营销案例英语版

合集下载

MarketingAnalysis(宝洁市场营销案例分析英文版)

Marketing Analysis
Maker：###### ######
Catalogue
P& G company and product introduction
Market segmentation brand strategy advertising strategy marketing strategy Corporate value
营销策略
标准化与差异化策略的有机结合
首先，宝洁公司为了把握中国市场，组织了两批市场调研队伍，一批通过市场预测、定量研究、定性分析、座谈会、研讨会以及商店调查等专业方式。另一批派出非专业调研人员深入大江南北、穷乡僻壤，不仅系统研究中国百姓的衣、食、住、行，而且详细观察他们如何梳妆、清扫、换尿布、刷牙。在大量市场调研的基础上，宝洁公司一方面把它的品牌换上十足中国化的名称如玉兰油、飘柔、海飞丝、潘婷、舒肤佳、碧浪、汰渍等，另一方面针对中国民众热爱大自然，崇尚中草药疗效的普遍心理，在许多产品中加入了天然药用植物成分。
公司价值观
P&g brands and p&g people are the cornerstone of successful company.
Working to beautify consumers around the world and at the same time, p&g's people try to realize their own value。
marketing strategy
Promotion methods with Chinese characteristics Procter & gamble carry out the oral health promotion activitiesin poor areas ，and give them lots of dental medical apparatus and oral protection products。

整合营销渠道某汽车案例英文版

Challenges in Marketing Channels Integration
• Challenges: Marketing channels integration faces several challenges, including different technologies, procedures, and metrics across channels; difficulties in measuring the performance of each channel; and the potential for channel conflict and competition for resouration of Marketing Channels on
the Company's Performance
• Increased brand awareness: Through its integrated marketing strategy, the company has been able to increase its brand awareness and visibility in the market. Its consistent presence in different channels has created a familiarity among potential customers, leading to an increase in brand loyalty and trust among its clientele.
03
Case Study of a Automobile Company
Background of the Company

英语作文营销案例题目

英语作文营销案例题目Marketing Case Study: Coca-Cola。

Coca-Cola is one of the world's most recognizable brands. Founded in 1886, the company has grown to becomethe largest soft drink manufacturer in the world, with operations in over 200 countries. Coca-Cola's success canbe attributed to its strong marketing campaigns, which have helped to create a strong brand identity and increase consumer loyalty.One of Coca-Cola's most successful marketing campaigns was the "Share a Coke" campaign, which was launched in 2011. The campaign involved printing popular first names on Coca-Cola bottles and encouraging consumers to share a Coke with friends and family members whose names were on the bottles. The campaign was a huge success, with sales increasing by 2.5% in the UK alone.Another successful campaign was the "Taste the Feeling"campaign, which was launched in 2016. The campaign aimed to reposition Coca-Cola as a drink that evokes emotions and feelings, rather than just a thirst-quencher. The campaign featured a series of TV commercials and print ads that showcased people enjoying Coca-Cola in a variety of different settings.Coca-Cola has also been successful in using social media to engage with its customers. The company has over 100 million followers on Facebook and over 3 million followers on Twitter. Coca-Cola uses social media to share content that is relevant and engaging, such as photos and videos of people enjoying Coca-Cola in different parts of the world.In addition to its marketing campaigns, Coca-Cola has also been successful in sponsoring major sporting events, such as the Olympics and the FIFA World Cup. These sponsorships have helped to increase brand awareness and create a positive association between Coca-Cola and these major sporting events.In conclusion, Coca-Cola's success can be attributed to its strong marketing campaigns, which have helped to create a strong brand identity and increase consumer loyalty. The company's use of social media and sponsorship of major sporting events has also contributed to its success. Coca-Cola's marketing strategies serve as a great example for other businesses looking to create a strong brand identity and increase customer loyalty.。

产品营销方案案例英语

IntroductionIn today's highly competitive smartphone market, it is crucial for manufacturers to develop a robust marketing strategy to introduce their new products successfully. This case study focuses on the product marketing strategy for a new smartphone model, "SmartX Pro," launched by XYZ Corporation. The objective of the campaign was to create awareness, generate interest, and ultimately drive sales for the new model.Target Market AnalysisBefore crafting the marketing strategy, XYZ Corporation conducted a thorough analysis of its target market. The identified demographics included tech-savvy individuals aged 18-35, who were looking for a high-performance smartphone with innovative features. The target market also included tech enthusiasts and early adopters who were interested in the latest technology trends.Marketing Strategy1. Product Positioning- XYZ Corporation positioned SmartX Pro as a premium, high-performance smartphone that offers cutting-edge technology, exceptional camera quality, and a sleek design.- The unique selling proposition (USP) was the "SmartX Vision" technology, which allows users to experience augmented reality (AR) and virtual reality (VR) without the need for additional hardware.2. Digital Marketing- Social Media Campaigns: XYZ Corporation launched targeted ads on platforms like Instagram, Facebook, and Twitter, focusing on the target demographic. The ads highlighted the key features and benefits of SmartX Pro, including the "SmartX Vision" technology.- Influencer Partnerships: Collaborations with tech influencers and celebrities were established to showcase the smartphone's capabilities and encourage brand engagement.- Content Marketing: A blog and YouTube channel were created to provide informative content about the smartphone, including tutorials, reviews, and interviews with developers.3. Public Relations- Press releases and media kits were distributed to major tech news outlets, highlighting the innovative features of SmartX Pro.- Product demonstrations and press events were organized to provide hands-on experience to journalists and industry experts.4. Physical Retail- SmartX Pro was showcased in select high-end retail stores, where customers could experience the smartphone firsthand.- Store promotions and discounts were offered to encourage sales during the launch period.5. Customer Reviews and Testimonials- Positive reviews and testimonials from early adopters were shared on the company's website, social media platforms, and in promotional materials.ResultsThe product marketing strategy for SmartX Pro was highly successful, achieving the following results:- Increased Brand Awareness: The campaign significantly increased brand awareness, with a 40% increase in website traffic and a 30% rise in social media followers.- Strong Sales Performance: SmartX Pro exceeded sales targets by 25% during the launch period.- Positive Customer Feedback: Customers praised the smartphone's performance, camera quality, and innovative "SmartX Vision" technology.ConclusionThe success of the SmartX Pro product marketing campaign demonstrates the importance of a well-thought-out strategy that combines digital marketing, public relations, and physical retail efforts. By focusing on the target market's needs and preferences, XYZ Corporation was able to create a buzz around its new smartphone model and drive strong sales performance.。

