工商管理专业Strategic-marketing营销策略大学毕业论文英文文献翻译及原文

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营销策略英文作文范文

营销策略英文作文范文英文回答：Marketing Strategy。

A marketing strategy outlines the roadmap for achieving marketing goals. It involves identifying target customers, defining value propositions, setting marketing objectives, and selecting the appropriate marketing mix strategies to reach the target market.Target Customers。

The first step in developing a marketing strategy is to identify the specific group of customers the business aims to reach. This involves understanding their demographics, psychographics, and behaviors. By defining the target customer, the business can tailor its marketing efforts specifically to their needs and preferences.Value Proposition。

A value proposition is a statement that conveys the unique benefits and value a product or service offers toits customers. It should clearly differentiate the offering from competitors and address the specific needs of the target customer.Marketing Objectives。

优秀的营销策略英文作文

优秀的营销策略英文作文1. Personalized Marketing。

One of the most effective marketing strategies is personalized marketing. This involves tailoring your marketing messages to individual customers based on their preferences and behaviors. By using data analytics and customer segmentation, you can create targeted campaigns that are more likely to resonate with your audience. This can lead to higher engagement rates, increased sales, and improved customer loyalty.2. Influencer Marketing。

Influencer marketing has become increasingly popular in recent years. This involves partnering with social media influencers who have a large following in your target market. By collaborating with influencers, you can tap into their audience and leverage their credibility to promote your products or services. This can be a highly effectiveway to reach new customers and build brand awareness.3. Content Marketing。

