营销渠道中英文对照外文翻译文献

...---可修编.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：宫超指导教师：丹年月日MarketingChannelsandValueNetworksMostproducersdonotselltheirgoodsdirectlytothefinalusersbetweenthemstandsasetofintermediariesperformingavarietyoffunctions.Theseintermediariesconstituteamarketingchannelalsocalledatradechannelordistributionchannel.Formallymarketingchannelsaresetsofinterdependentorganizationsinvolvedintheprocessofmakingaproductorserviceavailableforuseorconsumption.Theyarethesetofpathwaysaproductorservicefollowsafterproductionculminatinginpurchaseandusebythefinalenduser.Someintermediaries-suchaswholesalersandretailers-buytaketitletoandresellthemerchandisetheyarecalledmerchants.Others-brokersmanufacturer’srepresentativessalesagents-searchforcustomersandmaynegotiateontheproducersbehalfbutdonottaketitletothegoodstheyarecalledagents.Stillothers-transportationpaniesindependentwarehousesbanksadvertisingagencies-assistinthedistributionprocessbutneithertaketitletogoodsnornegotiatepurchasesorsalestheyarecalledfacilitators.TheImportanceofChannelsAmarketingchannelsystemistheparticularsetofmarketingchannelsafirmemploysanddecisionsaboutitareamongthemostcriticalonesmanagementfaces.IntheUnitedStateschannelmemberscollectivelyhaveearnedmarginsthataccountfor30to50oftheultimatesellingprice.Incontrastadvertisingtypicallyhasaccountedforlessthan5to7ofthefinalprice.Marketingchannelsalsorepresentasubstantialopportunitycost.Oneofthechiefrolesofmarketingchannelsistoconvertpotentialbuyersintoprofitablecustomers.Marketingchannelsmustnotjustservemarketstheymustalsomakemarkets.Thechannelschosenaffectallothermarketingdecisions.Thepany’spricingdependsonwhetheritusesmassmerchandisersorhigh-qualityboutiques.Thefirm’ssaleforceandadvertisingdecisionsdependonhowmuchtrainingandmotivationdealersneed.Inadditionchanneldecisionsincluderelativelylong-termmitmentswithotherfinsaswellasasetofpoliciesandprocedures.Whenanautomakersignsupindependentdealerstosellitsautomobilestheautomakercannotbuythemoutthenextdayandreplacethemwithpany-ownedoutlets.Butatthesametimechannelchoicesthemselvesdependonthepany’smarketingstrategywithrespecttosegmentationtargetingandpositioning.Holisticmarketersensurethatmarketingdecisionsinallthesedifferentareasaremadetocollectivelymaximizevalue.Inmanagingitsintermediariesthefirmmustdecidehowmuchefforttodevotetopushversuspullmarketing.Apushstrategyusesthemanufacturerssalesforcetradepromotionmoneyorothermeanstoinduceintermediariestocarrypromoteandselltheproducttoendusers.Pushstrategyisappropriatewherethereislowbrandloyaltyinacategorybrandchoiceismadeinthestoretheproductisanimpulseitemandproductbenefitsarewellunderstood.Inapullstrategythemanufacturerusesadvertisingpromotionandotherformsofmunicationtopersuadeconsumerstodemandtheproductfromintermediariesthusinducingtheintermediariestoorderit.Pullstrategyisappropriatewhenthereishighbrandloyaltyandhighinvolvementinthecategorywhenconsumersareabletoperceivedifferencesbetweenbrandsandwhentheychoosethebrandbeforetheygotothestore.Foryearsdrugpaniesaimedadssolelyatdoctorsandhospitalsbutin1997theFDAissuedguidelinesforTVadsthatopenedthewayforpharmaceuticalstoreachconsumersdirectly.Thisisparticularlyevidentintheburgeoningbusinessofprescriptionsleepaids.TopmarketingpaniessuchasCoca-ColaIntelandNikeskillfullyemploybothpushandpullstrategies.Marketingactivitiesdirectedtowardsthechannelaspartofapushstrategyaremoreeffectivewhenacpaniedbyawell-designedandwell-executedpullstrategythatactivatesconsumerdemand.OntheotherhandwithoutatleastsomeconsumerinterestitcanbeverydifficulttogainmuchchannelacceptanceandsupportChannel

DevelopmentA

new

firm

typically

starts

as

a

local

operation

selling

in

a

fairly

circumscribedmarket

using

existing

intermediaries.

