本科毕业论文（设计）
外文翻译及原稿
译文题目：企业品牌战略研究
原稿题目：The rise and stumble of green marketing?
原稿出处：Ken Peattie.Green marketing:legend,myth,faree or prophesy[J]. Qualitative
Market Research, 2009:P357-370
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日期：201 年月日
The rise and stumble of green marketing?
Despite some attention in the 1970s, it was really only in the late 1980s that the idea of green marketing emerged. Early academic treatments of green marketing spoke of the rapid increase in green consumerism at this as heralding a dramatic and inevitable shift in consumption towards greener products (Prototroph, 1990;Handcraftsman and cliff 1990). Like any (relatively) new marketing phenomena, it was soon the subject of a great deal of market research. Much survey evidence from republic research bodies was cited as identifying heightened environmental awareness, a growing consumer interest in green products, and a pronounced willingness to pay far green features (Crop Organization, 1990; Mindel, 1991;Worcester, 1993). Practical evidence for this came in the form of the highly directive global consumer boycott of CFC-driven aerosols, and the international success Of publications such as The Green Consumer Guide (Ellington and Hail cs, 1988). There were two key responses to this: one was a burst of corporate activity in the area of green marketing; the other was an upsurge in green business research and writing a mongst academics.
Corporate interest in green marketing was indicated by early market research major changes and Vandemere and survey found that 91 per cent of European multinationals claimed to have changed their products in response to green concerns, and 85 per cent claimed to have changed their production systems. Green product introductions in the US more than doubled to11.4 per cent of all new household products between 1989 and 1990, and continued to grow to 13.4 per cent in 1991Ottrnan, 1993. Similar the voluble of green print ads grew 430 per cent, and that of green TV ads by 367 per cent, between 1989 and 1990 (Aotrnan, 1993). Stories of colonics such as the Body Shop, Recover, V olvo.3M, and even MacDonald became ever more cited in the green business literature to illustrate how and why green marketing initiatives could pay. Eyer and Bancroft (1993) responded to these developments by pronouncing that“green is in, no question about it" and throughout the 1990s writers continued to aver that the appears to 6e real and growing”(McKinnon and McCanna, 1997), and "green market expanding at a remarkable rate”(Schlemihl ct a1., 1996).
Despite this optimistic picture, by the mid一1990s new infarct research evidence began to emerge which was less unequivocal about the growth of green consumerism. Mint-cl' s(1995) follow-up report on the enlivenment recorded only a very slight increase in green consumers since 1990, and identified a significant gap between concern and actual purchasing 一a picture replicated in subsequent management research (along et al.,1996; Pc-attic, 1999; Crane 2000). The frequency and protocontinent of green claims was also found to be in decline (National Consumer Council, 1996), and green coproducts looked to have achieved
only limited success (along ct al., 1996). Specialist brands such as Ecovcr and Down to Earth failed to sustain the growth they enjoyed in the early 1990s, and the specialist green ranges of sonic major companies such as Lever Brothers and Salisbury were discontinued. Al thou green product growth continued strongly in certain markets, such as food, tourism, and semuncial services, across the majority of markets there was no longer talk about the impressive growth in green product introductions.
So, has green marketing failed to change how businesses behave and to move the economy towards stainability Same of the research evidence can be interpreted either way Critics can point to a reduction in advertising claims as proof of its decline,while others might sec this as an improvement on the late 1980s when a wave of often ill一cudgel advertising campaigns were mounted companies in a way that drew widespread criticism. Similarly, a reduction in specialist products can be interpreted as a failure, or it can reflect the mainstream market improving its environmental performance to the point that reduces the demand for specialist green products.Perhaps the most damning market research evidence in the case for the decline of green marketing is the alarming cynicism being displayed by consumers about green products, green claims, and the companies behind thein(Kan gun ct al，1991; National Consumer Council, 1996). The marketing philosophy and process is built around the customer and the relationship between the company and the customer. If this is characterism by cynicism and distrust, then companies are unlikely to be able to bring customers along with them through the changes needed to move towards sustainability. Green marketing will not work in the fact of consumer distrust, but then that distrust may be partly a product of the types of "green rnarkcting" that
companies have relied upon so far.