工商管理专业英语有关英语论文及翻译

Benchmarking of human resource management in the Pu b lic sector: P rospects, pro b lems and challengesDavidM AkinnusiOrganisational/Industrial Psychology and Human ResourcesManagementNorth West UniversitySouth AfricaCorrespondence to: David M Akinnusie-mail:*********************.zaABSTRACTThis paper reviews the role of human resource management (HRM) which, today, plays a strategic partnership role in management. The focus of the paper is on HRM in the public sector, where much hope rests on HRM as a means of transforming the public service and achieving much needed service delivery. However, a critical evaluation of HRM practices in the public sector reveals that these services leave much to be desired. The paper suggests the adoption of benchmarking as a process to revamp HRM in the public sector so that it is able to deliver on its promises. It describes the nature and process of benchmarking and highlights the inherent difficulties in applying benchmarking in HRM. It concludes with some suggestion s for a plan of action. The process of identifying “best” practices in HRM requires the best collaborative efforts of HRM practitioners and academicians. If used creatively, benchmarking has the potential to bring about radical and positive changes in HRM in the public sector. The adoption of the benchmarking process is, in itself, a litmus test of the extent to which HRM in the public sector has grownprofessionally.Keywords:benchmarking, benchmarking process, human resource management, public sector, public sector managementIn any organised human activity, human beings naturally take precedence over other resources, as it is they and they alone who are capable of directing and utilising other resources. Effective human resource management (HRM) has, therefore, become crucial and critical to the achievement of individual, organisational, community, national and international goals and objectives. Ironically, even though human beings are widely considered as the most important assets of any organisation or nation, their development, motivation and utilisation have not always occupied the central place in management (Bendix, 1996, p. 4-10). In the history of management thought, the neglect of the human side of enterprise brought the scientific school of management to its knees and led to the rise of the human relations and the behavioural schools of thought which firmly succeeded in putting human beings as the core of management (Carrell, Elbert & Hartfield, 1995). In the practical world, the commodification or de-personalisation of human beings during the industrial revolution was also associated with the rise of trade union movements, leading to government interventions and regulations and the emergence of labour relations and personnel administration as fields of study (Bendix, 1995, p. 7). In the 1990s, personnel management metamorphosed into human resource management in clear recognition of its strategic role in the overall performance of organisations (Authur, 1994; Cascio, 1995; Huselid, 1995; Gerber, Nel & van Dyk, 1998).THE STATE OF HRM IN SOUTH AFRICAThe history of South Africa, rising from the ashes of the apartheid regime, is replete with cases of poor HRM, to the point of constrictingits development more than a decade after its independence (Deputy President, Phumzile Mlambo-Ngcuka, 2006). The Deputy President while launching the Joint Initiative for Priority Skills Acquisition (JIPSA) remarked that:Nothing short of a skills revolution by a nation united will extricate us from the crises we face. We are addressing logjams, some of which are systemic and therefore in some cases entrenched even in post-apartheid South Africa. The systemic nature of some of our challenges undermine our excellent new policies, at least in the short term, hence the need for interventions such as JIPSAto enhance implementation of our policies (.za/speeches/2006/06032810451001.htm) Historically, South Africa has performed very poorly in practically all the criteria on the liability side of human resources balance sheet as measured by the World Competitiveness Ratings (1998, 1999). Some of these include equal opportunity, skilled labour, Aids, worker motivation, brain drain, unemployment, alcohol and drug abuse, values of the society, illiteracy, dependency ratio, human development index and competent managers. The field of labour relations (LR), like its human resources counterpart, reflects the country’s socio-political history which was characterised by deep divisions along racial and political lines, discrimination, unfair labour practices and gross distortions in the labour market systems, resulting in serious confrontations between the social partners and perennial industrial unrest (Bendix, 1996, p. 71-104).These stark realities have prompted the democratic government to enact a series of laws designed to bring radical changes in the areas of HRM and labour relations. Some of these include:● Occupational Health and Safety Act No 85 of 1993● Labour Relations Act 66 of 1995 and Labour Relations Amendment ActNo 127 of 1998● South African Qualifications Act No 58 of 1995● Basic Conditions of Employment Act No 104 of 1997● Employment Equity Act No. 55 of 1998● Skills Development Act No 97 of 1998● Skills Development Levies Act No. 9 of 1999● Promotion of Equality and the Prevention of Unfair DiscriminationAct 4 of 2000● White Paper on Human Resource Management in the Public Service,2000The intention of these Acts was to create a healthy, humane, just and equitable workplace or society, free from discrimination and oppression and in which people and workers are educated and continuously trained to meet the challenges of nationaldevelopment and globalisation in a peaceful industrial climate. In 2006, the nation launched the Joint Initiative on Priority Skills Acquisition (JIPSA) to develop skills that are most urgently needed as part of the Accelerated and Shared Growth Initiative for South Africa (AsgiSA), which was to propel South Africa at a development trajectory of 6% GDP by 2010. The implementation and the realisation of these Acts and initiatives require, among other things, managers and, especially, human resource professionals, whose responsibility it is to effectively manage the human resources of their organisations. For its own part, the South African Board of Personnel Practice has proposed a bill, the Human Resource Profession Bill (2005), which intends to professionalise the practice of HRM in South Africa.The focus of this paper is on HRM in the public sector, where the challenges are most acutely felt. The Government White Paper on Human Resource Management in the Public Service (2000) notes that national departments and provincial administrations employ approximately 1,2 million people, who account for more than 50% of all public expenditure.It declares that “people are therefore the Public Service’s most valuable asset, and managing human resources effectively and strategically must be the cornerstone of the wider transformation of the Public Service”. Appropriately, Government has embraced the shift of focus from personnel administration to HRM. Therefore, Government’s vision of HRM in the Public Service is that it will “result in a diverse, competent and well-managed workforce, capable of, and committed to, delivering high quality services to the people of South Africa”. It further stressed that the practice of HRM would be underpinned by the following values which derive from the Constitution: fairness, accessibility, transparency, accountability, participation and professionalism.However, the White Paper on Human Resource Management in the Public Service (2000) was quick to point out the inadequacies and out-dated practices of HRM in the public sector, describing various aspects of it in the following ways: (It is) over-centralised, excessively bureaucratic and rule-bound. It is focused on form rather than substance and results. Human resource planning is weak; post-filling and promotion criteria over-emphasize educational qualifications and seniority and little or no emphasis is placed on the requirements of the job to be done. Performance management is also underdeveloped.All these inadequacies and the racial imbalance simply mean that Government’s avowed desire to transform public service delivery by putting people first (via the “Batho Pele principles”) would be greatly frustrated by an inefficient and ineffective management, in general, and lacklustre state of human resource management, in particular.More than a decade after independence, the state of HRM in South Africa has not changed as drastically as expected at either the macro or micro level. This is due to a number of factors including the following(Gerber, Nel and van Dyk, 1998; Bowmaker-Falconer, Horwitz, Jain & Taggar, 1998; White Paper on HRM, 2000; Horwilt, Browning, Jain & Steenkamp, 2002; /ipp/guardian/2008/05/27/115219.html):1.Reluctance by corporations to embrace transformation and majorchanges implied or required by the various legislations.2.Reluctance on the part of trade unions to buy into the perceivedcapitalist agenda of the new government, leading to a shaky alliance between government and its alliance partners, the Congress of South African Trade Unions (Cosatu) and South African Communist Party (SACP).3.Fear of reverse discrimination by whites, sparking off emigrationin large numbers and leading to only modest gains in the area of employment equity and diversity management.In short, although South Africa is armed with formidable legislative armoury to create a humane society and organisational environments conducive to HRM, the fact remains that it will take many more years to undo the legacy of apartheid in “creating structural inequalities in the acquisition of education, work skills and access to managerial, professional and occupational positions” (Horwitz, Browning, Jain & Steenkamp, 2002). This situation, therefore, calls for innovative practices such as benchmarking, the focus of this studyAIMS AND STRUCTURE OF THE PAPERThe role of benchmarking will be discussed in the context of the above concerns. The aim of this paper is to advocate the adoption of benchmarking as a tool to revamp, in order for Government to be able to deliver on its promises. The objectives are to describe the nature and process of benchmarking, to highlight the inherent difficulties in applying benchmarking in HRM and to suggest a plan of action. Accordingly, the restof this paper is structured, first, to highlight the nature and process of benchmarking and then to review the literature on benchmarking as applied to the HRM function. The problems and prospects of benchmarking in HRM are highlighted and discussed. In conclusion, approaches and suggestions for using benchmarking to improve HRM practices in the public sector are made.BENCHMARKING OF HRMBest practice in the case of HRM refers to high performance work practices such as recruitment, selection, performance management and training that may in turn have an impact on the institution’s performance and, ultimately, on the competitive advantage of an organisation (Huselid, 1995; Schuler & MacMillan, 1984). The search for the best practice in HRM is driven by two major considerations. The first is the fact that labour costs are generally high everywhere and South Africa is not an exception. The second is that evidence highlighting the value of HRM to an organisation may help the human resource function to gain strategic status (Torrington & Hall, 1996).A range of HRM practices often incorporated into these analyses includes the following: incentive plans, training and development, recruitment and selection, compensation, industrial relations and performance appraisals. These have been identified as high-performance work practices that can lead to lower employee turnover, greater productivity and better corporate financial performance (Huselid, 1995; Huselid & Becker, 1996). Other potential best practices are occupational health and safety (Nelson, 1994) and enterprise bargaining, reflecting management quality and Equal Employment Opportunities (EEO) and Affirmative Action (AA) policies as indicators of human resource utilisation. The ultimate benefit of strategic HRM to an organisation isits ability to facilitate HRM’s contribution to the organisation in the acquisition and maintenance of a sustainable competitive advantage (Teo, 1998). One way to achieve improvements in competitiveness, which is the focus of this paper, is through benchmarking HRM best practices.The Rodwell, Lam and Fastenau (2000) paper is a significant contribution to benchmarking for two major reasons. Firstly, it is an attempt by academics to seek the “best” set of HRM practices which distinguishes poor from better performing organisations. In this respect, their example is worth emulation, as the set of best practices is contingent on the nature of the industry and the environment investigated. Rodwell et al’s (2000) study surveyed the finance industry in Australia where, they found, counter-intuitively, that a lack of written policies on health and safety was one of the major “best” practices. It is immediately apparent that the findings of this study are not only limited to the industry and the country studied, but also cannot be generalised to the finance industry of another country, say South Africa, where the issue of safety has taken on dramatic importance in that industry in the era of bombings of ATM cash points and cash-in-transit heists that are a daily occurrence in South Africa, with Crime Statistics reporting a 74% rise in cash-in-transit heists in June 2008 (/stories/200609280232.html, accessed in July 13, 2008).SUGGESTIONS FOR BENCHMARKING HRM IN THE PUBLIC SECTOR Benchmarking presents managers of public sector institutions in South Africa with the challenge of venturing to compare their functions, not only internally among themselves, but also against other best-run government departments or best-run companies in South Africa. Admittedly, there are differences in the ethos and cultures of public and private sector organisations; nevertheless, the call for the public service tobe more results oriented can only be met by understanding and learning from practices of their private sector counterparts and initiating creative and appropriate changes. Benchmarking is no longer the monopoly of the private sector. Public sector institutions in most of Western countries are using benchmarking to meet the enduring challenge to provide maximum value for money –i.e. highest quality at least cost (see, also Sedgwick, 1995; and Dorsch & Yasin, 1998).As for HRM managers in public sector institutions in South Africa, benchmarking presents them with the challenge of moving out of their cocoons. Benchmarking presents HRM professionals in the public sector with a golden opportunity to improve their image and deliver on the Government hope that:“Human resource management in the Public Service should become a model of excellence,…..The management of people should be regarded as a significant task for those who have been charged with the responsibility and should be conducted in a professional manner” (White Paper on Human Resource Management in the Public Service, 2000; italicised for emphasis)Research results have clearly indicated that investments in human resources are a potential source of competitive advantage, with increase in overall HRM effectiveness leading to increase in the performance of the institutions concerned (Huselid, et. al., 1997). The practical implication of this is that improving HRM efficiency and effectiveness will hold off the threat of downsizing, increase job satisfaction and servicedelivery. Benchmarking may be the technique which could bring about a true revolution in HRM in the public service. For this to happen, the following suggestions are made:1. Human resource managers in the public service must improve theirskills in strategic human resource, since the adoption ofbenchmarking should focus on strategic rather than operationalobjectives, if it is to succeed.2. Academics in collaboration with public sector HR managers shouldsearch for the “best” combination of HRM practices in theirrespective sectors.3. Meanwhile, there are benchmarking tools such as peer reviews,excellent models or even Investors in People, which could beadopted as ways of stimulating creative changes in the humanresource arenas.4. The Government of South Africa should follow the American,European, Canadian and Australian’s examples of ins titutingnational awards for best practices in public sector management ingeneral or in HRM in particular.It is hoped that HRM directors and managers in national, provincial and municipal councils would embrace the challenge of benchmarking inorder to make the desired impact on service delivery, productivity andjob satisfaction of their employees. This challenge is enormous ,considering the desperate state of human resource management problemsenumerated at the beginning of this paper. It is a process of a guidedtour and fundamental change. The adoption of the benchmarking process is,in itself, a litmus test of the extent to which HRM managers have grownprofessionally by implementing a set of internally consistent policiesand practices, ensuring th at the institution’s human capital contributesto the achieve of government’s objectivesREFERENCES[1] Arthur, J. B. (1994). The effects of human resources management systemson manufacturing performance and turnover. Academy of Management Journal,37(3), 670-687.[2] Auluck , R. (2002). Benchmarking: Atool for facilitatingorganisational learning. Public Administration and Development, 22(2), 109-2002.[3] Bendix, S. (1996). Industrial Relations in the new South Africa. ThirdEdition. Cape Town: Juta & Co.[4] Bowmaker-Falconer, A., Horwitz, F. A. Jain, H. & Taggar, S. (1998).Employment Programmes in South Africa: Current Trends. IndustrialRelations Journal, 29(3), 222-233.[5] Camp, R. C. (1989). Benchmarking: The search for industry best practicesthat lead to superior performance. Milwaukee: ASQC Quality Press.[6] Camp, R. C. (1992). Learning from the best leads to superior performance.Journal of Business Strategy, 13(3), 3-6.[7] Lema, N. & Price A. (1995). Benchmarking –performance improvement towardcompetitive advantage. Journal of Management Engineering, 11(1), 28-37. [8] Loffler, E. (2001). Quality awards as a public sector benchmarking conceptin OECD membercountries: some guidelines for quality award organizers.Public Administration and Development, 21(1), 27-40.[9] Republic of South Africa (1995). South African Qualifications Act No 58of 1995. Retrieved July 15, 2008, from the World Wide Web:http://llnw.creamermedia.co.za/articles/attachments/02709_saqualauthact58.pdf[10] Republic of South Africa (1998), Employment Equity Act No. 55 of 1998,Government Gazette No 19370, 19 October 1998.[11] Republic of South Africa (1998), Skills Development Act No 97 of 1998,Retrieved July 15, 2008, from the World Wide Web:http://llnw.creamermedia.co.za/articles/attachments/03387_sklldevac97.pdf[12] Republic of South Africa (1999), Skills Development Levies Act No. 9of 1999, Government Gazette No 1984, 30 April 1999.[13] Teo, S. T. T. (1998). Changing roles of Australian HRM practitioners.Research and Practice in Human Resources Management, 6(1), 67-84. [14] Torrington, D. & Hall, L. (1996). Chasing the rainbow: how seeking statusthough strategy misses the point of the personnel function. Employee Relations, 18(6), 87-97.[15] Treadwell, J. & Maguire, J. (1995). Benchmarking corporate services:ASouth Australian publicsector case study. Australian Journal of Public Administration, 54(3), 408-514.[16] Watson, G. H. (1993). Strategic Benchmarking: How to measur e company’sperformance against the world’s best. Wiley: Chichester.[17] Zairi, M. & Ahmed, P. (1999). Benchmarking maturity as we approach thenext millennium. Total Quality Management Journal, 4(5), 810-816.。

