市场营销专业外语教程课本翻译【13~36页】
市场营销策略外文文献及翻译
市场营销策略外文文献及翻译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-marketstrategy.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 multiplesegment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, acompany still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entailsselecting 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,Intelunched a campaign to convince buyers that its product is superior 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 anyclever,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"Madein 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-qualitycontinuum.Discount stores such as Target and Kmart are at theother.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 narrowerterms.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 isrecognized 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 other companies.The Trademark Law RevisionAct,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 alsoinfluences 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 itslife 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 imum 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 fromalternative as FOB pricing,uniform delivered pricing, zone pricing, basing-point pricing, and freight-absorption pricing. Finally,international pricing means that the company 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 tointermediaries?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 targetmarkets.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.Itovercomes 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 costsof their work. In dividing the 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 channellevels 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 andquality 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 adirect 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'scommunications 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。
市场营销的十三班专业术语翻译=6-10章
第六章OBJECTIVE11.Business buyer behavior[p192] 企业购买行为2.business buying process[p192]业务购买流程3.derived demand[p193]派生需求4.Supplier development[p194] 供应商开发Straight rebuy[p197] 直重复购买 6.modified rebuy[p197] 修整再购new task[p197]新购 8.Systems selling（solutions selling）[p197]系统销售(解决方案销售）9.buying center[p198]采购中心 ers[p198] 用户11.Influencers[p198] 影响着12.buyers[p198] 买家13.deciders[p198]决定者14.Gatekeepers[p198] 守门人15.Problem recognition[p200] 一般需求描述 16.General need description[p201] 产品规格17.Product specification[p201] 供应商搜索 18.Supplier search[p201] 提案征集19.Proposal solicitation[p202] 供应商选择 20.supplier selection[p202]命令规范:21.Order-routine specification[p203]命令规范22.Performance review[p203] 绩效考核 23.E-procurement[p204]采购:24.Institutional market[p205] 机构市场ernment market[p206]政府市场第七章Market segmentation 市场细分market targeting 选择目标市场differentiation 差异化positioning 市场定位Geographic segmentation 地理细分demographic segmentation 人口细分age and life-cycle segmentation 年龄和生命周期细分gender segmentation 性别细分income segmentation 收入细分psychographic segmentation 心理细分behavioral segmentation行为细分occasion segmentation 时机细分benefit segmentation 利益细分Intermarket segmentation 跨市场细分Target market 目标市场undifferentiated(mass)marketing 无差异（大众）营销differentiated(segmented)marketing 差异化（细分市场）营销concentrated(niche)marketing 集中化（缝隙）营销micromarketing 微观市场营销local marketing 地域营销individual marketing 个人营销Product position 产品定位competitive advantage 竞争优势value proposition 价值主张position statement 定位陈述第八章P roduct产品 Service服务 Consumer product消费品Convenience product便利品Shopping product选购品Specialty product专用品Unsought product非渴求品Industrialproduct产业用品Social marketing社会营销Product quality产品质量Brand品牌Packaging包装Product line产品线Product mix（or product portfolio）产品组合Brand equity品牌资产Store brand（or private brand）品牌专卖店（自有品牌）Co-branding 品牌联合Line extension产品线延伸Brand extension品牌延伸Service intangibility服务的无形性Service inseparability服务的不可分割性Service variability服务的差异性Service perishability服务的不可储存性Service-profit chain服务利润链 Internal marketing内部营销 Interactive marketing互动营销第九章New Product Development新产品开发Idea Generation构思产生Idea Screening构思筛选Product concepts产品概念Concept tests概念测试Business Analysis商业分析Product Development产品开发Test Marketing 营销测试Commercialization商业化Product life cycle产品生命周期Style风格Fashion时尚Introduction stage介绍期Growth stage成长期Maturity stage成熟期Decline stage衰退期第十章关键术语价格 price 基于价值的定价方法 value-based pricing高价值定价 good-value pricing 价值增值定价 value-added pricing 基于成本的定价方法 cost-based pricing 固定成本 fixed cost变动成本 variable cost 总成本 total cost经验曲线(学习曲线) experience curve(learning curve) 成本加成定价法cost-plus pricing盈亏平衡定价法(目标利润定价法) break-even pricing(target profit pricing) 目标成本法 target costing 需求曲线 demand curve 价格弹性 price elasticity第六章Business buyer behavior：The buying behavior of the organizations that buy goods and services for use in the production of other products and services or to resell or rent them to other at a profit.企业购买行为:组织的购买行为是购买商品和服务用于生产其他产品和服务或转售或租用其他获利。
市场营销外文翻译教学教材
市场营销外文翻译IEEETRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. EM-34, NO. 3, AUGUST 1987Defining the New Product StrategyROBERT G. COOPERAbstract—New products are critical to the growth and survival of most corporations. The new product strategy is the master plan that guides the product innovation efforts of the firm, and links new product development to the corporate plan. This article looks first at what a product innovation strategy is, its role in the corporation, and why an innovation strategy is essential to an effective new product program. Next, the article focuses on the development of a new product strategy, beginning with objectives and moving to arena selection. A matrix approach to arena definition and selection is used. Empirical data from research by the author is employed in the model to prioritize new product arenas.INTRODUCTIONNEW products are central to the growth and prosperity ofthe modern corporation. Increasingly, progressive managementsrecognize that a new product or technology strategyshould be an explicit and central element of the corporatestrategy. This article is about new productstrategy at the corporate level—about the need for a newproduct strategy, and about defining and developing such astrategy.THE IMPORTANCE OF A NEW PRODUCT STRATEGYNew product development and technology bear an integralrelationship to a company's strategic thinking by helping todefine the range of that company's choices . For manycompanies, new products and technologies have become theleading edge of corporate strategy, opening up new market andnew business opportunities. The rapid growth of countlessfirms in office-of-the-future, bioengineering, microelectronics,and robotics is evidence of the growth potential of awell conceived new product strategy. Similarly, many oftoday's corporate giants, such as Xerox, IBM, Polaroid, andTexas Instruments, were fledgling companies only decadesago, but became great because of new product choices madeby management in earlier years.The companies that are most likely to succeed in thedevelopment and launch of new products are those firmswhich implement a company specific approach, driven bycorporate objectives and strategies, with a well-defined newproduct strategy at its core. These are some of the conclusionsof a study of business practices by Booz-Allenand Hamilton. There were other recommendations as well, but a productinnovation strategy ranks high on the list of the keys tosuccess.Some firms do develop such strategies. For example,product innovation charters were described by Crawford in hisstudy of 125 firms. He notes that firms are now beginningto pull all the multifunctional elements of a new productstrategy together in one document, which specifies the types ofmarkets, products, technologies, and orientation the firm willpursue with its new product program.PROBLEMIn spite o f the importance of new products, management canfind little help from the traditional literature in the formulationof a new product strategy. Few guidelines have beendeveloped to assist the manager in the choice of areas and thedirection for the new product program. That is, thereexist few conceptual frameworks or proven methodologies forformulating a new product strategy. Moreover, littleempirical research has been undertaken to determine thecomponents and results of firms' new product programs: thatis, how companies directly or indirectly choose new marketsand areas of technology, and organize and focus their R&Defforts in different ways.Although there are many strategy development models inuse today, most deal with resource allocation and strategydevelopment for the firm's existing business units and existingproduct lines. For example, various portfolio models havebeen developed, essentially variations of the Boston ConsultingGroup model—cash cows, stars, dogs, and wildcats. While these portfolio or resource allocation models maysuggest new areas for product development, these modelswere developed principally to deal with products or businessesthat the company already possesses. Similarly, the PIMSmodel, another popular strategy development aid, looks atalternate strategies and their impact on profitability, but againlargely for existingbusinesses in the company. Inshort, these strategy models deal with what is rather than withwhat might be. What is lacking in these approaches is asystematic procedure for generating and choosing new strategicoptions, including new products and new businesses.THE PRODUCT INNOVATION CHARTERIn a business context, strategy has been defined as "theschemes whereby a firm's resources and advantages aremanaged (deployed) in order to surprise and surpass competitorsor to exploit opportunities". More specifically,strategic change is defined as a realignment of the firm'sproduct/market environnent". Strategy is closely tied toproductand market specification. Corey identifies marketselection and product delineation as the two key dimensions ofcorporate strategy.Product innovation strategy, while closely related to corporatestrategy, tends to be more specific. In recent years, theterm "product innovation charter"—or PIC for short—hasbeen used. The PIC charts the entire strategy for a firm'snew product program. It is the essential link between theproduct development program and the firm's corporate strategy.The PIC has two key elements:The PIC specifies the objectives of the game, the role thatproduct innovation will play in helping the firm achieveits corporate objectives. It answers the question: wheredo new products and product innovation fit in thecompany's overall plan? This role then is translated intospecific objectives for the new product program. Statementssuch as "By 1990, 30 percent of our corporatesales will come from new products—products that we willdevelop and launch in the next five years " are typicalobjectives found in the PIC.The PIC specifies the arenas in which the game will beplayed. That is, it defines the types of markets, marketapplications, technologies, and products that the newproduct program will focus on. These arenas provide afocus to the firm's product development program.WHYHAVE A PRODUCTINNOVATION CHARTER AT ALL?Developing a PIC is hard work. It involves many people,especially top management. Why, then, go to all the effort?Most of us can probably name countless firms that do notappear to have a master plan for their new product program.How did they get by?Doing Business without an innovation CharterRunning an innovation program without a PIC like runninga war without a master military strategy. There's no rudder,there's no direction, and often, we don't end up where we'dlike to be.A new product program without a PIC will inevitably leadto a number of ad hoc decisions made independently of eachother. New product and R&D projects are initiated solely ontheir own merits, with little regard to their fit into the granderscheme. The result is that the firm finds itself in unrelated orunwanted markets, products, and technologies.Objectives: The Link to Corporate StrategyWhat types of direction does a PIC give a firm's newproduct program? First, the objectives of a PIC tie the productdevelopment effort tightly to the firm's corporate strategy.New product development, so often taken for granted,becomes a central part of the corporate strategy, a key plank inthe company's overall strategic platform.The question of spending commitment is dealt with bydefining the role and objectives of the new product program.Too often, the R&D or new product budget is easy prey inhard economic times. In some firms, R&D is viewed as softmoney—a luxury. But with product innovation as a centralfacet of the firm's corporate strategy, with the role andobjectives of product innovation firmly established, cuttingthis budget becomes less arbitrary. There is continuity to theresource commitment to new products.The Arenas: Guiding the Game PlanThe second facet of the PIC, the definition of arenas, iscritical to guiding and focusing the new product efforts (seeFig. 