市场营销案例分析英文

Case One：Xiangjiang Wildlife Park1 Company IntroductionXiangjiang Wildlife Park, l ocated i n Guangzhou Province, is a comprehensiveproject for the development of the tourism resources i n Pearl R iver D elta andpromotion of the environmental protection and investment. It combines animal and plant protection, researching, culture, tourism, science education as a whole.1.1 Company Values:Adopt a customer-oriented mentality when providing serviceTreat everyone sincerely and passionatelyKeep moving in harmoniousEnjoy happiness together2 BackgroundXiangjiang Wildlife Park officially opened to the public when the Asian financia had given a negative effect on China economy. The market of tourism i s n otcrisisoptimistic during that time. However, in the first year it opened the park has creat several miracles in tourism industry:Host more than 80000 tourists on the first day it opened, serve 30000 students on a spring trip and firstlyachieve h ighest record o f hosting m ore than 3000000tourists by the first year it opened. The reason why Xiangjiang Wildlife Park can makMarketingsuch a big s uccess is t hat t he park has implemented proper “IntegratedCommunications”.Integrated Marketing C ommunications is t he concept under which a companyintegrates and coordinates its many communications channels t o delivercarefullyclear, consistent and compelling message about organization and itsproducts.(Kotleret al.1999)3 The actions taken by Xiangjiang Wildlife Parkts“wild & interesting” scenery spo3.1Establishscenery spots which are much different from Establish “wild & interesting”others according to tourists’ mentality—seeking new, strange, special and interesting things.(1) Construct with high start and high standard. The park specialize on massive crocodile breeding and watching and characterize with large amount of free-roaming animals features, meanwhile combining with a variety of animal shows and unique flavor and style of food.the slogan "return t o nature". The park replace t he traditional(2)Highlighttrench heavy iron cage with glass a nd ditch i n order to minimize the distancebetween human and animal, man and nature.(3)Pay attention to environmental landscape. Build natural landscape perfectly combined with animals and plants.mode and make full use of(4)Break the traditionalmonotony zoo exhibitionmodern tourist attractions’ service and entertainment functions. The park sets upas well a s the world's largest Crocodileparrot, elephant, beast performance field,show field.(5)Follow the consumer-oriented rules, respect t he consumer's e xpected costand consumption habits, always pay attention to reach effective communicationprinciple with consumers and develop the park according to consumers’ needs.Thecompany into t he park. W ith the help ofpark employed professionaladvertisingprofessional assistance, the Marketing Department and Public Relations Department has done lots of market investigation and environmental design, and planned severalwhich has brought positiveintegrated marketing communication activitiessensational effects.3.2 Start from the environmentAccording to the idea "what consumers want, what we offer" ,the park try theirbest to meet consumers requirements. Because the wildlife park is not the place only for people to watch rare animals, but also the place which allow people to relax and entertainment. Walking into t he park, y ou can not only watch a variety of rareanimals, but also can see the flowers g arden, f ruit decorated branches, m elonssprings forest, vegetation and trees. Allwaterside p avilions,hanging scaffolding,these elegant s cenery m ake urban people who have lived in reinforced concreteconstruction for a long time really appreciate the nature of the "Wild & Interesting On the basis of the modern entertainment and services, the park give full play to thThere are fiveanimal p erformances forattractions:function of the modern touristvisitors taking turns every day, parrots, elephants, wild beasts, tigers and crocodi which make the tourists open their eyes. As a result of that, the park get one more function of a circus. Meanwhile there are also many styles of fast food restaurants, food street, a dessert gallery, as well as the China's only crocodile restaurant.3.3 Focus on white tigerSeveral m arketing studies s how that locking the focus can lead to higheradvertising effectiveness. So the park come up with the marketing idea "just say one thing". As a result of that, the park chose the sacred, powerful and rare white tige its image spokesman. The tiger-related activities have always attracted large amount of attention and aroused media’s coverage. Moreover the white tiger troupe fromthe United States makes the park even crowded of tourists. White Tiger image has left a deep impact on people. People will think of the XiangJiang Wildlife Park whe talking about the white tiger. The park tickets and the largest outdoor post billbo among province both use the white tiger as main character.3.4 Draw support from media to do public relationshipThe park The park is g ood at capturing "golden opportunity" of advertising.carefully planned a series of public relations activities which attracted intense pu attention and active participation In this way it can get help from the mass media t play a strong i nfluence on public opinion. When the park opened, the Miss Chinacampaign was underway. The TV show is r ecorded i n the park, i n which the MissThe audience are deeplyChina performed with several a nimals in the wildlife.impressed by the beautiful natural scenery i n the park. A nd thus the XiangjiangWildlife Park has become an overnight success.eyes" drawing contest and In addition, "the animal world in children’sDay, made aChildren'sphotography c ontest, held by the park on t he Internationalis h ighly acclaimed b y theperfect combination o f art a nd education. The activitymass media and people can not help focusing on the Xiangjiang Wildlife Park.3.5 Actively participate in public benefit activities to promote the image of the parXiangjiang Wildlife Park has always stressed on financing and organizing various since i t o pened. The park has implemented the free t icketsocial welfare a ctivitiespolicy for the elderly, young children and people with disabilities into the park. Sofree o fthere have been over 300000 people who have enjoyed entering the parkalsocharge, a nd the number of teenagers w ho enter the park with half-priceexceeded 200 000.research, culture, science In addition, the park focused o n animal protection,and education p rograms, f or w hich the park equipped with a number of scientificand technical researchers and also invited foreign and domestic experts to come towho come to visit thethe park giving people lectures.As a result of that, touristsbalance a nd think m ore of our survivalpark can learn m ore about the ecologicalenvironment. Xiangjiang Wildlife Park start to establish their own long-term image a a high scale o f level and win consumers’ heart b y focusing on the public benefitactivities.4 Analysis and conclusionThese are the values that guide our business, our product development, and our brand. T hey're what we look for i n every employee. As our company continues toevolve and grow, these five values remain constant.that the park stressed on as well as insisted The key of the park’s success lies inon its company value and achieved efficient integrated communication.The company values serve as a compass for our actions and describe how we behave. They guide the way we work with our business p artners, within ourcommunities and with each other.Company values help companies in the decision-making processes. As the core value of the park is customer-oriented, all activities of the park are market-center and consumer-centered. They use what consumer needs and desires as a startingpoint and try to meet their needs through relevant and efficient advertising, publi relations, promotions and marketing, media and other means of communication and organically integration. In this way they have achieved long-term business interests For example, according t o tourists’mentality—seeking n ew, strange, special andscenery s pots w hich are“wild & interesting”interestingthings, the park establishmuch different from others.Company values educate clients and potential customers about what thecompany is about and clarify the identity of the company. Especially in thiscompetitive world, having a set of specific company values that speak to the public is definitely a competitive advantage.that c an Xiangjiang Wildlife Park elaboratelyplanned a series public activitiescause intense public interest and active participation, which had a strong influenc on public opinion. At the same time the company carried out "green marketing" and insisted on the principle of harmonious development. With the growing emphasis ona range of social and environmental p roblems such as ecological balance andenvironmental protection, "green business" will become increasingly popular among consumers. T he park try t o resonate w ith consumers by expressing the voices o fconsumers on a common issue.and retention tools. As an Company values a re becoming primary recruitingenergetic w arm friendly company, the park attracts large quantities of skilledemployers who hold the same value as the company to work for it. Different from most cases, parks a re hard to attract talents due to the distant working location.and talent workers, t he Xiangjiang Wildlife ParkWith the help of the enthusiasticstand as a giant and grow fast in his field.Case Two：Alibaba Group1 Company Introduction1.1 Alibaba Group introductionAlibaba Group is a privately owned company of Internet-based e-commercebusiness including business-to-businessonline web portals, online retail andportals togetherpayment services,a shopping service s. I n 2012, two of Alibaba’shandled $170 billion in sales, more than competitor eBay and combined.The company began in 1999 with the website , abusiness-to-business portal to connect Chinese manufactures with overseas buyers. Its consumer-to-consumer p ortal Taobao, similar to eBay, features nearly a billionAlibaba G roup’s sitesproducts a nd is o ne of the 20 most-visited websites g lobally.account f or o ver 60% of the parcels delivered in China. A lipay, an online p aymentwithinaccounts f or r oughly h alf of all online p ayment transactionsescrow service,China. The vast majority of these payments occure using Alibaba services.1.2 Dream, mission, vision and valuesDream: Create a different world through the development of new businessmodeMission: To make doing business easyVision: Through the development of IT, s olve the problems of small-f irm’s procurement, marketing, management and financingValues:Client is God. Provide the best service to the customers and maintain the images of the company.together Collaborate together. Share resource t ogether and take responsibilityso that many common people can do uncommon things.Hug with changes. When some changes happen we should adapt it and solve it When something always immutable and frozen w e should create m orerationally.changes bravely.Honesty. Honesty is a significant value in Chinese culture.Passion. Keep positive and never give up.Work dedicated, finish work on time, insist on learning to improve and use time properly.2 BackgroundAs Alibaba has launched various services systems it is hard to analyze them at the same time. We focus on studying the case of Tmall to see how company value and marketing communication strategy work for the success of Tmall. was introduced i n April 2008 as a business-to-consumer online retail platform tocomplement the Taobao consumer-to-consumer portal a nd became a separatebusiness in June 2011. As of October 2013 it was the eighth most visited web site i China, offering global brands to an increasingly affluent Chinese consumer base.3 The actions taken by Alibaba Group3.1 Public relationsPublic relations emphasize two-way communication between the enterprise andthe public. The purpose is to establish mutual understanding between enterprise and public. Public relations can be distinguishedfrom customer relations because itsconcerns go beyond the creation of mutually beneficial relationships with actual or potential customers.(1) Rename from “Taobao”to“Tmall”. Reestablish the brand.changed its name to “Tmall”.mall officiallyOn January 11th, 2012, “Taobao”brand,This w ords comes from Chinese h omophonic cat. Cat was picky o n quality,environment, which represents fashion, sexy and quality. This is precisely what theywant to build with the new brand. Meanwhile, the change of its name is to let the consumer be clearer about the positioning of this w ebsite. O n this p latform,consumers can shop more effectively and get good quality products.(2)Tmall annual festivalThe “Tmall annual festival” marked the start of Tmall independent brand. Since then, Tmall can show their best according to their own personal orientation. At the same time, with the aid of such a distinctive brand image, the brand influence was improved.(3) Adjust the relationship with the merchantsOn October 2011, taobao mall announced new rules for 2012, to increase theThe technicaldeposit from 10000 yuan to 50 000, 100 000, 150 000, three l evels.service fee raised from 6000 yuan a year to 30 000 and 60 000 yuan a year. With high deposit, the threshold of the enterprisesis r aised up so that p roduct q uality andconsumers right are assured. At the same time, T mall promised to offer the bestplatform a nd service, also to rule m erchants to do legitimate business, withoutdamaging the benefits of consumers. Otherwise merchants will be punished. A series of actions from the perspective of consumers will in exchange for consumers’ trust and loyalty. In this way, Tmall get double win with the consumers.3.2 Advertisingdefined a s any paid form of non-personal communication Ad is t raditionallyabout a product, a service or a company with the intention to sell the product o rservice or to influence opinion o n and attitudes towards the product, service orcompany. Each of the elements in this d efinition merits a brief e xplanation.promote the brand.Advertisingmarketing c an greatly improve product p opularity,Tmall, of course, made a lot efforts in advertising.(1)TV advertisingIn the television AD, Tmall utilize celebrity effect and promotion to push publipeople will buy a lot d iscount p roducts o nline, whichduring f estivals,Especiallybrings billions of income.(2)Online advertisementTmall is a n intensive player. They take every opportunity in On the internet,almost all network activities. Such practices, such as buffer advertisment sometimes have side effects on consumers. However, some other nicer a dvertisement, willstimulate consumers shopping enthusiasm.(3)SponsorTmall sponsored Hunan TV programs, s uch as soap series. The reason Tmallselect Hunan TV as their sponsoring subject, is they have strong brand effect, whic help promotion. O n the other hand, with a big population watchwill definitelyis t heHunan TV, the brand will be known by more peopl e. In addition,20 o’clocktime that most audience are housewives and youth chasing idol drama, also include staffs.These people are the main force o f online s hopping. Thesome white-collardirectional, targeted advertisement to this group is an intelligent choice.3.3 Sales promotionto attract consumers to Sales p romotion is a good way which uses incentivesbuy the product of products. The marketing method works well for Tmall. Basically there are two following ways:(1) Holiday discounts. Such as 11th November is the shopping carnival of Tmall. All p roducts a re 50% discount off, which bring a lot o f buyers coming online. Thisactivity stimulated business transactions a lot.(2)MembershipYou can directly register as a free member of Tmall. In this way, consumers and shop owners are connected. Members can get credit (credits can used to buy certain products), return security, birthday g ift b ag and etc. M embership offers m anypreferential discounts, so that consumers will be loyalty. All of these plays a key in the development of Tmall.4 Analysis and conclusionB2C website, leads b usinessmen to shift Tmall, as China's most representativefrom store management to network operation. Most series of brands pay attentionwhich is c onsidered to be a n important means andto the online trading platform,way to achieve strategic transformation, brand extension, channel expansion and to win customers. I n my opinion, the main reason for the success o f Tmaill a re asfollowing three points:（1）Accurate position of servicethe turnover o f Tmall is n ot positive due to the reason that its “At first,service orientation is not clear and no one has taken the initiative to study what strengths are, what are the customers' needs. Whereas, there will be a turnover ofofaround 200 000RMB each month. But we need to give u s a clear positioningservice, we need to know what we are selling, then what we can get. Through the data analysis, we made some changes of our products. Later based on the feedbackof our customers, we clear the position of our services.The reason of Tmall’s success lies in the accurate position of its service: uphcome first,embrace change, t eamwork,the values o f the company,----"customersintegrity, dedication and passion," with the whole new meaning to build a new B2Conline t radingservice platform, and to promote integrated, lively and efficientculture. By integrating thousands of brands, manufacturers and building a one-stop solution bridge between businesses and consumers, Tmall try to upgrade the Taobao platform to "everywhere" win-win situation platforms between supply and demandof consumer. Try to create mutual assistance and lively, family-trading environment so that each person in the Tmall can not only conduct transactions more quickly but also to make more friends.（2）Positive enterprise cultureAnother reason of Tmall’ssuccess is t o own a group of like-minded talents tothe organizationfight for i t. Since i ts opening, t he company has been constructingaround the company's corporate values for a long time. As a result of that Tmall has formed a clear efficient organizational structure w ith various departmentscooperating and division.the company can response When facing of new opportunitiesand challenges,as well as figuring out solutions quickly. Inand sensitively,and react e fficientlyhuman resource management, Tmall developed a strict management system and thewarmwhile also g iving a democracy liberalrules o f incentives and disincentives,working atmosphere, a s a result of that f ully mobilize the enthusiasm o f the staffwork.（3）Efficient integrated marketing communications strategyTmall combines public relations, advertising and sales promotion nicely,manages all the information resource about products and service, keeps the principle of “convey the same voice, establish outstanding image”, which help the consumers and potential consumers touch the integrated information, so that they want to buy and even keep buying. By renaming, brand carnival and the adjustment ofrelationship with merchants, Tmall has improved their brand image and status, got rid of the once cheap, low quality products image, and rebuilt fashion, sexy, quali as their n ew image. Secondly, t hey vigorously push forward the promotion totargeted consumers, with the aim of improving brand popularity and development. Thirdly, through the sales promotion, consumers are stimulated to buy, at the same time, through membership, further add weight for strengthen customer loyalty. In a word, all of these methods are used for the development and prosperous of Tmall.5 What I learn from this assignmentBy talking with the two sales s taff, I realized that a long-term integratedmarketing communications is a persuasive c ommunication planning p rocess toto customers and potential customers. T he mostimplement different strategiesimportant t hing i s t o communicate. Communicate with customers, c ommunicatewith the team and other departments of the company, communicate with the media, communicate with the exhibition company and communicate with the relevantthe communication to a number of contactapproval a uthorities,etc. In particular,points should start at the same time, so that we should work hard and stress on the communication skills.Secondly, the range of integrated marketing c ommunications can neither besimplistic"issue with oneWe can never stay o n the media integrationnor single.Meanwhile, we also shouldn’t extend it to the corporation voice on different media".planning, production, and so on all aspects o f marketing. The so-calledintegratedmarketing c ommunication, m uch more than the establishment of an appropriatedepartment, pick up a few people, change the name of the integration of marketing communications head. More importantly, we should know how to combine them.Thirdly, company values serve as the a core and spiritual pillar for a company. Once established and recognized by all members, it will have long-term stability, an even become a common belief in the faith of generations. When an individual'svalues consistent with the company values, employees will work for the enterprise just as for their dreams. If a company can make the values accepted by all employees, then the company will have the power to overcome various difficulties.6 appendix5.1 Interviewee 1Name: Cheng LeePosition: Planning Commissionerand promotion of the brand of XiangjiangDaily work: Be responsible for p ublicitysummary.plan, write r eports and activityPark, d evelop marketing a ctivityWildlifeand newspaper ads. Plan various p romotionalPlan and create radio, televisionactivities.5.1 Interviewee 2Name: Xiangkun ZhangPosition: Sales managerDaily w ork: Fully be responsible for t he daily management of the Department ofSales. Develop and implement marketing p lan according to the company the salesdepartment task a nd annual sales targets.Ensure the monthly sales reaching plancombined with market conditions. Professional guidance to the departmental staff in order to achieve individual performance.。