市场营销策略外文文献

市场营销策略外文文献Market Marketing StrategiesIntroductionMarket marketing strategies play a crucial role in the success of any business. The ability to identify target customers, create a competitive advantage, and effectively promote products or services are all key components of a successful marketing strategy. This paper will explore various market marketing strategies that businesses can employ to maximize their chances of success.Target Market IdentificationOne of the first steps in developing a market marketing strategy is identifying the target market. Understanding who the customers are and what their needs and preferences are is essential in creating effective marketing campaigns. This can be done through market research, which involves gathering data on demographics, psychographics, and behavior of potential customers. Once the target market is identified, businesses can tailor their marketing efforts to appeal to this specific group.Creating a Competitive AdvantageCreating a competitive advantage is another crucial aspect of market marketing strategies. A competitive advantage is what sets a business apart from its competitors and gives it an edge in the market. This can be achieved through various means, including offering unique products or services, providing exceptionalcustomer service, or having a lower cost structure. By establishing a competitive advantage, businesses can attract customers and retain them for the long term.Promotion and AdvertisingPromotion and advertising are key components of any market marketing strategy. Businesses need to effectively communicate the value of their products or services to potential customers in order to generate sales. This can be done through various channels, such as television, radio, print ads, social media, or online marketing. The choice of promotional channels will depend on the target market and the budget of the business. It is essential to have a consistent and compelling message that resonates with the target audience.Customer Relationship ManagementCustomer relationship management (CRM) is another important aspect of market marketing strategies. Building long-term relationships with customers is vital for the success of any business. This involves understanding the needs and expectations of customers, providing personalized services, and resolving any issues or complaints promptly. CRM can be facilitated through various means, such as loyalty programs, customer feedback surveys, and personalized communications. By keeping customers satisfied and engaged, businesses can foster loyalty and increase repeat sales.ConclusionMarket marketing strategies are essential for the success of any business. By identifying the target market, creating a competitive advantage, and effectively promoting products or services, businesses can maximize their chances of success. Additionally, customer relationship management is crucial in building long-term relationships and fostering customer loyalty. By implementing these strategies, businesses can gain a competitive edge and achieve their marketing objectives.。

市场营销策略英文文献

市场营销策略英文文献《Market Marketing Strategies》Marketing strategy is an essential component of any successful business. It involves the process of identifying the target market, understanding the needs and wants of the customers, and creating a plan to reach and satisfy those customers. Effective marketing strategies can help a business to differentiate itself from its competitors, attract new customers, and retain existing ones.There are several key elements to consider when developing a marketing strategy. First, it is important to conduct thorough market research to understand the target market and the competition. This includes gathering data on demographic, geographic, psychographic, and behavioral factors that influence consumer behavior. With this information, businesses can tailor their products and services to better meet the needs of their customers.Next, businesses need to define their unique selling proposition (USP), which is what sets them apart from their competitors. This could be a combination of factors such as price, quality, customer service, or product features. Once the USP is identified, it can be incorporated into the brand messaging and used to differentiate the business and attract customers.Another important aspect of marketing strategy is to determine the best channels to reach the target market. This could include traditional advertising such as television, radio, and print, as well as digital marketing channels such as social media, email, andsearch engine optimization. By understanding the preferences and habits of the target market, businesses can allocate their marketing budget more effectively and reach potential customers where they are most likely to engage.In addition to reaching new customers, marketing strategies also focus on retaining and satisfying existing customers. This can be achieved through customer loyalty programs, excellent customer service, and ongoing communication to ensure customer satisfaction.Finally, it is important for businesses to continuously monitor and evaluate the effectiveness of their marketing strategies. This can be done through tracking key performance indicators such as customer acquisition cost, customer lifetime value, and return on investment. By analyzing this data, businesses can make informed decisions about where to allocate their marketing resources and make adjustments to their strategies as necessary.In conclusion, developing a strong marketing strategy is essential for any business looking to grow and succeed in a competitive market. By understanding the target market, differentiating the business from its competitors, and reaching and satisfying customers, businesses can position themselves for long-term success.。

关于营销策划的英文文献

关于营销策划的英文文献Marketing planning is a vital aspect of any business strategy, as it helps organizations identify and achievetheir marketing objectives. Effective marketing planning involves a comprehensive analysis of the market, target audience, and competitors, followed by the development of a strategic plan that outlines the marketing objectives, target market segments, positioning strategies, and marketing mix elements. This article aims to provide an in-depth analysis of marketing planning by examining its importance, process, key components, and challenges.1. IntroductionMarketing planning plays a crucial role in the success of organizations by ensuring that their marketing efforts are aligned with their overall business objectives. It involves setting clear goals and objectives that guide the development of strategies to achieve them. This article explores the various aspects of marketing planning and its significance in today's dynamic business environment.2. Importance of Marketing PlanningEffective marketing planning helps organizations gain a competitive edge by identifying opportunities in the market and developing strategies to exploit them. It provides a roadmap for achieving marketing goals while considering factors such as customer needs, market trends, competitive landscape, and internal capabilities. Marketing planning also facilitates resource allocation for various marketingactivities and ensures that efforts are focused on activities with high potential for success.3. The Process of Marketing PlanningThe process of developing an effective marketing plan involves several key steps:3.1 Situation AnalysisThis step involves conducting a comprehensive analysis of the internal and external factors influencing the organization's ability to achieve its marketing objectives. It includes analyzing customer needs and behaviors, evaluating competitors' strategies, assessing market trends and opportunities.3.2 Setting ObjectivesBased on the situation analysis findings, clear objectives are set for various aspects such as sales growth targets or market share goals.3.3 Target Market SegmentationIdentifying target market segments is crucial for effective resource allocation and customization of marketing efforts based on specific customer needs.3.4 Positioning StrategyDeveloping an effective positioning strategy helps differentiate products or services from competitors and create a unique value proposition for target customers.3.5 Marketing Mix DevelopmentThe marketing mix consists of product, price, place, and promotion. Developing a mix that aligns with the target market segments and positioning strategy is critical forsuccess.3.6 Implementation and ControlThe marketing plan is put into action, and progress is monitored through various metrics to ensure that objectives are being met.4. Key Components of Marketing PlanningA well-developed marketing plan comprises several key components:4.1 Executive SummaryThis section provides an overview of the marketing plan, highlighting key objectives, strategies, and expected outcomes.4.2 Situation AnalysisA detailed analysis of the internal and external factors influencing the organization's marketing efforts is presented in this section.4.3 ObjectivesClear and measurable objectives are defined in this section to guide the development of strategies and tactics.4.4 Target Market SegmentationThis section identifies specific market segments based on various criteria such as demographics, psychographics, or behavior patterns.4.5 Positioning StrategyThe positioning strategy outlines how the organization intends to position its products or services in the minds of target customers relative to competitors.4.6 Marketing Mix StrategiesThis section outlines specific strategies for product development, pricing, distribution channels selection, and promotional activities based on target market segments and positioning strategy.5. Challenges in Marketing PlanningDeveloping an effective marketing plan can be challenging due to various factors:5.1 Changing Market DynamicsMarkets are constantly evolving due to technological advancements or shifts in customer behavior patterns; therefore, organizations need to adapt their plans accordingly.5.2 Data Availability & AnalysisAccurate data collection can be challenging; organizations need reliable data for effective analysis that drives decision-making during planning activities.5.3 Resource AllocationAllocating resources effectively across different marketing activities can be a complex task; organizations need to prioritize activities with maximum potential for success.5.4 Implementation and ControlSuccessfully implementing and monitoring the marketing plan requires coordination and collaboration across various departments within the organization.6. ConclusionMarketing planning is a critical process that helps organizations achieve their marketing objectives by aligning their efforts with market needs and competitive dynamics. Byconducting a comprehensive analysis, setting clear objectives, identifying target market segments, developing a positioning strategy, and implementing effective marketing mix strategies, organizations can gain a competitive advantage in the market. However, challenges such as changing market dynamics, data availability & analysis, resource allocation, and implementation & control need to be addressed to ensure successful marketing planning.。

