本科毕业外文翻译.docx

本科毕业外文翻译.docx

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本科毕业外文翻译

本科毕业论文

—外文文献及翻译

MarketingChannelsandValueNetworks

Mostproducersdonotselltheirgoodsdirectlytothefinalusers;betweenthemstandsasetofintermediariesperformingavarietyoffunctions.Theseintermediariesconstituteamarketingchannel（alsocalledatradechannelordistributionchannel）.Formally,marketingchannelsaresetsofinterdependentorganizationsinvolvedintheprocessofmakingaproductorserviceavailableforuseorconsumption.Theyarethesetofpathwaysaproductorservicefollowsafterproduction,culminatinginpurchaseandusebythefinalenduser.

Someintermediaries-suchaswholesalersandretailers-buy,taketitleto,andresellthemerchandise;theyarecalledmerchants.Others-brokers,manufacturers'representatives,salesagents-searchforcustomersandmaynegotiateontheproducer'sbehalfbutdonottaketitletothegoods;theyarecalledagents.Stillothers-transportationcompanies,independentwarehouses,banks,advertisingagencies-assistinthedistributionprocessbutneithertaketitletogoodsnornegotiatepurchasesorsales;theyarecalledfacilitators.

TheImportanceofChannels

Amarketingchannelsystemistheparticularsetofmarketingchannelsafirmemploys,anddecisionsaboutitareamongthemostcriticalonesmanagementfaces.IntheUnitedStates,channelmemberscollectivelyhaveearnedmarginsthataccountfor30%to50%oftheultimatesellingprice.Incontrast,advertisingtypicallyhasaccountedforlessthan5%to7%ofthefinalprice.Marketingchannelsalsorepresentasubstantialopportunitycost.Oneofthechiefroles

ofmarketingchannelsistoconvertpotentialbuyersintoprofitablecustomers.Marketingchannelsmustnotjustservemarkets,theymustalsomakemarkets.

Thechannelschosenaffectallothermarketingdecisions.Thecompany'spricingdependsonwhetheritusesmassmerchandisersorhigh-qualityboutiques.Thefirm'ssaleforceandadvertisingdecisionsdependonhowmuchtrainingandmotivationdealersneed.Inaddition,channeldecisionsincluderelativelylong-termcommitmentswithotherfinnsaswellasasetofpoliciesandprocedures.Whenanautomakersignsupindependentdealerstosellitsautomobiles,theautomakercannotbuythemoutthenextdayandreplacethemwithcompany-ownedoutlets.Butatthesametime,channelchoicesthemselvesdependonthecompany'smarketingstrategywithrespecttosegmentation,targeting,andpositioning.Holisticmarketersensurethatmarketingdecisionsinallthesedifferentareasaremadetocollectivelymaximizevalue.

Inmanagingitsintermediaries,thefirmmustdecidehowmuchefforttodevotetopushversuspullmarketing.Apushstrategyusesthemanufacturer'ssalesforce,tradepromotionmoney,orothermeanstoinduceintermediariestocarry,promote,andselltheproducttoendusers.Pushstrategyisappropriatewherethereislowbrandloyaltyinacategory,brandchoiceismadeinthestore,theproductisanimpulseitem,andproductbenefitsarewellunderstood.Inapullstrategythemanufacturerusesadvertising,promotion,andotherformsofcommunicationtopersuadeconsumerstodemandtheproductfromintermediaries,thusinducingtheintermediariestoorderit.Pullstrategyisappropriatewhenthereishighbrandloyaltyandhighinvolvementinthecategory,whenconsumersareabletoperceivedifferencesbetweenbrands,andwhentheychoosethebrandbeforetheygotothestore.Foryears,drugcompaniesaimedadssolelyatdoctorsandhospitals,butin1997theFDAissuedguidelinesforTVadsthatopenedthewayforpharmaceuticalstoreachconsumers

directly.Thisisparticularlyevidentintheburgeoningbusinessofprescriptionsleepaids.

SEPRACORINC.

Theincreaseduseofprescriptionsleepaidsisduenotsomuchtoanincreaseinthenumberofinsomniacs,astothebillionsofdollarsthedrugcompaniesrespendingonprintandTVadvertising.ConsiderSepracor'sadsforLunesta,featuringapalegreenLunamothflittingaroundtheheadofapeacefulsleeper.Sepracorspent$2.98millioninconsumeradvertisingin2006,anditsstockandsaleshavejumpedduetoitssuccessfulcampaign.Thedrugindustryasawholespentmorethan$4billiononconsumeradsin2005,morethanafivefoldincreasein10years.ItsaggressivepUllmarketingstrategyhas,however,promptedintensedebateandscrutinyfromCongress.Afterall,whileaggressiveadvertisingofMerck'sVioxxgeneratedhugeprofits,itexposedhousandsofU.S.adultstoheartattackrisks.Criticsofthenewdrugadssaythedrugstheytouttreatsymptomsratherthanspurringconsumerstodiscover

thereasontheycan'tsleep（whichcanrangefromsimplestresstoseriousillness）.Proponentsofsuchadssaythatinaneraofmanagedcareandshorteneddoctorvisits,adseducatepatientsandsparkimportantconversationswithdoctors.AlthoughthepharmaceuticalindustryisunlikelytopUllback,Bristol-MyersSquibbCo.haswonsomekudosforvoluntarilybanningadsduringthefirstyearnewdrugsareonthemarkets.