英文营销案例

英文营销案例Marketing Case Study: Successful Strategies to Inspire Your Campaign。

In the fast-paced world of marketing, it's essential to stay ahead of the curve and constantly innovate to capture the attention of your target audience. In this case study,we'll explore three successful English marketing campaigns that have made a lasting impact and provide valuable insights for your own marketing efforts.Case Study 1: Coca-Cola's "Share a Coke" Campaign。

In 2011, Coca-Cola launched the "Share a Coke" campaign, which personalized their iconic bottles with popular names and phrases. This simple yet effective strategy engaged consumers on a personal level, driving a significant increase in sales and brand awareness. By leveraging the power of personalization, Coca-Cola successfully connected with their audience and created a sense of ownership and excitement around their product.Key Takeaway: Personalization can be a powerful tool to create a deep emotional connection with your audience. By incorporating personalized elements into your marketing campaigns, you can effectively engage consumers and drive brand loyalty.Case Study 2: Nike's "Just Do It" Campaign。

广告营销方案案例范文英语推荐10篇

广告营销方案案例范文英语推荐10篇（经典版）编制人：__________________审核人：__________________审批人：__________________编制单位：__________________编制时间：____年____月____日序言下载提示：该文档是本店铺精心编制而成的，希望大家下载后，能够帮助大家解决实际问题。

文档下载后可定制修改，请根据实际需要进行调整和使用，谢谢!并且，本店铺为大家提供各种类型的经典范文，如工作总结、工作计划、合同协议、条据文书、策划方案、句子大全、作文大全、诗词歌赋、教案资料、其他范文等等，想了解不同范文格式和写法，敬请关注!Download tips: This document is carefully compiled by this editor. I hope that after you download it, it can help you solve practical problems. The document can be customized and modified after downloading, please adjust and use it according to actual needs, thank you!Moreover, our store provides various types of classic sample essays for everyone, such as work summaries, work plans, contract agreements, doctrinal documents, planning plans, complete sentences, complete compositions, poems, songs, teaching materials, and other sample essays. If you want to learn about different sample formats and writing methods, please stay tuned!广告营销方案案例范文英语推荐10篇广告营销方案案例范文英语第一篇POD= points of difference能与其他竞品区分开来的特点产品特点：主要分为区别于其他竞品的「独特卖点」，即“人无我有”。

