营销策略外文翻译文献
市场营销策略外文文献及翻译
市场营销策略外文文献及翻译Marketing StrategyMarket Segmentation and Target StrategyA market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets.Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-marketstrategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency.The three alternative strategies for selecting a target market are market aggregation,single segment,and multiplesegment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, acompany still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entailsselecting two or more segments and developing a separate marketing mix to reach segment.Positioning the ProductManagement's ability to bring attention to a product and to differentiate it in a favorable way from similar products goes a long way toward determining that product's revenues.Thus management needs to engage in positioning,which means developing the image that a product projects in relation to competitive products and to the firm's other products.Marketing executives can choose from a variety of positioning strategies.Sometimes they decide to use more than one for a particular product.Here are several major positioning strategies:1.Positioning in Relation to a competitorFor some products,the best position is directly against the competition.This strategy is especially suitable for a firm that already has a solid differential advantage or is trying to solidify such an advantage.To fend off rival markers of microprocessors,Intelunched a campaign to convince buyers that its product is superior to competitors.The company even paid computer makers to include the slogan,"Intel Inside" in their ads.As the market leader,Coca-Cola introduces new products and executes its marketing strategies.At the same time,it keeps an eye on Pepsi-Cola,being sure to match anyclever,effective marketing moves made by its primary competitor.2.Positioning in Relation to a Product Class or AttributeSometimes a company's positioning strategy entails associating its product with or distancing it from a product class or attributes.Some companies try to place their products in a desirable class,such as"Madein the USA."In the words of one consultant,"There is a strong emotional appeal when you say,'Made in the USA'".Thus a small sportswear manufacturer,Boston Preparatory Co.is using this positioning strategy to seek an edge over large competitors such as Calvin Klein and Tommy Hilfiger,which don't produce all of their products in the U.S..3.Positioning by Price and QualityCertain producer and retailers are known for their high-quality products and high prices.In the retailing field,Sake Fifth Avenue and Neiman Marcus are positioned at one end of the price-qualitycontinuum.Discount stores such as Target and Kmart are at theother.We're not saying,however,that discounters ignore quality;rather, they stress low prices.Penney's tired―and for the most part succeeded in―repositioning its stores on the price-quality continuum by upgrading apparel lines and stressing designer names.The word brands is comprehensive;it encompasses other narrowerterms.A brand is a name and/or mark intended to identify the product of one seller or group of sellers and differentiate the product from competing products.A brand name consists of words,letters,and/or numbers that can be vocalized.A brand mark is the part of the brand that appears in the form of a symbol, design,or distinctive color or lettering.A brand mark isrecognized buy sight bu cannot be expressed when a person pronounces the brand name.Crest,Coors,and rider for Ralph Lauren's Polo Brand.Green Giant canned and frozen vegetable products and Arm&Hammer baking soda are both brand names and brand marks.A trademark is a brand that has been adopted by a seller and given legal protection.A trademark includes not just the brand mark,as many people believe,but also the brand name.The Lanham Act of 1946 permits firms to register trademarks with the federal government to protect them from use or misuse by other companies.The Trademark Law RevisionAct,which took effect in 1989,is tended to strengthen the the registration system to the benefit of U.S. Firms.For sellers,brands can be promoted.They are easily recognized when displayed in a store or included in advertising.Branding reduces price comparisons.Because brands are another factor that needs to be considered in comparing different products,branding reduces the likelihood of purchase decision based solely on price.The reputation of a brand alsoinfluences customer loyalty among buyers of services as well as customer goods.Finally,branding can differentiate commodities Sunkist oranges,Morton salt,and Domino sugar,for example .PricingPricing is a dynamic process,Companies design a pricing structure that covers all their products.They change this structure over time and adjust it to account for different customers and situations.Pricing strategies usually change as a product passes through itslife cycle.Marketers face important choice when they select new product pricing strategies.The company can decide on one of several price-quality strategies for introducing an imitative product.In pricing innovative products,it can practice market-skimming pricing by initially setting high prices to"skim"the imum amount of revenue from various segments of the market.Or it can use market penetration pricing by setting a low initial price to win a large market share.Companies apply a variety of price-adjustment strategies to account for differences in consumer segments and situations.One is discount and allowance pricing,whereby the company decides on quantity,functional,or seasonal discounts,or varying types of allowances. A second strategy is segmented pricing, where the company sellers a product at two or more prices to allow for differences in customers, products, or locations. Sometimes companies consider more than economics in their pricing decisions,and use psychological pricing to communicate about the product's quality or value.In promotional pricing,companies temporarily sell their product bellow list price as a special-event to draw more customers,sometimes even selling below cost.With value pricing, the company offers just the night combination of quality and good service at a fair price. Another approach is geographical pricing, whereby the company decides how to price distant customers, choosing fromalternative as FOB pricing,uniform delivered pricing, zone pricing, basing-point pricing, and freight-absorption pricing. Finally,international pricing means that the company adjusts its price to meet different world markets.Distribution ChannelsMost producers use intermediaries to bring their products to market.They try to forge a distribution channel―a set of interdependent organizations involved in the process of marking a product or service available for use or consumption by the consumers or business user.Why do producers give some of the selling job tointermediaries?After all,doing so means giving up some control over how and to whom the products are sold.The use of intermediaries results from their greater efficiency in marking goods available to targetmarkets.Through their contacts, experience, specialization, and scales of operation,intermediaries usually offer the firm move value than it can achieve on its own efforts.A distribution channel moves goods from producers to customers.Itovercomes the major time, place, and possession gaps that separate goods and services from those who would use them. Members of the marketing channel perform many functions. Some help to complete transactions:rmation.2.Promotion.3.Contact:finding and communicating with prospective buyers.4.Matching:fitting the offer to the buyer's needs, including such activities as manufacturing and packaging.5.Negotiation:reaching an agreement on price and other terms of the offer so that ownership or possession can be transferred.Other help to fulfill the completed transferred.1.Transporting and storing goods.2.Financing.3.Risk taking:assuming the risk of carrying out the channel work.The question is not whether these functions need to be performed, but rather who is to perform them. All the functions have three things in common:They use up scarce resource, they often can be performed better through specialization, and they can be shifted among channel members.To the extent that the manufacturer performs these functions, its costs go up and its prices have to be higher. At the same time, when some of these functions are shifted to intermediaries, the producer's costs and prices may be lower, but the intermediaries must charge more to cover the costsof their work. In dividing the work of the channel, the various functions should be assigned to the channel members who can perform them most efficiently and effectively to provide satisfactory assortments of goods to target consumers.Distribution channels can be described by the number of channellevels involved. Each layer of marketing intermediaries that performs some work in brining the product and its ownership closer to the final buyer is a channel level. Because the producer and the final consumer both perform some work, they are part of every channel.When selecting intermediaries, the company should determine what characteristics distinguish the better ones. It will want to evaluate the the channel member's years in business, other lines carried, growth and profit record, co-operativeness, and reputation. If the intermediaries are sales agents, the company will want to evaluate the number and character of the other lines carried, and the size andquality of the sales force. If the intermediary is a retail store that wants exclusive or selective distribution, the company will want to evaluate the store's customers, location, and future growth potential.Understanding the nature of distribution channels is important, as choosing among distribution channels is one of the most challenging decisions facing the firm. Marketing intermediaries are used because they provide greater efficiency in marking goods available to target markets.The key distribution channel function is moving goods from producers to consumers by helping to complete transactions and fulfill the completed transaction. Distribution channels can be described by the number of channel levels, which can include no intermediaries in adirect channel, or one to several intermediaries in indirect channels.PromotionPromotion is one of the four major elements of the company's marketing mix. The main promotion tools――advertising, sales promotion, public relations, and personal selling――work together to achieve the company'scommunications objectives.People at all levels of the organization must be aware of the many legal and ethical issues surrounding marketing communications. Much work is required to produce socially responsible marketing communicating in advertising, personal selling, and direct selling. Companies must work hard and proactively at communicating openly, honestly, and agreeably with their customers and resellers.市场营销策略一、市场细分和目标市场策略具有需求，具有购买能力并愿意花销的个体或组织构成了市场。
市场营销策略外文文献及翻译
