Marketing Strategy

市场营销学英语知识点归纳市场营销是指企业通过调查和分析市场需求，制定营销策略，开展产品销售和推广活动，以满足消费者需求并实现利润最大化的一系列活动。

在市场营销的过程中，英语作为国际通用语言之一，经常被应用于相关领域。

下面将介绍市场营销学英语中的一些重要知识点。

1. 市场调研（Market Research）市场调研是市场营销中非常重要的一环。

它包括对市场、消费者、竞争对手和商品等进行调查和研究，以收集相关信息和数据来指导市场营销活动。

在英语表达方面，常用的词汇包括：market analysis（市场分析）、consumer behavior（消费者行为）、competitor analysis（竞争对手分析）、survey（调查）、sampling（抽样）等。

2. 市场定位（Market Positioning）市场定位是指企业在特定市场中通过品牌、产品特性、价格等方式来塑造自身在消费者心中的形象和地位。

英语表达中常见的相关词汇有：target market（目标市场）、brand positioning（品牌定位）、unique selling proposition（独特卖点）等。

3. 市场营销策略（Marketing Strategy）市场营销策略是企业为实现营销目标而制定的一系列计划和方法。

常见的市场营销策略有市场细分（market segmentation）、差异化营销（differentiated marketing）、直销（direct marketing）、促销（promotion）等。

这些策略也需要用英语进行描述和讨论。

4. 市场营销组合（Marketing Mix）市场营销组合是指企业在市场营销过程中运用的产品、价格、渠道和推广等因素的组合。

在英语中，这四个因素分别对应Product、Price、Place和Promotion，通常被称为“4P”。

其中，Product指的是产品或服务，Price是指价格，Place是指销售渠道，Promotion是指促销活动。

marketingstrategyA marketing strategy is a plan of action that an organization or business uses to promote its products or services to its target audience. It involves analyzing the market, identifying target customers, setting goals, and determining the best methods to reach and persuade potential customers.Here are a few key steps to develop an effective marketing strategy:1. Define your target audience: Identify who your ideal customers are and understand their needs, preferences, and behaviors. This will help you tlor your messages and marketing efforts specifically to them.2. Set clear goals: Determine what you want to achieve with your marketing strategy. It could beincreasing brand awareness, generating leads, driving sales, or improving customer retention. Set specific and measurable objectives that align with your overall business goals.3. Conduct market research: Gather data and insights about your industry, competitors, and customers. This will help you understand market trends, customer preferences, and identify gaps or opportunities that you can leverage in your marketing efforts.4. Develop a strong value proposition: Clearly communicate the unique value or benefits that your product or service offers to your target audience. Differentiate yourself from competitors and emphasize what sets you apart.5. Choose the right marketing channels: Identify the most effective channels to reach your target audience. This may include digital marketing channels like socialmedia, search engine optimization, content marketing, eml marketing, or traditional channels like print media, TV, radio, or outdoor advertising. Focus on channels that align with your target audience's behavior and preferences.6. Create compelling content: Develop high-quality and engaging content that aligns with your target audience's interests and needs. Use storytelling, visuals, and emotions to make your brand memorable and create a strong connection.7. Implement a consistent brand identity: Mntn a consistent brand image across all marketing channels to build brand recognition and trust. Use consistent branding elements such as logo, colors, tone of voice, and messaging.8. Monitor and measure results: Regularly track and analyze the performance of your marketing efforts.Use key performance indicators (KPIs) to measure success and make data-driven decisions to optimize your strategy.9. Adapt and evolve: Keep up with market trends, consumer preferences, technology advancements, and continuously evolve your marketing strategy to stay relevant and competitive.Remember, a marketing strategy is not a one-time effort but an ongoing process that requires continuous evaluation and adjustment to ensure its effectiveness in achieving your goals.。

营销战略（marketing strategy）文献综述Stanley F. Slater等[1]研究了环境影响评估的战略和业务单位在市场营销的创造力和执行效用方面的相对重要的作用，研究人员来调查这些条件，能提供关于管理和指导以便优化配置资源。

Rajan Varadarajan等［2]对现存的市场营销的环境中能使用Internet的吉姆公司的第一个十年进行研究，并猜测将来的互动营销市场的范围,研究销售和市场教育机制。

Kyriakos Kyriakopoulos等［3］认为一个公司的市场定位应该结合开发战略和市场开发,通过提供一个聚焦在客户目标的有效理论,来促进市场信息流动之间的战略进程，并集成一个动态连接能力市场。

Florence Crespin—Mazet等[4］研究了建筑业中的合作开发的营销战略，努力找出在何种条件下的项目合作开发被认为是一个可行的营销战略和具有竞争力的营销战略。

Kwaku Atuahene-Gima等［5]扩展了在新产品营销策略和基于新的冒险技术之间的关系研究，发现额外的工业关系和市场的活力能够加强新产品的营销战略在市场中的表现。

Eleri R。

Rosier等[6］发明和测试了一种概念模型,是关于关键执行者和营销经理在程序上的合理的洞察力所带来的结果。

结果表明如果中层营销经理信任他们的高级营销职员和他们的合理操作,那就会有更有效的销售策略.Henrikki Tikkanen等［7］研究了基本规划公司的的多商业关系和多规划的营销战略的实现。