英语的营销方案案例

Executive Summary:The objective of this marketing plan is to outline the strategies and tactics to successfully launch the Eco-Friendly Smartphone "GreenGlow" in the highly competitive smartphone market. The plan focuses on creating brand awareness, building customer loyalty, and achieving sales targets through a multi-channel approach.1. Company Background:GreenTech Innovations, a leading manufacturer of eco-friendly electronic devices, has developed the "GreenGlow" smartphone, which boasts of advanced sustainability features such as a solar-powered battery, biodegradable materials, and a carbon-neutral manufacturing process.2. Market Analysis:- Market Size: The global smartphone market is projected to reach $1.4 trillion by 2025, with a significant portion of the market belonging to eco-conscious consumers.- Target Market: The primary target market for the GreenGlow smartphone includes environmentally conscious individuals, tech-savvy consumers, and corporate clients looking for sustainable solutions.- Competitive Analysis: The main competitors in the eco-friendly smartphone segment include brands like Fairphone, Sony, and OnePlus. GreenGlow needs to differentiate itself through unique features and competitive pricing.3. Marketing Objectives:- Achieve a 5% market share in the eco-friendly smartphone segmentwithin the first year of launch.- Generate $100 million in revenue from the GreenGlow smartphone in the first fiscal year.- Build a brand recognition of 80% among eco-conscious consumers within the first six months.4. Marketing Strategies:a. Product Strategy:- Highlight the unique eco-friendly features of the GreenGlow smartphone in all marketing materials.- Offer a range of customizable cases made from recycled materials to enhance brand loyalty.- Introduce a trade-in program for customers to exchange their old smartphones for a discount on a new GreenGlow device.b. Pricing Strategy:- Position the GreenGlow smartphone as a premium product with a premium price point, justifying the cost through its eco-friendly features.- Offer competitive financing options and payment plans to make the product more accessible to a broader market.c. Place Strategy:- Distribute the GreenGlow smartphone through online channels, including the company's website, Amazon, and other e-commerce platforms.- Establish partnerships with eco-friendly retailers and online stores to expand physical availability.- Participate in trade shows and sustainability events to showcase the product to potential customers.d. Promotion Strategy:- Social Media: Utilize platforms like Instagram, Twitter, and LinkedIn to create awareness and engage with the target audience. Share content related to sustainability, product features, and customer testimonials.- Influencer Marketing: Collaborate with eco-conscious influencers to reach a wider audience and leverage their credibility.- Content Marketing: Develop a blog and video series focusing on sustainability, smartphone technology, and the GreenGlow product.- Public Relations: Secure media coverage through press releases, interviews, and guest articles in sustainability and technology publications.- Email Marketing: Develop a segmented email marketing campaign to nurture leads and keep customers informed about product updates, promotions, and events.5. Implementation Schedule:- Pre-Launch:- Complete product development and quality assurance.- Develop marketing materials and digital assets.- Train sales and customer service teams on product features and sustainability benefits.- Establish partnerships with influencers and retailers.- Launch:- Begin online and offline promotional activities.- Launch a comprehensive social media campaign.- Host an event to showcase the GreenGlow smartphone to media and influencers.- Post-Launch:- Monitor sales and customer feedback.- Adjust marketing strategies based on performance data.- Continue to engage with customers through social media and email marketing.6. Budget:The marketing budget for the GreenGlow smartphone launch is estimated at $10 million, allocated as follows:- Product Development: $2 million- Marketing Materials: $1 million- Promotions: $5 million- Events and Trade Shows: $1 million- Influencer Marketing: $1 million7. Evaluation and Control:Key performance indicators (KPIs) to measure the success of the marketing plan include:- Sales revenue- Market share- Brand recognition- Customer acquisition cost- Customer lifetime valueRegular monitoring and analysis of these KPIs will enable the company to make informed decisions and adjust the marketing plan as needed to achieve its objectives.。

金融营销(英文)案例

NationwideSecuring customers' interests through mutual ownership IntroductionAll businesses have owners. It may be just one person i.e. a sole trader, or thousands even millions of people e.g. the shareowners of a public limited company.All businesses also need decision-makers. Decisions may be strategic e.g. about the long-term aims of the business and its general direction. They may also be more mundane and practical e.g. should we be open on a Sunday? Sometimes the owners make all these decisions or reserve only the most vital ones for themselves and delegate the others to managers.In the financial world, leading organizations continue to debate the key issues of ownership and control, vision and purpose. Over the past 20 years, many of the 'leading players' among the financial institutions have asked themselves "What do we exist to do? What should our future purpose be? How well suited to our aims is our present structure of ownership, management and decision-makers?"These are big, searching questions. To answer them, an organization must have a clear vision of its key purpose and a commitment to fulfill it. It must then ensure that its ownership structure is in tune with its key purpose.Over the past 20 years, many large building societies have abandoned mutual ownership and have become public limited companies. They have done this in order to diversify their activities and to compete more directly with banks and other financial institutions.Nationwide is a mutual organization owned by its members and remains so by choice. Whilst retaining its mutual state, it has restated its vision: 'to grow Nationwide in a more sustainable way, actively managing our social and environmental impact as well as valuing our members and employees'.Nationwide has adopted a distinctive position designed to show its members and others that its responsibilities as a building society go beyond simply pursuing commercial interests. This Case Study examines why Nationwide has taken this stance and how it is successfully pursuing its aims.The changing market for building societiesBuilding societies have a long history of caring for their members. They encourage them to save and help them to buy homes by lending them money at affordable rates of interest over long periods of time.Until the 1980s the various operators in financial services concentrated on their own areas of expertise. Customers wanting banking services went to a bank; for insurance services they contacted an insurance company and for a mortgage they approached a building society.However, in the 1980s the market for mortgages was deregulated and 'opened up' to new entrants. This change encouraged banks to enter the mortgage market alongside building societies. At the same time the 1986 Building Societies Act allowed societies to offer more financial services than previously. It also allowed mutual societies to demutualise and convert to banks.Building societies: the choiceIn 1989, the first building society demutualised and became a public limited company.Several other major building societies soon followed. Nationwide, however, is one of a number of mutual organizations whose management and members continue to confirm their wish to remain mutual and to stand by principles and values that originally led to building societies being set up. Nationwide believes that its mutual status gives it a competitive edge in the mortgage loans market because of the clear benefits that mutuality brings to its members who are also its customers.Nationwide Building SocietyWhen Nationwide and Anglia merged in 1987, the new organization had a larger branch network than any other society, not only in the UK but in the whole world.Today, Nationwide is the UK's fourth largest mortgage lender and remains a mutual organization owned by and run for the benefits of its members. By remaining mutual Nationwide aims to offer a broad range of services such as mortgages and other financial products while charging as little as possible for day-to-day services.Organizational structure and objectivesStructureAll organizations have stakeholders, but the number and range of stakeholders depends on the organization's structure. Building societies and public limited companies such as banks all have employees, customers and suppliers among their stakeholders. Mutual organisations that convert themselves into public limited companies, however, create a new and very different stakeholder: the shareowner.As building societies do not have to pay dividends to shareowners, they do not need to generate the same level of profit that banks require in order to pay dividends to shareowners. As a result, building societies are able to charge less to borrowers and pay more to savers. They are also more free to focus upon satisfying their customers and members who are prime stakeholders. Building societies that have become banks are able to raise money more easily and to take on new and different lines of business, but they also take on additional obligations to shareowners that alter the way in which they can set about doing business.ObjectivesAn organization's form of ownership influences its business objectives. The needs of public limited companies are driven by their shareowners. To satisfy these needs, managers focus upon making decision that maximize shareowner value. That means trying to increase the dividends they pay to shareowners and also improving the profit outlook for the firm in the future, so that the company's share price remains buoyant on the Stock Exchange.The objectives of public limited companies are, therefore, driven by the need to make profits to keep shareowners happy and onboard. Whilst the key to making sufficiently high profits involves being very good at providing what the customer wants, for public limited companies it can also involve setting prices that reflect a need of high margins. There is then the danger that prices will be set in line with a policy of 'charge what the market will bear' rather than with reference to the actual costs of providing the service, which may be markedly less than the price charged.As a mutual organization and without the need to satisfy shareowners, Nationwide is free to adopt a different business approach. It looks to deliver value for its members bysetting low margins. This is in keeping with the society's objectives. By continuing to develop tangible benefits for its members, Nationwide's borrowers and lenders continue to enjoy lower fees and charges.Whereas in a mutual organization its owners are also its customers, the shareowners of a public limited company are much more divorced from the business. For the most part, they will be concerned only with their investment within the business and will expect a solid financial return for the risks they undertake as owners. This return is paid in the form of a dividend upon the shares they hold within the company.Creating a competitive advantageWithin a rapidly changing and highly competitive marketplace for financial services, organizations flourish by establishing a competitive advantage. This results from being different and distinctive in ways that matter to customers.Nationwide emphasizes that it is 'proud to be different' : this is its strapline. The challenge then is to demonstrate to customers that Nationwide is different in ways that really do matter to customers and which are to their great benefit.The strapline message reminds Nationwide's owners and customers that its approach to business goes beyond commercial interests. The core of the business include a responsibility to members that enables Nationwide to offer services that compete with banks but at a lower cost because dividends do not have to be paid to shareowners. Emphasizing this link with customers is particularly important for Nationwide, as its customers are also its owners, known as members. Staying mutual enables such organizations to retain their ability to serve members in a way that these members clearly value. This includes offering services that are inclusive and local.By contrast, those financial organizations that opted for demutualization have to face the harsh realities of shareowners' requirements. To compete in the market place, many of these newly-formed banking organizations have had to reduce their cost base. Measures taken have included reducing branch networks and maximizing the use of technologies to provide customers with forms of service that require little or no human contact. These measure have also led to marked reductions in staff levels, including redundancies. By contrast, Nationwide has, to all intents and purposes, retained its branch network whilst at the same time developing its online servicesMeasuring effectivenessKey measures of Nationwide's effectiveness as a mutual organization include the terms and conditions on which it does business with its members, who also form the overwhelming majority of its customers. During 2003/04, Nationwide delivered £588m by way of better value to its members. This consisted of £236m to savers in the form of better savings rates, £223m to borrowers through lower rates and £129m in lower fees and charges.Another measure of effectiveness is an organization's treatment of its staff. In 2003, the European Commission carried out a survey of 1,000 businesses around the EU. Nationwide was placed in the top 100 workplaces. In a survey conducted by the Financial Times, Nationwide was placed 11th in the competition to find the best of the UK's top 50 workplaces.Another measure is Nationwide's ability to attract new members (members are eithersavers or borrowers who take out a mortgage). In the year 2003/04 Nationwide attracted nearly 370,000 new members and has a current membership of around 11 million, equivalent to at least a quarter of all UK households.The growing popularity of mutual organizations allied to their ability to retain existing customers and attract new business means that Nationwide has now achieved a 12.8% market share of new mortgage lending compared with a historic market share of 7.9%.ConclusionAs a business concept, mutuality remains alive and well. By playing to its strengths, Nationwide Building Society is demonstrating that, within the financial world, organizations which for strategic reasons, have made the decision to remain structured as mutual organizations are able to flourish. This is because they have the flexibility not only to provide a service to their members instead of maximizing profits, but also to do it in a way that provides them with a distinctive advantage over demutualised organizations operating in the same financial market place.以下答案仅供参考1. Theories or suggestions extracted from textbook，including analysis and your suggestions (10 marks)（这一部分可以用中文回答）(1) Value = benefits – financial cost – other user’s costThe core of the business include a responsibility to members that enables Nationwide to offer services that compete with banks but at a lower cost because dividends do not have to be paid to shareowners. These clearly decrease the financial cost of its customers and increase their value. National should keep on the distinctive position. Building societies that have become banks are able to raise money more easily and to take on new and different lines of business. That means National should diversify its products to compete with banks.(2) National’s relational marketing excels banks as its owners are just its customers, which saves the expenses of loyalty program. National’s distribution network is larger thanbanks, the superiority of which could be taken use of. Paralleling the network should be the branching of banking business to meet the need of its members and increase the variety of its prouducts.。

