市场定位策略外文翻译

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国际贸易、市场营销类课题外文翻译——市场定位策略(Positioning_in_Practice)

Positioning in PracticeStrategic Role of MarketingFor large firms that have two or more strategic business units (SBUs), there are generally three levels of strategy: corporate-level strategy, strategic-business-unit-level (or business-level) strategy, and marketing strategy. A corporate strategy provides direction on the company's mission, the kinds of businesses it should be in, and its growth policies. A business-level strategy addresses the way a strategic business unit will compete within its industry. Finally, a marketing strategy provides a plan for pursuing the company's objectives within a specific market segment. Note that the higher level of strategy provides both the objectives and guidelines for the lower level of strategy.At corporate level, management must coordinate the activities of multiple strategic business units. Thus the decisions about the organization's scope and appropriate resource deployments/allocation across its various divisions or businesses are the primary focus of corporate strategy.Attempts to develop and maintain distinctive competencies tend to focus on generating superior financial, capital, and human resources; designing effective organizational structures and processes; and seeking synergy among the firm's various businesses.At business-level strategy, managers focus on how the SBU will compete within its industry. A major issue addressed in business strategy is how to achieve and sustain a competitive advantage. Synergy for the unit is sought across product-markets and across functional department within the unit.The primary purpose of a marketing strategy is to effectively allocate and coordinate marketing resources and activities to accomplish the firm's objectives within a specific product-market. The decisions about the scope of a marketing strategy involve specifying the target market segment(s) to pursue and the breadth of the product line to offered. At this level of strategy, firms seek competitive advantage and synergy through a well-integrated program of marketing mix elements tailored to the needs and wants of customers in the target segment(s).Strategic Role of PositioningBased on the above discussion, it is clear that marketing strategy consists of two parts: target market strategy and marketing mix strategy. Target market strategy consists of three processes: market segmentation, targeting (or target market selection), and positioning. Marketing mix strategy refers to the process of creating a uniqueblend of product, distribution, promotion, and pricing strategies (the four Ps) designed to satisfying the needs and wants of customers. Target market strategy and marketing mix strategy are closely linked and have a strong interdependence. The position of a product identified from the target market strategy serves as a guideline for formulating marketing mix strategy.Market segmentation is the process by which a market is divided into distinct customer subsets of people with similar needs and characteristics that lead them to respond in similar ways to a particular product offerings and strategic marketing programs.Targeting or target market selection is the process of selecting a segment or segments to serve by evaluating the relative attractiveness of each segment, the benefit sought, and the firm's relative business strengths.Finally, positioning is the process of designing product offerings and developing strategic marketing programs which collectively create an enduring competitive advantage in the target market.The concept of target market strategy especially positioning is well-known and widely accepted by most marketing practitioners especially consumer goods managers as useful Atheoretical concepts in formulating marketing mix strategy. In practice, however, marketers tend to bypass formal positioning and go directly to formulate marketing mix strategy. This may be due to the fact that these managers do not know how to obtain perceptual maps, which are maps that show the positions of products on a set of primary customer needs.The objective of this paper is to demonstrate a practical way for marketing practitioners to obtain perceptual maps for positioning and marketing mix strategy formulation. Specifically, perceptual mapping and its relation to positioning are first discussed. This is followed by discussion of statistical techniques that can be used to create perceptual maps. Finally, a example of positioning process by factor analysis is demonstrated.Perceptual Mapping: Identification of StrategicBenefitsPositioning is the perceived fit between a particular product and the needs of the target market, and thus positioning concept must be defined relative to the customer’s needs and competitive offerings.It is one of the most important strategic concepts because it is concerned with differentiation. Positioning reflect the careful efforts of marketing firms to portray the benefits they offer customers and to differentiate themselves from competition. Positioning is critical for a product=s success. Not only must the product deliver the benefits the customer needs, but it must do so better than competition.Effective positioning requires assessing the positions occupied by competing products, determining the important dimensions underlying these positions, and choosing a p osition in the market where the organization’smarketing efforts will have the greatest impact. An essential tool for strategic benefit positioning is perceptual maps.Customer Needs and Perceptual Mapping: Method and ProceduresPerceptual maps represent the positions of products on a set of primary customer needs. Perceptual maps visually summarized the dimensions that customers use to perceive and judge products and identify how competitive products are placed on those dimensions. In practice, marketers need to know the number of dimensions, the names of those dimensions, what more detailed customer needs make up the dimensions, where competition is positioned, and where the ideal position for a new product or for repositioning is.A set of useful consumer behavior model has been developed to handle consumer attitudes toward various brands in a marketplace. Hauser and Urban (1977), in a new-product setting, describe the processing of product attributes as compression into smaller number of aggregate dimensions called Aevaluation criteria. The central idea is that the brands in a market can be represented as a set of points in a multidimensional space. The axes of this space represent the perceived attributes that characterize the stimuli. Two main analytical approaches most frequently used to derive evaluation criteria and build perceptual maps are decompositional methods, based on multidimensional scaling, and compositional methods, based on factor analysis (Lilien and Kotler 1983). Each of these procedures is discussed in the following section.Multidimensional Scaling (MDS)Multidimensional scaling (MDS) is a set of procedures in which a reduced space of product alternatives reflects perceived similarities and dissimilarities between products by the inter-product distances.mensional scaling to create perceptual maps:1.Have customers evaluate existing products according to their relative similarity and form an average proximity matrix whose entries represent the similarities or dissimilarities among the products for each group of customers you wish to analyze.e multidimensional scaling to produce a map in 2, 3, ... dimensions.3.Based on managerial judgments, limitations owing to the number of stimuli, and a plot of Astress select the appropriate number of dimensions.4. Name the dimensions based on the relative position of the stimuli or a regression of the map coordinates on attribute ratings.Multidimensional scaling is a powerful technique, but it must be used with caution. Several issues need to be considered. The first issue is concerned with the number of stimuli (i.e., products) needed. Klabir (1969) showsthat at least eight products are needed to create a good two-dimensional map. Green and Wind (1973) suggest that the number of dimensions should be less than one-third of the number of products. The second issue is concerned with the naming of the dimensions. The analyst generally names the dimensions by using knowledge of the product category to explain best the products= positions. This procedure is arbitrary and involves a high degree of creativity. The final issue is concerned with the number of dimensions. There is little theory to guide the selection of the number of dimensions. However, the stress measure obtained from MDS can be plotted against the number of dimensions to determine when marginal changes in stress are becoming small.Widely used, user-friendly statistical packages such as SAS and SPSS contain the programs for multidimensional scaling. For example, in SPSS, one can obtain a multidimensional scaling analysis from the statistics menu by choosing scale and then multidimensional scaling.Factor AnalysisFactor analysis was originally developed in connection with efforts to identify the major factors making up human intelligence. Educational and psychological researchers did not believe that every test in an educational battery measured a different facet of intelligence. In fact, test scores for certain pairs of tests were highly inter correlated, indicating that a more basic mental ability underlies test performance. Factor analysis was developed to explain these intercorrelations in the test results of a few basic intelligence factors, subsequently identified as verbal ability, quantitative ability, and spatial ability. Since that time, factor analysis has been applied to many other problems and is a frequently used technique in performing product-evaluation analyses in marketing.The basic factor-analysis model assumes that original perceptual ratings about a product are generated by a small number of latent variables, or factors, and that the variance observed in each original perceptual variable is accounted for partly by a set of common factors and partly by a factor specific to that variable. In the construction of a perceptual map by factor analysis, the positions of the products/brands studied can be obtained by averaging the factor scores of the respondents for each product/brand. Factor scores are calculated from the matrix of factor-score coefficients, which describes factor scores as a linear function of the original ratings.To use factor analysis to create perceptual map:1. Have consumers rate all the products/brands under studied, one at a time, on a set of product attributes. You can use Likert scales (scales anchored with strongly agree and strongly disagree) or semantic differential scales (scales with bipolar adjectives) in your questionnaire.2. Analyze the data by factor analysis with rotation (e.g., with varimax rotation). Also request for factor scores for all the products/brands.3. Average the factor scores over all the respondents for each product/brand.4. Use the average factor scores for each product/brand as coordinates to plot the position on the perceptual space. Normally, two-dimensional maps are meaningful and easy to understand. If more than