工商管理专业Strategic-marketing营销策略大学毕业论文英文文献翻译及原文

毕业设计（论文）外文文献翻译文献、资料中文题目：营销策略文献、资料英文题目：Strategic marketing文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：工商管理（金融企业方向）班级：姓名：学号：指导教师：翻译日期： 2017.02.14外文翻译专业：工商管理（金融企业管理方向）外文原文：Strategic marketing①No matter how good the organization's products or services, unless their value can be communicated to potential customers, the organization will fail in its mission. This co mmunication is the responsibility of the marketing function within the organization. A ccording to the American Marketing Association, marketing is "an organizational func tion and a set of processes for creating, communicating and delivering value to custo mers and for managing customer relationships in ways that benefit the organization an d its stakeholders." Strategic marketing examines the marketplace to determine the ne eds of potential customers and the nature of the competitors in the market, and attemp ts to develop a strategy that will enable the organization to gain or maintain acompetit ive advantage in the marketplace. Operational marketing is built upon the foundation set by the strategic marketing function and implements various plans and strategies (in cluding a development of the appropriate marketing mix) to attract customers and fost er customer loyalty.Methods for Product & Service MarketingThere a number of ways to market one's products or services including advertising, di rect response, sales promotions, and publicity. However, unless one understands the n eeds of the customer, the market, and the industry as well as the strengths and weakne sses of the competition, these approaches are unlikely to be successful. Strategic mark eting helps an organization sharpen its focus and successfully compete in the marketpl ace. Strategic marketing is concerned with two components: The target market and the①Marketing strategy (Research: A. Ruth marketing organization and marketing, America press 2008: 1-1)best way to communicate the value of one's product or service to that market. The de velopment of a viable marketing strategy depends on several key dimensions. First, as with any global strategy within the organization, a successful marketing strategy need s to be endorsed by top management within the organization. Marketing strategy is als o political in nature: Powerful units within the organization may disagree on the best marketing strategy and an accord may need to be negotiated. Marketing strategies ma y also be affected by organizational culture and the assumptions that this engenders. F or example, if the organization has always marketed its widgets to business executives , it may fail to see the potential for marketing to lower level personnel within the orga nization or even for personal use to adults or teenagers.Factors that Implement Strategic Marketing Plan DevelopmentThere are a number of factors that should impact the development of a strategic mark eting plan for the organization. The first of these comprises the assets and skills that th e organization already possesses or that it can readily acquire. For example, if an orga nization has a significant programming department on the payroll, it would be feasible for it to make and market application software. However, if these personnel are alrea dy involved in other work and are not free to work on a new software project and the organization cannot afford to hire additional programmers, starting a new software lin e would be inadvisable at best. The second factor that must be considered when devel opinga marketing strategy is the market drivers. These are various political, economic, sociocultural, and technological forces that can influence the wants and needs of the c onsumer base. For example, the need to be able to handle increasing volumes of infor mation and data has led to widespread use of information technology in many industri es. Similarly, the need for a college education for an increasing number of jobs has led to a proliferation of for-profit institutions of higher education. Factors Impacting Marketing StrategyMarket drivers, however, are not the only external force that shapes one's market strat egy. The nature of the competition in the marketplace is also very important in determ ining whether or not a marketing effort will be successful. Virtually no business is wit hout competition. When buying a computer, one must choose between Mac and PC.Most soft drinks on the market are manufactured by one of two companies who offer very similar products. There is a variety of choices available when deciding where to f ill up one's car, yet most of the fuels available at the pump are virtually the same. Eac h of these businesses has its own market position and strives to keep its market share t hrough marketing efforts. Part of the strategic marketing effort is to decide how best t o differentiate oneself from the competition.Another external factor that impacts how one can best position oneself in the market i s the stage of the market or the industry life cycle. Some organizations excel, for exa mple, at being the first on the market with an innovation or new product. Others excel at taking the innovation and adapting it to the needs of the marketplace (e.g., lower pri ce, different features). In addition, there are various strategic windows that affect an or ganization's ability to successfully compete in the marketplace. A strategic window is a limited time period during which there is an optimal fit between the needs of the ma rketplace and the competencies of the organization. For example, as computer storage technology continues to evolve, the methods by which people store data and informati on change. Punch cards and magnetic tape gave way to 5.25 inch and 3.5 inch disks. T oday, more and more people are storing data and information on memory sticks instea d, and many computers are not even made with disk drives. The concept of using pun ch cards is as foreign and antiquated in most people's minds as using an abacus. Once the strategic window begins to close, it is typically best that the organization look for another opportunity.Development of Competitive StrategyTo help meet their goals and objectives, many businesses develop a competitive strate gy that will increase their competitive advantage. There are three generic approaches f or competitive strategies: (1) the provision of low cost products or services, (2) differe ntiation of products from those of the competition, and (3) focus on the market niche. Low Cost StrategyThe goal of the low cost strategy is to gain a larger market share. This is done by offer ing acceptable quality products or services at prices lower than those of the competitio n. The expectation in this strategy is that the organization will earn an acceptable return on investment by increasing volume of sales. The basic methods used in low-cost le adership strategies include reduction of overhead, buying or production costs and focu sed marketing strategies. For example, a restaurant may reduce the price of wine with the intention of making up the shortfall in profits by selling more than they did at the higher price. Similarly, a big box store may use a combination of effective manageme nt and information technology practices to reduce operation costs in order to deliver t he lowest possible prices on its merchandise.Product DifferentiationA second generic approach to competitive strategy is product differentiation. In this a pproach, the business attempts to differentiate itself from its competitors by producing a product or offering a service whose quality is perceived by customers to have uniqu e features or characteristics that set it apart from similar offerings. This strategy attem pts to build customer loyalty by offering something of value that is offered by no one else in the marketplace. In this strategy, the necessity of keeping the price of the produ ct or service down becomes less important because customers are frequently willing t o pay more to get their favorite brand. However, value can be a subjective quality and brand loyalty is not necessarily sufficient to make this strategy successful. There is a p oint beyond which most customers are no longer willing to pay a premiumprice. How ever, if carefully managed, a differentiation strategy can be highly successful. For exa mple, Merrill Lynch was able to differentiate itself from its competitors by offering int egrated financial services to attract the most desirable investors. This strategy yielded not only a well recognized and highly valued brand that differentiated Merrill Lynch f rom its competitors, but also resulted in substantial customer loyalty and a competitiv e advantage in the marketplace.Niche MarketingAnother generic approach to competitive strategy is niche marketing. In this approach , the organization seeks to gain a proportion of the total sales of a given type of produ ct or service within the marketplace. This strategy requires a concentration on one or more specific market segments based on characteristics such as buyer group, portion o f a product line or market, or geographical area. For example, rather than marketing itself as a generalist, a management consulting firm might specialize in working with th e telecommunications industry or only with businesses on the west side of metropolita n Chicago. A niche market strategy is indicated in situations where the business believ es that it can better serve a segment of the market rather than the entire market. For ex ample, in the illustration of the management consulting firm, the founding partners ma y have come out of the telecommunications industry and, therefore are more familiar with the nuances of the industry than they are with other industries. This approach put s the organization in a unique position (through a type of differentiation) to be better a ble to market to that focused segment than to the market as a whole. Consideration of Competitors in the MarketplaceTo be successful, analysis of the marketplace needs to consider not only the needs of t he customer base and the relationship between these needs and the value that can be o ffered by the organization's product or service, but also the state of the industry as a w hole as well as the position of the organization's competition within that industry. As o pposed to a market that can be defined as a group of customers with similar buying ne eds, an industry is a group of organizations (i.e., competitors) that offer similar produc ts or services to the market. Different organizations offering similar products or servic es, however, will not necessarily have the same window of opportunity. Therefore, it i s important to understand how competing firms view the market in order to develop a strategic marketing plan that will yield a significant competitive advantage. Factors that Influence Industries & the Competition within ThemThere are several factors that influence industries and competition within industries. G overnment regulation can significantly influence the profitability of an industry. Withi n the parameters set by this factor, however, there are additional factors that influence how competition works within an industry. If a number of organizations all offer simil ar products or services, for example, competition within the industry will typically be more intense. This is illustrated, for example, by the marketing slogans of two car rent al agencies several years ago. "We're number one!" exclaimed Hertz. "We try harder!" rejoined Avis. Customers, too, can influence the nature of competition within an indu stry. If the industry becomes larger, it will become more attractive to new entrants offe。