1). The first step in the new product process is ideageneration. But where does one search for new product ideas?Unless the arenas are defined, the result is a scatter gun searcheffort, undirected, unfocused, and ineffective!A second key step in the new product process is ideascreening. The first criterion for this early GO/KILL decisionis: "Does the proposed product fall within thecompany'smandate for its new product program?" This usuallytranslates into: is this the kind of market, product, andtechnology that we as a company have decided is fair game forus? Without a definition of fair game—arenas—good luck intrying to make an effective screening decision!The definition of arenas also guides resource and manpowerplanning. If certain markets are designated top priority arenas,then the firm can acquire resources, skills, and knowledge tobe better able to attack those markets. Similarly, if certaintechnologies are singled out as arenas, the firm can hire andacquire resources to bolster its abilities in those fields.Resource building doesn't happen overnight. One can't buy asalesforce on a moment's notice; and one can't acquire acritical mass of key researchers or engineers in a certaintechnology at the local supermarket. Putting the right people,resources, and skills in place takes both lead time and adirection, hence the need for the definition of arenas.Where's the Evidence?The argument for a PIC, although logical, appears somewhatacademic. One can't help but think about all thosecompanies that have succeeded without a grand strategyforproduct innovation. Then where's the evidence in support of aPIC? There isn't much, unfortunately. One reason is that nottoo many studies have investigated the role and impact of aninnovation strategy. Most of the business research into productinnovation has focused on the individual product project as theunit of analysis—for example, on what makes a new product asuccess—rather than on the company's entire new productprogram.The studies that have looked at firms' new productstrategies have a clear and consistent message: new productstrategies at the firm level are critical to success, and somestrategies clearly work better than others.Booz-Allen and Hamilton's study of new product practicesin corporations found that "successful companiesare more committed to growth through new productsdeveloped internally"; and that "they are more likelyto have a strategic plan that includes a certain portion ofgrowth from new products." The authors of this study goon to explain why having a new product strategy was tiedto success:A new product strategy links the new product process tocompany objectives, and provides focus for idea/conceptgeneration and for establishing appropriate screening criteria.The outcome of this strategy analysis is a set of strategic roles,used not to generate specific new product ideas, but to helpidentify markets for which new products will be developed.These market opportunities provide the set of product andmarket requirements from which new product ideas aregenerated. In addition, strategic roles provide guidelines fornew product performance measurement criteria. Performancethresholds tied to strategic roles provide a more precise meansof screening new product ideas.The PIMS studies (profit impact of market strategy)considered new product strategies, but in only a peripheralway. These studies looked at why certainbusiness units were more profitable than others, andattempted to link profitability to the market strategyelected. R&D spending and product quality level weretwo of many strategy variables considered in thesestudies, and both were found to be closely connected toprofitability (although detractors of the studies argueabout direction of causality).Nystrom and Edvardsson studied a number of industrialproduct firms, and identified how various new productstrategies were tied to performance. Strategiesemphasizing synergistic use of technology, a responsiveR&D organization, and an externally oriented R&Deffort were generally more successful. The study waslimited to only a handful of strategy dimensions, andR&D strategy may be different from new productstrategy.Nonetheless, the message comes through thatnew product strategy and performance are closely linked.Our own studies looked at the performance impact ofproduct innovation strategies in 120 firm. Thisstudy is one of the few investigations undertaken to datethat considers a large number of strategy dimensions, andhow strategy was tied to performance in a large numberof firms. The overriding conclusion was that productinnovation strategy and performance were stronglylinked. The types of markets, products, and technologiesthat firms elected, and the orientation and direction oftheir product innovation programs had a pronouncedimpact on the program's success and profitability. Strategyreally does count!Evidence for Selecting the Right ArenasOur investigation provided much more than a strong hintthat strategy pays off. The study also yielded insights into theingredients of a successful innovation strategy: the types ofobjectives that are reasonable and measurable; and criteriauseful in the selection of arenas—the kinds of products,markets, and technologies that successful firms elect. Here aresome of the more important conclusions, which we use later inthe article in the selection of arenas:A number of strategy factors were found to impact on thenew product performance of a companies. These factorsfit into one of two categories: either they described thetype of new product arenas the firm had chosen; or theycaptured the basis of how the firm would compete.Factors that captured the basis of competition portrayedthe orientation and commitment to the new productprogram. They included factors such as technologicalaggressiveness and sophistication, market orientation,program focus, R&D spending, and the like—usefulguides to how a new product program should be orientedand managed.Factors that described the choice of arenas constituted thesecond category of factors that impacted upon programperformance. These could be further subcategorized intofactors that portrayed:1) The attractiveness of the arena (for example, marketneed, growth and size, technological possibilities inthe arena, etc.);2) The strength or ability of the firm to exploit thearena (for example, the fit or synergy between thefirm's resources and the new product arena).In subsequent analysis, wewere able to put weights onthese different factors—how important is each factor inthe "success equation."These factors and their weightsare shown in Table I. We use Table I to provide the keycriteria and weights for the selection of the right arenas.The reader is cautioned, however, that these weights arederived from one study only, and serve as a guide orstarting point to arena selection.DEVELOPING AN INNOVATION CHARTERFew can deny the utility of having a product innovationcharter to guide the firm's new product efforts. But how doesone go about developing such a charter? The remainder of thearticle tackles the difficult task of molding the PIC. A numberof familiar concepts—business definition schemes and portfoliostrategy models—form the basis of this development. Butthese models have been integrated and modified in a novel apply to new product opportunities, rather than for businesses; further, we have incorporated from our research to help quantify the select of a new productarenas.Setting ObjectivesDefining objectives for a product development program isessential; most of us accept that premise. Yet our strategystudy revealed that many firms actually lacked written andmeasurable objectives for their innovation programs.What types of objectives should be included in an innovationcharter? First, the objectives should be measurable, hencequantifiable. Second, they should tie the new product programto the total corporate strategy. Finally, they must give the newproduct team a sense of purpose and help them makedecisions. In deciding upon a reasonable set of new productprogram objectives, consider some of the following types.Role ObjectivesOne type of new product objective focuses on the role thatthe new product effort will play in achieving corporateobjectives. Examples include:The percentage of company sales in year 5 that will bderived from new products introduced in that five yearperiod. (Five years is a commonly accepted time spanover which to count a product as "new") Alternatively,one can speak of absolute sales (dollars in year 5 fromnew products) rather than relative sales or percents.The percentage of corporate profits (gross, contribution,or net) in year 5 that will be derived from new productsintroduced in that five year span. Again absolute dollarscould be used instead of relative profits.Alternatively, these sales and profits objectives can beexpressed as a percentage of corporate growth. Forexample: 70 percent of growth in company sales over thenext five years will come from new products to beintroduced in this period.定义“新产品策略”罗伯特G·库珀摘要：新产品对于大多公司的成长和生存至关重要。
市场营销讲义英文共274页
Demand
Company Demand
Market Demand
Estimating Current Demand
Total Market Potential Area Market Potential Industry Sales Market Share
Associations Business Information
Good Marketing Research:
Is scientific Is creative Uses multiple methods Realizes the interdependence of
models & data Acknowledges the cost & value of
Objectives
Define value & satisfaction - understand how to deliver them
The nature of high-performance businesses
How to attract & retain customers Improving customer profitability Total quality management
Are loyal longer Buy more (new products & upgrades) Spread favorable word-of-mouth Are more brand loyal (less price
sensitive) Offer feedback Reduce transaction costs
市场营销专业外语教程课本翻译【3~6页】
【这是从第3页翻译到第6页】一些最成功的商业组织今天来到这里是因为许多年前他们提供正确的产品在正确的时间，一个快速增长的市场，有些也可以被称为非营利组织和政府过去的重要决策，过去的许多关键的决定是没有战略思维和规划的效益，这些决定是基于智慧或只是运气是不重要的，他们为这些组织工作然而，一个更糟糕的命运发生了无数的其他四分之三的美国100家最大的公司70年前从这些公司在同一时间市场下跌，控制庞大的资源，并有训练有素的工人。
最后，他们都犯了同样严重的错误，他们的管理人员没有认识到，商业策略必须反映不断变化的环境中，必须把重点放在开发的业务系统，允许持续改进。
相反，他们试图继续照常营业。
今天的管理者越来越认识到智慧和创新就不再足以引导组织的命运，大和小的。
这些相同的管理者也意识到该组织的真正使命是提供有价值的关键选区：客户，员工，和投资者，没有这种前景，没有人，包括股东，将利润从长远角度来看。
战略规划包括了所有为满足自身需要的产物，引导组织目标的发展的组织使命和合适整个企业目标实现策略。
过程本身的形式已经在一些过于结构化的地方被批评。
然而，战略规划，如果成功执行，通过平衡可接受的财务绩效与市场，不可避免的变化和竞争的制备技术，实现短期和长期之间的平衡起着关键的作用，以及在经济和政治领域。
管理主要是对目前的现金流，市场份额和收入趋势，公司的未来可以抵押贷款。
在近期的焦点可以使商业停滞，产生一种可恶风险。
相反，在长期的过分强调，是不恰当的。
公司过分扩张自己赌未来可能判处短期盈利和经营结果使得公司面临收购和其他威胁的行动的程度。
在图1.2描绘的是战略规划的过程。
在战略规划过程中收集组织关于其环境改变的元素的信息。
经理从组织中的所有职能领域帮助这个信息收集过程。
通过战略规划的过程，这个信息是有用的帮助组织更好地适应这些变化。
战略计划和支持计划，是在环境中实现的。
这个最终结果反馈为新的信息，是在不断调整和改进中可以发生。
市场营销策略外文文献及翻译