服务营销英文案例2

CASE 3 Dr. Beckett’s Dental OfficeL AUREN K. W RIGHTA dentist seeks to differentiate her practice on the basis of quality. She constructs a new office and redesigns the practice to deliver high quality to her patients and to improve productivity though increased efficiency. However, it’s not always easy to convince patients that her superior service justifies higher fees that are not always covered by insurance.Management Comes to Dentistry“I just hope the quality differences are visible to our patients,” mused Dr. Barbro Beckett as she surveyed the office that housed her well-established dental practice. She had recently moved to her current location from an office she felt was too cramped to allow her staff to work efficiently—a factor that was becoming increasingly important as the costs of providing dental care continued to rise. While Dr. Beckett realized that productivity gains were necessary, she did not want to compromise the quality of service her patients received.The classes Dr. Beckett took in dental school taught her a lot about the technical side of dentistry but nothing about the business side. She received no formal training in the mechanics of running a business or understanding customer needs. In fact, professional guidelines discouraged marketing or advertising of any kind. That had not been a major problem 22 years earlier, when Dr. Beckett started her practice, since profit margins had been good then. But the dental care industry had changed dramatically. Costs rose as a result of labor laws, malpractice insurance, and the constant need to invest in updating equipment and staff training as new technologies were introduced. Dr. Beckett’s overhead was now between 70 and 80 percent of revenues before accounting for her wages or office rental costs.At the same time provider overhead was rising, there was a movement in the United States to reduce health care costs to insurance companies, employers, and patients by offering “managed health care” through large health maintenance organizations (HMOS). The HMOs set the prices for various services by putting an upper limit on the amount that their doctors and dentists could charge for various procedures. The advantage to patients was that their health insurance covered virtually all costs. But the price limitations meant that HMO doctors and dentists would not be able to offer certain services that might provide better quality care but were too expensive. Dr. Beckett had decided not to become an HMO provider because the reimbursement rates were only 80-85 percent of what she normally charged for treatment. She felt that she could not provide high-quality care to patients at these rates.These changes presented some significant challenges to Dr. Beckett, who wanted to offer the highest level of dental care rather than being a low-cost provider. With the help of a consultant, she decided her top priority was differentiating the practice on the basis of quality. She and her staff developed an internal mission statement that reflected this goal.The mission statement (prominently displayed in the back office) read, in part: It is our goal to provide superior dentistry in an efficient, profitable manner within the confines of a caring, quality environment.Since higher quality care was more costly, Dr. Beckett’s patients often had to pay fees for costs not covered by their insurance policies. If the quality differences weren’t substantial, thesepatients might decide to switch to an HMO dentist or another lower-cost provider.Redesigning the Service Delivery SystemThe move to a new office gave Dr. Beckett a unique opportunity to rethink almost every aspect of her service. She wanted the work environment to reflect her own personality and values as well as providing a pleasant place for her staff to work.Facilities and EquipmentDr. Beckett first looked into the office spaces available in the Northern California town where she practiced. She didn’t find anything she liked, so she hired an architect from San Francisco to design a contemporary office building with lots of light and space. This increased the building costs by $100,000, but Dr. Beckett felt it would be a critical factor in differentiating her service.Dr. Beckett’s new office was Scandinavian in design (reflecting her Swedish heritage and attention to detail). The waiting room and reception area were filled with modern furniture in muted shades of brown, grey, green, and purple. Live plants and flowers were abundant, and the walls were covered with art. Classical music played softly in the background. Patients could enjoy a cup of coffee or tea and browse through the large selection of current magazines and newspapers while they waited for their appointments.The treatment areas were both functional and appealing. There was a small conference room with toys for children and a DVD player that was used to show patients educational films about different dental procedures. Literature was available to explain what patients needed to do to maximize the benefits of their treatment outcomes.The chairs in the examining rooms were covered in leather and very comfortable. Each room had a large window that allowed patients to watch birds eating at the feeders that were filled each day. There were also attractive mobiles hanging from the ceiling to distract patients from the unfamiliar sounds and sensations they might be experiencing. Headphones were available with a wide selection of music.The entire “back office”staff (including Dr. Beckett) wore uniforms in cheerful shades of pink, purple, and blue that matched the office décor. All the technical equipment looked very modern and was spotlessly clean. State-of-the-art computerized machinery was used for some procedures. Dr. Beckett’s dental degrees were prominently displayed in her office, along with certificates from various programs that she and her staff had attended to update their technical skills (Exhibit 1).Exhibit 1: A Modern, State-of-the-Art Treatment Room Projects a Professional Image to Visiting PatientsService PersonnelThere were eight employees in the dental practice, including Dr. Beckett (who was the only dentist). The seven staff members were separated by job function into “front office”and “back office”workers. Front office duties (covered by two employees) included receptionist and secretarial tasks and financial / budgeting work. The back office was divided into hygienists and chair side assistants.The three chair side assistants helped the hygienists and Dr. Beckett with treatmentprocedures. They had specialized training for their jobs but did not need a college degree. The two hygienists handled routine exams and teeth cleaning plus some treatment procedures. In many dental offices, hygienists had a tendency to act like “prima donnas” because of their education (a bachelor’s degree plus specialized training) and experience. According to Dr. Beckett, such an attitude could destroy any possibility of teamwork among the office staff. She felt very fortunate that her hygienists viewed themselves as part of a larger team that worked together to provide quality care to patients.Dr. Beckett valued her friendships with staff members and understood that they were a vital part of the service delivery. “90 percent of patients’perceptions of quality come from their interactions with the front desk and the other employees—not from the staff’s technical skills,”she stated. When Dr. Beckett began to redesign her practice, she discussed her goals with the staff and involved them in the decision-making process. The changes meant new expectations and routines for most employees, and some were not willing to adapt. There was some staff turnover (mostly voluntary) as the new office procedures were implemented. The current group worked very well as a team.Dr. Beckett and her staff met briefly each morning to discuss the day’s schedule and patients. They also had longer meetings every other week to discuss more strategic issues and resolve any problems that might have developed. During these meetings, employees made suggestions about how to improve patient care. Some of the most successful staff suggestions include: “thank you”cards to patients who referred other patients; follow-up calls to patients after major procedures; a “gift” bag to patients after they’ve had their teeth cleaned that contains a toothbrush, toothpaste, mouthwash and floss; buckwheat pillows and blankets for patient comfort during long procedures; coffee and tea in the waiting area; and a photo album in the waiting area with pictures of staff and their families (Exhibit 2).Exhibit 2: Service Delivery Is Enhanced through Customized Interaction with Patients Both Young and OldThe expectations for staff performance (in terms of both technical competence and patient interactions) were very high. But Dr. Beckett provided her employees with many opportunities to update their skills by attending classes and workshops. She also rewarded their hard work by giving monthly bonuses if business had been good. Since she shared the financial data with her staff, they could see the difference in revenues if the schedule was slow or patients were dissatisfied. This provided an extra incentive to improve service delivery. The entire office also went on trips together once a year (paid for by Dr. Beckett); spouses were welcome to participate but had to cover their own trip expenses. Past destinations for these excursions had included Hawaii and Washington, D.C.Procedures and PatientsWith the help of a consultant, all the office systems (including billing, ordering, lab work, and patient treatment) were redesigned. One of the main goals was to standardize some of the routine procedures so that error was reduced and all patients would receive the same level of care. Specific times were allotted for each procedure and the staff worked very hard to see that these times were met. Office policy specified that patients should be kept waiting no longer than 20minutes without being given the option to reschedule, and employees often called patients in advance if they knew there would be a delay. They also attempted to fill in cancellations to make sure office capacity was maximized. Staff members substituted for each other when necessary or helped with tasks not specifically in their job descriptions in order to make things run more smoothly.Dr. Beckett’s practice included about 2,000 “active”patients (and many more who came infrequently). They were mostly white-collar workers with professional jobs (university employees, health care workers, and managers /owners of local establishments.) She did no advertising; all of her new business came from positive word of mouth by current patients. Dr. Beckett’s practice was so busy that patients often had to wait 3-4 months for a routine cleaning and exam (if they didn’t have their appointments automatically scheduled every 6 months), but they didn’t seem to mind the delay.The dentist believed that referrals were a real advantage because new patients didn’t come in “cold.” She did not have to sell herself because they had already been told about her service by friends or family. All new patients were required to have an initial exam so that Dr. Beckett could do a needs assessment and educate them about her service. She believed this was the first indication to patients that her practice was different from others they had experienced.The Biggest Challenge“Redesigning the business was the easy part,” Dr. Beckett sighed. “Demonstrating the high level of quality to patients is the hard job.” She said this task was especially difficult since most people disliked going to the dentist or felt that it was an inconvenience and came in with a negative attitude. Dr. Beckett tired to reinforce the idea that quality dental care depended on a positive long-term relationship between patients and the dental team. This philosophy was reflected in a section of the patient mission statement hanging in the waiting area: We are a caring, professional dental team serving motivated, quality-oriented patients interested in keeping healthy smiles for a lifetime. Our goal is to offer a progressive and educational environment. Your concerns are our focus.Although Dr. Beckett enjoyed her work, she admitted it could be difficult to maintain a positive attitude. The job required precision and attention to detail, and the procedures were often painful for patients. She often felt as though she were “walking on eggshells” because she knew patients were anxious and uncomfortable, which made them more critical of her service delivery. It was not uncommon for patients to say negative things to Dr. Beckett even before treatment began (such as, “I really hate going to the dentist—it’s not you, but I just don’t want to be here!”). When this happened, she reminded herself that she was providing quality service whether patients appreciated it or not. “The person will usually have to have the dental work done anyway,” she remarked, “so I just do the best job I can and make them as comfortable as possible.” Even though patients seldom expressed appreciation for her services, she hoped that she made a positive difference in their health or appearance that would benefit them in the long run.Exhibit 3:A Team of Closely-Knit Professionals Working Under the Guidance of a Clear, Common Mission Statement Can Help Overcome the Most Negative Preconceived Notions About Visiting the DentistStudy Questions1.Which of the seven elements of the Service Marketing Mix are addressed in this case? Giveexamples of each “P” you identify.2.Why do people dislike going to the dentist? Do you feel Dr. Beckett has addressed thisproblem effectively?3.How do Dr. Beckett and her staff educate patients about the service they are receiving? Whatelse could they do?4.What supplementary services are offered? How do they enhance service delivery?5.Contrast your own dental care experiences with those offered by Dr. Beckett’s practice. Whatdifferences do you see? Based on your review of this case, what advice would you give (a) to your current or former dentist, and (b) to Dr. Beckett?。