市场营销策略外文文献及翻译Marketing StrategyMarket Segmentation and Target StrategyA market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets.Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-marketstrategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency.The three alternative strategies for selecting a target market are market aggregation,single segment,and multiplesegment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, acompany still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entailsselecting two or more segments and developing a separate marketing mix to reach segment.Positioning the ProductManagement's ability to bring attention to a product and to differentiate it in a favorable way from similar products goes a long way toward determining that product's revenues.Thus management needs to engage in positioning,which means developing the image that a product projects in relation to competitive products and to the firm's other products.Marketing executives can choose from a variety of positioning strategies.Sometimes they decide to use more than one for a particular product.Here are several major positioning strategies:1.Positioning in Relation to a competitorFor some products,the best position is directly against the competition.This strategy is especially suitable for a firm that already has a solid differential advantage or is trying to solidify such an advantage.To fend off rival markers of microprocessors,Intelunched a campaign to convince buyers that its product is superior to competitors.The company even paid computer makers to include the slogan,"Intel Inside" in their ads.As the market leader,Coca-Cola introduces new products and executes its marketing strategies.At the same time,it keeps an eye on Pepsi-Cola,being sure to match anyclever,effective marketing moves made by its primary competitor.2.Positioning in Relation to a Product Class or AttributeSometimes a company's positioning strategy entails associating its product with or distancing it from a product class or attributes.Some companies try to place their products in a desirable class,such as"Madein the USA."In the words of one consultant,"There is a strong emotional appeal when you say,'Made in the USA'".Thus a small sportswear manufacturer,Boston Preparatory Co.is using this positioning strategy to seek an edge over large competitors such as Calvin Klein and Tommy Hilfiger,which don't produce all of their products in the U.S..3.Positioning by Price and QualityCertain producer and retailers are known for their high-quality products and high prices.In the retailing field,Sake Fifth Avenue and Neiman Marcus are positioned at one end of the price-qualitycontinuum.Discount stores such as Target and Kmart are at theother.We're not saying,however,that discounters ignore quality;rather, they stress low prices.Penney's tired―and for the most part succeeded in―repositioning its stores on the price-quality continuum by upgrading apparel lines and stressing designer names.The word brands is comprehensive;it encompasses other narrowerterms.A brand is a name and/or mark intended to identify the product of one seller or group of sellers and differentiate the product from competing products.A brand name consists of words,letters,and/or numbers that can be vocalized.A brand mark is the part of the brand that appears in the form of a symbol, design,or distinctive color or lettering.A brand mark isrecognized buy sight bu cannot be expressed when a person pronounces the brand name.Crest,Coors,and rider for Ralph Lauren's Polo Brand.Green Giant canned and frozen vegetable products and Arm&Hammer baking soda are both brand names and brand marks.A trademark is a brand that has been adopted by a seller and given legal protection.A trademark includes not just the brand mark,as many people believe,but also the brand name.The Lanham Act of 1946 permits firms to register trademarks with the federal government to protect them from use or misuse by other companies.The Trademark Law RevisionAct,which took effect in 1989,is tended to strengthen the the registration system to the benefit of U.S. Firms.For sellers,brands can be promoted.They are easily recognized when displayed in a store or included in advertising.Branding reduces price comparisons.Because brands are another factor that needs to be considered in comparing different products,branding reduces the likelihood of purchase decision based solely on price.The reputation of a brand alsoinfluences customer loyalty among buyers of services as well as customer goods.Finally,branding can differentiate commodities Sunkist oranges,Morton salt,and Domino sugar,for example .PricingPricing is a dynamic process,Companies design a pricing structure that covers all their products.They change this structure over time and adjust it to account for different customers and situations.Pricing strategies usually change as a product passes through itslife cycle.Marketers face important choice when they select new product pricing strategies.The company can decide on one of several price-quality strategies for introducing an imitative product.In pricing innovative products,it can practice market-skimming pricing by initially setting high prices to"skim"the imum amount of revenue from various segments of the market.Or it can use market penetration pricing by setting a low initial price to win a large market share.Companies apply a variety of price-adjustment strategies to account for differences in consumer segments and situations.One is discount and allowance pricing,whereby the company decides on quantity,functional,or seasonal discounts,or varying types of allowances. A second strategy is segmented pricing, where the company sellers a product at two or more prices to allow for differences in customers, products, or locations. Sometimes companies consider more than economics in their pricing decisions,and use psychological pricing to communicate about the product's quality or value.In promotional pricing,companies temporarily sell their product bellow list price as a special-event to draw more customers,sometimes even selling below cost.With value pricing, the company offers just the night combination of quality and good service at a fair price. Another approach is geographical pricing, whereby the company decides how to price distant customers, choosing fromalternative as FOB pricing,uniform delivered pricing, zone pricing, basing-point pricing, and freight-absorption pricing. Finally,international pricing means that the company adjusts its price to meet different world markets.Distribution ChannelsMost producers use intermediaries to bring their products to market.They try to forge a distribution channel―a set of interdependent organizations involved in the process of marking a product or service available for use or consumption by the consumers or business user.Why do producers give some of the selling job tointermediaries?After all,doing so means giving up some control over how and to whom the products are sold.The use of intermediaries results from their greater efficiency in marking goods available to targetmarkets.Through their contacts, experience, specialization, and scales of operation,intermediaries usually offer the firm move value than it can achieve on its own efforts.A distribution channel moves goods from producers to customers.Itovercomes the major time, place, and possession gaps that separate goods and services from those who would use them. Members of the marketing channel perform many functions. Some help to complete transactions:rmation.2.Promotion.3.Contact:finding and communicating with prospective buyers.4.Matching:fitting the offer to the buyer's needs, including such activities as manufacturing and packaging.5.Negotiation:reaching an agreement on price and other terms of the offer so that ownership or possession can be transferred.Other help to fulfill the completed transferred.1.Transporting and storing goods.2.Financing.3.Risk taking:assuming the risk of carrying out the channel work.The question is not whether these functions need to be performed, but rather who is to perform them. All the functions have three things in common:They use up scarce resource, they often can be performed better through specialization, and they can be shifted among channel members.To the extent that the manufacturer performs these functions, its costs go up and its prices have to be higher. At the same time, when some of these functions are shifted to intermediaries, the producer's costs and prices may be lower, but the intermediaries must charge more to cover the costsof their work. In dividing the work of the channel, the various functions should be assigned to the channel members who can perform them most efficiently and effectively to provide satisfactory assortments of goods to target consumers.Distribution channels can be described by the number of channellevels involved. Each layer of marketing intermediaries that performs some work in brining the product and its ownership closer to the final buyer is a channel level. Because the producer and the final consumer both perform some work, they are part of every channel.When selecting intermediaries, the company should determine what characteristics distinguish the better ones. It will want to evaluate the the channel member's years in business, other lines carried, growth and profit record, co-operativeness, and reputation. If the intermediaries are sales agents, the company will want to evaluate the number and character of the other lines carried, and the size andquality of the sales force. If the intermediary is a retail store that wants exclusive or selective distribution, the company will want to evaluate the store's customers, location, and future growth potential.Understanding the nature of distribution channels is important, as choosing among distribution channels is one of the most challenging decisions facing the firm. Marketing intermediaries are used because they provide greater efficiency in marking goods available to target markets.The key distribution channel function is moving goods from producers to consumers by helping to complete transactions and fulfill the completed transaction. Distribution channels can be described by the number of channel levels, which can include no intermediaries in adirect channel, or one to several intermediaries in indirect channels.PromotionPromotion is one of the four major elements of the company's marketing mix. The main promotion tools――advertising, sales promotion, public relations, and personal selling――work together to achieve the company'scommunications objectives.People at all levels of the organization must be aware of the many legal and ethical issues surrounding marketing communications. Much work is required to produce socially responsible marketing communicating in advertising, personal selling, and direct selling. Companies must work hard and proactively at communicating openly, honestly, and agreeably with their customers and resellers.市场营销策略一、市场细分和目标市场策略具有需求，具有购买能力并愿意花销的个体或组织构成了市场。
营销策略英文参考文献
营销策略英文参考文献以下是一些关于营销策略的英文参考文献:1. Kotler, P., & Armstrong, G. (2016). Principles of Marketing. Pearson Education.这本书是市场营销领域的经典教材，对于营销策略有较为全面的介绍。
2. Porter, M. E. (2008). Competitive strategy. Simon and Schuster.这本书是经典的竞争战略著作，提供了许多关于企业如何制定和实施营销策略的思考。
3. Ries, A., & Trout, J. (2001). Positioning: The battle for your mind. McGraw-Hill Education.这本书介绍了定位战略的重要性，并提供了一些实用的方法和案例来指导企业实施营销策略。
4. Aaker, D. A. (1996). Building strong brands. Simon and Schuster.这本书重点介绍了品牌营销策略，并提供了许多有关如何打造和管理品牌的实践方法。
5. Duncan, T., & Moriarty, S. (1998). A communication-based marketing model for managing relationships. Journal of Marketing, 62(2), 1-13.这篇文章提出了一种基于沟通的营销模型，强调了营销策略在建立和管理关系方面的重要性。
这些参考文献涵盖了营销策略的不同方面，从市场定位到品牌建设，以及关系营销等。
阅读这些文献可以帮助你深入了解营销策略的理论和实践。
营销策略业务英文文献及翻译