The

number

of

such

intermediaries

is

apt

to

belimited:

a

few

manufacturer’s

sales

agents

a

few

wholesalers

several

establishedretailers

a

few

trucking

panies

and

a

few

warehouses.

Deciding

on

the

bestchannels

might

not

be

a

problem

the

problem

is

often

to

convince

the

availableintermediaries

to

handle

the

firm’s

line.

Ifthefirmissuccessfulitmightbranchintonewmarketsandusedifferentchannelsindifferentmarkets.Insmallermarketsthefirmmightselldirectlytoretailersinlargermarketsitmightsellthroughdistributors.Inruralareasitmightworkwithgeneral-goodsmerchantsinurbanareaswithlimited-linemerchants.Inonepartofthecountryitmightgrantexclusivefranchisesinanotheritmightthroughoutletstohandlethemerchandise.Inonecountryitmightuseinternationalsalesagentsinanotheritmightpartnerwithalocalfirm.International

markets

pose

distinct

challenges.

Customers

shopping

habits

canvary

by

countries

and

many

retailers

such

as

Germany's

Aldi

the

United

KingdomsTesco

and

Spains

Zara

have

redefined

themselves

to

a

certain

degree

when

entering

anew

market

to

better

tailor

their

image

to

local

needs

and

wants.

Retailers

that

havelargely

stuck

to

the

same

selling

formula

regardless

of

geography

such

as

EddieBauer

Marks

amp

Spencer

and

Walt-Mart-marketing

strategy

for

Its

entrance

into

1MUS.

market

to

slack

different

national

manufacturer

have

sometimes

encounteredtrouble

in

entering

new

markets.

In

short

the

channel

system

evolves

as

a

function

of

local

opportunities

andconditions

emerging

threats

and

opportunities

pany

resources

and

capabilitiesand

other

factors.

Consider

some

of

the

challenges

Dell

has

encountered

in

recent

years.

Hybrid

Channels

Today’s

successful

panies

are

also

multiplying

the

number

of

quotgo-to-marketquotor

hybrid

channels

in

anyone

market

area.

In

contrast

to

Dell

HP

has

used

its

salesforce

to

sell

to

largeaccountsoutboundtelemarketingtoselltomedium-sizedaccountsdirectmailwithaninboundnumbertoselltosmallaccountsretailerstoselltostillsmalleraccountsandtheInternettosellspecialtyitems.Staplesmarketsthroughitstraditionalretailchanneladirect-responseInternetsitevirtualmallsandthousandsoflinksonaffiliatedsites.paniesthatmanagehybridchannelsmustmakesurethesechannelsworkwelltogetherandmatcheachtargetcustomerspreferredwaysofdoingbusiness.Customersexpectchannelintegrationcharacterizedbyfeaturessuchas:theabilitytoorderaproductonlineandpickitupataconvenientretaillocation；theabilitytoreturnanonline-orderedproducttoanearbystoreoftheretailer；therighttoreceivediscountsandpromotionaloffersbasedontotalonlineandoff-linepurchases.CircuitCityestimatedin-storepick-upsaccountedformorethanhalfitsonlinesalesin2006.Here’saspecificexampleofapanythathascarefullymanageditsmultiplechannels.REI〔RecreationEquipmentInc.〕What’smorefrustrating:buyinghikingbootsthatcrippleyourfeetortryingontheperfectpaironlytofindthestoreisoutofstockinthesizeorstyleyouwantatRecreationalEquipmentInc.

large

accounts

outbound

telemarketing

to

sell

to

medium-sizedaccounts

direct

mail

with

an

inbound

number

to

sell

to

small

accounts

retailers

to

sellto

still

smaller

accounts

and

the

Internet

to

sell

specialty

items.

