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重点客户该如何销售(英文版)

重点客户该如何销售(英文版)Selling to key customers requires a strategic approach that focuses on building strong relationships and understanding their specific needs and preferences. Here are some key strategies to successfully sell to important customers:1. Research and understand the customer: A thorough understanding of the customer is crucial before any sales pitch. Research their business, industry trends, and competitors to identify potential pain points they may have. This helps tailor your sales approach and offer solutions that address their specific needs.2. Build trust and credibility: Key customers value trust and credibility in their business partners. Establishing yourself as a reliable and knowledgeable expert in your field can significantly enhance your chances of making a successful sale. This can be achieved by providing high-quality products or services, offering industry insights and solutions, and delivering on promises made.3. Personalize the sales approach: Recognize that each key customer is unique and requires personalized attention. Customize your sales approach to align with their specific needs and preferences. This could involve creating customized product packages, offering exclusive discounts, or providing additional services that cater to their requirements.4. Establish ongoing communication: Key customers require constant attention and communication to ensure their satisfaction. Develop a regular communication plan to stay engaged with them on a consistent basis. This can include scheduled check-ins,monthly or quarterly business reviews, or sending relevant industry updates and insights.5. Offer value-added services: Stand out from competitors by offering value-added services that go above and beyond the basic product or service offering. This could include after-sales support, training programs, or access to exclusive events or industry networks. Demonstrating that you are invested in their success and providing added value strengthens the customer relationship.6. Anticipate their needs: Stay proactive and anticipate the needs of key customers. By keeping up with their industry trends and challenges, you can offer timely solutions before they even realize the problem exists. This positions you as a trusted partner who is committed to their success and generates long-term loyalty.7. Provide exceptional customer service: Excellent customer service is essential when selling to key customers. Train your sales team to prioritize prompt and efficient customer support and respond to inquiries or concerns in a timely manner. This helps build trust and demonstrates your commitment to their satisfaction.8. Seek feedback and continuous improvement: Regularly seek feedback from key customers to gauge their satisfaction levels and identify areas for improvement. Actively listen to their suggestions and implement changes as needed. Showing that you value their opinions and are committed to continuous improvement can strengthen the customer relationship and lead to increased loyalty. In conclusion, selling to key customers requires a strategicapproach that focuses on building strong relationships, understanding their specific needs, and providing personalized solutions. By implementing these strategies, businesses can effectively sell to their most important customers and foster long-term partnerships.继续营销相关主题，1500字9. Develop a customer-centric mindset: To successfully sell to key customers, it is essential to adopt a customer-centric mindset. Make it a priority to understand their goals, challenges, and motivations. This will help you align your sales efforts with their needs and provide solutions that truly add value to their business. By putting their needs first, you can build strong relationships and become a trusted advisor.10. Create a personalized buying experience: Key customers expect a personalized buying experience that caters to their unique needs and preferences. Tailor your sales approach to provide a seamless and customized experience from the first interaction to the final purchase. This can include personalized offers, customized pricing plans, and a dedicated point of contact to ensure a smooth and enjoyable buying journey.11. Leverage technology and data: The use of technology and data can greatly enhance your sales efforts with key customers. Implement a customer relationship management (CRM) system to track interactions and gather valuable insights about their preferences and buying patterns. This data can help you better understand their needs and anticipate future requirements, allowing for more targeted and effective sales strategies.12. Collaborate and co-create solutions: Key customers often appreciate collaborative partnerships that go beyond simply selling a product or service. Engage in open dialogues and brainstorming sessions to co-create solutions that address their specific challenges and goals. This collaborative approach not only strengthens the relationship but also leads to more innovative and customized solutions.13. Offer incentives and rewards: Key customers value recognition and incentives for their loyalty and continued partnership. Consider implementing a loyalty program or offering exclusive rewards for their business, such as access to premium features, priority support, or VIP events. These incentives can reinforce the customer's decision to choose your product or service and foster long-term loyalty.14. Monitor and measure customer success: Regularly monitor key customers' success and measure the impact of your solutions on their business. Set performance metrics and conduct regular reviews to ensure that you are meeting and exceeding their expectations. This allows for course correction if needed and demonstrates your commitment to their ongoing success.15. Foster a culture of customer advocacy: Encourage your entire organization, not just the sales team, to embrace a culture of customer advocacy. Empower employees to go the extra mile for key customers and foster a sense of ownership and responsibility. When every department is aligned and working towards customer success, it creates a positive and impactful customer experience.16. Establish long-term partnerships: Selling to key customers is not just about making a one-time sale. Focus on building long-term partnerships based on trust, mutual value, and shared goals. Continually work on nurturing and strengthening the relationship, even after the initial sale. This can involve providing ongoing support, offering loyalty benefits, and regularly seeking feedback to ensure their satisfaction.17. Monitor competitor activities: Keep a close eye on your competitors and their activities within the key customer's industry. Stay updated on any new products, promotions, or strategies they may be implementing. This information can help you identify potential risks and opportunities, allowing you to differentiate yourself and stay ahead in the market.18. Adapt and evolve with customer needs: The needs and preferences of key customers may change over time. Stay adaptable and continuously evolve your sales strategies to meet their evolving needs. Regularly reassess and update your offerings to ensure they remain relevant and valuable. Proactively seek feedback and listen to their changing requirements to stay ahead of the curve and maintain a competitive edge.19. Celebrate customer successes: When key customers achieve significant milestones or successes, celebrate and acknowledge their achievements. This can involve sharing their success stories on your website or social media platforms, organizing special events to recognize their achievements, or presenting them with awards or certificates of appreciation. By celebrating their successes, you reinforce the partnership and create positive brandassociations.20. Continuously learn and improve: Selling to key customers is an ongoing learning process. Stay committed to continuous improvement by investing in sales training, staying updated on industry trends, and seeking advice and insights from industry experts. By continuously learning and improving, you can adapt to changing market dynamics and consistently provide the best possible solutions to your key customers.In conclusion, successfully selling to key customers requires a strategic and customer-centric approach. By understanding their unique needs, providing personalized solutions, and fostering strong relationships, businesses can effectively sell to their most important customers and drive long-term success. Embrace innovation, leverage technology and data, and continually adapt and improve to stay ahead of the competition and meet the evolving needs of your key customers.。

VS2-价值型策略销售

价值型策略销售Value Strategy Selling2018年06月价值型策略销售导航图123识别变化评估订单制定策略目录1.识别变化2.评估商机3.制定策略搜集与辩识信息是制定好的价值型销售策略的基础，信息的准确性、完整性、及时性决定了价值策略的优劣。

识别变化学习目标1.辨别影响商机的各种核心要素2.评价每个要素对商机归属的影响3.识别要素，并掌握填写策略表的技巧4.通过分析各要素之间的结构化关系，检验信息真假本节内容结构图：辨识影响客户价值型策略销售的各要素第一节：认识价值型策略销售的各要素信息的重要性：销售中的笨功夫当你找不到办法的时候，往往不是智商有问题，而是信息有问题。

当你找不到信息的时候，往往不是没有信息，而是不知道找什么信息。

第二节：理解价值策略型销售的各要素第二节：理解价值策略型销售的各要素SSO：买什么角色：谁来买反应模式：要不要买利益：为什么买1)三类策略：上策：通过调整SSO，调整决策人（加人、减人、换人）中策：识别采购角色，争取采购角色支持（搞人）下策：降低反对者的决策权力（杀人）2)SSO 的构成举例：例1：计划向中国粮油集团总部,销售集团物流管理解决方案；包括：三台AS400服务器、财务核算软件、资金监控软件和全面预算管理软件,预计成交金额1240万人民币,预计签约日期16年10月；例2:计划向富士康江苏组装厂销售50台ASR5型的叉车，价格2900万元，预计签约日期16年12月。

3)SSO的设计要求清晰的指明产品、方案或者服务可定义，可测量有截止日期必须是单一，不能出现‘或4)SSO的作用：SSO是测量漏斗项目运作质量的试金石调正SSO，往往能改变整个项目的竞争优势如果无法了解SSO，很可能是客户没准备买如果客户不告知SSO，销售肯定处于不利位置 SSO的内容也往往意味着客户到底在想什么2.客户角色1)角色分类：制定价值型销售策略从识别‘角色’开始，而非寻找‘个人’1)角色分类：1)角色分类：请标明下列人物的角色属性：1)角色分类：如果MYCO有一个铁杆支持者，形势会怎样？财务总监是基于什么考虑，支持TNS？斯蒂文为什么喜欢TNS却支持MYCO？老板是决定性的吗？他是基于什么考量支持TNS？2.客户角色2)角色覆盖：2)角色覆盖：多点接触防止组织变更或人员流动以“组织约定”制造更大的紧迫感覆盖越多，能提供的价值就越大该搞谁搞谁，而不是见谁搞谁找到每个角色心目中的成功标准3)EB：经济采购影响者3)EB：经济采购影响者讨论：如果你搞定了EB,你会让他做什么练习：判断下列情况中的角色哪些是EB，哪些不是：高校高教处处长要买教学设备，但钱是财政局批，处长是？某城市要设计一个图书馆，市委书记否定了设计图纸，他是？技术部部长说，这次车间设备改造项目，他们说了算，不要乱找，部长是？公司要给老板买辆车，总裁办公室负责，老板是？3)EB：经济采购影响者职责：最后拍板决定决定预算应用能够调配资源价值销售策略突破点：关注投入产出比关注最终的影响和风险成功标准的掌控者金额越大,EB职位就越高只有EB可以最终翻盘项目可以让项目暂停EB3)EB：经济采购影响者识别EBCoach的答案过往的案例预算在谁手里谁能让项目停直接问引荐EB：凭什么引荐你他认为你能为他带来成功他需要你帮助他争取资源他希望EB帮他承担风险涉及到组织战略等大问题他认为你的级别或者专业足够接近EB3)EB：经济采购影响者与EB沟通准备会见：你需要准备的材料 EB的痛苦与目标第三方案例价值报告实施计划差异性：与对手多层次的差异并保证差异性对客户的价值与EB的沟通内容目标：指项目目标，与供应商无关担忧：指对本次项目建设的顾虑标准：指对本次项目成功的具体的或量化的定义要求：对供应商的要求预算：是指整个项目的投入，并非单指采购供应商产品的预算3)EB：经济采购影响者与EB沟通尽量避免的事情：不要对EB谈技术不要与EB讨论私事不做没准备的事不要问基本信息不要盘问或审问不要总是你在说沟通形式：提前发议程,显示专业与所有EB平级可以让EB先定调保持与EB的后继联系EB最关注的问题：“这次投资我会得到什么回报？”4)TB：技术采购影响者讨论：如果你搞定了TB,你会让他做什么？练习：判断下列情况中的角色哪些是TB，哪些不是：采购服务器，信息中心主任负责制定标准，他是？政府招标，请大学教授评标，教授是？律师审定项目合同，律师是？老板是技术专家，参与本次原材料的测试，老板是？公司要给老板买辆车，老板的司机参与评测，司机是？4)TB：技术采购影响者职责：挑选入门供应商制定评估标准技术角度评估解决方案价值销售策略突破点：拥有对供应商较大的否决权为了提升自己，会崇尚新技术对价格不敏感，甚至讨厌低价格珍惜自己从前的技术积累，这是其竞争力用技术促进业务，是其工作的终极诉求对技术参数情有独钟,是标书的主设计者4)TB：技术采购影响者角色特点：上级组织/技术规范单位/合作伙伴都可能是TB 喜欢冒充EB经常作为组织者出现往往和某些供应商关系密切TB最关注的问题：“这能满足特定的标准吗？”5)UB：使用采购影响者5)UB：使用采购影响者讨论：如果你搞定了UB，会让他帮你做什么？练习：判断下列情况中的角色哪些是UB，哪些不是：给老板买汽车，老板的司机是？会计们使用财务软件，财务总监是？老板想监控公司的数据，让计划处去购买软件，老板是？给信息部买服务器的信息中心主任，主任是？5)UB：使用采购影响者职责：可能是需求的最终发起者（另一个是EB）使用或监管使用产品日常工作与产品的使用有直接关系对产品的使用效果有最终的评定权价值销售策略突破点：往往不出现在选型第一线可能人数众多是TB的服务对象关心具体的使用对自己的影响关注当前问题，尤其是自己急需解决的问题只关心自己那一部分，选择带有很大的个人化倾向用UB杀TB功能+影响5)UB：使用采购影响者角色特点：思考过解决措施，希望自己的想法纳入方案不专业，因为价格便宜而反对担心采购引发的变化让自己失去竞争力UB最关注的问题：“这对我未来的工作有什么影响”6)Coach ：提供信息与指导行动的人讨论：你有一个Coach ，会让他帮你做什么？练习：判断下列情况中的角色哪些是Coach ，哪些不是：车间主任很喜欢你的产品你有一个关系很好的同学负责这次采购客户的办公室主任有什么事总是第一个通知你客户的老板经常指导我怎样说服自己的下属没有Coach,相当于举着火把，走进火药房预算280万，报价140万6)Coach：提供信息与指导行动的人Coach的作用：确定SSO的有效性，是否是真正的需求帮你找出真正的EB、UB、TB告知你每个角色对变化的看法帮助你找到其他角色的个人利益帮你找出优势和风险验证信息真伪指导你的行动Coach的选择他希望这个项目成功他认为你的方案可以让项目成功你知道并能满足他个人利益他知道你能满足他的个人利益其他角色对他要有信任感，愿意与他分享信息成本考量切入点考量为啥帮你？关系好...傻销售到处都是！年轻人：谈理想与发展年长者：谈地位稳固反复问，多打听，多请教！6)Coach：提供信息与指导行动的人Coach的发展开始于切入点，但非终止于切入点按照标准，确定对象利用切入点，了解其个人利益让他知道：帮助你就是他最大的赢请求指导不断检查多层次发展发展Coach常犯错误新闻发言人不一定是你的Coach 以往的Coach未必是你的Coach 你的朋友不一定是你的Coach内部销售不是你的Coach 销售存在的意义就是创造一种不同，体现你的价值！6)Coach：提供信息与指导行动的人检查Coach让Coach告诉你对手信息经常问他已经知道的信息多层次的发展，相互验证人生最大的悲哀就是Coach传递假消息！Coach最关注的问题：“你能把这个项目做成功吗”7)采购影响程度：是指客户角色在本次采购中决策权力的大小改变客户内各个角色影响力的要素价值型销售策略的突破点：Array 权力对个人的重要性内部政治结构个人特质专业程度决策文化老实人拍桌子开口要1)理解反应模式：反应模式是判断销售时机的衡量工具1)理解反应模式：是客户某个角色对现状与期望的比较结论是购买影响者对变化的看法标志着客户角色是否做好了采购的准备有人拥抱变化，但也有人反对，只有当人们认识到现实与期望不相符时才会购买产品！才是进行销售的最好时机！过改变的痛苦，人们才会做出改变2)反应模式分类：无具体问题，也改进直奔主题，改问题平底船期望=现实等他出事锚定没病也吃药有病才吃药有病，忍着说有病，会跟你急3) G:增长模式特点分析：四种反馈模式中较易于销售的对象反应模式是个人的，不是公司的客户是从“自身利益”出发表现的反应模式你的方案与客户的期望值一致甚至超越G模式角色关注点：“你的方案（产品或服务）能减少或消除差距，让我变的更好吗？”4) T:困难模式特点分析：在确切的知道怎么解决困难之前，对增长不感兴趣急切地购买,但不一定买你的，只买可以解决问题的可能不告诉你他处于这种模式，因为觉得没面子不要最便宜的，而要能解决问题的方案因为急于摆脱困难，他不希望方案过于复杂是客户角色的“自身利益”处于困境T模式角色关注点：“你方案（产品或服务）能解决我当前的问题吗？”练习：练习：请阅读以下案例，判定客户EB处于什么模式？并说明原因。