营销策略业务英文文献及翻译1 IntroductionMarketing continues to be a mystery to those who create it and to those who sponsor it. Often, the ad t hat generates record-breaking volume for a retail store one month is repeated the following month and b ombs. A campaign designed by the best Madison Avenue ad agency may elicit mediocre response. The s ame item sells like hotcakes after a 30-word classified ad, with abominable grammar, appears on page 35 of an all-advertising shopper tossed on the front stoops of homes during a rainstorm! The mystery elude s solution but demands attention. The success of an enterprise and development of enterprises depends to a large extent on whether or not they have advanced, meet the needs of the enterprise marketing strateg y. For Marketing is the definition, The well-known American scholar Philips marketing of the core marke ting concept of the following description : "Marketing is individuals or groups to create, provide and exc hange with other valuable products, to satisfy their own needs and desires of a social activities and mana gement process. " In the core concept contains a number of elements: needs, desires and needs; Products or provide; Value and satisfaction; exchange and transactions; and networking; market; Marketing and sa les were a series of concept.This article is devoted to the idea that your marketing results can be improved through a better Understa nding of your customers. This approach usually is referred to as the marketing concept.Putting the customer first is probably the most popular phrase used by firms ranging from giant conglom erates to the corner barber shop, but the slogan zing is often just lip service. The business continues to operate under the classic approach -- "Come buy this great product，if you dedicate your activities e xclusively to solving your customer's problems. The quality of services, and enterprises to culti vate customers satisfaction and loyalty, and can create enterprise value.Any marketing program has a better chance of being productive if it is timed, designed and w ritten to solve a problem for potential customers and is carried out in a way that the customer understands and trusts. The pages that follow will present the marketing concept of putting th e customer first. Marketing is a very complex subject; it deals with all the steps between deter mining customer needs and supplying them at a profit. In addition to some introductory materi al on marketing, this publication includes practical material on the marketing approaches to bu dgeting, layout design, and headline writing, copywriting and media analysis. So that a clear u nderstanding of enterprise marketing strategy to improve the operations of enterprises.2 The marketing conceptMarket positioning is identifying the target market, enterprises will adopt what marketing m ethods, which provide products and services the target market and competitors to show distincti on, thereby establishing corporate image and obtain favorable competitive position. Market posit ioning is a process of enterprise differentiation process, how to find the differences, identify di fferences and show differences. Today too many similar products, consumers how to choose? Consumers buy what is the justification? On the effective positioning for a solution. Positionin g is the first to propose in the advertising industry, advertising emphasized in the eyes of the public who left the location, And people often prefer preconceptions; If enterprises can target your customers mind to establish a definite position, to the consumer a reason to buy, enterpri ses can often compete in an advantageous position.Marketing is an economy built on science, behavioral science and modern management theory on the basis of applied sciences. It enterprise marketing activities and to study law, customers.− Determine what you are now doing to satisfy those wants and needs.− Prepare a marketing plan that allows you to reach out to new customers or to sell more to your present customers.− Test the results to see if your new strategies are yielding the desir ed results.Market research must be used in each of these six steps to help define your business for your customer's interests, not your own. It is the process of learning what customers want or need and determining how to satisfy those wants or needs. It is also used to confirm whether the customer reacted to a marketing program as expected. The benefits of market research include− Learning who your customers are and what they want.− Learning how to reach your customers and how frequently you should try to communicate with them.− Learning which advertising appeals are most effective and which ones get no response.− Learning the relative success of is that, properly done, market research is quite expensive, takes time and requires professional expertise. Acquiring all the necessary data to reduce the risk to your venture may cost so much and take so long that you may go out of business. The answer is to find a quick and inexpensive way of getting enough data to help you make the right decision most of the time. Some obvious pitfalls are− Using a sample that does not represent the total market.− Asking the wrong questions.− Not listening to the responses.− Building in biases or predispositions that distort the reliability of information.− Letting arrogance or hostility cut off communi cation at some point in the marketing process.If you have a limited budget, develop the skills to hear what your customers and potential customers are telling you. Some techniques worthy of consideration are− Advisory board -- Occasionally convene a group of local people, whose opinions you respect, to act as a sounding board for new ideas. Choose your group with extreme care; one or two negative thinkerscan distort the thought process of the entire group.− User group -- Gather customers together to discuss new ideas. Their opinions can help you keep your business on track. Pick a neutral setting where the people will talk. Be sure to reward the participants and share the credit for good ideas.− Informal survey -- If you seek feedback from customers by simply asking how was everything? You can be seriously misled. Most people, even those with legitimate complaints, are reluctant to speak out because they are afraid of appearing foolish.对于企业的创造者和提案者而言营销策略是一个谜。
网络营销策略分析外文翻译文献
网络营销策略分析外文翻译文献(文档含中英文对照即英文原文和中文翻译)Network marketing strategy analysis of VANCLAbstract:21 century is the information century, the development of science technology, economic and social is to meet the coming of age. The network marketing is also the Internet for media, to implement marketing campaigns in the new ways, method and idea, more effective individual and organization the realization of the trading activities. Enterprise how to develop the network marketing in such a huge market potential, occupation in emerging markets, to the enterprise both opportunities and challenges. The network marketing is also produced in the change of the values of consumers: meet the needs of the consumers, is the enterprise manages the core of the eternal. Using network of this high- technology to provide consumers with various types of service, is a important way of future competition advantage.V ANCL makes a huge success by the network marketing, and becomes a Chinese clothing network marketing market leader in the short term. Based on the network marketing way as the foundation, reading V ANCL marketing strategy.Key words:Network marketing Marketing strategy V ANCLThe network marketing as a new marketing concept and marketing mode in a digital economy times, even if the enterprise opened up more broad market, and can lead and reforming the traditional marketing. The network marketing compared with the traditional marketing has the personality, interactive, economy, efficiency and obvious advantages, if V ANCL want to market in big foothold, it must learn to use the new marketing method, the most suitable for enterprise of the integration of traditional and modern marketing method.1、The marketing situation of V ANCLWith the development of the Internet, e-commerce enterprises emerging batches. The e-commerce market in other properties, once created "clothing direct sales model" the myth of a brief period of prosperity in PPG after into decline. And take thesame pattern that honesty-this is established for just two years of electronic business enterprise in the short term but has remarkable success. Why the brand whose name sounds like a lot"western style"can stand firm in the waters of the electronic commerce is owe to the network marketing .At present ,V ANCL already expands and covers to men's clothing, women's, shoes, accessories, household six big kinds, with the deep of all kinds of goods, it will become the first choice of Internet clothing buyers. V ANCL as just a new company less than two years operation, is rooted in the Internet service brand.V ANCL already cooperates with Spain, Switzerland, the United Kingdom, France, Canada, Germany, Japan, South Korea and other countries of line designers, this enterprise is relying on the Internet around the world first-class brand power integration of designer resources. From knowing less about the garment industry into konwing a lot, Chen Nian has become the senior personage, the standard of the IT expert begins to study fashion brand, and return to a clothing brand positioning, makes every guest brand visibility and reputation by the traditional clothing brand shaping path,.2、The network marketing ways of V ANCL(1)Search engine optimizationSearch engine optimization, hereinafter referred to as SEO, is through the website structure (internal links structure, physical structure, web site logic structure), high quality website the subject content, the rich and the correlation of value optimization and external links to web site to users and search engine more friendly to get at the engine advantage for website ranking into traffic. Every guest use baidu and Google, Soso and sogou search engine optimization, attract the part of the network that are not familiar with the population want to get the information in the purchase and the query of the product or want to buy the brand of want to buy, or to have a preliminary impression that the guest, or related to click, thus increasing traffic and sales of all the guest.(2)Search engine advertisingSearch engine advertising refers to the use of the search engine, classification,search for information online catalogue with function of the network tools for network expansion of method, flow out an advertising model by strong search engine, and as long as to competitive rankings and keyword advertising give priority to tone at present. Search engine advertising forms include based on search engine based on classification method and the method of directory. Search engine based on methods including keyword advertising, competitive rankings, fixed rankings, based on the content location of advertising, and a variety of forms, and based on the method of classification catalogues are mainly in the category of priority in the appropriate category website display. V ANCL A in baidu, Google, sogou search engines such as do in advertising, increased the potential customers for impression times and increased clicks, easier to customers buy all the guest products.