外文文献(市场营销策略)

Marketing StrategyMarket Segmentation and Target StrategyA market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets.Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency.The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails selecting two or more segments and developing a separate marketing mix to reach segment.Positioning the ProductManagement's ability to bring attention to a product and to differentiate it in a favorable way from similar products goes a long way toward determining that product's revenues.Thus management needs to engage in positioning,which means developing the image that a product projects in relation to competitive products and to the firm's other products.Marketing executives can choose from a variety of positioning strategies.Sometimes they decide to use more than one for a particular product.Here are several major positioning strategies:1.Positioning in Relation to a competitorFor some products,the best position is directly against the competition.This strategy is especially suitable for a firm that already has a solid differential advantage or is trying to solidify such an advantage.To fend off rival markers of microprocessors,Intel unched a campaign to convince buyers that its product issuperior to competitors.The company even paid computer makers to include the slogan,"Intel Inside" in their ads.As the market leader,Coca-Cola introduces new products and executes its marketing strategies.At the same time,it keeps an eye on Pepsi-Cola,being sure to match any clever,effective marketing moves made by its primary competitor.2.Positioning in Relation to a Product Class or AttributeSometimes a company's positioning strategy entails associating its product with(or distancing it from)a product class or attributes.Some companies try to place their products in a desirable class,such as"Made in the USA."In the words of one consultant,"There is a strong emotional appeal when you say,'Made in the USA'".Thus a small sportswear manufacturer,Boston Preparatory Co.is using this positioning strategy to seek an edge over large competitors such as Calvin Klein and Tommy Hilfiger,which don't produce all of their products in the U.S..3.Positioning by Price and QualityCertain producer and retailers are known for their high-quality products and high prices.In the retailing field,Sake Fifth Avenue and Neiman Marcus are positioned at one end of the price-quality continuum.Discount stores such as Target and Kmart are at the other.We're not saying,however,that discounters ignore quality;rather, they stress low prices.Penney's tired—and for the most part succeeded in—repositioning its stores on the price-quality continuum by upgrading apparel lines and stressing designer names.The word brands is comprehensive;it encompasses other narrower terms.A brand is a name and/or mark intended to identify the product of one seller or group of sellers and differentiate the product from competing products.A brand name consists of words,letters,and/or numbers that can be vocalized.A brand mark is the part of the brand that appears in the form of a symbol, design,or distinctive color or lettering.A brand mark is recognized buy sight bu cannot be expressed when a person pronounces the brand name.Crest,Coors,and rider for Ralph Lauren's Polo Brand.Green Giant(canned and frozen vegetable products)and Arm&Hammer(baking soda)are both brand names and brand marks.A trademark is a brand that has been adopted by a seller and given legal protection.A trademark includes not just the brand mark,as many people believe,but also the brand name.The Lanham Act of 1946 permits firms to register trademarks with the federal government to protect them from use or misuse by othercompanies.The Trademark Law Revision Act,which took effect in 1989,is tended to strengthen the the registration system to the benefit of U.S. Firms.For sellers,brands can be promoted.They are easily recognized when displayed in a store or included in advertising.Branding reduces price comparisons.Because brands are another factor that needs to be considered in comparing different products,branding reduces the likelihood of purchase decision based solely on price.The reputation of a brand also influences customer loyalty among buyers of services as well as customer goods.Finally,branding can differentiate commodities(Sunkist oranges,Morton salt,and Domino sugar,for example).PricingPricing is a dynamic process,Companies design a pricing structure that covers all their products.They change this structure over time and adjust it to account for different customers and situations.Pricing strategies usually change as a product passes through its life cycle.Marketers face important choice when they select new product pricing strategies.The company can decide on one of several price-quality strategies for introducing an imitative product.In pricing innovative products,it can practice market-skimming pricing by initially setting high prices to"skim"the maximum amount of revenue from various segments of the market.Or it can use market penetration pricing by setting a low initial price to win a large market share.Companies apply a variety of price-adjustment strategies to account for differences in consumer segments and situations.One is discount and allowance pricing,whereby the company decides on quantity,functional,or seasonal discounts,or varying types of allowances. A second strategy is segmented pricing, where the company sellers a product at two or more prices to allow for differences in customers, products, or locations. Sometimes companies consider more than economics in their pricing decisions,and use psychological pricing to communicate about the product's quality or value.In promotional pricing,companies temporarily sell their product bellow list price as a special-event to draw more customers,sometimes even selling below cost.With value pricing, the company offers just the night combination of quality and good service at a fair price. Another approach is geographical pricing, whereby the company decides how to price distant customers, choosing from alternative as FOB pricing,uniform delivered pricing, zone pricing, basing-point pricing, and freight-absorption pricing. Finally, international pricing means that thecompany adjusts its price to meet different world markets.Distribution ChannelsMost producers use intermediaries to bring their products to market.They try to forge a distribution channel—a set of interdependent organizations involved in the process of marking a product or service available for use or consumption by the consumers or business user.Why do producers give some of the selling job to intermediaries?After all,doing so means giving up some control over how and to whom the products are sold.The use of intermediaries results from their greater efficiency in marking goods available to target markets.Through their contacts, experience, specialization, and scales of operation,intermediaries usually offer the firm move value than it can achieve on its own efforts.A distribution channel moves goods from producers to customers.It overcomes the major time, place, and possession gaps that separate goods and services from those who would use them. Members of the marketing channel perform many functions. Some help to complete transactions:rmation.2.Promotion.3.Contact:finding and communicating with prospective buyers.4.Matching:fitting the offer to the buyer's needs, including such activities as manufacturing and packaging.5.Negotiation:reaching an agreement on price and other terms of the offer so that ownership or possession can be transferred.Other help to fulfill the completed transferred.1.Transporting and storing goods.2.Financing.3.Risk taking:assuming the risk of carrying out the channel work.The question is not whether these functions need to be performed, but rather who is to perform them. All the functions have three things in common:They use up scarce resource, they often can be performed better through specialization, and they can be shifted among channel members.To the extent that the manufacturer performs these functions, its costs go up and its prices have to be higher. At the same time, when some of these functions are shifted to intermediaries, the producer's costs and prices may be lower, but the intermediaries must charge more to cover the costs of their work. In dividingthe work of the channel, the various functions should be assigned to the channel members who can perform them most efficiently and effectively to provide satisfactory assortments of goods to target consumers.Distribution channels can be described by the number of channel levels involved. Each layer of marketing intermediaries that performs some work in brining the product and its ownership closer to the final buyer is a channel level. Because the producer and the final consumer both perform some work, they are part of every channel.When selecting intermediaries, the company should determine what characteristics distinguish the better ones. It will want to evaluate the the channel member's years in business, other lines carried, growth and profit record, co-operativeness, and reputation. If the intermediaries are sales agents, the company will want to evaluate the number and character of the other lines carried, and the size and quality of the sales force. If the intermediary is a retail store that wants exclusive or selective distribution, the company will want to evaluate the store's customers, location, and future growth potential.Understanding the nature of distribution channels is important, as choosing among distribution channels is one of the most challenging decisions facing the firm. Marketing intermediaries are used because they provide greater efficiency in marking goods available to target markets. The key distribution channel function is moving goods from producers to consumers by helping to complete transactions and fulfill the completed transaction. Distribution channels can be described by the number of channel levels, which can include no intermediaries in a direct channel, or one to several intermediaries in indirect channels.PromotionPromotion is one of the four major elements of the company's marketing mix. The main promotion tools——advertising, sales promotion, public relations, and personal selling——work together to achieve the company's communications objectives.People at all levels of the organization must be aware of the many legal and ethical issues surrounding marketing communications. Much work is required to produce socially responsible marketing communicating in advertising, personal selling, and direct selling. Companies must work hard and proactively at communicating openly, honestly, and agreeably with their customers and resellers.市场营销策略一、市场细分和目标市场策略具有需求，具有购买能力并愿意花销的个体或组织构成了市场。

