北美农林特产产品的市场营销策略-外文翻译.doc

北美农林特产产品的市场营销策略-外文翻译 外文翻译原文Markets and marketing strategies for agroforestry specialty products in North America Material Source: Agroforestry Systems Author:M.A. Gold, L.D. Godsey Key words: Alternative crops, Market value chain, Nichemarkets, Porter Five Forces Model, Woody ?orals, Eastern red cedar Abstract: In agroforestry, marketing is unique for several reasons: many products typically lack established marketing institutions, market information, and grade or quality standards. All that is known about the market for many agroforestry specialty products is that someone is growing the product and consumers are buying it. What happens to the product as it moves through the value chain from producer to consumer is unknown, the black box of agroforestry markets. To shed light on the black box and stimulate adoption of agroforestry practices, successful marketing strategies must be developed. Porters Five Forces Model is presented as a viable approach to explore the competitive environment of unexplored markets. The Five Forces Model looks at the underlying fundamentals of competition that are independent of the speci?c strategies used by market competitors including: 1 potential entrants; 2 suppliers; 3 buyers; 4 substitutes; and 5 industry competitors. By understanding the competitive forces within an industry, market strengths, weaknesses, opportunities and threats can be identi?ed and successful strategies can be developed. Standard marketing methods are highlighted to guide the development of specialty product market strategies. Woody ?orals research is described to illustrate a successful approach to agroforestry niche market development. Results of eastern red cedar market research are presented to illustrate use of the Five Forces Model as a framework for producers to look critically at potential markets and successfully identify opportunities, develop strategies, and avoid pitfalls. The information presented attempts to go beyond identi?cation of the market participants who, what and where and seeks to identify the forces how and why of agroforestry markets. Marketing strategy Market Research: 1. documenting the markets In order to exploit specialty forest product markets, entrepreneurs must develop a marketing plan that opens the black box and overcomes the information asymmetry inherent in these niche markets. Market research is the starting point in developing a marketing plan, providing a broad yet detailed overview of the industry that is being examined. Market research identi?es markets, inventories of raw materials, and answers speci?c questions about products. As markets are constantly changing, market research is an ongoing process that in?uences all aspects of a marketing strategy and continues throughout the life of a business and is essential to survive and thrive in a changing marketplace. Two major categories of market research can be identi?ed: primary and secondary. Primary market research is custom-made to answer speci?c questions about a business and to help operators make more informed decisions. Primary market research is based on direct consultations with existing or prospective customers, observations of and conversations with competitors, discussions with other businesses outside the potential market area, observations of how and where potential products are currently being marketed, discussions with brokers, retailers, and distributors. Market research ?rms can help obtain this information, although this can be costly. Secondary market research consists of information obtained from other sources library, government, professional associations, university, Internet. Spherically, this includes published reports and market studies, trade magazines and journals, newspapers, books, literature from competitors, and business directories. Some producers choose to start with market research to identify product needs and then determine if they have the necessary raw materials. Others inventory what they have and then work to identify or develop markets. Both approaches are valid, and are often conducted simultaneously, but markets must exist if an enterprise is to be successful Freed 1999. Market Research: 2. Analysis of market data Once primary and secondary market data have been collected, they must be organized and analyzed in a way that reveals the most about the market environment. Market research methods vary from industry to industry based on the availability of information Frigstad 1995; Hester 1996. Several approaches have been used to describe agricultural commodity and forest product markets Mater et al. 1992; Sinclair 1992. There is limited experience using market research methodologies to examine specialty product markets. Agricultural commodity market studies are approached at least two ways: analyzing the marketing functions functional approach, or analyzing the various institutions and ?rms that are involved in the marketing process institutional approach Kohls and Uhl 1998. The functional approach identi?es areas where value is added to the product. The institutional approach identi?es and describes the value chain producers, processors, wholesalers, and distribution centers. Both of these approaches are typically macro level analyses and are difficult to apply to specialty products, which are often micro-level, niche markets. Conventional forest product market studies have focused on macro-level industry development Vlosky et al. 1998; Jensen and Pompelli 2000; Mangun and Phelps 2000, competitive advantage analysis Hansen and Punches 1999 and competitive strategies Hansen et al. 2002. These studies all incorporate some form of competitive analysis, whether it is identifying a markets strengths, weaknesses, opportunities and threats SWOT analysis or describing speci?c market strategies. Greene 1998 conducted an exploratory and qualitative study of nontimber forest products in southwestern Virginia, United States, focusing on value addition and market outlets, pricing, promotion, and the distribution and marketing chain Nontimber forest product marketing systems and market players in southwest Virginia: A case study of craft, medicinal and herbal, specialty wood, and edible forest products. M.S. thesis, Virginia Polytechnic Institute and State University Greene S.M. 1998. DeCourley 1992 identi?ed potential market opportunities by understanding timing, placement, and people. Numerous guides have been published through university extension services and elsewhere that are designed to assist producers in marketing products Grudens-Schuck and Green 1991,Salatin 1998.Usually these are general marketing guides that typically focus on the four Ps ? product, promotion, placement, and pricing ? and are not speci?c to any product. All of these efforts identify key elements of a market that can be used to generally describe market characteristics. Given the niche nature of specialty products, detailed studies that focus on speci?c aspects of the competitive market environment are needed to understand the market characteristics and develop successful product marketing strategies. Competitive market analysis helps to identify the factors that coordinate and control each unique product market Porter 1980. Market research: 3. Developing a marketing strategy Once market data have been collected and analyzed, a market strategy can be developed Crawford and Di Benedetti 2000. Two common marketing strategies for specialty products are 1 direct marketing, and 2 adding value. In addition, new value chains can be established to build specialty product markets. Several different approaches are used for direct marketing specialty products. Direct marketing generally provides greater ?nancial returns per unit of product than through wholesale commodity marketing, but require greater marketing time and skills Freed 1999. Outlets for direct marketing specialty products to consumers include U-Pick mushrooms, fruit, nuts, herbs, and ?owers/?orals, farmers markets, festivals, garden shows, trade events, County/State Fairs, /catalog sales and retail outlets. Direct marketing is growing in popularity because consumers now demand safer, high quality products. Buyers place a value on coming face-to-face with the producer and their production location farm, farmers market location, business location, etc. Customers seek more information about the products produced. Directly marketed products can be