two factors are extracted/identified from the set of product attributes, more than one two-dimensional maps may be generated.5. Use factor loading table, which is an output representing the correlations between the attribute scales and the factors that the computer algorithm identified, to name the factors.6. Theideal line (representing the relative importance of the factor scores in determining attitude toward the brand) can be identified from the multiple regression function with attitude as the dependent variable and factor scores as the independent variables.Factor analysis is a very powerful and useful technique for producing perceptual maps. There are also many software for PC that contains this statistical technique (e.g., SPSS, SAS, BMDP).In this session, we briefly went through the concepts of target market strategy (which consists of market segmentation, targeting, and positioning), strategic brand management, and positioning research. Then we went through the concept and the steps in the data analysis for positioning research.Target Market StrategyTarget market strategy is the process of identifying one (or more target markets) and its (or their) unique positioning(s). Target market strategy consists of (1) market segmentation, (2) targeting, and (3) positioning.Market Segmentation. Market segmentation is the process of segmenting a heterogeneous potential market into a few or several homogeneous segments. In other words, customers in a potential market may have different preferences. As such, it is not effective and efficient to teach all of them by one product and one plan. To be effective and efficient, a manager needs to group the potential customers into group according to their unique preferences and serves one or more of these groups according to the company's strength. The other way to look at market segmentation is that it is the process to test if the potential market is homogeneous in terms of preferences. Good market segmentation should result in segments with the following characteristics: (1) substantiality ( i.e., each segment is large enough), (2) profilability/identifiability/measurability (i.e., each segment can be described in terms of demographic or psychographic characteristics), (3) accessibility (i.e., the media consumption and shopping behavior can be identified), and (4) differential responsiveness (i.e., each segment has a unique preference).Targeting. Targeting or target market selection is the process of selecting one or more segments to be the target market or target markets. The segment(s) is(are) chosen by matching the strengths/ability of the companyto serve the segment with the profit potential in each segment. GE Matrix (market attractiveness versus business position) is a good tool for targeting.There are four targeting strategies that you can use: (1) concentrated or focused targeting strategy (i.e., selecting one large segment to be your target market), (2) multi-segment or differentiated targeting strategy (i.e., selecting two or more large segments to be your target markets with a unique positioning for each of them), (3) mass targeting strategy (i.e., selecting two or more or all segments to be your target market with only one positioning for all of them), and (4) niche targeting strategy (i.e., selecting one small market to be your target market).Positioning. Positioning has two meanings. First, positioning is the most important benefit or benefits desired by the customers in a particular target market. Second, positioning is the process of creating brand image (in terms of benefit or benefits) in the customer's mind through marketing mix strategy (the 4Ps). The brand image must reflect the most important benefit(s) that the target customers want. To position your brand in a target market, you first conduct positioning research to create a perceptual map of competing brands in the target The following note is provided by Prof.Powpaka SamartWhat Is Marketing?STRATEGIC MARKETINGAs you may already know, the main objective of any business is to make profit. On the other hand, there are also non-profit or not-for-profit organizations that exist in the society. Their main objective is to achieve a non-profit objective or to serve a certain cause, e.g., HK Red Cross wants to obtain enough blood to help the patients. These non-profit organizations still need to make money or obtain money. But they do not do it for profit; they do it in order to secure enough resources to help them achieve their non-profit objectives.To achieve their objectives, businesses and non-profit organizations need to have different people to perform different functions. They normally organize people who perform the same function into the same "departments". Accounting, finance, production, R&D, logistics, marketing, and sales are examples of departments that normally exist in a business organization."What is marketing?" Using American Marketing Association's (1985) definition, marketing is "the process of planning and execution of the conception, pricing, distribution, and promotion of goods, services, and ideas to create or facilitate exchanges that satisfy both individual and organizational objectives." Based on the definition, it is quite clear that the definition is inclined toward marketing as a business function (or what marketing people do). In essence, the function of marketing is about identifying the right target market (a group of consumers or business customers) and creating, communicating, and delivering the company's products (which can be goods, services,ideas, or combination of goods, services, and ideas) to the chosen customers. What marketing people do is to plan and execute the marketing plan, which consists of product strategy, pricing strategy, distribution strategy, and communication strategy. The execution of the marketing plan will create or facilitate the exchange or transaction between the target customers and the organization.Then we look into the definition of marketing by AMA in 2004. Marketing is "an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders." It is clear from the definition that marketing includes both marketing as a business function (an organizational function) and as a management philosophy/orientation (a set or cross-functional or cross-departmental processes for [a] creating, communicating, and delivering value to the target customer and [b] to manage relationship with customers in ways that benefit the stakeholders). Marketing as a management philosophy requires an integrated effort of every members of the organization to provide superior "value" to the customer and to build, enhance, and maintain "relationship" with (profitable) target customers.When we look at the definition of marketing by AMA (2004), you can see that marketing, as a management philosophy, requires the integration of every function or department to work together to satisfy the target customers. The target customer is the focus of the company's operations. Everybody in the company (1) works together to create, communicate, and deliver value to the customer and (2) manages the relationship with customers in ways that benefits the company and its stakeholders.We then discussed about the formula of value to demonstrate that customer value creation comes from the integrated effort of every employee of the firm.Value = quality/price + relationshipsQuality: Quality represents everything that customers get from buying your product. As such, quality must be defined by your customers. There are two types of quality: (1) objective quality (i.e., actual quality as can be tested in the lab according to the specification) and (2) perceived or subjective quality (i.e., quality as "perceived" or "believed" by the customers). R&D and production staffs make sure that the objective quality of the company's products is acceptable. Quality standards and measures such as TQM, QC, ISO, etc are used to ensure objective quality. Marketing people use integrated marketing communication (IMC) to build perceived quality in the mind of the customers. It is important that there is a match between objective and perceived quality.Price: One of the determinants of price is cost. Today, there are two major sources of cost reduction: (1) global sourcing and (2) logistics management. Global sourcing concerns with two consecutive decisions: (1) tomake or to buy (i.e., to manufacture the products by yourself or to sub-contract other people to produce for you), and (2) where to make or where to buy. Proper global sourcing can give cost advantage to the firm. Logistics concerns with the strategic movement and storage of products into the firm, inside the firm, and out of the firm. Purchasing or inbound logistics concerns with the movement and storage of raw materials, processed materials, and component parts into the firm. Manufacturing support of intra logistics concerns with the movement and storage of semi-finished products inside the firm. Finally, physical distribution or outbound logistics concerns with the movement of finished products from the firm to its customers. The main concept of logistics is (1) to provide the desired service level to both internal and external customers and (2) at the lowest total cost. A logistics system consists of 3 performance cycle: (1) inbound logistics (or purchasing), (2) intra or inside logistics (or manufacturing support), and outbound logistics (or physical distribution). A good logistics system not only reduces the cost for the company but also provides competitive advantage for the company. In other words, a good logistics system can give a company sustainable competitive advantage by providing appropriate level of service at the lowest total cost.The service level in logistics consists of:1. Availability2. Operational performancea. Speedb. Consistencyc. Flexibilityd. Malfunction and recovery3. ReliabilityThe costs in logistics include:1. Order management costs2. Inventory management costs3. Material handling costs4. Transportation costs5. Warehousing costsRelationships: There are two types of relationships: (1) relationship with your customers (i.e., relationship marketing and customer relationship management or CRM) and (2) relationships with suppliers and channelmembers (i.e., strategic alliance/partnership). Strong relationships with both customers and suppliers/channel members are important in the value creation process for the customers.A company that adopts marketing as its management philosophy or company orientation will try to survive and grow in long-term by focusing on satisfying the needs and wants (i.e., preferences to be more accurate) through the integrated effort of everybody in the firm. As such, a marketing-oriented company has the following characteristics:* Long-term focus (i.e., profit and growth as a result of customer loyalty/long-lasting relationship)* Customer focus or customer orientation (i.e., understanding the target customers' needs/wants/problems and their alternatives now and in the future)* Competitor focus or customer orientation (i.e., understanding the major competitors' objectives and strategies now and in the future)* Inter-functional or inter-departmental coordination (i.e., every employee takes full responsibility of the success/failure of the firm)。