市场营销战略论文中英文外文翻译文献

市场营销战略论文中英文外文翻译文献XXXConsumer r studies how individuals。

groups。

and ns choose。

acquire。

use。

dispose of products。

services。

experiences。

and ideas to satisfy their needs and the XXX。

consumer r research has focused on pre-purchase and post-XXX。

XXX view and can help us examine the indirect effects of consumer n-making and the XXX。

companies must offer more value to their target customers than their competitors。

Customer value is the balance of XXX.1.Marketing StrategiesFor each selected target market。

XXX a target market is whether the company can provide higher consumer value compared to XXX strategies。

XXX markets.1.1 ProductA product XXX of their needs。

not the specific material characteristics.1.2 nXXX includes advertising。

personal selling。

public ns。

packaging。

XXX.1.3 PricingPrice is the amount of money consumers must pay to acquire and use a product。

工商管理毕业论文英文文献翻译(中英)[管理资料]

本科毕业设计（论文）外文参考文献译文及原文学院管理学院专业工商管理年级班别2009级（4）班学号3209004550学生姓名李福珍指导教师吴小节2013 年6 月目录1 绪论 (3)2 为什么中小企业需要表达和使用SD商业计划？当全球化在社会生态增长的极限成为集成因素 (5)3可持续性中小企业的大型和小型之间的差异所导致的优势差异 (6)流线型的组织进程和商业模式 (7)中小企业暴露竞争力 (7)4 中小企业作为一个实验室沙箱提供了可持续发展战略和技术，然后跨国公司通过收购中小企业实现传统的内部融资的增长 (8)5 中小企业利用创造性破坏和信息技术的影响制造网络优势 (8)中小企业可持续和价值创造的战略发展，苏珊玛莎和斯宾塞爱商业学校，艾隆大学，美国摘要可持续战略为中小企业合作创造了许多协同效应，以及系统的公共效益。

通过对中小企业的商业案例提出可持续发展，考虑到中小企业相比于跨国公司的可持续发展优势，本文讨论几种不同为中小企业优化可持续发展的激励机制：（1）成为大公司有价值的可持续投资目标，（2）在大企业不太成功的市场空间建立可持续的中小企业的高度竞争网络，（3）通过可持续的做法在全球供应链上成为高效的供应商。

然而一些成功模式的中小企业可持续发展迅速，可能是中小企业的网络将成为必不可少的解决系统问题的基础，包括工业生态学，企业全球供应链弹性和可持续性。

中小企业代表了大部分的企业，快速发展的通信技术允许不同的航线网络的形成。

关键词：持续性，中小企业，可持续供应链管理，弹性，工业生态学1 绪论1990年代以来，无论对于任何规模大小的企业来说，环境和社会因素已经成为越来越重要的战略考虑。

21世纪新兴市场条件正在通过全球观察创造了新的视野。

由于忽视商业和环境之间的“隐藏连接”，业务缺少许多新的可持续发展(SD)的机会，那些能够阻止一个不可避免的社会崩溃的威胁[2]。

随着越来越多的公司认识到我们的“共同的旅程”[3]，它强调创建可持续发展的必要性，全球的企业都在有意发展战略计划使他们的公司具有可持续竞争力。

介绍工商管理专业英语作文

介绍工商管理专业英语作文Title: Exploring the Significance of Business Administration。

Introduction:Business administration, as a field of study, holds paramount importance in today's globalized economy. It encompasses various aspects of managing and organizing business activities to achieve organizational goals efficiently. In this essay, we delve into the significanceof studying business administration, its core principles, and its relevance in contemporary business environments.Importance of Business Administration:1. Strategic Decision Making:Business administration equips individuals with the skills to analyze complex situations, evaluate alternatives,and make informed decisions. Strategic decision-making lies at the heart of successful businesses, enabling them to adapt to dynamic market conditions and gain a competitive edge.2. Resource Allocation:Efficient allocation of resources, including financial, human, and material resources, is crucial for organizational success. Business administration professionals possess the expertise to allocate resources optimally, ensuring maximum productivity and profitability.3. Organizational Development:Business administration fosters organizational development by facilitating effective communication, teamwork, and leadership. Through strategic planning and implementation, businesses can enhance their operational efficiency and adaptability to changing market trends.4. Financial Management:Sound financial management is essential for the sustainability and growth of any business. Business administration education provides individuals with the knowledge and skills to manage budgets, analyze financial statements, and make sound investment decisions.5. Market Analysis and Strategy:Understanding market dynamics and consumer behavior is vital for developing successful business strategies. Business administration students learn how to conduct market research, identify market opportunities, and formulate marketing strategies to capitalize on them.Relevance in Contemporary Business Environments:1. Globalization:In an increasingly interconnected world, businesses operate in diverse cultural, political, and economic contexts. Business administration education preparesindividuals to navigate the complexities of globalization by fostering cross-cultural competence and international business acumen.2. Technological Advancements:Rapid technological advancements have transformed the way businesses operate and compete. Business administration programs incorporate courses on digital technologies, data analytics, and innovation management to equip students with the skills needed to thrive in the digital age.3. Sustainable Development:Sustainability has emerged as a key concern for businesses worldwide. Business administration curriculum often includes courses on sustainable business practices, corporate social responsibility, and environmental management, reflecting the growing emphasis on ethical and responsible business conduct.4. Entrepreneurship and Innovation:Business administration education nurtures entrepreneurial spirit and fosters innovation. Whether aspiring to launch a startup or drive innovation within existing organizations, business administration graduates are equipped with the knowledge and skills to identify opportunities, develop business plans, and execute innovative ideas.Conclusion:In conclusion, business administration plays a pivotal role in shaping the success and sustainability of businesses in today's dynamic and competitive landscape. By imparting strategic thinking, managerial expertise, and a global perspective, business administration education prepares individuals to tackle the challenges andcapitalize on the opportunities of the modern business world. As such, it remains a highly relevant and sought-after field of study for aspiring business professionals.。

关于营销策略的外文文献

关于营销策略的外文文献Marketing StrategyA marketing strategy is a plan of action designed to promote and sell a product or service. It involves identifying the target market, understanding customer needs and wants, and developing a unique value proposition that sets the product or service apart from competitors.One key aspect of a marketing strategy is market segmentation. This involves dividing the target market into distinct groups based on demographic, geographic, psychographic, and behavioral characteristics. By understanding the different needs and preferences of these segments, a company can tailor its marketing efforts to effectively reach and appeal to each group.Another important element of a marketing strategy is positioning. This refers to how a company wants its product or service to be perceived in the minds of consumers relative to competitors. By differentiating the product or service through unique features, benefits, or pricing, a company can create a favorable position in the market and attract target customers.The marketing mix is another component of a marketing strategy. This refers to the combination of product, price, place, and promotion that a company uses to market its product or service. The product refers to the actual offering, including its features, design, quality, and branding. The price relates to the pricing strategy and how much customers are willing to pay for the product. The place refers to the distribution channels used todeliver the product to customers, while promotion encompasses the various marketing communications tools used to create awareness and generate sales.A successful marketing strategy also involves setting clear objectives and metrics to measure the effectiveness of marketing efforts. This may include goals such as increasing market share, expanding into new markets, or improving customer satisfaction. By regularly evaluating and adjusting the marketing strategy based on these metrics, a company can ensure that its marketing efforts are aligned with its overall business objectives.In today's digital age, technology plays a crucial role in shaping marketing strategies. Companies can leverage social media, search engine optimization, and data analytics to better understand customer behavior and preferences. Additionally, personalized marketing strategies can be developed based on the data collected from customer interactions, allowing companies to deliver targeted messages and offers to individual customers.In conclusion, a marketing strategy is a comprehensive plan that encompasses market segmentation, positioning, the marketing mix, and the measurement of outcomes. By carefully crafting and executing a marketing strategy, companies can effectively reach and engage their target market, differentiate themselves from competitors, and ultimately achieve their business objectives.。

