential to service improvement. They are as follows:1.Lesson of listening －understand what customers really want through continuous learning about the expectations and perceptions of customers and noncustomers e.g...by means of a service quality information system .2.Lesson of reliability－reliability is the single most important dimension of service quality and must be a service priority.3.Lesson of basic service－service companies must deliver the basics and do what they are supposed to do?－keep promises, use common sense, listen to customers informed, and be determined to deliver value to customers.4.Lesson of service design－develop a holistic view of the service while managing its many details.5.Lesson of recovery－to satisfy customers who encounter a service problem, service companies should encourage customers to complain and make it easy for them to do so , respond quickly and personality, and develop a problem resolution system.6.Lesson of surprising customers－although reliability is the most important dimension in meeting customers’ service exp ectations, process dimensions e.g.. assurance responsiveness, and empathy are most important in exceeding customer expectations, for example, by surprising them with uncommon swiftness, grace, courtesy, competence, commitment, and understanding.7.Lesson of fair play －service companies must make special efforts to be fair and to demonstrate fairness to customers and employees.8.Lesson of teamwork－teamwork is what enable large organizations to deliver service with care and attentiveness by improving employeemotivation and capabilities.9.Lesson of employee research－conduct research with employees to reveal why service problems occur and what companies must do to solve problems.10.Lesson of servant leadership－quality service comes from inspired leadership throughout the organization; from the effective use of information and technology; and from a slow-to-change, invisible, all-powerful, internal force called corporate culture. In our view, these ten lessons represented the foundation for service improvement. The potential for service improvement is diminished if even one of these ten essentials is missing. In our view, these ten lessons represented the foundation for service improvement. The potential for service improvement is diminished if even one of these ten essentials is missing.After ten years, the question of course is, Are the lessons still relevant? Do they still apply to American firms? We believe they do and wish more businesses had heeded them during the past ten years. Indeed, these lessons have stood the test of time; our regret is that so many firms have ignored them.Read, for example, the “Fair Play” section and ask yourself, Would the major airlines be in such financial distress today had they paid more attention to fundamental fairness? Many point to the September 11, 2001 terrorist attack as the beginning of the airline industry’s troubles.In fact, the airlines began alienating frequent business travelers long before that, with anti-consumer policies that took advantage of business tr avelers’ inability to plan their travel weeks in advance. An industry that charges one customer $300 and another $1,300 for seats in the same class on the same flight―with the only difference the timing of the reservation―cannot and will not earn the confi dence and loyalty of customers. As we write in the paper, “Customers expect service companies to play fair, and they become resentful and mistrustful when they perceive unfairness.”If we were rewriting our paper today, we would emphasize the significance of quality service to all companies. We would argue that all companies are service companies in that all companies create customer value through services. Some firms create value strictly through services and others through goods and services, but all stake their future on the quality of their service. We would stress even more than we did the importance of service reliability to earn the customers’ confidence and the importance of pleasant surprise to exceed customers’ expectations and establish strong relationships. We would stress the role of service quality in creating a differentiated brand; in services, the company is the brand and nothing is more powerful than customers’ actual experiences with the service in creating the brand. We also would stress the role of quality service in improving the quality of work life. Service excellencerequires building an achievement culture in the organization, and achieving in one’s work is energizing and satisfying. Excellence is more fun than mediocrity for employees as well as customers.Yes, the ten service quality lessons still ring true ten years later. Indeed, in this post-Enron business climate, they seem to apply more than ever. The lessons remind us that excellent companies are excellent in the fundamentals. They listen to their customers and employees. They stand behind what they sell. They keep their promises. They invest in service “extras” that competitors ignore. They play fair and they play together. They view quality as a journey, not a destination―as a mission, not a program.提高服务质量的十项建议里奥纳德??贝利，A??帕拉休拉曼，V??齐塞尔. 2003 [03-104]从1983年到1993年之间，贝利，帕拉休拉曼和齐塞尔等学者在美国营销科学协会的资助下对服务质量的五种差异进行了全面的研究，并且据此在MSI专栏、专业杂志和许多著作上发表文章。