市场营销策略外文文献及翻译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-marketstrategy.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 multiplesegment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, acompany still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entailsselecting 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,Intelunched a campaign to convince buyers that its product is superior 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 anyclever,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"Madein 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-qualitycontinuum.Discount stores such as Target and Kmart are at theother.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 narrowerterms.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 isrecognized 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 other companies.The Trademark Law RevisionAct,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 alsoinfluences 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 itslife 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 imum 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 fromalternative as FOB pricing,uniform delivered pricing, zone pricing, basing-point pricing, and freight-absorption pricing. Finally,international pricing means that the company 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 tointermediaries?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 targetmarkets.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.Itovercomes 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 costsof their work. In dividing the 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 channellevels 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 andquality 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 adirect 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'scommunications 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-外文翻译
外文原文[1]Sales IncentivesThe enthusiasm and drive required in most types of sales work demand that sales employees be highly motivated. This fact, as well as the competitive nature of selling, explains why financial incentives for salespeople are widely used. These incentive plans must provide a source of motivation that will elicit cooperation and trust. Motivation is particularly important for employees away from the office who cannot be supervised closely and who, as a result, must exercise a high degree of self-discipline.Unique Needs of Sales Incentive PlansIncentive systems for salespeople are complicated by the wide differences in the types of sales jobs. These range from department store clerks who ring up customer purchases to industrial salespeople from McGraw-Edison who provide consultation and other highly technical services. Salespeople's performance may be measured by the dollar volume of their sales and by their ability to establish new accounts. Other measures are the ability to promote new products or services and to provide various forms of customer service and assistance that do not produce immediate sales revenues.Performance standards for sales employees are difficult to develop, however, because their performance is often affected by external factors beyond their control. Economic and seasonal fluctuations, sales competition, changes in demand, and the nature of the sales territory can all affect an individual's sales record. Sales volume alone therefore may not be an accurate indicator of the effort salespeople have expended.In developing incentive plans for salespeople, managers are also confronted with the problem of how to reward extra sales effort and at the same time compensate for activities that do not contribute directly or immediately to sales. Furthermore, sales employees must be able to enjoy some degree of income stability.[2]360-degree performance assessmentEnterprises exist mainly in the pursuit of profit, the pursuit of growth, and achieve sustainable business purposes. But in the course of business of raw materials, capital and equipment are required by the "person" can operate. Therefore, how to let the limited raw materials, equipment, and funds created endless profits, human resources play a very important role. A lot of human resources in enterprises, "manager" towards the success of the enterprise is at stake. The manager must often make many in the management decision-making, although the correct decision-making enterprises to be another peak, but it may be the wrong decision based company accumulated overnight. Therefore, how to understand the manager in an appropriate manner to the management, development and recognition of their request on a corporate human resources management a very important task.What is an assessmentComprehensive assessment, also known as the "360-degree performance appraisal system," the earliest known "symbol of the United States forces" model enterprise Intel first proposed and implemented. It refers to the staff themselves, supervisors, direct subordinates, peers, colleagues and even customers, the all-round perspective of the performance of individual understanding : communication skills, interpersonal, leadership and administrative capabilities : : Through this ideal performance assessment, the assessment was not only from those who own, supervisors, subordinates, colleagues and even customers to obtain feedback from a variety of angles. The feedback from these can be clearly aware of their different shortcomings, strengths and development needs, so that future career development more smoothly. I personally think : to assess the way many managers, but "360-degree evaluation - management skills" may be the best.What is self-evaluationThe so-called self-evaluation means : Let the manager's performance against its own performance in the period, or to assess their performance based on the performance and capacity of the future and set goals accordingly. When employees to do their own assessment, usually lower self-defense awareness and thereby understand his own shortcomings and thereby to strengthen, develop or add to their own inadequacies.Generally speaking, employees are usually the result of self-assessment and evaluation of different supervisors. And the evaluation of supervisors or colleagues compared regular staff will give their own high scores. Therefore, the use of self-assessment should be particularly careful. In return for the higher self-assessment, evaluation and staff should know that their self-assessment may have differences, and may form the rigid positions of the two sides, and this is the use of self-assessment should pay particular attention to the matter.Members of the evaluationMembers of the evaluation is to assess the performance of each of my colleagues that the way to achieve performance evaluation purposes. For some work, sometimes with the superior and subordinate time and communication opportunities, but not between subordinate. In such superior and subordinate contacts are short of time, have very little communication between the cases, superior to the performance assessment will be very difficult to establish. But on the contrary, among subordinates work together for a long time, they will understand each other more than superior and subordinate. At this time, among them mutual assessment, but can more objective. Moreover, the return on each other between, let them know that they can be in interpersonal communication capacity in this respect. For example, the foreign invested enterprises in Beijing a performance evaluation methods, it contains a peer evaluation. According to the company's Human Resources Manager said that in assessing the accuracy of the appraisal method, and not higher than the appraisal results for the poor. And peer evaluation forms can also fill his subordinates to assess mistakes. And the assessment results, but also for my colleagues in the eyes of their subordinates understand themselves in teamwork, interpersonal, how performance. In addition the company also said that if performanceassessment results for selected personnel, peer evaluation in this way often meet people convinced that the results.Subordinate evaluationBy the Ministry to evaluate supervisors, the traditional concept of human resources, workers seem to be a bit incredible. However, as the development of the knowledge-based economy, a growing number of companies allow employees to assess their level of competence performance, the process known as upward feedback (positive feedback). This approach to performance assessment of the development potential for the development of superior, particularly valuable. Feedback through subordinate managers, clearly aware of their need to strengthen local management capacity what? If their own understanding and direction for the evaluation of the gap between too much, can address this gap competent, in-depth understanding of these reasons. Therefore, some experts believe that human resources management, subordinate to the higher authorities for the assessment of its management will be a great benefit to the development.Customer evaluationClients in the evaluation of services, marketing, personnel of particular importance. Because only the most clear customer relations staff in customer service, marketing skills and attitude to performance. Therefore, in similar related industries, the performance assessment system in the evaluation could be included in the assessment system customers.In fact, the number of services (for example : the financial industry, catering industry, etc.) often use such performance assessment (such as the selection of best service personnel). Because service quality of service, customer service attitude by most clearly. As far as I know, many renowned domestic companies customer service department will periodically to sample the way, please assess the customer service performance of the company customer service personnel. For the evaluation ofFor the assessment of our performance evaluation is the most common way that performance is assessed by a competent implementation. As for the need to become familiar with the assessment methods, and use of performance assessment results as guidance units, the development potential of important commands weapons.[1] George Bohlander sott snell Managing Human Resources[M]. Dongbai University of Finance& Economics press 2003.10 P437-438[2] George Bohlander sott snell Managing Human Resources[M]. Dongbai University of Finance& Economics press 2003.10 P343-345外文译文[1]销售人员的激励各种类型的销售工作所必需的热情与动力要求销售人员得到高度激励。
市场营销第十三版1-5章专业术语翻译