Denise Jarratt等[8]描述了营销战略是如何随着新的竞争和组织环境的改变而演化的,解释了市场活动在公司面临营销战略时的作用和战略发展的途径。

Yvonne Brodrechtova[9］说明影响出口市场营销战略的因素不单单是西方发达国家，还有欧洲的过渡国家.研究结果显示一般最基本和相关资源以及国内正规机构受出口营销战略营销最大。

英语营销策略怎么写的In today's competitive business landscape, a well-defined marketing strategy is crucial to ensure the success of any business or organization. This strategy encompasses a range of activities aimed at promoting products or services, attracting customers, and ultimately driving sales. To develop an effective English marketing strategy, it is important to consider various aspects, such as target audience, branding, messaging, channels, and metrics. Let's delve into each of these elements and explore how to write a compelling marketing strategy.1. Define your target audience: Identifying and understanding your target audience is foundational to any marketing strategy. Start by creating buyer personas, fictional representations of your ideal customers. Consider their demographics (age, gender, location), psychographics (values, interests, lifestyle), and buying behavior. This information will help you tailor your marketing efforts to resonate with your target audience.2. Establish your brand identity: Your brand is an essential aspect of your marketing strategy. It represents the unique identity and value proposition of your business. Define your brand's personality, tone of voice, and visual elements such as logo, colors, and typography. Ensure consistency across all marketing channels to build brand awareness and recognition.3. Craft your messaging: Develop a compelling message that communicates your brand's value proposition. Highlight the benefits and unique selling points of your products or services. Emphasize how they solve your target audience's pain points orimprove their lives. Create key messages that resonate with your target audience and differentiate your brand from competitors.4. Select marketing channels: Determine the most effective marketing channels to reach your target audience. Consider both online and offline platforms, such as social media, email marketing, content marketing, search engine optimization (SEO), pay-per-click (PPC) advertising, print media, events, and public relations. Each channel should align with your target audience's preferences and behavior.5. Develop a content plan: Content marketing plays a significant role in modern marketing strategies. Create a content calendar outlining the types of content you will produce and distribute across various channels. This can include blog posts, articles, videos, infographics, webinars, and podcasts. Tailor your contentto address your target audience's pain points, provide valuable information, and establish thought leadership in your industry.6. Deploy marketing campaigns: Implement targeted marketing campaigns to generate leads and drive sales. Leverage data analytics to track the performance of your campaigns and optimize them based on the results. Consider A/B testing to experiment with different variations and identify the most effective strategies.7. Measure and analyze results: Set key performance indicators (KPIs) to track the success of your marketing efforts. These can include metrics such as website traffic, conversion rates, customer acquisition costs, and customer lifetime value. Regularly analyze the data to identify what is working and what needs improvement.Use these insights to refine your marketing strategy continuously. In conclusion, an effective English marketing strategy involves understanding your target audience, building a strong brand identity, crafting compelling messaging, selecting the right marketing channels, developing a content plan, deploying strategic campaigns, and measuring results. It is an ongoing process that requires continuous optimization and adaptation to the ever-changing market dynamics. By following these steps, businesses can develop a marketing strategy that drives growth and success.。