Staples

marketsthrough

its

traditional

retail

channel

adirect-response

Internet

site

virtual

malls

andthousands

of

links

on

affiliated

sites.

paniesthatmanagehybridchannelsmustmakesurethesechannelsworkwelltogetherandmatcheachtargetcustomerspreferredwaysofdoingbusiness.Customersexpectchannelintegrationcharacterizedbyfeaturessuchas:theabilitytoorderaproductonlineandpickitupataconvenientretaillocation；theabilitytoreturnanonline-orderedproducttoanearbystoreoftheretailer；therighttoreceivediscountsandpromotionaloffersbasedontotalonlineandoff-linepurchases.CircuitCityestimatedin-storepick-upsaccountedformorethanhalfitsonlinesalesin2006.Here’saspecificexampleofapanythathascarefullymanageditsmultiplechannels.REI〔RecreationEquipmentInc.〕What’smorefrustrating:buyinghikingbootsthatcrippleyourfeetortryingontheperfectpaironlytofindthestoreisoutofstockinthesizeorstyleyouwantatRecreationalEquipmentInc.Understanding

Customer

NeedsConsumers

may

choose

the

channels

they

prefer

based

on

a

number

of

factors:the

price

product

assortment

and

convenience

of

a

channel

option

as

well

as

theirown

particular

hopping

goals

economic

social

or

experiential.As

with

productssegmentation

exists

and

marketers

employing

different

types

of

channels

must

beaware

that

different

consumers

have

different

needs

during

the

purchase

process.Researchers

Nunes

and

Cespedes

argue

that

in

many

markets

buyers

fall

intoone

offour

categories.

Habitual

shoppers

purchase

from

the

same

places

in

the

same

manner

over

time.High-valuedealseekersknowtheirneedsandquotchannelsurfquotagreatdealbeforebuyingatthelowestpossibleprice.Variety-lovingshoppersgatherinformationinmanychannelstakeadvantageofhightouchservicesandthenbuyintheirfavoritechannelregardlessofprice.High-involvementshoppersgatherinformationinallchannelsmaketheirpurchaseinalow-costchannelbuttakeadvantageofcustomersupportfromahigh-touchchannel.Onestudyof40groceryandclothingretailersinFranceGermanyandtheUnitedKingdomfoundthatretailersinthosecountriesservedthreetypesofshoppers:1.Service/qualitycustomerswhocaredmostaboutthevarietyandperformanceofproductsinstoresaswellastheserviceprovided.2.Price/valuecustomerswhoweremostconcernedaboutspendingtheirmoneywisely.3.Affinitycustomerswhoprimarilysoughtstoresthatsuitedpeoplelikethemselvesorthemembersofgroupstheyaspiredtojoin.AsFigure15.1showscustomerprofilesforthesetypesofretailersdifferedacrossthethreemarkets:InFranceshoppersplacedmoreimportanceonserviceandqualityintheUnitedKingdomaffinityandinGermanypriceandvalue.Eventhesameconsumerthoughmaychoosetousedifferentchannelsfordifferentfunctionsinmakingapurchase.Forinstancesomeonemaychoosetobrowsethroughacatalogbeforevisitingastoreortakeatest-driveatadealerbeforeorderingacaronline.Consumersmayalsoseekdifferenttypesofchannelsdependingontheparticulartypesofgoodsinvolved.Someconsumersarewillingtoquottradeupquottoretailersofferinghigher-endgoodssuchasTAGHeuerwatchesorCallawaygolfclubsthesesameconsumersarealsowillingtoquottradedownquottodiscountretailerstobuyprivate-labelpapertowelsdetergentorvitamins.Value

Networks

A

supply

chain

view

of

a

firm

sees

markets

as

destination

points

and

amounts

toa

linear

view

of

the

flow.