捷蓝的市场营销分析案例英文版

Individual Assignment 2(30 poi nts)Due: 5:00pm Mar 07, 2013Objective: Stude nts will lear n how to ide ntify the research questi ons in the case study; an alyze the market situati ons; and make suggesti ons or recomme ndati ons to solve the market ing problems. Creative suggestions or recommendations are especially encouraged!Instructions:- Please read the case study and an swer the 5 questi ons below.- In dividual assig nment 2 should be tur ned in on Blackboard with an attached word file (see the “ assignments ”)- Please note the deadli ne. If you miss the deadli ne, but tur n in the assig nment withi n 3 days (5:00pm Mar 10, 2013), 5 poi nts will be deducted for the delay. After 3 days pas sed the deadline, no late work will be accepted. Please submit the late turn-in to Dr. R ebecca Tang by ISU email.Background Study: Stude nts are advised to con duct market ing research before an sweri ng the questi on s. . (Background study does NOT need to be shown in the answer sheet students turn in). There are several pote ntial approaches of marketi ng research:* Con sider whether JetBlue ' s PR resp onse was eno ugh or could they have done more for their customers?* Analyze JetBlue ' s response to how other airlines have responded to similar situatio ns * Prepare a SWOT for JetBlueReal Choices at Jet BlueWhen low-cost carrier JetBlue Airways began operations in 1999, it promised customers cheap fares comb ined with excepti onal service. JetBlue pla nes offer more leg room and all seats on JetBlue pla nes offer passe ngers 36-cha nnel DIREC T T V service on seat-back scree ns.For seve n years, JetBlue, with a few excepti ons, kept its promise to passe ngers and shot to the top of customer satisfact ion surveys J.D. Powers and Associates con ducted. On Vale nti ne ' s Day, 2007, however, the airli ne suffered therwisrst cits history. Due to an un expected New York ice storm, nine JetBlue pla nes full of passe ngers were stra nded on the tarmac for over 6 hours) ne pla ne and its 130 passe ngers sat on the tarmac for 10 hours. The pla nes left the gate and the n found they couldn ' t take off but the airlines, feeling that the storm would let up by midmorning, did not allow the pla nes to return to the gate. In the end, the wheels of the pla nes were froze n in the slush, un able to move.In the n ext few days things got eve n worse for JetBlue as a sno wball effect (pard on the pun) from the storm caused hun dreds of flights to be can celle d JetBlue ' s flight attendants and pilots were not where they were needed and the compa ny' s com muni cati on system staff people were not trai nedteo them what to do. At some airports, police had to be called in to help calm dow n the irate customers.While the airli ne was far less tha n satisfactory in its resp onse to the Valentine ' s Day ice storm, its response to the crisis was a model of excPle. Seek ing to quickly resp ond to the crisis and appease angry customer, CEO David Neelema n quickly apologized to customers and expla ined what went wrong. He said he felt “ mortified ” and “ humiliated. ” To get his message across, he appeared on CNN sAmerican Morning, Today, Fox and Friends, and Squawk Boxearly the next day. But JetBlue did more tha n just apologize to con sumers. The airli ne offered passe ngers who were stra nded on JetBlue pla nes for three hours or more a full refund plus a free roun d-trip ticket to any JetBlue desti nati on. In all, the airli ne spe nt $30 milli on on vouchers for passe ngers of the 1,102 can celled flights.In additi on to its immediate resp onse to the February can cellati ons, JetBlue cited its dedication to “ bringing humanity back to air travel ” and established a Customer Bill of Rights retroactive to February 14. The Bill of Rights outl ines what JetBlue will provide to its customers in cases of flight can cellati ons, departure delays, overbook ings (customers who are denied board ing will received $1000), and eve n?whe n the DIRECTTV is in operable.But will these cha nges satisfy customers? Most customers reacted with cauti on, say ing that they would be watchi ng the airli ne to see if it lived up to its promise. Other stra nded passe ngers were less positive and some vowed n ever to fly JetBlue aga in.Will the Bill of Rights allow JetBlue to gain the level of customer loyalty it enjoyed before the crisis? While most customers of delayed flights may be satisfied, others may not. What about customers whose delays fall 10 minu tes short of recei ving a full-price trip voucher? And what will happe n whe n ano ther crisis occurs? JetBlue must continue to develop customer service and PR programs if it is to stay in the air for the long haul.You Make the Call1. What is the decision facing JetBlue? (6 points) (Tip: please find it out from the case studyabove)How to take appropriate and effective measures to solve the problem, to obta in customerloyalty,for example, quickly apologized to customers and explained what went wrong;appeared on CNN ' s American Morning. Today, Fox and Frie nds, and Squawk Box early the n ext day; established a Customer Bill of Rights retroactive; develop customer service and PR programs; Announ ced huge compe nsati on scheme2. What factors are important in understanding this decision situation? (6 points) (Tip: please findthem out from the case study above)a. In sufficie nt internal computer system;b. Emerge ncy com muni cati ons process ing system without complete and effective ；c. Service pers onn el lack professi onal emerge ncy kno wledge;d. Customer dissatisfact ion and an ger3. What are the alter natives? (6 points )(Tip: based on the marketi ng research you do, recommend several alter native marketi ng strategies. Creative strategies are especially en couraged!).a. Advertisi ng and marketi ng strategies: product and market positi oning, the use ofcelebrity;b. The customer is supreme strategy: to un dersta nd con sumer dema nd, proper pla nningmarketi ng programs, to provide sin cere service.4. What decision(s) do you recommend? (Tip: You may focus on several of the alter nativesdeveloped. You are en couraged to discuss which alter native acti ons are more critical.) The customer is supreme strategy: to cultivate customer loyalty is a main stay of the developme nt of the compa ny, to sell the compa ny products and services, make great efforts and other aspects, Therefore, the customer is God, the customer is supreme strategy, to meet customer dema nd for all reas on able and feasible, in order to build customer loyalty.5. What are some ways to implement your recommendation? (6 points)(Tip: You may make avariety of suggesti ons for impleme ntati on depe nding on their recomme ndatio ns. These may in clude specific promotio n activities, specific prici ng, research activities and many others。