工商管理英文文章

工商管理英文文章Business ManagementBusiness management refers to the process of organizing, coordinating, and controlling various business activities to achieve the desired goals and objectives of a company. It involves a range of activities, such as strategic planning, organizing resources, leading and motivating employees, and monitoring performance.Strategic planning is a crucial aspect of business management. It involves setting long-term goals and objectives for the company and formulating strategies to achieve them. Strategic planning helps a company identify its strengths, weaknesses, opportunities, and threats, and develop plans to leverage its strengths and minimize weaknesses. It also involves analyzing the external environment, including market trends, competitor strategies, and regulatory factors, to identify opportunities and threats.Organizing resources is another key function of business management. It involves allocating and arranging various resources, such as financial, human, and physical resources, to ensure the smooth running of business operations. Effective resource management helps optimize the utilization of resources, leading to increased productivity and cost savings. It also involves designing organizational structures and processes that facilitate effective communication, coordination, and decision-making within the company.Leading and motivating employees is an essential aspect of business management. Effective leadership is crucial for inspiringand guiding employees towards achieving the company's goals. It involves providing a clear vision, setting performance expectations, and fostering a positive work environment. Motivation strategies, such as rewards, recognition, and development opportunities, help boost employee morale and productivity. Effective communication and teamwork also play a significant role in leading and motivating employees.Monitoring performance is a critical function of business management. It involves tracking and evaluating the performance of various business activities and processes to ensure that they are aligned with the company's goals. Key performance indicators (KPIs) are used to measure progress and identify areas for improvement. Regular performance reviews and feedback sessions help in identifying and addressing performance gaps. Monitoring performance enables companies to make informed decisions and take corrective actions to enhance overall business performance.In today's rapidly changing business environment, effective business management is more important than ever. It enables companies to adapt to market trends, stay competitive, and achieve sustainable growth. It involves analyzing data, leveraging technology, and embracing innovation to drive business success. Moreover, strong ethical and social responsibility practices are integral to responsible business management.In conclusion, business management encompasses a range of activities aimed at achieving desired business goals and objectives. It involves strategic planning, organizing resources, leading and motivating employees, and monitoring performance. Effectivebusiness management enables companies to navigate the challenges of the business landscape and achieve sustainable success.。

工商管理英文作文

工商管理英文作文I have always been fascinated by the world of business. The fast-paced environment, the constant challenges, and the opportunity to make a real impact have always appealed to me. I believe that a career in business management will allow me to utilize my skills and knowledge to drive success for the companies I work for.In today's globalized world, businesses face a myriad of challenges. From navigating complex supply chains to understanding the nuances of different cultural markets, there is no shortage of obstacles to overcome. As a business manager, I am excited by the prospect of tackling these challenges head-on and finding innovative solutions to drive growth and success.One of the aspects of business management that I find most intriguing is the opportunity to lead and inspire a team. I believe that effective leadership is crucial for the success of any business, and I am eager to develop myskills in this area. I am excited by the prospect of building a strong, motivated team that is aligned with the company's goals and values.In addition to leadership, I am also drawn to the strategic aspect of business management. The ability to analyze market trends, identify opportunities, and develop plans to capitalize on them is something that I find incredibly exciting. I am eager to learn more about strategic planning and to develop the skills necessary to drive business growth and success.Ultimately, I see business management as a dynamic and challenging field that offers endless opportunities for growth and development. I am excited to embark on this career path and to make a meaningful impact in the world of business.。

营销策略研究毕业论文英文

营销策略研究毕业论文英文Title: A Study on Marketing StrategiesAbstract:This research paper provides an in-depth analysis of marketing strategies in the field of business. The study aims to identify effective marketing strategies that can enhance brand recognition, improve customer engagement, and ultimately increase revenue. Various marketing concepts and theories are explored, and empirical evidence from case studies is presented to illustrate the practicality and effectiveness of these strategies. The findings of this research provide valuable insights for businesses to develop and implement successful marketing strategies in the ever-evolving marketplace.Introduction:Marketing strategies play a crucial role in the success of a business. They encompass a set of tactics and methods implemented to promote products or services, generate sales, and build a strong brand presence in the market. In today's competitive business landscape, it is essential for companies tohave well-planned and unique marketing strategies to stay ahead of the competition. This research paper aims to delve into various marketing strategies and determine their effectiveness in achieving business objectives.Methodology:A comprehensive literature review was conducted to gather information on marketing strategies. Primary and secondary data were collected from various academic sources, industry reports, and case studies to support the research findings. A qualitative approach was adopted to analyze the data and draw conclusions about the effectiveness of different marketing strategies.Results:Several marketing strategies were identified and analyzed in this study. The findings suggest that a combination of traditional and digital marketing techniques yields the best results. Traditional marketing methods, such as print ads, TV commercials, and billboards, remain relevant in reaching a broader audience and creating brand awareness. However, digital marketing strategies, including social media marketing, search engineoptimization (SEO), content marketing, and influencer marketing, have emerged as powerful tools to engage with customers and build meaningful relationships. These strategies enable businesses to target specific demographics, personalize marketing messages, and track and analyze campaign performance.Case studies from successful companies were examined to showcase the practical implementation and outcomes of these marketing strategies. Additionally, the long-term effects of marketing activities on brand loyalty and customer satisfaction were explored. The research findings highlight the importance of continuous market research, competitor analysis, and consumer insights to formulate effective marketing strategies.Conclusion:In conclusion, effective marketing strategies are vital for businesses to stand out in the competitive marketplace. Companies need to understand their target audience, the industry trends, and consumer behavior to design and implement successful marketing campaigns. This research paper provides valuable insights into various marketing strategies,highlighting the significance of combining traditional and digital marketing techniques. The findings can serve as a guideline for businesses to develop and execute strategies that enhance brand recognition, customer engagement, and revenue generation. With the ever-evolving market dynamics, it is crucial for companies to adapt their marketing strategies to stay relevant and achieve long-term success.。

工商管理的英语作文

工商管理的英语作文I've always been interested in business management because it's such a dynamic and fast-paced field. There's always something new happening, whether it's a new trend in marketing or a breakthrough in technology. It's a fieldthat requires you to be constantly learning and adapting, which is something I find really exciting.One of the things I love about business management is the variety of skills it requires. You need to be able to think strategically, analyze data, communicate effectively, and lead a team. It's a great field for people who are good at multitasking and enjoy taking on new challenges.Another aspect of business management that I find fascinating is the way it intersects with so many other areas of life. Whether it's politics, culture, or technology, business management is always affected by andin turn affects the world around it. It's a field that's constantly evolving and responding to changes in thebroader environment.Of course, like any field, business management has its challenges. It can be stressful and demanding, and there's always a lot of pressure to perform. But for people who thrive in high-pressure environments and enjoy the thrill of problem-solving, it can be incredibly rewarding.Overall, I think business management is a field that offers a lot of opportunities for growth and development. It's a field that's always changing, and there's always something new to learn. If you're someone who enjoys afast-paced, dynamic environment, it could be the perfect fit for you.。

营销策划英语作文

营销策划英语作文Marketing is a critical component of any successful business. It involves the strategies and tactics used to promote products or services, reach target audiences, and ultimately drive sales and revenue. Effective marketing can make the difference between a thriving enterprise and one that struggles to gain traction in the market. In this essay, we will explore the key elements of a successful marketing strategy and how businesses can leverage them to achieve their goals.At the heart of any effective marketing strategy is a deep understanding of the target audience. Businesses must thoroughly research their customers' demographics, preferences, pain points, and buying behaviors. This information can be gathered through a variety of methods, such as surveys, focus groups, and data analysis. By gaining a comprehensive understanding of their target market, businesses can tailor their marketing efforts to resonate more effectively with potential customers.Another crucial aspect of a successful marketing strategy is thedevelopment of a strong brand identity. A brand is more than just a logo or a slogan; it is the overall perception and emotional connection that customers have with a business. Effective branding involves creating a consistent visual identity, crafting a compelling brand story, and ensuring that all marketing materials and customer touchpoints reflect the brand's values and personality. A strong brand can help businesses stand out in a crowded marketplace and build lasting relationships with their customers.Once a business has a solid understanding of its target audience and a well-defined brand identity, it can begin to develop a comprehensive marketing mix. The marketing mix typically consists of four key elements: product, price, place, and promotion. Each of these elements must be carefully considered and strategically aligned to create a cohesive and effective marketing approach.The product element of the marketing mix involves the design, features, and quality of the goods or services being offered. Businesses must ensure that their products or services meet the needs and expectations of their target customers. This may involve continuous product development, innovation, and refinement to stay ahead of the competition.The pricing element of the marketing mix is critical in determining the perceived value of a product or service and its competitiveness inthe market. Businesses must carefully consider factors such as production costs, market demand, and competitor pricing when setting their prices. Effective pricing strategies can help businesses maximize their profitability while still providing value to their customers.The place element of the marketing mix refers to the distribution channels and methods used to make products or services available to customers. This may include physical retail locations, online stores, or a combination of both. Businesses must ensure that their products or services are easily accessible to their target audience, whether through convenient in-person locations or efficient digital platforms.The promotion element of the marketing mix encompasses the various communication channels and tactics used to raise awareness, generate interest, and ultimately drive sales. This may include advertising, public relations, social media marketing, content marketing, and direct outreach to potential customers. Effective promotional strategies can help businesses cut through the noise and effectively engage with their target audience.In addition to the core elements of the marketing mix, successful marketing strategies often incorporate a range of other tactics and techniques. One such tactic is the use of data and analytics to inform decision-making and measure the effectiveness of marketing efforts.By tracking key metrics, such as website traffic, conversion rates, and customer lifetime value, businesses can continuously optimize their marketing strategies and ensure that they are achieving their desired outcomes.Another important aspect of a successful marketing strategy is the integration of digital marketing channels. In today's digital age, a strong online presence and effective use of digital marketing tools, such as search engine optimization, social media marketing, and email marketing, are essential for reaching and engaging with customers. By seamlessly integrating digital and traditional marketing channels, businesses can create a cohesive and impactful marketing approach.Finally, successful marketing strategies often involve a focus on customer experience and relationship building. By providing exceptional customer service, fostering ongoing engagement, and building long-term relationships with customers, businesses can create a loyal customer base that is more likely to continue to support the brand and recommend it to others.In conclusion, a successful marketing strategy is a multifaceted and dynamic process that requires a deep understanding of the target audience, a strong brand identity, and a well-executed marketing mix. By continuously adapting and refining their marketing approaches,businesses can effectively reach and engage with their customers, drive sales and revenue, and ultimately achieve their growth and success objectives.。