Virtual Learning Resource Centre Marketing strategy and planningOverviewIntroductionStage one: Defining strategic marketing objectivesStage two: Determining strategic focusStage three: Defining customer targetsStage four: Competitor analysisStage five: Differential advantageStage six: Marketing mixStage seven: ImplementationStage eight: Monitoring market performanceIntroductionThe terms marketing strategy and strategic market planning are often used interchangeably, which sometimes leads to confusion. We will use the term marketing strategy to mean the overall strategy of an organisation in relation to a particular market. In this learning guide we will explore the process of analysis and decision making which organisations go through as they define and implement their approach to that market. Marketing plans will form part of this process, in particular when it comes to implementation.Key aspects of the process are that it is cyclical, ie subject to constant review and reiteration; that it is dynamic, subject to changes in the environment (including customers and competition); and that it should be shared within the organisation, rather than being the sole preserve of the marketing department, if it is to be wholeheartedly adopted and implemented by the whole organisation.Two interrelated trends in marketing approaches have changed the emphasis of marketing strategy in recent years. These are relationship marketing and customer economics. The increased use of sophisticated database information in marketing has helped further the adoption of these two approaches and indeed both require such information in order to be successfully implemented. If you are specifically interested in relationship marketing, there is a further learning guide specifically on this topic.This overview will introduce a framework for the steps to be followed in a comprehensive marketing strategy process, the information and analysis required at each stage and the decisions to be taken at each stage. There are of course other possible frameworks and approaches which would be equally acceptable, provided all the key steps are included. What is crucial is to see each stage, and the whole process, as dynamic and iterative.Fig.1 : Components of marketing strategySource: Doyle, P. et al. Japanese Marketing Strategies in the UK: A Comparative study, Journal of International Business Studies Vol. 17(1) Spring 1986. Reprinted with permission from Butterworth Heinemann.Back to the topStage one: Defining strategic marketing objectivesThese will to a large extent be determined by corporate strategy, and will answer such questions as: which markets should we compete in? what should be our targets, in terms of market share and profitability, in these markets?The answer to the first question will be determined by the inherent attractiveness of the market and our ability to compete in it. A market may be attractive for a number of reasons: because there are high profits to be made in it; because it is growing; because it fits in well with or fills a gap in our existing portfolio. It is useful at this stage to carry out some structured analysis using a framework such as Michael Porter's Five Forces of Competition (see Fig. 2. below) or SWOT analysis.Fig. 2. Porter's "Five Forces of Competition" analysis© Porter, M.E. (1980) "Competitive Strategy" New York, The Free Press. Reprinted with permissionIt is crucial, however, to ask not just whether the market is inherently attractive, but whether it matches our capability profile: in other words, do we have particular strengths which will give us an advantage in the market? A good marketing strategy may be determined as much by those markets we choose not to enter as by those we do.Targets will be expressed in terms of market share or profitability, or possibly both. For example, in an early stage of the stage in the market life cycle, an organisation mayconcentrate on building share at the expense of profitability, or at a later stage may be content for share to remain static whilst profits are high.Back to the top Stage two: Determining strategic focusHaving decided which markets to compete in, the question of how to compete can be addressed. Should the focus be on growing the overall size of the market, or on taking a bigger share of an existing market (penetration)? In order to do this, should we be concentrating on getting existing customers to use more of our product, or on finding new customers or even new segments? Or can we only increase share by taking customers from our competitors?The answers to these questions will depend largely on what stage has been reached in the life cycle of the market for this product. This in turn will determine whether the market is fairly homogeneous or divided into segments or sub-segments. The more mature the market, the more fragmented it tends to be.Fig. 3.© Arnold, David (1992) The Handbook of Brand Management, Century Business. Reprinted with permission from FT Management.The product market life cycleTotal sales in a particular product market will tend to follow the curve shown in Fig. 3 aboveover a period of time. That period of time may span a hundred years or more (as would be the case for, say, washing powder or banking services) or it may be much shorter, in the case of technological innovations such as the cassette recorder or fashion-related items such as particular types of clothes or music. Each stage in the so called product market life cycle has different characteristics in terms of customers, competition, and company priorities.1.The introductory phaseCustomers: Unfamiliar with or unaware of product category. Those who do buy likely to be more experimentalist by nature. Sales lowCompetition: Likely to be lowCompany priorities: Encourage trial. Work with customers on productdevelopment to improve aspects such as packaging or documentation, or toeliminate "teething troubles"2.The growth phaseCustomers: Growing in numbers. Segments begin to appear. May be less price sensitive as category benefits more widely knownCompetition: Growing as new entrants appear.Company priorities: Build share by concentrating on distribution, creating alliances where appropriate to do this3.Early maturityCustomers: Segmentation is now more distinct and customer loyalty established as repeat purchases take placeCompetition: Intense as players attempt to secure their shareCompany priorities: Differentiate to attract and retain customers in specific target segmentste maturityCustomers: Knowledgeable, may demand low prices and high service levelsCompetition: Intense due to lack of market growth and difficulty of further differentiation. May be price basedCompany priorities: Attempt to lengthen life cycle by innovation, re-inventing product category before decline stage5.DeclineCustomers: Late adopters, eg first time buyers of microwaves or VCRsCompetition: May come more from substitute products or services than direct competition, eg plastic instead of steel components; on line services instead oflibraries or hard copy journalsCompany priorities: Re-define market whilst milking profits in early part of decline stage.Back to the top Stage three: Defining customer targetsThe first step in defining customer targets will be to understand the structure of the market interms of what segments exist and what alternative ways of segmenting the market might be possible. It is important to remember in this context that segmentation is a characteristic of the market, not something which marketeers impose upon it. In seeking to gain a better understanding of different customers' perception of value, marketeers may see certain customers with similar characteristics and perceptions as belonging together as a distinct segment, but unless those similarities actually exist, the segmentation and the target will be meaningless. Customers within one segment should be similar to each other in ways which are important for how, when, what and why they buy, and different from customers in other segments. Organisation's which find new ways of segmenting a market may also find new ways of differentiating their offering in response to a particular segment's perception of value, and will therefore gain an advantage over their competitors.Once we have a clear view of market structure, we need to decide which segment or segments to target. Certain elements will tend to make a segment attractive:size.growth.profitability.fit with company strengths.relative weakness of competition.The issue of customer economics, or choosing the right customer portfolio, is vital. Organisation's can waste large amounts of resources pursuing customers who are not sufficiently profitable, or are unattractive in other ways. This is even more important given the recent emphasis on building customer relationships. This is usually an expensive and time consuming business, so organisation's need to be sure that they are building relationships with the right customers. It is not usually possible or desirable to build relationships with all customers.As part of this stage, it will be decided whether to target only one segment, or several segments at once. Clearly this decision will be influenced by such factors as:available resources.danger of brand contamination.opportunity for economies of scale in manufacturing, marketing or distribution.Back to the top Stage four: Competitor analysisIn practice, it is clear that the analysis of competitors and the selection of customer targets will go hand in hand, since the one will exert a strong influence on the other. The decisions to be taken at this stage will relate to competitive positioning and competitive strategy. Competitor analysis is a big topic and has an important role to play at the level of corporatestrategy as well as in the marketing strategy process. If you want to look more specifically and in greater depth at competitor analysis, there is a separate learning guide on this topic. In the context of developing a marketing strategy, there are particular areas of competitor analysis to be considered. The specific questions which competitor analysis must answer at this market specific level are:what does the customer buy when he does not buy my product?what is his perception of these alternatives and how does it compare with his perception of my product?what do I know or what can I infer about my competitors' strategies in relation to their products?In answering the first question, it may help to consider at what level does the competition pose a threat in this market? There are a number of different possible levels of