what is strategy

II. Strategy Rests on Unique Activities
Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value. ☆Southwest Airlines Company offers short-haul, low-cost, Southwest point-to-point service between midsize cities and secondary airports in large cities. ☆Ikea, the global furniture retailer based in Sweden, also has a clear strategic positioning, and has chosen to perform activities differently from its rivals.
The Origins of Strategic Positions
Strategic positions emerge from three distinct sources, which are not mutually exclusive and often overlap. ●First, positioning can be based on producing a subset of an industry’s products or services, called variety-based positioning. ● A second basis for positioning is that of serving most or all the needs of a particular group of customers, called needs-based positioning. ●The third basis for positioning is that of segmenting customers who are accessible in different ways, called access-based positioning. Whatever the basis – variety, needs, access, or some combination of the three – positioning requires a tailored set of activities because it is always a function of differences on the supply side; that is, of differences in activities.

策略性销售

策略性销售Strategic Selling-2010年策略性销售是应用于复杂销售的，它能确保你在各种复杂环境中取得成功。

你的策略是在销售活动开始以前要做的工作；而你的战术是在销售过程中所采用的技巧。

策略性销售培训偏重于解决销售活动前的你应当做的工作。

由于充分而正确的前期工作，你再应用合理的战术就会取得成功。

策略性销售将带给你什么：1、与所有的、真正的关键购买影响者建立关系；2、正确定位自己；3、明确最关键的购买影响者态度；4、既成交，又建立长期关系；5、从现有客户群中增加销售渗透；6、避免实现销售却是输了将来；7、出现危险时能识别危险信号；8、管理好时间资源，确保用于最有价值的工作中。

引言：策略性销售概述复杂销售确定单一销售标的分析客户分析购买角色分析应对方式分析机会和威胁确定当前销售位置设计位置转移策略制定行动计划第一单元：策略性销售的切入点1、识别复杂销售购买方的决策参与者是多人与专业分工；购买方可有多个卖方可选择；采购流程复杂且取决于购买方的决策架构，而非价格或产品；竞争者多元且多变；2、销售目标短期目标：获得尽可能多的独立销售订单；长期目标：在与客户达成交易的过程中建立健康的客户关系，使购买不断的重复；PS，目标制定的原则：SMART3、制定中长期客户发展目标-它是着重于中长期的目标（2年-3年）；-它与客户策略定位、经营理念相结合；-它是主客双方共同发展的销售愿景；4、制定客户年度销售目标-经过SWOT分析；-与本公司及客户的策略相关联的；-是与公司绩效管理相结合的；5、影响你实现销售标的的变数外部-市场的变化-技术的更新-竞争的加剧内部-营销策略的变化-产品线增加-组织结构的重组-企业人员的变动6、竞争5力模型a.现有竞争的激烈程度现状/趋势机会/威胁-市场的成长-产品的差异程度-品牌认同度-厂商的集中和均衡-转换成本（退出成本？）b.新加入竞争对手的威胁现状/趋势机会/威胁-经济规模-资本要求-进入渠道的难度-品牌的认同度-政府政策的干预度c.竞争性替代品现状/趋势机会/威胁-替代品的相对价格-客户替代品的倾向度-客户的转换成本d.对供应商的谈判筹码现状/趋势机会/威胁-供应商的转换成本-供应商集中度-对总成本的影响-采购量对供应商的重要性-供应的替代e.对渠道/客户的谈判筹码现状/趋势机会/威胁-客户的集中度-客户的转换成本-品牌认同度-产品差异程度-价格的敏感度第二单元：客户分析-关系与需要分析3、关注客户的整体的组合模式与其对竞争者的态度和看法，认识到群体决策的复杂性认识到信息的不确定性，不对称性；注意任何没有接触到的购买影响者，出现的新面孔；重视客户的组织架构调整；4、充分发挥你的优势杠杆，优势是与竞争对手对比而存在；-可以改善你销售地位的机会；-可以减少价格竞争；5、找到弱势和优势，以优势消除或减少弱势带来的影响第三单元：销售位置转移策略1、马斯洛理论3、购买影响者的赢a. 通过购买者想要的结果，或者是通过他们的生活态度和风格而推测他们想要的赢；b. 购买影响者一般所追求的“赢”：-经济性购买者可能是为了追求最低的成本线-使用性购买者可能是为了追求提高自己工作表现-技术性购买者可能是为了使产品通过测试-你的赢就是教练的赢c. 通过询问态度性的，而非客观性的问题，了解购买影响者的“赢”-你觉得这个方案怎么样？-你觉得这个建议怎么样？4、两种对“赢”的混淆看法-把满足组织需要的结果当成个人需要的赢；-假设你个人的赢就是购买影响者的个人的赢；5、超级销售员的关系力，如何建立关系？-了解不同的风格：长久的行为习惯；-认识人们的行为模式：行为模式影响人们希望你如何对待他；-调适自己：和各种不同的行为模式建立和谐的关系；6、行为风格7、一个组织本身及其成员所共有之价值观和态度-公司信誉在市场上的重要性-道德准则-对待人的态度-产品创新的能力-对质量及产量的相对重视程度8、你公司的文化及价值观体现在你的产品和服务中；与你公司最匹配的客户：有着相似的文化的客户；9、重审你的销售位置-购买影响者组合-竞争对抗应对模式-客户组织需要满足-客户人际需要契合第四单元：制定行动计划1、行动计划：-确保在正确的地点、正确的时间会见正确的人；-了解、强化、改变你相对于购买影响者的位置；-每一次行动都能加强优势、消除或减弱不利因素或弱项的影响；2、行动计划列表：-逻辑性：建立在充分了解当前销售形势的基础上；-紧急性：工作越近尾声，优先权越高；-可行性：使你能够在预定的销售拜访中实现目标；3、策略销售计划的步骤-销售目标设定；→→→→双方战略分析-客户关系建立；→→→→客户个人需要-满足需要对策；→→→→客户公司需要-竞争应对战术；→→→→竞争对抗分析-销售行动计划；→→→→内部资源分配总结：如何走向销售巅峰1、迈向销售巅峰的5种力量：-心灵的力量-关系的力量-思考的力量-互动的力量-合作的力量。

中英对照Strategic_Sales_Leadership

The larger the circle and word, the more significant was the influence in explaining why the sales leaders were better able to be more creative in solving problems or finding solutions.
Fresh air新鲜空气 Listening收听 Vacation假期 Blank pages空白页 Stress应力 Love爱 Introspection反省
Meditation Need to win 要取得胜利沉思
Ego自我意识 Desire欲望 Honesty诚实 Money金残 Relaxation放松 Dreams梦想 Thought思想 Health健康
© Scott Adams, Inc./Dist. By UFS, Inc.
3
Top Factors for Boosting Sales Professionals’ Creativity 推动销售专员创造力的主要因素
Working alone独自工作
Dancing跳舞 Nerves胆识 Drugs药物 Acceptance接受 Awakening觉醒 Wealth财富 Boredom无聊 Sunshine阳光 Music音乐 Activity活动 Deadlines最后期限 Baths沐浴 Felling情感 Family家庭 Talking a walk散步
Sales Management 销售团队管理层
Sales Midmanagement 销售团队中级管理层
Field Sales Management 区域性销售团队管理层