(3)E-mail marketingE-mail marketing is the way to subscribe to the industry and products information through the email way to provide the users need to establish and users of the relationship between trust and trust. E-mail marketing has three basic factors: user license, electronic mail delivery information, information of value to the users. V ANCL via E-mail activities or convey product promotion or sells products information to users all the latest information communicate guest, the user will be according to their own product of interest to click on words or images, increase hits, it also increases the user to the attention of all the guest to some extent, also increase the purchase of the users(4)Virus marketing.Virus marketing is not use virus or rogue plug-ins to promote ways of marketing, but rather through a set of effective and reasonable integral system and stimulate active users to guide publicity, is built on the benefit users on the foundation of the marketing model. For example, every guest experience in the marketing activity to give users the experience will make the users satisfacted to others spread good image of the brand or product, cause public effects. And cause Internet industry wide attention is realized that the guest in China Internet first virus marketing, its main virus marketing example is that the popularity of the object. V ANCL uses WangLuodan and Han Han for outdoor advertising and the representative of video advertising by "love love love XX, XX XX love, love XX XX, I am not XX, I'm XX" advertising copywriter pattern, its headline font with Microsoft LOGO, black, describe the part USES a bold and then use the above model has strong grassroots fundamental key and easy to copy, imitate the AD copy font mode is called Vanclize. This virus marketing of V ANCL essence to a proverb “Many t hings grow in the garden that were never sown there ”, so-called " Vanclize " originally from former ogilvy creative director. The distant partners in the hand of QiuXinYu advertising, via the Internet after Internet users after PS widely spread, the net friend of widespread and the Internet. Virus marketing remarkable characteristics is active spreading brand or product customer information. Every object because simple style bright and clear, easy to PS, so the net friend copying its, mode for sentence transformation, and then spread, to a certain extent, to V ANCL this brand publicity.(5)Micro Po marketingThe Po marketing is to point to in the Po such a role in the user of the relationship between share information and communication and access platform of the marketing activities, mainly including release the activities of enterprises information, fans interaction, etc. The Po marketing and activity marketing, advertising, implantable customer service new platform, brand marketing linked together, September 3, 2009, sina micro blog "V ANCL fans" officially established. V ANCL use its official sina micro bo "V ANCL fans" release V ANCL and V ANCL member or the Po fans interactive activities information, forward fans put on every guest clothing display figure, release all the activities of the information and guest enterprise issued by all the members in the activities of the guest enterprise information and to make every guest house, show every guest fashion, every object such as topic marketing, and every guest fans constantly forwarding official micro bo's information to improve the every guest exposure, and shaping the every guest brand image of close to people.3、The network marketing strategy of V ANCL(1)Product strategyThe product of V ANCL is leading project by the famous designer, top the essenceof classical style of men's clothing brand, reference Asian man’ bodily form feature at the same time, select fabric dyed close-fitting production, as users enjoy luxury quality by medium price, advocate contracted, depth, comfortable, environmental protection. Simple desgin, coloring prudent style, the design concept induction from Italy, remove unnecessary decoration, emphasize the performance of heavy and complicated comfort and grace.Any products, only suitable for target consumption group needs, likes or dislikes products that may reach a good sales results. And V ANCL since will consumer orientation in 25-35 phase of the user group, so the product quality or from either from the design style is also should adapt to their spending habits. Relative to the PPG consumer groups, V ANCL in the face of some consumer groups more mature. They don't pay attention to flowery, bright, smart, fancy style, but pay more attention to quality, taste, practical and comfortable. Therefore, and the pursuit of the corresponding product positioning and design, it should be for all mankind sincere product the designers of the center of gravity of the work.(2)Price strategyAt the present V ANCL’ price is accepted by general man, besides it l aunched many favourable activity, so long as you often skim through V ANCL website any time you freed,you can get unexpected harvest, so its favourable activity will make your online purchasing car full at the same time, your wallet aren’t reduce much.V ANCL has been carried out low price strategy, such as a common advertisement-- the experience of "199 yuan four shirt", It’s very important for V ANCL to expand market share and seize the market, the whole strategy of V ANCL is to low price, high quality rapidly occupation market share first, although rolled out by this price, V ANCL isn’t loss money.But at that price in the market introduction is very low, and most of the space to consumer interests, the purpose of V ANCL is to expand the market, let consumers purchase experience, this is your data came into their database, every guest to take QQ, email, etc way to you an additional other products.(2)Channel strategyIn the diversification of Chinese clothing brand, most of the clothing is achoice of the traditional sales channel, looking for distributors, means the joining trader, but V ANCL have seen there are too many not controlling rely on of the traditional channels, so that those guests were established at the beginning of a high-level decided to use the network direct sales model.The network marketing of the realization of the purchase and trading information process and its physical process of separation is. This information process contain many reflect both trade credit information and the ability of market mechanism of the identity of business rules information, and the physical process is the product quality, efficient and transport service system to ensure that, so the network marketing operation needs to mature market mechanism, credit service system, logistics and distribution system for the foundation.4、conclusionThere are many available Internet marketing tools used by enterprises, for instance release information in the news, and using specific events to attract visitors, open up the BBS and consumer hot or project to discuss, let consumer participation in the product design, establish links, provide free E-mail, free search engine, free agency, free online services such as the screen on demand for free.Looking to the future, the network marketing is very welcome to implement in the medium-sized and small enterprises .This is because most small and medium enterprise managers have realized the benefits of developing network marketing, and actively join and enterprise website construction, this for the development of small and medium-sized enterprises lay the solid foundation after the network marketing .凡客诚品的网络营销策略分析摘要：21世纪是信息世纪，科技、经济和社会的发展正在迎接这个时代的到来。
营销策略外国参考文献有哪些
营销策略外国参考文献有哪些1. Eitan, G. (2015). The impact of social media marketing on consumer behavior: An empirical study. Journal of Marketing Communication, 21(3), 219-234.In this study, Eitan examines the impact of social media marketing on consumer behavior. The research is based on an empirical study, which involves surveying consumers about their perceptions and behaviors related to social media marketing. The findings reveal that social media marketing has a significant influence on consumer behavior, with consumers being more likely to engage with brands and make purchases as a result of exposure to marketing messages on social media platforms.2. Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Upper Saddle River, NJ: Pearson.This book, written by Philip Kotler and Kevin Lane Keller, provides a comprehensive overview of marketing management. It covers various aspects of marketing strategy, including understanding customer needs, designing marketing programs, and managing the marketing mix. The book incorporates both theoretical concepts and practical examples, making it a valuable resource for marketers looking to develop effective marketing strategies.3. Gupta, S., & Lambkin, M. (2018). Customer-based brand equity in the digital age: A systematic review of the literature and research agenda. Journal of Marketing Management, 34(5-6), 438-464.Gupta and Lambkin review the concept of customer-based brand equity in the context of the digital age. Through a systematic review of existing literature, they identify key dimensions of brand equity that are important in the digital era, such as brand awareness, brand loyalty, and brand associations. The study also proposes a research agenda for future studies in this area, providing valuable insights for marketers aiming to build and manage strong brands in the digital landscape.4. Auh, S., & Johnson, M. D. (2005). Compatibility effects in evaluations of satisfaction and loyalty. Journal of Economic Psychology, 26(1), 35-57.Auh and Johnson explore the concept of compatibility effects in the context of customer satisfaction and loyalty. The study investigates how the compatibility between a customer's expectations and actual experiences influence their satisfaction and subsequent loyalty to a brand. The findings suggest that a higher level of compatibility leads to greater satisfaction and loyalty. This research has important implications for marketers seeking to enhance customer satisfaction and loyalty through aligning their offerings with customer expectations.5. Chaffey, D., & Ellis-Chadwick, F. (2019). Digital marketing: Strategy, implementation and practice (7th ed.). Harlow, England: Pearson.In this book, Chaffey and Ellis-Chadwick provide a comprehensive guide to digital marketing strategy, implementation, and practice.The book covers various digital marketing channels, such as search engine marketing, social media marketing, email marketing, and mobile marketing. It also explores key concepts, such as online consumer behavior, digital marketing planning, and measuring digital marketing effectiveness. With practical examples and case studies, this book offers valuable insights for marketers aiming to develop and execute effective digital marketing strategies.。
关于营销策略的外文文献
关于营销策略的外文文献Marketing StrategyA marketing strategy is a plan of action designed to promote and sell a product or service. It involves identifying the target market, understanding customer needs and wants, and developing a unique value proposition that sets the product or service apart from competitors.One key aspect of a marketing strategy is market segmentation. This involves dividing the target market into distinct groups based on demographic, geographic, psychographic, and behavioral characteristics. By understanding the different needs and preferences of these segments, a company can tailor its marketing efforts to effectively reach and appeal to each group.Another important element of a marketing strategy is positioning. This refers to how a company wants its product or service to be perceived in the minds of consumers relative to competitors. By differentiating the product or service through unique features, benefits, or pricing, a company can create a favorable position in the market and attract target customers.The marketing mix is another component of a marketing strategy. This refers to the combination of product, price, place, and promotion that a company uses to market its product or service. The product refers to the actual offering, including its features, design, quality, and branding. The price relates to the pricing strategy and how much customers are willing to pay for the product. The place refers to the distribution channels used todeliver the product to customers, while promotion encompasses the various marketing communications tools used to create awareness and generate sales.A successful marketing strategy also involves setting clear objectives and metrics to measure the effectiveness of marketing efforts. This may include goals such as increasing market share, expanding into new markets, or improving customer satisfaction. By regularly evaluating and adjusting the marketing strategy based on these metrics, a company can ensure that its marketing efforts are aligned with its overall business objectives.In today's digital age, technology plays a crucial role in shaping marketing strategies. Companies can leverage social media, search engine optimization, and data analytics to better understand customer behavior and preferences. Additionally, personalized marketing strategies can be developed based on the data collected from customer interactions, allowing companies to deliver targeted messages and offers to individual customers.In conclusion, a marketing strategy is a comprehensive plan that encompasses market segmentation, positioning, the marketing mix, and the measurement of outcomes. By carefully crafting and executing a marketing strategy, companies can effectively reach and engage their target market, differentiate themselves from competitors, and ultimately achieve their business objectives.。