第一章Marketing市场营销 Needs需要 Wants欲望 Demands需求 Market offering市场供应Marketing myopia营销短视 Exchange交换Market市场 Marketing management市场营销管理Production concept生产概念Product concept产品观念 Selling concept推销概念Marketing concept市场营销观念Societal marketing concept社会营销概念Customer relationship management顾客关系管理Customer-perceived value顾客认知价值Customer satisfaction顾客满意度 Consumer-generated marketing消费者产生的营销Partner relationship management伙伴关系管理Customer lifetime value顾客终生价值Share of customer顾客份额 Customer equity顾客资产 Internet互联网第二单元Strategic planning 战略规划 mission statement 使命陈述 business portfolio业务组合portfolio analysis 组合分析growth-share matrix 增长一份额矩阵product/market expansion grid产品/市场扩张矩阵market penetration 市场渗透 market development 市场开发product development 产品开发diversification 多元化downsizing 精简战略value chain 价值链 value delivery network 价值递送网络marketing strategy 市场营销战略 market segmentation市场细分 market segment 细分市场market targeting 市场营销战略positioning 定位differentiation 差异化marketing mix 市场营销组合 SWOT analysis SWOT分析 marketing implementation 市场营销执行 marketing control 营销控制 return on marketing investment 市场营销投资回报率第3章Marketing environment 市场营销环境 microenvironment微观环境Macroenvironment 宏观环境 marketing intermediaries营销中介Public公众 demography人口统计Baby boomers婴儿潮 generation X一代Millennials(generation Y) Y一代 economic environment经济环境Engel’s laws恩格尔定律 natural environment自然环境Environmental sustainability环境的可持续发展technological environment技术环境Political environment 政治环境cultural environment人文环境第四章Customer insights 顾客洞察力（见解） marketing information system 市场营销信息系统internal databases内部报告系统marketing intelligence营销情报系统marketing research 市场营销调研 Exploratory research探测性调研descriptive research描述性调研 Secondary data 二手资料commercial online databases在线商业数据库 Observational research 观察调研 ethnographic research 人种调研 Survey research调查研究 experimental research实验调研 Focus group interviewing 焦点小组访谈online focus groups在线焦点小组访谈Sample样本customer relationship management客户关系管理第五章Consumer buyer behavior 消费者购买行为Consumer market 消费者市场 Culture 文化Subculture 亚文化 Social class 社会阶层 Group 群体 Opinion leader 意见领袖Online social networks 在线社交网络Lifestyle 生活方式Personality 个性 Brand personality 品牌个性 Motive (drive) 动机Perception 认知过程 Learning学习Belief 信仰Attitude 态度Complex buying behavior 复杂购买行为Dissonance-reducing buying behavior 不和谐的购买行为Habitual buying behavior 习惯性的购买行为Variety-seeking buying behavior 追求多样化的购买行为Need recognition 需求识别Information search 信息搜索Alternative evaluation 另类评估Purchase decision 购买决策Postpurchase behavior 购后行为Cognitive dissonance 认知失调New product 新产品Adoption process开发过程第一章Marketing市场营销 p29The process by which companied create value for customers and build strong customer relationships in order to capture value from customers in return.企业为消费者创造价值并建立良好的顾客关系，以此从消费者身上获取利益作为回报的过程。
市场营销专业外语教程课本翻译【108~121页】
【课本108页到121页的翻译】第八章与客户的沟通将是接下来的两章，重点推广各种元素的广泛主题。
为了简化我们的讨论，将话题分为两个基本类别：非人员沟通（第八章）和人员沟通（第9章），本章还讨论了整合营销传播所需要的各种要素。
营销传播的战略目标营销人员寻求与目标客户的沟通，以明显的增加销售和利润。
因此，他们努力寻求若干战略目标实现他们的营销传播。
创造意识显然，如果我们不知道它，我们不能购买这个产品。
产生企业的知名度，以及其产品是一个重要的战略目标。
它旨在打造新产品和品牌的知名度营销传播尤为重要，以刺激试验的购买。
作为一个在全球扩展的组织，创造意识必须是营销传播的一个重要目标。
建立正面形象当产品或品牌在消费者心中有不同的形象，消费者更好理解正在被提供的价值。
正面形象甚至可以通过为产品添加意义来为消费者创造价值。
零售商店和其他企业也可以使用通信建立正面形象。
营销人员创造积极和鲜明形象的主要方法是通过营销传播。
确定前景由于现代技术使信息采集更加实用，甚至在大消费市场也是如此，识别前景正日益成为营销传播的一个重要目标。
营销人员可以持续维护对产品有兴趣的消费者，然后更有效地指导未来的传播。
现有的技术使营销人员可以非常接近他们的客户。
网站用来收集有关前景的信息，超市采用销售点终端来对消费者在以前购买的基础上给予优惠。
建立渠道关系营销传播的一个重要目标是建立与组织的渠道成员关系。
当生产商使用营销传播来生产意识，他们同时也帮助了携带产品的零售商。
生产商可能会和零售商商洽来派发优惠券，建立特别的橱窗，或者在他们的商店举办广告示范活动，所有的这些都对零售商和分销商有利。
当他们拥有的品牌需要以广告来吸引买家的时候，零售商会支持制造商。
因为这样的努力，渠道的所有成员都会受益。
合作开展这些营销传播能够建立更加强大的渠道关系。
维持客户忠诚的客户永远是一个主要的资产业务。
成本比留住现有客户更吸引一个新顾客。
营销传播包括销售人员和网站，在维持客户上可以发挥重要的作用。
市场营销双语 科特勒 亚洲版 术语翻译 英汉互译
advertising strategy
广告策略
Affordable method
量入为出法
age and life-cycle segmentation
年龄和生命周期细分
Allowance
津贴
Alternative evaluation
另类评估
Approach
接近
Attitude
态度
Baby boomers
单词
翻译
administered VSM
管理型垂直营销系统
Adoption process
开发过程
Advertising
广告
Advertising
广告
advertising agency
广告代理
advertising budget
广告预算
advertising media
广告媒体
advertising objective
基于成本的定价方法
cost-plus pricing
成本加成定价法
creative concept
创新概念
cultural environment
人文环境
Culture
文化
customer database
顾客数据库
Customer equity
顾客资产
Customer lifetime value
generation X
一代
Geographic segmentation
地理细分
Geographical pricing
地理定价
good-value pricing
高价值定价
Group
市场营销学专业课程汉英对照表
市场营销专业词汇中英文对照表Marketing Management营销管理New Products Development新产品开发Service Industry Marketing服务业营销Advertising广告Business Negotiation商业谈判International Marketing国际市场营销Sales Channels销售渠道Public Relationship公共关系Consumer Behavior消费者行为Systems of Management Information管理信息系统Marketing Research营销调研accesibility 可进入性accessory equipment markets 附属设备市场account management policies 客户管理策略positioning定位additions to existing product lines 现有产品线的增加administered vertical marketing systems 管理式垂直营销系统market segmentation市场细分sales promotion销售促进advertising feedback 广告反馈advertising frequency 广告频率advertising media 广告媒体advertising reach 广告接受人数advertising message 广告信息advertising source 广告信息来源agent middleman 代理商allowance 折让alteration 退换American Marketing Association 美国营销协会annual marketing plan 年度营销计划assurance 保证attitudes of consumers 消费者态度availability 可获得性/供货能力awareness （产品）知晓度/知名度baby boomers 婴儿潮出生的一代人backward channels for recycling 回收的后向渠道backward integration 后向垂直一体化banner advertisements 横幅标语广告bar codes 条形码barter 实物交易basic physical needs 基本生理需要BCG Grow-Share Matrix 波士顿增长-份额矩阵before tests 事前测试Behavior Scan Information Resources Inc. 行为扫描信息源公司behavioural analysis 行为分析behavioural hierarchies 行为层级benchmarking 基准benefit clusters 利益群体benefits 利益Benz 奔驰billing 帐单birth rate 出生率blanket purchase order 一揽子采购合同blind-paired comparison testing 双盲比较测试blue collars 蓝领bottom line 底线/盈亏一览结算线brand awareness 品牌意识/认知brand extensions 品牌扩展brand loyalty 品牌忠诚度brand mark 品牌标志brand name 品牌名称brand positioning 品牌定位brand recognition 品牌识别brand strategies 品牌战略brand 品牌branding strategy 品牌化战略branding 品牌化brand's equity 品牌的价值break-even analysis 盈亏平衡分析break-even volume 盈亏平衡产量breath of product assortment 产品线的宽度breath or diversity of product lines 产品线的宽度或多样性bribery 贿赂British Airways 英国航空公司brokers 经纪人budgeting 预算bundle 捆绑Bureau of Census 人口统计局busines strength rating 商业能力评分business plan 商业计划business position 经营地位business sector 商业部门business services markets 商业服务市场business strategies 经营战略business unit strategy 经营单位战略buyback allowances 回购折让buyback arrangements 产品返销buyers' bargaining power 买方的讨价还价能力buyers 采购者buying behavior 购买行为buying center 采购中心buying inertia 购买惯性buying intention 购买意图buying offices 连锁商店的进货中心buying power indes (BPI) 购买力指数buying situation 采购情况/类型buying task 采购任务capital gains 资本收益capital invested in product 产品投入资本Carnival 嘉年华cash cows 现金牛类cash discounts 现金折扣catalogue sales 目录销售categorization of perception 感知分类categorization 分门别类centralization 集中化chameleons/followers 变色龙/跟随者channel alternatives 可选择的营销渠道channel conflicts 渠道冲突channel decisions 渠道决策channel functions 渠道功能channel institutions 渠道组织结构channel management 渠道管理channel objectives 渠道目标channel of distribution 分销渠道channel power 渠道权力channel-control strategies 渠道控制战略channel-design decisions 渠道设计决策channel-management decisions 渠道管理决策channels of communication 传播渠道choice criteria 选择标准closing a sale 结束销售clothing retailers 服装零售商co-branding 联合品牌code of ethics （职业）道德标准coercive power 强制权cognitive dissonance 认识的不协调collection of data 数据收集collection 收款co-marketing alliances 联合营销联盟combination compensation plan 结合式薪酬方案commitment 承诺communication channels 传播渠道communication process 传播过程communication 信息交流/沟通communications media 传播媒体company personnel 公司员工comparative advertisements 比较广告comparison of brands 品牌比较compensation deals 补偿处理compensation plan 酬金方案compensation/rewards 酬金/奖励compensatory 补偿性的competition and industry evolution 竞争和行业演变competition-orientated pricing 竞争导向定价法competitive advantage 竞争优势competitive (supply-side) evolution 竞争（供方）演变competitive factors 竞争因素competitive intelligence 竞争情报/信息competitive parity promotion budgeting 竞争均势促销预算法competitive strategy 竞争战略competitive strength 竞争优势/能力competitor analysis 竞争者分析complaint handling 投诉处理component materials and parts markets 组成材料和零部件市场computerized ordering 计算机化的订购conclusive research 确定性研究conditions of demand 需求情况conflict and resolution strategies 冲突和解决战略conformance to specifications 与规格一致conformance 一致性confrontation strategy 对抗战略conjoint measurement 联合测度法conjunctive model 联合模型consumer decision-making 消费者（购买）决策consumer goods channels 消费品分销渠道Consumer Goods Pricing Act, USA 美国消费品定价法案consumer goods 消费品consumer markets 消费品市场consumer needs 消费者需求consumer packaged-goods firms 消费者包装食品公司consumer promotion 消费者促销consumer tests 消费者测试consumer/household market 消费者/家庭市场consumers' perceptions 消费者感知consumption 消费contests 竞赛contingency planning 权变计划contract construction 契约建筑业contract manufacturing 契约制造业contraction/strategic withdrawal strategy 收缩/战略性撤退战略contractual entry modes 契约式进入模式contractual vertical marketing systems 合约式垂直营销系统contribution margin analysis 边际贡献（贡献毛利）分析contributrion margin 边际贡献control strategies 控制战略convenience food stores 便利食品商店convenience goods 便利品convenience 服务的便利性Cool Whip 清凉维普co-operative advertising 合作性广告co-ordination and conflict resolution 协调与冲突解决co-production 合作生产core benefit proposition (CBP) 核心利益方案/提议corollary-data method 推定数据法corporate HQ 公司总部corporate scope 公司（经营）范围corporate strategy 公司战略corporate vertical marketing systems 公司式垂直营销系统corporate/institutional advertising 团体/社会公共机构广告corrective action 矫正行动cost analysis 成本分析cost effectiveness 成本有效性cost leadership strategy 成本领先战略cost of capital 资本成本cost of goods sold (COGS) 产品销售成本cost reductions 降低成本产品cost-and-volume relationship 成本-数量关系cost-oriented pricing 成本导向定价法cost-plus/mark-up pricing 成本加成/溢价定价法costs and benefits of marketing functions 营销职能的成本和效益costs of competitors 竞争者成本costs of distribution 分销成本countertrade 对等贸易coupons 优惠券courtesy 礼貌coverage of geographic market 地域性市场的范围coverage of relevant retailers 相关零售商的销售范围credibility 信誉credit terms 信贷条款critical assumptions 关键假设cross-elasticity 交叉弹性customary pricing 习惯性定价法customer analysis 顾客分析customer contact 顾客接触customer demand 顾客需求customer intimacy 顾客亲密度customer loyalty 顾客忠诚度customer need 顾客需要customer organization of sales force 按客户组织销售队伍customer retention 顾客维系/保留customer satisfaction 顾客满意度customer segment pricing 顾客细分市场定价customer service 顾客服务customer-oriented pricing 顾客导向定价法customers' perception 顾客感知customers' preferences 顾客偏好customers' price sensitivity 顾客的价格敏感度customizing 定制data collection 数据收集data confidentiality 数据保密data research 数据研究data sources 数据来源dealers 经销商deceptive advertisements 欺骗性广告deciders 决策者declining markets 衰退市场decoding 解码defect rate 缺陷率defender strategy 防御型战略defensive new-product development strategy 防御性新产品开发战略defensive positioning 防御性定位delivery time 交付时间delivery 配送demand characteristics 需求特征demand curve 需求曲线demand-oriented pricing 需求导向定价法demographic environment 人口统计环境department stores 百货商店dependability 可靠性deregulation 放松管制derived demand 衍生需求descriptive research 描述性研究design decisions 设计决策desired percentage mark-up on retail 预期零售利润率desired percentage return 预期回报率determinant attributes 关键属性determinants 决定因素different responses 差别反应differentiated defender strategy 差异化防御战略differentiated marketing 差异化营销differentiation over time 不同时间的差异differentiation strategy 差异化战略differentiation 差异化diffusion of innovation theory 创新扩散理论dimension 因素dimensions of quality 质量维度direct costing profitability analysis 直接成本盈利性分析direct mail 直接邮寄direct marketing via advertising media 通过广告媒体的直接营销direct marketing 直接营销direct product profitability (DPP) 直接产品盈利性/利润率direct selling 直销discount rate 贴现率discount stores 折扣商店discount 折扣discount/premium price policies 折扣/溢价策略discriminant analysis 差异分析法discriminatory adjustments 歧视价格调整discriminatory pricing adjustments 歧视定价调整disjunctive model 分离模型display space 陈列空间disposable income 可支配收入dissonance-attribution hierarchy 不和谐-归属层次结构distribution channel designs 分销渠道设计distribution channel objectives 分销渠道的目标distribution channel 分销渠道distribution decisions 分销决策distribution policies 分销策略distribution 分销distributor/store (private lables) brands 分销商/私有品牌distributors 分销商diversification 多元化divest 撤退divest 出让divestment or liquidation 收回投资或清算dividend 红利dogs 瘦狗类domestic target marketing strategies 国内目标市场定位的营销战略dropping products 放弃产品dry cleaning 干洗dual/two channel distribution systems 双重分销系统duplication （媒体）重复DuPont 杜邦公司durability 耐用性early vs late adoption 早期采购与后期采购earnings per share 每股收益economic and technological factors 经济技术因素economic power 经济权economies of scale 规模经济education services 教育服务effectiveness 有效性efficiency 效率emergency goods 急需品emotional appeals 情感诉求empathy 移情作用empirical evidence 经验性实例empowerment 授权encoding 编码end use 最终使用endorsement 赞同engineering （产品）工程设计entrepreneurial strategy 企业家战略entry strategies 进入战略environment and packaging disposal 环境与包装处理environment factors 环境因素environmental scanning 环境扫描/分析environmental strategy 环境战略establishment 机构ethical audit （公司）伦理审计ethics of marketing 营销伦理道德ethnic composition 种族构成European Community 欧共体evaluation and reward systems 评估与奖励体系evaluation and selection of supplier 评估和选择供应商evaluation of alternatives 评估替代品/各种选择evaluation of brands 品牌评估event sponsorship 事件赞助event 活动everyday low-price (EDLP) 天天低价evoked set 引发的组合evolution of market 市场演变exchange 交换exclusive dealing 独家销售exclusive distribution 独家分销executive summary 执行摘要exhibition media 展示广告媒体existing