网络营销外文资料及中文译文

外文资料及中文译文作者姓名专业市场营销指导教师姓名专业技术职务教授The technical basis of network marketingPeter KenzelmannNetwork marketing is based on the technology infrastructure of computer network technology, as represented by information technology. Computer networks of modern communications technology and computer technology to the product of combining it in different geographic regions and specialized computer equipment for external interconnection lines of communication into a large, powerful networks, thus enabling a large number of computers can easily transmit information to each other, share hardware, software, data and other resources. And network marketing is closely related to the computer network there are three types: the Internet, Extranet and Intranet.[Edit] the theoretical basis for the network marketingTheoretical foundation of network marketing is direct marketing network theory, network theory of relationship marketing, marketing theory and network software to integrate marketing theory.(A) Direct Response Network Marketing TheoryInternet marketing as an effective direct marketing strategy, network marketing that can be tested and measurable and can be evaluated and controlled. Therefore, the characteristics of the use of network marketing, you can greatly improve the efficiency of marketing and marketing decision-making effectiveness of the implementation.Direct marketing theory is the 20th century, one of the 80's the concept of eye-catching. Direct Marketing Association of the United States for its definition is: "a place to produce any measurable response and (or) use the Stock Exchange reached one or more advertising media marketing system interaction." Directly Marketing the key to the theory that network marketing is that it can be tested, measurable, can be evaluated, which a fundamental solution to evaluate the effect of the traditional difficulties in marketing and marketing for more scientific decision-making possible.(B) the network theory of relationship marketingRelationship Marketing is a great importance since 1990 by the marketing theory, which mainly includes two basic points: First of all, in the macro level will be recognized that the scope of marketing a wide range of areas, including customer market, the labor market, the supply market , the internal market, the market stakeholders, as well as the affected market (government, financial markets); at the micro level, recognizing that the relationship between business and customers are constantly changing, the core of marketing should be a simple one-time past transactions to a focus on maintaining relations up long-term relationships. Socio-economic system, enterprises are a major subsystem, corporate marketing objectives by many external factors to the impact of marketing activities of enterprisesis a consumers, competitors, suppliers, distributors, government agencies and social organizations the process of interaction, the correct understanding of the relationship between the individual and the organization is the core of marketing is also key to business success or failure.The core of relationship marketing is to keep customers, to provide customers with a high degree of satisfaction with the value of products and services, by strengthening the links with customers to provide effective customer service, to maintain long-term relationship with customers. And long-term customer relations based on the marketing activities to achieve the marketing objectives of companies. The implementation of relationship marketing is not to damage the cost of business interests, according to research, for marketing a new customer costs five times the cost of the old customers, so to strengthen relations with customers and build customer loyalty can bring long-term enterprise interests, it is to promote a win-win strategy for businesses and customers. The Internet as an effective two-way channels of communication between businesses and customers can achieve low-cost communication and exchange costs, which companies build long-term relationships with customers to provide effective protection. This is because, first of all, enterprises can use the Internet to receive customer orders directly, customers can make their own personalized needs. Enterprises in accordance with customer demand for personalized use of flexible production technology to meet the customer needs to maximize customers in the consumer products and services to create more value. Enterprise customers can also understand the market demand, market segments and target markets, minimize marketing costs and increase the reaction rate on the market. Secondly, the use of the Internet companies to provide customers with better services and keep in touch with customers. Internet time and space constraints are not the characteristics of the convenience of our customers to maximize communication with the enterprise, customers can make use of the Internet in the shortest possible time in an easy way to access business services. At the same time, trading via the Internet to the entire enterprise can be achieved from the product quality, quality of service, s uch as transaction services to the entire process of quality control.On the other hand, enterprises can also be via the Internet with business-related companies and organizations build relationships and achieve win-win development. Internet as a channel of communication between the cheapest, it can help lower costs in the supply of business-to-business yet, distributors such as the establishment of collaborative partnerships. Cases such as in front of the computer company Lenovo, through the establishment of e-business systems and management information systems with the distributors of information sharing, reduce inventory costs and transaction costs, and close cooperation between the two sides. Relating to the application of network theory will be the strategy behind the marketing services network in detail.(C) The network of soft marketing theoryMarketing theory is soft against the industrial economy to the era of mass production for the main features of the "strong sales" of the new theory, the theory suggests that when customers buy products not only meet the basic physiological needs, but also to meet the mental and psychological level demand. Therefore, the soft marketing is one of the main characteristics of the follow netiquette, etiquette on the network through the use of clever marketing to obtain desired results. It emphasizes the marketing activities of enterprises at the same time the need to respect the feelings of consumers and the body read, so that consumers will be able to comfortably take the initiative to receive the marketing activities of enterprises. Traditional marketing activities can best embody the characteristics of a strong marketing promotions are two: the traditional advertising and marketing staff. In traditional advertising, consumers are often forced to passive reception of advertising messages, "bombing", and its goal is to impart information through continuous means the hearts of consumers impressed, as to whether the consumer was not willing to accept the need for need not be taken into account; marketing personnel, the marketing staff does not consider the object is willing to sell and needs, but according to the marketing staff to determine their own marketing activities carried out forcibly.On the Internet, because information exchange is a free, equal, open and interactive, to stress that mutual respect and communication, on-line users pay more attention to the protection and privacy of personal experience. Therefore, using the traditional means of marketing a strong start in the Internet marketing activities are bound to backfire, such as the American company AOL has forced their users to send E-mail advertising, the results lead to the unanimous opposition of users, many users agreed to AOL at the same time the company server E-mail to retaliate, with the result that AOL's E-mail mail server in a paralyzed state, and finally had to apologize to quell public indignation. Network marketing is just soft from the consumer's experience and needs and take pull-type strategy to attract consumers concerned about the marketing effectiveness of enterprises to achieve. Network on the Internet to carry out marketing activities, in particular promotional activities must follow certain rules of network formation of virtual communities, some also known as "netiquette (Netiquette)". Network marketing is soft netiquette rules to follow based on the clever use of marketing to achieve a subtle effect. Marketing theory on network application software in the network marketing sales strategy specific details.(D) Network Integrated MarketingIn the current post-industrial society, the tertiary industry in the development of the service sector is the major economic growth point, the traditional manufacturing-based to being service-oriented development, new service industries such as finance, communications, transportation and other industries the sun at high noon. Post-industrial society requires the development of enterprises must be based onservice-oriented, it is necessary to customers as the center, to provide customers with timely and appropriate manner, as appropriate services, the maximum extent possible to meet customer demand. Internet time and space as a cross-transmission of "superconductive" media, can provide timely customer service is located at the same time interactivity of the Internet can understand customer needs and provide targeted response, so the Internet era can be said to be the most consumers an attractive marketing tool.Network of integrated marketing theory include the following key points:Network marketing requires, first of all the consumers into the entire marketing process to the needs of their entire marketing process from the beginning.Network marketing distribution system for the enterprise as well as stakeholders to be more closely together.Corporate interests and the interests of customers to integrate together.Internet on the role of marketing, you can through the 4Ps (product / service, pricing, distribution, promotion) play an important role in binding. The use of the Internet traditional 4Ps marketing mix can be better with the customer as the center of the 4Cs (customer, cost, convenience, communication) to combine.1. Products and services to customers as the centerAs the Internet has a very good interaction and guiding the user through the Internet under the guidance of the enterprise to choose the product or service or specific requirements of enterprise customers to choose based on the timely production and requirements and provide timely service, making Customer inter-temporal and spatial requirements are met by the products and services; On the other hand, enterprises can also keep abreast of customer needs and customer requirements in accordance with the timely production and marketing organizations to provide the production efficiency and marketing effectiveness. Such as the United States PC sales company Dell Inc., or a loss in 1995, but in 1996, their sales via the Internet to computers, the performance of 100 percent growth, due to c ustomers via the Internet, you can design in the company's home page to choose and combination of computers, the company's production department immediately upon request, production, and sent through the postal service company, so companies can achieve zero inventory production, especially in the sharp decline in prices of computer components of the era, inventory will not only reduce the inventory costs can be avoided also because of losses brought about by high-priced stock.2. Customer acceptable cost pricingThe cost of traditional production-based pricing in the market-oriented marketing is to be discarded. The price of new customers should be based on acceptable cost pricing, and based on the cost to organize the production and marketing. Customer-centric enterprise pricing, customers must be the determination of market demand and the price accepted standards, otherwise the cost to the customer to acceptthe pricing is a castle in the air. Business on the Internet can be very easy to implement, the customer can be made via the Internet acceptable cost, the cost of business in accordance with customers to provide flexible product design and production program for the user to choose until after the customer agrees to confirm the production and marketing organizations, all All these are clients of the server program in the company under the guidance and does not require specialized services and, therefore, extremely low cost. At present, the United States, General Motors Corp. to allow customers on the Internet through the company's own guidance system of the design and assembly of motor vehicles to meet their needs, users first determine the criteria for acceptable price, and then according to the price limit system to meet the requirements of style show vehicle, the user can also be used for appropriate changes, the company producing the final product just to meet the customer requirements of price and performance.3. Products to facilitate the distribution of customer-orientedNetwork marketing is one-to-one distribution channels, cross-selling of space-time, customers can order anytime, anywhere using the Internet and purchase products. Iron and steel manufacturers in France still a Luolin Zinox for example, the company was founded in 8 years ago, because of the introduction of e-mail and the world order system, so that processing time from 15 days to 24 hours. At present, the company is using the Internet to provide better than the opponent and more efficient services. The company's internal network and vehicle manufacturers to establish contact so that they could demand the other party promptly after the production of steel to each other online.4. Repressively turn promotions to strengthen communication and contacts with customersIs the promotion of traditional enterprises, through certain media or tools of oppression customers to strengthen the company's customers and product acceptance and loyalty, customers are passive and accept the lack of communication with customers and contacts at the same time The high cost of the company's sales. Internet marketing is a one-on-one and interactive, and customers can participate in the company's marketing activities in the past, so the Internet can strengthen communication with customers and contacts and a better understanding of customer needs, attracted more customers agree . The U.S. company Y ahoo's new star (Y ahoo!) Company to develop a network in Internet information retrieval tools for classification, as the products are highly interactive, the user can think it is important for their classification information to Y ahoo Y ahoo The company immediately joined the classification of information products for the use of other users, so no need for advertising their products on well known, and in a short span of two years the company's stock market value of billions of dollars, an increase of as much as several hundred times.The main method of Internet MarketingCommonly used methods of network marketing system(1)Search Engine Marketing(2)Email marketing permission(3)Online Advertising(4)Web resource cooperation(5)Viral marketing(6)A membership-based network marketingBusiness modelsInternet marketing is associated with several business models. The model is typically defined by the goal. These include e-commerce, where goods are sold directly to consumers or businesses; publishing, or the sale of advertising; and lead-based sites, where an organization generates value by getting sales leads from their site. There are many other models based on the specific needs of each person or business that launches an internet marketing campaign.Common method for classification of network marketing:Web-based network marketing businessTo carry out Internet marketing does not necessarily have to have their own web site, in the absence of site conditions, enterprises in the network to carry out effective marketing. Free web site marketing mainly depends on the network marketing and e-mail marketing virtual community.Web-based network marketing is the subject of network marketing, it's main problem is the web site planning, construction, maintenance people, as well as with other marketing to promote the integration of methods. If the type of e-commerce website, web-based network marketing will be involved in product, price, and other traditional marketing channels and marketing a range of issues to consider.中文译文网络营销的技术依据网络营销是基于技术基础设施的计算机网络营销。

