工商管理专业英语u.ppt

BusinessSchoolofNankaiUniversity,Unit12RetailerMarketingDecisions,作者：南开大学商学院李桂华,BusinessSchoolofNankaiUniversity,Glossary,assortment:n.Acollectionofvariouskinds;avariety.多种多样differentiation:n.Discriminationintasteorchoice;distinction.区别,差异rethink:v.Toreconsider(something)ortoinvolveoneselfinreconsideration.重新考虑（某些事物）或进行反思。upscale:adj.Of,intendedfor,orrelatingtohigh-incomeconsumers:高消费的，高级的高消费阶层的，为高消费阶层服务的。mid-scale:adj.Of,intendedfor,orrelatingtomid-incomeconsumers:中等消费的，中等的中等消费阶层的，为中等消费阶层服务的。downscale:adj.Of,intendedfor,orrelatingtolow-incomeconsumers:低消费的，低等的低消费阶层的，为低消费阶层服务的。fixture:n.Somethingattachedasapermanentappendage,apparatus,orappliance:固定装置作为固定的附属物、器具或用具而附上去的东西smalllunchcounter:速食餐厅的长柜台,便餐馆,BusinessSchoolofNankaiUniversity,Glossary,delicatessen:n.Ashopthatsellscookedorpreparedfoodsreadyforserving.熟食店,出售已煮好或已准备好可以上桌的食物的商店cafeteria:n.Arestaurantinwhichthecustomersareservedatacounterandcarrytheirmealsontraystotables.自助餐厅，顾客们自己在柜台处将食物装在盘子里端到桌子上的一种饭馆.blockbuster:n.Something,suchasafilmorbook,thatsustainswidespreadpopularityandachievesenormoussales.流行佳作一些受到广泛普及和销售量巨大的事物overstock:n.Anexcessivesupply.过多的存货closeout:n.Asaleinwhichallremainingstockisdisposedof,usuallyatgreatlyreducedprices.大拍卖，清理存货所有存货通常都以大幅降价处理的方式售出,出清存货gadget:n.Somethingtoplaywith;atoy.玩具供玩耍的东西；玩具;小玩意儿arsenal:n.Astoreorsupply:储存，供应：,BusinessSchoolofNankaiUniversity,Glossary,clutter:v.Tolitterorpileinadisorderedmanner:乱糟糟地堆满杂乱地布满或堆集：plush:adj.Luxurious.豪华的somber:adj.Dullordarkincolor.暗的颜色暗淡的或黑暗的nightclub:n.Anestablishmentthatstaysopenlateatnightandprovidesfood,drink,entertainment,andmusicfordancing.夜总会一直开到深夜的娱乐场所，提供食物、酒、节目演出和供跳舞的音乐flashy:adj.Cheapandshowy;gaudy.俗艳的低劣的或华而不实的；庸俗而华丽的BananaRepublic:n.Asmallcountrythatiseconomicallydependentonasinglecrop,suchasbananas,orasingleproduct,suchastin.Itisoftengovernedbyadictatororofficersofthearmedforces:香蕉国经济仅依靠单一农作物（如香蕉）或单一工业产品（如锡）的一类小国家。经常被一个独裁者或军事武装首领所控制：markup:n.Araiseinthepriceofanitemforsale.涨价;某种出售物价格的上涨storewide:adj.Involving,applyingto,oroccurringthroughoutawholestore:全店范围的包括、适于或发生在整个商店内的：markdown:n.Areductioninprice.削价,BusinessSchoolofNankaiUniversity,KeyTermsandConcepts,KeyTermsandConceptsTargetmarket(目标市场)Targetmarketisasetofbuyerssharingcommonneedsorcharacteristicsthecompanydecidestoserve.Marketpositioning（市场定位）Marketpositioningreferstoarrangementforaproducttooccupyaclear,distinctiveanddesirableplacerelativetocompetingproductsinthemindsoftargetconsumers.Privatebrand(ormiddlemanbrand中间商品牌)Privatebrandisabrandthatiscreatedandownedbyaretailerofaproductorservice.,BusinessSchoolofNankaiUniversity,Text,Retailersaresearchingfornewmarketingstrategiestoattractandholdcustomers.Inthepast,retailersattractedcustomerswithuniqueproducts,moreorbetterservicesthantheircompetitorsoffered,orcreditcards.Today,nationalbrandmanufacturers,intheirdriveforvolume,haveplacedtheirbrandedgoodseverywhere.Thus,storesoffermoresimilarassortmentsnationalbrandsarefoundnotonlyindepartmentstores,butalsoinmass-merchandiseandoff-pricediscountstores.Asaresult,storesarelookingmoreandmorealike;theyhavebecome“commoditized”.Inanycity,ashoppercanfindmanystores,butfewassortments.,BusinessSchoolofNankaiUniversity,Text,Servicedifferentiationamongretailershasalsoeroded.Manydepartmentstoreshavetrimmedtheirservices,whereasdiscountershaveincreasedtheirs,Customershavebecomesmarterandmorepricesensitive.Theyseenoreasontopaymoreforidenticalbands,especiallywhenservicedifferencesareshrinking.Andbecausebankcreditcardsarenowacceptedatmoststores,consumersnolongerneedcreditfromaparticularstore.Forallthesereasons,manyretailerstodayarerethinkingtheirmarketingstrategies.,BusinessSchoolofNankaiUniversity,Text,Asshowninthefollowingfigure,retailersfacemajormarketingdecisionsabouttheirtargetmarketsandpositioning,productassortmentandservices,price,promotion,andplace.,Retailerstrategy,TargetmarketRetailstorepositioning,RetailerMarketingmix,ProductandserviceAssortmentPricePromotionPlace(location),BusinessSchoolofNankaiUniversity,Text,TargetMarketandPositioningDecisionRetailersfirstmustdefinetheirtargetmarketsandthendecidehowtheywillpositionthemselvesinthesemarkets.Shouldthestorefocusonupscale,mid-scale,ordownscaleshoppers?Dotargetshopperswantvariety,depthofassortment,convenience,orlowprices?Untiltheydefineandprofiletheirmarkets,retailerscannotmakeconsistentdecisionsaboutproductassortment,services,pricing,advertising,storedecor,oranyoftheotherdecisionsthatmustsupporttheirpositions.,BusinessSchoolofNankaiUniversity,Text,Toomanyretailersfailtodefinetheirtargetmarketsandpositionsclearly.Theytrytohave“somethingforeveryone”andendupsatisfyingnomarketwell.Incontrast,successfulretailersdefinetheirtargetmarketswellandpositionthemselvesstrongly.Forexample,in1963,LeslieH.Wexnerborrowed$5.000tocreateTheLimited,whichstartedasasinglestoretargetedtoyoung,fashion-consciouswomen.Allaspectsofthestoreclothingassortment,fixtures,music,colors,personnelwereorchestratedtomatchthetargetconsumer.Hecontinuedtoopenmorestores,butadecadelaterhisoriginalcustomerswerenolongerinthe“young”group.Tocatchthenew“youngs,”hestartedtheLimitedExpress.Overtheyears,hestartedoracquiredotherhighlytargetedstorechains,includingLaneBryant,VictoriasSecret,Lerner,andotherstoreachnewsegments.TodayTheLimited,Inc.operatesmorethen4,000storesinsevendifferentsegmentsofthemarket,withsalesofmorethen$6.9billion.,BusinessSchoolofNankaiUniversity,Text,EvenlargestoressuchasWal-Mart,Kmart,andSearsmustdefinetheirmajortargetmarketsinordertodesigneffectivemarketingstrategies.Infact,inrecentyears,thankstostrongtargetingandpositioning,Wal-MarthasexplodedpastSearsandKmarttobecomethenationslargestretailer.,BusinessSchoolofNankaiUniversity,Text,ProductAssortmentandServicesDecisionRetailersmustdecideonthreemajorproductvariables:productassortment,servicesmix,andstoreatmosphere.Theretailersproductassortmentmustmatchtargetshoppersexpectations.Theretailermustdetermineboththeproductassortmentswidthanditsdepth.Thus,arestaurantcanofferanarrowandshallowassortment(smalllunchcounter),anarrowanddeepassortment(delicatessen),awideandshallowassortment(cafeteria),orawideanddeepassortment(largerestaurant).Anotherproductassortmentelementisthequalityofthegoods:Thecustomerisinterestednotonlyintherangeofchoicebutalsointhequalityoftheproductsavailable.,BusinessSchoolofNankaiUniversity,Text,Nomatterwhatthestoresproductassortmentandqualitylevel,therealwayswillbecompetitorswithsimilarassortmentsandquality.Therefore,theretailermustsearchforotherwaystodifferentiateitselffromsimilarcompetitors.Itcanuseanyofseveralproduct-differentiationstrategies.Forone,