market 现有市场exit barriers 退出壁垒expansion path 扩张途径expectation measures （顾客）预期测度expectations of customers 顾客期望expected unit sales 预计产量expected value 期望价值experience curve 经验曲线experimental research 实验性研究expert power 专长权exploratory research 探索性研究export agents 出口代理（商）export jobbers 出口批发商export management company 出口管理公司export merchants 出口贸易商export 出口exporting 出口商品extended use strategy 扩大使用战略extending volume growth 扩大市场份额external data sources 外部数据来源external environment 外部环境extrapolation of past sales trends 过去销售趋势推测法facilitating agencies 辅助/中介机构factor analysis 因素分析法fads 时尚family branding 家族品牌family life cycle 家庭生命周期family structure 家庭结构farm products 农产品fast-moving consumer goods (FMCG) 快速变动的消费品fear appeals 恐惧/顾虑诉求features 特征Federal Department Stores 联邦百货商店Federal Trade Code （FTC) 联邦贸易法案FedEx (Federal Express) 联邦快递feedback data 反馈数据field test marketing 实地市场测试financing 融资fisheries 渔业fit and finish 结实度与外观fixed costs 固定成本fixed salary 固定工资flanker strategy 侧翼进攻战略flanker/fighting brand 战斗品牌flanking and encirclement strategies 侧翼进攻与围堵战略flat organizational structure 扁平的组织结构FOB origin pricing FOB产地定价法focus strategy 集中战略followers 追随者Ford 福特公司foreign middlemen 国外中间商forestry 林业formalization 形式/规范化formulate 制定fortress/position-defence strategy 防御堡垒战略Fortune 《财富》杂志forward integration 向前一体化franchise systems 特许系统franchising 特许经营free call numbers 免费电话号码free goods 免费商品freight-absorption pricing 免收运费定价法fringe benefits 小额津贴frontal attack strategy 正面进攻战略full costing profitability analysis 全成本盈利性分析full-service wholesalers 全方位服务的批发商functional competencies and resource allocation 职能能力与资源分配functional efficiency 职能效率functional organization of sales force 按销售职能组织销售队伍functional organizational structure 职能型组织结构functional performance 功能性能functional strategy 职能战略games 比赛gap 差距gatekeepers 信息传递者general behavioral descriptors 一般行为变量General Electric (GE) 通用电气General Foods Corporation 通用食品general merchandise discount chains 大众商品折扣连锁店General Motors 通用汽车geodemographics 区域人口统计特征geographic adjustments 地理调整geographic distribution 地理分布geographical organization of sales force 按地区组织销售队伍Gillette 吉列剔须刀global adjustments 全球调整global elite consumer segment 全球精英消费品市场global expansion 全球扩张global marketing control 全球营销控制global markets 全球市场global niche strategy 全球机会战略global standardization strategy 全球标准化战略global teenage segment 全球青少年市场globalization 全球化global-market expansion 全球市场扩张goals 总目标going-rate/competitive parity pricing 竞争性平价定价法goods producers 产品制造商Goodyear 固特异轮胎government agencies 政府机构government buyers 政府采购者government market 政府市场government regulation 政府管制greenhouse effect 温室效应grey market 灰色市场gross domestic product (GDP) 国内生产总值gross margin 毛利gross national product (GNP) 国民生产总值gross profit 毛利gross rating points (GRPs) 总级别指数group/category product manager 类别产品经理growing markets 成长市场growth rate of market 市场增长率growth stage of product life cycle 产品生命周期的成长阶段growth-extension strategies 增长扩张战略growth-market strategies for market leaders 市场领导者的市场增长战略growth-market strategy 成长性市场战略growth-market targeting strategy 成长性市场定位战略guarantee/warranty 保证/担保guarantees 保证Gucci 古琦（世界著名时装品牌）Haagen-Dazs 哈根达斯hard technology 硬技术Harvard Business Review 《哈佛商业评论》harvest 收获harvesting pricing 收获定价法harvesting strategy 收获战略health care 医疗保健health maintenance organizations (HMOs) （美国）卫生保健组织heavy buyer 大客户Heileman Brewing CompanyHeinz 亨氏食品helpfulness 有益性Henkel 汉高Hertz 赫兹（美国汽车租赁巨头）Hewlett-Packard 惠普公司hierarchy of strategy 战略的层次high margin/low-turnover retailers 高利润/低周转率的零售商high market share global strategy 高市场份额全球战略high-contact service system 高接触服务系统high-involvement product 高参与产品high-involvement purchase 高参与购买hight market share 高市场份额战略Hilton 希尔顿Holiday Inns 假日旅馆homogeneous market 同质市场Honda 本田household/family life cycle 家庭生命周期household 家庭hybrid technology 混合技术idea generation 创意的产生/生成ideas for new products 新产品创意/构想idea-screening process 创意筛选过程identification of segments 识别细分市场Illinois Tool Works 伊利诺斯工具厂image pricing 形象定价imitative positioning 模仿定位imitative strategy 模仿战略impact evaluation 影响评估impersonal sources 非个人的信息来源implementation and control of marketing programs 营销计划的执行和控制implementation 实施improvements in or revisions of existing products 现有产品的改良或修正impulse buying 冲动购买impulse goods 冲动购买品incentives 激励income 收入increased penetration strategy 增加渗透战略indirect costing profitability analysis 间接成本盈利性分析individual brand 个别品牌individual value 个人价值industrial goods & services 工业产品和服务industrial goods channels 工业品分销渠道industry attractiveness 行业吸引力industry attractiveness-business position matrix 行业吸引力-业务地位矩阵industry dynamics 产业动态industry evaluation 产业评估industry evolution 产业演变inelastic 缺乏价格弹性influencers 影响者infocommunications industry 信息通信行业infomercials 商业信息广告information age 信息时代information search 信息搜集information technology 信息技术information 信息informative 告知性的ingredient 成份in-home personal interview 个人家庭访谈in-house use tests 内部使用测试innovation 创新innovativeness 创新性installation 设施in-store display 店内展示in-store positioning 店内布局in-store promotion 店内促销intangibles 无形integrated marketing communication plan (IMC) 整合营销传播计划integration of perception 感知整合integration 整合Intel 因特尔intensity of market position 市场地位的集中程度intensity 集中程度intensive distribution 密集型分销interactions across multiple target markets 多目标市场间的相互作用interactive media 交互式媒体interest rates 利率internal data sources 内部数据来源internal marketing 内部营销internal organizational structure 内部组织结构international advertising 国际广告international channels 国际分销渠道international division 国际分部international marketing 国际营销international organizational design 国际组织设计internationalization of services 服务的国际化introductory stage of product life cycle 产品生命周期的推出阶段inventory level 库存水平investor relations advertising 投资关系广告issue advertising 观点广告jobbers 批发商Johnson & Johnson 强生joint ventures 合资jury of executive opinion 行政管理人员群体意见法just noticeable difference (JND) 恰巧注意到的差异just-in-time (JIT) management system 准时制管理体系just-in-time purchasing arrangements 及key account management 主要客户管理key accounts 关键客户key benefits 核心利益key environmental issue identification 确定主要的环境问题key variables 关键变量key/house accounts 关键/机构客户laboratory tests 实验室测试leapfrog strategy 蛙跳战略learning hierarchy 学习层级结构legal services 法律服务legislation 立法legitimate power 法定权level of compensation 酬金水平level of technical sophistication 技术的复杂程度Levi Strauss 李维·史特劳斯Levi's 列维斯（全球最大的牛仔服制造商）lexicographic model 词典编纂模型lifestyle 生活方式limited-service wholesalers 有限服务的批发商line extension 产品线扩展line filling 产品线填充line stretching 产品线延伸list price 订价Lloyd's of London 伦敦劳埃德保险公司localizaiton strategy 本地化战略location pricing 场所定价location 位置lodging 房屋出租logistical alliances 后勤联盟long-term memory 长期记忆lost customer 失去的顾客Louis Vuitton 路易·威登（法国著名时尚品牌）low-contact service system 低接触服务系统low-cost defender 低成本防御型low-cost position 低成本地位low-involvement hierarchy 低参与程度层级结构macro risks 宏观风险macroenvironment 宏观环境macrosegmentation 宏观细分mail-order retailers 邮购零售商maintaining market share 保持市场份额maintenance strategy 保持战略management overhead 管理费mandatory adaptation 强制性适应manufacturer brand 制造商/全国性品牌manufacturers' agents/representatives 生产商的代理商/销售代表manufacturers' export agents (MEA) 制造商出口代理manufacturers' sales offices/branches 生产商的销售办事处/分支机构manufacturing process 制造过程manufacturing 制造业market aggregation strategy 整体市场战略market attractiveness factors 市场吸引力因素market attractiveness 市场吸引力market attractiveness/business position matrix 市场吸引力/业务地位矩阵market circumstances 市场环境market demorgraphics 市场人口分布/统计特征market dimension 市场量度market entry strategies 市场进入战略market exclusion 市场排斥market expansion strategy 市场扩张战略market factors 市场因素market followers 市场跟随者market growth rate 市场增长率market hirarchy 市场等级market inclusion 市场纳入market leaders 市场领导者market measurement 市场测量market opportunity analysis 市场机会分析market oriented 以市场为导向的market position factors 市场地位因素market positioning analysis 市场定位分析market potential measurements 市场潜力测度market research 市场研究market segment 细分市场market segmentation 市场细分market share 市场份额market targeting 目标市场选择market 市场marketability 市场开拓能力market-entry strategies 市场进入战略marketing action plan 营销行动计划marketing audit 营销审计marketing channel 营销渠道marketing codes of conduct 营销行为规范marketing communication 营销沟通/传播marketing concept 营销观念marketing control 营销控制marketing decision support systems (MDSS) 营销决策支持系统marketing environment audit 营销环境审计marketing flows and functions 营销过程和职能marketing function area audit 营销功能领域的审计marketing implications of 对营销的影响marketing information system 营销信息系统marketing institutions 营销机构marketing management 营销管理marketing message 营销信息marketing mix 营销组合marketing policy 营销策略marketing productivity area audit 营销生产力领域的审计marketing program components 营销计划内容marketing program 营销计划/方案marketing relationship 营销关系marketing research 营销研究marketing strategy 营销战略market-management organizational structure 市场管理组织结构mark-up price 产品/溢价价格Marlboro 万宝路Marriott Hotel 万豪酒店mass-market penetration strategy 大规模市场渗透战略mass-market strategy 大市场战略matrix organizational structure 矩阵组织结构Matsushita 日本松下电子mature conformists 成熟的随大流者mature markets 成熟市场mature stage of product life cycle 产品生命周期的成熟阶段McDonald's 麦当劳McDonnell Douglas 麦道公司MCI电讯公司（前世界通信公司）MDSS (Marketing-Decision Support System) 市场决策支持系统measurability 可测度性measure or index 测量指标measurement criteria 计量标准media audiences 媒体受众medical and health services 医疗卫生服务Medico Containment Servicesmemory of consumers 消费者记忆Mercedes-Benz 梅赛德斯-奔驰Mercer Management Consulting 美国美智管理顾问公司merchandising 推销merchant middlemen 国内贸易中间商merchant wholesalers 商业批发商message structure 信息结构Michael Porter 迈克尔-波特micro risks 微观风险microsegmentatioin 微观细分Miller Tyding ACT, USA 米勒·泰丁法案minging 矿业Minnesota Mining and Manufacturing Company (3M) 明尼苏达矿业和制造公司Minolta 美能达miscellaneous sources 多方面来源mission 宗旨missionary selling 推销式销售Mitsubishi Heavy Industries 三菱重工modified rebuy 调整再购monosegment positioning 单一细分市场定位Monsanto 孟山都农业生物技术公司moral appeals 伦理/道德诉求morals 道德Motorola 摩托罗拉multichannel distribution 多渠道分销multidimensional scaling 多维等级法multilevel selling 多级销售multinational coporations (MNCs) 跨国公司multiple test markets 多测试市场multiple-brand strategy 多品牌战略multiple-factor index 多因素指数法multisegment positioning 多重细分市场定位mutual trust 相互信任national account management 全国性客户管理national market 国内市场National Semiconductor 美国国家半导体公司natural products 天然产品NEC 日本电子Nescafé 雀巢咖啡Nestlé 雀巢net sales 净销售额network computer (NC) 网络计算机new business selling 新业务销售new buy 购入新产品new entrants 新进入者new markets 新市场new materials 新材料New Prod screening model 新普罗德筛选模型new product lines 新产品线new products 新产品new-product development 新产品开发new-product ideas 新产品创意Newsweek 《新闻周刊》new-task buying 全新采购new-to-the-world products 世界性新产品niche penetration strategy 壁龛/机会市场渗透战略niche-market strategy 壁龛市场战略Nike 耐克Nissan 尼桑no-brand brand name 无品牌的品牌名称no-frills product 无虚饰产品noise in communication system 传播系统中的噪音non-financial rewards 非物质性奖励措施non-probability sampling 非概率抽样non-profit organization 非盈利组织non-store retailing 无店铺零售业number of stockouts 迟滞数目object-and-task method of promotion budgeting 目标-任务促销预算法objectives and strategy area audit 目标与战略领域的审计objectives 具体目标observation 观察法occupancy costs 房屋占用成本occupation/position 职业/职位odd pricing 奇/余数定价法OEM (original equipment manufacturer) 原始设备制造商oeverall quality 总体质量off-invoice discounts 发票之外的折扣offsets 抵消交易Omega 欧米加on-air testing 广播测试OPEC (Organization of Petroleum Exporting Countries) 欧佩克（石油输出国组织）opening relationships 建立关系operating supplies 生产供应品operational excellence 运作管理水平opinion leaders 意见领导者opportunity cost 机会成本opportunity identification 机会识别opportunity/threat matrix 机会/威胁矩阵order cycle time 订货周期order processing 订单处理organisational level 组织层次organizaitonal requirement planning 组织需求计划organization area audit 组织领域的审计organization buying center 组织采购中心organizational customer 组织顾客organizational direct selling 组织直销organizational markets 组织市场organizational purchasing 组织采购organzational structure 组织结构outdoor enthusiasts 户外运动爱好者out-of-home media 户外广告媒体overall cost leadership 全面成本领先overheads 日常开支overseas direct investment 海外直接投资ownership of new product 新产品所有权packaging 包装panel of experts 专家小组parentage 渊源parties involved 交换中的各方payment terms 支付条款pay-off