外文文献翻译(附原文)——客户满意

测量管理客户满意定义顾客满意度因为顾客满意度的概念对于许多公司是新的，因此重要的是要明确这一词意味着什么。

顾客满意是顾客的期望得到满足或产品、服务超过应有的程度时对企业感知的精神状态。

实现顾客满意会导致公司的忠诚和产品再购买。

这个定义有一些重要的影响：因为顾客满意是一种主观的，非量化的状态，测量将不准确，将需要采样和统计分析。

顾客满意度的测量必须在了解了顾客的期望和属性表现之间的差距之后进行。

顾客满意度的测量和底线结果之间必定有相关的联系。

“满意”，本身就与顾客有着千丝万缕的联系。

例如，它可以指任何或所有下列例子：某一特定产品或服务质量的满意度;与正在进行的业务关系的满意度;产品或服务的价格性能比的满意度; 产品/服务的满意度，因为达到或超过客户的期望.根据企业的性质和与客户的具体关系，每个行业都可以添加到这个列表。

客户满意度的测量变量会有所不同，它取决于正在研究什么类型的满意。

例如，制造商通常期望按时交货和遵守规范，因此供应商采取的满意的措施应包括这些关键变量。

明确界定和了解客户的满意度，可以帮助任何公司确定产品和服务创新的机会，并作为绩效考核和奖励制度的基础。

它也可以作为客户满意度测量程序的基础，可以确保质量改进的结果集中在客户是最重视的问题上。

顾客满意度测量方案目标客户满意度测量方案的目标,除了一个明确的定义顾客满意，任何一个成功的研究方案必须有明确的目标，一旦达成就会得到等号的结果。

最基本的目标应该满足任何测量程序，包括以下内容：了解所有客户的期望和要求;确定公司和其竞争对手如何满足这些期望和要求; 基于你发现的产品标准上进行服务开发;随时间变化的趋势进行检验，以便采取及时的行动; 确定优先事项和标准来判断，你如何达到这些目标;设计适当的客户满意度测量程序之前，以下基本问题必须清楚地回答：我们收集的信息将如何使用？如何将这一信息允许我们采取组织内部的行动呢？我们应该如何使用此信息，以保持我们的客户和寻找新的呢？必须认真考虑组织希望实现何种结果，如何将这一目标传播到整个组织并且如何使用这些信息。

市场营销外文翻译

外文原文及翻译Internet marketing as an effective direct marketing strategy, network marketing that can be tested and measurable and can be evaluated and controlled. Therefore, the characteristics of the use of network marketing, you can greatly improve the efficiency of marketing and marketing decision-making effectiveness of the implementation.网络营销作为一种有效的直接营销策略，网络营销可检测和测量，也可以评估和控制。

因此，网络营销可以大大提高销售的效率和营销决策实施的有效性。

Enterprises can also be via the Internet with business-related companies and organizations build relationships and achieve win-win development. Internet as a channel of communication between the cheapest, it can help lower costs in the supply of business-to-business yet, distributors such as the establishment of collaborative partnerships. Cases such as in front of the computer company Lenovo, through the establishment of e-business systems and management information systems with the distributors of information sharing, reduce inventory costs and transaction costs, and close cooperation between the two sides. Relating to the application of network theory will be the strategy behind the marketing services network in detail.企业也可以通过互联网和与工作有关的公司和组织建立关系，实现双赢发展。

营销渠道外文翻译(可编辑)

营销渠道外文翻译（可编辑）营销渠道外文翻译外文翻译原文Marketing ChannelMaterialSource: Sales and market Author: Anne T. CoughlanChannels of distribution means that the goods from the producer to users through the whole process, and set of market sales agencies. Right to use marketing channels, enterprises increased rapidly in to the consumer products, to expand the sale and accelerate the flow of funds, reduce the flow of the cost. Any business to put your product sell well, you need the right to select product sales outlets. select the distribution of content, there are two aspects : a channel type is selected, but choose specific middleman.Affect sales channels to choose factors : product factors, including the size of the unit of productions , weight and volume the size, style and fashion, corruption and ,gm products and product of a product of nuclear technology services, the new product to market factors,including small ;market size of the purchase and marketing of seasonal and time, and competitive sales channels for enterprises ; of factors, including the company of scale 1Channel type is selected1 Direct and indirect a sales strategy in marketing. as in tradingin the intermediate to classify, and can be divided into direct andindirect sales outlets in the two types of direct channels of distribution. In the use of the integration of the sales mode of operation, the goods from production to consumption, without any intermediate and indirect sales channels mean the goods from the production areas transferred to the users through a middleman in marketing channels. direct sales, marketing.2 Long and short channel strategy. sales outlets in its length to classify, and length can be divided into several different forms, from production of goods to the user's process, a link, the more salesoutlets in the longer ; on the contrary, the more short. the consumer goods sales channels and four basic types of the consumers :producers retailers ;producers or consumers agent wholesalers retailers consumers ;the wholesale agent retailers consumers. The industrial. Industrial users. The company decided to adopt an indirect sales strategy, to apply to the length of the channels for making a choice. From saving the circulation of commodities, the social cost of production process again, we should try to reduce the number of intermediate links, choose a channel. However, do not think that intermediate little as possible, in most cases, wholesaler and retailer is the role of producers could never be replaced. Therefore, the channel strategy is a channel strategy mustbe integrated into consideration the characteristics of the goods.Marketing channels to disseminate a culture of paper in the promotion of foreign products and services in the process of marketingchannels in the direct or indirect communication and culture. a market regulator should be for marketing channels of some may affect the core values of the negative, of the necessary control and directed at strengthening traditional chinese and the media, marketing channels to promote the people's living standards improve the positive role.In the marketing theory, specifically directed against cultural research mainly embodied in two aspects: marketing activities of a specific cultural background of consumers is the impact; second,specific cultural environment to marketing activities of the normal operation. From the marketing channels to disseminate the culture of the unique perspective study a foreign culture of china's national life, the existing theories results are not many. Therefore, this article mainly for marketing channels of foreign culture and pass transmitted tochina's national life. The potential influence.2Marketing channels of foreign cultural communication problemsraisedMarketing channels in a foreign culture of the problem in china who have taken WTO, theories was concern that foreign and the competitiveness of products to china and the impact of and more pertinently bring forward a number of countermeasures. This measure, the focus of the Chinese market is opening up and improves national standards varied gradations of urgency. Then, in the trade concerned about the sort, the relationship between the lifeblood of some major trades, such as petroleum and stone, and insurance and securities,railway, civil aviation, communications, electricity, telephone and postal, mineral, coal, energy, and weak competitiveness of industries, such as cars, software development, and household appliances, agricultural and other scholars, is the concern of the object. Then, in the trade concerned about the sort, the relationship between the lifeblood of some major trades, such as petroleum and stone, and insurance and securities, railway, civil aviation, communications, electricity, telephone and postal, mineral, coal, energy, and weak competitiveness of industries, such as cars, software development, and household appliances, agricultural, is the object of attention of scholars. These industries as a sector, is the source of the production process, thus been widely appreciated. On the contrary, wholesale and retail industry for their concern is not a lot of research is not quite enough. This is probably due to the wholesale and retail of procedure of sale business links, and as subservient to production activities, is not very important. However, the Chinese market today, an important facts of the people, it is foreign to the wholesalers and retailers in china plays an increasingly important role the growthrate has far exceeded the people's expectations.Foreign wholesale and retail enterprises of entering china market,is not a bad thing. but a lot of foreign products and services to the chinese market at the same time, these products and services, with a foreign culture, also be introduced into china. in spite of the most foreign culture conducive to china's economic and social development,but that do have quite a number of foreign culture and chinese culture has exclusivity and replacement. After all, cultural exchanges with inputs are two entirely different ideas: the former was actively looking for a culture in common with the positive side, while the latter is more passive acceptance from the influence of culture. at present, wholesaler and retailer has become a foreign culture of one of the main channel in foreign culture and their transmission, position and function far more than in china's foreign funded enterprises, the phenomenon needs to be the height of the chinese market regulator.3Foreign cultures in marketing channels in the forms ofCan be said that any kind of product are more or less include the production of national cultural identity. So long as a human wisdom on the products production processes, the product will be more or less equipped with a cultural characteristics. These features can be easily detected. For example, is also a car, not before the assembly are standardized parts, but in a design pattern of the assembly, there is already producing have insisted on the production of the concept and operation of the cultural character. In some countries the car and stable; in some countries the car is convenient and easy; some of the car styling for speed and performance, others to look and feel. From abroad, some common supplies included cultural features largely in the form and packaging, labeling and the directions, these differences in the cultural objective. and, on a western-style restaurant, customers will be more in foreign culture, from the influence of the theory, theprocess, meals, style and product information, both inside and outside the restaurant was, and various aspects of contents.These areas included in the cultural elements for different levelsof the consumer with a degree of influence, especially in some teenagers who the customer groups, its influence than the old society. If the chinese market, foreign products are films, television, literature, and the cultural influence will the chinese nation, and the core value will be greater.译文营销渠道资料来源:营销与市场作者:安妮?T科兰销售渠道是指商品从生产者传送到用户手中所经过的全过程,以及相应设置的市场销售机构。