外企咨询单位常用英语单词

Aabsorption of costs 成本分配accesibility 可进入性accessory equipment markets 附属设备市场account management policies 客户管理策略acquisition new-product development strategy 新产品开发收购战略activity-based costing 以活动为基础的成本系统adaptation to market variations 适应市场变化adaptive positioning 适应性定位additions to existing product lines 现有产品线的增加adequate size 准确的大小/足够的规模administered vertical marketing systems 管理式垂直营销系统administrative relationships 管理关系adopter categories 采购者的类型adoption process 采购过程advertising and market segmentation 广告与市场细分advertising and sales promotion 广告和销售促进advertising effects 广告效果advertising ethics 广告伦理道德advertising feedback 广告反馈advertising frequency 广告频率advertising media 广告媒体advertising message 广告信息advertising reach 广告接受人数advertising source 广告信息来源aerobic enthusiasts 增氧健身运动爱好者affinity club 同族俱乐部after tests 事后测试agent middleman 代理商agent/merchant middleman 代理中间商allowance 折让alteration 退换AMA Code of Ethics 美国营销协会职业道德标准analysis of data 数据分析analyzer strategy 分析者战略Anderson 安达信annual marketing plan 年度营销计划annual requirement purchasing arrangement 年度采购需求计划anticipatory positioning 预见性定位anti-pollution legislation 反污染立法anti-trust legislation 反托拉斯立法Apple Computers 苹果电脑area structure 地区结构aspiration/expectation level 渴望/期望水平aspirations of consumers 消费者渴望assurance 保证AT&T 美国电报公司ATM <automatic teller machine> 银行自动柜员机attitudes of consumers 消费者态度attributes 属性audiences 受众auto repair 汽车维修automation services 自动服务automobile industry 汽车产业autonomy 自主权availability 可获得性/供货能力avante guardian 前卫派Avon 雅芳awareness 〔产品知晓度/知名度Bbaby 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Bausch & Lomb 博士伦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biological revolution 生物革命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Blockbusterblue collars 蓝领BMW 宝马Boeing 波音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Burger King 汉堡王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Business Week 《商业周刊》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Ccable TV 有线电视Cadillac 凯迪拉克Campbell's Soup 金宝汤业公司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Caterpillar Tractor 卡特皮勒公司Cathay Airlines 国泰航空公司CBS Records 唱片公司CBS 哥伦比亚广播公司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Charles Snow 查尔斯·斯诺Cherokee 切诺基chevrolet 雪佛莱choice criteria 选择标准Christian Dior 克里斯汀·迪奥〔世界著名时装品牌Chrysler 克莱斯勒Citi Corp 花旗银行closing a sale 结束销售clothing retailers 服装零售商CNN 美国有线新闻网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Colgate-Palmolive 高露洁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Comdex 计算机展销会commercialization 商业化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Compaq 康柏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 地域性市场的围coverage of relevant retailers 相关零售商的销售围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Ddata collection 数据收集data confidentiality 数据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Dell Computers 戴尔计算机公司Delta Airlines 三角洲航空公司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 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Eearly 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Electrolux 伊莱克斯emergency goods 急需品Emerson Electric 爱默生电气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Ffacilitating 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Ggames 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HHaagen-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IIBM 国际商用机器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 部使用测试innovation 创新innovativeness 创新性installation 设施in-store display 店展示in-store positioning 店布局in-store promotion 店促销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 部数据来源internal marketing 部营销internal organizational structure 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JJaquar 美洲豹Jell-O 吉露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 及时采购安排KKao 花王Keiritsu 凯莱通Kellogg 凯洛格公司Kentucky Fried Chicken <KFC> 肯德基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Kmart 凯玛特Kodak 柯达Komatsu 小松公司Kraft 卡芙Llaboratory 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 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Lucent Technologies 朗讯科技Mmacro 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Matsu****a 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 Containm''ent 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NNabisco Biscuit 纳贝斯克饼干公司national account management 全国性客户管理national market 国市场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Oobject-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PPacific Electric 太平洋电气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psychological pricing 心理定价法public organization 公共组织public relations 公共关系public utilities 公共设施publicity 公共宣传pull strategy for control of distribution channels分销渠道控制的拉式战略pupil dilation 瞳孔扩purchase predisposition 购买倾向purchasing agent 采购代理purchasing contract 采购合同purchasing manager/agent 采购经理／代理purchasing power perity <PPP> 购买力平价指数push money/spiffs 佣金push stragtegy for control of distribution channels分销渠道控制的推式战略Qqualifying prospects 审查潜在顾客资格quality dimensions 质量维度quality 质量quantity discount 数量折扣question marks 问题类questioning 询问法quotas 定额R。

市场研究术语中英文对照

市场研究术语中英文对照市场研究行业词汇英语翻译《财富》杂志?Fortune案头调研?Desk Research奥美公司?Ogilvy & Mather白色商品?White Goods百乐门?Parliament百威啤酒?Budweiser包裹销售法?Banded Pack宝洁公司?Procter & Gamble宝丽来?Polaroid宝马?BMW边际成本?Marginal Cost边际收益?Marginal Benefit标准差，均差?Standard Deviation别克?Buick波立兹调查公司?"Alfred Politz Research, Inc" 波旁王朝?Ancient Age Bourbon波特福洛分析?Portefolio Analysis产品差异?Product Differentiation产品生命周期?Product Life Cycle产品系列?Product Line产品组合?Product Mix阐述?Presentation超级市场?Supermarket成对比较法?Paired Comparisons成功的理想主义者?Successful Idealist承诺型消费者?Committed Buyer程度测试?Tachistoscope橙色商品?Orange Goods冲动购买?Impulse Buying重叠率?Duplication抽样?Sampling传销?Pyramid Selling传阅发行量?Pass-on Circulation词语联想法?Word Associaton刺激营销?Incentive Marketing促销?Promotion达彼思广告公司?Ted Bates & Copany大卫·奥格威?David Ogilvy戴比尔斯?De Beers丹尼尔·斯塔奇公司?Danile Starch & Staff 弹性?Elasticity到达率?Reach道奇?Dodge第三者法?Third-Person Technique第一提及?Top of Mind电话访问?Telephone Interview电通广告公司?Dentsu电子售点数据?EPOS Data定量研究?Quantitative Research定位?Positioning定性研究?Qualitative Research动机研究?Motivation Research读者?Readers读者人数?Readership独特销售主张?Unique Selling Proposition 杜邦公司?Du Pont 多方面衡量?Multi-dimensional Scaling多品牌战略?Multi-brand Strategy惰性销售?Inertia Selling恩格尔曲线?Engel Curves二手资料?Secondary Data发行量?Circulation发行量稽核组织?ABC仿造?Me Too访谈?Interview访问员?Interviewer非处方药?OTC菲力普·莫里斯公司?Philip Morris Company菲亚特?FIAT肥皂剧?Soap Opera分刊测试?Split-run Test分销?Distribution丰田?TOYATA缝隙分析?Gap Analysis浮动插播?Floating Spot辅助回想?Aided Recall付费发行量?Paid Circulation复核?Back Checking复核?Validation富豪汽车?VOLVO富可视?Infocus富士胶卷?FUJI FILM覆盖率?Coverage盖凡尼克皮肤反应测试仪?Galvanic Skin Response Meter 盖洛普暨罗宾逊调查公司?"Gallup & Robinson,Inc"概念测试?Concept Testing高度介入产品?High Invovement Procuct革新消费者?Innovators葛瑞广告?Grey Advertising公众调查公司?"Audience Research,Inc"贡献?Contrubution购买周期?Buying Cycle孤独守巢人?Empty Nesers鼓动销售?Hard Sell故事板/分镜头表?Storyboard故事完成法?Story Completion观察调研法?Obseravtion Study广告?Advertising广告/销售比率?Advertising/Sales Ratio广告比重?Advertising Weight广告标准?Advertising Standard广告调查基金会(美国)?Advertising Research Foundation广告概要?Advertising Brief广告口号?Slogan广告目标即广告效果评测?Defining Advertising Goals for Measured Advertising Results国际商用机器公司?IBM过度杀伤?Overkill过滤审查?Screening哈佛商学院?Harvard Business School红色商品?Red Goods互补品?Complements花旗集团?Citigroup华尔街?Wall Street黄金时段?Prime Time辉瑞?Pfizer混合调查?Omnibus Research混和调研?Omnibus Research基本读者?Primary Reader稽核?Audit吉芬商品?Giffen Goods吉列?Gillette集团购买?Organizational Buying集中度?Affinity集中市场细分?Concentrated Segmentation计算机辅助的电话采访?Computer Assisted Telephone Interviewing 记忆测试?Recall Test记忆性?Memorability佳能?Canan家乐福?Carrefour家庭(户)?House Hold家庭稽核?Home Audit家庭生活周期?Family Life Cycle甲壳虫?Bettle价格分析?Values Analysis价格敏感?Price Sensitive价格歧视?Price Discrimination价格战?Price War间接调研?Off-the-research建议价格?Recommended Price箭牌口香糖?Wrigley讲究派头的诉求?Snob Appeal交叉销售?Cross-selling交替需求?Alternate Demand焦点小组(讨论)?Focus group (Discussion)/Interview-FGD/FGI 角色扮演?Role Playing阶式渗透?Cascading结构化访问?Structured Interview金佰利?Kimberly-Clark浸透策略?Penetration Strategy精工?SEIKO句子完成法?Sentence Completion决策群?Decision Making Unit决定性调研?Conclusive Research卡通测试?Cartoon Tests开放题?Open-ended Question开机率?Homes Using TV柯达?Kodak壳牌?Shell可变价格?Variable Pricing可口可乐?Coca-Cola可丽舒?Kleenex可信度?Believability克莱斯勒?Chrysler克劳德·霍普金斯?Claude Hopkins客观看法?Outside View肯德基炸鸡?Kentucky Fried Chicken口碑广告?Word-of-mouth Advertising快流量消费品?Fast-moving Consumer Goods 拉力?Pulling Power拦截访问?Intercept Interview乐观奔命者?Optimistic Striver离差?Deviation李奥·贝纳?Leo Burnett李佛兄弟公司?Lever Brothers力士?Lux连带外部效应?Network Externality联合调研/辛迪加?Syndicated Research 联合分析?Conjoint Analysis联合利华公司?Unilever联想?Association Techniques练习性预演?Dry Run两步收费?Two-part Tariff量表?Scale劣等商品?Inferior Goods零售周期?Wheel of Retailing零头定价法?Odd-even Pricing漏斗深入法?Funnel Approach露华浓?Revlon乱数表?Random-number Table罗塞·瑞夫斯?Rosser Reevse罗夏测试?Rorschach Test骆驼?Camal马丁·迈耶?Martin Mayer麦当劳?McDonald’s麦肯爱里克森广告公司?Mccann-Erickson麦氏威尔咖啡?Maxwell House Coffee卖方市场?Seller’s Market满意购买者?Satisfied Buyer盲测?Blind Test毛评点?Gross Ratting points媒体分析?Media Analysis每千人(户)成本?Cost Per Thousand Figure每千人成本?Cost Per Mille美孚?Mobil美国报纸发行人协会?American Newspaper Publisher’s Association 美国电报电话公司?AT&T美国广播公司?ABC美国广告代理商协会?4A’sThe American Association of Advertising Agencies?美国民意研究中心?American Institute of Public Opinion美国营销协会?American Marketing Association美国运通?American Express描述性调研?Descriptive Research民意测验?Opinion Poll明尼苏达矿务及制造业公司?3M模似?Simulation姆姆巧克力?M&M耐克?Nike尼尔逊公司?A. C. Nielsen尼尔逊全国电视指数?Nielsen National Television Index 尼尔逊受众测定器?Nielsen audiometer尼尔逊指数?Nielsen Index欧宝?OPEL欧洲民意测验和市场调研协会?ESOMAR帕累托原理?Pareto Principle派生需求?Derived Demand攀比效应?Bandwagon Effect判断性抽样?Judgement Sampling旁氏?Pond’s陪伴购物?Accompanied Shopping配额?Quota配额抽样?Quota Sampling频率分布?Frequency Distribution品牌?Brang品牌测试?Brang Test品牌估价?Brang Valuation品牌管理?Brang Management品牌偏好?Brang Preference品牌认知?Brang Awareness品牌形象?Brang Image品牌性格?Brang Personalities品牌忠诚度?Brang Loyalty品牌转换成本?Switching Cost品质认知度?Perceived Quality七喜?7UP期望值?Expectations期望值?Expected Value其他指导人?Other-directed Person 企业标志?Corporate Logo 企业识别?Corporate Identity前导性研究?Pilot Study潜意识广告?Subliminal Advertising 强生公司?Johnson & Johnson乔治·格里宾?George Gribbin情感购买者?Like Friend情感象征?Emotional Symbol渠道冲突?Channel Conflict全国性涵盖度?Blanket人口统计学特征?Demographics人员推销?Personal Selling认识差距?Cognitive Dissonance认知?Awareness认知图表?Perceptual Mapping日后记忆?Day-after-recall入户访问?Door-to-door Interview 软性促销?Soft Sell萨奇公司?Saatchi & Saatchi三维营销?3-D商店稽核?Store Audit社会等级?Social Grading社会接受度?Social Acceptability 社会营销?Social Marketing 深度访谈?Depth Interview生存者?Survivor生活方式?Lifestyle声音比例?SOV声音份额?Share of Voice施乐?Xerox时代华纳?Time Warner时机感?Sense of Timing时间档次?Time Slot时序分析?Time-Series analysis 识阈效应?Threshold Effect使用与态度?Usage and Attitude市场策略的利润效果?Profit Impact of Market Strategy 市场调研?Market Research市场调研/营销调研?Marketing Research市场细分?Market Segmentation市场占有率?Market Share视听众暴露度?Impession收获战略?Harvesting Strategy收入效应?Income Effect收视(听)率?Ratings收视率?Television Rating售点?POP售点?POS斯塔奇数字?Starch Figure斯坦利·里索?Stanley Resor斯沃琪?Swatch四点分析?SWOT Analysis随机抽样?Random Sampling索尼?SONY态度?Attitude探索性调研?Exploratory汤橱浓汤?Campbell’s Soup特许经营?Franchise替代品?Substitutes替代效应?Substitution Effect天美时?Timex听众调查?Audience Research通用汽车?General Motor同类相食?Cannibalisation投射研究?Projective Research图片响应法?Picture Response Techniques推拉战略?Push and Pull Strategies推力?Push Power完成法?Completion Techniques完全竞争市场?Perfectly Competitive Market 万宝路?Marlboro 万事达卡?Master Card威廉·伯恩巴克?William Bernbach威士卡?VISA维持者?Sustainer伟哥?Viagra胃溃疡峡谷?Ulcer Gulch稳定插播?Anchored Spot问卷?Questionnaire沃尔玛?Wal-Mart Stores无品牌忠诚度?No Brand Loyalty无提示认知?Unaided Awareness无准备调查访问?Cold Calling西门子?SIEMENS习惯购买者?Habitual Buyer习惯性购买?Habit Buying喜力?Heineken系统销售?System Selling细流战?Drip Campaign显着特征?Salient Attribute现场调研?Field Research现场督导?Conductor现场督导?Field Supervisor现场工作?Field Work现场人员?Field Force线上活动?Above-the-line线下活动?Below-the-line相关群体?Reference Group象牙牌香皂?Ivory消费者购物固定样本?Consumer Purchase Panel 消费者内在需求?Consumer Insight消费者偏好?Consumer Preferences消费者剩余?Consumer Surplus消费者形象描述?Consumer Profile销售定额?Sales Quota销售反馈功能?Sales Response Function 销售领域?Sales Territory销售预测?Sales Forecast销售专集?Sales Literature销售组合?Sales Mix小组讨论?Group Discussion心理图案学?Psychographics心理戏剧?Motivational Theater心智索引?Mindex心智占有率?Share of Mind新奇士?Sunkist新人训练?Orientation Training形象?Image虚荣效应?Snob Effect选择性分销?Selective Distribution雪佛兰?Chevrolet雅皮?YUPPY眼睛轨迹研究?Eye Tracking Research扬雅广告公司?Young & Rubicam样品?Sample一次性购物?One-stop Shopping一手资料?Primary Data伊莱克斯?Electrolux宜家?IKEA移情作用?Empathy意见领导?Opinion Leader因果性调研?Causal Research营销会计稽核?Marketing Audit营销近视?Marketing Myopia营销组合?10P’s营销组合?4C’s’营销组合?4P’s营销组合?Marketing Mix营业额/到达率增长指数?Turnover影响力等级?Hierarchy of Effects 佣金制?Commission System 由报纸决定(刊登位置)?Run-of-paper 邮购?Mail Order有提示认知?Aided Awareness有效贮藏期限?Shelf Life诱导转向法?Bait and Switch语义差异法?Semantic Differential预检验?Pre-testing原创性?Originality原子状测试?Atomistic Test岳母研究?Mother-in-law Research载波技术?ZAP赞助?Sponsorship詹姆士·韦伯扬?James Webb Young展览会?Exhibition争夺经营?Scrambled Merchandising正常商品?Normal Goods直递?Direct Mail直销?Direct Marketing智威汤逊?J. Walter Thompson重度消费者?Heavy User主持人?Moderator主题类化法?Thematic Apperception属性特征?Attributes住地居民细分法?A Classification of Residential Neighborhoods 专家调研?Specialist Research资料手册?Fact Book。