网络营销外文文献及翻译

网络营销外文文献及翻译网络营销外文文献及翻译1：引言1.1 研究背景及意义1.2 研究目的1.3 研究方法2：网络营销概述2.1 网络营销定义2.2 网络营销发展历程2.3 网络营销的优势和挑战3：网络营销策略3.1 定位与目标市场3.2 品牌建设3.3 销售渠道选择3.4 市场细分与定价策略3.5 推广与广告策略4：社交媒体营销4.1 社交媒体平台概述4.2 社交媒体营销策略4.3 社交媒体广告4.4 社交媒体营销案例分析5：搜索引擎优化(SEO)5.1 搜索引擎优化概述5.2 关键词优化5.3 网站架构优化5.4 内容优化5.5 外部优化6：内容营销6.1 内容营销概述6.2 内容策略与创作6.3 内容发布与推广6.4 内容营销案例分析7：电子邮件营销7.1 电子邮件营销概述7.2 邮件列表建立与管理7.3 邮件设计与撰写7.4 邮件营销分析与优化8：移动营销8.1 移动营销发展概述8.2 短信营销8.3 应用程序营销8.4 移动广告与跟踪分析9：数据分析与营销决策9.1 数据分析的重要性9.2 数据收集与整理9.3 数据分析工具与方法9.4 数据驱动的营销决策附件：1：《网络营销案例分析报告》 2：《社交媒体营销指南》3：《搜索引擎优化实战手册》4：《内容营销成功经验分享》5：《电子邮件营销最佳实践指南》6：《移动营销趋势报告》7：《营销数据分析工具比较》法律名词及注释：1：商标法：指保护商标权益的法律法规。

2：著作权法：指保护创作作品的法律法规。

3：消费者权益法：指保护消费者权益的法律法规。

shouldibeallowedtomakemyowndecisions翻译

Should I be allowed to make my own decisions翻译应当允许我自己做决定吗？Many teenagers have hobbies. But sometimes these hobbies can get in the way of schoolwork, and parents might worry about their child’s success at school. Teenagers often think they should be allowed to practice their hobbies as much as they want. Do you agree?许多青少年都有自己的爱好。

但是有时这些爱好可能与学业相冲突，父母们可能会担心孩子在学习上的成功。

青少年常认为应当允许他们尽可能多地去实践自己的兴趣爱好。

你同意（这个观点）吗？Liu Y u, a fifteen-year-old from Shandong, is a running star. He is in his school running team and has always wanted to be a professional athlete. However, his parents won’t allow him to train as much as he would like to. “Of course we want to see Liu Y u achieve his dreams,” says Mr Liu, “and we know how much he loves running. That’s gre at, and my wife and I have watched him in every one of his races. We have nothing against running! But we do think that our son needs to be realistic. Now he is getting older, and he needs to think about what will happen if he doesn’t become a professional runner in the end.”刘玉，十五岁，来自山东，是一名赛跑明星。

英文文献和翻译品牌战略

外文翻译：品牌战略原文来源：Aaker, David A.; Erich Joachimsthaler (2000). Brand Leadership. New York: The Free Press. pp. 1–6. ISBN 0-684-83924-5.译文正文：品牌管理是营销技术应用到具体产品，产品线或品牌。

它旨在提高产品的认知价值给客户，从而提升品牌特许经营与品牌资产。

营销人员认为这是一个隐含的承诺，一个品牌，人们的生活质量水平来从一个品牌预期将继续与购买相同产品的未来。

这可能会增加决策与竞争产品相比更有利的销售。

它也可能使制造商收取更多的产品。

品牌的价值是取决于它的利润总额为制造商产生。

这可能导致从增加的销售与价格上涨的组合，或降低销售成本（销货成本），或更有效的营销投资。

这些增强功能全部可以提高一个品牌的盈利能力，因此，“品牌经理”往往携带一个品牌的P与L（损益线管理责任制）的盈利能力，相比之下，市场营销人员经理的角色，这是分配给上述预算，管理与执行。

