外文文献翻译原文及译文
文献出处: Dalman M. The Research of Brand Differentiation Marketing Strategy ." International Journal of Marketing Studies, 2017,1(5): 63-72.
原文
The R esear ch of Br and Differ entiation M a r keting Str a tegy
Da lman M
1 The Pur pose of This R esear ch
Although our knowledge of trivial attribute effect has been greatly enhanced, how the trivial attribute affects brand evaluation has never been studied from the perspective of product development and marketing strategy. Our research aims to fill the gap by offering empirical evidences from two studies. The goals of this paper is fourth folds; 1) Can brands increase their choice likelihood by adding some trivial attributes, 2) Does this effect depend on the nature of the category (i.e. hedonic vs. utilitarian), 3) Does the type of trivial attributes (hedonic vs. utilitarian) affect the consumer response to these trivial attributes, and finally 4) How can marketing managers effectively communicate a brand with trivial attribute? To reach these goals, in the first study, we review trivial attribute effect, and test how it creates the brand differentiation in service sector. Then, in the second study, we discuss about the evaluation mode
literature, and test that the effect whether trivial attribute is more salient in joint evaluation or separate evaluation mode. Finally, we conclude with discussion and provide suggestions for further research.
2.Theor etica l Ba ckgr ound
Tr ivia l Attr ibute Effect on Ser vice C hoice
Trivial attributes are defined as the attributes that do not create meaningful differentiation in evaluation of alternatives (Broniarczyk & Gershoff, 2003; Miljkovic et al., 2009). Consumers treat this trivial information in the advantage of brands that offer them even when they are informed before decision-making about the triviality (Carpenter et al., 1994). Brown and Carpenter (2000) explain this advantage with the reasons based account. They argue that consumers prefer to choose on the basis of easily justified, cognitively available reasons (Brown & Carpenter, 2000). Thus, when the options cannot be chosen based on important attributes, consumers need to rely on trivial attributes that create brand differentiation (Shafir, Simonson, & Tversky, 1993).
The question about what to add to the offering to increase its value is especially important for services (Devlin, 1998), as it is more difficult to create a competitive advantage in service industries (Storey & Easingwood, 1998). The main reason is that unlike physical goods, services are intangible and consumers often face a problem of identifying
the necessary attributes in services for evaluation. Thus, they end up only relying on brand comparisons on the basis of selected attributes (Gabott & Hogg, 1994; Rust & Chung, 2006). Therefore, services create more uncertainty for consumers than physical goods at the purchase stage.
When a decision can't be justified on relevant attributes, consumers form arguments based on trivial attributes even after they are told about the triviality of the attribute (Albrecht, Neumann, Haber, & Bauer, 2011).
Therefore, with the amount of uncertainty in services and the difficulty of evaluating attributes as mentioned above, consumers are likely to use trivial attributes when they are faced with an ambiguous choice set even after they are told about the triviality. We posit the hypothesis as follows;
H1: The choice likelihood of service provider that offers a trivial attribute will be higher than that does not offer.
Compared to physical goods, services are based on information processing (Rust & Chung, 2006) and how the information is processed depends on whether the service is utilitarian or hedonic (Hirschman & Holbrook, 1982). According to Batra and Ahtola (1991), consumers have these two motives in a choice context. Hedonic services are related to "fun" and "pleasure" (Babin, Darden, & Griffin, 1994) whereas utilitarian services are related to "functionality" (Strahilevitz & Myers, 1998). In a choice context, the outcomes of these two types of services
are valued differently as the utilitarian outcome depends on objective standards whereas hedonic ones depend on subjective (discretionary) standards (Botti & McGill, 2010). Moreover, Botti and McGill (2010) argue that hedonic motives are sought "as an end itself" whereas utilitarian motives are used to reach a higher-level goal. We argue that utilitarian services are more anxiety provoking than hedonic services as they include important, harder to achieve, and uncertain goals (Lazarus, 1991). And in situations, when goals are anxiety provoking, trivial attributes are more influential (Xiao, Dacin, & Ashworth, 2011). Therefore, we expect the effect of trivial attributes to be more pronounced in a hedonic service category than in a utilitarian service category. We posit the hypothesis as follows:
H2: The advantage of service provider that offers a trivial attribute will be more pronounced for the hedonic services compared to utilitarian services.
M ar keting C ommunica tion Str a tegy Using Tr ivia l Attr ibute Effect Prior literature has suggested that comparison is a natural and powerful strategy that consumers often rely on (Cooke, Janiszewski, Cunha Jr, Nasco, &De Wilde, 2004; Dhar, Nowlis, & Sherman, 1999). Hsee and Leclerc (1998) suggest that consumer preference changes
depending on how products are presented and evaluated, specifically, whether they are evaluated separately (separate evaluation mode) or jointly (joint evaluation mode). For example, in separate evaluation when one is asked to rate the importance of supporting government intervention for saving dolphins over preventing skin cancer among farm works, the number of people who supports the government intervention for saving dolphins is substantial. However, in the joint evaluation mode when the same person is asked to compare the importance of dolphin to that of a human side by side (or jointly) the majority of people's answer is obvious to support a human.