《市场营销学(第11版)》教材各章节主要名词英汉对照

《市场营销学（第11版）》教材各章节主要名词英汉对照Part 1: Defining Marketingand the Marketing Process P. 8 Chapter 1: Marketing: Creating and Capturing Customer Value P. 81.Marketing市场营销2.Needs需要3.Wants欲望4.Demands需求5.Marketing offering市场供给物6.Marketing myopia营销近视症7.Exchange交换8.Market市场9.Marketing management 营销管理10.Production concept 生产观念11.Product concept产品观念12.Selling concept销售观念13.Marketing concept市场营销观念14.Societal marketing concept社会营销观念15.Customer relationship management 客户关系管理16.Customer-perceived value顾客感知价值17.Customer satisfaction顾客满意18.Customer-generated marketing消费者自主营销19.Partner relationship management 合作伙伴关系营销20.Customer lifetime value顾客终身价值21.Share of customer顾客份额22.Customer equity顾客资产23.Internet互联网24.Globalization 国际化25.Marketing process营销过程Chapter 2: Company and Marketing Strategy: Partnering to Build Customer Relationships P. 3626.Strategic planning战略规划27.Mission statement企业使命28.Business portfolio业务组合29.Portfolio 投资组合，有价证券30.Portfolio analysis 投资组合分析31.Growth-share matrix 成长占有率矩阵32.Product/market expansion grid产品/市场扩展矩阵33.Market development市场开发34.Product development产品开发35.Diversification多元化36.Downsizing 精简37.Value chain价值链38.Value delivery network价值传递网络39.Marketing strategy营销战略40.Market segmentation市场细分41.Market targeting目标市场定位42.Positioning市场定位43.Differentiation 差异化44.Marketing mix营销组合45.SWOT analysis SWOT分析，态势分析发，优劣势分析法46.Marketing implementation营销执行47.Marketing control 营销控制48.Marketing audit营销审计49.Return on marketing investment （or marketing ROI）营销投资收益率Part 2: Understanding the Marketplace and Consumers P. 58 Chapter 3: Analyzing the Marketing Environment P. 5850.Marketing environment 市场环境51.Microenvironment微观环境52.Macroenviroment宏观环境53.Marketing intermediaries营销中间商54.Public公众55.Demography 人口统计56.Baby boomers婴儿潮世代57.Generation X X世代lennials（or Generation Y）千禧世代（Y世代）59.Economic environment经济环境60.Engel’s laws恩格尔法则61.Natural environment自然环境62.Technological environment技术环境63.Political environment政治环境64.Cultural environment文化环境Chapter 4: Managing Marketing Information to Gain Customer Insights P. 8265.Customer insights顾客洞察力66.Marketing information system （MIS）市场信息系统67.Internal database内部数据库68.Marketing intelligence营销情报69.Exploratory research探索性调研70.Descriptive research描述性调研71.Causal research因果性调研72.Secondary data二手数据mercial online database商业在线数据库74.Observational research观察式调研75.Ethnographic research民族志调研76.Survey research询问式调研77.Experimental research实验室调研78.Focus group interviewing 焦点小组访谈79.Online marketing research 在线营销调研80.Online focus group在线焦点小组81.Sample样本82.Customer relationship management （CRM）客户关系管理83.Questionnaire 调查问卷Chapter 5: Understanding Consumer and Business Buyer Behavior P. 10884.Culture文化85.Subculture亚文化86.Social class 社会阶层87.Group 团队88.Opinion leader 意见团队89.Online social networks 在线文化网络90.Lifestyle 生活方式91.Personality 个性92.Motive（Drive）动机（驱动力）93.Perception感知94.Learning学习95.Belief信念96.Attitude态度97.Cognitive dissonance 认知失调98.New product 新产品99.Adoption process 采用过程100.Business buyer behavior 产业购买者行为101.Derived demand 派生需求102.Straight rebuy 直接重购103.Modified rebuy 修订重购买104.New task 新任务105.Systems selling（or solutions selling）系统销售（解决方案营销）106.Buying center 采购中心107.Value analysis 价值分析Part 3: Designing a Customer-DrivenMarketing Strategy and Mix P. 138 Chapter 6: Customer-Driven Marketing Strategy: Creating Value for Target Customers P. 138108.Market segmentation 市场细分109.Market targeting（targeting）目标市场选择110.Differentiation 差异化111.Positioning 市场定位112.Geographic segmentation 地理细分113.Demographic segmentation 人口细分114.Age and life-cycle segmentation 年龄和生命周期细分115.Gender segmentation 性别细分116.Income segmentation 收入细分117.Psychographic segmentation 心里细分118.Behavior segmentation 行为细分119.Occasion segmentation 时机细分120.Benefit segmentation 利益细分121.Customer loyalty 顾客忠诚度122.Intermarket segmentation 跨国市场细分123.Target market 目标市场124.Undifferentiated （mass）marketing 无差异营销（大众营销）125.Differentiated （segmented）marketing 差异化营销（细分营销）126.Concentrated （）marketing 集中营销（利基营销）127.Micromarketing 微观营销128.Local marketing 地区营销129.Individual marketing 个性化营销130.Production position 产品定位petitive advantage 竞争优势132.Value proposition 价值主张133.Positioning statement 定位陈述Chapter 7: Products, Services, and Brands: Building Customer Value P. 164134.Product 产品135.Service 服务136.Customer product 消费品137.Convenience product 便利品138.Shopping product 选购品139.Specialty product 特殊品140.Unsought product 非渴求品141.Industrial product 产业用品142.Social marketing 社会营销143.Product quality 产品质量144.Brand 品牌145.Packaging 包装146.Product line 产品线147.Product mix （or product portfolio）产品组合148.Brand equity 品牌资产149.Store brand （or private brand）中间商品牌（自有品牌）150.Co-branding 合作品牌151.Line extension 产品延伸线152.Brand extension 品牌延伸153.Service intangibility服务的无形性154.Service inseparability服务的不可分离性155.Service variability服务的易变性156.Service perishability服务的易逝性157.Service-profit chain服务利润链158.Internal marketing 内部营销159.Interactive marketing 互动营销Chapter 8: Developing New-Product and Managing the Life-Cycle P. 192 160.New-product development 新产品开发战略161.Idea generation 产生创意162.Idea screening 筛选创意163.Product concept 产品观念164.Concept testing 概念测试165.Marketing strategy development 营销战略开发166.Business analysis 商业分析167.Product development 产品开发168.Test marketing 试销mercialization 商业化170.Customer-centered new-product development 以顾客为中心的新产品开发171.Team-based new-product development 基于团队的新产品开发172.Product life cycle 产品生命周期173.Style 风格174.Fashion 时尚175.Fad 热潮176.Introduction stage 导入期177.Growth stage 成长期178.Maturity stage 成熟期179.Decline stage 衰退期Chapter 9: Pricing:Understanding and Capturing Customer Value P. 212 180.Price价格181.Value-based pricing 价值导向定价182.Good-value pricing 最优价值定价183.Value-added pricing 价值增值定价184.Cost-based pricing 成本导向定价185.Fixed costs 固定成本186.Valuable costs 变动成本187.Total costs 总成本188.Cost-plus pricing 成本加成定价189.Break-even pricing （target profit pricing）盈亏平衡定价（目标利润定价）190.Target costing 目标成本法191.Demand curve 需求曲线192.Price elasticity 价格弹性193.Market-skimming pricing 市场撇脂定价194.High-definition television （HDTV）高清电视195.Market-penetration pricing 市场渗透定价196.Optional-product pricing 附属产品定价197.By-product pricing 副产品定价198.Product bundle pricing 产品捆绑定价199.Discount 折扣200.Allowance 折让201.Segmentation pricing 细分定价202.Psychological pricing 心理定价203.Reference pricing 参考定价204.Promotional pricing 促销定价205.Geographical pricing 地理定价206.Dynamic pricing 动态定价Chapter 10: Marketing Channels: Delivering Customer Value P. 242 207.Value delivery network 价值传递网络208.Marketing channel （distribution channel）营销渠道（分销渠道）209.Channel level 渠道层级210.Direct marketing channel 直接营销渠道211.Channel conflict 渠道冲突212.Conventional distribution channel 传统分销渠道213.Vertical marketing system （VMS）垂直营销系统214.Corporate VMS公司VMS（垂直营销系统）215.Contractual VMS 合同式VMS （垂直营销系统）216.Franchise organization 特许经营组织217.Administered VMS 管理式VMS （垂直营销系统）218.Horizontal marketing system 水平营销系统219.Multichannel distribution system 多渠道分销系统220.Disintermediation 去中介化221.Marketing channel design 营销渠道设计222.Intensive distribution 密集分销223.Exclusive distribution 独家分销224.Selective distribution 选择性分销225.Marketing channel management 营销渠道管理226.Marketing logistics （physical distribution）营销物流（物流）227.Supply chain management 供应链管理228.Distribution center 分销中心229.Intermodal transportation 多式联运230.Integrated logistics management 整合物流管理231.Third-party logistics （3PL）provider 第三方物流供应商Chapter 11: Retailing and Wholesaling P. 262232.Retailing 零售233.Specialty store 专卖店234.Department store 百货商店235.Supermarket 超级市场236.Convenience store 便利店237.Superstore 超级商店238.Category killer 品类杀手239.Service retailer 服务零售店240.Discount store 折扣商店241.Off-price retailer 廉价零售店242.Independent off-price retailer 独立廉价零售商243.Factory outlet 工厂直营店244.Warehouse club 仓储俱乐部245.Chain store 连锁店246.Franchise 特许经营247.Shopping center 购物中心248.Wheel-of-retailing concept 零售轮转理论249.Wholesaling 批发250.Wholesaler 批发商251.Merchant wholesaler252.Broker253.Agent254.Manufacturer’s sales branches and offices 制造商的销售分发机构和办事处Chapter 12: Communicating Customer Value: Advertising and Public Relations P. 294255.Promotion mix （Marketing Communication Mix）营销组合（营销沟通组合）256.Advertising 广告257.Sales promotion 销售促进258.Personal selling 人员推销259.Public relations 公告关系260.Direct marketing 直复营销261.Integrated marketing communication （IMC）整合营销沟通262.Push strategy 推式战略263.Pull strategy 拉式战略264.Advertising objective 广告目标265.Advertising budget 广告预算266.Affordable method 量力而行法267.Percentage-of-sale method 销售百分比法petitive-parity method 竞争对等法269.Objective-and-task method 目标任务法270.Advertising strategy 广告战略271.Madison & Vine 麦迪逊大街和好莱坞藤街272.Creative concept 创意概念273.Execution style 创作文体274.Advertising media 广告媒体275.Return on advertising investment 广告投资收益率276.Advertising agency 广告代理商277.Public relation 公共关系Chapter 13: Personal Selling and Sales Promotion P. 324278.Personal selling 人员推销279.Salesperson 销售人员280.Sale force management 销售队伍管理281.Territorial sales force structure 地域型销售组织机构282.Product sales force structure 产品型销售组织机构283.Customer sales force structure 顾客型销售组织机构284.Outside sales force （or field sales force）外部销售队伍（现场销售队伍）285.Inside sales force 内部销售队伍286.Team selling 团队销售287.Sales quota 销售定额288.Selling process 销售过程289.Prospection 寻找线索290.Preapproach 事先调查291.Approach 接触访问292.Presentation 展示293.Handling objection 排除异议294.Closing 完成交易295.Follow-up 后续工作296.Sales promotion 销售促进297.Customer promotions 消费者销售促进298.Event marketing 事件营销299.Trade promotion 贸易销售促进300.Business promotions 商业销售促进Chapter 14: Direct and Online Marketing: Building Direct Customer Relationships P. 348301.Direct marketing 直复营销302.Customer database 顾客数据库303.Direct-mail marketing 直接邮寄营销304.Catalog marketing 目录营销305.Telephone marketing 电话营销306.Direct-response television marketing 电视直销307.Online marketing 在线营销308.Internet 互联网309.Click-only companies 点击企业（即在线交易公司）310.Click-and-mortar companies 虚实结合营销311.Business-to-customer （B2C）online marketing 企业对消费者的在线营销312.Business-to-business （B2B）online marketing企业对企业的在线营销313.Customer-to-customer （C2C）online marketing消费者对消费者的在线营销314.Customer-to-business （C2B）online marketing消费者对企业的在线营销315.Corporate （or brand）Web site 公司（品牌）网站316.Marketing Web site 营销网站317.Online advertising 在线广告318.Viral marketing 病毒营销319.Online social networks 在线社交啊网络320.Spam 垃圾邮件Part 4: Extending Marketing P. 372Chapter 15: The Global Marketplace P. 372321.Global marketplace 全球市场322.Global firm 跨国公司323.Economic community 经济共同体324.Americanization 美国化325.Exporting 出口326.Joint venturing 组建合资公司327.Licensing 许可经营328.Contract manufacturing 合同制造329.Management contracting 合同管理330.Joint ownership 合同所有331.Direct investment 直接投资332.Standardized global marketing 全球标准化营销333.Straight product extension 直接产品延伸334.Product adaptation 产品适应335.Product invention 产品创新munication adaptation 沟通适应337.Whole-channel view 整渠道视野Chapter 16: Sustainable Marketing: Social Responsibility and Ethics P. 394 338.Consumerism 消费者保护主义339.Environmentalism 环境保护主义340.Environmental sustainability 环境可持续发展341.Enlightened marketing 远见营销342.Consumer-oriented marketing 消费者导向营销343.Customer-value marketing 顾客价值营销344.Innovative marketing 创新营销345.Sense-o-mission marketing 使命感营销346.Societal marketing 社会营销347.Deficient product是不完善的产品348.Pleasing products 令人愉快的产品349.Salutary products 有益的产品。