Five routes to failure
Reviewing King' s analysis, it sterns clear that many of the problems that have hampered the development of effective mainstream marketing in the past have returned to hamper the development of green marketing as well. These problems have contributed to the emergence of five failed manifestations of green marketing. These are: green spinning, green selling, green harvesting,marketing, and compliance marketing.
Green selling
The growth in market research consumer concern about the environmental during the I990s meant that it was taken for granted in many quarters that“green would sell" and many firms responded by rapidly their promotional campaigns. This led to what we refer to as a "green selling" approach, nancy a post-hoc identification of environmental features in existing products, thus prompting a (usually short-term} hop onto the green bandwagon. This
reflected a typical sales orientation, since interest in the environment tended to be limited to promotional activity with little or no input into product development. The same products continued to be produced, but green themes were added to promotional campaigns in order to take advantage of any environmentalism concerns of consumers.
However, there was little market research by firms to track customers’actual needs and responses. Even when these were investigated, the response was often focused on identifying the environmental benefits of existing products, rather than seeking alternatives to products. This was obviously a very opportunistic response to environmental concerns.Marketing searching
managers could scrutinize their products and production processes for an indication that their product was high in something environmentally good, and if not, at least low in something environmentally bad. It was this kind of mindset that led to the concern a mongst regulators and consumer groups over the green claims that emerged in the early I99}s. Facile, meaningless, and unproven green claims were slapped on unchanged products in failed attempts to boost salts, leading to mounting consumer cynicism and suspicion, and concerns about a potential
consumer backlash. It is therefore not surprising that green products have often underperform significantly. Some firms identifying these trends have realized that their (and their suppliers')claims lacked independent authentication, and have since attempted to develop certification programmings in order to regain customer confidence. However, problems remain. There are now a host of different logos allegedly certifying various environmental benefits，and consumers are understandably confused. Even in Denmark, a country with a population of highly concerned consumers, only 16 per cent could recognise the EU“flower" as an label (DEPA,2001).Mistrust of green claims also still endures to the extent that many firms will now choose not to make any green claims at all for risk of alienating customers. Failure to turn a selling orientation into a marketing ant has therefore meant that green is now often seen as a marketing strategy a mongst many major businesses, regardless of the environmental qualities of their products. Green harvesting
Not all firms have tried to use environmental claims to boost sales, and in fact, many now are consciously choosing not too. However, short-term profit has remained the key objective of many firms and marketing . Not surprisingly then, when it started to become apparent that greening could create cost savings, became enthusiastic about the environment_ Economies in terms marketers of energy and material input efficiences, packaging reductions, and logistics rationalization provided strong incentives for firms to develop their environmental programmers.
However, although this may have meant that products were now costing less to produce, these savings did not tend to filter through to customers in terms of cheaper, greener products. Indeed, on the contrary, green products have almost always been priced at a premium over conventional offerings. Sometimes this reflects the realities of the production costs involved, because of the internalizing of traditionally external sociol-environmental costs associated with a product. In other cases, it relates less to the costs involved, and more to pricing Strategics that seek to establish green products as premium products Serving niche markets. Overall, the tendency of green products to be perceived as expensive has severely hampered their market penetration.
Having plucked the“Iow hanging fruits”of greening, many firms found in a position where, if they worn to move any further towards sustainability, they had to embrace more radical change and invest more management tincal and money to achieve it }Shelton, 1994). However, in green harvestbug firms, we can usually recognise deep cultural fixations on cost reduction, short-term profitability, and shareholder value. In this, they tend to exemplify a typical conservative, finance orientation. There is, therefore, a profound reluctance in such companies to make Strategic investments in green marketing initiatives, particularly when the market research data is equivocal. Hence, what happens is that greening starts to look 1c58 and less of an attractive option, the whole agenda lasts momentum, and this particular guise of Green marketing ultimately fails in the medium to long-term.