Thus, consumers in joint evaluation mode not only greatly save their efforts but also increase accuracy in choice because it is easier to identify similarities and differences between competing brands. This evaluation strategy focusing on the difference or something unique makes the trivial attribute become salient and even meaningful (Dhar& Sherman, 1996). Taken together, we posit that brand with trivial attribute will be perceived more valuable (i.e., people are willing to pay more) in the joint evaluation mode than it is in the separate evaluation mode.
H3: Willingness to Pay (WTP) is higher in the joint evaluation mode than that in the separate evaluation mode.
3.Discussion
Creating brand differentiation has been critical more than ever in our globalized world. Many manufactures of consumer package goods make enormous marketing efforts to differentiate their brands against competitors often by searching and adding new or noble attributes. An important decision to make for marketing managers is to determine what features should be included. In this research, we introduced an unusual brand differentiation strategy using the trivial attribute effect. Results from two experimental studies point out the following; if a trivial attribute as easy to implement as playing music in between class sessions for a GMAT course or distributing free ice at a Music Festival is offered, it can help service providers gain competitive advantage over their competitors. This can allow managers to be more creative and stay competitive in the market. Our results also indicate that this effect is more pronounced in hedonic service categories compared to the utilitarian categories.
From the ethical perspective, offering attributes that don't create meaningful difference for consumers is not deceiving consumers as our results indicate that the effects of trivial attributes hold even after consumers are told about the triviality of them. Moreover, consumers indicated in our study that they are not only aware of the triviality of these attributes but they also think they are not useful in their
decision-making. Another result we found that supports the triviality of these attributes is that the type of trivial attribute (hedonic / utilitarian) does not matter. Lastly, in terms of effective marketing communication strategy relying on trivial attribute effect, our results revealed that the joint evaluation mode increases the consumer's willingness to pay more than that of the separate evaluation mode.
4.Implications and L imitations
Our research handles both theoretical and practical implications; theoretically it will add to the service literature the applicability of trivial attributes. While research on trivial attributes so far has mainly focused on different consumer goods including down jackets, compact disc players, pasta (Carpenter et al., 1994), coffee, and cologne (Brown & Carpenter, 2000), we are not aware of any research that has investigated trivial attributes in a service context. In our efforts to understand if using trivial attributes would have a differential effect on hedonic vs. utilitarian services, results suggest that consumers use different types of information evaluating hedonic vs. utilitarian services (Batra & Ahtola, 1991; Holbrook & Hirschman, 1982) when trivial attributes are evaluated.
Managerially, it can show the managers a possibly easy way to gain competitive advantage over the competitors. Consider the music festival example above. Using an equipment from the place where the music was
originated is not necessarily the best nor the most expensive choice. However, it can possibly give the organizers the edge over the competitor festivals if people consider this information positively in their decision-making. Lastly, from the perspective of marketing communication strategy, attributes themselves can also be either utilitarian or hedonic and it will be up to the marketers to choose the type of the trivial attributes for their offerings. However, this becomes important only if this choice affects the consumer response to the offering a nd helps the marketer
In services, one of the main reasons why it is difficult to create and maintain advantage is the fact that in services, competitors can easily copy the aspects of successful offerings (Storey & Easingwood, 1998). This then puts pressure on service managers to stay competitive in the market place. Our research findings contribute to the service sector. Service sector compromises 68% of US GDP and 80% of the US jobs (Office of the US Trade Representative) and this distribution is similar in all developed countries as there is a positive correlation between GDP and the share of the service sector in an economy (Sherom & Saubbotina, 2000). While the service sector has such an important share in the economy, at the same time, service management is different from managing goods (Mittal, 1999; Parasuraman, Zeithaml, & Berry, 1985)
and it is more difficult (Storey& Easingwood, 1998).
Moreover, the consumer behavior for services is also different than it is for goods and it is more difficult for consumers to make a choice along the alternatives (Gabott & Hogg, 1994). In sum, all these factors about services make it an important domain to understand if companies can use trivial attributes to gain advantage in the marketplace and our research sheds light to managers in the service sector.