在这方面，品牌管理通常是在组织视为一个单独比市场更广泛与更战略性的作用。

由《Interbrand》与《Business Week》公布的每年最具价值的品牌名单中可以发现，公司的市场价值通常是由品牌决定。

麦肯锡公司是一家全球性咨询公司，在2000年的研究表明，相对股东比较弱的品牌，实力雄厚则品牌产生更高的回报。

两者合计，这意味着，品牌严重影响股东价值，最终品牌的首席执行官需要对其负责任。

管理学科的品牌开始了在宝洁公司的PLC作为一个由Neil 阁下麦克尔罗伊著名的备忘录的结果。

品牌管理原则一个好的品牌名称应：·受商标法保护。

·朗朗上口。

·容易被记住。

·容易被识别。

·在该品牌可以使用的范围内很容易被翻译成当地语言·吸引眼球。

·引出产品的优点（如：易关）·提升公司或产品形象。

市场定位的基本策略是[市场定位策略外文翻译]

市场定位的基本策略是[市场定位策略外文翻译]Positioning in PracticePowpaka SamartSasin Journal of Management, vol.5, 1999, pp.79-97 市场定位策略勃帕克斯玛特萨辛管理学报，第五卷，1999，pp.79-97市场定位策略营销的战略性角色对于拥有两个或两个以上战略经营单位的大公司来说，通常会有三个层次的战略，分别是：总体战略，战略的－企业－单位层面的（或企业层面的）战略，和营销战略。

一个公司的战略在公司使命上提供了方向，它说明了公司的业务范围和相应的成长政策。

一个战略经营单位说明了在一个行业里的竞争情况。

最后，一个营销战略提供了一个带有独特市场细分的企业目标和对下一级战略的指导方针。

在企业层面，管理部门必须协调多个战略经营单位的活动。

因此，有关该组织的业务范围和适当的资源部署，在其各部门或企业分配的决定是企业战略的主要焦点。

试图开发和维护独特能力的公司往往会把重点放在创造卓越的财务、资金和人力资源，设计有效的组织结构和程序，以及寻求在该公司的各项业务的协同效应上。

在业务层面的战略，经理们注意力集中的焦点往往会在战略经营单位应该如何与其行业内其他经营单位的竞争上。

一个商业战略的主要问题是如何实现和保持竞争优势。

经营单位间的协同是要求整个产品市场和各职能部门发挥相应作用的。

一个营销策略的主要目的是有效地分配和协调营销活动和市场资源，以实现在一个特定的产品市场的目标。

有关的营销战略范围的决定包括通过细分目标市场来追求和拓宽现有的产品线。

在这个战略高度，企业通过有效整合多种符合目标细分市场上顾客需求的营销组合元素来寻求竞争优势和协同效应。

定位的战略性角色基于上述讨论，很显然，营销策略由两部分组成：目标市场战略和营销组合战略。

目标市场战略三个过程组成：市场细分，目标（或目标市场选择），市场定位等。

营销组合战略指的是创造一个独特的产品，分销，促销和定价策略（4PS）的过程，旨在满足客户的需求和希望。

国外对商标翻译原则与方法的研究现状与发展

国外对商标翻译原则与方法的研究现状与发展1. 引言商标翻译是跨文化传播中的重要环节，其翻译质量直接关系到企业的国际形象和市场竞争力。

随着全球化进程的加快，各国人们对外文商标的翻译需求越来越迫切，国外学者对商标翻译原则与方法的研究也日益深入。

本文旨在梳理国外学者对商标翻译的研究现状与发展趋势，为商标翻译工作者提供借鉴与参考。

2. 商标翻译原则商标翻译原则是指在商标翻译过程中应遵循的一些基本原则。

国外学者在研究商标翻译原则时提出了许多有价值的观点。

例如，美国翻译学者尼达（Eugene A. Nida）提出了“等同原则”，即在翻译商标时要尽量保持与原文商标在意义和表达上的等同。

英国翻译学者纳敏斯（Peter Newmark）则提出了“保留原则”，即尽量保留原文商标中的语言特色和文化内涵。

此外，还有一些学者将商标翻译原则从跨文化传播的角度进行研究，提出了“适应原则”和“改写原则”。

美国学者纳涅（Lawrence Venuti）认为商标翻译应该适应不同的文化环境，符合目标文化的语言习惯和审美观念。

英国学者巴西达斯（Charles Forceville）则主张在商标翻译中可以对原文商标进行一定的改写，以满足目标文化的情感和认知需求。

3. 商标翻译方法商标翻译方法是指在商标翻译过程中采用的具体翻译技巧和策略。

国外学者在研究商标翻译方法时提出了很多有创意的方法。

例如，德国翻译学者斯科普斯（Willard V. Quine）提出了“音韵转译法”，即利用目标语言中与原文商标发音相近的词语进行翻译。

法国翻译学者费尔南德斯（Jean-Paul Vinay）和达博兹（Jean Darbelnet）则提出了“附加词法法”，即在商标翻译中通过增加或删除一些词语来实现翻译效果。

此外，还有一些学者将商标翻译方法与品牌定位相结合，提出了“文化定位法”。

美国学者帕杜瓦（John Padgett）认为商标翻译要根据目标市场的文化特点来选择合适的译名，以实现良好的品牌定位效果。

外文翻译--家族企业发展与人力资源管理

中文4980字本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1原文：家族企业发展与人力资源管理 (1)1 家族企业发展阶段及其特征 (1)1.1 原始家族企业阶段 (1)1.2 纯粹家族企业阶段 (1)1.3 泛家族企业阶段 (2)1.4 现代家族企业阶段 (2)2 家族企业面临人力资源的发展瓶颈 (3)2.1 继承人的挑战 (3)2.2 引进职业经理人的挑战 (3)2.3 人才危机的挑战 (3)3 家族企业人力资源管理策略 (5)3.1 进行组织再造与业务流程重组 (5)3.2 明晰家族产权,加大激励与约束机制的制度创新力度 (5)3.3 培养继承人 (5)3.4 建立家族企业成员的退出机制 (6)3.5 引进职业经理人 (6)2 译文：The Development of Family Businesses and Management of Human Resource (8)1 A family business and its stage of development (8)1.1 The original family business stage (8)1.2 Purely family business stage (9)1.3 The Pan-Family Enterprises stage (9)1.4 Modern Family Enterprises stage (10)2 And the family enterprises are facing the development of human resources bottleneck (11)2.1 The challenges successor (11)2.2 The introduction of professional managers challenges (11)2.3 The challenges personnel crisis (12)3 And the family enterprise human resource management strategies (13)3.1 Recycling organizations and business process reengineering (13)3.2 Clarifying the family property (14)3.3 Train successors (14)3.4 Establishment of members of the family enterprises withdrawal mechanism (15)3.5 The introduction of professional managers (15)译文：家族企业发展与人力资源管理摘要从家族企业发展特征来看,家族企业面临着人力资源发展瓶颈,主要表现为培养继承人挑战、引进职业经理人以及建立人才激励约束机制的挑战。