市场营销专业外文翻译--在线和离线环境下客户的满意度和忠诚度

外文原文：Customer satisfaction and loyalty in online and offlineenvironmentsAbstractWe address the following questions that are becoming increasingly important to manag er in service industries: Are the levels of customer satisfaction and loyalty for the same service different when customers choose the service online versusoffline? If yes,what factors might explain these differences? How is the relationship between customer satisfaction and loyaltyin the online environment different from that in the offline environment? We propose a conceptual framework and develophypotheses about the effects of the online medium on customer satisfaction and loyalty and on the relationships between satisfaction and loyalty. We test the hypotheses through a simultaneous equation model using two data sets of online and offline customers of the lodging industry. The results are somewhat counterintuitive in that they show that whereas the levels of customer satisfaction for a service chosen online is the same as when it is chosen offline, loyalty to the service provider is higher when the service is chosen online than offline. We also find that loyalty and satisfaction have a reciprocal relationship such that each positively reinforces the other, and this relationship between overall satisfaction and loyalty is further strengthened online.D 2003 Elsevier Science B.V. All rights reserved.Keywords: Online markets; Satisfaction; Loyalty; Services, Internet; E-Commerce1.IntroductionThe rapid growth of online transactions in service industries raises important research questions about the levels of satisfaction and loyalty in the online environment, and the relationship between satisfaction and loyalty online relative to offline. Compared to the offline environment, the online environment offers more opportunities for interactive and personalized marketing (Wind and Rangaswamy, 2001). These opportunities may influence customer satisfaction and loyalty differently in the online environmentvis-a`-vis the offline environment.Managers are concerned about how the online medium influences satisfaction and loyalty and the relationship between satisfaction and loyalty. Typically, online customers can more easily compare alternatives than offline customers, especially for functional products and services. A competing offer is just a few clicks away on the Internet. Becauseof these properties of the Web, many managers fear that the online medium may induce lower customer satisfaction and loyalty compared to the offline medium, and that increased satisfaction with a service may not lead to higher loyalty when that service is chosen online.Some recent studies show that there may be systematic differences in customer attitudes and behavior for products and services chosen online versus offline. For example, price sensitivity may actually be lower online than offline (e.g., Degeratu, Rangaswamy,& Wu, 2000; Lynch & Ariely, 2000; Shankar,Rangaswamy, & Pusateri, 2001). Brand names (brand equity) could also have higher impact online than offline (Degeratu et al., 2000). Collectively, these studies suggest that a priori, customer satisfaction and loyalty for services may be different online (compared to offline), and not necessarily lower online. However, we do not know of any academic research that has carefully explored whether the online medium positively or negatively impacts customer satisfaction and loyalty (other things equal) and why.Satisfaction and loyalty are not surrogates for each other (Bloemer & Kasper, 1995; Oliver, 1999). It is possible for a customer to be loyal without being highly satisfied (e.g., when there are few other choices) and to be highly satisfied and yet not be loyal (e.g., when many alternatives are available). Firms need to gain a better understanding of the relationship between satisfaction and loyalty in the online environment to allocate their online marketing efforts between satisfaction initiatives and loyalty programs. If, for example, the firm finds that loyalty is associated with increased satisfaction, it could directly focus on enhancing its loyalty programs. In this paper, we address the following questions: (1) For a given service, other things equal, are the levels of customer satisfaction and loyalty different when the service is chosen online as compared to offline? If yes, what factors might explain these differences? (2) Is the relationship between satisfaction and loyalty stronger or weaker online compared to the offline environment? To answer these questions, we develop a set of hypotheses based on a conceptual framework. To test the hypotheses, we formulate simultaneous equation models and estimate them using data from two sets of online and offline samples in the lodging sector of the travel industry. An important characteristic of industries such as online travel, entertainment (e.g., movie, theater, and concert tickets), and restaurant is that regardless of whether customers choose the service provider online or offline, the actual service is experienced by the customer offline. This characteristic enables us to isolate the effects of the medium on satisfaction, separate from the effects of service attributes.Prior research studies on satisfaction and loyalty have primarily been conducted in theoffline environment. We extend previous research in many ways. First, to our knowledge, ours is the first empirical study to compare the effects of the medium (online versus offline) on customer satisfaction, loyalty, and the relationship between satisfaction and loyalty. Second, we study the reciprocal relationship between customer satisfaction and loyalty that offers the potential for deeper insights into the nature of the relationship between these constructs. We also empirically test this reciprocal relationship. Much prior research has focused on the impact of customer satisfaction on loyalty, but not vice-versa. Third, unlike previous studies that have generally focused on action/behavioral loyalty, we focus explicitly on attitudinal loyalty to the service provider. Attitudinal loyalty is similar to affective/conative loyalty proposed by Oliver (1999) and represents a higher-order, or long-term, commitment of a customer to the organization, which cannot be inferred by merely observing customer repeat purchase behavior. Customer retention can occur without attitudinal loyalty, if for example, the customers are indifferent, or there are no other viable choices in the market.2. Conceptual framework and research hypothesesConsistent with Oliver (1999), we define satisfaction as the perception of pleasurable fulfillment of a service, and loyalty as deep commitment to the service provider. We focus on attitudinal loyalty, rather than on behavioral loyalty (Day, 1969; Dick & Basu, 1994) for the following reasons. A behaviorally loyal customer may be spuriously loyal, that is stay with an organization or service provider until he/she can find some better alternative in the marketplace (Dick & Basu, 1994). An attitudinally loyal customer, on the other hand, has some attachment or commitment to the organization and is not easily swayed by a slightly more attractive alternative. Attitudinal loyalty not only indicates higher repurchase intent, but also resistance to counter-persuasion, resistance to adverse expert opinion, willingness to pay a price premium, and willingness to recommend the service provider to others.We selected the travel industry as the context for our study for three reasons: (1) Although people can make travel choices (reservations) online, they still have to experience the service offline. Therefore, the actual service encounter itself is no different if the same service provider and service options are chosen online or offline. (2) The travel industry is one of the largest industries online and has had a relatively long history of online presence. Thus, many people are comfortable making travel choices online. (3) People make travel choices both online and offline, as compared to a pure online service provider like Yahoo, which has no direct offline equivalent. This allows us to compare online satisfaction and loyalty with offline satisfaction and loyalty for the same service.We develop hypotheses about the effects of constructs focal to our research, namely, the direct effect of the online medium on service encounter satisfaction, overall satisfaction, and loyalty. We also develop hypotheses about the relationship between satisfaction and loyalty and the differential effects of various factors such as ease of obtaining information and frequency of use, online relative to offline. In developing the hypotheses, we primarily draw upon behavioral decision theory that examines tradeoffs between cognitive effort deployed and the quality or accuracy of the decisions (choices) that consumers make (Johnson & Payne, 1985; Johnson, Bellman, & Lohse, 2002). We also predict the effects of control variables such as website factors, service attributes, and prior experience with the service, on satisfaction and loyalty.Fig. 1 summarizes the conceptual model of how the online medium influences customer satisfaction and loyalty. The figure includes the focal constructs as well as control variables. Our main thesis is that satisfaction, loyalty and their relationship differ online from offline because the same customers could make different choices online versus offline in the same decision situation. We now describe each of the constructs used in the study.3. Managerial implicationsBased on our study, we recommend the following strategies and tactics for service providers.（1）Use the online medium to reinforce loyaltySatisfaction builds loyalty, which reinforces satisfaction, a phenomenon which is stronger online than offline. Service marketers should consider developing special loyalty-enhancing initiatives for their online customers to reinforce overall satisfaction.15 For example, a hotel offering rewards based on number of hotel stays could (1) provide additional reward points for booking online, (2) prominently feature these rewards at its website, (3) enable customers to keep track of their reward positions, and (4) proactively remind or encourage customers to act when they get close to their reward milestones. While some companies have implemented the first three initiatives, not many are doing the fourth initiative.(2)Enhance the information content of the websiteOur results show that the depth of information at the website increases service encounter satisfaction, which increases overall satisfaction, which, in turn, has a mutually reinforcing relationship with loyalty. Hotel marketers can enhance the depth of information at their websites by including such content as local weather, nearby attractions and restaurants, maps, events that will be taking place in a locality in the near future, a detailedlist of amenities, pictures of rooms, etc. Yet another promising way to enhance content is for the service provider to partner with other service providers in related markets (e.g., a nearby car rental agency or nearby restaurants).（3）Make information access as easy as possible on the websiteThe finding that ease of obtaining information has a stronger effect on both overallsatisfaction and loyalty online than offline has important implications. First, a service provider should determine the appropriate information needs of its customers. Second, it should design a website so that the customer can access not only all the relevant information but also access them only when he/she needs it. Third, the company should invest in technologies that search for the right information and retrieve the information as quickly as possible. Fourth, the company may want to focus on creating the right user-interfaces that allow customers to access information in the way that is most convenient for them (e.g., on wireless device, without visuals, etc.).（4）Provide greater value to frequent online usersMore frequent users seem to have greater overal satisfaction when they choose the service provider nline than offline. This finding implies that companies hould focus on increasing the frequency of use y online customers. These could be provided in the orm of online promotions and incentives that offer ore hotel stays or free hotel stays for increased use f the service.中文译文：在线和离线环境下客户的满意度和忠诚度*摘要:我们解决的问题在服务行业对管理者来说正变得越来越重要：当顾客选择在线服务或离线服务的时候不同层次的顾客的顾客满意于顾客忠诚会有不同吗？如果是，什么因素可以解释这种差异？是什么关系使得顾客满意与顾客忠诚在在线环境和脱机环境下不同？我们提出了一个概念模型和发展假设关于在线媒体对顾客满意和顾客忠诚的影响和满意和忠诚的关系。