itcanoffermerchandisethatnoothercompetitorcarriesitsownprivatebrandsornationalbrandsonwhichitholdsexclusives.Forexample,TheLimiteddesignsmostoftheclothescarriedbyitsstore,andSakegetsexclusiverightstocarryawell-knowndesignerslabels.Second,theretailercanfeatureblockbustermerchandisingeventsBloomingdalesisknownforrunningspectacularshowsfeaturinggoodsfromacertaincountry,suchasIndiaorChina.Ortheretailercanoffersurprisemerchandise,aswhenLoehmannsofferssurpriseassortmentsofseconds,overstocks,andcloseouts.Finally,theretailercandifferentiateitselfbyofferingahighlytargetedproductassortmentLaneBryantcarriesgoodsforlargerwomen;Brookstoneoffersanunusualassortmentofgadgetsinwhatamountstoanadulttoystore.,BusinessSchoolofNankaiUniversity,Text,Retailersalsomustdecideonaservicesmixtooffercustomers.Theold“momandpop”grocerystoresofferedhomedelivery,credit,andconversationservicesthattodayssupermarketsignore.Theservicesmixisoneofthekeytoolsofnonpricecompetitionforsettingonestoreapartfromanother.Thestoresatmosphereisanotherelementinitsproductarsenal.Everystorehasaphysicallayoutthatmakesmovingaroundiniteitherhardoreasy.Everystorehasa“feel”;onestoreiscluttered,anothercharming,athirdplush,afourthsomber.Thestoremusthaveaplannedatmospherethatsuitsthetargetmarketandmovescustomerstobuy.Abankshouldbequiet,solid,andpeaceful;anightclubshouldbeflashy,loud,andvibrating.Increasingly,retailersareworkingtocreateshoppingenvironmentsthatmatchtheirtargetmarkets.ChainssuchastheSharperImageandBananaRepublicareturningtheirstoresintotheatersthattransportcustomersintounusual,excitingshoppingenvironments.EvenconservativeSearsdividestheclothingareaswithineachstoreintosixdistinct“shops,”eachwithitsownsellingenvironmentdesignedtomeetthetastesofindividualsegments.,BusinessSchoolofNankaiUniversity,Text,PriceDecisionAretailerspricepolicyisacrucialpositioningfactorandmustbedecidedinrelationtoitstargetmarket,itsproductandserviceassortment,anditscompetition.Allretailerswouldliketochargehighmarkupsandachievehighvolume,butthetwoseldomgotogether.Mostretailersseekeitherhighmarkupsonlowervolume(mostspecialtystores)orlowmarkupsonhighervolume(massmerchandisersanddiscountstores).Thus,BijansonRodeoDriveinBeverlyHillspricesmenssuitsstartingat$400itsellsalowvolumebutmakesaheftyprofitoneachsale.Attheotherextreme,T.J.Maxxsellsbrandnameclothingatdiscountprices,settlingforalowermarginoneachsalebutsellingatamuchhighervolume.,BusinessSchoolofNankaiUniversity,Text,Retailersalsomustpayattentiontopricingtactics.Mostretailerswillputlowpricesonsomeitemstoserveas“trafficbuilders”or“lossleaders.”Onsomeoccasions,theyrunstorewidesales.Onothers,theyplanmarkdownsonslower-movingmerchandise.Forexample,shoeretailersmayexpecttosell50percentoftheirshoesatthenormalmarkup,25percentata40percentmarkup,andtheremaining25percentatcost.,BusinessSchoolofNankaiUniversity,Text,Retailersalsomustpayattentiontopricingtactics.Mostretailerswillputlowpricesonsomeitemstoserveas“trafficbuilders”or“lossleaders.”Onsomeoccasions,theyrunstorewidesales.Onothers,theyplanmarkdownsonslower-movingmerchandise.Forexample,shoeretailersmayexpecttosell50percentoftheirshoesatthenormalmarkup,25percentata40percentmarkup,andtheremaining25percentatcost.,BusinessSchoolofNankaiUniversity,Text,PromotionDecisionRetailersusethenormalpromotio