competition:budget level. The customer is choosing between spending his/her budget in two completely different ways, to meet completely different needs. To use an examplefrom the regional newspaper industry: does the customer buy the local paper or abar of chocolate?generic competition. The competitive product delivers the same benefit but in a different way: instead of buying the local paper, the customer listens to local radio.product category competition. Here the customer may choose between different product categories within the same industry: the customer buys a national dailynewspaper instead of the local one, or reads the free local paper delivered throughhis door, instead going out and buying one.brand competition. This is the most direct form of competition: does the customer buy one local title or the other?Organisation's will often be aware of direct brand competition, but less knowledgeable about the encroaching threat of competition at a lower level. The level at which the competitive threat is the strongest will obviously have serious implications for the organisation's strategic priorities.The second question relates more to the positioning of competitive products in the mind of the customer. The use of perceptual maps may help. Perceptual maps use the results of market research to map consumers' perceptions of competing brands in relation to attributes they consider important in determining value.They are a useful tool in determining strategies, because marketeers can see the major threats to their brand as well as the different directions in which they could move. Perceptual maps are discussed in more detail in David Arnold's book, The Handbook of Brand Management (1992) Century Business, pp.84 ff.The third question requires some thinking around the role of the particular competitive product in the competitor's portfolio as a whole. Portfolio management tools such as the Boston Consulting Group Matrix or the Directional Policy Matrix will probably be useful here. They are described briefly below.Fig. 4. The product portfolio matrixSource: Perspectives, No. 66, “The product portfolio.” Reprinted by permission from The Boston Consulting Group Inc. Boston MC. © copyright 1970The BCG product portfolio matrix classifies products according to two measures, market growth and relative market share. According to their position on the matrix, products are known as problem children (or question marks), stars, cash cows or dogs.Organisation's will tend to have a number of problem children at once, products at an early stage of the life cycle, having low market share in a fast growing market. They require a great deal of investment and support, but only some of them will survive to become mature products which can contribute to the organisation's overall revenues.Once products have succeeded in growing their market share, and whilst the market itself is still in its growth phase, they are known as stars. These products still require substantial investment to sustain their high market share position, but they are at the same time generating positive cash flows themselves.As the market moves into maturity and growth slows down, products with high market share are classified as cash cows, able to generate cash whilst requiring less support than before. These cash flows can therefore be used to support other products in the other categories. Finally, products with low market share in a low growth market are known as dogs. They may still generate some cash, but as the market moves into decline, it will not be worth it for organisation's to invest money or effort in them. Instead they are advised to cut back investment as much as possible (harvesting) or, if possible, to move out of the market (divestment).Clearly, the BCG matrix can be used by an organisation to analyse its own or its competitors' products. Both will be useful for the purpose of competitive positioning.The Directional Policy Matrix is also a two dimensional model but incorporates a number of different elements into each dimension. It is therefore more complex and also more subjective than the BCG model. (see Fig.5) It can be used to plot brands, products, geographical areas or market segments and helps managers to think through their strategy for each element in the company's portfolio (or to make assumptions about their competitors' likely strategy). The size of each circle drawn on the matrix may represent size of turnover or, if known, profit margin. Fig. 5. The directional policy matrix© Adapted from Abell, Derek F. & Hammond, John S. (1979) Strategic Market Planning:Problems and Analytical Approaches, p213. Reprinted with permission of Prentice Hall Inc.The two axes of this matrix are market attractiveness and relative strength versus the competition. Clearly, an organisation will aim to have as many products as possible in the top left hand corner, ie in a strong competitive position in an attractive market. It will almost certainly have other products in the middle of the matrix (in an attractive market but in a relatively weak competitive position) and even in the right hand corner (a weak product in an unattractive market).Looking at the portfolio in this way will help with deciding priorities and allocating resources. For example, how much will it cost to keep a product in the top right position? What other products may threaten it? If a product is in the top middle square, what resources or tactical moves would it take to shift it over to the right? And for the product in the bottom left - should it be harvested? or is it possible to shift it?Back to the topStage five: Differential advantageDifferential advantage, or competitive advantage, describes the ways in which one organisation's offering is different from and better than another's. This gives the company an advantage over its competition. Differential advantage may come from a variety of sources: superior position, superior skills or superior resources.Superior positioneg lower costs (perhaps due to location); incumbent position (eg distribution network); relationshipsSuperior skillseg specialised knowledge, technical expertise, organisational skills such as flexibilitySuperior resourceseg financial resources, geographical coverage, exclusive ingredients, experienced peopleWhatever the source of differential advantage, it must offer real value to the customer in that it meets his/her needs in a distinctive way, and is in some way better than the competition. It is the meeting point of the three C's of customer, competition and company resources. Differential advantage is at the heart of a marketing strategy and should be based on all of the preceding analysis. It can then be translated into a practical marketing plan covering the four P's of the marketing mix.Back to the top Stage six: Marketing mixThe "marketing mix" refers to the various elements of a company's offering in the market place: the product or service itself, including its packaging; the price, including any discounts or payment terms; the place, or distribution method; and the promotional mix by which the offering is communicated to the market place.Fig. 6.In addition to the traditional "four Ps" (Borden, The Concept of the Marketing Mix, Journal of Advertising Research, Vol. 4, June 1964), subsequent writers have talked about the need to include physical evidence, process and people, particularly where service products are concerned. For example, if buying an intangible financial services product such as a mortgage, the building society's offices, the ease and speed with which an application can be made, and the way in which the society's staff deal with their customers will all influence the customer's perception of the offering.The marketing plan can be produced at this stage, and will include a definition of the target market segment(s), the source of differential advantage, and a list of actions under each of the marketing mix headings, with timings, budget and responsibilities allocated.The marketing mix approach simply says that all the messages the customer receives must be consistent with each other and help to communicate the differential advantage (sometimes called the value proposition). Some have argued that the concept is outdated, relying too much on the marketing department to implement it, and needs to be replaced by a more company wide approach. It is certainly true that consistency and an integrated approach are vital in implementing marketing strategy.Back to the topStage seven: ImplementationThe implementation of marketing strategy demands good communication between the marketing function and the other parts of the organisation. The McKinsey "Seven S" model (Peters, T. & Waterman, R. (1982) "In Search of Excellence" New York, HarperCollins) may be used as a checklist to ensure that all the elements involved in implementing the strategy are consistent with each other and with the strategy itself. The "seven S's" are:Strategy itself - supported bySkills- what distinctive core tasks (functional or organisational) is the company good at performing?Shared values - what is the culture of the company? What behaviour or achievements are rewarded?Style- what is the management style? How do things get done round here?Staff - what are the people like? What is their educational or business background? What is likely to motivate them? How is their morale?Systems- what formal systems are in place that may help (or hinder) implementation? (these could be reward systems, monitoring systems, customer service systems?) What about the informal systems?Structure- what structures are in place that may help (or hinder) implementation? Is there a flat management structure? Are there (for example) project management teams, or is the organisation structured along purely functional lines?Back to the top Stage eight: Monitoring market performanceIdeally a marketing plan should also include performance targets in terms of sales and contribution, customer satisfaction, or any other measures deemed appropriate. There is a trend towards the use of non-financial measures in monitoring company performance. (Kaplan, R. S. & Norton, D.P. (1996) The Balanced Scorecard, Harvard Business School Press). The information needed for such measurements is often difficult to obtain, but as feedback mechanisms showing whether or not a strategy is being successfully implemented, they may be more useful than traditional quantitative measures. the learning guide on performance management has more information about the balanced scorecard approach.Back to the topLast modified: 02/10/2006。

