营销渠道中英文对照外文翻译文献.doc

本科生毕业设计（论文）外文翻译

学院：商贸学院

学号： 120134030

专业班级：市场营销1301班

学生姓名：宫超

指导教师：赵丹

年月日

Marketing Channels and Value Networks

Most producers do not sell their goods directly to the final users between them stands a set of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel also called a trade channel or distribution channel .Formally marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after production culminating in purchase and use by the final end user.

Some intermediaries-such as wholesalers and retailers-buy take title to and resell the merchandise they are called merchants. Others-brokers manufacturer’s representatives sales agents-search for customers and may negotiate on the producers behalf but do not take title to the goods they are called agents. Still others-transportation companies independent warehouses banks advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales they are called facilitators.

The Importance of Channels

A marketing channel system is the particular set of marketing channels a firm employs and decisions about it are among the most critical ones management

faces. In the United States channel members collectively have earned margins that account for 30 to 50 of the ultimate selling price. In contrast advertising typically has accounted for less than 5 to 7 of the final price. Marketing channels also represent a substantial opportunity cost. One of the chief roles of marketing channels is to convert potential buyers into profitable customers. Marketing channels must not just serve markets they must also make markets. The channels chosen affect all other marketing decisions. The company’s pricing depends on whether it uses mass merchandis ers or high-quality boutiques. The firm’s sale force and advertising decisions depend on how much training and motivation dealers need. In addition channel decisions include relatively long-term commitments with other fins as well as a set of policies and procedures. When an automaker signs up independent dealers to sell its automobiles the automaker cannot buy them out the next day and replace them with company-owned outlets. But at the same time channel choices themselves depend on the company’s marketing strategy with respect to segmentation targeting and positioning. Holistic marketers ensure that marketing decisions in all these different areas are made to collectively maximize value.

In managing its intermediaries the firm must decide how much effort to devote to push versus pull marketing. A push strategy uses the manufacturers sales force trade promotion money or other means to induce intermediaries to carry promote and sell the product to end users. Push strategy is appropriate where there is low brand loyalty in a category brand choice is made in the store the product is an impulse item and product benefits are well understood. In a pull strategy the manufacturer uses advertising promotion and other forms of communication to persuade consumers to demand the product from intermediaries thus inducing the intermediaries to order it .Pull strategy is appropriate when there is high brand loyalty and high involvement in the category when consumers are able to perceive differences between brands and when they choose the brand before they go to the store. For years drug companies aimed ads solely at doctors and hospitals but in 1997 the FDA issued guidelines for TV ads that opened the way for pharmaceuticals to reach consumers directly. This is particularly evident in the burgeoning business of prescription sleep aids.

Top marketing companies such as Coca-Cola Intel and Nike skillfully employ both push and pull strategies. Marketing activities directed towards the channel as part of a push strategy are more effective when accompanied by a well-designed and well-executed pull strategy that activates consumer demand. On the other hand without at least some consumer interest it can be very difficult to gain much channel acceptance and support

Channel Development

A new firm typically starts as a local operation selling in a fairly circumscribed

market using existing intermediaries. The number of such intermediaries is apt to be

limited: a few man ufacturer’s sales agents a few wholesalers several established

retailers a few trucking companies and a few warehouses. Deciding on the best

channels might not be a problem the problem is often to convince the available intermediaries to handle the firm’s line.

If the firm is successful it might branch into new markets and use different channels in different markets. In smaller markets the firm might sell directly to retailers in larger markets it might sell through distributors. In rural areas it might work with general-goods merchants in urban areas with limited-line merchants. In one part of the country it might grant exclusive franchises in another it might through outlets to handle the merchandise. In one country it might use international sales agents in another it might partner with a local firm.

International markets pose distinct challenges. Customers shopping habits can

vary by countries and many retailers such as Germany's Aldi the United Kingdoms

Tesco and Spains Zara have redefined themselves to a certain degree when entering anew market to better tailor their image to local needs and wants. Ret ailers that have largely stuck to the same selling formula regardless of geography such as Eddie Bauer Marks amp Spencer and Walt-Mart-marketing strategy for Its entrance into 1MUS. market to slack different national manufacturer have sometimes encountered trouble in entering new markets.

In short the channel system evolves as a function of local opportunities and

conditions emerging threats and opportunities company resources and capabilities

and other factors. Consider some of the challenges Dell has encountered in recent years.

Hybrid Channels

Today’s successful companies are also multiplying the number of quot go-to-market quot or hybrid channels in anyone market area. In contrast to Dell HP has used its sales force to sell to large accounts outbound telemarketing to sell to medium-sized accounts direct mail with an inbound number to sell to small accounts retailers to sell to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and thousands of links on affiliated sites. Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.） What’ s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc.

large accounts outbound telemarketing to sell to medium-sized accounts direct mail with an inbound number to sell to small accounts retailers to sell to still smaller accounts and the Internet to sell specialty items. Staples markets through its traditional retail channel a direct-response Internet site virtual malls and thousands of links on affiliated sites.

Companies that manage hybrid channels must make sure these channels work well together and match each target customers preferred ways of doing business. Customers expect channel integration characterized by features such as: the ability to order a product online and pick it up at a convenient retail location；the ability to return an online-ordered product to a nearby store of the retailer；the right to receive discounts and promotional offers based on total online and off-line purchases. Circuit City estimated in-store pick-ups accounted for more than half its online sales in 2006. Here’s a specific example of a company that has carefully managed its multiple channels. REI（Recreation Equipment Inc.） What’s more frustrating: buying hiking boots that cripple your feet or trying on the perfect pair only to find the store is out of stock in the size or style you want at Recreational Equipment Inc. Understanding Customer Needs

Consumers may choose the channels they prefer based on a number of factors:the price product assortment and convenience of a channel option as well a s their own particular hopping goals economic social or experiential.As with products segmentation exists and marketers employing different types of channels must be