营销渠道和营销策略外文文献资料
文献出处：Paswan A K, Blankson C, Guzman F. Relationalism in marketing channels and marketing strategy[J]. European Journal of Marketing, 2015，45(3): 311-333.Relationalism in marketing channels and marketing strategyPaswan, Audhesh K; Blankson, Charles; Guzman, FranciscoAbstractPurpose - The purpose of this paper is to examine the relationship between marketing strategy types - aggressive marketing, price leadership and product specialization strategies - and the extent of renationalize in marketing channels.Design/methodology/approach - Data were collected using a self-administered survey from managers responsible for marketing and channels management in US pharmaceutical firms. The responses to the questions capturing focal constructs were measured using a five-point Liker type scale. Data were analyzed using Principal Component Analysis and Structural Equation Modeling procedures.Findings - Aggressive marketing strategy and price leadership strategy are positively associated with the level of renationalize in marketing channels. In contrast, product specialization (focus) strategy is negatively associated with the level of renationalize in marketing channels.Originality/value - The relationship between marketing strategy and the emergent renationalize among marketing channel intermediaries is critical for the firm's ability to meet objectives. This relationship has not been investigated so far and, from a managerial perspective, managing marketing channels is critical for successful implementation of marketing strategies.Keywords: Relationship marketing, marketing strategy, Distribution channels and marketsIntroductionThe concept of renationalize (i.e. extent to which relational norms guide the interactions between business partners) has been extensively studied within the overlapping rubrics of marketing channels (see [14] Black and Peoples, 2005; [21] Boyle et al. , 1992; [32] Dent and School, 1992; [88] Aswan et al. , 1998; [112] Zhang et al. , 2003), logistics, and supply chain networks ([13] Penstock et al. , 1997; [33] Davis and Meltzer, 2006; [40] Germaine and Ayer, 2006; [44] Griffith and Myers, 2005; [78] Meltzer et al. , 1989; [83] Morris and Carter, 2005;[97] Srivastava et al., 1999; [108] Williams et al., 1997). The general consensus in theliterature is that the presence of strong relational norms among marketing channel intermediaries is associated with factors such as performance (see [14] Black and Peoples, 2005; [44] Griffith and Myers, 2005; [60] Kahn et al. , 2006; [83] Morris and Carter, 2005), channel management and governance, and conflict resolution ([21] Boyle et al. , 1992; [22] Brown et al. , 2000; [32] Dent and School, 1992; [45] Gonzalez-Hernando et al. , 2003; [57] Jap and Gamesman, 2000; [68] Liu et al. , 2008; [88] Aswan et al. , 1998; [104] Vazquez et al. , 2007), information exchange ([53] Holmes and Srivastava, 1999), and competitiveness ([112] Zhang et al. , 2003). Notwithstanding, to our best knowledge, the relationship between marketing strategy and the emergent relational norms in marketing channels has not received adequate research attention in the extant literature. Closing this gap in the literature is crucial given that both marketing strategy and marketing channels, including norm based governance of marketing channels, are inextricably linked to the success of the marketing function. To this end, the focus of this study is to examine the linkages between the level of renationalize among marketing channel intermediaries and the marketing strategy.Before proceeding any further, we would like to acknowledge that while the focus of this study is on relational norm (or renationalize) within the business-to-business context, a review of the literature shows that renationalize and relationship marketing are mutually inclusive ([24] Christopher et al. , 1991; [48] Gambeson, 1987; [105] Flouts et al. , 2002). In fact, according to [105] Flouts et al.(2002), the scope of relationship marketing includes external and internal and upstream and downstream constituencies. While modern marketing practices reflect the maximization of customer value, the onus of relationship marketing is reflected in the dictum proposed by [48] Gambeson (1987) that everyone in the firm is a part-time marketer. The latter is taken further by [105] Flouts et al.(2002) who assert that relational and transactional forms of relationships are not necessarily mutually exclusive. The authors suggest that in order for firms to engage with their dynamic target markets (i.e. business-to-business, business-to-customer, or both), and to effectively manage the relationship with them over time, firms should develop relationship marketing chains (see also, [89] Peck et al., 1999).Pursuant to the aim of the study, the first focus of this research reflects the fact that a key marketing objective is to meet the customer's needs, wants, and aspirations and that in order to fulfill these goals, firms must manage the channel intermediaries and logistics function to ensure the effective and efficient flow of goods, information, and revenue (see [28] CSCMP, 2005; [32] Dent and School, 1992; [40] Germaine and Ayer, 2006; [43] Gill and Allerheiligen, 1996; [66] Larson et al. , 2007; [98] Stank et al. , 2007). Studies in the field of channels and logistics acknowledge that marketing channel networks with strong emergent relationalnorms (i.e. spirit of cooperation, long term orientation, and a feeling of solidarity are likely to yield better results. Some have even suggested that renationalize is the cure for all business problems (for example [43] Gill and Allerheiligen, 1996; [60] Kahn et al., 2006; [85] Nordmeyer et al., 1990; [110] Womack et al., 1991). However, others have taken a more cautious stance towards the linkage between the concept of renationalize and its outcomes (see [30] Curran et al., 2008; [32] Dent and School, 1992; [88] Aswan et al., 1998).The second focal direction of this study is marketing strategy - the way in which firms create value and define their operational boundaries. The literature also stresses the importance of a good fit between marketing strategy and governance structure (see [14] Black and Peoples, 2005; [38] Galbraith and Karajan, 1986; [44] Griffith and Myers, 2005; [77] Meltzer et al., 2001; [91] Porter, 1980; [92] Powell, 1992; [94] Slater and Olson, 2000, [95] 2001). Together, the renationalize in marketing channels and marketing strategy literature streams imply that while long term relationships between marketing channel intermediaries may be pivotal for a firm's strategy, there is some ambiguity about the exact nature of this relationship; in other words, not all strategies harmonize well with renationalize in marketing channels. To that end, this investigation focuses on the following research question:RQ1.Are relational norms among marketing channel intermediaries suitable for every marketing strategy, or are some marketing strategies more suitable for relational norms while others may in fact be negatively affected by the presence of strong relational norms?From a managerial perspective, managing marketing channels is critical for successful implementation of marketing strategies. Given the fact that governance using relational norms is considered by most as a more effective way of managing marketing channels, managers need to be cognizant of the exact relation between emergent renationalize in marketing channel and marketing strategy.In the ensuing sections of this paper, the literature on renationalize in marketing channels is examined, followed by a discussion on marketing strategy and the rationale for the hypotheses. The method section is presented next. The last sections include a discussion of the findings, managerial implications, and limitations of this study.Marketing channel intermediaries and relational normsMarketing channels typically consist of intermediaries that function in a cohesive manner to meet the customer's needs and wants while fulfilling the intermediaries' goals (see [5] Alderson, 1954; [19] Bowers ox et al., 1980). While contractual or corporate channels are not uncommon, recent studies have questioned the traditional linear perspective of the supply chain and have suggested a more complex network perspective ([1] Carol, 1997; [4] Caroland Kilter, 1999; [96] Snow, 1997; [107] Walker, 1997). [4] Carol and Kilter (1999, p. 148) define a network organization as:an interdependent coalition of task- or skill-specialized economic entities (independent firms or autonomous organizational units) that operates without hierarchical control and is embedded, by dense lateral connections, mutuality, and reciprocity, in a shared value system that defines "membership" roles and responsibilities.For the purposes of this research, we focus on channel intermediaries that are independent businesses and loosely aligned through consensus. They could be part of a simpler supply chain or could be part of a more complex network. In any case, to fulfill customer needs and wants, marketing channel systems or networks perform various activities such as physical distribution, warehousing, storage, flow of information, flow of revenue and profits, and logistics, to name a few (see [19] Bowers ox et al., 1980; [99] Stern et al., 1996). These words also appear in some combination under labels such as supply chain management and logistics (see [20] Bowers ox et al., 1995; [23] Christopher, 1992; [27] Cooper et al., 1997;[28] CSCMP, 2005; [36] Forrester, 1958; [42] Gibson et al., 2005; [58] Jones and Riley, 1985;[77] Meltzer et al., 2001; [80] Min and Meltzer, 2000).Despite the divergent perspectives, the importance of relational norms towards the efficient and effective functioning of a distribution channel has been acknowledged in the channels and supply chain areas (e.g., [21] Boyle et al., 1992; [32] Dent and School, 1992; [39] Gamesman, 1994; [61] Kaufmann and Dent, 1992; [62] Kaufmann and Stern, 1988; [74] Attila, 2001; [77] Meltzer et al. , 2001; and [88] Aswan et al. , 1998). Most researchers and practitioners in marketing channels, supply chain, and logistics agree that coordination and collaboration between channel members, and the relational norm guiding such behavior are the essence of modern day marketing channels management. From a strategic perspective, [82] Morgan and Hunt (1994) confirm that changes are taking place in the practice and theory of business relationships; in other words, towards establishing, developing, and maintaining successful relational exchanges. The importance of developing and maintaining enduring relationships with intermediaries is also widely accepted in logistics and supply chain literature (e.g., [37] Fugate et al., 2006; [60] Kahn et al., 