市场营销专业外文翻译--基于产业结构的市场细分

1、 本 科 毕 业 设 计论文外文中译文及原文院系部 经济管理学院 专业名称 市场营销 年级班级 07-3班 学生姓名 杨思思 指导教师 曹锦文曹老师 2021 年 6月 13日Based on the industrial structure of market segmentationBased on the industrial structure is different from the current market segmentation market segmentation in marketing, although also includes the concept of

2、market segmentation, but higher than the general concept of market segmentation to be wide. Enterprises in the process of developing Marketing strategy, often based on traditional market segmentation based on market segmentation rather than on the industrial structure. This would make it difficult f

3、or enterprises find their competitive edge, not keen to seize the opportunity to quickly train a core competitiveness.      1. based on the industrial structure of market segmentation      Traditional market segments tend to focus on the value chain of Marketi

4、ng activities, is concerned that buyers identify the different needs and buying behavior. Based on the industrial structure of market segments put the buyer's purchasing behavior and various combination of cost behavior, these costs include both production costs, but also serve different buyer&#

5、39;s costs; this subdivision is to examine the process of the entire value chain activities reveals the attractiveness of different market segments in the industrial structure differences.      Traditional market segmentation theory suggests that the market is posed by a large nu

6、mber of buyers, the buyer may be many ways in certain aspects, each has its different characteristics, which constitutes a demand in their respective levels, purchasing power, geographical location, buying preferences and purchasing habits, differences. The traditional goal of Marketing is the use o

7、f these features in any one or a few variables to segment the overall market and identify business target market.      Industrial structure, market segmentation based on product categories and industries mainly to study all of the buyer, in order to identify their structure and v

8、alue chain differences. As the buyer the difference way too much, only from the type of buyer, the buyer's location and sales channels used to be refined in three areas. In other words, the product type, buyer types, sales channels, the buyer's location of these four factors constitute the v

9、ariables for market segmentation, any one or all of these variables can be defined and strategies appropriate market segments. Independently or in combination these four sub-variables, we can grasp the difference between producers and buyers.      1.the product type that is being

10、 produced or may produce an independent product type, but also including the provision of ancillary services. Product range can be divided in many ways, these divided into the industrial structure, or differences in the value chain and the resulting market segments. Classification of typical product

11、s include the following elements: physical size, price level, product characteristics, using the Technology or design, inputs, packaging, product performance, the elasticity of substitution, support services, bundled or not bundled for sale.      2.the buyer is the type of purcha

12、se or may purchase a particular industry, the ultimate buyer, the type of product. In order to identify the buyer market segments, we must examine the ultimate service industry, all of the different types of buyers to find significant differences in industrial structure or value chain. The buyer gen

13、erally can be divided into two major industrial and commercial buyers and buyers of consumer goods categories, each type of factors that need to look at the different segments. The buyer of the business in general needs to consider the following factors: the buyer where the industry、the buyer's

14、competitive strategy, technological sophistication, vertical integration, policy makers, procurement process, scale, financial strength, ordering patterns. The buyer of consumer goods to be considered: Population distribution、state of mind or lifestyle、purchase intentions、 the family decision makers

15、.      3.sales channel is already used or are likely to use to serve the ultimate buyer's optional sales channels. Distribution channels are often used in the enterprise value chain and how to structure the existing vertical linkages with various effects. Channels may also re

16、flect the significant cost drivers, such as the size of orders, Transportation size and delivery time. Definition of market segments, including the typical difference between channels: direct and distributor sales, direct mail and retail (or wholesale), distributors and retailers, the type, exclusiv

17、e or non-exclusive sales agent.      4.the buyer's location is defined as local, regional, national or group of countries. Geographical location can affect the buyer's needs and services, the cost of the buyer, but also can affect customer requirements value chain. Locati

18、on is also often on behalf of the buyer want the product characteristics, these characteristics and climate, customs, government regulations related to differences in such areas. A typical location is built on the basis of the following factors: the local (regional or national), climatic conditions,

19、 the country's stage of development, national or regional grouping method.      Second, a comparison with the traditional market segmentation      Traditional market segmentation to focus only on those types of variables through the purchase of differences

20、 right market segments, so that enterprises in the external market Research process, the expense of the industrial structure, value chain activities as well as characteristics of the enterprises themselves, in particular, is a competitive advantage analysis, it has lost the use of core competitivene

21、ss of enterprises maintain a competitive edge in the market opportunities. As the competitors are focused on each buyer's needs and buying behavior, tended to converge on the understanding of the buyer, even in the choice of target markets have the same preferences. This will generate the follow