译文
品牌差异化营销策略研究达尔曼〃马库
斯
1 研究目的
尽管我们对于微小属性的认识大大加强, 从产品开发和营销策略的角度来讲，微小属性如何影响品牌评估还尚未被研究过。我们的研究旨在从两项研究提供的经验证据中填补这一缺口。本文的研究目标为; 1) 通过提供一些微小属性，品牌是否能增加他们选择的可能性, 2) 这种影响是依靠品种的性质吗( 即享乐主义和功利主义) , 3) 微小的品质类别是否( 享乐主义和功利主义) 影响消费者对其的选择，最后4) 营销经理如何有效传递这些品牌的微小属性? 为了达到这些目标, 在第一项研究中, 我们审查微小的属性效果和测试如何在服务业
创造品牌的差异化。然后, 在第二项研究中, 我们讨论一下评价模式，以及用联合评价或单独的评价模式测试效果是否更加突出。最后, 我们通过讨论得出结论，为进一步的研究提供建议。
2 理论背景
2. 1微小属性影响服务选择微小属性被定义为这种属性在选择评估中
不会创建有意义的差
异化( 布朗尼克&格尔索夫, 2003; 科维奇, 2009) 。消费者对待这种优势品牌的琐碎信息，即使在决策之前被告知( 卡彭特, 1994) 。布朗和卡彭特( 2000) 基于账户的原因解释这一优势。他们认为, 消费者更愿意选择基础上合理的, 可用的认知原因( 布朗和卡彭特, 2000) 。因此, 当基于重要属性的不能选择, 消费者需要依靠微小属性创建品牌差异化( 沙菲尔, 西蒙森t ver s ky, 1993) 。
对服务来讲增加一些要素来提高它的价值尤为重要 ( 德芙林 , 1998) , 因为在服务行业它很难获得竞争优势( 斯托雷 &伊斯沃, 1998) 。主要原因是它不同于有形商品, 服务是无形的, 消费者常常面临的问题在于在服务评估中确定其属性。因此, 他们最终只能依靠在选择属性的基础上比较品牌 ( 吉沃特 &霍格 , 1994; 鲁斯特 & 钟, 2006) 。因此, 在采购阶段，服务比有形商品要为消费者创造更多的不确定性。因此, 服务的不确定性和难以评估属性如前所述, 当消费者面临一个模棱两可的选择时，他们很可能会使用简单属性。我们假定假设如下;
H1: 服务提供者的选择可能性在提供微小属性时比未提供时高。
与实体商品相比，服务的基础是信息处理( 拉斯特&钟, 2006) ，信息如何处理取决于服务是功利主义还是享乐主义( 赫斯曼霍尔&布鲁克, 1982) 。根据巴特拉和恩特拉( 1991) 认为, 消费者在选择时有两种动机。与享乐服务相关的是“有趣”和“快乐”(格里芬，巴班, 达顿, 1994 年) 而与功利主义服务相关的是“功能性” ( 迈尔斯, 1998) 。在选择的背景下, 这两种类型的服务价值的结果不同的是功利主义的结果取决于客观标准而享乐的取决于主观( 酌情) 标准( 博迪&麦吉尔, 2010) 。此外, 伯堤和麦吉尔( 2010) 认为, 享乐主义的动机是寻求“作为一个最终的自己”而功利主义的动机是用来达到一个更高层次的目标。我们认为功利主义服务比享乐主义服务更容易引发焦虑、难以实现和具有不确定的目标( 拉撒路, 1991) 。在这种情况下, 当目标是引发焦虑, 微小属性便更具影响力( 肖, 阿什沃斯, 2011) 。因此, 我们预计享乐主义服务类别比功利主义服务类别的微小属性的影响更加明显。我们假定假设如下:
H2: 服务提供者的优势在于，享乐服务相比功利主义的服务，其对于微小属性的提供更加明显。
2. 2营销传播策略使用微小属性效果
之前的研究文献表明, 比较是一个天然和强大的战略, 消费者往往依赖它( 库克, 亚尼塞夫斯基，库尼亚，王尔德, 2004; 达尔，谢尔曼, 1999) 。克莱尔( 1998) 表明, 消费者偏好的变化取决于产品介绍和
评价, 具体来说, 无论他们是单独评估( 单独的评估模式) 或共同评估( 联合评价模式) 。
因此, 消费者在联合评估模式中不仅大大节省他们的努力, 而且
提高选择的准确度, 因为它是更容易识别竞争品牌之间的异同。这种
评价策略重点关注的是一些独特或差异性的微小属性，能使其变得显
著甚至有意义( 达尔&谢尔曼, 1996) 。综上所述，我们断定联合评估模
式比在单独的评估模式小品牌的微小属性更有价值( 即，人们愿意花
更多的钱) 。
H3: 联合评估模式比单独评估模式中的支付意愿( WT P) 高。
3. 讨论
在全球化的世界中，创造品牌的差异化，比以往任何时候都更重要。许多日用消费品的生产型企业，通过搜寻和添加新的或高贵的品牌特质，做出巨大的营销努力，来区分他们的品牌竞争对手。市场销售经理的一个重要决策是决定应该包含哪些特性。在本研究中, 我们使用简单属性
效果引入了一个不同寻常的品牌差异化策略。从两个实验研究的结果
得出以下结论; 如果一个微小属性如奏乐一样容易实现, 那么它可以帮助服务提供商获得比竞争对手更高的竞争优势。这可以让管理者在市场
上更有创意和保持竞争力。我们的研究结果还表明, 这种效果在享乐服
务类别中更加明显。
从伦理视角看, 所提供的属性不为消费者创建有意义的差异不欺
骗消费者，我们的研究结果表明, 即使消费者被告知，微小属性的影
响也是有限的。此外, 在我们的研究中, 消费者表示，他们不仅意识到
这些微小的属性, 还认识到其在他们的决策过程中不起作用。另一个
结果我们发现, 支持这微小属性，则这些微小属性的类型( 享乐主义/
功利主义) 并不重要。最后, 依靠微不足道的属性效果，根据有效的
营销传播策略, 我们的研究结果表明, 联合评估模式比单独的评价模式
增加了消费者花钱的意愿。
4 启示和局限性我们的研究工作具有很大的理论意义和实际意义，从理
论上看，
它会为微小属性的适用性方面的研究积累文献资料。而且目前，对微小
属性的研究主要集中在不同的消费品方面，这包括羽绒服、光盘播放器、面食(卡彭特等，1994)、咖啡和古龙香水等等 (布朗和卡彭特， 2000)，
到目前为止，我们还没有发现任何关于微小属性方面的研究。我们正
在努力理解使用微小属性对享乐主义和功利主义服务是否会产生不同
的影响，研究结果表明，当评估微小属性的时候，消费者会使用不同类型的信息来评估享乐主义和功利主义服务(巴特拉和阿特拉,1991;霍尔
布鲁克和赫希曼，1982)。
从企业管理的角度看，它可以为管理者们提供一个相对简单的方法
来在竞争日益激烈的市场中，获得竞争优势。考虑到前文提到的关于音乐节的案例，使用的音乐设备不一定是最好的和最昂贵的。然而，如果
人们在这样的节日中积极考虑这些信息，以做出决策，那么它可能给组
织者以竞争优势。最后，从营销传播策略的角度看，这些属性
本身也可以被功利化或享乐化，并且它可以推动营销人员为他们的产
品选择相匹配的微小属性。不论怎样，只要这个选择会影响到消费者对产品的选购行为，以及可以帮助营销人员的话，那么它都是很重要的。
在服务业中，在日益激烈的市场竞争中，很难创建和维护竞争优势的一个主要原因就是服务业所面临的现实情况，竞争对手可以很容易对成功的产品的各方面属性进行复制(斯托里和伍德，1998)。这将会对服务经理施加很大的压力，努力在市场上保持竞争力。我们的研究结果可以为服务行业做出一定的贡献。服务业占美国国民生产总值GDP总量的68%。以及提供了80%的美国就业岗位(数据来源于美国贸易代表办公室)，在所有发达国家中，这种服务业在GDP中占比分布基本都是相似的，服务业经济与GDP之间存在正相关关系 (莎伦和萨博蒂娜，2000)。虽然服务业在国民经济中占如此重要的份额，但是，服务管理不同于商品管理(米塔尔，1999；帕拉休拉曼，泽丝曼尔和贝里，1985)，并且相对于商品管理，它正变得越来越难以管理。
此外，服务行业中，消费行为也不同，不同于对商品的消费行为，消费者更难以对替代品做出选择 (戈波特和霍格，1994)。总的来说，服务行业中的所有这些因素都是很至关重要的，特别是对于理解是否企业可以使用这些微小属性在市场中获得竞争优势，以及我们的研究是否可以指导在服务行业中的管理人员来说，显得更为重要。
零售企业营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)