Conclusions
How dots this discussion help us to understand the Story of the evolution of green marketing? It certainly highlights elements of tragedy in haw the opportunities to make substantive progress towards sustainability have been squandered because of the unappropriate focus of much "green marketing" activity Firms’orientations have centered on production, selling, Costs, legislation and PA, whereas the customer has frequently been of marginal interest. Moreover, firms have compartmental green marketing rather than developing a holistic perspective that embraces all
aspects of the company the product, and the means of production, constitution,and disposal. Without changes, cynicism and accusations of hypocrisy will continuo unabated.
Green marketing has also developed its own mythology, and with in companies,lingcods abound about the difficulties posed by customers, colleagues, and corporate cultures when trying to develop greener strategics. The practical implementation of green marketing has often worked on the assumption that since greening was what customers wanted for at least professed to want), marketers would fallow their lead, and that the rest of the organization would be happy to support them. This would work in a world of entirely marketing orientated
firms, but neglects the Internal environment. Internal resistance has often been widespread, and authors such as Wally and Whitbread 1994) and Shelton (1994) have shown that green strategics can become progressively more unpalatable for all but the most environmentally committed companies.
The need to address sustainability is a serious issue, but there have also been moments of farer, particularly in terms of sonic of the early green marketing claims.Moreover, there has been an ironic clement to much of the di`5cussion about green marketing to date because, from a theoretical point of view, green marketing has been severely restricted by its emphasis an the purchasing component of the consumption process. Environmental amelioration has been largely portrayed as a question of consumers expressing their concerns by purchasing new greener products. The paradoxical proposition is that the way through the environmental crisis created by excessive and unsustainable consumption, is yet more consumption. In contrast, sustainable marketing also has to address purchase behaviour such as product use, sharing, maintenance,
出处:Ken Peattie.Green marketing: legend, myth,faree or prophesy[J]. Qualitative
Market Research, 2009:P357-370
二、翻译文章
标题:绿色营销:传说，神话，闹剧还是预言?
译文:
蹒跚兴起的绿色营销
尽管在20世纪70年代的注意到，绿色营销理念应运而生只是在80年代后期。绿色营销的早期学术谈及绿色消费的快速增长预示在这个对环保产品在消费戏剧性和不可避免的换档时间。