22、ing negative factors:      1.target market, competitors often already exist. Enterprise goals set by the market and other companies target markets overlap or partially overlap may occur, even without the overlapping phenomenon, due to a highly developed commodity economy, a large

23、 number of substitute products or services exist, making the segment already exists with one or more product and service providers. Therefore, when the enterprise market, the buyers of certain characteristics of market segmentation and selection of target markets at the same time, which means that i

24、t has selected and established competitors, which competitors already established in its target markets being.      2.even in those who have not yet entered a potential target market, there was no excess profits to speak of. Because each competitor for each segment is a shared un

25、derstanding of the Development prospects, even if companies are fortunate enough in advance to enter a potential market segments, will be made due to the entry of a large number of competitors in this segment is no longer have any potential for development.      3.since the targe

26、t market is based on the market to purchase various properties of those segments identified, without taking into account the industrial structure and business activities in the value chain advantages, will inevitably lead to the core competitiveness of enterprises are not fully , the establishment o

27、f a competitive advantage can not be sustained.      Based on the industrial structure of the market segments identified in the target market is to give full consideration and analysis of industrial structure characteristics and the core competitiveness of enterprises themselves

28、based on the type line. Therefore, the goals set by enterprises in the market, larger than other competitors with a buyer to create value or reduce the cost of competitive advantage. And in the industrial structure of market segmentation based on the objectives set by market, by external competitors

29、 and the threat of substitutes is relatively small, making its competitors in a very long period of time is difficult to imitate. Manufacturing enterprises can give competitors a higher market entry barriers, business can be a long-term control of the target market, and to continuously consolidate a

30、nd strengthen its competitive advantage.      Industry, the product type and the buyer, the enterprise has a different appeal, companies gain competitive advantage through the two different ways. Industries in the industrial structure, product type and the buyer on the attractive

31、ness of different enterprises, and enterprises in the competitive advantage of different requirements, provide the basis for market segmentation. Both market segments resulting from differences in buyer behavior, but also from the supply of different products or services caused by differences in Eco

32、nomic buyers and sellers. More specifically speaking, all affect the industrial structure differences or differences in the value chain factors that can provide the basis for market segmentation.      1.differences in industrial structure resulting market segments. Industry profi

33、tability does not depend on the product's appearance or their technical content, but rather depends on the industrial structure. The invasion of new competitors, threat of substitute products, the customer Kanjia the ability of suppliers Kanjia the ability and existing competitors, the competiti

34、on between the interaction of these five forces and its influencing factors together constitute the industrial structure ofFramework. If the difference in product differentiation or the buyer has changed one or more of five kinds of forces, it will create market segments. For example, in TV industry

35、, small-screen desktop color TV to become mass consumer goods, other types of color TV sets (such as large-screen plasma TVs) can be models, equipment, painting and a variety of features to provide more opportunities. Further, the production of color TV sets with the desktop compared to large-screen

36、 plasma TVs use different manufacturing processes and the different supply-side, and not very sensitive to economies of scale. These differences affect the mobility barriers, supplier power, buyer power and competitive pressure differences, therefore, large-screen plasma TVs will form a market segme

37、nt. Sometimes, the industry's product type or the buyer will have five kinds of forces exerted different effects, but sometimes may affect one or several force. As long as the product or the buyer can influence at least in one of the five forces which would make differences in industrial structu

38、re, it is sufficient to constitute a market segment.      2.differences in the value chain resulting market segments. The so-called value chain, is related to a series of activities and strategies. From the Industry perspective, the value chain can be divided into: supplier value

39、 chains, enterprise value chain, channel value chain, buyer's value chain. Supplier value chain to provide enterprises with outsourcing input, not only the delivery of one of its products, but also affects many aspects of enterprise value chain. Production of the product value chain through the

40、channel to reach the hands of the buyer, which channel activity can affect both the buyer and business value. Company's products, coupled with the activities of channels and eventually into the value chain as part of the buyer. Is the enterprise value chain within the Industry in a particular co

41、mbination of the various activities, is used for the design, production, marketing, product delivery and play a supporting role for the various activities of the collection. The value of corporate activities can be divided into two broad categories: basic activities and complementary activities. Bas

42、ic activity is involved in the creation of material products and their sale, transfer to the buyer, and after-sales service activities; ancillary activities are supporting the basic activities, and outsourcing through the provision of inputs, technology, human resources and the functions of various

43、company-wide support . We now have to examine product type, or the buyer, whether it can influence the business value chain or industry value system. If the product or the buyer the difference from any of the following three aspects in the value chain to differ on the one hand, all will have segment

44、s: (1) the difference if the product or the buyer can influence the business value chain, activity-based costing will generate market segments. In the value chain framework, for different companies, each activity will have different specific activities, each activity will have a corresponding cost.