control 支出控制penetration pricing 渗透定价Pepsi-Cola 百事可乐perceived customer value 顾客感知价值perceived quality 感知到的质量perceived value 感知到的价值percentage of sales promotion budgeting method 销售额百分比促销预算法perceptions of consumers 消费者感知/理解perceptual (product) pisitioning 感知（产品）定位perceptual map 感知图perceptual organization 感知组织perceptual vigilance 感性的警惕performance dimension 业绩标准performance evaluation 业绩评估performance measures 表现/业绩测度performance objective 绩效目标performance standards 绩效标准performance 功能perishability 非持久性personal selling 人员推销personal sources 个人的信息来源personnel development 人力资源开发persuasive 说服性的pharmaceuticals industry 医药行业physical (product) positioning 物理（产品）定位physical descriptors 物理变量physical distribution 实物分销Pillsbury 皮尔斯博瑞pioneers 先入者Pizza Hut 必胜客place utility 地点效用planning and control system area audit 计划与控制系统领域的审计point of sale information 销售点信息point-of-purhcase (POP) promotion 采购点促销point-of-sales (POS) data 销售点数据pontificator 保守派popularity 通用性population trends 人口趋势portfolio models for resource allocation 资源配置的资产组合模式position intensity 地位集中程度positioning 定位possession utility 拥有效用post-purchase dissonance 购买后的不协调post-purchase evaluation 购买后评估post-purchase/after-sale service 售后服务potential advantages 潜在优势potential customer 潜在顾客potential market 潜在市场potential target market 潜在目标市场power in distribution 分销权力power of buyers 购买者能力power of suppliers 供应商能力predatory pricing 掠夺性定价法pre-empting scarce resources 先占稀缺资源preferential treatment 特惠待遇premiums 额外奖励present competitors 现有的竞争者presenting sales message 提供销售信息pre-test market research 测试前市场研究price discrimination 价格歧视price elasticity of demand 需求的价格弹性price fixing 价格设定price leaders 价格领导者price lining 价格排列定价法price promotion 价格促销price quotation 报价price sensitivity 价格敏感度price structure 价格结构price 价格price/earnings ration 价格/收益比price-off promotions 降价促销price-setting process 定价过程pricing adjustments 定价调整pricing policies 价格策略pricing 定价primary demand 基本需求primary sources 第一类/主要数据print media 印刷媒体private/for-profit organization 私营/盈利性组织PRIZM (Potential Rating Index for Zip Markets) 按邮政区划为基础的潜力等级指数proactive new-product development strategy 进取型新产品开发战略probability sampling 概率抽样problem formulation 界定问题problem identificatioin 确定问题process management 过程管理Procter & Gamble (P&G) 宝洁公司product line 产品线product availability 产品的可获得性product category 产品类别product class 产品类别product decisions 产品决策product design 产品设计product development 产品开发product dimension or attributes 产品维度/属性product evolution 产品演变product features 产品特征product intent share 产品倾向份额product leadership 产品领导能力product life cycle (PLC) 产品生命周期product life cycle curve 产品生命周期曲线product line 产品线product manager audit 产品经理审计product offering 供应品product organizaiton of salesforce 按产品组织销售队伍product policies 产品策略product positioning 产品定位product quality 产品质量product scope 产品范围product space 产品位置product specifications 产品规格product systems 产品体系product type 产品类型product usage 产品用途product 产品product(ion)-oriented organization 产品/生产导向型组织production 生产product-line pricing adjustments 产品线定价调整product-management organizational structure 产品管理组织结构product-market entry control 产品－市场进入控制product-related behavioral descriptors 与产品相关的行为变量product's market characteristics 产品的市场特征product-use testing 产品使用测试pro-environment 环保profit impact of market strategy (PIMS) 市场战略的利润影响profitability analysis 盈利性分析profitability 盈利性/盈利能力profitable survivor strategy 有利可图的生存者战略project-company resource compatibility 项目与公司资源的协调性projected profit-and-loss statement 预计损益表projective tests 投影测试promotion decisions 促销决策promotion mix 促销组合promotion policies 促销策略promotion 促销promotional allowance 促销折让promotional effort 促销努力promotional pricing 促销定价promptness 及时性propector strategy 探索型战略prospecting for customers 寻找顾客psychographics 心理统计特征psychological cost 心理成本。
市场营销学 外文翻译 外文文献 英文文献 市场营销
Marketing(From: Sun Kun of Accounting English, 2008.)Marketing is a group of interrelated activities designed to identify consumer needs and to develop,distribute,promote,and price goods and services to satisfy these needs at a profit.Whether an organization is large or small,whether it produces a product or provides a service,its long-range future is linked to successful markting practices.The old saying "Build a better mousetrap and the world will beat a path to your door"is not true. "They" must need the product,know about it,be able to get it when and where they want it,and be able to afford it.Marketing provides the means to make the organization successful in the long run.1.The Marketing ConceptMarketing was unheard of in the early 1900s. This period can best be described as one where far more people needed consumer goods than companies were able to manufacture.This intense demand on manufacturing led to organizations dominated by production management. Companies had a production orientation: where the number one priority is to produce a good to keep up with demand. All energies and talents were laced in the production function. Selling a good was incidental; determining consumer needs was unheard of.As manufacturers increased their production capabilities,the supply of goods available increased and inventories of goods developed. An emphasis on selling occurred. This need to sell led to a sales-dominated company-a sales orientation,whereby the energy of the company is focused on selling the products produced. The salespersio's job:(1)to make the desires of the consumers "fit"the products the company manufactures and (2)to convince the consumer to buy. The company's goal:to"send the out full and bring it back empty."As more producers began competing for consumer dollars by making such high-demand products as automobiles,vacuum cleaners,and refrigerators,the supply of goods began to exceed the demand. Companies had to find a way to identify consumer demand.Company profits.Companies that are marketing oriented have adopted a philosophy for the firm known as the marketing concept.The marketing concept is a belief that the companyshould adopt a companywide consumer orientation directed at long-range profitability.It includes the belied that all efforts of the organization should be directed at identifying and satisfyingProduction OrientationCompanies were essentially production-oriented from the latter part of the nineteenth century to about 1920. Emphasis was placed on filling the demand for basic commodities. The typical family had little discretionary income and there was little demand for products not associated with filling those basic family requirements.Demand was usually supplied by the producer's perception of what consumers needed. Product design and product line decisions were heavily influenced by manufacturing considerations.Management attention was directed primarily toimproving production methods,increasing output,and lowering costs. Sales OrientationThe period of sales orientation covered roughly the years from 1920 to 1950.With the exception of the years of the Grat Depression ,this period was characterized by gradually rising discretionary income,emerging demand for products,increasing competition,and the expansion of distribution channels.Although product decisions continued to be dominated by what the manufacturing department wanted to make ,the role of sales became increasingly important. With the production department capable of tuning out increasing quantities of goods through mass production techniques,company success began to turn on the ability of the sales force to move inventories.Market OrientationCovering the years from about 1950 to 1970 ,this period was characterized by a continuing shift in business emphasis to understanding and reacting to changing markets.The dramatic rise in consumer discretionary income following World War II created demand for new products and services. The mobility provided by mass ownership of automobiles encouraged the development of suburbs, new shopping patterns, and changes in distribution methods. Markets became more segmented and more complex. Product life cycles shortened.With these conditions,production people no longer were in a position to determine accurately what would sell. Selling skills were no longer sufficient to overcome the problems created when products were not attuned to a more discriminant market demand. In order to provide a better fit between marketdemand and company offerings-and in order to provide for better coordination of marketing activities-companies reorganized and assigned increased responsibilities to the marketing department.Marketing took on the role of analyzing markets and interpreting the needs, and manufacturing departments. More sophisticated aproaches were developed to fulfill the traditional marketing roles of product promotion and the management of distribution channels. The role of marketing in pricing increased.And finally, the marketing department became the focal point for the development of corporate strategies needed to adjust to market change.Societal OrientationWhen managements adopted the marketing concept, they could not foresee the environmental problems or the changes in society's values that would raise questions about the market orientation philosophy. In terms of what we now know about pollution, the finiteness of raw materials, and the apparent inability of our economic system to eliminate poverty, some people question whether what is good for the individual consumer is always good for society.Increasingly, national policy-and, in turn, business policy-is tempering concern for the consumer with concern for society as a whole. Thomas A. Murphy, chairman of General Motors, addressed this dilemma when he said , "We may have let ourselves grow out of touch with the customer's need for continued satisfaction in a time of heightened expectations and the society's concern for environmental improve-ment and energy conservation."Marketing policies attuned to serving the market as the market wants to be served continue to represent modern company policy. But we are also seeing market-oriented decisions modified by societal concerns, as a result both of law and of responsible management policies.2.Channels of distributionEfficient production methods, coupled with skilful marketing ,may have ensured that we can produce goods or services cheaply and that there is a market for them. There remains the vitally important question of how we actually get our goods and services to the customer.Direct sales to CustomersThis ,of course, is the oldest form of distribution and in many trades it remains the most important. However, it can be a very awkward one in somebusinesses such as manufacturing. Customers especially private buyers, are unlikely to go to a factory to buy what they want, and manufacturing firms , at least one company seeking to sell its chains of petrol filling stations in the mid 1980s.There are other trades where producers sell directly to customers. In some cases this is because producers find it advantageous to control the final retail stage and be in a position to offer a complete service, including after-sales service,to the customer.In other industries producers may sell directly to consumers through factory shops, farm shops ,"pick-your-own" arrangements at farms,by mail order or any other scheme that business ingenuity may devise.Organized MarketsAfter direct selling ,markets represent the oldest form of trade from producer to consumer. Here we have in mind not the ratail mardets found in many towns on "market days" but the markets where producers and traders, especially the traders in commodities make their deals . These markets , located in many of the world's major trading centers , including London where most of the main British commodity exchanges are found ,bring together producers and traders who wish to buy in bulk for onward Distribution to the final customer.By commodities we mean goods such as tin, copper , zinc and other metals