译文： 零售企业的营销策略 Philip Kotlor 今天的零售商为了招徕和挽留顾客，急欲寻找新的营销策略。过去，他们挽留顾客的方法是销售特别的或独特的花色品种，提供比竞争对手更多更好的服务提供商店信用卡是顾客能赊购商品。可是，现在这一切都已变得面目全非了。现在，诸如卡尔文·克连，依佐和李维等全国性品牌，不仅在大多数百货公司及其专营店可以看到，并且也可以在大型综合商场和折扣商店可以买到。全国性品牌的生产商为全力扩大销售量，它们将贴有品牌的商品到处销售。结果是零售商店的面貌越来越相似。 在服务项目上的分工差异在逐渐缩小。许多百货公司削减了服务项目，而许多折扣商店却增加了服务项目。顾客变成了精明的采购员，对价格更加敏感。他们看不出有什么道理要为相同的品牌付出更多的钱，特别是当服务的差别不大或微不足道时。由于银行信用卡越来越被所有的商家接受，他们觉得不必从每个商店赊购商品。 百货商店面对着日益增加的价格的折扣店和专业商店的竞争，准备东山再起。历史上居于市中心的许多商店在郊区购物中心开设分店，那里有宽敞的停车场，购买者来自人口增长较快并且有较高收入的地区。其他一些则对其商店形式进行改变，有些则试用邮购盒电话订货的方法。超级市场面对的是超级商店的竞争，它们开始扩大店面，经营大量的品种繁多的商品和提高设备等级，超级市场还增加了它们的促销预算，大量转向私人品牌，从而增加盈利。 现在，我们讨论零售商在目标市场、产品品种和采办、服务以及商店气氛、定价、促销和销售地点等方面的营销策略。 一、目标市场 零售商最重要的决策时确定目标市场。当确定目标市场并且勾勒出轮廓时，零售商才能对产品分配、商店装饰、广告词和广告媒体、价格水平等作出一致的决定。如沃尔玛的目标市场相当明确：
市场营销价格策略外文翻译文献(文档含英文原文和中文翻译)
DESIGNING PRICING STRATEGIES All for-profit organizations and many nonprofit organizations set prices on their goods or services. Whether the price is called rent (for an apartment), tuition (for education), fare (for travel), or interest (for borrowed money), the concept is the same. Throughout most of history, prices were set by negotiation between buyers and sellers. Setting one price for all buyers arose with the development of large-scale retailing at the en d of the nineteenth century, when Woolworth’s and other stores followed a “strictly one-price policy” because they carried so many items and had so many employees. Now, 100 years later, technology is taking us back to an era of negotiated pricing. The Internet, corporate networks, and wireless setups are linking people, machines, and companies around the globe, connecting sellers and buyers as never before. Web sites like https://www.doczj.com/doc/6f6023825.html, and https://www.doczj.com/doc/6f6023825.html, allow buyers to compare products and prices quickly and easily. On-line auction sites like https://www.doczj.com/doc/6f6023825.html, and https://www.doczj.com/doc/6f6023825.html, make it easy for buyers and sellers to negotiate prices on thousands of items. At the same time, new tech- nologies are allowing sellers to collect detailed data about customers’ buying habits, preferences—even spending limits—so they can tailor their products and prices. 1 In the entire marketing mix, price is the one element that produces revenue; the others produce costs. Price is also one of the most ?exible elements: It can be changed quickly, unlike product features and channel commitments. Although price competi- tion is a major problem facing companies, many do not handle pricing well. The most common mistakes are these: Pricing is too cost-oriented; price is not revised often
市场营销策略 1 市场细分和目标市场策略 具有需求，具有购买能力并愿意花销的个体或组织构成了市场。然而，在大多数市场中，购买者的需求不一致。因此，对整个市场采用单一的营销计划可能不会成功。一个合理的营销计划应以区分市场中存在的差异为起点，这一过程被称为市场细分，它还包括将何种细分市场作为目标市场。 市场细分使公司能更加有效地利用其营销资源。而且，也使得小公司可以通过集中在一两个细分上场上有效地参与竞争。市场细分的明显缺点是，其导致了比单一产品、单一大市场策略更高的生产和营销成本。但是，如果市场细分得当的话，更加符合消费者的需求，实际上将生产更高的效率。 确定目标市场有三种可供选择的策略，它们是统一市场、单一细分市场和多重细分市场。统一市场策略即采取一种营销组合用到一个整体的、无差异的市场中去。采取单一细分市场策略，公司仍然仅有一种营销组合，但它只用在整个市场的一个细分市场中。多重细分市场策略需要选择两个或更多的细分市场，并且每个细分市场分别采用一种单独的营销组合。 2 产品定位 管理者将注意力集中于一种品牌，并以恰当的方式将其与类似的品牌相区分，但这并不意味着该品牌就一定能够最后赢利。因此，管理者需要进行定位，即塑造与竞争品牌和竞争对手的其他品牌相关的自我品牌形象。 市场营销人员可以从各种定位策略中加以选择。有时，他们决定对某一特定产品采用一种以上的策略。以下是几种主要的定位策略： 2.1与竞争者相关的定位 对一些产品来说，最佳的定位是直接针对竞争对手。该策略特别适用于已经具有固定的差别优势或试图强化这种优势的厂商。为排挤微处理器的竞争对手，Intel公司开展了一项活动使用户确信它的产品优于竞争对手的产品。公司甚至为电脑制造商出钱，让它们在自己的广告中带上“Intel Inside”标志。作为市场领导者，可口可乐公司推出新产品并实施其市场营销策略。同时，它密切注视百事可乐公司，以确保对主要竞争对手的任何一次巧妙、有效的营销举措采取相应的对策。 2.2 与产品类别和属性相关的定位 有时候，公司的定位策略有必要将自己的产品与其类别和属性相联系（或相区别）。一些公司尽力将其产品定位在期望的类别中，如“美国制造”。