45、If we can change the product or the buyer's value chain activities, the cost, so that the total cost of each activity to change, then it will generate market segments. For example, Shanghai基于产业结构的市场细分 基于产业结构不同于当前的市场细分和市场细分市场,虽然也包括市场细分的概念,但高于市场细分的一般概念,要更加宽泛。企业在开展过程中存在的营销策略,它们常常是基于传统市场细分的根底上而不是在产业

46、结构的调整上。这将使得企业难以找到自己的竞争优势，不热衷于抓住机遇，迅速培养核心竞争力。1. 基于产业结构的市场细分传统的细分市场往往集中在市场营销活动的价值链中，关注的是识别购置者不同的需求和购置行为。基于产业结构市场的需要把买方的购置行为和各种相结合的本钱习性,这些本钱费用包括生产费用,而且还提供不同的买方的本钱;这个细分的过程是检查整个价值链活动揭示不同细分市场的吸引力在工业结构的差异。 传统市场分割理论认为，市场是由大量的买家提出的，买方可能在某些方面的许多方面，各有其不同的特点，这就构成了其在各自级别的需求、购置力、地理位置、购置偏好和购置习惯的差异。传统的营销目标是以这些任何一个功

47、能或几个变量来分割市场，确定整体业务目标市场，并确定使用。  产业结构、市场细分产品类别和产业根底上，主要考察所有的买家，以确定它们的结构和价值链的差异。作为买方的差异太多只能从购置者类型、买方的位置和销售渠道使用三个方面加以完善。换句话说，产品类型、购置者类型、销售渠道、买方的位置，这4个因素构成了市场细分变量,任何一个或者所有这些变量可以定义适当的市场细分和策略。独立的或组合这四个子变量，我们可以掌握生产者和购置者之间的差异。  这种产品在生产过程中或可能产生一个独立的产品类型，而且还包括提供配套效劳。产品范围可分为多种方式，这些方式包括产业结构、价

48、值链和差异以及由此产生的细分市场。典型的产品分类包括以下内容：物理尺寸、价格水平、产品特性、使用该技术或设计、投入、包装、产品性能、替代弹性、支援效劳、捆绑或不捆绑销售。 买方类型的购置或可能会购置某一特殊行业的产品, 成为这类产品最终的买主。为了识别买方市场细分,我们必须进行最终的行业效劳,所有不同类型的买家都会发现产品的显著差异或价值链产业结构。买方一般可分为两个主要的类型：工商业买家和消费者购置商品类别，每一个因素，需要看不同阶层的类型。该业务一般需要买家考虑以下因素：买方所在行业、买方的竞争策略、技术复杂性、纵向一体化、决策者、采购过程、规模、资金实力、订购模式。消费品的买方考虑：人口

49、分布、心态或生活方式、购置意图、家庭决策者的状态。   销售通道已被使用或可能使用，可选为为最终购置者效劳的销售渠道。分销渠道通常用于企业价值链的结构构建，以及如何构建与现有的各种效果相符合的纵向联系。渠道可能也反映了显著的本钱，如订单、运输规模和交货时间的大小订货。定义细分市场，包括典型的区别及分销渠道：直接与经销商的销售、直接邮寄和零售或批发、分销商和零售商、类型、独家或非独家销售代理。  买方的位置被定义为地方，区域，国家或国家集团。地理位置会影响买家的需求和效劳、买方的本钱，而且还可以影响到客户的要求价值链上。地理位置也往往代表买方需要产品的特点

50、，这些特点和气候、海关、政府法规等方面有关的差异。一个典型的地理位置是建立在以下因素的根底上的：地方地区或国家，气候条件，国家的开展阶段，国家或区域集团的方法。  传统的市场细分只注重到那些类型的变量，通过收购差异对市场细分。这些类型的变量，使企业在外部市场研究过程中，产业结构的费用、价值链活动、以及企业自身的特点，尤其是在竞争优势分析中，让已失去了核心竞争力的企业使用，并在市场上拥有竞争优势的时机。作为竞争对手那么专注于每一个买方需求和购置行为,往往集中于了解买方,即使在目标市场的选择有相同的偏好。这将产生以下不利因素：  目标市场，竞争对手往往已经存在。企业设定工作目标市场与其他公司的目标市场可能发生重叠或局部重叠,即使不重叠的现象,由于一个高度兴旺的商品经济的