如同任何新的营悄现象，很快就被一个很大的市场调研课题。从许多著名研究机构调查的证据认为提高环保意识是正确的，在绿色产品日益增长的消费兴趣，并愿意付出了明显的环保设施(罗泊织织，1990年;敏特，1991;伍斯特市，1993年)。这方而的证据实用中获得了高效的CFC一驱动全球消费者抵制气溶胶的形式，和国际成功出版物，如绿色消费指南(埃尔金顿和黑尔斯，1988)。这有两个关键的对策:一个是在企业的绿色营销领域的活动爆裂，另外是一个绿色商业研究热潮，其中包括学者写作。
早期市场的研究表明表明了绿色营销兴起是企业的重大变革，勇于创新的结果。凡德默维的调查发现，欧洲跨国公司92%声称己经改变了他们的产品，以响应环保的关注，85%声称已经改变了他们的生产系统。绿色产品在美国的推广增长了一倍以上，11. 4%所有新的家庭产品在1989年至1990年，继续增长到1991年的0.24%(奥特曼，1933年)同样，绿色印刷广告数量增长了430%，和绿色电视广告增长了367%在工1989年至1990年。例如美体小铺，沃尔沃，,甚至麦当劳变得更加引用在绿商业文献以说明如何以及为什么绿色营销举措可以支付。艾耶和班纳吉(1993)回应这些，“绿色，毫无疑问的”，并在整个20世纪90年代的作家继续断言，“绿色市场似乎是真实的和不断增长”(Memnon and Mendon, 199l年)，以及“以惊人的速度扩大”(施勒格尔米尔希，1996) 尽管这种乐观的想像，由9a年代中期新的市场调查的证据开始出现有关绿色消费较少增长。虽然绿色产品持续强劲增长，在某些市场，如食物、旅游、金融服务、在大多数市场不再谈论速度令人印象深刻的产品介绍绿色。
因此，绿色营悄未能改变企业的行为并走向可打续发展的经济再研究一些证据可以解释两种方式。一可以证明其广告声称削减跌幅，而其他人可能认为这是一个关于20世纪80年代末时的改善往往判断错误的广告活动的方式，展开了广泛的批评这个公司。同样，在专业产品的减少可以解释为失败，也可以反映主流市场持续改善其环境表现的一点，减少了对专科绿色产品的需求。也许最强烈的市场，为绿色营销下降的情况是令人震惊的研究证据被玩世不恭对绿色产品，绿色声称，他们的公司和消费者的背后显示的营销理念和过程是建立在客户和该公司与客户的关系。如果这是倡议玩世不恭和不信任，那么，公司是不可能能够带同他们遁过走向可持续发展的需要变化的客户。绿色营销将无法在而对消费者的不信任，但后来这种不信任一可能部分原因是“绿色市场”，公司己经依靠迄今为止类型的产品。
失败的五条战线
回顾分析，已似乎很清楚，对那些在过去阻碍了有效的主流营销发展及绿色营销的发展的许多问题。这些问题促成了五个绿色营销失败的现象出现。它们是:绿色纺织，绿色销售，绿色收获，绿色营销，市场营销和遵守。
绿色销售
市场调查确定消费者在20世纪90年代对环境的关注意味着，已在许多方而被,理所当然地认为，“出售绿色”，许多商家的促销活动迅速调整自己的回应。这一针致了我们所一说的“绿色销售”的办法，即对环境特点事后在现有产品鉴定从向促使一到绿色浪潮(通常是短期)。这反映了一种典型的销售方向，因为对环境的兴趣往往限促销活动，很少或根本没有到产品开发投入。同样的产品继续生产，但分别加入绿色主题言传活动，以便利用消费者的任何环境问题的优势。但是，有一点是由市场研究公司跟踪客户的实际需求和响应。即使这些进行了调查，反应往往集中在查明现有产品的环保效果，而不是寻求替代这些产品。
这显然是一个非常投机取巧响应的环境问题。销售经理可以审视他们的产品和生产过程寻找表明他们的产品具有高度环境良好的东西，如果没有，至少低一些环境不好。是这种的心态，导致监管机构和消费者团体关切过绿色的声称，出现在上个世纪90年代早期。轻便、没有意义，未经证实的绿色的声明是在加强不变的产品推销尝试失败，甘致越来越多的消费者愤世嫉俗和猜忌、以及担心一个潜在消费的强烈反弹。因此，毫不奇怪，绿色产品常常落后明显。有些公司已经意识到这些趋势，他们(和他们的供应商)索赔缺乏独立的认证，并试图发展认证计划，以重新获得客户的信任。然而，问题依然存在。现在有一个据称认证标志
的各种不同的主机环境效益，消费者是一可以理解的困惑。使是在丹麦，高度关注消费者的国家，只有6%可以识别欧盟作为一个生态标签。绿色索赔不信任也仍然忍受的程度，很多企业现在选择不作出任何疏远客户的风险在所有绿色的索赔。未转成因此意味着绿色是现在通常被着作是企业之间的许多重大徒劳的营销策略，无一沦其产品的环境质量营销最畅悄的方向。
绿色的收获
并不所有的企业都试图利用环境索赔来促进销售，而事实上，许多人现在都自觉地选择。不过，短期利润仍然是许多企业和营销经理的主要目标。然后毫不奇怪，许多营销成为对环境的热情。在能源和物质投入的效率，减少包装，物流合理化方而为企业提供经济发展的环境方案强大的动力。然而，虽然这可能意味着日前该产品是低成本生产，这些储蓄并没有倾向通过在过滤器更便宜，更环保的产品方而给客户。事实上，与此相反，绿色产品的价格几乎一直在比常规的产品溢价。有时，这反映了涉及生产成本的现实，由传统的外部社会环境与产品相关的成本内在化。在其他情况下，它关系到所涉及的费用较少，多以价格策略，寻求建立以优质的产品服务一特定市场的绿色产品。总体
而言，绿色产品的倾向，被视为昂贵，严重妨碍了他们的市场渗透。他们不得不接受更彻底的改变和投入更多的管理时间和金钱来实现它(谢尔顿，1991年)。然而，在绿色企业，我们通常能够辨认降低成本，短期的盈利能力和股东价值的深层文化的复制品。在这方而，他们往往体现一个典型的保守，金融方向。还有就是，因此，在这些公司不愿意做出深刻的绿色营销活动的战略投资，尤其是当市场研究数据是模棱两可。因此，会发生什么是绿化开始显得越来越有吸引力的选择较少，整个议程失去势头，特别是这种绿色营销的幌子，最终未能在中期到长期。
结论
这次讨论如何帮助我们理解绿色营销演进的故事吗?这当然突出的悲剧因素，如何在实现可持续发展的实质性进展，因为已经有许多“绿色营销”活动不适当的挥霍。公司的方向都集中在生产，销售，成本，法律和公关，而客户的利益常常被边缘化。此外，公司已经划分管理，而不是制训一个全而的角度出发，涵盖所有的绿色营销方而的公司，产品，以及生产，消费和处置的手段。如果没有变化，玩世不恭和虚伪的指控将继续有增无减。