营销策略(Marketing Strategy)引言营销策略在企业发展中起到至关重要的作用。

一个有效的营销策略能够帮助企业实现市场份额的增长、品牌认知度的提升以及销售额的增加。

本文将介绍我们公司制定的营销策略，旨在帮助我们实现业务目标并获得可持续的竞争优势。

目标市场在制定营销策略之前，我们需要明确我们的目标市场。

我们的产品主要面向年轻而有活力的用户群体，他们更关注个性化、创新和品质。

通过准确定义目标市场，我们可以更好地了解他们的需求和偏好，以便针对性地制定营销活动。

品牌定位品牌定位是塑造品牌形象和传达核心价值的关键。

在制定营销策略时，我们必须清楚地界定我们的品牌定位。

通过明确我们的品牌使命、价值主张和竞争优势，我们可以更好地与目标市场进行沟通，并建立起长期而稳定的品牌认知度。

渠道选择渠道选择是将产品和目标客户联系起来的重要环节。

我们将通过多种渠道来传播我们的产品和品牌，包括线上和线下渠道。

线上渠道包括社交媒体、电子商务平台和网站推广等，而线下渠道则包括实体店铺、展会和合作伙伴等。

通过合理选择渠道并综合运用它们，我们能够更好地覆盖目标市场，并与潜在客户进行有效的互动和沟通。

产品定价在制定产品定价策略时，我们需要综合考虑多个因素，包括市场需求、竞争对手定价和成本等。

我们将采取差异化定价策略，根据产品的独特性和价值为不同的客户群体设定相应的价格。

同时，我们也将提供一些促销活动和优惠，以吸引客户并增加销售额。

市场推广市场推广是营销策略中不可或缺的一环。

我们将采取多种市场推广手段，包括广告、公关、内容营销和口碑营销等。

通过精确定位受众群体、创造有吸引力的广告内容以及积极借助社交媒体和公众平台进行宣传，我们将提高品牌知名度并吸引更多的目标客户。

销售与服务销售与服务是营销策略的最终目的。

我们将建立高效的销售团队，专注于了解客户需求、提供个性化的解决方案以及建立良好的客户关系。

同时，我们也将持续提供优质的售后服务，以增加客户的忠诚度并促进重复购买。

营销策略英文作文范文英文回答：Marketing Strategy。

A marketing strategy outlines the roadmap for achieving marketing goals. It involves identifying target customers, defining value propositions, setting marketing objectives, and selecting the appropriate marketing mix strategies to reach the target market.Target Customers。