市场营销B2B 中英文

英文资料When marketing is mentioned, many think of the function as it relates to consumers. However, there is another side that is expected to blossom during the next decade – business-to business marketing. According to Business to Business’ “2007 Marketing Priorities and Plans” survey, marketing efforts will grow as business-to-business marketers increase budgets, do more business online, and try new technologies (Maddox, 2006). Respondents shared some of their goals for 2007, and the top three goals were customer acquisition (62.3% of the respondents), brand awareness (19.5%) and customer retention (11%).New market growth, product penetration, research and positioning the company as a thought leader were other goals listed in the survey. Although e-mail, search and Web casts were listed as still being important and worthy of some funding, web site development was the clear leader in getting the largest share of the online marketing budget. The survey also found that 67.7% of advertisers plan to launch new ad campaigns in 2007.“Business-to-Business Marketing is a complex discipline that has become integral to selling products or services to business,industrial, institutional or government buyers” (Oliva, n.d., p. 1).Many forecasters have predicted that this market can expect purchases to net several trillion dollars a year, which is why many are predicting that the growth will outpace Business-to-Consumer marketing. However, the marketing industry will respond accordingly by providing both markets with sufficient attention even though both have different focuses.Business Marketing Versus Consumer MarketingThere are many differences between the two forms of marketing such as business marketing using shorter and more direct channels of distribution (Dwyer & Tanner, 2006), and consumer marketing aiming at larger demographic groups through mass media and retailers. In addition, the negotiation process is more personal between the buyer and seller in business marketing.Business marketers tend to use direct mail and trade journals as the preferred method of advertising, and they only commit a small portion of their budgets to do so (Hull & Speh, 2001).According to Oliva (n.d.), some of the unique features between the two methods are:Business-to-Business (B2B) Marketing•Transactions among and within value chains•Value primarily determined by business economic use•Small numbers of customers, many requiring personalizedmarketing, including customized products and prices•Large customers with strong ma rket power (a business’customers tend to be its competitors)•Diverse and varied customer types and customer needs•Large unit transactions•Complex and lengthy selling processes involving many players creating a demand decision chain•Deeper partnerships with members of the value chain, including customers •Channel management oriented up and down the supply chain•Sales focused on key account management, and multiple purchasing influencers Business-to-Consumer (B2C) Marketing•Transactions through the dealer to the end consumer•Value determined by end-consumer perception•Focus on brand management•Large number of generally similar consumers• Small transactions• Linear selling process, usually of short duration• Channel management oriented to ward retail• Sales activity focused on the end userBusiness marketing’s foundation is based on building profitable,value-oriented relationships between two organizations and their workforces. Business marketers focus on a small number of customers by using sales processes that are large, complex and technical. Due to new marketing and communication technologies, B2B and B2C marketing efforts cross many industries. Business marketers must understand how the two methods work together in order to create and deliver value.eCommerceAlthough Business-to-Consumer electronic commerce captures the attention of the industry, Business-to-Business electronic commerce is the format that is predicted to reap most of e-business activity. Business-to-Business eCommerce has exploded. This market became a trillion-dollar market by 2003, and was expected to have a 90% compound annual growth rate (Sprague, 2000). According to Sprague (2000), B2B e-commerce represents another revolution that is reshaping business relationships and is causing dramatic shifts in channel power as information and communication imbalances disappear” (p.1). B2B eCommerce provides buyers and suppliers with value propositions that can lower transaction costs and increase the value obtained in business relationships. These value propositions provide opportunities for new players to enter the process of facilitating buyer and supplier adoption of eCommerce capabilities.One of the most important objectives of B2B eCommerce is to change the cost and benefits of transactions. Kaplan and Garicano (2001) developed a framework that describes how B2B eCommerce can change transaction costs. The model presented five ways that this could be done, and they are:• Changes in the processes.B2B eCommerce can improve efficiencies by reducing the costs associated with existing business processes. Improvements may occur in two different ways. The first way is to reduce the cost of an activity that is currently being conducted (i.e. catalog orders being taken online versus by telephone or fax). The second way is to use the Internet to redesign the existing process (i.e. Autodaq creates online auctions for usedcars without having to ship the cars to a physical auction). Each process improvement effort should be measured and evaluated to ensure that there are cost savings. This effort can be assessed by documenting the time and costs involved in both the existing process as well as the proposed process. The difference between the two is the savings from the process improvement.• Changes in the nature of the marketplace.Use of the Internet can (1) reduce a buyer’s cost of finding suppliers suppliers, (2) provide buyers with better information about product characteristics, and (3) provide better information about buyers and sellers.•Changes in indirect effects of transaction cost reductions.Better information about future demand through B2B e-commerce may allow a seller to improve its demand forecasts, and use that information to change its production decisions to bettermatch demand. As a result, a buyer may obtain better information about existing and future supplies and use the information to change its inventory decisions. Also, if the Internet is able to produce decreases in the costs of processing transactions in the market, fewer transactions may be processed inside organizations.•Changes the degree of information imcompletenessSince buyers and sellers tend to not have the same information about a particular transaction, one or both parties may be at a disadvantage when evaluating the desirability of a transaction. TheInternet has the potential to change the informational positions of buyers and sellers.中文翻译当一提到市场营销，许多人只意识到与消费者有关的职能。