品牌策略外文翻译

外文文献翻译Nike, lining, for everyone, is a familiar sports brand. In the United States, have high amounted to 70% Teen Dream is to have a pair of Nike shoes. Lining is the China sporting goods industry leader. In this paper we will from Nike, Nike lining lining the development the core value to discuss the lining and Nike in the cultural difference.We then aiming at the Nike lining the politics, economy, culture, technology and other aspects of the macroscopic environment analysis. In the brand positioning, Nike and lining are only used a self-expression positioning, Nike 's slogan is" Just do it", lining was replaced with a new slogan" Make the Change ( make change happen )" replaced the original" Anything is possible ( everything is possible. )".There is also the opportunity to develop products such as sport wear, sunglasses and jewellery. Such high value items do tend to have associated with them, high profits. The business could also be developed internationally, building upon its strong global brand recognition. There are many markets that have the disposable income to spend on high value sports goods. For example, emerging markets such as China and India have a new richer generation of consumers. There are also global marketing events that can be utilised to support the brand such as the World Cup (soccer) and The Olympics.Product development offers Nike many opportunities. The brand is fiercely defended by its owners whom truly believe that Nike is not a fashion brand. However, like it or not, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion brand. This creates its own opportunities, since product could become unfashionable before it wears out i.e. consumers need to replace shoes.Lining, Nike is take self-expression way of positioning, can exhibit the unique brand image, promote a unique personality, so that the brand has become the expression of consumer personal values, self expression of a carrier and media. Lining and Nike target customers are young people, is a similar consumer groups. But they all have their own one is from the United States foreign brands, is a domestic national brand is they can be successful, because they are used for their own variouspositioning and marketing strategies.The market for sports shoes and garments is very competitive. The model developed by Phil Knight in his Stamford Business School days (high value branded product manufactured at a low cost) is now commonly used and to an extent is no longer a basis for sustainable competitive advantage. Competitors are developing alternative brands to take away Nike's market share.As discussed above in weaknesses, the retail sector is becoming price competitive. This ultimately means that consumers are shopping around for a better deal. So if one store charges a price for a pair of sports shoes, the consumer could go to the store along the street to compare prices for the exactly the same item, and buy the cheaper of the two. Such consumer price sensitivity is a potential external threat to Nike.If you have a body, you are an athlete - Bill Bowerman said this a couple of decades ago. The guy was right. It defines how he viewed the world, and it defines how Nike pursues its destiny. Ours is a language of sports, a universally understood lexicon of passion and competition. A lot has happened at Nike in the 30 years More ……So we discussed below lining Nike market positioning and their respective market differentiation strategy. It is because they each find themselves in the market are in the best position and strategy, it is the two brand to become the leader of the important reasons.李宁、耐克都是采取自我表现的定位方式，可以展示品牌的独特形象，宣扬独特个性，让品牌成为消费者表达个人价值观、表现自我的一种载体和媒介。

英文文献002：差异化营销策略

外文翻译差异化营销策略原文来源：.[U.S.] • Philip Kotler was, Mei Qinghao translation. Marketing Management [M]. Century Publishing Group, Shanghai People's Publishing House, 2003 p256—p259更多原创经管论文及英文文献与翻译请访问：http://经管论文.com/ ,并提供定制服务译文正文：实施差异化营销策略，首先把科学、缜密的市场调查、市场细分和市场定位作为基础。

这是因为，市场调查、市场细分和市场定位能够为企业决策者提供顾客在物质需要和精神需要的差异，准确地把握“顾客需要什么？”在此基础上，分析满足顾客差异需要的条件，要根据企业现实和未来的内外状况，研究是否具有相应的实力，目的是明确“本企业能为顾客提供什么？”这一主题材。

如果是耐用消费品，应以产品差异和服务差异为主攻方向；如果是目用消费品、食品饮料则应以建立形象差异为重点。

差异化策略是一个动态的过程。

任何差异都有不是一成不变的。

随着社会经济和科学技术的发展，顾客的需要也会随之发生变化，昨天的差异化会变成今天的一般化。

例如人们以前对手表的选择，走时准确被视为第一标准，而如今在石英技术应用之后，“准”已有成为问题，于是人们又把目光集中在款式上；手机一度被视为高收入阶层的独享之物，今天早已进入寻常百姓的手中。

如果手表生产企业再把走时准确作为追求的战略目标，显然是不宜的。

手机厂家再把目光瞄准款哥、款姐也断不能取胜。

其次，竞争对手也是在变化的，尤其是一些价格、广告、售后服务、包装等方面，是很容易被那些实施跟进策略的企业模仿。

任何差异都不会永久保持，要想使用权本企业的差异化战略成为长效药，出路只有不断创新，用创新去适应顾客需要的变化，用创新去战胜对手的“跟进”。

差异化策略是一个系统。

以上谈到的各种差异化策略只是在形容问题中的人为分类。

品牌swot分析

品牌SWOT分析一,S---- strength(优势分析)仁和闪亮滴眼露独特的功效, 促进眼部营养，保持眼睛湿润和卫生、防止视疲劳。

用于防止和减少戴隐形眼镜或眼垢引起的不适和眼干燥；也可用于缓解美容、游泳、尘埃、花粉或汗水入眼等引起的眼结膜充血、干、涩、痒、痛等不适。

并且闪亮滴眼露根据不同的症状分有两种类型：一种是闪亮亮瞳舒缓名目液。

（缓解视疲劳）；一种是闪亮奈敏维滴眼液（红色瓶，缓解眼疲劳，消除眼痒和结膜充血。

用于治疗部分眼部疾病）仁和闪亮滴眼露作为眼睛护理类产品的明星品牌，直接针对学生和年轻白领一族，因此自上市以来赢得了众多年轻粉丝的青睐。

此外，仁和闪亮还倡导个性(characteristic)、快乐(cheerful)、创意(creative)的3C品牌理念，将产品、人群和娱乐三者紧密地结合起来，开创了明星代言和活动冠名的整合营销双通道模式。

07年伊始，仁和闪亮在重金聘请天皇巨星周杰伦出任其代言人之后，又倾情携手湖南卫视共同打造“2007仁和闪亮快乐男声”。

这是继冠名湖南卫视“闪亮新主播”之后又一更深层次的媒体合作，也是仁和闪亮所倡导的整合娱乐营销模式的又一次提升和飞跃！值得一提的是，今年的快乐男声优胜者还将代言仁和集团的新产品。

以仁和闪亮滴眼露现有的产品功效优势,健康用眼的安全保障,良好的品牌形象会更好的抓住消费者的心,让消费者信赖上的品牌.二,W---- weakness(劣势分析)作为一个新兴的滴眼露产品，随着眼药水市场的成熟，眼药生产销售更加专业化的趋势比较明显，目前销售靠前的单品种都是专业的眼科药品企业生产；专业化眼科药品生产企业将取代非专业眼科药品生产企业，并进一步垄断这个市场已成为一种新的业态。