绿色营销还开发了自己的传奇神话，并在公司的客户，同事带来的很多机遇，企业文化，努力发展环保战略。绿色营销的实施，常常是实际操作的假设，绿化正是顾客所需要的(或至少声称想要)，营销人员会跟随他们的意愿，以及该组织的其余部分将很乐意支持。这项工作在一个完全市场针向的公司的世界，而忽视了内部环境。内部阻碍，许多作者们认为，绿色.战略一可以成为所有，但最致力于环保的企业逐步更令人不快的。
需要解决的可持续性是一个严重的问题，但也出现了，特别是在早期的绿色营销索赔.此外一些条款闹剧的时候，出现了一个以讨论很多关于绿色营销的日期，因为其有讽刺意味的因素，从理论的角度看，绿色营销已受到严重限制了其对消费的过程中购买的重点组成部分。环境治理，己大致描绘成一个新的表达购买绿色产品的关注消费者的问题。自相矛盾的命题是，通过和不可持续的过度消费造成的环境危机，还没有更多的消费方式。与此相反，可持续的营销还必须解决诸如产品的使用，共享，维护，处置非购买行为。
出处:Ken peattie.绿色营销:传说，神话，闹剧还是预言？[J].定性市场研究，
2009:357-370
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
E---MARKETING (From:E--Marketing by Judy Strauss,Adel El--Ansary,Raymond Frost---3rd ed.1999 by Pearson Education pp .G4-G25.) As the growth of https://www.doczj.com/doc/b02792068.html, shows, some marketing principles never change.Markets always welcome an innovative new product, even in a crowded field of competitors ,as long as it provides customer value.Also,Google`s success shows that customers trust good brands and that well-crafted marketing mix strategies can be effective in helping newcomers enter crowded markets. Nevertheless, organizations are scrambling to determine how they can use information technology profitably and to understand what technology means for their business strategies. Marketers want to know which of their time-ested concepts will be enhanced by the Internet, databases,wireless mobile devices, and other technologies. The rapid growth of the Internet and subsequent bursting of the dot-com bubble has marketers wondering,"What next?" This article attempts to answer these questions through careful and systematic examination of successful e-mar-keting strategies in light of proven traditional marketing practices. （Sales Promotion;E--Marketing；Internet；Strategic Planning ） 1.What is E--Marketing E--Marketing is the application of a broad range of information technologies for: Transforming marketing strategies to create more customer value through more effective segmentation ,and positioning strategies；More efficiently planning and executing the conception, distribution promotion,and pricing of goods,services,and ideas;andCreating exchanges that satisfy individual consumer and organizational customers` objectives. This definition sounds a lot like the definition of traditional marketing. Another way to view it is that e-marketing is the result of information technology applied to traditional marketing. E-marketing affects traditional marketing in two ways. First,it increases efficiency in traditional marketing strategies.The transformation results in new business models that add customer value and/or increase company profitability.