营销策略英语范文大全

营销策略英语范文大全Marketing Strategy 1: Social Media AdvertisingIn today's digital age, social media has become an integral part of people's lives. Therefore, leveraging social media platforms to promote products or services is an effective marketing strategy. Firstly, it is crucial to identify the target audience and select suitable social media platforms accordingly. For example, if the target audience is mainly young adults, platforms like Instagram and TikTok would be ideal.Next, creating engaging and tailored content is vital to capture the audience's attention. This can be achieved by providing valuable information, such as product reviews, informative videos, or interactive contests. To increase reach and engagement, it is essential to utilize social media advertising tools, such as sponsored posts, targeted ads, and influencer partnerships.Furthermore, customer engagement is key when implementing social media advertising. Responding promptly to customer inquiries and comments builds trust and loyalty. It is also important to encourage users to share their experiences and reviews, as positive user-generated content enhances brand credibility.Lastly, analyzing the performance of social media campaigns is crucial for continuous improvement. Monitoring key metrics such as reach, engagement, conversion rates, and return on investment helps evaluate the effectiveness of the strategy. Based on these insights, marketers can make informed decisions and adapt theirsocial media advertising accordingly.Marketing Strategy 2: Content MarketingContent marketing revolves around creating and distributing valuable, relevant, and consistent content to attract and retain a clearly defined audience. This strategy focuses on building brand awareness, establishing thought leadership, and cultivating long-term customer relationships.To begin with, it is crucial to conduct thorough market research to understand the target audience's needs, preferences, and pain points. This enables marketers to create content that addresses these concerns and provides relevant solutions. Whether it's blog articles, educational videos, podcasts, or infographics, the content should be engaging and useful to the target audience.Moreover, ensuring the content is optimized for specific channels is essential. This means adapting the format, tone, and style to suit different platforms like websites, social media, or email newsletters. Consistency in branding and messaging across channels helps reinforce brand identity and enhances recognition.Additionally, utilizing search engine optimization (SEO) techniques is essential for content marketing success. Incorporating relevant keywords, optimizing meta tags, and building internal and external links can improve search engine rankings, driving more organic traffic to the content.Furthermore, actively encouraging audience engagement throughcomments, social media shares, or reviews is crucial. This not only helps build a community around the brand but also provides valuable feedback and insights. Engaging with the audience also demonstrates the brand's commitment to customer satisfaction.Lastly, regularly monitoring content performance through analytics tools enables marketers to identify successful content formats, topics, or platforms. This allows for continuous improvement and optimization of the content marketing strategy over time.Marketing Strategy 3: Influencer PartnershipsInfluencer partnerships have gained significant popularity in recent years as an effective marketing strategy to reach and engage target audiences. Influencers are individuals with a loyal following on platforms such as Instagram, YouTube, or blogs, who have the power to influence their followers' purchasing decisions.To establish successful influencer partnerships, it is vital to select influencers whose audience aligns with the target market. Collaborating with influencers who share the same values, interests, or demographics ensures the message resonates with the right audience.It is important to develop a mutually beneficial partnership with influencers. Compensation can vary, such as monetary payment, free products or services, or exclusive discounts for the influencer's followers. Building a strong relationship and treating influencers as valuable brand advocates is key to a successful partnership.When crafting the collaboration, it is essential to give influencers creative freedom to promote the product or service in an authentic and genuine way. This ensures that the content feels organic and resonates with the influencer's audience. It is important to strike a balance between brand messaging and the influencer's personal style to maintain authenticity.Throughout the partnership, monitoring the campaign's performance and collecting feedback is crucial. Tracking metrics like engagement rates, reach, conversions, and follower growth helps evaluate the effectiveness of the partnership. Analyzing the results also provides insights for future influencer collaborations. In conclusion, social media advertising, content marketing, and influencer partnerships are three effective marketing strategies to consider. Each strategy requires thoughtful planning, execution, and continuous evaluation to drive desired business outcomes and build a strong brand presence.。

整合营销渠道案例英文版

A realization of the brand promise
❖Performance, safety, technology, innovation
Recognition Service Information Convenience Helpfulness
How BMW Buyers Make PerPsounracl hPraosfitefroDmePcuirscihoanses=
Increase customer loyalty through understanding and ability to deliver relevant, timely communication
Secure BMW’s place in its customers’ lives by identifying which households are good targets
Provide a comprehensive view of the automotive and financial services BMW customer
Deliver short term, incremental revenue through opportunistic marketing programs
How can BMW card owners increase the lifetime value of the vehicle owners?
Where are the pockets of our most profitable customers?
Which customers will deliver additional revenue through financial services products