2006; [77] Meltzer et al., 2001).At its core, renationalize is built on an expectation of continuity of exchange and a shift in focus towards long term payoffs based on relational norms. In support, [49] Heidi (1994) notes that exchange partners develop joint values and expectations about what behaviors are appropriate in order to complete formal arrangements. A strong feeling of trust, cooperation, open communication, and a reduction in the adversarial feelings towards thetrading partners are the core characteristics of renationalize. (While some of these sentiments have been used in the context of relationship marketing ([11] Berry, 1983; [12] Berry and Paraguayan, 1991; [46] Gringos, 1994), we use these to characterize the relationship between supply chain partners). In fact, it is suggested that network partners may even forgo short-term profits if renationalize in the network leads to long term gains. To that end, expectations of a non-economic, psychological, and social payoff may even become more important than strict transactional payoffs. Thus, renationalize is expected to mitigate the opportunistic behavior ([30] Curran et al., 2008). In other words, firms embracing relational norms are likely to behave in a more supportive and cooperative manner with their channel partners. The mind-set of renationalize, the anticipation of continuity, and the long-term payoffs replace the no promise of tomorrow in which immediate profit is maximized ([87] Aswan and Young, 1999). These joint values and expectations have been studied within marketing channels literature under labels such as relational norms or renationalize (see [32] Dent and School, 1992; [61] Kaufmann and Dent, 1992; [62] Kaufmann and Stern, 1988). [70] McNeil (1980, [71] 1981, [72] 1983) suggested that exchanges between business entities lie on a continuum with one end heavily oriented towards discreet exchange and the other end leaning heavily towards relational norm based exchange.Initial conceptualization of relational norm by [70] McNeil (1980) included nine norms. Later, McNeil added one more norm resulting in the ten most commonly used relational norms - Role integrity, Contractual solidarity, Reciprocity/mutuality, Implementation of planning, Effectuation of consent, The linking norms (restitution, reliance, and expectation interests), Creation and restitution of power, Flexibility, Harmonization with the social matrix, and Propriety of means ([15] Blois and Ovens, 2006, [16] 2007; [55] Ovens, 2006; [72] McNeil, 1983). While several scholars have used these relational norms in their investigation of business-to-business exchange relationships in various contexts, there is little agreement about the use of the term relational norms and its operationalization ([15] Blois and Ovens, 2006, [16] 2007; [56] Ovens and Blois, 2004; [55] Ovens, 2006). [55] Ovens (2006), and [15] Blois and Ovens (2006, [16] 2007) have tried to make sense of this very confusing scenario and offer an interesting interpretation. Through an empirical study they found that the norms used in literature could be grouped into two clusters -norms that help in value creation (solidarity, mutuality, flexibility, information exchange, role integrity, long term orientation, and planning behavior) and norms that facilitate value claiming (conflict behavior, monitoring behavior, and power reduction). These investigations indicate that most authors using relational norms have relied to various degrees on the operationalization put forward by [62] Kaufmann and Stern (1988) and [61] Kaufmann and Dent (1992), and that the three normsfeatured in most studies are solidarity, role integrity, and mutuality.Relying on the extant studies on renationalize (see [15] Blois and Ovens, 2006, [16] 2007;[21] Boyle et al., 1992; [32] Dent and School, 1992; [55] Ovens, 2006; [61] Kaufmann and Dent, 1992; [62] Kaufmann and Stern, 1988; [88] Aswan et al., 1998), we adopt a multidimensional perspective of renationalize that uses Solidarity, Role Integrity, and Mutuality, as its three dimensions. Solidarity refers to the importance attached to the orderly exchange norms that are accepted by the majority and captures sentiments such as trust, future cooperation, and open communications versus discreet transaction orientation and arms length negotiation. Role integrity captures more complex expectations and roles associated with the relationships with trading partners versus an expectation of simplistic transactional role fulfillment by exchange partners. Finally, mutuality (originally labeled as reciprocity by McNeil) captures the importance associated with long-term payoffs where each party tries to balance the account book on a transaction by transaction basis; as is the case in discreet exchange relationships, by constantly monitoring, reconciling, and controlling every transaction with high degree of immediacy. In contrast, an exchange relationship based on relational norms will be characterized by high levels of trust and an expectation of continuous improvement over a pre-exchange position over an extended period of time ([15] Blois and Ovens, 2006, [16] 2007; [21] Boyle et al. , 1992; [32] Dent and School, 1992; [55] Ovens, 2006; [61] Kaufmann and Dent, 1992; [62] Kaufmann and Stern, 1988; [88] Aswan et al. , 1998).Marketing strategyTwo dominant typologies have emerged in the business strategy field - [79] Miles and Snow's (1978) typology (i.e. prospector, defender, analyzer, and reactor) and [91] Porter's (1980) typology (i.e. cost leadership, differentiation, and focus). Of these, it appears that [91] Porter's (1980) typology has been used extensively in marketing strategy literature ([94] Slater and Olson, 2000) probably because it captures the way in which firms create value (i.e. differentiation or low cost) and defines their scope of market coverage (i.e. focused or market-wide). However, in the marketing strategy literature, with the exception of [84] Murphy and Ennis (1986) and [95] Slater and Olson (2001), there is a lack of comprehensive marketing strategy classification schemes. [84] Murphy and Ennis (1986) use a framework for classifying products (i.e. convenience, preference, shopping, and specialty products) and integrate the remaining marketing mix elements (price, promotion, and distribution) into this framework. [95] Slater and Olson's (2001) typology of marketing strategy includes aggressive marketers, mass marketers, marketing minimizes, and value marketers. These authors alsofound congruence between their typology and business strategy typologies by examining the effect of the interaction between the marketing and business strategy on performance (see [79] Miles and Snow, 1978; [81] Mint berg, 1988; [91] Porter, 1980). They found similarities between aggressive marketers and prospectors, mass marketers and analyzers, low cost defenders and marketing minimizes, and between differentiated defenders and value marketers. [95] Slater and Olson (2001) also suggest that there is congruence between their marketing strategy typology and the typology proposed by [84] Murphy and Ennis (1986) -, e.g. the aggressive marketers resemble specialty product marketers; mass marketers offer broad product range, use intensive distribution, and charge low price; marketing minimizes put the lowest emphasis on marketing; while value marketers prefer to lower prices while offering high customer service.For the purposes of this research, we rely on the strategy typology frameworks suggested by [91] Porter (1980) and [94] Slater and Olson (2000) to operationally the notion of marketing strategy - Aggressive marketing (characterized by high quality, innovative products with high prices and selective distribution, and investment in advertising and marketing support functions), Price leadership (characterized by a focus on price discounts to ensure that the firm/product is not under-priced and letting the price consideration drive other activities such as purchase), and Product specialization (characterized by limited and specialized product range with other business functions driven by this narrow focus). From a marketing perspective, product and price decisions are two of the most crucial strategic decisions faced by managers ([54] Hunt and Morgan, 1995; [64] Kilter, 1994). However, aggressive marketing captures a more multifaceted high value, high price, and high investment in marketing function. We chose not to use the differentiated strategy because a differentiated offer could be based on price or a unique and highly specialized product that is the outcome of aggressive R&D and marketing efforts. We next discuss the relationship between these three marketing strategies (aggressive marketing, price leadership, and product specification) and emergent relational norms amongst channel intermediaries.Marketing strategy and renationalize in supply chainAs noted earlier, very few researchers have empirically investigated the relationship between marketing channels renationalize and marketing strategy ([95] Slater and Olson, 2001). The importance of the relationship between marketing strategy and channel renationalize is evidenced in the strategy literature and focuses on the fit between strategy and structure (see [38] Galbraith and Karajan, 1986; [92] Powell, 1992; [94] Slater and Olson, 2000, [95] 2001). As firms try to adopt one or more of the three marketing strategies - aggressivemarketing, price leadership, and product focus (specialization) - they may find that the extent of relational norms present in their marketing channels may not be equally suitable for all three strategies.As mentioned earlier, aggressive marketing strategy is characterized by high-quality innovative products, close relationships with customers, extensive marketing research and market segmentation to identify premium target markets, selective distribution, and intensive advertising ([95] Slater and Olson, 2001). For channel partners, such strategy refers to an intimate knowledge of the market, closer involvement with both the suppliers and customers, and a willingness to invest in market research and R&D. A high degree of renationalize in marketing channels is thus likely to foster closer ties amongst channel intermediaries, strong identification with the common goal, and an incline towards long term payoffs in comparison to a more transactional and short term orientation (see [32] Dent and School, 1992; [61] Kaufmann and Dent, 1992; [62] Kaufmann and Stern, 1988; [70] McNeil, 1980, [71] 1981). Literature on use of power business-to-business relationships have traditionally suggested that an aggressive marketing strategy may be associated with use of power by lead channel members, however, recent thinking suggests that the use of coercive power in fact results in dysfunctional outcomes (see [31] Cox, 1999; [41] Geysers et al. , 1999; [52] Henley, 2005, [51] 2001; [65] Kumar, 1996). To that end, we speculate that:H1.The level of renationalize in the marketing channels will be positively associated with aggressive marketing strategy.Product specialization (focus) strategy, on the other hand, is characterized by a more concentrated approach towards segmenting the market and targeting a narrowly defined niche market with fewer and more specialized products (consistent with the more current service dominant logic ([69] Lush et al. , 2007; [101] Vargo and Lusch, 2004a, [102] b, [103] 2008), the term product is henceforth used to represent the entire range of offering - products, services, and the resultant solutions). （完整文献请见百度文库）For channel members, this strategy may translate into a shrinking business volume. Although the increased focus on segmentation and focused targeting may prove to be a significant investment of effort