The first step in developing a marketing strategy is to identify the specific group of customers the business aims to reach. This involves understanding their demographics, psychographics, and behaviors. By defining the target customer, the business can tailor its marketing efforts specifically to their needs and preferences.Value Proposition。

A value proposition is a statement that conveys the unique benefits and value a product or service offers toits customers. It should clearly differentiate the offering from competitors and address the specific needs of the target customer.Marketing Objectives。

营销策略 Marketing StrategyPART ONEQuestions 1—8· Look at the statements below and the five extracts about advertising and promotion from an article.· Which extract (A, B, C, D orE. does each statement (1—8) refer to?· For each statement (1—8), make one letter (A, B, C, D orE. on your Answer Sheet.· You will need to use some of these letters more than once.A. SMS marketing is marketing using a mobile phone. SMS stands for short message server, otherwise known as text messaging. In short SMS marketing is done using a mobile device to transfer marketing communication to interested consumers. It's an area that is gaining a great deal of interest by businesses both small and large.B. In a perfect world, every brand would contain a variety of meanings, the better to speak to a variety of consumers. The trouble with stuffing the brand this way is that the meaning that works for one consumer can bewilder or antagonize the next. Building a brand with many meanings can sometimes fail spectacularly. Everyone creating popular culture is trying to solve this question.C. Marketing managers work with advertising and promotion managers to promote the firm's or organization's products and services. With the help of lower level managers, including product development managers and market research managers, marketing managers estimate the demand for products and services offered by the firm and its competitors and identify potential markets for the firm's products.D. Marketers should also be aware of the competition that they will face when pursuing a position at a media company. Typically, marketers must have a plethora of solid experience and a vast understanding of the media industry and the specific changes impacting the industry they are looking to work in.E. Convergence has significantly blurred the lines between print, internet, television and radio. Messaging that used to be tailored for one outlet will now have to be adjusted for a wider audience. Further, the accessibility of the internet has created a very diverse and global customer base.1、 Marketers should already be familiar with how to communicate their messages across a variety of mediums.2、 Marketing managers also develop pricing strategies to help firms maximize profits and market share while ensuring that the firms' customers are satisfied.3、 In collaboration with sales, product development, and other managers, they monitor trends that indicate the need for new products and services and they oversee product development.4、 In the United States alone 9 out of 10 people carry a mobile device according to research done by MobiThinking.5、 So marketers should build their awareness of different cultures and respective sensitivities.6、 Specifically we have something to learn from Hollywood, which I believe may serve us as a kind of laboratory.7、 At present, SMS marketing is considered to be one of the more direct and personal forms of marketing.8、 So marketers have something to learn from non marketers.PART TWOQuestions 9—14· Read the text about the Yao's career development in the U. S.· Choose the best sentence to fill each of the gaps.· For each gap (9—14), mark one letter (A-H) on your Answer Sheet.· Do not use any letter more than once.A. Let's start off by reviewing the formal definitions of eachB. All of these elements must not only work independently but they also must work together towards the bigger goal.C. Advertising only equals one piece of the pie in the strategyD. While both components are important they are very differentE. Advertising is the largest expense of most marketing plansF. Advertising can be defined as a way to publicize the information consumers needG. After reading both of the definitions it is easy to understand how the difference can be confusing to the pointH. We can come a conclusion that all the elements are important for advertisers to noteMarketing vs. Advertising: What's the Difference?You will often find that many people confuse marketing with advertising or vice versa. 9 Knowing the difference and doing your market research can put your company on the path to substantial growth.10and then I'll go into the explanation of how marketing and advertising differ from one another:Advertising: The paid, public, non-personal announcement of a persuasive message by an identified sponsor; the non-personal presentation or promotion by a firm of its products to its existing and potential customers.Marketing: The systematic planning, implementation and control of a mix of business activities intended to bring together buyers and sellers for the mutually advantageous exchange or transfer of products.11 that people think of them as one-in-the same, so lets break it downa bit.Advertising is a single component of the marketing process. It's the part that involves get ting the word out concerning your business, product, or the services you are offering. It involves the process of developing strategie s such as ad placement, frequency, etc. Advertising includes the placement of an ad in such mediums as newspapers, direct mail, billboards, television, radio, and of course the Internet. 12 with public relations following in a close second and market research not falling far behind..The best way to distinguish between advertising and marketing is to think of marketing as a pie, inside that pie you have slices of advertising, market research, media planning, public relations, product pricing, distribution, customer support, sales strategy, and community involvement. 1314Marketing is a process that takes time and can involve hours of research for a marketing plan to be effective. Think of marketing as everything that an organization does to facilitate an exchange between company and consumer.PART THREEQuestions 15—20· Read the following article on the reasons why customers don't buy from you.· For each question (15—20) mark one letter (A, B, C orD. on your Answer Sheetfor the answer you choose.Are you spending time marketing your product, but still not selling as much as you would like? The truth is consumers have needs and steps that they go through and that persuades them to buy. If your marketing is not meetingthose requirements it is probably the reasons your product is not selling. As consumers we are not just persuaded by the "price" of a product, we are moved by the benefits of the product and what it can do for us; that's our reason for purchasing. If you are finding that you are having difficulty in selling your product you may want to consider the following reasons why consumers don't buy and evaluate how you can do better at marketing your products in a way that converts consumers into your customers. They are not aware of your product.Consumers cannot purchase products they are not aware of. If you are marketing, but consumers still don't know about your product it may be time to evaluate why it's not working. Are you targeting the right market with your message? Is your message reaching those that would have an interest in your product? It's important to remember that the solution is not always more marketing, because the problem may lie with where you are marketing at, and what marketing vehicles you are using. They don't understand the benefits of your product. Consumers don't buy products solely based on price. Now, this does not mean that they don't factor in price, they do. Consumers buy based on the benefits your product brings them. If you asked your customers what the benefits of your product are, would they know? This is important. Your marketing must be centered on the benefits for your product in order for consumers to take an interest in purchasing your product. Create a list of the top three benefits of your product and use those in your marketing message. They don't feel your product has perceived value. Consumers will not buy products that they perceive as having no