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市场营销学 第一章市场营销学与市场营销 一、市场的概念： 1、从日常生活的角度：市场是买卖的场所 2、从经济实质的角度：市场是商品经济的范畴，是商品内在矛盾的表现，是供求关系，是商品交换的总和，是通过交换反映出的人与人之间的关系。 3、从企业管理的角度：市场是供需双方在共同认可的条件下所进行的商品或劳务的交换活动。 4、从营销的角度：市场是指某种产品的实际购买者和潜在购买者的集合。 二、市场存在的条件： 1、消费者（有某种需要＆欲望，拥有可供交换的资源） 2、生产者（能提供满足消费者需求的产品或服务） 3、有促成交换双方达成交易的各种条件 三、市场营销的概念： 1、市场营销是通过创造和交换产品及价值，从而使个人或群体满足欲望和需求的社会过程和管理过程。 2、概念要点：⑴市场营销的最终目的是“使个人或群体满足欲望和需要”；⑵市场营销的核心是“交换”；⑶交换过程能否顺利进行，取决于营销者创造的产品和价值满足顾客需求的程度以及对交换过程管理的水平。 四、市场营销的相关概念： 1、需要、欲望、需求 ⑴需求是指人与生俱来的基本需要，没有得到某些基本满足的感受状态。 ⑵欲望指对能满足基本需要的具体满足物的愿望。 ⑶需求是指有购买能力并愿意购买某个具体产品的欲望。 2、产品和服务 ⑴产品是获得服务的载体。⑵产品是指能够满足人的需要和欲望的任何事物。 ⑶产品的价值在于它给人们带来对欲望的满足。 3、效用、费用和满足 ⑴效用是指消费者对产品满足其需要能力的主观评价。⑵费用就是指成本（机会成本）。 4、交换、交易和关系 ⑴交换是指从他人处取得所需之物，而以自己的某种东西作为回报的行为。交换是一个过程。 ⑵交易是交换双方的价值交换，在交换过程中，如果双方达成一项协议，就称发生了交易。 ⑶关系营销：是市场营销者与顾客、分销商、经销商、供应商等建立、保持并加强合作关系，通过互利交换及共同履行诺言，使各方实现各自目的的营销方式。（建立在交易基础上的营销叫做交易营销，为使企业获得较之交易营销所得到的更多，就需要关系营销） 五、宏观与微观市场营销： 1、宏观市场营销：资源配置者。 2、微观市场营销是指某一组织为了实现其目标而进行的这些活动：预测顾客和委托人的需要，并指引满足需要的货物和劳务从生产者转流到顾客或委托人。 第二章市场营销管理哲学及其贯彻 一、市场营销管理的概念： 1、市场营销管理是指企业为实现其目标，创造、建立并保持与目标市场之间的互利关系而进行的分析、计划、执行与控制过程。 2、市场营销管理的本质：需求管理。 二、市场营销管理哲学的概念： 1、市场营销管理哲学是指企业对其营销活动及管理的基本指导思想。 2、市场营销管理哲学的核心：正确处理企业、顾客和社会三者之间的利益关系。
Positioning in Practice Strategic Role of Marketing For large firms that have two or more strategic business units (SBUs), there are generally three levels of strategy: corporate-level strategy, strategic-business-unit-level (or business-level) strategy, and marketing strategy. A corporate strategy provides direction on the company's mission, the kinds of businesses it should be in, and its growth policies. A business-level strategy addresses the way a strategic business unit will compete within its industry. Finally, a marketing strategy provides a plan for pursuing the company's objectives within a specific market segment. Note that the higher level of strategy provides both the objectives and guidelines for the lower level of strategy. At corporate level, management must coordinate the activities of multiple strategic business units. Thus the decisions about the organization's scope and appropriate resource deployments/allocation across its various divisions or businesses are the primary focus of corporate strategy.Attempts to develop and maintain distinctive competencies tend to focus on generating superior financial, capital, and human