用一句某顾问的话来说，“当你说‘美国制造’的时候，有一种强烈的感情因素在吸引着你”。因此，一家名为Boston Preparatory的规模不大的运动服制造商正在运用这种定位策略，以期胜过那些并非所有产品都在美国制造的势力强大的竞争对手如Calvin Kiein和Tommy Hilfiger。 2.3 通过价格和质量定位 某些生产者和零售商因其高质量和高价格而闻名。在零售行业，Saks Fifth Avenue和Neiman Marcus公司正是定位于该价格—质量策略的。折扣店Target Kmart则是定位于该策略的反面。我们不是说折扣商店忽视质量，而是说它们更加强调低廉的价格。Penny's公司努力—并且大多获得了成功—通过升级高级服装线和强调设计者的名字将其商店定位于价格—质量策略上。 “品牌”一词是个综合性的概念，它包含其他更狭义的理解。品牌即一个名称和（或）标志，用以识别一个销售者或销售集团的产品，并将之与竞争产品相区别。 品牌名称由能够发音的单词、字母和(或)数字组成。品牌标志是品牌的一部分，它以符号、图案或醒目的颜色、字体的形式出现。品牌标志通过视觉识别，但当人们仅仅读出品牌名称的时候，品牌标志并不能够被表达出来。Crest、Coors、Gillette都是品牌名称。AT&T由醒目的线条构成的地球以及Ralph Lauren's Polo的马和骑手是品牌标志，而Green Giant（罐装冷冻菜蔬产品）和Arm&Hammer（面包苏打）既是品牌名称又是品牌标志。 商标是销售者已经采用并且受到法律保护的品牌。商标不仅包括品牌标志，如许多人所认为的那样，也包括品牌名称。1946年的The Lanham Art法案允许厂商向联邦政府注册商标，以保护它们免受其他厂商的使用或误
顾客满意策略与顾客满意营销 原文来源：《Marketing Customer Satisfaction 》自20世纪八十年代末以来, 顾客满意战略已日益成为各国企业占有更多的顾客份额, 获得竞争优势的整体经营手段。 一、顾客满意策略是现代企业获得顾客“货币选票”的法宝随着时代的变迁, 社会物质财富的极大充裕, 顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代, 到了20世纪八十年代末进入了情感消费时代。在我国, 随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时代, 到今天也逐步迈进情感消费时代。在情感消费时代, 各企业的同类产品早已达到同时、同质、同能、同价, 消费者追求的已不再是质量、功能和价格, 而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位, 以及超越消费者期望值的售前、售中、售后服务和咨询。也就是说, 今天人们所追求的是具有“心的满足感和充实感”的商品, 是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。 与消费者价值追求变化相适应的企业间的竞争, 也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争, 即顾客满意竞争。这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。这些综合形象力和如何合成综合持久的竞争力, 这就是CSft略所要解决的问题。CS寸代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号, 而是以实实在在的行动为基础的企业经营的一门新哲学。企业不再以质量达标, 自己满意为经营理念, 而是以顾客满意, 赢得顾客高忠诚度为经营理念。企业经营策略的焦点不再以争取或保持市场占有率为主, 而是以争取顾客满意为经营理念。因此, 营销策略的重心不再放在竞争对手身上而是放在顾客身上, 放在顾客现实的、潜在的需求上。当企业提供的产品和服务达到了顾客事先的期望值, 顾客就基本满意；如果远远超越顾客的期望值, 且远远高于其他同行, 顾客才真正满意；如果企业能不断地或长久地令顾客满意, 顾客就会忠诚。忠诚的顾客不仅会经常性地重复购买, 还会购买企业其它相关的产品或服务；忠诚的顾客不仅会积极向别人推荐他所买的产品, 而且对企业竞争者的促销活动具有免疫能力一个不满意的顾客会将不满意告诉16-20个人, 而每一个被告知者会再传播给12-15个人。这样, 一个不满意者会影响到二、三百人。在互联网普及的今天, 其影响则更大。据美国汽车业的调查, 一个满意者会引发8笔潜在的生意, 其中至少有一笔会成交。而另一项调查表明, 企业每增加5%的忠诚顾客, 利润就会增长25%-95%。一个企业的80%的利润来自20%的忠诚顾客；而获取一个新顾客的成本是维持一个老顾客成本的6倍。所以,美国著名学者唐?佩 珀斯指出: 决定一个企业成功与否的关键不是市场份额, 而是在于顾客份额。 于是, 企业纷纷通过广泛细致的市场调研、与消费者直接接触、顾客信息反馈等方式来了解顾客在各方面的现实需求和潜在需求。依靠对企业满意忠诚的销售、服务人员, 定期、定量地对顾客满意度进行综合测定, 以便准确地把握企业经营中与“顾客满意” 目标的差距及其重点领域, 从而进一步改善企业的经营活动。依靠高亲和力的企业文化、高效率的人文管理和全员共同努力, 不断地向顾客提供高附加值的产品, 高水准的亲情般的服
品牌营销战略参考文献和英文文献翻译 目录外文文献翻译..............................................................................................1 摘要..........................................................................................................1 1. 品牌战略内涵与其功能意义.......................................................................2 2. 我国企业品牌发展概况..............................................................................3 2.1 国内品牌与国外品牌相比存在着很大的差距............................................3 2.2 品牌发展缺乏整体规划. (4) 2.3 产品质量低下品牌个性不足缺乏创新和发展能力.....................................4 2.4 品牌发展策略存在误区. (4) 3. 企业品牌策略选择..................................................................................6 3.1 树立正确的品牌竞争意识着力提高品牌竞争能力......................................6 3.2 搞好品牌定位培养消费者品牌偏好与品牌忠诚.. (6) 3.3 遵循品牌设计规律注重品牌形