promoted through the farmers markets, Internet, radio, weekly newspapers, and local access television Freed 1999. Other market outlets include wholesalers and retailers, small or ethnic groceries, restaurants, ?orists, mass merchandisers including grocery store chains, and local or regional wholesalers. One of the challenges in the wholesale marketplace is the need to provide a constant, dependable supply of large quantities of quality goods to the wholesaler. Wholesalers particularly with woody ?orals may only accept a few weeks worth of product at any one time, forcing the producer to incur storage and multiple delivery costs. A value-added strategy denotes a deliberate game plan to achieve or increase pro?tability. Customer value equates to perceived bene?ts as a function of price. Value can be added by determining the customers purchasing criteria and increasing the bundle of bene?ts to the consumer. Bene?ts can be bundled by improving quality remove defects, consistent high standards, increasing functionality, enhancing the consumers perception of value e.g., by incorporating woody ?oral stems in ?oral arrangements to increase height and width, changing product form kiln dry, place deliver, time, or ease of possession. New value chain con?gurations can be created through the establishment of new partnerships among farmers, processors and retailers. Specialty-product producers must strive to preserve their products identity and their unique story as the product moves across the value chain from producer to consumer farm to table. Producers must take full advantage of face and place by marketing the farm. Higher prices are paid for identity preserved niche products that come with a story Hartman 2003. Conclusions Agroforestry enterprises are multiproduct, multiyear activities often requiring three to 12 years before multiple income streams are derived. Market assessment and strategic marketing are essential for agroforestry enterprise success. Although agroforestry practices that produce commercial specialty products may increase management and marketing complexity, uncertainty and risk can be reduced by good market research. The woody ?orals study reveals new methods that can be used to document actual markets and stimulate landowner adoption. The red cedar example demonstrates how the Five Forces Model can serve as a framework for producers to look critically at potential markets and successfully identify opportunities, develop strategies, and avoid pitfalls. 译文 标题:北美农林特产产品的市场营销策略 资料来源: 农林复合生态系统 作者:/.d, /.sey 关键词:替代作物、市场价值链、缝隙市场、波特五力模型、木质花香、东方红雪松 摘要:在农林业系统,营销市场有以下几个原因:许多产品通常是营销机构、市场信息、等级或质量标准建设不足。所有关于对农林特产市场鲜为人知的是购买该产品的人越来越多,厂家生产出来,消费者去购买,因为它通过价值链来实现,从生产者到消费者的价值移动是未知的农林业市场。要想使农林措施通过,成功的营销战略必须得到发展。波特的“五力分析模型”是作为一个可行的方法,探讨未开拓的市场竞争环境。五力模型着眼于竞争的基本因素是由市场上的竞争对手包括独立使用的具体策略:(1)潜在进入者(2)供应商(3)买方(4)替代品(5)产业竞争对手,通过了解行业内的竞争力,市场优势,弱点,机会和潜在的威胁,可识别和发展的成功战略。标准的营销方法,突出专业指导产品营销的市场战略。理论研究描述来说明一个成功的方法,农林业的利基市场的发展。红雪松市场研究结果被提出来说明作为生产者,是审慎的潜在市场,并成功识别机会,制定战略,避免陷阱框架内的五力模型的使用。所提供的信息试图超越市场参与者识别(人名、事务、地点),并力求找出发展农林业市场的潜力(如何去发展和为什么要发展)。 市场研究1:记录市场 为了利用专业的森林产品市场,企业家必须制定一个营销计划,打开“黑匣子”,克服那些利基市场上固有的信息不对称现象。市场研究是制定营销计划的起点,它提供了业内广泛而详细的概述。市场研究确定市场,原料库存,并回答了有关产品的具体问题。由于市场是不断变化的,市场调研是一个持续的过程,影响着市场营销战略的各个方面和整个企业的生命,在不断变化的市场是必不可少的生存和发展。 两大类市场研究可确定为:一手资料和二手资料。一手资料的市场调研是定制的,以回答有关企业的具体问题,并帮助运营商做出更明智的决策。一手资料的市场调查是与现有或潜在客户进行直接协商为基础的,与竞争对手观察和讨论,与其他企业讨论潜在市场以外的市场,与经纪人、零售商和分销商讨论,观察如何以及哪里是目前销售的潜在产品。市场研究公司可以帮助获得这些信息,虽然这可能是昂贵的。市场研究二手资料包含的内容从其他的信息来源获得(图书馆,政府,专业协会,大学,互联网),特别是包括从竞争对手和商业目录出版的报告和市场研究,贸易杂志和期刊,报纸,书籍,文献。 一些生产商开始选择利用市场研究,来确定产品的需求,然后确定它们是否具备必要的原料。他们有什么其他库存,然后工作,确定或开拓市场。这两种方法都是有效的,而且往往同时进行,但市场必须存在,如果一个企业要取得成功(弗里德,1999)。 市场调查2:市场数据分析 一旦收集好一手和二手的市场数据,它们必须通过组织和分析来展现大部分的市场环境。市场研究的方法在行业与行业之间的变化是基于信息的可用性的。(Frigstad ,1995;海丝特,1996)已经有几种方法被用来描述农产品和林产品市场,可是用市场调研的方法来调查专业产品市场的经验还是有限的。 探讨农产品市场研究至少有两种方法:分析营销功能功能,或分析各种机构和企业参与的营销过程制度分析的方法(科尔斯和乌尔,1998)。功能性的方法来识别产品的价值将添加到该领域。制度分析的方法识别并描述了价值链(生产者,加工者,批发商和分销中心)。这两种方法通常是宏观层面分析,难以适用于特色产品,这往往是微观层面上的利基市场。 常规森林产品市场的研究主要集中于宏观产业发展(Vlosky,1998; Jensen和Pompelli2000 Mangun和菲尔普斯,2000)。竞争优势分析(汉森,1999),竞争策略(Hansen等人,2002)。这些研究都纳入一些有竞争力分析的形式,无论是确定一个市场的优势,弱点,机会和威胁(SWOT分析)或描述具体的市场策略。格林(1998)曾在美国的弗吉尼亚州西南部,关注经济林产品的探索和定性研究,对附加值和市场销路,定价,促销和销售环节的分配和经济林产品营销体系和市场参与者:以一个工艺,药用和草药,木材专业,和食用林产品为例。(M.S.论文,弗吉