服务营销英文案例214274字投稿：姜嚊嚋

服务营销英文案例2 14274字投稿：姜嚊嚋LAUREN K. WRIGHTA dentist seeks to differentiate her practice on the basis of quality. She constructs a new office and redesigns the practice to deliver high quality to her patients and to improve productivity though increased efficiency. However, it’s not always easy to convince patients that her superior servicejustifies higher fees that are not always covered by insurance.Management Comes to Dentistry“I just hope the quality differences are visible to our patients,”mused Dr. Barbro Beckett as she surveyed the office that housed her well-established dental practice. She had recently moved to her current location from an office she felt was too cramped to allow her staff to work efficiently—a factor that was becoming increasingly important as the costs of providing dental care continued to rise. While Dr. Beckett realized that productivity gains were necessary, she did not want to compromise the quality of service her patients received.The classes Dr. Beckett took in dental school taught her a lot about the technical side of dentistry but nothing about the business side. She received no formal training in the mechanics of running a business or understanding customer needs. In fact, professional guidelines discouraged marketing or advertising of any kind. That had not been a major problem 22 years earlier, when Dr. Beckett started her practice, since profit margins had been good then. But the dental care industry had changed dramatically. Costs rose as a result of labor laws, malpractice insurance, and the constant need to invest in updating equipment and staff training as new technologies were introduced. Dr. Beckett’s overhead was now between 70 and 80 percent of revenues before accounting for her wages or office rental costs.At the same time provider overhead was rising, there was a movement in the United States to reduce health care costs to insurance companies, employers, and patients by offering “managed health care” through large health maintena nce organizations (HMOS). The HMOs set the prices for various services by putting an upper limit on the amount that their doctors and dentists could charge for various procedures. The advantage to patients was that their health insurance covered virtually all costs. But the price limitations meant that HMO doctors and dentists would not be able to offer certain services that might provide better quality care but were too expensive. Dr. Beckett had decided not to become an HMO provider because the reimbursement rates were only 80-85 percent of what she normally charged for treatment. She felt that she could not provide high-quality care to patients at these rates.These changes presented some significant challenges to Dr. Beckett, who wanted to offer the highest level of dental care rather than being a low-cost provider. With the help of a consultant, she decided her top priority was differentiating the practice on the basis of quality. She and her staff developed aninternal mission statement that reflected this goal.The mission statement (prominently displayed in the back office) read, in part: It is our goal to provide superior dentistry in an efficient, profitable manner within the confines of a caring, quality environment.Since higher quality care was more costly, Dr. Beckett’s patients often had to pay fees for costs not covered by their insurance policies. If the quality differences weren’t substantial, thesepatients might decide to switch to an HMO dentist or another lower-cost provider.Redesigning the Service Delivery SystemThe move to a new office gave Dr. Beckett a unique opportunity to rethink almost every aspect of her service. She wanted the work environment to reflect her own personality andvalues as well as providing a pleasant place for her staff to work.Facilities and EquipmentDr. Beckett first looked into the office spaces available in the Northern California town where she practiced. She didn’t find anything she liked, so she hired an architect from San Francisco to design a contemporary office building with lots of light and space. This increased the building costs by $100,000, but Dr. Beckett felt it would be a critical factor in differentiating her service.Dr. Beckett’s new office was Scandinavian in design (reflecting her Swedish heritage and attention to detail). The waiting room and reception area were filled with modern furniture in muted shades of brown, grey, green, and purple. Live plants and flowers were abundant, and the walls were covered with art. Classical music played softly in the background. Patients could enjoy a cup of coffee or tea and browse through the large selection of current magazines andnewspapers while they waited for their appointments.The treatment areas were both functional and appealing. There was a small conference room with toys for children and a DVD player that was used to show patients educational films about different dental procedures. Literature was available to explain what patients needed to do to maximize the benefits of their treatment outcomes.The chairs in the examining rooms were covered in leather and very comfortable. Each room had a large window that allowed patients to watch birds eating at the feeders that were filled each day. There were also attractive mobiles hanging from the ceiling to distract patients from the unfamiliar sounds and sensations they might be experiencing. Headphones were available with a wide selection of music.The entire “back office” staff (including Dr. Beckett) wore uniforms in cheerful shades of pink, purple, and blue that matched the office décor. All the technical equipment looked very modern and was spotlessly clean. State-of-the-art computerized machinery was used for some procedures. Dr.Beckett’s dental degrees were prominently displayed in her office, along with certificates from various programs that she and her staff had attended to update their technical skills (Exhibit 1).Exhibit 1: A Modern, State-of-the-Art Treatment Room Projects a Professional Image to Visiting PatientsService PersonnelThere were eight employees in the dental practice, including Dr. Beckett (who was the only dentist). The seven staff members were separated by job function into “front office” and “back office” worke rs. Front office duties (covered by two employees) included receptionist and secretarial tasks and financial / budgeting work. The back office was divided into hygienists and chair side assistants.The three chair side assistants helped the hygienists and Dr. Beckett with treatmentprocedures. They had specialized training for their jobs but did not need a college degree. The two hygienists handled routine exams and teeth cleaning plus some treatment procedures. In many dental offices, hygienists had a tendency to act like “prima donnas” because of their education (a bachelor’s degree plus specialized training) and experience. According to Dr. Beckett, such an attitude could destroy any possibility of teamwork among the office staff. She felt very fortunate that her hygienists viewed themselves as part of a larger team that worked together to provide quality care to patients.Dr. Beckett valued her friendships with staff members and understood that they were a vital part of the service delivery. “90 percent of patients’perceptions of quality come from their interactions with the front desk and the other employees—not from the staff’s technical skills,” she stated. When Dr. Beckett began to redesign her practice, she discussed her goals with the staff and involved them in the decision-making process. The changes meant new expectations and routines for mostemployees, and some were not willing to adapt. There was some staff turnover (mostly voluntary) as the new office procedures were implemented. The current group worked very well as a team.Dr. Beckett and her staff met briefly each morning to discuss the day’s schedule and patients. They also had longer meetings every other week to discuss more strategic issues and resolve any problems that might have developed. During these meetings, employees made suggestions about how to improve patient care. Some of the most successful staff suggestions include: “thank you” cards to patients who referred other patients; follow-up calls to patients after major pr ocedures; a “gift” bag to patients after they’ve had their teeth cleaned that contains a toothbrush, toothpaste, mouthwash and floss; buckwheat pillows and blankets for patient comfort during long procedures; coffee and tea in the waiting area; and a photo album in the waiting area with pictures of staff and their families (Exhibit 2).Exhibit 2: Service Delivery Is Enhanced through CustomizedInteraction with Patients Both Young and OldThe expectations for staff performance (in terms of both technical competence and patient interactions) were very high. But Dr. Beckett provided her employees with many opportunities to update their skills by attending classes and workshops. She also rewarded their hard work by giving monthly bonuses if business had been good. Since she shared the financial data with her staff, they could see the difference in revenues if the schedule was slow or patients were dissatisfied. This provided an extra incentive to improve service delivery. The entire office also went on trips together once a year (paid for by Dr. Beckett); spouses were welcome to participate but had to cover their own trip expenses. Past destinations for these excursions had included Hawaii and Washington, D.C.Procedures and PatientsWith the help of a consultant, all the office systems (including billing, ordering, lab work, and patient treatment) were redesigned. One of the main goals was to standardize some of the routine procedures so that error was reduced and all patients would receive the same level of care. Specific times were allotted for each procedure and the staff worked very hard to see that these times were met. Office policy specified that patients should be kept waiting no longer than 20minutes without being given the option to reschedule, and employees often called patients in advance if they knew there would be a delay. They also attempted to fill in cancellations to make sure office capacity was maximized. Staff members substituted for each other when necessary or helped with tasks not specifically in their job descriptions in order to make things run more smoothly.Dr. Beckett’s practice included about 2,000 “active” patients (and many more who came infrequently). They were mostly white-collar workers with professional jobs (university employees, health care workers, and managers /owners of local establishments.) She did no advertising; all of her new businesscame from positive word of mouth by current patients. Dr. Beckett’s practice was so busy that patients often had to wait 3-4 months for a routine cleaning and exam (if they didn’t have their appointments automatically scheduled every 6 months), but they didn’t seem to mind the delay.The dentist believed that referrals were a real advantage because new patients didn’t come in “cold.” She did not have to sell herself because they had already been told about her service by friends or family. All new patients were required to have an initial exam so that Dr. Beckett could do a needs assessment and educate them about her service. She believed this was the first indication to patients that her practice was different from others they had experienced.The Biggest Challenge“Redesigning the business was the easy part,” Dr. Beckett sighed. “Demonstrating the high level of quality to patients is the hard job.” She said this task was especially difficult since most people disliked going to the dentist or felt that it was an inconvenience and came in with a negative attitude. Dr. Becketttired to reinforce the idea that quality dental care depended on a positive long-term relationship between patients and the dental team. This philosophy was reflected in a section of the patient mission statement hanging in the waiting area: We are a caring, professional dental team serving motivated, quality-oriented patients interested in keeping healthy smiles for a lifetime. Our goal is to offer a progressive and educational environment. Your concerns are our focus.Although Dr. Beckett enjoyed her work, she admitted it could be difficult to maintain a positive attitude. The job required precision and attention to detail, and the procedures were often painful for patients. She often felt as though she were “walking on eggshells” because she knew patients were anxious and uncomfortable, which made them more critical of her service delivery. It was not uncommon for patients to say negative things to Dr. Beckett even before treatment began (such as, “I really hate going to the dentist—it’s not you, but I just don’t want to be here!”). When this happened, she reminded herself that she was providing quality service whether patients appreciated it or not. “The person will usually have to have the dental work done anyway,” she remarked, “so I just do the bestjob I can and make them as co mfortable as possible.” Even though patients seldom expressed appreciation for her services, she hoped that she made a positive difference in their health or appearance that would benefit them in the long run.Exhibit 3: A Team of Closely-Knit Professionals W orking Under the Guidance of a Clear, Common Mission Statement Can Help Overcome the Most Negative Preconceived Notions About Visiting the DentistStudy Questions1. Which of the seven elements of the Service Marketing Mix are addressed in this case? Giveexamples of each “P” you identify.2. Why do people dislike going to the dentist? Do you feel Dr.Beckett has addressed thisproblem effectively?3. How do Dr. Beckett and her staff educate patients about the service they are receiving? Whatelse could they do?4. What supplementary services are offered? How do they enhance service delivery?5. Contrast your own dental care experiences with those offered by Dr. Beckett’s practice. Whatdifferences do you see? Based on your review of this case, what advice would you give (a) to your current or former dentist, and (b) to Dr. Beckett?CASE 3 Dr. Beckett’s Dental Office LAUREN K. WRIGHT A dentist seeks to differentiate her practice on the basis of quality. Sh…高考政治真题分类汇编：中华文化与民族精神1、（2015年福建文综政治29）图12是汉字“文”的书写变化的过程，从中我们可以解读出①汉字的产生与发展是一种自然现象②汉字在历史变迁中进行传承和发展③文化都是自己时代的精神上的精华④文化的变化与发…电子商务概论论文专业：班级：姓名：学号：完成日期：摘要：随着Internet技术的飞速发展，各企业、公司正千方百计地扩大他们的市场。

1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。

Native ads
The cases
Twitter，microblog，SNS
（social networking service）
Ads become boutique posts
CITIC Bank（中信银行） Native ads Homemade micro-film， TV drama program The series of clear（清扬）
Interactive programs
P&G，crest（佳洁士）-吃货掌门人
Native ads
SNS
a screenshot of one foreign website
Its format, color and content is very similar to the others. When people browse this webpage.They won't skip it on purpose.In this way .ads work out.
Interactive programs
P&G，crest（佳洁士）-吃货掌门人
Native ads
Our responsibility as marketers
Native ads is the future，more and more people will say good-bye to the banner advertisement that troubles customers. It should subvert ads field. Therefore，as markers of digital age ，we should be responsible for native ads，make it a reality.
Twitter，microblog，SNS
（social networking service）
Ads become boutique posts
CITIC Bank（中信银行） Native ads Homemade micro-film， TV drama program The series of clear（清扬）
Native ads
Native ads
The content must be valuabal Let users select on his or her own Visual sense is integreted with web,not abrupt
Native ads
The cases
Native ads
The cases
Twitter，microblog，SNS
（social networking service）
Ads become boutique posts
CITIC Bank（中信银行） Native ads Homemade micro-film， TV drama program The series of clear（清扬）
In 2012， the most popular word of the commercial field
Native ads
原生广告
Native adsΒιβλιοθήκη Non-native ads
Non-native ads（非原生广告）is some kind of advertisement which is so obvious that you recognize it with one look，then you will neglect and pass it spontaneously.
Interactive programs
P&G，crest（佳洁士）-吃货掌门人
Native ads
Film and drama
It tells a story about a hypnotist and his client.they fall in love with each other .In this film.all consumptions are through citic bank . Until the film comes to an end .we know it is a advertisement. I believe it's great. It helps consumers remember the product as feeling leading role's emotions.
No，
Ads again
Native ads
Native ads
Native ads is a specially designed media form which makes advertisement a part of the content. This kind of advertisement can make product brand compatible with the website. For example，videos，photos as well as passages will be integrated into the website，rather than be there separately.
Native ads
The significance of native ads’appearance
New field— the design of native Encourage ads Make web’ ads creation， commercializ break form ation tend to limit native
Native ads