文献出处: Dalman, M. Deniz, and Junhong Min. "Marketing Strategy for Unusual Brand Differentiation: Trivial Attribute Effect." International Journal of Marketing Studies 6.5 (2014): 63-72. 原文 Marketing Strategy for Unusual Brand Differentiation: Trivial Attribute Effect Dalman, M. Deniz & Junhong Min Abstract This research investigates that brand differentiation creating superior values can be achieved not only by adding meaningful attributes but also meaningless attributes, which is called "trivial attribute effect." Two studies provided empirical evidences as following; first, trivial attribute effect creates a strong brand differentiation even after subjects realize that trivial attribute has no value. Second, trivial attribute effect is more pronounced in hedonic service category compared to the utilitarian category. Last, the amount of willingness to pay is higher when trivial attribute is presented and evaluated in joint evaluation mode than separate evaluation mode. Finally, we conclude with discussion and provide suggestions for further research. Keywords: brand differentiation, evaluation mode, service industry, trivial attribute Introduction Problem Definition Perhaps the most important factor for new product success is to create the meaningful brand differentiation that provides customers with superior values beyond what the competitors can offer in the same industry (Porter, 1985). Not surprisingly, more than 50 percent of annual sales in consumer product industries including automobiles, biotechnology, computer software, and pharmaceuticals are attributed to such meaningful brand differentiation by including new or noble attributes (Schilling &Hill, 1998). However, the brand differentiation that increases consumer preference is not only by introducing meaningful attributes but also meaningless attributes. For
营销策略外文翻译文献 (文档含中英文对照即英文原文和中文翻译)
译文: 营销策略 内容提要：为了组织的销售能是成功的，它需要根据一个营销策略计划来帮助保证其努力的目标和宗旨与市场的需要想吻合。营销策略审查市场以确定潜在顾客的需要，竞争者的战略和市场地位，并且尝试制定出一套能使组织在市场上获取或维护竞争优势的相关战略。有一些因素会对营销策略计划的发展造成冲击性的影响，它包括内部因素例如组织的财产、技能和组织文化，外在因素例如各种各样的市场驱动者、市场或产业运作方式、战略窗口和竞争的本质。一个优选的营销策略计划也需具备一套意外情况防备策略以应对市场治理及组织生产能力的不确定性。 关键词：竞争优势竞争策略市场地位市场份额营销销售计划组织文化营销策略 营销策略简述 无论组织的产品或服务多么好，除非它们的价值能被传达给潜在的顾客，否则组织依然无法实现它的使命。这种传达和交流是组织内市场营销功能的职责。根据美国市场协会，营销是“一个组织效能和一套创造过程、交流和传达产品价值给顾客、处理与顾客关系的有益于组织和它的利益共享者的方式”。营销作用包括相辅相成的两方面。营销策略在市场上审查市场来确定潜在顾客和竞争者本质的需要，并且试图开发
出在市场上将使组织获取或维护竞争优势的战略。操作的营销被建立在营销策略作用和贯彻各种各样的计划和策略(包括适当的混合营销的发展)吸引顾客和促进顾客忠实的基础之上的。 产品和服务营销的方法 有很多的方式能用来销售你的产品或服务包括做广告，直接响应、推销活动和宣传。然而，除非你能了解顾客、市场和产业的需要并且竞争的优势和劣势，否则这些方法是不太可能成功的。营销策略帮助一个组织尖化它的焦点和在市场顺利地竞争。营销策略与二个组分有关：目标市场和用最佳的方式传达你的产品价值或服务到那个市场。一个可实行的销售方针的发展取决于几个关键维度。首先，与组织之内的所有全球性战略一样，一个成功的销售方针需要由在组织之内的最高管理层签名。销售方针本质上也具有政治性的色彩：在组织之内的强有力的单位在最佳的销售方针也许不同意，并且协议也许需要谈判达成。销售方针也许受组织文化的也影响，并且那得假定这发生。例如，如果组织总是销售它的装饰物给商业主管，它也许就看不到组织之内的低层人员甚至是成人或少年的个人消费潜力。 实施战略销售计划发展的因素 存在一些能冲击战略销售计划发展的因素，这些因素首先包括组织已经拥有或它可能欣然获取的财产和技能。例如，如果组织拥有一个重大编程的部门，就为它能做和销售应用软件提供了可行性的条件。然而，如果这些人员已经在其他工作介入并且不能自由研究一个新的软件项目，并且组织没能力聘用另外的程序员，起始一条新的软件线是不妥当
Marketing Strategy Market Segmentation and Target Strategy A market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets. Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency. The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails selecting two or more segments and developing a separate marketing mix to reach segment. Positioning the Product Management's ability to bring attention to a product and to differentiate it in a favorable way from similar products goes a long way toward determining that product's revenues.Thus management needs to engage in positioning,which means developing the image that a product projects in relation to competitive products and to the firm's other products. Marketing executives can choose from a variety of positioning strategies.Sometimes they decide to use more than one for a particular product.Here are several major positioning strategies:
附件1：外文资料翻译译文 营销策略 内容提要：为了组织的销售能是成功的，它需要根据一个营销策略计划来帮助保证其努力的目标和宗旨与市场的需要想吻合。营销策略审查市场以确定潜在顾客的需要，竞争者的战略和市场地位，并且尝试制定出一套能使组织在市场上获取或维护竞争优势的相关战略。有一些因素会对营销策略计划的发展造成冲击性的影响，它包括内部因素例如组织的财产、技能和组织文化，外在因素例如各种各样的市场驱动者、市场或产业运作方式、战略窗口和竞争的本质。一个优选的营销策略计划也需具备一套意外情况防备策略以应对市场治理及组织生产能力的不确定性。 关键词：竞争优势竞争策略市场地位市场份额营销销售计划组织文化营销策略 营销策略简述 无论组织的产品或服务多么好，除非它们的价值能被传达给潜在的顾客，否则组织依然无法实现它的使命。这种传达和交流是组织内市场营销功能的职责。根据美国市场协会，营销是“一个组织效能和一套创造过程、交流和传达产品价值给顾客、处理与顾客关系的有益于组织和它的利益共享者的方式”。营销作用包括相辅相成的两方面。营销策略在市场上审查市场来确定潜在顾客和竞争者本质的需要，并且试图开发出在市场上将使组织获取或维护竞争优势的战略。操作的营销被建立在营销策略作用和贯彻各种各样的计划和策略(包括适当的混合营销的发展)吸引顾客和促进顾客忠实的基础之上的。 产品和服务营销的方法 有很多的方式能用来销售你的产品或服务包括做广告，直接响应、推销活动和宣传。然而，除非你能了解顾客、市场和产业的需要并且竞争的优势和劣势，否则这些方法是不太可能成功的。营销策略帮助一个组织尖化它的焦点和在市场顺利地竞争。营销策略与二个组分有关：目标市场和用最佳的方式传达你的产品价值或服务到那个市场。一个可实行的销售方针的发展取决于几个关键维度。首先，与组织之内的所有全球性战略一样，一个成功的销售方针需要由在组织之内的最高管理层
市场营销策略外文文献及翻译 Marketing Strategy Market Segmentation and Target Strategy A market consists of people or organizations with wants,money to spend,and the willingness to spend it.However,within most markets the buyer' needs are not identical.Therefore,a single marketing program starts with identifying the differences that exist within a market,a process called market segmentation, and deciding which segments will be pursued ads target markets. Marketing segmentation enables a company to make more efficient use of its marketing resources.Also,it allows a small company to compete effectively by concentrating on one or two segments.The apparent drawback of market segmentation is that it will result in higher production and marketing costs than a one-product,mass-market strategy.However, if the market is correctly segmented,the better fit with customers' needs will actually result in greater efficiency. The three alternative strategies for selecting a target market are market aggregation,single segment,and multiple segment.Market-aggregation strategy involves using one marketing mix to reach a mass,undifferentiated market.With a single-segment strategy, a company still uses only one marketing mix,but it is directed at only one segment of the total market.A multiple-segment strategy entails
中英文翻译 中文翻译： 顾客满意策略与顾客满意营销 自20世纪八十年代末以来,顾客满意战略已日益成为各国企业占有更多的顾客份额,获得竞争优势的整体经营手段。 一、顾客满意策略是现代企业获得顾客“货币选票”的法宝 随着时代的变迁,社会物质财富的极大充裕,顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代,到了20世纪八十年代末进入了情感消费时代。在我国,随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时
代,到今天也逐步迈进情感消费时代。在情感消费时代,各企业的同类产品早已达到同时、同质、同能、同价,消费者追求的已不再是质量、功能和价格,而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位,以及超越消费者期望值的售前、售中、售后服务和咨询。也就是说,今天人们所追求的是具有“心的满足感和充实感”的商品,是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。 与消费者价值追求变化相适应的企业间的竞争,也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争,即顾客满意竞争。这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。这些综合形象力和如何合成综合持久的竞争力,这就是CS策略所要解决的问题。CS时代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号,而是以实实在在的行动为基础的企业经营的一门新哲学。企业不再以质量达标,自己满意为经营理念,而是以顾客满意,赢得顾客高忠诚度为经营理念。企业经营策略的焦点不再以争取或保持市场占有率为主,而是以争取顾客满意为经营理念。因此,营销策略的重心不再放在竞争对手身上而是放在顾客身上,放在顾客现实的、潜在的需求上。当企业提供的产品和服务达