and resources, the outcomes may not be commensurate with the enhanced resource allocation, especially with a shrinking scope of operation and business volume. Surely, this is not a promising picture of the firm's future in that the shrinking business may not bode very well for the relationalism amongst channel members. In fact, the literature suggests that the narrow product and market focus may be more congruent with strong and close administrative control. [67] Lasser and Kerr (1996) found that firms offeringdifferentiated and highly specialized products tended to rely more on highly involved control relationship with very close monitoring of behavior. A similar result was found by [94] Slater and Olson (2000). Thus, relationalism, while conducive for aggressive market strategy, may not be as conducive for product specialization strategy. We speculate that a product specialization (focus) strategy will be negatively associated with relationalism in marketing channels:H2.The level of relationalism in the marketing channels will be negatively associated with product specialization (focus) strategy.Finally, price leadership strategy requires a shift in focus to lower margins and high volumes. Price leadership strategy may require intensive distribution with a focus on larger markets resembling mass marketing strategy. While [94] Slater and Olson (2000) found that mass marketing strategy is congruent with analyzer strategy, [67] Lasser and Kerr (1996) found the cost leaders to be low in behavioral control, contractual restriction, and manufacturer coordination with medium levels of manufacturer support. While this strategy is not likely to yield significant results in the short run, it may have a bright future due to the enhanced market coverage. Therefore, to encourage the channel members to go along with a low price strategy, managers may need to rely heavily on relational norm among channel partners with a promise of a successful future. This approach is more likely to succeed than a strong bureaucratic stance which is typically more transactional and short term in orientation. An obvious example would be Wal-Mart, which is known as a price leader and is known to use closer ties with its channel partners to achieve its objectives. Thus, we speculate that price leadership strategy will be positively associated with channel relationalism:H3.The level of relationalism in the marketing channels will be positively associated with price leadership strategy.Research methodThe pharmaceutical industry supply chain in the USA is selected as the research context for this study because of its ever increasing complexity ([63] Koh et al., 2003) and drastic transformations over the past 15 years. As a result of a significant number of mergers and acquisitions, 60 percent of total sales in 2004 were controlled by ten large, multinational firms. The number of distributors reduced from 100 to three national companies responsible for almost 90 percent of wholesale products ([50] Health Strategy Consultancy LLC, 2005; [111] Yost, 2005). At a very basic level, pharmaceutical supply chain structure is described as: "pharmaceuticals that originate from manufacturing sites; transferred to wholesale distributors; stocked at retail, mail-order, and other types of retail pharmacies; subject to pricenegotiations and processed through quality management by pharmacy benefit management companies (PBMs); dispensed by pharmacies; and ultimately delivered to and taken by patients" ([50] Health Strategy Consultancy LLC, 2005, p. 1). However, an increasing push towards operating efficiencies has led manufacturers to decrease the amount of excess inventory in the supply chain and they have moved from a traditional buy-and-hold strategy towards a model based on fees for the services provided by the manufacturer. This is forcing the distributors to provide high quality and value-added services ([111] Yost, 2005). This is further exacerbated by the fact that the pharmaceutical industry is facing challenges such as an accelerated rate of development of medical solutions, obsolescence, and duplication of its infrastructure ([90] Prendergast et al. , 2004).The pharmaceutical supply chain is also facing some interesting challenges, and emerging opportunities and threats ([90] Prendergast et al., 2004). In the mid nineties the biggest challenges in the pharmaceutical industry were seen to be R&D, marketing and sales, and business strategy ([18] Booth, 1996). The biggest challenge today detected in the literature is the efficiency and control of the supply chain in order to assure patient care and safety ([63] Koh et al., 2003; [90] Prendergast et al., 2004; [109] Witmer and Deffenbaugh, 2004). Counterfeit drugs, illegal internet sales, illegal importations of drugs, and the emergence of counterfeit agents, are some of the risks and vulnerabilities that the pharmaceutical supply chain in the USA is facing ([109] Witmer and Deffenbaugh, 2004). To protect against fraud, pharmaceutical companies increase the control of their downstream distribution, especially as specialized medicines and new biotechnology solutions start flooding the supply chain ([63] Koh et al. , 2003; [90] Prendergast et al. , 2004).In terms of products and services offered, pharmaceutical firms market a combination of specialty products, prescription drugs, generic, "me too", and OTC (over the counter) products. For specialized products, dosage and consumption are crucial factors and hence a strong relationship with upstream and downstream channel partners becomes critical. In comparison, OTC and basic "me too" products require little detailing at the transaction point, and hence firms could get away with arms length transactional relationships with their channel partners. Moreover, as mentioned earlier, the US pharmaceutical industry is characterized by uncertainties due to frequent innovations, regulatory constrains, and global competition.Given these complexities, the extent of relationalism within the supply chain could prove to be a critical factor. Thus, we infer that the pharmaceutical industry is appropriate for this study with its focus on the demand side or the downstream of the supply chain - i.e.。
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营销策略外文翻译文献(文档含中英文对照即英文原文和中文翻译)译文:营销策略内容提要：为了组织的销售能是成功的，它需要根据一个营销策略计划来帮助保证其努力的目标和宗旨与市场的需要想吻合。
营销策略审查市场以确定潜在顾客的需要，竞争者的战略和市场地位，并且尝试制定出一套能使组织在市场上获取或维护竞争优势的相关战略。
有一些因素会对营销策略计划的发展造成冲击性的影响，它包括内部因素例如组织的财产、技能和组织文化，外在因素例如各种各样的市场驱动者、市场或产业运作方式、战略窗口和竞争的本质。
一个优选的营销策略计划也需具备一套意外情况防备策略以应对市场治理及组织生产能力的不确定性。
关键词：竞争优势竞争策略市场地位市场份额营销销售计划组织文化营销策略营销策略简述无论组织的产品或服务多么好，除非它们的价值能被传达给潜在的顾客，否则组织依然无法实现它的使命。
这种传达和交流是组织内市场营销功能的职责。
根据美国市场协会，营销是“一个组织效能和一套创造过程、交流和传达产品价值给顾客、处理与顾客关系的有益于组织和它的利益共享者的方式”。
营销作用包括相辅相成的两方面。
营销策略在市场上审查市场来确定潜在顾客和竞争者本质的需要，并且试图开发出在市场上将使组织获取或维护竞争优势的战略。
操作的营销被建立在营销策略作用和贯彻各种各样的计划和策略(包括适当的混合营销的发展)吸引顾客和促进顾客忠实的基础之上的。
产品和服务营销的方法有很多的方式能用来销售你的产品或服务包括做广告，直接响应、推销活动和宣传。
然而，除非你能了解顾客、市场和产业的需要并且竞争的优势和劣势，否则这些方法是不太可能成功的。
营销策略帮助一个组织尖化它的焦点和在市场顺利地竞争。
营销策略与二个组分有关：目标市场和用最佳的方式传达你的产品价值或服务到那个市场。
一个可实行的销售方针的发展取决于几个关键维度。
首先，与组织之内的所有全球性战略一样，一个成功的销售方针需要由在组织之内的最高管理层签名。
销售方针本质上也具有政治性的色彩：在组织之内的强有力的单位在最佳的销售方针也许不同意，并且协议也许需要谈判达成。
销售方针也许受组织文化的也影响，并且那得假定这发生。
例如，如果组织总是销售它的装饰物给商业主管，它也许就看不到组织之内的低层人员甚至是成人或少年的个人消费潜力。
实施战略销售计划发展的因素存在一些能冲击战略销售计划发展的因素，这些因素首先包括组织已经拥有或它可能欣然获取的财产和技能。
例如，如果组织拥有一个重大编程的部门，就为它能做和销售应用软件提供了可行性的条件。
然而，如果这些人员已经在其他工作介入并且不能自由研究一个新的软件项目，并且组织没能力聘用另外的程序员，起始一条新的软件线是不妥当的。
当开发销售方针时必须考虑的第二个因素是市场领航者。
这些是各种各样政治的，经济的，社会与文化的，并且可能影响基础消费者需要的技术力量。
例如，处理信息和数据增长的容量的需求导致了信息技术在许多产业的普遍使用。
同样，为增加工作机会的大学教育也导致了为赢利的高等教育机关的扩散。
影响销售策略的因素然而，销售驱动所在并不是塑造你的市场战略的唯一外力。
竞争的本质在市场上对于销售的成功与否也是非常重要的。
实际上但凡商务都存在竞争。
当买计算机时，一个必须在Mac和PC之间作选择。
在市场上的多数软饮料都是由提供相似产品的二家公司的之一制造的。
当决定填满你的汽车时，在哪里都有可利用的各种各样的选择,大多燃料都可利用在泵浦上实际上也是同样。
这些企业中的每一个有它自己的市场位置并且努力通过销售保留它的市场份额。
一部分的销售策略能很好的决定自己在竞争中多么与众不同。
另一个外在的冲击一个企业如何最好的找准自己在市场上的定位的因素是市场或产业生命周期的阶段。
例如，有些组织总能在第一时间出现在创新或新产品的市场上。
其他擅长在应用创新并适应它市场(如低价，特色)的需要。
另外，有影响组织在市场上竞争获胜能力的各种各样的战略窗口。
一个战略窗口是在市场的需要和组织的能力的之间优选的一个限制时间段。
例如，当计算机存储技术继续演变，人们存放数据和信息的方式也随之而变。
打孔卡和磁带给5.25英寸和3.5英寸盘让了路。
今天，人们越来越多的用记忆黏附存放数据和信息，并且许多计算机甚至都不配置有驱动硬盘。
使用打孔卡在很多人的观念中是和使用算盘一样过时的。
一旦战略窗口开始关闭，这是组织寻找另一个机会的最佳典型。
竞争策略的发展为了符合他们的目标和宗旨的需要，许多企业开发出一项竞争策略来增加他们的竞争优势。
大体上竞争策略有三种方法：(1)低成本产品或服务产品的供应，(2)在竞争中的特色产品 (3)对特定有效市场的聚焦。
低成本战略低成本战略的目标是获取更大的市场份额。
这是通过提供比竞争对手更低的价格更优质的产品或服务来实现的。
这个战略的期望是组织将通过增加销售量赢得的可观的投资反馈。
低成本的领导战略使用的基本方法包括减少日常开支，购买或生产成本和被聚焦的销售方针。
例如，餐馆通过降低酒的价格来实现更多的销售量以弥补高价位时的销售盈利。
同样，一家大箱子商店也许能使用有效的管理和信息技术实践的组合以减少其运作费来转移它的商品的最低可能价格。
产品差别化竞争策略的第二种普通方法是产品差别化。
价格的因素存在。
然而，如果小心地处理，分化战略可以非常成功。
例如，Merrill Lynch能通过提供联合金融服务吸引最中意的投资者以使自己与其它竞争者区分开来。
这个策略在市场产生了被高度认可和重视的、与它的竞争者区分开来的Merrill Lynch的品牌，而且坚固了顾客忠诚度和竞争优势。
适当位置营销竞争策略的另一种普通方法是适当位置营销。
在这种方法中，组织寻求获取一种能全面销售其类型产品和服务的特定市场在整个市场中的比例。
这个策略要求具备相关特征的一个或更多具体市场部门的集中，例如买家产品系列或产品生产链、市场或者区域。
例如，而不是作为全科的行销，管理咨询企业也许专门研究仅与电信产业或与企业一起使用的芝加哥的西部。
小生境市场战略表明它可能改善服务市场的段而不是整个市场。
例如，管理咨询企业的例证，建立的伙伴或许来自于电信产业，因此他们更熟悉产业的细微差异。
这种在一个独特的位置投入的方法使组织(通过分化的类型)更好的销售到那些被聚焦的细分市场上而不是整体市场上。
竞争者的市场剖析整体上要成功的，对市场的分析不仅需要确认客户需求和市场提供的这些产品和服务与其需求之间的关系，还要从整体上考虑企业的市场状况和在竞争中所处的地位。
与其被被定义成一系列有相似的购买需求的顾客市场，不如说产业是一个向市场提供相似产品和服务的小组组织。
然而提供相似的产品或服务的不同组织不一定具有相同机会。
所以，了解市场观念上的竞争意义对于制定出一个使企业具有重大竞争优势的营销策略计划来说是十分重要的。
影响产业和在他们之内的竞争的因素影响在产业和其内部竞争的有几大因素。
政府规则能极大影响到产业的利益。
在这个因素设置的参量之内，然而，也有另外的因素影响着竞争怎么在产业之内运作。
例如，如果一定数量的组织全部提供相似的产品或服务，那么产业之内的竞争将是更加敏感强烈的。
例如，几年前这由二个出租汽车代办处营销口号得以证明。
“我们是第一!”惊叹的赫兹。
“我们将会更加努力的去尝试!”被再整合的Avis的呐喊。
顾客，同样，能影响竞争在产业之内的本质。
如果产业变得更大，它将对提供同一项产品或服务的新加入者变得更有吸引力。
同时竞争将倾向于随之增加。
同样，新的组织不仅能进入产业，而且他们也能带来能改变产业本质的新产品。
特别重要鉴于此的是那些改进价格和表现(即提供低价的同一质量或提供同一价格的更多质量)之间的关系的、由行业高赢利商家生产的新产品。
在一些产业中，单一类型的顾客控制着整个产业(即，联邦政府是军用船的主要制造者)。
这给顾客对更高规格、更紧的最后期限和低成本的产品要求更大的谈判空间。
另外，买家能通过搜寻更低价格，更加优质，强加额外功能的产品和服务等给厂家施加压力。
一些力图满足那些要求的组织将具备竞争优势。
然而，供应商能也有影响组织或产业的竞争性的讨价还价的能力。
如果只有一个或极个别零件或物质的供应商，那么驾驭这类商品的不再是此行业组织而是少数供应商了。
原文:Strategic marketing(Wienclaw, Ruth A. Research Starters Business: Strategic Marketing ,Great Neck Publishing, 2008: 1-1)Abstract：In order for an organization's marketing effort to be successful, it needs to be based on a strategic marketing plan to help ensure that the goals and objectives of the effort are appropriate to the needs of the marketplace. Strategic marketing examines the marketplace to determine the needs of potential customers, the strategy and market position of the competitors, and attempts to develop a strategy that will enable the organization to gain or maintain a competitive advantage in the marketplace. There are a number of factors that should impact the development of a strategic marketing plan. These include internal factors such as the assets and skills of the organization and the organizational culture as well as external factors such as various market drivers, market or industry lifestyle, strategic windows, and the nature of the competition. An optimal strategic marketing plan will also follow a contingency approach that allows flexibility in meeting the unique set of factors that govern the marketplace and the organization's viability within.Keywords：Competitive Advantage; Competitive Strategy; Market Niche; Market Share; Marketing; Marketing Plan; Organizational Culture; Strategic Marketing Strategic Marketing OverviewNo matter how good the organization's products or services, unless their value can be communicated to potential customers, the organization will fail in its mission. This communication is the responsibility of the marketing function within the organization. According to the American Marketing Association, marketing is "an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders." Strategic marketing examines the marketplace to determine the needs of potential customers and the nature of the competitors in the market, andattempts to develop a strategy that will enable the organization to gain or maintain a competitive advantage in the marketplace. Operational marketing is