英文文献及翻译顾客满意策略与顾客满意要点

外文翻译：顾客满意策略与顾客满意营销原文来源：《Marketing Customer Satisfaction》译文正文：自20世纪八十年代末以来,顾客满意战略已日益成为各国企业占有更多的顾客份额,获得竞争优势的整体经营手段。

一、顾客满意策略是现代企业获得顾客“货币选票”的法宝随着时代的变迁,社会物质财富的极大充裕,顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代,到了20世纪八十年代末进入了情感消费时代。

在我国,随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时代,到今天也逐步迈进情感消费时代。

在情感消费时代,各企业的同类产品早已达到同时、同质、同能、同价,消费者追求的已不再是质量、功能和价格,而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位,以及超越消费者期望值的售前、售中、售后服务和咨询。

也就是说,今天人们所追求的是具有“心的满足感和充实感”的商品,是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。

与消费者价值追求变化相适应的企业间的竞争,也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争,即顾客满意竞争。

这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。

它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。

这些综合形象力和如何合成综合持久的竞争力,这就是CS策略所要解决的问题。

CS时代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号,而是以实实在在的行动为基础的企业经营的一门新哲学。

在B2B市场中服务质量和市场营销的性能：探索客户满意度的媒介作用外文翻译

在B2B市场中服务质量和市场营销的性能：探索客户满意度的媒介作用外文翻译毕业论文(设计)外文翻译题目: 产品销售过程中的服务质量研究一、外文原文标题:Service quality and marketing performance in business-to-business markets: exploring the mediating role of client satisfaction原文:KeywordsService quality assurance, Product quality, Information systems, Business-to-business marketing, Customer loyalty, Customer satisfactionAbstractDrawing on relevant literature, the authors empirically test a model of business loyalty in a sample of 234 clients of information systems suppliers, integrating the concepts of service quality, satisfaction, and loyalty. The study builds on recent advances in services marketing theory and assesses the relationships underlying the identi?ed constructs in the speci?c industry. A clear pattern of service quality dimensions isestablished following the Gronroos conceptualisation. Several important ?ndings are reported, including the empirical veri?cation of the mediating role of industrial satisfaction in the formation of loyalty attributes. Industrial satisfaction fully mediates the relationship between accessibility and loyalty and partially mediates latent construct’s relationship with technical assistance and delivery service. The results provide robust evidence concerning the direct effect of industrial satisfaction on loyalty,accessibility, delivery, and product reliability as antecedents of industrial satisfaction.IntroductionThe advent of relationship marketing and the increased competition that has characterised markets over the past 30 years has resulted in consumer satisfaction and related research constructs becoming central topics in the services literature. Particular attention has been given to the conceptualisation and measurement of the variables of quality and satisfaction. These variables are central to modern marketing theory and practice as principal indicators of marketing performance Babin and Grif?n, 1998; Walker, 1995; Jones and Suh, 2000. The importance of studying and understanding these two related variables can be illustrated by their relation with behavioural intentions and loyalty Newman and Werbel, 1973; LaBarbera and Mazursky, 1983; Cronin and Taylor, 1992; Rust et al., 1995; Singh, 1990; Taylor and Baker, 1994; Zeithaml et al., 1996.Although numerous studies have made an effort to clarify, conceptualise, and measure these constructs in a business-to-consumer environment, in a business-to-business B2B context there continues to be debate regarding: the identi?cation of the variables responsible for external effects; the form and/or strength of the relationships between them; and the presence of interaction or mediational effects between them. There is a large body of contradictory empirical evidence Schellhase et al., 1999; Parasuraman, 1998. In assessing the effects of perceived quality, many researchers have suggested its positive in?uence on loyalty Carman, 1990; Parasuraman et al., 1985, 1988; Boulding et al., 1993. However, recent ?ndings demonstrate that this correlation is either not signi?cant or mediated by satisfaction Cronin and Taylor, 1992; Spreng and Singh, 1993; Cronin et al., 2000 The paucity of research assessing quality and satisfaction in B2B markets has created a need for conceptual and empirical research to: establish a pattern of dimensions that formulate the quality perceptions of industrial buyers; de?ne the concept of industrial satisfaction and clarify its role within a B2B services framework; establish theoretical and empirical links between these two constructs in terms of industrial behavioural intentions and loyalty levels; and identify an appropriate method of measuring the constructs involved One of the main objectives of the present research was to clarify the contradictory evidence with respect to the relationships among theconcepts of service quality, industrial satisfaction, and loyalty, and to provide evidence of the mediating role of industrial satisfaction In particular, the purposes of the present study were: to develop a validated instrument of loyalty measurement using the key constructs of quality perceptions and industrial satisfaction; to create the theoretical basis upon which hypotheses can be formulated concerning the variables of perceived quality, industrial satisfaction, and loyalty; to explore and identify a stable pattern of the dimensions of quality perceptions in an industrial context; and to test the hypotheses and the mediating role of industrial customer satisfaction empirically The present paper begins with an examination of the literature pertaining to each of the concepts involved and the presentation of the study’s conceptual framework. The methodology employed in this research is then explained and the study results are presented and discussed. Finally, conclusions and managerial implications of the study are provided and a set of future research directions is examined, as are the limitations of this study.Literature reviewService qualityIn the services marketing literature, the service-quality construct is a controversial topic Brady and Cronin, 2001; Zeithaml, 2000; Zins, 2001; Rust and Oliver, 1994; Lapierre et al., 1996. In the business-to-consumer literature, researchers have adopted three broadconceptualisations. The ?rst, proposed by Gro ¨nroos 1982, 1984, de?ned the dimensions of service quality in global terms as being functional and technical. The second, proposed by Parasuraman et al. 1988, identi?edservice-quality dimensions using terms that describe service-encounter characteristics reliability, responsiveness, empathy, assurances, and tangibles. The third, proposed by Rust and Oliver 1994, considered overall perception of service quality to be based on the customer’s evaluation of three dimensions of service encounters: the customer-employee interaction, the service environment, and the service outcome. It is not clear, however, which of these conceptualisations and dimensional patterns are the most appropriate to use Brady and Cronin, 2001; Rust and Oliver, 1994.Industrial satisfactionAlthough manufacturers and retailers consider satisfaction to be a key variable ? indicative of the success or failure of a business relationship ? a review of the pertinent literature reveals: .a lack of a consensus de?nition for consumer satisfaction ? thus posing serious problems for researchers in terms of conceptualisation,operationalisation, and measurement Babin and Grif?n, 1998; Woodruff and Gardial, 1996; Giese and Cote, 2000; and a lack of a comprehensive, theoretically based, empirical research stream Schellhase et al., 1999.In B2B markets, the principal differences among end-consumers arise from the decision-making unit evaluating the product or service. When considering the satisfaction of an industrial client, it is necessary to evaluate the satisfaction of the different constituents of the buying centre who are in contact with the industrial supplier Parasuraman, 1998. Even though the individual members of a buying centre are guided by the company’s objectives, they have their own motivations and objective s and evaluate the performance of the product or service according to their own reference standards Anderson and Narus 1990, in their effort to model manufacturer-distributor relationships, de?ned satisfaction as a positive, affective state resulting from the appraisal of all aspects of a ?rm’s working relationship with another ?rm. This de?nition posits that