市场营销策略Marketing-Strategy大学毕业论文外文文献翻译及原文

毕业设计（论文）外文文献翻译文献、资料中文题目：市场营销策略文献、资料英文题目：Marketing Strategy文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14市场营销策略1 市场细分和目标市场策略具有需求，具有购买能力并愿意花销的个体或组织构成了市场。

然而，在大多数市场中，购买者的需求不一致。

因此，对整个市场采用单一的营销计划可能不会成功。

一个合理的营销计划应以区分市场中存在的差异为起点，这一过程被称为市场细分，它还包括将何种细分市场作为目标市场。

市场细分使公司能更加有效地利用其营销资源。

而且，也使得小公司可以通过集中在一两个细分上场上有效地参与竞争。

市场细分的明显缺点是，其导致了比单一产品、单一大市场策略更高的生产和营销成本。

但是，如果市场细分得当的话，更加符合消费者的需求，实际上将生产更高的效率。

确定目标市场有三种可供选择的策略，它们是统一市场、单一细分市场和多重细分市场。

统一市场策略即采取一种营销组合用到一个整体的、无差异的市场中去。

采取单一细分市场策略，公司仍然仅有一种营销组合，但它只用在整个市场的一个细分市场中。

多重细分市场策略需要选择两个或更多的细分市场，并且每个细分市场分别采用一种单独的营销组合。

2 产品定位管理者将注意力集中于一种品牌，并以恰当的方式将其与类似的品牌相区分，但这并不意味着该品牌就一定能够最后赢利。

因此，管理者需要进行定位，即塑造与竞争品牌和竞争对手的其他品牌相关的自我品牌形象。

市场营销人员可以从各种定位策略中加以选择。

有时，他们决定对某一特定产品采用一种以上的策略。

以下是几种主要的定位策略：2.1与竞争者相关的定位对一些产品来说，最佳的定位是直接针对竞争对手。

该策略特别适用于已经具有固定的差别优势或试图强化这种优势的厂商。

为排挤微处理器的竞争对手，Intel公司开展了一项活动使用户确信它的产品优于竞争对手的产品。

营销策略业务英文文献及翻译

营销策略业务英文文献及翻译1 IntroductionMarketing continues to be a mystery to those who create it and to those who sponsor it. Often, the ad t hat generates record-breaking volume for a retail store one month is repeated the following month and b ombs. A campaign designed by the best Madison Avenue ad agency may elicit mediocre response. The s ame item sells like hotcakes after a 30-word classified ad, with abominable grammar, appears on page 35 of an all-advertising shopper tossed on the front stoops of homes during a rainstorm! The mystery elude s solution but demands attention. The success of an enterprise and development of enterprises depends to a large extent on whether or not they have advanced, meet the needs of the enterprise marketing strateg y. For Marketing is the definition, The well-known American scholar Philips marketing of the core marke ting concept of the following description : "Marketing is individuals or groups to create, provide and exc hange with other valuable products, to satisfy their own needs and desires of a social activities and mana gement process. " In the core concept contains a number of elements: needs, desires and needs; Products or provide; Value and satisfaction; exchange and transactions; and networking; market; Marketing and sa les were a series of concept.This article is devoted to the idea that your marketing results can be improved through a better Understa nding of your customers. This approach usually is referred to as the marketing concept.Putting the customer first is probably the most popular phrase used by firms ranging from giant conglom erates to the corner barber shop, but the slogan zing is often just lip service. The business continues to operate under the classic approach -- "Come buy this great product，if you dedicate your activities e xclusively to solving your customer's problems. The quality of services, and enterprises to culti vate customers satisfaction and loyalty, and can create enterprise value.Any marketing program has a better chance of being productive if it is timed, designed and w ritten to solve a problem for potential customers and is carried out in a way that the customer understands and trusts. The pages that follow will present the marketing concept of putting th e customer first. Marketing is a very complex subject; it deals with all the steps between deter mining customer needs and supplying them at a profit. In addition to some introductory materi al on marketing, this publication includes practical material on the marketing approaches to bu dgeting, layout design, and headline writing, copywriting and media analysis. So that a clear u nderstanding of enterprise marketing strategy to improve the operations of enterprises.2 The marketing conceptMarket positioning is identifying the target market, enterprises will adopt what marketing m ethods, which provide products and services the target market and competitors to show distincti on, thereby establishing corporate image and obtain favorable competitive position. Market posit ioning is a process of enterprise differentiation process, how to find the differences, identify di fferences and show differences. Today too many similar products, consumers how to choose? Consumers buy what is the justification? On the effective positioning for a solution. Positionin g is the first to propose in the advertising industry, advertising emphasized in the eyes of the public who left the location, And people often prefer preconceptions; If enterprises can target your customers mind to establish a definite position, to the consumer a reason to buy, enterpri ses can often compete in an advantageous position.Marketing is an economy built on science, behavioral science and modern management theory on the basis of applied sciences. It enterprise marketing activities and to study law, customers.− Determine what you are now doing to satisfy those wants and needs.− Prepare a marketing plan that allows you to reach out to new customers or to sell more to your present customers.− Test the results to see if your new strategies are yielding the desir ed results.Market research must be used in each of these six steps to help define your business for your customer's interests, not your own. It is the process of learning what customers want or need and determining how to satisfy those wants or needs. It is also used to confirm whether the customer reacted to a marketing program as expected. The benefits of market research include− Learning who your customers are and what they want.− Learning how to reach your customers and how frequently you should try to communicate with them.− Learning which advertising appeals are most effective and which ones get no response.− Learning the relative success of is that, properly done, market research is quite expensive, takes time and requires professional expertise. Acquiring all the necessary data to reduce the risk to your venture may cost so much and take so long that you may go out of business. The answer is to find a quick and inexpensive way of getting enough data to help you make the right decision most of the time. Some obvious pitfalls are− Using a sample that does not represent the total market.− Asking the wrong questions.− Not listening to the responses.− Building in biases or predispositions that distort the reliability of information.− Letting arrogance or hostility cut off communi cation at some point in the marketing process.If you have a limited budget, develop the skills to hear what your customers and potential customers are telling you. Some techniques worthy of consideration are− Advisory board -- Occasionally convene a group of local people, whose opinions you respect, to act as a sounding board for new ideas. Choose your group with extreme care; one or two negative thinkerscan distort the thought process of the entire group.− User group -- Gather customers together to discuss new ideas. Their opinions can help you keep your business on track. Pick a neutral setting where the people will talk. Be sure to reward the participants and share the credit for good ideas.− Informal survey -- If you seek feedback from customers by simply asking how was everything? You can be seriously misled. Most people, even those with legitimate complaints, are reluctant to speak out because they are afraid of appearing foolish.对于企业的创造者和提案者而言营销策略是一个谜。

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