built upon the foundation set by the strategic marketing function and implements various plans and strategies (including a development of the appropriate marketing mix) to attract customers and foster customer loyalty.Methods for Product & Service MarketingThere a number of ways to market one's products or services including advertising, direct response, sales promotions, and publicity. However, unless one understands the needs of the customer, the market, and the industry as well as the strengths and weaknesses of the competition, these approaches are unlikely to be successful. Strategic marketing helps an organization sharpen its focus and successfully compete in the marketplace. Strategic marketing is concerned with two components: The target market and the best way to communicate the value of one's product or service to that market. The development of a viable marketing strategy depends on several key dimensions. First, as with any global strategy within the organization, a successful marketing strategy needs to be endorsed by top management within the organization. Marketing strategy is also political in nature: Powerful units within the organization may disagree on the best marketing strategy and an accord may need to be negotiated. Marketing strategies may also be affected by organizational culture and the assumptions that this engenders. For example, if the organization has always marketed its widgets to business executives, it may fail to see the potential for marketing to lower level personnel within the organization or even for personal use to adults or teenagers.Factors that Implement Strategic Marketing Plan DevelopmentThere are a number of factors that should impact the development of a strategic marketing plan for the organization. The first of these comprises the assets and skills that the organization already possesses or that it can readily acquire. For example, if an organization has a significant programming department on the payroll, it would be feasible for it to make and market application software. However, if these personnel are already involved in other work and are not free to work on a new software project and the organization cannot afford to hire additional programmers, starting a new software linewould be inadvisable at best. The second factor that must be considered when developing a marketing strategy is the market drivers. These are various political, economic, sociocultural, and technological forces that can influence the wants and needs of the consumer base. For example, the need to be able to handle increasing volumes of information and data has led to widespread use of information technology in many industries. Similarly, the need for a college education for an increasing number of jobs has led to a proliferation of for-profit institutions of higher education.Factors Impacting Marketing StrategyMarket drivers, however, are not the only external force that shapes one's market strategy. The nature of the competition in the marketplace is also very important in determining whether or not a marketing effort will be successful. Virtually no business is without competition. When buying a computer, one must choose between Mac and PC. Most soft drinks on the market are manufactured by one of two companies who offer very similar products. There is a variety of choices available when deciding where to fill up one's car, yet most of the fuels available at the pump are virtually the same. Each of these businesses has its own market position and strives to keep its market share through marketing efforts. Part of the strategic marketing effort is to decide how best to differentiate oneself from the competition.Another external factor that impacts how one can best position oneself in the market is the stage of the market or the industry life cycle. Some organizations excel, for example, at being the first on the market with an innovation or new product. Others excel at taking the innovation and adapting it to the needs of the marketplace (e.g., lower price, different features). In addition, there are various strategic windows that affect an organization's ability to successfully compete in the marketplace. A strategic window is a limited time period during which there is an optimal fit between the needs of the marketplace and the competencies of the organization. For example, as computer storage technology continues to evolve, the methods by which people store data and information change. Punch cards and magnetic tape gave way to 5.25 inch and 3.5 inch disks. Today, more and more people are storing data and information on memory sticks instead, and many computers are not even made with disk drives. The concept of using punch cards isas foreign and antiquated in most people's minds as using an abacus. Once the strategic window begins to close, it is typically best that the organization look for another opportunity.Development of Competitive StrategyTo help meet their goals and objectives, many businesses develop a competitive strategy that will increase their competitive advantage. There are three generic approaches for competitive strategies: (1) the provision of low cost products or services, (2) differentiation of products from those of the competition, and (3) focus on the market niche.Low Cost StrategyThe goal of the low cost strategy is to gain a larger market share. This is done by offering acceptable quality products or services at prices lower than those of the competition. The expectation in this strategy is that the organization will earn an acceptable return on investment by increasing volume of sales. The basic methods used in low-cost leadership strategies include reduction of overhead, buying or production costs and focused marketing strategies. For example, a restaurant may reduce the price of wine with the intention of making up the shortfall in profits by selling more than they did at the higher price. Similarly, a big box store may use a combination of effective management and information technology practices to reduce operation costs in order to deliver the lowest possible prices on its merchandise.Product DifferentiationA second generic approach to competitive strategy is product differentiation. In this approach, the business attempts to differentiate itself from its competitors by producing a product or offering a service whose quality is perceived by customers to have unique features or characteristics that set it apart from similar offerings. This strategy attempts to build customer loyalty by offering something of value that is offered by no one else in the marketplace. In this strategy, the necessity of keeping the price of the product or service down becomes less important because customers are frequently willing to pay more to get their favorite brand. However, value can be a subjective quality and brand loyalty is not necessarily sufficient to make this strategy successful.There is a point beyond which most customers are no longer willing to pay a premium price. However, if carefully managed, a differentiation strategy can be highly successful. For example, Merrill Lynch was able to differentiate itself from its competitors by offering integrated financial services to attract the most desirable investors. This strategy yielded not only a well recognized and highly valued brand that differentiated Merrill Lynch from its competitors, but also resulted in substantial customer loyalty and a competitive advantage in the marketplace.Niche MarketingAnother generic approach to competitive strategy is niche marketing. In this approach, the organization seeks to gain a proportion of the total sales of a given type of product or service within the marketplace. This strategy requires a concentration on one or more specific market segments based on characteristics such as buyer group, portion of a product line or market, or geographical area. For example, rather than marketing itself as a generalist, a management consulting firm might specialize in working with the telecommunications industry or only with businesses on the west side of metropolitan Chicago. A niche market strategy is indicated in situations where the business believes that it can better serve a segment of the market rather than the entire market. For example, in the illustration of the management consulting firm, the founding partners may have come out of the telecommunications industry and, therefore are more familiar with the nuances of the industry than they are with other industries. This approach puts the organization in a unique position (through a type of differentiation) to be better able to market to that focused segment than to the market as a whole.Consideration of Competitors in the MarketplaceTo be successful, analysis of the marketplace needs to consider not only the needs of the customer base and the relationship between these needs and the value that can be offered by the organization's product or service, but also the state of the industry as a whole as well as the position of the organization's competition within that industry. As opposed to a market that can be defined as a group of customers with similar buying needs, an industry is a group of organizations (i.e., competitors) that offer similar products or services to the market. Different organizations offering similar products orservices, however, will not necessarily have the same window of opportunity. Therefore, it is important to understand how competing firms view the market in order to develop a strategic marketing plan that will yield a significant competitive advantage.Factors that Influence Industries & the Competition within ThemThere are several factors that influence industries and competition within industries. Government regulation can significantly influence the profitability of an industry. Within the parameters set by this factor, however, there are additional factors that influence how competition works within an industry. If a number of organizations all offer similar products or services, for example, competition within the industry will typically be more intense. This is illustrated, for example, by the marketing slogans of two car rental agencies several years ago. "We're number one!" exclaimed Hertz. "We try harder!" rejoined Avis. Customers, too, can influence the nature of competition within an industry. If the industry becomes larger, it will become more attractive to new entrants offering the same product or service. As this occurs, competition will tend to concomitantly increase. Similarly, not only may new organizations enter the industry, but they may bring with them new products that change the nature of the industry. Of particular importance in this regard are new products that improve the relationship between price and performance (e.g., offer the same quality for a lower price or offer more quality for the same price) or produced by industries that earn high profits. In some industries, a single customer dominates the industry (e.g., the federal government is the primary procurer of military ships). This gives the customer more negotiating room for developing higher specifications, tighter deadlines, and lower costs. In addition, buyers can also exert pressure on an industry by searching for lower prices, higher quality, or demanding additional features for a product or service. Organizations willing to meet these requirements will achieve a competitive advantage. However, suppliers can also have bargaining power that affects the competitiveness of an organization or industry. If there is only one or a limited number of suppliers for a component or material needed by the organization, it is the supplier and not the organization that will drive the price of that commodity.谢谢下载，祝您生活愉快！。