所以，我们要使我们产品趋向差异化。

福瑞达公司没有针对儿童的产品以及现在面向高收入群体的人工泪液。

闪亮滴眼露现在以具备较高的知名度了，但是高知名度却没有带动购买力，闪亮滴眼露的品牌美誉度和忠诚度还没有提高。

营销策略外文翻译参考文献

营销策略外文翻译参考文献(文档含中英文对照即英文原文和中文翻译)市场营销策略1 市场细分和目标市场策略具有需求，具有购买能力并愿意花销的个体或组织构成了市场。

然而，在大多数市场中，购买者的需求不一致。

因此，对整个市场采用单一的营销计划可能不会成功。

一个合理的营销计划应以区分市场中存在的差异为起点，这一过程被称为市场细分，它还包括将何种细分市场作为目标市场。

市场细分使公司能更加有效地利用其营销资源。

而且，也使得小公司可以通过集中在一两个细分上场上有效地参与竞争。

市场细分的明显缺点是，其导致了比单一产品、单一大市场策略更高的生产和营销成本。

但是，如果市场细分得当的话，更加符合消费者的需求，实际上将生产更高的效率。

确定目标市场有三种可供选择的策略，它们是统一市场、单一细分市场和多重细分市场。

统一市场策略即采取一种营销组合用到一个整体的、无差异的市场中去。

采取单一细分市场策略，公司仍然仅有一种营销组合，但它只用在整个市场的一个细分市场中。

多重细分市场策略需要选择两个或更多的细分市场，并且每个细分市场分别采用一种单独的营销组合。

2 产品定位管理者将注意力集中于一种品牌，并以恰当的方式将其与类似的品牌相区分，但这并不意味着该品牌就一定能够最后赢利。

因此，管理者需要进行定位，即塑造与竞争品牌和竞争对手的其他品牌相关的自我品牌形象。

市场营销人员可以从各种定位策略中加以选择。

有时，他们决定对某一特定产品采用一种以上的策略。

以下是几种主要的定位策略：2.1与竞争者相关的定位对一些产品来说，最佳的定位是直接针对竞争对手。

该策略特别适用于已经具有固定的差别优势或试图强化这种优势的厂商。

为排挤微处理器的竞争对手，Intel公司开展了一项活动使用户确信它的产品优于竞争对手的产品。

公司甚至为电脑制造商出钱，让它们在自己的广告中带上“Intel Inside”标志。

作为市场领导者，可口可乐公司推出新产品并实施其市场营销策略。

同时，它密切注视百事可乐公司，以确保对主要竞争对手的任何一次巧妙、有效的营销举措采取相应的对策。

房地产外文翻译(二)

房地产外文翻译（二）引言在全球化的背景下，房地产业的国际化发展愈发重要。

本文将对房地产外文翻译（二）进行分析和探讨。

文中将从外国房地产市场的现状、房地产交易的法律法规、市场的推广策略、现代科技在房地产业的应用以及房地产投资的风险与回报等五个大点开展讨论。

一、外国房地产市场的现状1. 外国房产市场的概况2. 不同国家房地产市场的特点及发展趋势3. 外国楼市调控政策的对比分析4. 房地产供需的影响因素5. 城市化进程对外国房产市场的影响二、房地产交易的法律法规1. 外国房地产交易的法律框架和法规体系2. 外国房地产交易的合同法律条款3. 外国房地产交易的税务政策4. 不同国家房地产交易流程的对比研究5. 外国房地产交易中的法律风险与风险防范措施三、市场的推广策略1. 外国房地产市场的推广模式2. 网络营销在房地产推广中的应用3. 房地产开发商的市场定位和品牌战略4. 房地产销售技巧和促销策略5. 房地产市场营销策略的创新和趋势四、现代科技在房地产业的应用1. 人工智能在房地产行业的应用2. 大数据技术在房地产市场分析中的应用3. 虚拟现实技术在房地产营销中的应用4. 区块链技术在房地产交易中的应用5. 房地产业的数字化转型和未来趋势五、房地产投资的风险与回报1. 外国房地产投资的风险评估指标2. 外国房地产投资的收益估算模型3. 不同国家房地产投资收益率的对比分析4. 外国房地产投资的风险管理手段5. 房地产投资市场的未来发展前景总结通过对房地产外文翻译（二）的归纳和总结，我们了解到外国房地产市场的现状和发展趋势，认识到了房地产交易的法律法规以及市场推广策略的重要性。

同时，现代科技在房地产业中的应用也得到了提升，但投资仍然面临一定的风险。

因此，对外国房地产投资进行风险管理和回报评估是至关重要的。

随着全球化的深入发展，房地产业将继续成为一个热门的领域，我们必须及时调整策略，适应市场变化。

战略眼光——精选推荐

战略眼光：领导者的基本能力(2004-10-14 08:54:09)当今世界公认的研究竞争战略和竞争力方面的第一权威迈克尔·波特在其《什么是战略》一文中认为，战略就是创造一种独特、有利的定位，涉及各种不同的运营活动。

他指出，如果市场中只有一种理想的定位，那么企业也不必费神制订战略，它们唯一要做的事，就是抢占先机，赶在他人之前找到这一定位来赢得比赛。

所以战略定位的实质就是选择与竞争对手不同的运营活动。

所谓战略眼光就是能够在竞争对手之前发现企业可能存在的机会和可能面临的威胁，要有一定的预见能力，当然这种预见不是拍脑袋，而是通过周密细致的分析、判断而作出的一种理性的决策。

由于有了这样的判断和决策，企业可以及早采取行动，避免困境或危机出现，高效率地进行运作。

谁应该拥有战略眼光？《执行》一书给了我们最好的回答：领导者必须亲自运营的三个流程是——挑选其他领导者、确定战略方向以及引导企业运营。

换言之，领导者要知道应该选择什么样的合作者，并把握企业的战略方向，以及确定采取什么步骤。

可以看到，要高效率地运营上述三个流程，领导者首先必须具备战略的眼光。

从理论上讲，大多数的领导者都会认同这个观点，即领导者要有一定的战略眼光，要有战略性的思考意识和习惯。

但是，在实际的操作中许多领导者对于战略的思考还比较肤浅，战略管理的意识还比较淡薄，主要表现为以下几种现象：1.只顾眼前指标的完成，不考虑企业长远的利益例如有些企业领导者为了完成当年放号量或业务收入，突击在娱乐场所内的每个房间里安装电话，或者简单地采取倾销的方式销售电信产品，结果当年的放号或收入指标可以完成，但随后则大量拆机，导致企业资源的浪费，或由于收入虚增的问题，导致企业未来的收入增长面临巨大的压力。