value. Why should customers value your product? You can use the benefits of your product to create a perceived value and it is that perceived value that helps in the sales of your product. If a customer cannot see value they will simply pass your product by. You must create that perceived value in your marketing message. They don't see how your product meets their needs. We've talked about benefits and perceived value, now let's talk about needs. Do consumers know how your product meets their needs? Does it make their life easier, save them time, and make them feel better? What need does you r product satisfy? You have to tell consumers that, don't make them guess or come up with the answer on their own, tell them and help educate them on why they need your product.15、 Which is not one of the main reasons that the consumers do not buy your products?A. The consumers don't find the way to know your product.B. The practicability of the product is not obvious.C. The product of other marketer has a more favorable price.D. Consumers don't buy anything which they think is of no value.16、 What do we learn about from the first paragraph?A. The consumers don't want to buy from you because you applied inappropriate ways in marketing the product.B. It is the benefits of the product that attract the customers to pay for it.C. A marketer should learn to summarize the reasons from the failure marketing.D. Meeting the customers' requirements appears to be of most importance in marketing techniques.17、 What does the author mean by saying "create a perceived value in your marketing message" ?A. It means that you should create a seductive message about the product to attract the consumers' attention.B. It refers to the benefits and requirements that consumers want from the product.C. It advises the marketers to use the benefits of your product to advertise.D. It is the only way that the customers can see how your product meets their needs.18、 Which is the essential concern that a customer buy a product?A. The customer really need it.B. It has a perceived value.C. It has a favorable price.D. The benefit of it sounds good.19、 A success product marketing is determined by ______.A. where the consumers get them.B. the way the consumers get them.C. the sales volume in the different sales locations.D. the awareness of your product.20、 To convert consumers into your customers, you shouldA. improve your marketing tools and strategies.B. learn about the needs and requirements of the consumers.C. pay more attention to the product itself, not the marketing.D. take more into consideration rather than simply marketing.PART FOURQuestions 21—30· Read the article below about the five W's of marketing.· Choose the correct word to fill each gap from A, B, C or D.· For each question (21—30), mark one letter (A, B, C orD. on your Answer Sheet. The Five W's of MarketingYou've heard of the Five W's: who, what, when, where, and why. They're the elements of information needed to get the full story, whether it's a journalist 21a scandal, a detective investigating a crime, or a customer service representative trying to resolve a 22There's even an old PR formula that uses the Five W's as a template for how to write a news release.Most of the time it doesn't matter in what order the 23 is gathered, as long as all five W's are ultimately 24The customer service rep's story may begin with who was offended, while the journalist may follow a lead based on what happened. The detective may start with where a crime was committed while details of who and what (not to mention when and why) are still 25 The Five W's are helpful in marketing planning as well. But unlike in other 26 the development of an effective marketing program requires that they be answered in a specific order: why, who, what, where, and when. The reasons may not be obvious, but by following this pathway you can avoid a great deal of confusion, trial and error, and blind 27 preserving your company's precious time and 28 Many marketers instinctively begin with questions about what and where, as in "what" their advertising should say or "where" it should appear. That's what gets them into 29 To 30 their marketing efforts, think why, who, what, where, and when. The order makes all the difference.21、 A. reporting B. uncovering C. exposing D. unmasking22、 A. problem B. dispute C. complaint D. issue23、 A. information B. statistics C. intelligence D. data24、 A. introduced B. proposed C. addressed D. raised25、 A. sketchy B. rough C. curt D. unshaped26、 A. fields B. occupations C. industries D. professions27、 A. alleys B. paths C. valleys D. tunnels28、 A. money B. efforts C. resources D. vigor29、 A. dilemma B. trouble C. puzzle D. uncertainty30、 A. improve B. perfect C. advance D. optimize PART FIVEQuestions 31—40· Read the article below about being different in your marketing.· For each question 31—40, write one word in CAPITAL LETTERS on your Answer Sheet.Dare to Be Different In Your MarketingDo you want to attract the attention of 31potential clients and customer? Then it's time to dare to be different. Over the last five years our marketing departments have become complacent. 32 than come up 33 new concepts, ideas, and marketing plans, we only revisit someone else's idea, 34a few things and call it our own. Do you want to create buzz 35 your products and services? Would you like people to take a look at 36 it is that you have to offer over your competitor? If you answered yes to 37 of these questions then this year I dare you to be different. Develop new ideas, actually spend time brainstorming to firm up your own company's marketing message. Stop looking at what everyone else is doing. Quit comparing your creative ideas with others. It's 38we learn that adopting the tactics and strategies of another company is just simply not 39 It's still important to do your re search regarding your competitors. However, it's more important to listen to the needs of prospects and current clients. When did it become ok to quit paying attention to our markets? We want a quick fix, a fast campaign, an instaneous idea. Daring to be 40doesn't have to be difficult, often enough it's as simple as getting back to the basics. PART SIXQuestions 41—52· Read the text below from a report about brand management.· In most lines (41—52), there is one extra word. It either is grammatically incorrect or does not fit in with the sense of the text. Some lines, however, are correct.· If a line is correct, write CORRECT on your Answer Sheet.· If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.41、 Believe it or not, your company is already being facing just that type of situation. Oh, you may not42、 have realized it, and if that's the case you probably haven't been responding as you should do.43、 The challenge you're facing, like the one above all, is complicated. It, too, has long term44、 implications. It's also expensive, and it's public—very public. Worse, if you're mishandling things, you're already damaging the health of your company. What is it? It's your branding program.45、 Don't roll up your eyes. Think about it. Companies often mismanage their brands by neglect,46、 and doing so harms their top lines, their bottom lines, and their prospects for long-term47、 success. Just because someone else hasn't dropped a bombshell on you i na breathless phone48、 call doesn't make it any less true. Like the subtle movement of the hands of a clock going, brand neglect happens slowly, almost imperceptibly, which makes it even more sinister.49、 What makes it so nonsensical is that your brand is the ultimate asset—or they should be. Your50、 brand, unlike a building, inventory, or furniture, fixtures, and equipment, needs never depreciate.51、 Quite on the contrary—brands can increase in value indefinitely as long as they're well-managed.52、 Consulting firm Interbrand estimates the market value of Coca-Cola ( KO)—not means the secret formula, not the factories, not the trucks, but the brand alone—to be more than $ 70 billion. The McDonald's (MCD. brand is worth more than $ 33 billion. Disney (DIS), $ 28 billion.答案:PART ONE1、D2、C3、C4、A5、E6、B7、A8、B PART TWO9、 10、11、 12、 13、14、PART THREE15、C 16、C 17、D 18、A 19、D 20、DPART FOUR21、B 22、C 23、A 24、C 25、A 26、D 27、A 28、C 29、B 30、DPART FIVE31、MORE 32、RATHER 33、WITH 34、CHANGE 35、ABOUT 36、WHAT 37、EITHER 38、TIME 39、ENOUGH 40、DIFFERENT PART SIX41、BEING 42、DO 43、ALL 44、CORRECT 45、UP 46、CORRECT 47、ELSE 48、GOING 49、THEY 50、CORRECT 51、ON 52、MEANS。