or bulk foodstuffs like tea, coffee, wheat and cocoa. What distinguishes commodities is that they tend to be sold on the basis of objective descriptions , such as " Brazilian coffee" or "Sri Lankan tea", rather than according to some brand name, though, of course, the experienced buyer will be able to distinguish high and low quality goods according to their source or to a wholesaler.WholesalingThe markets we have just outlined are wholesale markets . Wholesaling involves purchasing goods in large quantities from the producer or importer and selling in smaller quantities to the retailer, or sometimes, to another wholesaler or dealer. A service is provided as the producer prefers to deal with large orders and the retailer in smaller purchases. There are ,however, other services provided by wholesaling besides this 'breaking bulk.Conventional wholesaling has declined in importance in recent decades. The functions of wholesaling still have to be undertaken but are now often less important than in the past and where they remain essential are often carried out by manufacturers, or, more noticeably, by retailers. The growth of large chains inretailing has often been made possible by the incorporation of wholesaling and retailing within the one organization.Develoments in production methods, in transport and communications have all contributed to this process . When flour was sold by millers in large sacks, breaking bulk was a necessary service for small shops selling to ordinary households. Modern machines have no difficulty in packing flour in paper bags at the end of the production line. Motorway transport, the telephone and telex have brought retailer and manufacturer closer together and the wholesaler's warehousing is not always essential to bridge the gap between them. AgentsAgents may offer an alternative to wholesalers. An agent acts on behalf of another, the principal. The role of the agent in distribution is to take over the work of distribution from the manufacturer. In some ways agents may act much like a wholesaler; in other ways they may act like a retailer and sell to the final customer. Agents can be particularly important in servicing foreign markets where they have special local knowledge.FranchisingThis is a growing form of distribution. A franchise gives the sole right to serve a locality with a particular good or service. Agents often hold sole franchises.The modern trend in franchising is for producers carefully to develop and market the product, including the organization of advertising,and then to leave the retail stage to a franchised independent firm. The franchise holder normally has to pay for the franchise. In return they receive a wide range of services from the producer. The shop will be laid out according to a distinctive pattern. Special equipment will be provided,training given and exclusive supplies of materials provided.Franchising has been particularly important in some service trades such as fast foods. Its supporters claim that it combines the individual'entrepreneurship' of the independent franchise holder with the economies of large scale production, advertising and so on. It also provides a role for small firms and personal initiative in an economy which often seems to be dominated by large organizations . The system's critics claim that large producers favor it as it gives them retail outlets and retail management at very low cost. It can also lead to frustrated expectations among the franchise holders who will never truly be 'their own bosses.The marketing MixAs with all business decisions, there is no one right form of distribution andno one right approach to marketing a firm's products. Indeed a single firm may choose different ways of marketing different products. Marketing and distribution managers must choose a combination of different strategies in response to an environment in which a number of forces, many of them beyond their control, are at work. The chosen marketing mix (or market mix) of price, distribution channel, advertising and product promotion must be the result of careful analysis of the environment, the available strategies and the nature of the firms product.市场营销市场营销是一组相互关联的活动，用于确定消费者的需求并对商品和服务进行开发、分销、促销和给产品和服务定价，从而在赢利的前提下满足这些需求。
市场营销专业外语教程课本翻译【6~13页】
【这是从第6页翻译到13页】关注市场而不是产品一个组织的消费者和客户在决定组织的使命是非常重要的，一般来说，许多组织是根据他们所生产的产品来确定他们的业务（我们的业务就是镜子），很多情况下他们都是用自己提供的产品或者服务类型来给组织命名，（例如，美国烟草、何美尔肉品、国民破产登记、港视图保护和下载协会）很多这些组织发现，当产品和即使都是变成过时的时候，他们的使命便不再具有相关性，组织的名字也不再能描述他们是做什么的，这样的话，就需要用一个更经久不衰的方式定义组织的使命。
在最近几年，因此，使命陈述的一个关键特征变成了关注表面焦点而不是内在。
换句话来说，使命陈述应该集中于组织所寻求去满足的更广泛的需求（外部焦点），不是集中在组织目前所提供的物质产品或者服务（内在焦点），这些市场导向的公司以在他们的竞争对手之前不断抢占市场机会并作出回应的能力而脱颖而出。
彼得德鲁克应经清晰陈述过这些原则了：一个业务不是由一个公司的名字、地位或者公司的条款来定义的，而是由消费者在购买产品或者服务时的满足感确定的。
满足消费就是每个业务的使命和目标。
关于”我们的业务是什么“这个问题，因此，只能从业务的外部，从消费者和市场的观点来回答。
当彼得德鲁克谈及商业组织时，非营利机构和政府机构都会有相同的需求（必然性），这需求就是依据服务特定的消费者或顾客群体并满足某一特定种类的需求来陈述自己的使命。
可实现性：当一个使命陈述能将一个组织向一个更有效的绩效方面延伸，那么同时，它也应该是现实的和可先实现。
换句话来说，它应该为新的机会打开视野，而不是导致组织进入远远超出自己能力的不现实的商业冒险。
激励性（动机）：一个准确定义的使命的一个方面（但很重要）的好处就是引导，这个引导提供给员工和管理者们在地理分散的单元和独立的任务上工作。
它提供了发生在组的各种活动外的共同目标感。
因此，这样的最终的结果就像销售，病人的照顾，学生毕业，暴力犯罪事件的减少，这些能被看做是小心追求和使命的实现的结果，而不是使命本身。
市场营销外文翻译---销售人员的激励
外文[1]Sales IncentivesThe enthusiasm and drive required in most types of sales work demand that sales employees be highly motivated. This fact, as well as the competitive nature of selling, explains why financial incentives for salespeople are widely used. These incentive plans must provide a source of motivation that will elicit cooperation and trust. Motivation is particularly important for employees away from the office who cannot be supervised closely and who, as a result, must exercise a high degree of self-discipline.Unique Needs of Sales Incentive PlansIncentive systems for salespeople are complicated by the wide differences in the types of sales jobs. These range from department store clerks who ring up customer purchases to industrial salespeople from McGraw-Edison who provide consultation and other highly technical services. Salespeople's performance may be measured by the dollar volume of their sales and by their ability to establish new accounts. Other measures are the ability to promote new products or services and to provide various forms of customer service and assistance that do not produce immediate sales revenues.Performance standards for sales employees are difficult to develop, however, because their performance is often affected by external factors beyond their control. Economic and seasonal fluctuations, sales competition, changes in demand, and the nature of the sales territory can all affect an individual's sales record. Sales volume alone therefore may not be an accurate indicator of the effort salespeople have expended.In developing incentive plans for salespeople, managers are also confronted with the problem of how to reward extra sales effort and at the same time compensate for activities that do not contribute directly or immediately to sales. Furthermore, sales employees must be able to enjoy some degree of income stability.[2]360-degree performance assessmentEnterprises exist mainly in the pursuit of profit, the pursuit of growth, and achieve sustainable business purposes. But in the course of business of raw materials, capital and equipment are required by the "person" can operate. Therefore, how to let the limited raw materials, equipment, and funds created endless profits, human resources play a very important role. A lot of human resources in enterprises, "manager" towards the success of the enterprise is at stake. The manager must often make many in the management decision-making, although the correct decision-making enterprises to be another peak, but it may be the wrong decision based company accumulated overnight. Therefore, how to understand the manager in an appropriate manner to the management, development and recognition of their request on a corporate human resources management a very important task.What is an assessmentComprehensive assessment, also known as the "360-degree performance appraisal system," the earliest known "symbol of the United States forces" model enterprise Intel first proposed and implemented. It refers to the staff themselves, supervisors, direct subordinates, peers, colleagues and even customers, the all-round perspective of the performance of individual understanding : communication skills, interpersonal, leadership and administrative capabilities : : Through this ideal performance assessment, the assessment was not only from those who own, supervisors, subordinates, colleagues and even customers to obtain feedback from a variety of angles. The feedback from these can be clearly aware of their different shortcomings, strengths and development needs, so that future career development more smoothly. I personally think : to assess the way many managers, but "360-degree evaluation - management skills" may be the best.What is self-evaluationThe so-called self-evaluation means : Let the manager's performance against its own performance in the period, or to assess their performance based on the performance and capacity of the future and set goals accordingly. When employees to do their own assessment, usually lower self-defense awareness and thereby understand his own shortcomings and thereby to strengthen, develop or add to their own inadequacies.Generally speaking, employees are usually the result of self-assessment and evaluation of different supervisors. And the evaluation of supervisors or colleagues compared regular staff will give their own high scores. Therefore, the use of self-assessment should be particularly careful. In return for the higher self-assessment, evaluation and staff should know that their self-assessment may have differences, and may form the rigid positions of the two sides, and this is the use of self-assessment should pay particular attention to the matter.Members of the evaluationMembers of the evaluation is to assess the performance of each of my colleagues that the way to achieve performance evaluation purposes. For some work, sometimes with the superior and subordinate time and communication opportunities, but not between subordinate. In such superior and subordinate contacts are short of time, have very little communication between the cases, superior to the performance assessment will be very difficult to establish. But on the contrary, among subordinates work together for a long time, they will understand each other more than superior and subordinate. At this time, among them mutual assessment, but can more objective. Moreover, the return on each other between, let them know that they can be in interpersonal communication capacity in this respect. For example, the foreign invested enterprises in Beijing a performance evaluation methods, it contains a peer evaluation. According to the company's Human Resources Manager said that in assessing the accuracy of the appraisal method, and not higher than the appraisal results for the poor. And peer evaluation forms can also fill his subordinates to assess mistakes. And the assessment results, but also for my colleagues in the eyes of their subordinates understand themselves in teamwork, interpersonal, how performance. In addition the company also said that if performa nceassessment results for selected personnel, peer evaluation in this way often meet people convinced that the results.Subordinate evaluationBy the Ministry to evaluate supervisors, the traditional concept of human resources, workers seem to be a bit incredible. However, as the development of the knowledge-based economy, a growing number of companies allow employees to assess their level of competence performance, the process known as upward feedback (positive feedback). This approach to performance assessment of the development potential for the development of superior, particularly valuable. Feedback through subordinate managers, clearly aware of their need to strengthen local management capacity what? If their own understanding and direction for the evaluation of the gap between too much, can address this gap competent, in-depth understanding of these reasons. Therefore, some experts believe that human resources management, subordinate to the higher authorities for the assessment of its management will be a great benefit to the development.Customer evaluationClients in the evaluation of services, marketing, personnel of particular importance. Because only the most clear customer relations staff in customer service, marketing skills and attitude to performance. Therefore, in similar related industries, the performance assessment system in the evaluation could be included in the assessment system customers.In fact, the number of services (for example : the financial industry, catering industry, etc.) often use such performance assessment (such as the selection of best service personnel). Because service quality of service, customer service attitude by most clearly. As far as I know, many renowned domestic companies customer service department will periodically to sample the way, please assess the customer service performance of the company customer service personnel.For the evaluation ofFor the assessment of our performance evaluation is the most common way that performance is assessed by a competent implementation. As for the need to become familiar with the assessment methods, and use of performance assessment results as guidance units, the development potential of important commands weapons.