市场营销战略外文翻译文献

文献信息：文献标题：Marketing strategy：From the origin of the concept to the development of a conceptual framework（市场营销战略：从概念的起源到概念框架的发展）国外作者：Eric H. Shaw文献出处：《Journal of Historical Research in Marketing》,2012, 4(1):30-55字数统计：英文1716单词，9394字符；中文3209汉字外文文献：Marketing strategy：From the origin of the concept to the development of a conceptual frameworkEarly marketing strategy conceptsBefore marketing strategy developed as an off-shoot of marketing management in the 1970s, even before marketing management emerged as a school of thought in the 1960s to replace the traditional approaches to marketing (Bartels, 1988; Sheth et al., 1988; Shaw and Jones, 2005), a few isolated concepts were developed in the 1950s literature that form the core of modern marketing strategy. These seminal concepts include: Borden’s (1957, 1964) expression of the “marketing mix,”Smith’s (1956) development of “product differentiation”and “market segmentation”as alternative marketing strategies, Dean’s (1951) conception of “skimming”and “penetration”as alternative pricing (that he extended to the whole marketing mix) strategies, and Forrester’s (1959) description of the “product life cycle (PLC).”Corporate strategy conceptsThe strategic concepts discussed so far (the marketing mix, skimming and penetration, differentiation and segmentation, and the PLC), were created by economists and marketing scholars and gained popularity in early marketing management textbooks. The following strategic concepts, Andrews’SWOT, Ansoff’s growth strategies, Porter’s generic strategies, and Henderson’s product portfolio model, were developed for corporate management, not marketing management. Because marketing strategy is a major component of corporate strategy there is overlap, but these two areas are not isomorphic. Nevertheless, corporate strategy concepts have been shoehorned intact into subsequent generations of marketing textbooks from the 1970s and 1980s to the present. It is largely shoehorning of borrowed concepts that has created the present state of isolated bits and pieces of marketing strategy rather than the development of an overarching conceptual framework.Framework for marketing strategyHaving followed the literature and dissected marketing strategy terms, this section integrates the concepts into a framework that identifies alternative marketing strategies at different stages of the PLC and under various SWOT conditions.Market introduction strategiesAt introduction, the marketing strategist has two principle strategies to choose from: penetration or niche. A penetration strategy (Dean, 1951; Ansoff, 1965) emphasizes an aggressive marketing mix for a mass market or a large segment of the market. As the term has been developed in this research, a penetration strategy is not limited to a current product in a current market (Ansoff) or just a low introductory price (Dean). A penetration strategy involves using the marketing mix aggressively. Although every mix element need not be aggressive, a penetration strategy should include some combination of a no-frills product, minimal service, low price, high promotional expenditures and intensive distribution effort. A penetration strategy, following Andrew’s SWOT, is ideal for large firms with strong financial resources facing a large and growing market, price sensitive customers with minimal brandawareness or preference, many potential competitors and few barriers to entry. A penetration strategy will work from the introduction into the growth stage and perhaps as late as the early maturity stage of the PLC. As an offering approaches maturity, however, high marketing mix expenditures cannot be sustained as sales growth slows and marginal costs rise more rapidly than marginal revenue.Alternatively, a niche strategy (Kotler, 1980; Porter, 1980; McCarthy, 1981) focuses on a narrowly defined customer segment and is ideal for smaller firms with limited resources. The niche strategy expands Porter’s “focus”(Porter, 1980) or “narrow target segment”(Porter, 1990) strategy and incorporates Dean’s (1951) price skimming but from the angle of a market segment’s price sensitivity. Although a segmentation-oriented strategy, the marketing mix aimed at a niche is largely dictated by company and market considerations. With the niche strategy (Alderson, 1957; confusingly termed concentrated segmentation by Kotler, 1976) a firm targets a narrowly defined customer segment. The marketing mix typically involves a custom tailored product offering, a high price, and given the small-sized customer base, promotional expenditures are focused and thereby relatively low, with selective or exclusive distribution coverage. This strategy works well in smaller segments requiring higher profit margins to compensate for lack of sales volume, when customers are insensitive to price, can easily be made aware of the brand with minimal promotional effort, and the firm can create some barriers to entry resulting in few direct competitors. The niche strategy can be highly profitable, even in very small segments, because it combines high price with low marketing mix expenditures (Kotler, 1980). This strategy has the added virtue of allowing pin-point timing. A niche strategy does not require a lot of set-up and breakdown time, effort or money, allowing a firm to move in and out of the market quickly. Taking advantage of “windows of opportunity”(Abell, 1978), a niche is therefore potentially profitable at virtually any stage of the life cycle from introduction to decline. For example, the General Pencil Company (GPC) founded in 1889, produced a high quality lead pencil (once the standard bearer of the ubiquitous No. 2 pencil), but since pencils have become a throw-away, even single-use product, GPC was unable to compete withcheap imports on price. Facing a declining market, for a commodity type product, GPC found their niche –artists and illustrators who required a harder more durable lead in their pencil and were willing to pay a premium price for a higher quality product.Market growth strategiesIn the early growth stage, the marketing manager may choose from two additional strategic alternatives: segment expansion (Smith, Ansoff) or brand expansion (Borden, Ansoff, Kerin and Peterson, 1978). In segment expansion, the strategist adds new targets (each with their own marketing mixes) to the market segments already served. A classic example was Toyota’s Crown automobile entering the US market in 1956 with a niche strategy –a single marketing mix targeted at a single segment –economy conscious sub-compact auto buyers. After gaining a toehold in the market, it used segment expansion to go beyond its niche, offering brands for multiple segments, including the sub-compact, compact, mid-size, large size and sports-car segments. Ultimately targeting across-the-board, it aimed a marketing mix at virtually all auto and small truck market segments, and even developed the separate Lexus brand to target the luxury auto segment. Although also a form of segment expansion, it is useful to separate geographics from other forms of segmentation, such as demographics, psycho-graphics, sociographics, and behavioral characteristics. In geographic expansion, firms shift their sights from local, to regional, to national, to international, to global customer targets. This strategy is increasingly used when growth slows down as local (or domestic) markets approach maturity.Similar to expanding segments, another strategic alternative in the growth stage involves brand expansion. This strategy adds new products or variations to the line, offering the customer segment more choice, or it provides additional services, such as delivery or gift wrapping, to offer customers greater value.During the late growth stage, sales are still growing rapidly, but hit an inflection point where they shift from increasing at an accelerating rate to increasing at a de-accelerating rate. In markets growing very rapidly, this shift in the rate of growth often produces a competitive turbulence (Wasson, 1974), in which an industryshake-out occurs, because of excess capacity. During this turbulence another strategy is often called for –a differentiation strategy. If not used in late growth, as firms jockey for advantage, then differentiation is often employed in the maturity stage, discussed next.Market maturity strategiesIn maturity, sales growth slows, stabilizes and starts to decline. In early maturity, it is common to employ a maintenance strategy (BCG), where the firm maintains or holds a stable marketing mix. This is common in oligopoly industries, where a small number of firms hold a large share of the market. Satisfied with maintaining their market share and milking profits, these firms prefer not to rock the boat. If firms can preserve a rough equilibrium, a maintenance strategy could work until sales decline to meet costs. But maintenance is a rather passive strategy subject to a shake-up by an aggressive competitor.If a firm wants to shuffle the deck, differentiation offers an aggressive but affordable strategy in maturity (Smith, Porter). It involves a firm using one or more elements of the marketing mix to enhance purchase value for its customers. For example, product quality could be improved, price lowered to offer greater economy, upscale advertising media employed to create more brand prestige or distribution outlets added to provide greater customer convenience. Although aggressive, differentiation is far less forceful and far less expensive than a penetration strategy. Because it involves more marketing mix finesse and need not be expensive, a differentiation strategy could work at virtually any stage of the life cycle, from growth into decline.As a firm moves further along the maturity curve, a harvesting strategy (Henderson, 1970; Kotler, 1978) becomes an option if not a necessity. Typically, as a market shifts from early to late maturity, a maintenance strategy evolves into a harvesting strategy. In harvesting, marketing mix effort is reduced following the declining sales, and the brand remains a cash cow as long as the cost reductions are more than (or at least) proportional to the declining sales.Market decline strategiesAt some point the decline in sales approaches and then begins to exceed costs. And not just accounting costs, there are hidden costs as well; as Kotler (1965, p. 109) observed:No financial accounting can adequately convey all the hidden costs.At some point, with declining sales and rising costs, a harvesting strategy becomes unprofitable and a divesting strategy necessary.Although if a firm is one of the “last men standing”it may remain a “profitable survivor”(Kotler, 1997) in the market, if most of the competition has dropped out, if there are a sufficient number of laggards with purchasing power and a desire to buy lingering in the market, and if the costs of serving these remaining customers stays low. This is essentially an extreme harvesting strategy. Non-filter cigarettes or double edge razor blades provide examples of how a few competitors have survived in slowly declining markets. Eventually, as customers die out, marketing mix expenditures decline to zero and the brand is removed from the market.中文译文：市场营销战略：从概念的起源到概念框架的发展早期市场营销战略的概念在20世纪70年代市场营销战略作为营销管理的一个分支之前，甚至在20世纪60年代营销管理成为一个学派以取代传统的营销方法之前（巴特尔斯，1988；谢思等人，1988；肖和琼斯，2005），20世纪50年代的文献中就形成了一些独立的概念，这些概念构成了现代市场营销战略的核心。