四级高频词汇系列之strategy的用法解析strategy是四级高频词汇之一，它有着广泛的应用范围。

在本文中，我们将对strategy的用法进行详细解析，帮助读者更好地理解和运用这一词汇。

一、strategy的定义和基本含义首先，让我们来了解一下strategy的基本定义。

根据牛津英语词典的解释，strategy是指“为达到某一目标而采取的组织、指导和控制活动的计划”。

换句话说，strategy是一种设定目标并制定计划以实现目标的方法或策略。

二、商业领域中strategy的应用strategy在商业领域中应用广泛，特别是在市场营销和运营管理等方面。

下面是几个常见的商业领域中strategy的示例：1. 市场营销策略（Marketing Strategy）：企业在推广和销售产品或服务时，为了吸引和保留客户，通常会制定市场营销策略。

这包括定位目标市场、选择适当的市场营销工具以及制定价格策略等。

2. 品牌战略（Brand Strategy）：建立和维护一个强大的品牌对于企业的发展至关重要。

品牌战略涉及到如何定义品牌形象、品牌故事和品牌传播策略等方面。

3. 渠道战略（Channel Strategy）：在销售产品或服务时，选择适当的渠道对于企业的成功非常重要。

渠道战略包括选择合适的分销渠道、建立合作伙伴关系以及管理渠道冲突等。

三、战略管理中strategy的运用除了商业领域，strategy在战略管理中也扮演着重要的角色。

战略管理是一种将企业的长期目标和计划与资源分配和行动方案相结合的管理方法。

以下是战略管理中strategy的一些常见应用：1. 企业战略（Corporate Strategy）：企业战略是指企业如何定位自己在特定市场中，以及如何分配资源来实现其长期目标。

企业战略通常包括业务扩张、并购战略和多元化战略等。

2. 竞争战略（Competitive Strategy）：竞争战略是企业在竞争激烈的市场中如何获胜的计划。