还有些本地网的大客户部，为了完成自己部门的收入指标，动员大客户将其内部职工的住宅电话建成虚拟网，内部通话不收费。

结果是本部门的收入指标完成了，但是企业的整体利益却受到了影响，使渠道的冲突和矛盾日益激化。

5、外文文献翻译(附原文)产业集群,区域品牌,Industrial cluster ,Regional brand

外文文献翻译（附原文）外文译文一：产业集群的竞争优势——以中国大连软件工业园为例Weilin Zhao,Chihiro Watanabe，Charla-Griffy-Brown[J]. Marketing Science,2009(2):123-125.摘要：本文本着为促进工业的发展的初衷探讨了中国软件公园的竞争优势。

产业集群深植于当地的制度系统，因此拥有特殊的竞争优势。

根据波特的“钻石”模型、SWOT模型的测试结果对中国大连软件园的案例进行了定性的分析。

产业集群是包括一系列在指定地理上集聚的公司，它扎根于当地政府、行业和学术的当地制度系统，以此获得大量的资源，从而获得产业经济发展的竞争优势。

为了成功驾驭中国经济范式从批量生产到开发新产品的转换，持续加强产业集群的竞争优势,促进工业和区域的经济发展是非常有必要的。

关键词：竞争优势；产业集群；当地制度系统；大连软件工业园；中国；科技园区；创新；区域发展产业集群产业集群是波特[1]也推而广之的一个经济发展的前沿概念。

作为一个在全球经济战略公认的专家,他指出了产业集群在促进区域经济发展中的作用。

他写道：集群的概念,“或出现在特定的地理位置与产业相关联的公司、供应商和机构，已成为了公司和政府思考和评估当地竞争优势和制定公共决策的一种新的要素。

但是，他至今也没有对产业集群做出准确的定义。

最近根据德瑞克、泰克拉[2]和李维[3]检查的关于产业集群和识别为“地理浓度的行业优势的文献取得了进展”。

“地理集中”定义了产业集群的一个关键而鲜明的基本性质。

产业由地区上特定的众多公司集聚而成,他们通常有共同市场、,有着共同的供应商,交易对象,教育机构和其它像知识及信息一样无形的东西，同样地,他们也面临相似的机会和威胁。

在全球产业集群有许多种发展模式。

比如美国加州的硅谷和马萨诸塞州的128鲁特都是知名的产业集群。

前者以微电子、生物技术、和风险资本市场而闻名,而后者则是以软件、计算机和通讯硬件享誉天下[4]。

(完整word版)网络营销外文文献及翻译

毕业设计（论文）外文资料翻译学院(系): 计算机科学与技术学院专业：网络工程姓名：王灿学号: 201317030125外文出处:附件: 1.外文资料翻译译文；2。

外文原文。

指导教师评语：签名：年月日注:请将该封面与附件装订成册。

附件1:外文资料翻译译文网络营销一、网络营销的概念网络营销是企业整体营销战略的一个组成部分，是建立在互联网基础上，借助于互联网的特性来实现一定营销目标的一种营销手段.它以现代营销理论为基础，以开拓市场、增加盈利为目标,利用因特网的技术和功能，最大限度地满足客户需求的经营过程.网络营销的实质是利用互联网对产品的销前、销中、售后个个环节进行跟踪服务，它自始至终贯穿在企业经营的过程。

网络营销在英文中有多种表达方式，每种表达方式都有相应的侧重点和内涵，如Internet Marketing，强调的是以因特网为工具的市场营销；Web Marketing指网站营销，着重于网站的推广,站点与顾客的沟通；Cyber Marketing指网络营销是在虚拟的计算机空间进行运作；E —marketing指与电子商务相对应的电子化、信息化、网络化的营销活动。

现在常用的翻译方式是online Marketing和Internet Marketing，且专指国际互联网营销。

网络营销不一定包括完整的商业交易过程(例如,它可以不考虑网上支付等环节），但它是电子商务的重要组成部分。

在我国，企业应首先发展网络营销，并通过完善企业网络平台稳步过渡到电子商务。

网络营销的主要内容包括网上市场调查、网上消费行为分析、网络营销策略制定、网络营销价格策略制定、网上营销渠道选择以及网络营销管理与控制等。

具体的营销手段有E—mail营销、网络广告和建立网络营销站点等。

二、网络营销的特点互联网的出现深刻地影响了人类生活的每个角落,它如同一种“万能胶”，把企业组织及个人跨时空地联结在一起.在这样一种新的营销环境下，网络营销呈现其独有的特点。

品牌营销战略参考文献和英文文献翻译

品牌营销战略参考文献和英文文献翻译目录外文文献翻译..............................................................................................1 摘要..........................................................................................................1 1. 品牌战略内涵与其功能意义.......................................................................2 2. 我国企业品牌发展概况..............................................................................3 2.1 国内品牌与国外品牌相比存在着很大的差距............................................3 2.2 品牌发展缺乏整体规划. (4)2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4)3. 企业品牌策略选择..................................................................................6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力......................................6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚.. (6)3.3 遵循品牌设计规律注重品牌形象..........................................................7 3.4 采用多种品牌竞争手段 (7)外文翻译原文………………………………………………………………………………….9 1. Brand strategy with its connotations of the functional significance ……………………10 2. Enterprise Brand DevelopmentOverview ………………………………….……......…..12 2.1 Domestic brands and foreign brands……………………………………….………..…..13 2.2 Brand DevelopmentPlanning ………………………………………………..…..……..13 2.3 Overall lack of poor product quality……………………………………………....…….14 2.4 Brand Development Strategy existMistakes …………………………………..……….14 3. Brand strategy to establish a correctchoice ………………………………………….….16 3.1 Brand awareness of competition and strive to improve the competitiveness ……..…....16 3.2 Brands improve brand positioning…………………………………………………..…..16 3.3 Followed branding laws……………………………………………………………..…..17 3.4 Oriented brand image using a variety of means to brand competition ……………..…..17 参考文献1 年小山. 品牌学M . 北京: 清华大学出版社，2003，5 . 2 余鑫炎. 品牌战略与决策M . 卲林: 东北财经大学出版社，2001，7 . 3 梅清豪. 市场本文源自六维论文网M .北京: 电子工业出版社，2001，156. 4 叶海名. 品牌创新与品牌营销M .石家庄: 河北人民出版社出版社，2001 . 5 翁向东. 本土品牌战略M . 杭州: 浙江人民出版社，2002，30-46 . 6 刘威. 品牌战略管理实战手册M . 广州: 广东经济出版社，2004 . 7 广州本田汽车有限兯司EB/OL. 8 李辉. 2007年度家用电器品牌分析J . 2007:3 9 宋永高. 品牌战略与管理M . 浙江大学出版社，2003，73-75. 10 巨天中. 品牌战略M .北京: 中国经济出版社，2004，231. 11 Charles W，Lamb Joseph，Hair Carl McDaniel，Marketing M 6th〃ed〃北京大学出版社，2001 .12 Hart. C.W〃L Heskett J.L ＆Sasser W. E. Jr. The Profitable Art of Service Recovery〃M . Harvard Business PreviewJ . 1990 :1 48-56 . 13 Kate Bertrand，Marketers Discover What Quality Pearly MeanM . Business Marketin6 1987 4：58-72 . 14 苻国群〃消费者行为学M . 武汉: 武汉大学出版枉，2000 52 . 15 菲利普-科特勒〃市场营销原理M 〃北京：清华大学出版社，2001 . 16 刘强军. 商场现代化J . 2005 2453: 23-27 . 17 美理查德.L. 霍德霍森.市场营销学M 〃上海: 上海人民出版社2004M 〃1326 品牌营销战略参考文献和英文文献翻译摘要从品牌战略的内涵与其功能意义入手探讨了品牌战略在企业营销中的作用。