satisfaction understood as affective can be contrasted with an objective summary assessment of outcomes ? thereby forming a target-performance comparison mechanism. If expectations are exceeded by performance, satisfaction is generated Churchill and Surprenant, 1982; Bearden and Tell, 1983; LaBarbera and Mazursky Previous research has used various methods of satisfaction measurement. Objective measures of satisfaction have included the acquisition of data on variables such as market share and loyalty as indicators of client satisfaction Oliver, 1980; Oliver and Swan, 1989. Due to the suspect validity of objective measures, information on satisfaction can alternatively be collected on a subjective basis.Attribute-oriented procedures acquire data on satisfaction indirectly by using indicators such as complaints ?gures Oliver, 1980; Bearden and Tell, 1983 Explicit approaches have directly measured satisfaction using single overall or multidimensional scales. Using these scales, overall satisfaction is an aggregation of all previous transaction-speci?c evaluations and is updated after each speci?c transaction ? in much the same way as expectations of overall service quality are updated after each transaction in a business-to-consumer environment Boulding et al., 1993. Transaction-speci?c satisfaction might not be perfectly correlated with overall satisfaction ? because service quality is likely to vary from experience to experience, especially in an industrial context. Overall satisfaction can be viewed as a moving average that is relatively stable and similar to an overall attitude Parasuramanet al., 1994 After thorough interviews with professionals in the area under investigation, it was clear to the present researchers that none of the existing de?nitions depicted the elements of buying centres and relationship evolvement over time. The present researchers therefore decided to adapt the cumulative de?nition of industrial satisfaction of Chumpitaz 1998:Industrial satisfaction is an overall evaluation of the total purchase, use and relationships experience with a product or service over time, as expressed by members of the buying decision centre.This de?nition provided the basis for conceptualising and measuringeffectively the industrial satisfaction construct in the present study.To conceptualise perceived service quality, Oliver 1993 distinguished between quality and satisfaction by noting that the dimensions underlying quality judgments are rather speci?c ? whether they are cues or attributes Bolton and Drew, 1991. Satisfaction judgments, in contrast, can result from any dimension ? some related to quality, and some not. Expectations of quality are based on ideals or perceptions of excellence, whereas a large number of non-quality issues ? including needs Westbrook and Reilly, 1983 and equity or fairness Oliver and Swan, 1989 ? help in the formation of satisfaction judgments. Rust and Oliver 1994, p. 6 sta ted that “ quality is one dimension on which satisfaction is based”. In making this statement they were in accord with Dick and Basu 1994, Anderson and Fornell 1994, Iacobucci et al. 1995, Sivadas and Baker- Prewitt 2000, and Odekerken-Schroder et al. 2000. More recently, Cronin et al. 2000, in their study of six different service industries, supported and built on the extant literature by indicating that service-quality perceptions are important determinants of satisfaction Based on previous evidence concerning the causality of these related constructs, the present study placed service-quality perceptions as antecedents to the formation of industrial satisfaction attributes. Considerable evidence con?rms that performance judgments of service related issues play a signi?cant role in the formation of satisfaction cues Erevelles andLeavitt, 1992; Oliver, 1980; Kristensen et al., 1999; Martensen et al., 2000. This leads to the following hypothesis being proposed: H1In a business-to business context, quality perceptions have a positive in?uence on industrial satisfaction levels.LoyaltyThe importance of loyalty has been widely recognised in the marketing literature Oliver, 1999; Samuelson and Sandvik, 1997; Howard and Sheth, 1969. Reichheld and Sasser 1990 have studied the impact on pro?ts of having a loyal customer base, and Aaker 1991 has discussed the role of loyalty in the brand-equity process, observing that brand loyalty reduces marketing costs and that the relative costs of customer retention are substantially less than those of acquisition Fornell and Wernerfelt, 1987. Another important element of brand loyalty is the intended support of the product or service expressed in communication experiences ? with positive word of mouth among loyal consumers leading to greater resistance to competitive strategies Arndt, 1967; Oliver, 1999; Dick and Basu, 1994.Despite the clear managerial relevance of brand loyalty, conceptual and empirical gaps remain Chaudhuri and Holbrook, 2001; Lau and Lee, 1999; Oliver, 1999; Fournier and Yao, 1997. Speci?cally, the concept of loyalty in a B2B context is not clearly de?ned and there are numerous ways of de?ning and measuring this matter on a consumer market basis. Oliver 1999, p. 34 de?ned brand loyalty as follows:. a deeply held commitment to re-buyor re-patronize a preferred product/service consistently in the future, thereby causing repetitive same brand or same brand-set purchasing, despite situational in?uences and marketing efforts havingthe potential to cause switching behavior.This de?nition emphasises the two principal aspects of brand loyalty that have been studied in previous studies: behavioural and attitudinal Aaker, 1991; Assael, 1998;Day, 1969; Jacoby and Chestnut, 1978; Jacoby and Kyner, 1973; Oliver, 1999; Tucker, 1964. Behavioural loyalty refers to repeated purchases of the brand, whereas attitudinal brand loyalty includes a degree of dispositional commitment in terms of some distinctive value associated with the brand. The attitude behind the purchase is important because it drives behaviour. Although brand-loyal behaviour is partly determined by situational factors such as availability, attitudes are more enduring Jacoby and Kyner 1973 proposed a de?nition of loyalty that includes six necessary conditions ? that brand loyalty is the biased that is, non-random, behavioural that is, purchase response, expressed over time, by some decision-making unit a person or group of persons, with respect to one or more alternative brands out of a set of such brands, and is a function of psychological processes decision-making, evaluative. Bloemer and Kasper 1995 studied the differences between“true” loyalty and “spurious” loyalty the latter being due to an inertia effect. These authors found that true loyalty implies in addition to repetitivepurchasing a true commitment to the brand. Oliver 1997, 1999 also evoked this notion of commitment in his research on satisfaction and brand-loyalty relationship. Numerous studies have established a relationship between service quality and loyalty. Some have posited an indirect in?uence Andreassen and Lindestad, 1998; Ostrowski et al., 1993; Patterson and Spreng, 1997; Pritchard and Howard, 1997, whereas others have posited a direct in?uence Boulding et al., 1993; De Ruyter et al., 1998. Recent research has indicated a positive and signi?cant relationship between a customer’s perception of service quality and that customer’s loyalty expressed as willingness to recommend the company and intentions to repurchase Parasuraman et al., 1988; Zeithaml et al., 1996; Cronin and Taylor, 1992; Danaher and Rust, 1996a, b; Bitner, 1990; Patterson, 1995. These scholars have suggested that the service perceptions of members of the buying centre directly in?uence loyalty levels of the buying centre towards the supplier ?rm. The following second hypothesis is therefore postulated:H2. In a business-to business context, quality perceptions have a positive in?uence on loyalty levels.出处:Ruben Chumpitaz and Nicholas G. Paparoidamis. Service quality and marketing performance in business-to-business markets: exploring the mediating role of client satisfaction [j].Managing Service Quality, Volume 14, Number 2/3,2004, pp. 235-248二、翻译文章标题:在B2B市场中服务质量和市场营销的性能:探索客户满意度的媒介作用译文:关键词服务质量保证,产品质量,信息系统,B2B市场营销,客户忠诚度,客户满意度摘要结合相关的文献,作者们在234个信息系统提供商的样本中测试了关于企业忠诚的模型,同时整合了服务质量、满意度和忠诚度的概念。