文献出处：Guzzo T, D’Andrea A, Ferri F, et al. Evolution of Marketing Strategies: From Internet Marketing to M-Marketing[C]//On the Move to Meaningful Internet Systems: OTM 2012 Workshops. Springer Berlin Heidelberg, 2012: 627-636. 原文 Evolution of Marketing Strategies:From Internet Marketing to M-Marketing Tiziana Guzzo, Alessia D’Andrea, Fernando Ferri, and Patrizia Grifoni 1 Introduction Marketing is “the process which creates, communicates, delivers the value to the consumers, and maintains the relationship with consumers. It generates the strategy that underlies sales techniques, business communication, and business developments. It is “an integrated process through which companies build strong consumers relationships and create value for their consumers and for themselves” Marketing strategies have a long history and mainly interested economists and sociologists. The wide use of Internet, pervasiveness of social networks and the evolution of mobile devise are implying a wider involvement of interdisciplinary competences enlarging the interest toward ICT competences. This paper is to describe the evolution of marketing strategies from the advent of the Web (Internet Marketing) - through the advent of Social Networks (Marketing 2.0) - to the evolution of Mobile Social Networks (M-marketing). In particular, the paper analyses the use that Italian people make of mobile devices and the user perception and acceptance of M-marketing.
品牌营销策略外文翻译文献(文档含中英文对照即英文原文和中文翻译) 原文： Brand Strategy Research Kapferer,J.H Economic globalization,how to adapt to international trends,establish,a strong brand and enhance our competitiveness,have become pressing issues facing enterprises.Based on the analysis of the development of corporate marketing brand strategy in enterprise marketing role.Enterise needs to sue a variety of means of
competition to increase brand awarenss, improve brand positioning, an create a good brand image. First, Japanese brands across the board defeat. November 22,2006 morning, NEC announced that it would withdraw from 2G and 2.5mobile phone market ,which means that, following Sharp, Panasonic, Toshiba, Mitsubishi, Sanyo, a Japanese mobile phone manufacturers later withdraw from the Chinese market, Japanese mobile phone has almost all except Kyocera 2G mobile phone market in China out of contention. If we sum up the Chinese household appliance market, today any different from ten years ago,I think the biggest difference is that Japanese companies in China, Japanese home appliance market downturn, the following main reasons: First, rigid enterprise system, decision-making difficult, the reaction was slow, incompatible with the reality of the Chinese market ,it is difficult to adapt to the rapidly changing Chinese market;2 is weak in marketing ,product planning capacity is not strong ,it is difficult to judge according to their marker lacunch to meet consumer demand and forecast products, follow the trend has been in a passive situation, can not satisfy market demand; Third, failure to grasp the industry best time to transition is the Japanese home appliance companies lose an important reason for market dominance. Japanese companies come to the edge in the Chinese market is causing companies tothink deeply about our nation ? To make the internanational route and whether the enterprise of“Japanese Company”to the lessons learned behind?Second, the brand strategy implementation in China the Current Situation Many old famous“flash in the pen” Chinese and foreign enterprises in the Chinese market the brand war;just grow up to be a great impact on national brands. The last century, a little-know 80’s brand ,not being registered by trademark, is to be acquired, squeeze, even if the residue is hard going down really developed very limited.Here atypical case, the last century 80s to early 90s,he worked in air conditioning sector hit wonders of the Warburg in 1998,was acquired Kelon,the subsequent deline in brand image is repeated.