[1] George Bohlander sott snell Managing Human Resources[M]. Dongbai University of Finance& Economics press 2003.10 P437-438[2] George Bohlander sott snell Managing Human Resources[M]. Dongbai University of Finance& Economics press 2003.10 P343-345外文翻译[1]销售人员的激励各种类型的销售工作所必需的热情与动力要求销售人员得到高度激励。
市场营销专业英语翻译
Idea ScreeningThe primary function of the ideas screening process is twofold:first,to eliminate ideas of new products that could not be profitably marketed by the firm,and second,to expand viable ideas into full product concepts.New product ideas may be eliminated either because they are outside the fields of the firm’s interest or because the firm does not have the necessary resources or technology to produce the product at a profit.Generally speaking,the organization has to consider three categories of risk(and its associated risk tolerance)in the idea screening phase prior to reaching a decision: 1.Strategic risk.Strategic risk involves the risk of not matching the role or purpose of a new product with a specific strategic need or issue of the organization.If an organization feels it necessary to develop certain types of radical innovations or products new to the company in order to carry out long-term strategies,then management must be willing to dedicate necessary resources and time to pursue these type projects.2.Market risk.Market risk is the risk that a new product won’t meet a market need in a value-added,differentiated way.As products are being developed,customer requirements change and new technologies evolve.Management must be willing and able to shift its new product efforts to keep pace with change.3.Internal risk.Internal risk is the risk that a new product won't be developed within the desired time and budget. Up front,management must decide the level of commitment it will extend in terms of time and budgetary expenditures to adequately ensure the completion of specific projects. Concurrently,progress goals must be established so that "proceed" or "do not proceed" decisions can be reached regarding continuation of projects.In evaluating these risks,firms should not act hastily in discounting new product ideas solely because of a lack of resources or expertise.Instead,firms should consider forming joint or strategic alliances with other firms.A strategic alliance is a long-term partnership between two organizations designed to accomplish the strategic goals of both parties. Potential benefits to be gained from alliances include (1) increased access to technology,funding,and information;(2)market expansion and greater penetration of current markets;and(3)de-escalated competitive rivalries.Motorola is a company that has prospered by forming numerous joint ventures with both American and foreign companies.Ideas that appear to have adequate profit and offer the firm a competitive advantage in the market should be accepted for further study.创意筛选创意筛选过程的主要功能是双重的：首先，消除不能由公司来销售获利的新产品理念，二是扩大可行的理念融入到整个产品的概念中。
市场营销专业英语教程第十三版第三章翻译
第三章市场营销的概念，强调有利可图的市场开始于发现和了解消费者，然开发营销组合来满足这些需求。
因此，对消费者的需求和购买行为的认识是营销成功的组成部分.不幸的是，这些是没有一个单一的消费者行为理论可以完全解释随着消费者所做的那些行为。
相反，有许多理论，模型和概念组成该领域。
此外，大多数这些概念已经从其他学科借用，诸如社会学，心理学，人类学，经济学,并且必须综合了解消费者的行为。
在这一章中,将消费者行为在图3。
1中的模型研究。
本章首先检讨社会，市场营销和对消费者的决策情境的影响。
这些提供的信息可以影响消费者购买各种产品和品牌的想法和感受。
此信息在何种程度上影响消费者的决定取决于一系列的心理影响。
两个最重要的是产品知识和产品的参与，这在后面将被讨论。
本章最后讨论消费决策过程.消费者决定销售的社会影响行为科学家们越来越意识到社会环境和个人之间的相互作用对人类行为有着强有力的影响.就消费行为,文化，社会阶层，参照群体的影响而言，已经涉及到购买和消费决策。
应当指出，这些影响可以在购买过程中直接和间接的影响。
通过直接影响我们指的是个人和其他社会成员之间关于某个特定决定的直接沟通。
通过间接影响我们指的是社会对个人的基本的价值观和态度，以及团体的重要作用,在构建个人的个性发挥的影响。
文化和亚文化文化是一种最基本的影响一个人的需要、想要和行为,因为所有日常生活的方方面面的贯彻实施都是依靠个人生活的社会背景的。
文化的前身影响着每天的行为,有实证支持的观念，文化是消费行为的必然性的决定性因素.文化价值通过三个基本的组织进行传播：家庭，宗教组织和教育机构;在当今社会，教育机构在这个方面正在发挥着越来越重要的作用。
市场经理人应当适应市场与文化价值的结合，并且不断地监督国内和全球市场的价值的变化和差异。
举例来说，美国正在变化的价值的其中之一便是对成就和职业生涯成功的不断强调，愈加的重视。
这个在价值方面的改变已被许多商业公司所认识,这些商业公司增加了对省时的,方便导向的产品的重视。
市场营销专业英语课文翻译
第三课SWOT分析【A】Before entering the marketplace it is essential（必要）to carry out（进行）a SWOT analysis. This identifies（识别，标识）the strengths and weaknesses of a product, service or company, and the opportunities and threats facing it. Strengths and weakness refer（指，参考，见，提到）to the product itself and considered as internal factors. The external factors, referring to the marketplace, are opportunities and threats.在进入市场之前开展SWOT分析是必不可少的。
这标志着一个产品，服务或公司的优势与劣势，以及面临的机会和威胁。
优势和劣势是指产品本身，视为内部因素。
外部的影响因素，指市场中的机会和威胁。
This is a SWOT analysis of PetraServe, a company which runs motorway service stations.这是一家名叫PetraServe的运作高速服务站的企业的SWOT分析。
Strengths:优势Superior（高级）distribution network – we have one of the best.高级分销网络- 我们有最好的之一。
We are the specialist（专业，专门）in long-distance petrol（汽油）needs for lorry （货车）and truck drivers – we have experience, knowledge and skill.我们在为货车和卡车司机在长途中提供汽油方面很专业- 我们有经验，知识和技能。
市场营销英译汉
市场营销（Marketing）又称为市场学、市场行销或行销学。
简称“营销”，台湾常称作“行销”，是指个人或集体通过交易其创造的产品或价值以获得所需之物实现双赢或多赢的过程。
权威定义美国市场营销协会下的定义是：行销是创造、沟通与传送价值给顾客，及经营顾客关系以便让组织与其利益关系人受益的一种组织功能与程序菲利普·科特勒下的定义强调了营销的价值导向：市场营销是个人和集体通过创造，提供出售，并同别人交换和价值，以获得其所需所欲之物的一种社会和管理过程。
而格隆罗斯给的定义强调了营销的目的：营销是在一种利益之上下，通过相互交换和承诺，建立、维持、巩固与消费者及其他参与者的关系，实现各方的目的)。
[编辑] 新式定义台湾的江亘松在＜你的行销行不行＞中强调行销的变动性，利用行销的英文Marketing 作了下面的定义「什麼是行销？」就字面上来说，「行销」的英文是「Marketing」，若把Marketing 这个字拆成Market（市场）与ing（英文的现在进行式表示方法）这两个部分，那行销可以用「市场的现在进行式」来表达产品、价格、促销、通路的变动性导致供需双方的微妙关系。
＜你的行销行不行＞ISBN: 978-986-82609-5-5，理财文化, 2007.08 出版[编辑] 市场营销理论发展的四个阶段初创阶段(1900年—1920年)功能研究阶段(1921年—1945年)现代市场营销学形成和发展阶段(1945年—1980年)营销扩展阶段(1980年以后)[编辑] 市场与需求市场营销学中的市场可以等同于需求，即研究消费者的现实需求和潜在需求。
美国市场营销协会(AMA)的定义委员会1960年对市场提出以下的定义：“ 市场是指一种货物或劳务的潜在购买者的集合需求。
”菲利普·科特勒把市场定义为“ 市场是指某种产品的所有实际的和潜在的购买者的集合。
”[编辑] 市场的类型市场从不同角度，可以划分为不同的类型。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
【这是从课本13页翻译到课本36页的】合作环境合作环境包括从完成目标的公司中收益的所有企业和个人。
在这个环境里，与市场管理主要的利益相关者有 (1)供应商,(2)代理商,(3)公司的其他部门，和(4)营销部的员工和分支。
在这种环境中的机会和提高效益的方法紧密相关。
举个例子，一个公司可能会决定在招标的过程中从位于公司的车间附近获得单一的物料来源。
同样地，营销成员，工程和制造功能可以使用团队合作的方法来开发新的产品，而不是采用连续序列的方法。
约束条件包括了诸如没解决的矛盾和材料短缺。
举个例子,一个公司的经理可能认为经销商对产品促销和销售没有做足工作，或者是公司经理认为厂商没有在生产高质量产品上缺乏必要所需的步骤。
竞争环境竞争环境主要包括因为物力和销售的竞争行业组织中的其他公司。
在这个环境里的机会包括 (1)收购竞争公司;(2)明确地提供更好的价值给消费者，吸引他们远离竞争对手;(3)在某些情况下,将他们赶出这个行业。
例如,一个航空公司购买另一个航空公司,银行储户提供一个免费的支票账户，且没有最低余额要求,或一个杂货连锁店采用低价策略,竞争对手将无计可施。
在这个环境中的约束条件是竞争企业开展刺激消费者需求的活动和吸引消费者不远离竞争企业。
经济环境宏观经济状况的变化也带来了营销机会和威胁。
例如,高通货膨胀和失业水平这些因素可以限制购买一个公司的高端产品的销量大小。
同时,这些因素可能会提供一个开发租赁产品或开发低廉产品模型的可赚钱的机会。
此外,技术的变化也可以带来显著的威胁和机会。
例如,在通信行业,当技术发展到一定的水平,这个技术水平可以让电缆电视系统使用电话线，,这样一个系统对电缆行业构成了严重的威胁。
社会环境此环境包括一般文化和社会传统，标准，态度。
随着这些值缓慢地变化，这种变化常常导致需要新的产品和服务。
比如，一个有关大家庭的希望值的变化会给市场带来更好的控制生育的办法。
另一方面，文化和社会价值观也会约束营销活动。
一般说来，违背社会价值观的商业行为成为政治问题，这通常由法律约束解决。
比如，公众对一个清洁的环境的要求已引起政府要求汽车制造商的产品满足一定的平均耗油量和废气排放标准。
政治环境政治环境包括普通大众的态度和反应，社会和商业评论，还有其他组织，比如商业改进局。
这种对商业和营销活动不满的不安全产品，浪费资源的产品和不道德的程序会影响公司形象和顾客忠诚度。
但是，适应这些态度的商业和营销活动可能是一个机会。
比如，这些态度带来了牢不可破的儿童玩具，高效率的空调，更经济的汽车等产品市场。
法律环境此环境包括一个联邦主人，国家，地方针对商业竞争和消费者权益保护立下的法律。
在过去几年中，法律反映社会和政治态度，主要针对制约商业行为。
这样的立法通常作为对企业行为的约束，但又可以被视为营销更安全、更高效的产品的机会。
近年来，它们已经较少强调创造约束商业行为的法律。
比如，放松管制已经变得更加普遍,这在航空公司、金融服务和电信行业中得到了印证。
营销策划前面的章节中强调，营销活动必须与组织目标保持一致，并且通过系统地分析情景环境，经常发现营销机会。
一旦机会被识别，营销经理必须计划采取适当的策略利用这个机会。
这个过程可以被视为三个相互关联的任务：（1）建立营销目标，（2）选择目标市场，以及（3）制定营销组合。
建立目标营销目标通常都来源于组织目标，在某些情况下，公司以完全市场为导向，这两个是相同的。
在这两种情况下，目标必须被指定和明确，然后实现他们应该是可以测量的（例如，一定比例的市场占有率或销量）或完成任务的日期给定。
像这样的目标是有用的，营销理念应该成为企业和营销部门的首要目标而非销售利润，在任何情况下，这些目标提供了营销计划的框架。
选择目标市场任何营销计划实施的好坏取决于它如何可以识别顾客的需求，并组织资源满足他们的利益诉求。
因此，营销计划的一个关键因素是公司用其各类产品服务潜在的客户群体或阶层。
必须回答的四个重要问题。
1. 客户想要或需求什么？2.满足这些需求必须做些什么？3.市场规模的大小？4.它的增长模式是什么？目前目标市场和潜在目标市场是根据盈利能力来分类的；当前和未来的销售量；拿什么去成功吸引划分的部分（环节）和组织能力之间的匹配；那些呈现出最具吸引力的将会被选择。
在这一过程中，需要注意的是不能忽视目前的客户在开发的市场份额和销售策略的重要性。
最近一项调查发现，每10个发展策略为旨在增加第一次消费的消费者数量的公司中，只有4家公司会为面向保留现有消费者和增加他们的购买的发展策略做任何认真的努力。
在第3、4和5章节将要致力于讨论消费者行为，工业买家和市场划分。
发展营销组合营销组合就是设法满足目标市场和达到组织目标的可控变量的集合。
这些可控变量经常是根据四个主要决定方面分类的，这四个方面分别是：产品、价格、促销、渠道（或者分销渠道），这些决定性的方面的重要性不能过分强调，事实上，这篇文章的主要部分是致力于分析它们。
第6和第7章都是致力于产品和新产品策略。
第8和第9章是在人员推销和非人员推销方面的促销策略，第10章是分配策略，第11章是价格策略。
还有，营销组合变量是市场专门领域那两章节分析的重点。
那就是，服务市场（第12章）和国际市场（第13章）这样就很清楚了，营销组合是市场管理过程的核心。
上述过程的输出就是市场计划。
它是关于市场活动的决定的正式陈述，它也是目标、策略和执行任务的蓝图。
市场计划的实行和控制执行市场计划包括将计划付诸行动和根据预先制定好的计划表执行任务。
即使是最精心设计的计划往往也不能在完美的时机执行。
营销总经理必须密切监控和协调计划的执行。
一些情况下，由于任何外界环境的变化，必须对基本计划进行调整。
就比如，竞争者可能推出（介绍）新产品，在这种情形下，它可能是令人满意地加速计划的执行也可能是计划执行的延迟。
在计划所以情况下，一些较小的调整和微调在执行中是必要的。
控制营销计划包括三个基本步骤。
第一，营销计划的实施结果进行了测量。
第二，比较这些结果与目标。
第三，决定计划是否达到目标。
如果实际和计划的结果之间存在着严重的偏差，调整以使计划接近实现目标。
营销信息系统和市场营销研究在整个营销管理过程中，目前，可靠的，有效的信息是需要制定有效的营销决策。
这是市场营销信息系统和市场营销研究的任务。
这些主题在第2章中详细讨论。
战略规划，营销策划，与其他功能区域计划战略规划显然是一个高层管理者的责任。
然而，近年来，已经有越来越多的转向通过战略分析与规划营销经理更积极的参与。
这是因为，在现实中，几乎所有的战略规划问题具有营销意义。
事实上，这两个主要的战略规划的问题——我们应该做什么产品？我们应该为什么市场服务？——显然是市场营销的问题。
因此，营销经理至少参与两个重要方面的战略规划过程：（1）他们通过提供重要的信息和有关客户、产品、中间商的建议影响过程，（2）他们必须意识到什么战略规划过程以及结果，因为他们所做的一切——营销目标和战略发展——他们必须源自于战略计划。
事实上，在所有组织的职能领域所做的规划应来源于战略计划。
在跨职能战略规划中营销的作用越来越多的组织正在重新思考传统营销的作用。
而不是按功能划分的工作（例如，生产，财务，技术，人力资源），他们促使管理者和员工共同参与跨职能团队。
这些团队可能有对一个特定的产品，产品线，或客户群负责。
因为团队成员负责所有的活动涉及他们的产品或客户，他们负责战略计划。
这意味着，所有人员在跨职能团队的工作将参与创造一个战略计划，以向客户提供服务。
而不是自主决策，营销经理和来自于生产，财务，团队成员的人资源，和其他部门的团队成员紧密合作，一起制定计划，解决所有问题。
因此，如果生产团队成员说，“这个产品很难生产，”或者财务团队成员说，“我们不会以这样的价格获利，”营销团队成员必须帮助解决问题。
这种方法在解决问题和获得合作的技能程度高。
很明显，一个跨职能战略计划的最大优势是团队成员考虑许多观点情况的能力。
作为结果的洞察力可以帮助团队避免代价高的错误和可怜的解决方案。
日本制造商以使用跨职能团队想出方法来以给定的目标成本来制造令人满意的产品而闻名。
与此相反，美国制造商习惯上发明产品是以通过一个小组决定制造什么，一个小组计算生产成本，另一个小组预测足够的产品是否将以一个合适的高价来销售。
因此，在良好管理的组织里，一个直接关系存在于战略计划和所有层次的经理实施的这个计划。
当然，这个焦点和时间洞察力将不同。
图1.6阐明了战略计划的跨职能观点。
它非常清晰地表明了所有的功能区域计划应该来源于战略计划，同时有助于实现它。
如果被正确实施，战略计划的结果是在组织所有职能区域中管理行动的一个被清晰定义的蓝图。
图1.7清晰阐明了这个蓝图在战略计划中只使用了一个组织目标和两个策略并且阐述了这些是如何被转化成一些营销部门计划和生产部门计划（在虚线下）。
请注意图1.7，组织中所有的目标和战略在更高和更低的水平上相关于其他目标和策略：就是说，存在一个目标和策略的层次。
我们只阐述两个可能的营销目标和两个可能的生产目标。
显然，许多其他的可以发展，但是我们的目标是阐述战略计划的跨职能性质和战略计划中的目标和策略如何被转化成包括市场营销在内所有职能区域的目标和策略。
总结这一章描述了市场管理者处理组织的综合战略计划的环境。
更确切的是，市场营销人员必须结合组织的经济目标和制造能力的市场前景理解他们的跨职能角色。
能力越大，组织能够获得和维持战略计划过程最终目的的竞争优势。
这时候这将是非常有用的审查的数字1.5、1.6和1.7以及这本书的表的内容。
这次审查将让您更好的遵循市场营销管理过程中涉及的材料的内容和进展。
第二章营销经理需要电流，可靠，有用的信息来做出有效的决策。
在当今高度竞争力的全球经济中，营销人员如果要生存和盈利，就需要利用机会，并避免失误。
不仅是完善的市场营销研究，也需要一个系统，得到电流，及时得到有效的营销决策信息。
本章涉及决策与营销研究流程和信息系统。
它首先讨论了营销研究的过程，是用来开发决策有用的信息。
然后，市场营销信息系统进行了简要讨论。
本章的目的是提供一个详细的介绍，许多在该地区的重要议题，但它没有为过多的营销研究课题提供一个完整的解释。
市场调查的作用市场调查有关环境的信息的生成，分析和解释用于营销决策的过程。
它不能被夸大，市场营销研究是一个辅助决策，而不是它的替代品。
换句话说，市场研究不做出决定，但能大幅增加做出好的决策的机会。
不幸的是，太多的营销经理把研究报告认为是他们的问题的最终答案，不管要采取适当的行动研究表明。
相反，营销经理应该认识到：（1）即使是最认真执行的研究也可以充满错误，（2）营销研究不能确定的预测未来会发生什么，以及（3）他们应该鉴于自己的知识和经验做出决定，因为市场调查研究，包括了所有的因素，可能影响成功的战略。