管理咨询工具-SME实用手册中英文版107P

最新资料，WORD文档，可下载编辑！SME实用手册SME Manual本手册指在帮助中小企业所有人在自己企业内建立操作手册。

The manual is designed to assist SME owners to implement an operations amnaul within their business.目录TABLE OF CONTENTS概述OVERVIEW ..................................................................................................................................................................... 经营手册Operations Manual ........................................................................................................................................................ 企业概述Business Overview ........................................................................................................................................................ 人力资源管理HUMAN RESOURCE MANAGEMENT ............................................................................................................ 雇佣政策Employment Policies .................................................................................................................................................... 员工记录Team Member Records ................................................................................................................................................. 招聘和选拔Recruitment and Selection ........................................................................................................................................ 业绩管理Performance Management ............................................................................................................................................ 培训Training ................................................................................................................................................................................. 沟通和激励Communication and Motivation................................................................................................................................ 职业健康和安全Occupational Health and Safety ........................................................................................................................ 客户服务CUSTOMER SERVICE ............................................................................................................................................... 服务标准Service Standards .......................................................................................................................................................... 顾客选择Customer Selection ....................................................................................................................................................... 顾客反馈Customer Feedback ....................................................................................................................................................... 市场营销MARKETING ............................................................................................................................................................... 企业识别Corporate Identity ......................................................................................................................................................... 战略营销Strategic Marketing ....................................................................................................................................................... 公共关系Public Relations ............................................................................................................................................................ 采购和存货管理PURCHASING AND STOCK MANAGEMENT ............................................................................................ 采购Purchasing ............................................................................................................................................................................. 存货管理Stock Management ........................................................................................................................................................ 行政管理ADMINISTRATION .................................................................................................................................................... 电话、信息和电子邮件Telephone, Messages and Email ........................................................................................................... 邮件和重要信函Mail and Couriers .............................................................................................................................................. 计算机和互联网Computers and the Internet ............................................................................................................................... 安全Security ................................................................................................................................................................................. 会计ACCOUNTING ................................................................................................................................................................ 应付账款Creditors ........................................................................................................................................................................ 应收账款Debtors .......................................................................................................................................................................... 银行往来账Bank Accounts .......................................................................................................................................................... 固定资产Fixed Assets .................................................................................................................................................................. 领导能力LEADERSHIP ..............................................................................................................................................................概述OVERVIEW经营手册Operations Manual经营手册的目的Purpose of the Operations Manual本经营手册旨在提供必要的资源, 以帮助员工改进工作表现, 并帮助企业达成目标。

注会英语【战略】CPA English for Corporate Strategy and Risk Management

Corporate Strategy and Risk Management 1．战略分析——外部环境、内部资源、能力与核心竞争力2．战略选择3．战略实施4．战略控制5．风险管理实务一. Strategic Analysis1. The PESTEL model（core topic）2. The life cycle modelPenetration pricingSet a relatively low initial entry price3. Porter’s five forces model (core topic)Porter looked at the structure of industries. In particular, he was interested in assessing industry attractiveness, by which he meant how easy it would be to make above average profits（超额利润）（for shareholders and to fund adequate investment）. He concluded that industry attractiveness （行业吸引力）depends on five factors or forces.4. Strategic group （战略群组）:（1）Have similar characteristics, e.g. size （2）Pursue similar competitive strategies over time, e.g. heavy advertising（3）Have similar assets and skills, e.g. quality image 5. Porter’s diamondPorter tried to answer the following questions:Why does a nation become the home base （总部，根据地） for successfulinternational competitors in an industry? Germany is renowned for car manufacture; Japan is prominent in consumer electronics （消费性电子产品）.Why are firms based in a particular nation able to create and sustain competitiveadvantage against the world’s best competitors in a particular field?Why is one country often the h ome of so many of an industry’s world leaders?Porter called the answers to these questions the determinants （决定因素） of nationalcompetitive advantage. He suggested that there are four main factors which determine national competitive advantage and expressed them in the form of a diamond.迈克尔·波特识别出国家竞争优势的四个决定因素，构建了钻石模型。

如何才能卖出书包呢英语

如何才能卖出书包呢英语How to Sell BackpacksIf you are looking to sell backpacks, whether online or in a physical store, it's important to have a strategic plan in place to successfully market and sell your products. In this guide, we will discuss various tactics and strategies to help you sell backpacks effectively and maximize your sales.1. Identify Your Target AudienceThe first step in selling backpacks is to identify your target audience. Consider factors such as age, gender, occupation, and interests of your potential customers. Understanding who your target market is will help you tailor your marketing efforts and product offerings to meet their needs and preferences.For example, if you are targeting college students, you may want to offer stylish and durable backpacks that can hold textbooks and a laptop. On the other hand, if you are targeting outdoor enthusiasts, you may want to offer backpacks that are lightweight, waterproof, and have plenty of compartments for storing gear.2. Choose the Right Backpacks to SellOnce you have identified your target audience, it's important to choose the right backpacks to sell. Consider factors such as quality, functionality, design, and price point. It's important to offer a variety of backpacks to meet the diverse needs of your customers.Some popular types of backpacks to consider selling include:- Laptop backpacks- Travel backpacks- Hiking backpacks- Fashion backpacks- Kids' backpacksWhen selecting backpacks to sell, make sure to consider the latest trends and customer preferences. Look for backpacks that are built with high-quality materials, have durable construction, and offer plenty of storage space.3. Create an Online StoreIn today’s digital age, having an online store is essential for selling backpacks. There are numerous platforms available for setting up an online store, such as Shopify, WooCommerce, and BigCommerce. Choose a platform that is user-friendly and provides the necessary features for showcasing your products effectively.When setting up your online store, make sure to include high-quality images and detailed product descriptions for each backpack. Consider using professional product photography to showcase the features and design of the backpacks. Also, make it easy for customers to find and navigate your online store by organizing products into categories and using a search function.4. Utilize Social Media MarketingSocial media marketing is an effective way to promote your backpacks and reach a larger audience. Create social media profiles on platforms such as Instagram, Facebook, and Twitter to showcase your backpacks and engage with potential customers.Post regular updates on social media, such as new product launches, promotions, and customer reviews. Consider partnering with influencers or bloggers in your niche to promote your backpacks to their followers. Utilize paid advertising on social media to reach a targeted audience and drive traffic to your online store.5. Offer Discounts and PromotionsOffering discounts and promotions is a great way to attract customers and boost sales. Consider running promotions such as buy one get one free, percentage discounts, or free shipping on orders over a certain amount. Promote these offers through your website, social media, and email marketing campaigns.Additionally, consider offering loyalty programs to reward repeat customers and encourage customer retention. Provide incentives such as points for every purchase, exclusive discounts, and early access to new products. Encourage customers to refer friends and family to your store by offering discounts or rewards for successful referrals.6. Provide Excellent Customer ServiceProviding excellent customer service is crucial for building trust and loyalty with your customers. Make sure to respond promptly to customer inquiries and address any concerns or issues in a timely manner. Offer multiple channels for customer support, such as email, live chat, and phone support.Consider implementing a hassle-free return policy to give customers peace of mind when purchasing a backpack. Make it easy for customers to return or exchange their purchase if they arenot satisfied with the product. Resolve customer complaints professionally and offer solutions that meet their needs.7. Collect Customer FeedbackCollecting customer feedback is essential for improving your products and services and building a loyal customer base. Encourage customers to leave reviews and feedback on your website or social media profiles. Offer incentives, such as discounts or freebies, for customers who leave a review.Use customer feedback to identify areas for improvement and make necessary changes to your products or services. Consider conducting surveys or focus groups to gather more in-depth feedback from your customers. Implement suggestions and feedback from customers to enhance their shopping experience and increase customer satisfaction.8. Expand Your Product LineTo grow your business and attract new customers, consider expanding your product line beyond backpacks. Consider offering related products such as travel accessories, laptop sleeves, water bottles, or umbrellas. This will give customers more options when shopping on your website and increase the likelihood of cross-selling and upselling.When expanding your product line, consider factors such as customer demand, market trends, and profitability. Research competitors and analyze customer feedback to identify potential product gaps or opportunities. Test new products and monitor sales performance to determine which products resonate with your target audience.9. Build PartnershipsBuilding partnerships with other businesses or organizations can help you reach a larger audience and increase brand awareness. Consider partnering with retailers, influencers, or non-profit organizations to promote your backpacks. Collaborate on marketing campaigns, events, or product launches to expand your reach and drive sales.When building partnerships, make sure to choose partners that align with your brand values and target audience. Develop mutually beneficial relationships that offer value to both parties. Consider offering exclusive discounts or promotions for customers who purchase through your partner's channels.10. Monitor and Analyze PerformanceMonitoring and analyzing the performance of your sales and marketing efforts is essential for optimizing your strategies and achieving your business goals. Track key performance indicators such as website traffic, conversion rate, customer acquisition cost, and customer lifetime value.Use analytics tools such as Google Analytics, social media insights, and email marketing metrics to measure the effectiveness of your campaigns. Identify which marketing channels are driving the most traffic and sales, and allocate resources accordingly. Make data-driven decisions to improve your marketing ROI and maximize your sales.In conclusion, selling backpacks requires a strategic approach that encompasses product selection, online marketing, customer service, and continuous improvement. By identifying your target audience,offering high-quality products, utilizing social media marketing, and providing excellent customer service, you can effectively sell backpacks and grow your business. Implement the strategies outlined in this guide to attract more customers, increase sales, and build a successful backpack business.。

工程项目销售到商务的流程

工程项目销售到商务的流程Selling engineering projects to businesses involves a complex process that requires careful planning, strategic thinking, and effective communication. From identifying potential clients to negotiating contracts and delivering on promises, every step of the sales process is crucial to success. One of the first steps in selling an engineering project to a business is to identify the target market. This involves researching potential clients, understanding their needs and preferences, and positioning the project as a solution to their problems. By focusing on a specific target market, sales teams can tailor their pitch and marketing strategies to better meet the needs of potential clients.在向企业销售工程项目时，需要经过一个复杂的过程，需要仔细计划、战略思维和有效沟通。