The

pany

should

first

think

of

the

target

markethowever

and

then

design

the

supply

chain

backward

from

that

point.

This

view

hasbeen

called

demandchain

planning.

Northwesterns

Don

Schultz

says:

quotA

demandchain

management

approach

doesn’t

just

push

things

through

the

system.

Itemphasizes

what

solutions

consumers

are

looking

for

not

what

products

we

are

trying

to

sell

them.Quot

Schultz

has

suggestedthat

the

traditional

marketing

quotfour

Psquotbereplaced

by

a

new

acronym

SIVA

which

stands

for

solutions

information

value

andaccess.An

even

broader

view

sees

a

pany

at

the

center

of

a

value

network-a

systemof

partnerships

and

alliances

that

a

firm

creates

to

source

augment

and

deliver

itsofferings.

A

value

network

includes

a

firms

suppliers

and

its

suppliers

suppliers

andiets

immediate

customers

and

their

end

customers.

The

value

network

includes

valuedrelations

with

others

such

as

university

researchers

and

government

approvalagencies.

Demand

chain

planning

yields

several

insights.

First,

the

pany

can

estimate

whether

more

money

is

made

upstream

or

downstream,

in

case

it

might

want

to

integrate

backward.

or

forward.

Second,

the

pany

is

more

aware

of

disturbances

anywhere

in

the

supply

chain

that

might

cause

costs,

prices,

or

supplies

to

change

suddenly.

Third,

panies

can

go

online

with

their

business

partners

to

carry

on

faster

and

more

accurate

munications,

transactions,

and

payments

to

reduce

costs,

speed

up

information,

and

increase

accuracy.

With

the

advent

of

the

Internet,

panies

are

forming

more

numerous

and

plex

relationships

with

other

firms.

Managing

this

value

network

has

required

panies

to

make

increasing

investments

in

information

technology

and

software.

They

have

invited

such

software

firms

as

SAP

and

Oracle

to

design

prehensive

enterprise

resource

planning

systems

to

manage

cash

flow,

manufacturing,

human

resources,

purchasing,

and

other

major

functions

within

a

unified

framework.

They

hope

to

break

up

department

silos

and

carry

out

core

business

processes

more

seamlessly.

Marketers,

for

their

part,

have

traditionally

focused

on

theside

of

the

value

network

that

looks

toward

the

customer.

In

the

future,

they

will

increasingly

participate

in

and

influence

their

panies’