TopmarketingcompaniessuchasCoca-Cola,Intel,andNikeskillfullyemploybothpushandpullstrategies.Marketingactivitiesdirectedtowardsthechannelaspartofapushstrategyaremoreeffectivewhenaccompaniedbyawell-designedandwell-executedpullstrategythatactivatesconsumerdemand.Ontheotherhand,withoutatleastsomeconsumerinterest,itcanbeverydifficulttogainmuchchannelacceptanceandsupport.

ChannelDevelopment

AnewfirmtypicallystartsasalocaloperationseIlinginafairlycircumscribedmarket,usingıexistingintermediaries.Thenumberofsuchintermediariesisapttobelimited:

afewmanıufacturers'salesagents,afewwholesalers,severalestablishedretailers,afewtruckingcomıpanies,andafewwarehouses.Decidingonthebestchannelsmightnotbeaproblem;theıproblemisoftentoconvincetheavailableinterımediariestohandlethefirm'sline.

Ifthefirmissuccessful,itmightbranchintonewmarketsandusedifferentchannelsindifferentmarkets.Insmallermarkets,thefirmmightselldirectlytoretailers;inlargermarkets,itmightsellthroughdistributors.Inruralareas,itmightworkwithgeneral-goodsmerchants;inurbanareas,withlimited-linemerchants.Inonepartofthecountry,itmightgrantexclusivefranchises;inanother,itmightseJJthroughaJJoutletswitIingtohandlethemerchandise.Inonecountry,itmightuseinternationalsalesagents;inanother,itmightpartnerwithalocalfirm.

Internationalmarketsposedistinctchallenges.Customers'shoppinghabitscanvarybycountries,andmanyretailerssuchasGermany'sAldi,theUnitedKingdom'sTesco,andSpain'sZarahaveredefinedthemselvestoacertaindegreewhenenteringanewmarkettobettertailortheirimagetolocalneedsandwants.Retailersthathavelargelystucktothesamesellingformularegardlessofgeography,suchasEddieBauer,Marks&Spencer,andWal-Mart,marketingstrategyforItsentranceinto1MUS.markettoslockdifferentnationalmanufacturerhavesometimesencounteredtroubleinenteringnewmarkets.

Inshort,thechannelsystemevolvesasafunctionoflocalopportunitiesandconditions,emergingthreatsandopportunities,companyresourcesandcapabilities,andotherfactors.ConsidersomeofthechallengesDellhasencounteredinrecentyears.

DELL

DellrevolutionizedthepersonalcomputercategorybysellingproductsdirectlytocustomersviathetelephoneandlatertheInternet,ratherthanthroughretailersorresellers.CustomerscouldcustomdesigntheexactPCtheywanted,andrigorouscostcuttingallowedforloweverydayprices.Soundlikeawinningformula?

Itwasforalmosttwodecades.But2006sawthecompanyencounteranumberofproblemsthatledtoasteepstockpricedecline.First,reinvigoratedcompetitorssuchasHPnarrowedthegapinproductivityandprice.Alwaysfocusedmoreonthebusinessmarket,Dellstruggledtoselleffectivelytotheconsumermarket.AshiftinconsumerpreferencestobUyinretailstoresasopposedtobuyingdirectdidn'thelp,butself-inflicteddamagefromanultraefficientsupplychainmodelthatsqueezedcosts-andquality-outofcustomerservicewasperhapsthemostpainfuLManagersevaluatedcalfcenteremployeesprimarilyonhowfongtheystayedoneachcalf-arecipefordisasterasscoresofcustomersfelttheirproblemswereignoredornotproperlyhandled.AlackofR&Dspendingthathinderednew-productdevelopmentandledtoalackofdifferentiationdidn'thelpeither.Clearly,Dellwasenteringanewchapterinitshistorythatwouldrequireafundamentalrethinkingofitschannelstrategyanditsmarketingapproachasawhole.

HybridChannels

Today'ssuccessfulcompaniesarealsomultiplyingthenumberof"go-to-market"orhybridchannelsinanyonemarketarea.IncontrasttoDell,HPhasuseditssalesforcetoselltolargeaccounts,outboundtelemarketingtoselltomedium-sizedaccounts,directmailwithaninboundnumbertoselltosmallaccounts,retailerstoselltostillsmalleraccounts,andtheInternettosellspecialtyitems.Staplesmarketsthroughitstraditionalretailchannel,adirect-responseInternetsite,virtualmalls,andthousandsoflinksonaffiliatedsites.

Companiesthatmanagehybridchannelsmustmakesurethesechannelsworkwelltogetherandmatcheachtargetcustomer'spreferredwaysofdoingbusiness.Customersexpectchannelintegration,characterizedbyfeaturessuchas:

theabilitytoorderaproductonlineandpickitupataconvenientretaillocation；theabilitytoreturnanonline-orderedproducttoanearbystoreoftheretailer；therighttoreceivediscountsandpromotionaloffersbasedontotalonlineandoff-linepurchases.

Circuit