从确定潜在客户到谈判合同再到兑现承诺，销售过程的每一步都对成功至关重要。

销售工程项目到企业的第一步是确定目标市场。

这涉及研究潜在客户、了解他们的需求和偏好，并将项目定位为解决他们问题的方案。

Summary of strategic selling

Strategic Sellingby Robert Miller & Stephen Heiman (summarized by Paul Gruhn)IntroductionStrategic selling is a simple, logical method designed to enable you to be more successful in Complex Sales. (A Complex Sale is any sale in which several people must give their approval before the sale can take place.) The decisive factor in a Complex Sale is structure, not product or price. Strategic selling principles constitute a body of knowledge about selling that will put you ahead of 90% of your competition. If you try to approach difficult sales situations without strategy, you‟ll only be fooling yourself, and offering your throat to the competition.To get the maximum benefit from the program, you must accept certain realities. For example, change has become a constant. Identifying this acceptance of change is in fact the first prerequisite for understanding strategic selling.Premise #1: Whatever got you where you are today is no longer sufficient to keep you there.The emphasis in strategic selling, as the name implies, is strategy, which unfortunately is usually the single most neglected element of selling.Premise #2: In the Complex Sale, a good tactical plan is only as good as the strategy that led up to it.It is necessary to understand the distinction between tactics and strategy. You use tactics during your sales presentation, strategy must come before it. Also, tactics will get you nowhere if you present them to the wrong person, in the wrong fashion, without sufficient information, or at the wrong time. Good strategy, like good tactics, however, can be learned.Premise #3: You can only succeed in sales today if you know what you’re doing and why.Selling, no less than teaching, medicine, or law, is a professional calling, and those who prosper in it are those with a handle on their own professional methods. They‟re the people who have developed a conscious, planned system of selling steps that are visible, logical, and repeatable.The goal of strategic selling is to enable you to say, “It‟s the way I go about it that makes me number one.”Strategy and TacticsStrategy originally referred to the art of setting up forces before a battle. One can easily see why strategy must precede tactics in a military setting. This is equally true in the sales arena. The objective of a good sales strategy is to get yourself in the right place with the right people at the right time so you can tactically make the right presentation. This means you have to do your homework first. Without this strategic testing, you may act on thebasis of what you wish were true, rather than what is true. (You don‟t want to find yourself in the ridiculous position of the fellow who lost a quarter in the park, but decided to look for it downtown because the light there was better.)The te ndency of …tactics only‟ sales people is to focus exclusively on the individual sale and to ignore the account. The successful Complex Sale should never be seen as one in which you beat the buyer or trick him into signing.If you always put strategy first, you‟ll be assured that no matter how small a quantity of time you have available, it will always be quality time.Four Steps to SuccessStrategic selling is based on a step-by-step approach – a logical, repeatable sequence of four steps:1.Analyze your current position with regard to your account and your specific salesobjective.2.Think through possible Alternate Positions.3.Determine which Alternate Position would best secure your objective and devise anAction Plan to achieve it.4.Implement your Action Plan.The whole key to strategy is position. It tells you where you are now, and where you might have to move to increase your chances of sales success.Your Starting Point: PositionKnowing your current position well means knowing who all your Buying Influences are, how they feel about you, how they feel about your proposal, what questions they want to have answered, how your competition is placed, and a host of other factors. In effect, it means knowing what all your strong and weak points are before the selling event begins. If you don‟t know where you stand with regard to a given account, you are, or soon will be, lost – and that will be your position.Define Your Sales ObjectiveWhenever you handle multiple accounts, it‟s easy to become strategical ly confused unless you break your objectives into distinct, separate goals. Every sale is unique and always has the following characteristics:∙It is specific and measurable.∙It focuses on a specific outcome.∙It is single, rather than multiple. That is, it‟s a simple, not compound sentence –it‟s not connected by “and”.Examine Alternate PositionsOnce you know where you are, you next want to know where to go. You need to examine alternatives, to discover how you might reposition yourself to make the attainment of your objective more likely.The Six Key Elements of Strategic SellingThe following six elements are equally essential to your success. The only proper way to use them is interactively, as a system. Don‟t infer, however, that there is any particular ranking to the individual elements.Key Element #1: Buying InfluencesIdentifying all of the buying influences accurately, and understanding the role each of them plays in getting you to your sales goal, are two of the major stumbling blocks for most sal es people, even very good ones. Don‟t look for people per se, or titles, look for roles. You must position yourself effectively with all the people playing each of the roles. In every Complex Sale there are four critical buying roles, or simply, buyers:∙Economic Buyer: The one who gives final approval to buy. There is always only one person or set of people playing this role. This buyer can say yes when everyone else has said no, and vice versa.∙User Buyer: The one who will use or supervise the use of your product or services, so their personal success is directly tied to the success of that product or service.∙Technical Buyer: Technical buyers can‟t give a final yes, but they can (and often do) give a final no.∙Coach: Coaches can be found in the buying organization, in your own organization, or outside of them both. Your Coach‟s focus is on your success. For every salesobjective, you have to find and develop at least one Coach.If you don‟t know who the key players are, and how they fit into your sale, you really know nothing at all.Economic BuyerThe role of this buying influence is to release the dollars to buy. It is critical to find out who gives the final …yes‟ for your sale, failing to do so can be fatal. Keep in mind that it may not be the best strategy for you to contact this individual personally.Role: To give final approval to buy.∙Only one per sale (note: may be a board or committee)∙Direct access to dollars∙Releases dollars∙Discretionary use of funds∙Veto powerFocus: The bottom line and the impact on the organization.Asks: “What kind of return will we get on this investment?”User BuyerThe role of this buying influence is filled by someone who will actually use (or supervise the use of) your product or service. The role of the User Buyer is to make judgments about the impact of that product or service on the job to be done. Because the focus of this buyer ishow a sale will affect their jobs, their reactions to sales proposals tend to be subjective. You get such a person on your side by answ ering one simple question, “How will your product or service work for me?” If the key User Buyer isn‟t sold, you‟ll have a difficult time closing the sale.Role: To make judgments about the impact on job performance.∙Often several or many per sale∙People using or supervising the use of your product or service∙Personal, since the user will live with your product∙There is a direct link between the user‟s success, and the success of your product Focus: The job to be done.Asks: “How will it work for me?”Technical BuyerUser Buyers can be difficult, but Technical Buyers have to be. It is their job to limit the field of sellers. They don‟t decide who wins, but they do decide who can play. These buyers are the Gatekeepers. They say no because it is their job to do so –to screen out. Because their input is so often negative, their presence can pose a real problem for the salesperson. Such a buyer can block a sale everyone else wants.Some Technical buyers are concerned with technology, but many are not, and they may know less about specific products than the salesperson does. They make judgments about the measurable and quantifiable aspects of your product based on how well it meets a variety of specifications, which may or may not be technological. Their principle focus – the reason they‟ll recommend you or show you the door – is the product itself.Be aware that a favorite game of some Technical Buyers is to try and convince you that they are the Economic Buyer – that they give final approval. Believing in this camouflage can get you into trouble even before you begin. (Some Technical Buyers actually believe they do have the final say.)Role: To screen out.∙Often several or many∙Judges measurable, quantifiable aspects of your proposal∙Gatekeeper∙Makes recommendations∙Can‟t say yes (i.e., does not have final approval)∙Can say no (and often does)Focus: The product.Asks: “Does it meet specifications?”CoachThe role of this buying influence is to guide you in the sale by giving you information you need to manage it to a close that guarantees you not only the order, but satisfied customers and repeat business as well. Your Coach can help you identify and meet the other BuyingInfluences, and can help you assess the buying situation. To close any Complex Sale, you should develop at least one Coach.The first three buying influences already exist. They‟re waiting to be identified, you just have to find out where. Your Coach, on the other hand, has to be not only found, but developed. The Coach‟s role is one that you mu st create.In searching for someone to develop into a Coach, you should judge three criteria:∙You have credibility with that person. A good place to find potential Coaches is among your own satisfied customers. This person‟s past experience with you is that you can be trusted (which is what credibility means).∙The Coach has credibility with the buying organization. The best of all possible scenarios is to turn the Economic Buyer into a coach in the buying organization.∙The Coach wants you to succeed. This doesn‟t mean the person has to be a friend or wants you to succeed in life, just that this person sees that it‟s in his or her own self-interest for the buying organization to accept your solution.If the above criteria suggest someone might be developed into a Coach, test that person‟s potential usefulness by asking. Most people welcome the opportunity to Coach – in our culture it has a very positive connotation. Be careful, however, because asking for Coaching is not the same thing as asking for a referral or assistance in making the sale. You don’t want your Coach to do your work or selling for you, and you can’t give that impression.Role: To act as a guide for this sales.∙Must develop at least oneCan be found in:∙The buying organization∙Your organization∙Outside bothProvides and interprets information about:∙Situation∙Buying Influences∙How each Buyer winsFocus: Your success with this proposal.Asks: “How can we pull this off?”For each Complex Sale, you should draw up a Buying Influences chart (four sections for each of the four buying types), identify all of your buyers, and test your current position. Have you identified all of the key players, and have you covered the bases with every one? If not, you‟ve identified Red Flags.Key Element #2: Red Flags / Leverage from StrengthRed Flags are a symbol used to highlight areas of strategy that need further attention. They are warnings of hazards that can jeopardize a sale. Red Flags are positive because they help you identify potential trouble before it finds you. They enable you to test and reposition yourself in the face of change.There are several “automatic” Red Flags:∙Missing information. This is always a signal that your sale is in danger.∙Uncertainty about information. Whenever you‟re “pretty sure” or “almost certain” or “90% convinced” that you understand a piece of information you need to close a sale, look again.∙Any uncontacted buyer. Any Buyer ignored is a threat. You don‟t have to contact and convince each of the key players yourself. You just have to see that each base isadequately covered by the person best qualified to do so, such as employing thestrategy of like-rank selling.∙Any Buying Influence new to the job.∙Reorganization.Red Flag‟s mirror image –Leverage from Strength– is where you use the information or contacts you already have to eliminate areas of uncertainty. Leveraging enables us to move by indirect force object that we could never budge with an equal, or even greater, amount of direct force. The principle is as applicable to sales as it is to mechanics. You gain a distinct strategic advantage when you apply indirect rather than direct pressure on recalcitrant or inaccessible Buying Influences. Selling involves looking for a place to put your fulcrum. Invariably you‟ll find that that place is one where you‟re already solidly positioned.Key Element #3: Response ModesAnytime you ask someone to buy something, you‟re asking them to make a change. This is a critical hidden factor in every sale. There is always the chance that a Buyer will perceive your sales proposal as threatening, even when it‟s “obvious” to you that it‟s not.Once you know who your Buying Influences are, you need to know how they feel about your proposal. You determine that by identifying their current receptivity to change, specifically the change you are proposing. Remember that change doesn‟t influence you alone, it happens to each of your Buying Influences as well. Understanding their perception of change is what helps you predict their receptivity.Someone buys when there’s a discrepancy between that person’s perception of reality and his or here desired results. There are always four possible reactions to change that a Buyer can have in a given selling situation. They‟re determined by three things:1.The Buyer‟s perception of the immediate business situation.2.The Buyer‟s perception of how your proposal is likely to change that situation.3.The Buyer‟s perception of the possible discrepancy between what‟s seen as thecurrent reality and the results needed.A Buyer can have four different reactions, or Response Modes, to a sales situation. Each of these four modes derives from a different perception of the immediate business reality, and each leads to a different level of receptivity to your proposal. In strategic sales, you must develop a different approach for each of the four perceptions. Keep in mind that your Buyer‟s perception of reality, like most things in the Complex Sale, are often notoriously unstable and in constant flux.The four response modes are not descriptions of overall attitude or personality, but rather of the way in which individual Buyers see a given sales situation, and a given salesproposal, at any particular moment. They are individual and personal. There is no such thing as a company-wide perception of reality. They may be defined as:∙Growth: A Buyer in Growth Mode perceives a discrepancy between the way things are right now and the way they should be. This person is ready to say yes tosomebody’s proposal – although not necessarily to yours. Such a Buyer will bereceptive to you, provided you can show that your proposal makes it possible to domore or do better – to eliminate the discrepancy.∙Trouble: A Buyer in Trouble Mode also perceives a reality-results discrepancy, but it‟s a discrepancy on the down side. The Buyer needs help and will welcome anychange that looks like a way of taking away the source of the problem. You haveanother good candidate for a sale – provided you can show that your proposal willquickly eliminate the discrepancy. Such a Buyer is ready, indeed eager, to buy – but not necessarily from you. The winning proposal is going to be the one that will most quickly remove the cause of the problem. When Buyers are in Trouble Mode, don‟ttalk about how your product will improve their lifestyle. You sell survival. Period.Trouble always takes precedence over Growth. (Selling Growth to a Buyer who feels in Trouble is like selling a new roof to a farmer whose barn has just caught fire. Even if the barn needs a new roof, it certainly doesn‟t need one now.) Because nobody will say outright that they‟re in trouble, you have to be attentive to nuance wheneveryou‟re uncertain whether an individual Buyer feels himself to be in Trouble orGrowth.∙Even Keel: A Buyer in Even Keel perceives no discrepancy between current reality and the hoped-for results, and is therefore satisfied. With no incentive to change, the probability of selling a Buyer in Even Keel is very low. To such a Buyer, yourproposal will very likely be seen as a threat. Such a Buyer is be definition wary ofany change. This person is usually thinking, “Go away, don‟t rock the boat.” When a Buyer is entrenched in this mode, only three things can raise the probability of your making the sale; the Buyer can see Growth or Trouble coming, he can be pressured by another Buyer already in Growth or Trouble (preferably the Economic Buyer), or you can demonstrate a discrepancy the Buyer didn‟t see.∙Overconfident: A Buyer who is overconfident perceives reality as being far better than the hoped-for results. Such a person is therefore totally unreceptive to change, and the likelihood of making a sale is nil. Buyers in this mode typically tend to becomplacent and out of touch; to sales representative they can be dismissive, evenarrogant. Don‟t waste time with such a Buyer, the mode is highly unstable. Italways, eventually, cycles into Trouble. Just plan to be there when it does.Covering all the bases – againOne of the most serious errors you can make in a Complex Sale is to ignore or abandon a key Buying Influence because that person‟s perception of current reality doesn‟t match yours. You don‟t have to see eye to eye with your Buyers in order to sell them. You do have to respect each one‟s perception, however, since it‟s to that perception that you‟re selling. Your starting point is always the same: How does the individual Buyer feel about the current situation? Admittedly, you have to manage each sale on the unconventional assumption that there‟s no such thing as rea lity – only individual perceptions of reality. (Indeed some have said, “The Buyers perception is reality.”) In summary:1.The starting point for approaching each individual buyer is to learn that Buyer‟scurrent perception of the business situation and his or her perceived discrepancybetween reality and results.2.Each Buyer must be covered by a person who accepts this as the starting point, andwho‟s best qualified to approach that individual Buyer.3.Always use Leverage from Strength to bring about a match of modes from a mixedfield or responses.Identify each player‟s response mode. Then rate each Buyer on a scale of +5 (enthusiastic advocate) to -5 (antagonistic anti-sponsor). Keep in mind there is no 0 rating. You can assess where you stand with each of them by asking yourself one key question: How does each person feel right now with regard to my current sales proposal? Analyze your information and look for inconsistencies. Until you know how each one feels, you should consider every one a Red Flag.Key Element #4: Win-ResultsThe foundation of long-term success is based on mutual satisfaction. Winning, which is simply based on self-interest, is when you come out of a buy/sell encounter feeling positive. The reason you feel positive is that you perceive the encounter as having served your personal self-interest. (Don‟t confuse self-interest with selfishness.)There are four possible outcomes of any buy/sell encounter between you and each of your Buyers –not between you and “the account” or “the sale” as a whole. They are:1.Win-Win: Where both you and your customer come out feeling satisfied, knowingthat neither of you has taken advantage of the other. Serving your Buyers‟ self-interests is ultimately the best way of serving your own.2.Win-Lose: Where you win at the buyers expense. You may feel good now, but thecustomer‟s already looking for revenge, or how to avoid you in the future. If repeatbusiness is important, this is a disastrous policy.3.Lose-Win: Where you allow the Buyer to Win at your ex pense by “buying thebusiness”, in the hope of a return favor, which often never comes. When you “buy the business” by giving away product, services, or time, you unrealistically raise theBuyer‟s future expectations. No company can give away its products forever. (If you decide to do this for the short-term, however, let the Buyer know it, and make sureit‟s understood that the supposedly free lunch is strictly a limited offer.)4.Lose-Lose: Where both you and the Buyer loose. Even though you get the order,neither of you feels good about the sale.Of these four, only Win-Win can bring you the long-term success that you want. To manage all your sales into this scenario you have to go beyond the conventional wisdom about why people buy. “Features and benefits” and sound product knowledge are not enough, because the reason people really buy is only indirectly related to product or service performance. You have to use your product knowledge to give each of your Buyers personal reasons for buying. You can‟t just meet their business needs. You have to serve their individual, subjective needs as well. You do that by giving them Win-Results.A Result is the impact your product or service can have on the Buyer‟s business processes. A Win is the personal gain that satisfies an individual Buyer‟s perceived self-interest. A Win-Result, therefore, is a Result that gives one of your individual Buyers a personal Win. Win-Results are the real reason people buy. This doesn‟t mean you should ignore Results, because a Result must take place before a Buyer will perceive a Win, indeed it‟s a precondition for any Win. If you concentrate on Results however, you run the risk of delivering one that‟s irrelevant, or worse, one that‟s interpreted as a personal Lose.Although a Result may have a single, clearly defined impact on a business process, it will always have different impacts on the Buying Influences involved. The personal impact can be negative even when the Result is positive. Companies get Results, but only people Win. It’s never enough to sell Results alone– you have to determine how each one Wins. Characteristics of Wins1. A Win is the fulfillment of a promise made to oneself. Promises to oneself, however,change as values and attitudes change. (For example, the middle-aged man who in his youth promised himself a Florida condominium and a Bentley may find, once he‟s in a position to get them, that they‟ve lost their importance to him.)2.Wins are intangible, not measurable, and not quantifiable.3.Wins are personal. Note that people won‟t all benefit in the same way. This isperhaps the most important single distinction between Wins and Results. Eventhough an objective Result can generate Wins for many people, no two of those Wins will be identical.Table 1: Comparison of Results & WinsYou are important to your Buyers when, and only when, your product or service impacts positively on one or more of their processes. You can do this in one of two ways: improve and already good process, or fix something that has gone wrong.Determining you Buyer’s WinsIn order to Win-Win, you need to be able to identify which Result(s) each of you Buyers needs, and then show each of them how that Result can bring a personal Win. Determining their Win-Results needn‟t be all guesswork. There are three reliable methods for identifying them:1.You can infer. Categories of Buyers tend to look for similar Results for theirorganizations. (See Table 2. Note that Coaches don‟t have their own Results, onlyWins. Your success in the sales is what is going to give your Coach a Win.) The more you know about your Buyers‟ company, lifestyles and attitudes, the better you‟ll be able to infer their Wins. For example, being seen as an innovator or maverick is morelikely to be appreciated as a Win in a company that sees itself on the leading edge of an industry. One caution, however; remember that inferring is only a sophisticated form of guessing. Your inferences should always be checked by asking the Buyer directly, and/or by Coaching.Table 2: Sample Results2.You can ask them directly. This requires asking attitudinal, rather than objective,questions. Objective questions seek to find out what the Buyer wants or needs.Asking for facts is never enough to make a quality Complex Sale. Attitudinalquestions seek to find out how a Buyer feels about a situation. For example, “What‟s your opinion of this system?”, or even more directly, “How do you feel about thisproposal? How can I improve it to make you feel more comfortable?” Questions about attitude are always appropriate and should never be regarded as prying. The whole point is to uncover difficulties (Red Flags) so they can be dealt with. Beware ofanswers that focus only on Results.3.You can get Coaching. For example, ask your Coach, “What results should I bestressing with Dan Farley to show him what‟s in this sale for him?”There are two ways not to determine Wins:1.To interpret the Results as the Win. A good Result does not equal a Win; it‟s aprecondition, not an equivalent.2.To assume that your own Win is the same as your Buyer‟s. Don‟t think, “If I werethat guy…” What you think is irrelevant.Strategies for Getting to the Economic BuyerCalling on the Economic Buyer is obviously important, and each such meeting should be thought of beforehand. Every time you call on such a person, an unspoken question will always be, “What reason do you have for taking up my valuable time?” If you don‟t have a good answer for that, don’t go. You have to make sure, every time you call on such a Buying Influence, that you have a valid business reason for doing so.What an Economic Buyer always wants is knowledge that will increase their predictive capability – their ability to plan ahead for their business. You have a valid business reason for contacting an Economic Buyer when you can present knowledge that will make a contribution to the way he or she is doing business. By their very nature, such buyer‟s are generalists and probably know less than you about many areas of your industry. That’s why they need you. You can provide the details they need to make that picture clearer. Knowledge that increases their ability to predict the future, and thus decrease their perceived risk and uncertainly, is held in the highest regard.What Economic Buyers do not want to know about are “features and benefits”. Such information isn‟t of immediate value to a person whose eye is on long-range planning, institutional stability, and return on investment. Don‟t waste your time, or that of your Economic Buyer‟s, selling him nuts-and-bolts features.Another way of drawing the distinction between what an Economic Buyer does and does not want can be stated another way. What you‟re selling to this Buyer is a concept. In most cases you‟ll be better off presenting the end results to your Economic Buyers, and filling them in on how you get those results only if they ask. They don‟t want to know what a feature is called, they want to know what it will do for their company (or department). In order to do this, you must establish credibility. You can do this using:∙Like-rank selling∙Advertisement of past successes∙Executive briefings∙The services of a “guru”In establishing credibility, you‟ll have to assume the immediate burden, since the company delivering the knowledge usually picks up the tab (but not always). Delivering knowledge to an Economic Buyer is not a gift, it‟s an investment.Regular (and not sporadic) contact with the Economic Buyer is important. Before you go in, ask yourself four key questions:1.What do I need to find out?2.What do I want the Economic buyer to know?3.What do I want the Economic Buyer to do?4.What do I want the Economic Buyer to feel?As you are probably aware, Economic Buyers are often difficult to get to. You can often get to an “inaccessible” Economic Buyer by lett ing someone else in your organization cover that particular base for you. The best choice for that someone else is often a person at the same organizational level as the Economic Buyer.Once you think you‟ve found the Economic Buyer, you can test him with questions like;∙Are you recommending me, or will you give the final go-ahead yourself?∙Is there anybody who can veto this proposal?∙What‟s the approval process? After you give your OK, is that it, or is there somebody else we need to see?。