upstream

activities

and

bee

network

managers,

not

only

product

and

customer

managers.营销渠道与价值网络管理公司的混合渠道必须确保这些渠道一起工作和相互匹配的目标客户首选的做生意的方式。客户希望渠道整合高通过诸如在线订购产品的能力和在一个方便的零售地点捡东西的能力；能够将网上订购的产品转化为零售商的附近商店承受折扣和促销优惠的根底上总在线和离线购置。电路城估计店接售占其在线销售额的一半以上2006。这是一个特定的一个精心管理多渠道的公司的IC例子。REI〔游乐设备公司〕更令人沮丧：买登山靴，削弱你的脚或试图在完美的排R只找到商店的大小或风格，你想在娱乐设备公司的股票。大多数生产者并不直接销售产品到最终用户，他们代表的是一套执行多种功能的中介机构。这些中介机构构成了一个营销渠道，也称为贸易渠道或分销渠道，正式的营销渠道是一组相互依存的组织，参与的过程中，使产品或效劳可供使用或消费。他们是通过产品或效劳来确定生产后最终使用用户。一些中介机构，如批发商和零售商购置所有权和转售商品，他们被称为商人。其他经纪商代理销售代表寻找客户，并可能代表生产商谈判，但不采取标题的货物，他们被称为代理。还有一些运输公司、广告公司、独立仓库银行协助分发过程，他们被叫做促进者但没有把货物所有权或洽谈购置权或销售权给他们。渠道的重要性营销渠道系统是一个企业特定的营销渠道并且关于它的决策是管理层面临的最关键的问题之一。在美国的渠道成员集体获得的利润占最终销售价格30％至50％。相反，广告通常占了不到最终价格的5成或7成。营销渠道代表一个巨大的时机本钱。营销渠道的主要作用是将潜在的买家变成有利可图的客户。营销渠道不仅要效劳市场还必须使用市场。渠道选择影响其他所有的营销决策。公司的定价取决于是否采用大卖场或高品质的精品店。企业的销售力和广告决策取决于经销商需要多少培训和鼓励。此外，渠道决定还包括对除了对那些芬兰人相对长期的承诺之外的一套政策和程序。当一个汽车制造商签署支持独立的经销商去销售他们汽车的时候，以后汽车制造商就不能用公司拥有的网点去取代他们。与此同时，营销渠道的选择依靠自己公司的市场战略以及对目标的细分和定位。使整体营销获得在这些所有市场决策中的不同领域的集体价值最大化。在中介企业的管理中必须决定它投入多少努力在推拉营销中。推式策略是使用制造商的销售力量促进贸易资金或使用其他手段诱导中介进展对最终用户的宣传和产品销售。推式策略适合用于选择低忠诚度的品牌产品，在这个品牌店里的工程，产品推动效益都是被理解。在拉式策略的制造商中使用通信广告宣传等形式，在拉动策略中，制造商使用广告促销和其他形式的沟通来说服消费者向中介机构要求产品，从而促使中介机构订购产品。拉的策略是适合在消费者进入店前就能够感知品牌差异和品牌选择的，拉式策略适宜这种品牌有高忠诚度和高涉入度的。多年来，药物公司只针对医生和医院的广告，但在1997FDA发布的电视广告指南，开辟了药品直接接触消费者的途径。这是特别明显的新兴行业的处方睡眠艾滋病。顶极的营销公司，例如可乐,英特尔和耐克巧妙地采用推式和拉式结合的策略。营销活动是朝向当有一个精心设计的和很好的激活消费者需求的拉式策陪的同时的推式策略的一个通道。另一方面有极少的一些消费者对它感兴趣但很难得到更多的通道引导和支持。开展通道新的公司通常使用现有的中介市场作为一个局部有限制的围开场。此类中介机构倾向于限制：一些厂家销售的代理几个批发商几个零售商几个建立货运公司和一些仓库。决定最好的渠道可能不是问题，问题往往是说服性可用的中介机构去处理公司线。如果公司成功，它可能会进入新市场，在不同的市场使用不同的渠道。在较小的市场，该公司可能直接出售给零售商在更大的市场，它可能会出售通过分销商。在农村地区，它可能与一般商品商人在市区有限的商人。在该国的一局部，它可能会授予独家专营权在另一个我不可能通过网点处理商品。在一个国家，它可能会使用国际销售代理在另一个可能与当地公司的合作伙伴。国际市场带来不同的挑战。顾客购物习惯的国家和许多零售商如德国阿尔迪联合如英国乐购和西班牙Zara会重新定义他们自己，更好地调整自己的形象，以在一定程度上进入新的市场更好地调整图像局部的需求，和当地的需要和希望的零售商，在很大程度上坚持同样的销售公式，无论地理等埃迪鲍尔的标志和斯宾塞和进入沃尔玛营销策略。进入新的市场时，市场对待不同国家的制造商有时会遇到麻烦。总之，渠道系统的开展作为当地时机和条件的作用，新兴的威胁和时机，公司资源和能力等因素。考虑一些的戴尔近年来遇到的挑战。混合渠道如今，成功的公司也在任何市场领域增加了"进入市场〞或混合渠道的数量。与戴尔相反，惠普利用其销售力量出售给大客户海外销售，以中型直接邮寄与入境出售给小账户零售商出售给更小的和互联网销售专业，斯台普斯市场通过其传统零售渠道直接响应互联网虚拟商城和数以千计的在附属。管理公司的混合渠道必须确保这些渠道一起工作和相互匹配的目标客户首选的做生意的方式。客户希望渠道整合高,通过诸如在线订购产品