网络营销中英文对照外文翻译文献

网络营销中英文对照外文翻译文献
网络营销已经成为现代市场营销的重要方式之一，不仅受到广大企业的关注，也成为了许多学者研究的热点。

本文翻译了一篇网络营销的英文文献，并提供了中英文对照。

英文原文：
Title: How to Use Content Marketing to Boost Your Leads by Withholding Information
Author: Konstantinos Loupelis
内容：本文主要介绍了如何利用内容营销来扩大潜在客户群，网站会员和现实销售。

内容营销是什么？内容营销是指利用高质量内容对观众进行品牌营销，将观众吸引到公司网站，从而增加客户数量。

而作者提供的方法是不要把所有信息都公布，而是在某一时刻进行揭秘，从而吸引更多观众。

中文翻译：
标题：如何利用内容营销来引导潜在客户
作者：Konstantinos Loupelis
内容：内容营销是广告营销的变体，但是它利用高质量的内容
吸引观众，从而增加客户数量。

通过提供有助于观众的有价值的信息，该方法不仅可以增加网站流量和现实销售，还可以增加网站会
员数量。

这种方法的核心是不公开所有信息，而是设法以有创意的
方式逐渐透露信息，吸引观众关注品牌，从而促进营销目标的实现。

服务是最好的营销英语演讲

服务是最好的营销英语演讲Ladies and gentlemen：Today, I am going to talk about the importance of service in marketing. Service is something that customers experience when they interact with a brand, and it has a significant impact on their overall impression of the company.Marketing is all about creating brand awareness and attracting customers. However, it is the quality of service that determines whether a customer will become a loyal fan or turn into a critic. Customers today are more discerning than ever before. They look for value for money and excellent service.Service is not just about what the company provides; it is also about how it provides it. The attitude of employees, the speed of response, and the ease of communication are all part of the service experience. The company must ensure that its employees are trained to handle customer queries and complaints with empathy and efficiency.Word-of-mouth publicity is an effective way of marketing a brand. Customers who are happy with a product or service are more likely to recommend it to their friends and family than a company can ever hope to do through advertising. This is because personal recommendations have more credibility than an official statement.Service is critical in retaining customers. It is said that it costs fivetimes more to acquire a new customer than to retain an existing one. The company must prioritize the needs of its customers and ensure that they are consistently met. This can only be done by listening to the customers, understanding their needs, and constantly improvising.In conclusion, service is the best marketing tool a company can have. It not only enhances brand image but also builds trust among customers. Companies that prioritize customer satisfaction through excellent service will always have a competitive edge over others. Thank you!女士们，先生们：今天，我要谈谈服务在营销中的重要性。

外文翻译客户之间的关系满意顾客忠诚度和盈利能力的办法进行实证研究

外文翻译客户之间的关系满意顾客忠诚度和盈利能力的办法进行实证研究在当今竞争激烈的商业世界中，企业越来越意识到保持良好的客户关系、提高顾客满意度和忠诚度以及实现盈利能力的重要性。

本文旨在通过实证研究的方法，深入探讨外文翻译客户之间的关系、满意顾客忠诚度和盈利能力之间的相互作用和影响机制。

一、外文翻译客户关系的内涵外文翻译客户关系不仅仅是简单的服务提供与接受的过程，它涵盖了从客户需求的识别、沟通交流、服务交付到后续的反馈和改进等一系列环节。

在这个过程中，建立有效的沟通渠道、理解客户的期望和需求以及提供个性化的解决方案是至关重要的。

首先，良好的沟通是建立稳固客户关系的基础。

这包括清晰地了解客户的翻译要求，包括语言对、专业领域、交付时间等方面的需求。

同时，及时向客户反馈翻译进展和可能出现的问题，能够增强客户对服务的信任感。

其次，个性化的服务能够满足客户的特定需求，从而提高客户的满意度。

例如，对于长期合作的客户，了解其行业特点和常用术语，能够提供更加精准和专业的翻译服务。

二、顾客满意度在其中的关键作用顾客满意度是衡量客户对所接受服务的感受和评价的重要指标。

在外文翻译领域，顾客满意度主要取决于翻译质量、交付时间、价格合理性以及服务态度等方面。

高质量的翻译是满足客户的核心需求。

准确无误、语言流畅、符合行业规范的翻译能够让客户感到满意。

同时，按时交付翻译成果也是至关重要的，延误可能会给客户带来不必要的损失和麻烦。

价格的合理性也是影响顾客满意度的一个因素。

客户通常希望在获得优质服务的同时，能够支付合理的价格。

因此，企业需要制定合理的价格策略，以平衡成本和客户的支付意愿。

此外，服务态度的友好和专业也能够为客户带来良好的体验。

及时回应客户的咨询和解决问题，能够让客户感受到被重视和尊重。

三、顾客忠诚度的形成与影响当客户对翻译服务感到满意时，就有可能形成忠诚度。

顾客忠诚度表现为客户的重复购买意愿、向他人推荐的意愿以及对价格变动的容忍度等方面。

企业市场营销外文文献——中文译文

Science and technology enterprises Marketing StrategyABSTRACTWith the coming of knowledge-based economy,higll＆new-tech enterprises play an increasingly strategic role in national economy,and also make great contribute to providing advanced products and services，promoting technical progress,enlarging employment and developing the national economic competitive power．But while they make a SUCCESS upon advanced technology and hi-tech products，they usually put too much emphasis oll technology advantages，accordingly neglect the research and applications of marketing strategy and management,and then caused the Marketing Myopia resulting in passiveness evefl defeat to the management．So how to exercise modem marketing theories,research and constitute marketing strategy and policy of lIigh＆new-tech enterprises，and provide necessary theory base and suppoaing to the marketing problems of hiigh＆new—tech enterprises，has some reality significance and generalize application value to promote continuance，healthy and rapidly development ofhigh&new—tech enterprises．KEYWORDS：high&new—tech enterprise，marketing strategy,technical marketing，innovation ofmarketing theoriesFirst, the science and technology enterprise marketing strategyMarketing strategy is the enterprise under the guidance of the marketing concept ，the application of modern management methods , for a period of time ，the development of the overall business marketing ideas and planning。

电子商务毕业论文外文翻译---构建数据挖掘在客户关系管理中的应用

英文翻译原文题目：Building Data Mining Applications for CRM出处：New York McGraw-HillProfessional,2000.Berson,Alex.;Smith,Stephen;Thearling, Kurt译文题目：构建数据挖掘在客户关系管理中的应用介绍在过去的几年里，公司和他们的客户之间的接触发生了戏剧性的变化。

顾客不再有过去那么高的忠诚度。

结果是，公司发现他们必须更好地了解和理解他们的客户，对于客户的要求和需求也必须更快地响应。

另外，响应的时间必须大大缩短，不能等到让你的客户等地不耐烦的时候才采取措施，那样就太晚了！为了取得成功，公司必须具有前瞻性，及早了解到你的客户需要的到底是什么。

如果现在说店主能够毫不费力地明白他们消费者的需求而且加以快速的响应，那无疑是陈词滥调。

过去的店主能够仅仅凭借自己的记忆记住他们的客户，而且当客人进来的时候知道该怎么做。

不过现在的店主无疑面临着更为严峻的情况：越来越多的消费者、越来越多的产品、越来越多的竞争对手，但是必须在比过去少的多的时间内了解消费者的需求无疑更为困难。

企业做了许多努力来加强与客户之间的联系。

举个例子来说：压缩市场周期。

企业对于客户的统计分析显示，客户的忠诚度在不断地下降。

而对于客户而言，忠诚两个字仿佛是很遥远的事情了。

一个成功的企业必须加强对他们客户的影响力，提供给他们持续的影响力。

另外，需求是随着时间不断变化的，你必须满足不断变化的需求。

如果你不能快速对客户的需求加以反应，你的客户会转向那些能够帮助他们的公司。

市场的成本越来越大，每一样东西的成本都似乎越来越大。

打印、邮资、特别的服务（如果你不提供这些特别的服务，你的竞争者会提供的）消费者希望货物能够满足他们的要求，每一项都符合。

这意味着他们提供的产品数量和供货方式会急剧地增加。

建立数据挖掘应用程序我们必须要意识到重要的一点，数据挖掘只是整个过程的一部分。

外文翻译--在B2B市场中服务质量和市场营销的性能：探索客户满意度的媒介作用

外文文献翻译——顾客满意度(附原文)

网络营销中英文对照外文翻译文献

市场营销外文翻译---衡量口碑营销的新方法

O2O商业模式和团购网站外文文献翻译2014年译文3100字

电子商务 外文翻译

市场营销毕业论文外文翻译--提高服务质量的十项建议

网络营销外文资料及中文译文

外文文献翻译(附原文)——客户满意

市场营销外文翻译

营销渠道外文翻译(可编辑)

市场营销专业外文翻译--在线和离线环境下客户的满意度和忠诚度

市场营销B2B 中英文

英文文献及翻译顾客满意策略与顾客满意要点

在B2B市场中服务质量和市场营销的性能：探索客户满意度的媒介作用外文翻译

网络营销中英文对照外文翻译文献

服务是最好的营销英语演讲

外文翻译客户之间的关系满意顾客忠诚度和盈利能力的办法进行实证研究

企业市场营销外文文献——中文译文

电子商务毕业论文外文翻译---构建数据挖掘在客户关系管理中的应用

电子商务外文翻译