StrategicMarketingAgreement战略性销售合同.doc

StrategicMarketingAgreement战略性销售合同.docStrategic Marketing Agreement战略性销售合同-THIS AGREEMENT is made this _________ day of _________(M,Y), by and among DDD, a law firm with an address at _________ ( Escrow Agent ), BBB, INC., ( BBB ) with its principal place of business at _________ and AAA CORP., with its principal place of business located at _________ ( AAA ).Intending to be legally bound, Escrow Agent, AAA, and BBB hereby agree as follows:1 As used herein, the following have the indicated meaning:Code means the source code for the Software, including all revisions, improvements, enhancements, or updates so that all times the source code corresponds with the Software in use by AAA.Code Copy means a copy of the Code.Mail means registered or certified mail, return receipt requested, postage prepaid.Mailing Date means the date Escrow Agent sends BBB notice by Mail that a request for Code Copy has been made by AAA.Software means the computer software product developed by BBB that is the subject of the Strategic Marketing Agreement.2(a) BBB hereby deposits as its own costs with Escrow Agent in escrow two Code Copies, receipt of which is acknowledged by Escrow Agent. The Software is a trade secret and confidential information of BBB. Escrow Agent shall not distribute or copy the Code Copies other than as expressly permitted by this Agreement or at the written direction of BBB.(b) Escrow Agent shall not accept deposits of any documentation, assets, or moneys other than as expressly specified by this Agreement.3 Escrow Agent shall use reasonable care to assure that the Code Copies are not damaged or destroyed. Escrow Agent need not provide any climatic controls for the Code Copies.。

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©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
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HAND Enterprise Solutions Co., Ltd. Jan., 2004
Strategic Selling
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Contents
1. 2. 3. 4. 5.
They will personally use the product or service
Their personal success is directly tied to the success of your solutions A group of people
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Strategy Blueprinting: Six Key Elements -1
1.
Identify Relevant Situations
2.
Rate “O” as Opportunity, “T” as Threats • Anything can be both “O” and “T”, but mark as your position today
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
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How to set up a strategy
Analyze your current position Think possible alternative positions Determine which position best secure your objective and devise an action plan to achieve it. Implement action plan
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
We will use this as an reference through this training
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Workshop: Position
O T O O T
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
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Today’s Selling
True selling success rests on such “beyond the order” achievements as repeat business, solid referrals, and long-term relationships
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.

Buying Influences Red Flags/Leverage from Strength Response Modes Win-Results Ideal Customer Profile Sales Funnel
“Basics” is not enough, Planning/Analysis is more important Tactical techniques will pay off only if you develop a strategy beforehand A good sales strategy is to get in the right place with the right people at the right time to make right tactical presentation
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
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Introduction
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The History
Over 20 years development Practice in hundreds of companies Suitable for Complex Selling Workshop
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
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Workshop: Position
4. Test your position ( Listen to your gut )
Euphoria Great Secure Comfort OK Concern Discomfort Worry Fear Panic
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
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STOP
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Strategy Blueprinting: Six Key Elements
There is never only one correct strategy for a sales objective, but always a choice of options A sales professional has to adopt several strategies: to change your strategies depends on situations The Blueprinting will get you minimum of trial and error The Six Key Elements are the fundamental analytic tools:
The base of Strategic Selling is “Win-Win”
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
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Complex Sale
Group Decision Geographic Influence M&A, Power ChaWorkshop: Position
5.
Alternative Positions
List alternative changes, or things You can do which can improve your position
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
Certainty about outcome (Predictable)
Uncertainty about outcome (Unpredictable)
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
Euphoria
Will be more discussed in future, here is a glance There is no sequence for the Six Key Elements, use them interactively
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Strategy Blueprinting: Six Key Elements - 1
Introduction Key Elements of the Strategic Selling Common Problem, Uncommon Solutions Time Management From Analysis to Action
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
Buying Influence: needs those people’s approval or input to “BUY” Economic Buyer: to give final approval to buy.
Can say “Yes” if everyone else says “No”, or “Veto” Only one person Or a set of people for a “Given Sales Objective”
Buying Influence: needs those people’s approval or input to “BUY” Technical Buyer: to screen out possible suppliers
Focus on product or service itself, “specifications” are the key to them Can not say “Yes”, but can say “No” A group of people
©2004 HAND Enterprise Solutions Co., Ltd. Confidential Not For Public.
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Positioning
In war, it’s critical, as well as in selling Workshop: Choose an account something isn’t quite right (may look smooth on the surface, still feel some twines of uneasiness, uncertainty, or confusion)