仓储物流外文文献翻译中英文原文及译文2023-2023

仓储物流外文文献翻译中英文原文及译文2023-2023原文1：The Current Trends in Warehouse Management and LogisticsWarehouse management is an essential component of any supply chain and plays a crucial role in the overall efficiency and effectiveness of logistics operations. With the rapid advancement of technology and changing customer demands, the field of warehouse management and logistics has seen several trends emerge in recent years.One significant trend is the increasing adoption of automation and robotics in warehouse operations. Automated systems such as conveyor belts, robotic pickers, and driverless vehicles have revolutionized the way warehouses function. These technologies not only improve accuracy and speed but also reduce labor costs and increase safety.Another trend is the implementation of real-time tracking and visibility systems. Through the use of RFID (radio-frequency identification) tags and GPS (global positioning system) technology, warehouse managers can monitor the movement of goods throughout the entire supply chain. This level of visibility enables better inventory management, reduces stockouts, and improves customer satisfaction.Additionally, there is a growing focus on sustainability in warehouse management and logistics. Many companies are implementing environmentally friendly practices such as energy-efficient lighting, recycling programs, and alternativetransportation methods. These initiatives not only contribute to reducing carbon emissions but also result in cost savings and improved brand image.Furthermore, artificial intelligence (AI) and machine learning have become integral parts of warehouse management. AI-powered systems can analyze large volumes of data to optimize inventory levels, forecast demand accurately, and improve operational efficiency. Machine learning algorithms can also identify patterns and anomalies, enabling proactive maintenance and minimizing downtime.In conclusion, warehouse management and logistics are continuously evolving fields, driven by technological advancements and changing market demands. The trends discussed in this article highlight the importance of adopting innovative solutions to enhance efficiency, visibility, sustainability, and overall performance in warehouse operations.译文1：仓储物流管理的当前趋势仓储物流管理是任何供应链的重要组成部分，并在物流运营的整体效率和效力中发挥着至关重要的作用。

品牌定位中英文对照外文翻译文献

品牌定位中英文对照外文翻译文献（此文档为word格式,下载后您可任意修改编辑！）从消费者镜头看待品牌定位品牌定位在市场营销中的地位品牌定位是一个传统的概念，并作为是市场细分、目标市场和定位模型的一部分。

（见迪布和西金的1996年；丽莲2003年），其被认为是托布的所有营销策略的基础（科特勒2003年）。

在这个模型的第一步是市场细分，涉及成数的相互排斥市场，异构市场，即同质群体（也称为节段）。

一般来说，市场细分定义是：“将市场细分成不同的子集的客户市场，使客户市场行为以同样方式或有类似需求过程进行区分（贝内特1995年第165页）。

”市场细分是必要的，因为大部分（可能全部）市场并非一块铁板，相对的商圈是均匀的，企业都希望他们具备一定的条件或者可以提供类似的服务产品（迈尔斯1996年，第16页）。

重要的是要形成细分，因为他们可能对各种营销活动有不同市场反应（迈尔斯1996年），从一个公司的营销活动可以分析和预测客户的行为，（风能喝卡多佐1974年）。

市场细分依据着（并因此齐性用语）各种消费特点，如人口结构，生活方式，行为模式，需求，价值观以及其他特点等（见威德尔和镰仓2000年；有关概述迈尔斯1996年）。

在这方面，至关重要的是，买家群体（即是目标群体）会对公司的营销活动反应具有同样的感受。

总体而言，韦德认为“产品定位的真正价值在于只有当定位并与适合的市场细分策略相互融合”（1982年，第79页）STP模型的第二个步骤是目标市场的选择，定位评估在细分过程中起决定性作用，其中商圈的目标是公司应该竞争的各个环节。

（弗里德曼和莱辛1987年）。

这项评估主要是基于本部门的整体经济吸引力以及公司的目标和公司资源状况（科特勒2003）。

更具体的说，在评估环节中，重点是细分的大小，所需资源渗透到公司的长处和短处，替代品纯在和内部和外部的产品类别（波特1980）。

在一般情况下，一个品牌能以最好的方式得到满足，营销人员是细分的重要关注环节（科特勒2003）。

零售企业营销策略中英文对照外文翻译文献

零售企业营销策略中英文对照外文翻译文献随着全球化的不断深入，零售企业的营销策略已经成为企业成功的关键因素之一。

在国内外，许多学者和实践者都在探讨零售企业的营销策略，并取得了一定的研究成果。

本文将介绍零售企业营销策略的中英文对照，并对外文翻译文献进行探讨。

一、零售企业营销策略的概念及重要性零售企业营销策略是指通过制定和实施一系列营销策略，来满足消费者需求，实现企业目标的过程。

这些策略包括产品定位、价格策略、促销活动、渠道策略等。

在日益竞争激烈的市场环境中，零售企业的营销策略对于企业的生存和发展至关重要。

二、零售企业营销策略的中英文对照1、产品定位（Product Positioning）：产品定位是指企业在目标消费者心中为产品建立独特形象的过程。

在英文中，产品定位通常被称为Product Positioning。

2、价格策略（Pricing Strategy）：价格策略是指企业根据市场需求和竞争状况制定价格的过程。

在英文中，价格策略通常被称为Pricing Strategy。

3、促销活动（Promotion）：促销活动是指企业通过各种手段刺激消费者购买的过程。

在英文中，促销活动通常被称为Promotion。

4、渠道策略（Channel Strategy）：渠道策略是指企业选择合适的销售渠道，以实现产品的销售目标的过程。

在英文中，渠道策略通常被称为Channel Strategy。

三、外文翻译文献探讨在研究零售企业营销策略的过程中，许多学者和实践者都进行了深入的研究和探讨。

其中，最具代表性的外文翻译文献包括《零售管理》、《营销管理》等。

这些文献提供了对零售企业营销策略的全面分析和实践经验的总结，对于指导企业制定和实施有效的营销策略具有重要意义。

《零售管理》一书主要介绍了零售企业的组织结构、运营管理、营销策略等方面的内容。

其中，在营销策略方面，作者提出了产品定位、价格策略、促销活动、渠道策略等关键因素，并详细阐述了这些因素对于企业成功的重要性。