resources; designing effective organizational structures and processes; and seeking synergy among the firm's various businesses. At business-level strategy, managers focus on how the SBU will compete within its industry. A major issue addressed in business strategy is how to achieve and sustain a competitive advantage. Synergy for the unit is sought across product-markets and across functional department within the unit. The primary purpose of a marketing strategy is to effectively allocate and coordinate marketing resources and activities to accomplish the firm's objectives within a specific product-market. The decisions about the scope of a marketing strategy involve specifying the target market segment(s) to pursue and the breadth of the product line to offered. At this level of strategy, firms seek competitive advantage and synergy through a well-integrated program of marketing mix elements tailored to the needs and wants of customers in the target segment(s). Strategic Role of Positioning Based on the above discussion, it is clear that marketing strategy consists of two parts: target market strategy and marketing mix strategy. Target market strategy consists of three processes: market segmentation, targeting (or target market selection), and positioning. Marketing mix strategy refers to the process of creating a unique
市场营销中的一些基本概念 市场营销是个人或集体通过创造、提供出售、并同别人交换产品和价值,以获得所需所欲之物的一种社会和管理过程. 市场营销包含三个基本的含义:①市场营销是一个交换活动,交换作为一种活动,既具有社会性,也具有管理性;②交换活动是以满足需求为核心的;③市场营销活动形式上是在出售产品,但是活动的真正目的是为满足需要进行的创造性活动. 在市场营销这一概念中,包含了需要、欲望和需求;产品、价值、成本和满足;交换、交易和关系;市场、营销和营销者这些基本概念. (一) 需要、欲望和需求 需要(Need) 需要的基本性质就是它不依赖于营销活动而存在,营销者既不能创造需要也不能改变人的需要,需要是一切营销活动的出发点. 欲望(What) 它的含义是:想获得某种具体满足需要的物的愿望.人类的欲望是非常丰富的.由于人们所处的社会、经济、文化等的差异,表现为满足同一种需要会有不同的欲望.例如:任何一个兽药经销商都有对兽药的需要,但是,对一个有经营头脑、技术手段较高的经销商来说,可能需要中高档产品;而对于一个经营一般、毫无技术可言的经销商来说,可能需要的是低档、低价产品. 需求(Demand) 需求是指人们有能力购买并愿意购买某个产品的愿望.所以,需求属于一种特定的欲望,即指有购买能力的一种欲望. (二) 产品 在市场营销学中,一般将产品定义为满足需要和欲望的媒介物. 在市场营销中,始终强调一个重要观点:生产者的眼光不能盯在自己的产品身上,而要盯在顾客的需要和欲望的满足上. 市场营销活动也不是以营销者的产品为中心的;相反,市场营销活动是以满足消费者的需要为中心的. 如果营销者的眼光不是盯在顾客的需要上,而是盯在产品身上,必然会犯"营销近视症".即关心自己的产品,迷恋自己的产品,而置顾客的需要与欲望不顾.这样的营销者,或迟或早将导致企业步入经营困难. (三) 价值、成本和满足 按市场营销学的规定,产品价值的含义为:一是产品中具有的可以满足人们某种需要或欲望的内质称产品的价值.如果一个产品不具有这样的内质,就没有所谓的价值;没有价值的产品不能用于交换,至少是不能用于给判定它无价值的消费者进行交换;二是价值量是以满足需要程度为衡量尺度的.也就是说,满足需要的程度越高的产品,它的价值就越大,反之它的价值就越小. 被营销者生产并拿到市场上交换的产品所包含的所有消耗,构成营销者的成本.营销者倾向于在出售每件产品的时候,尽可能多地得到交换收益.在以货币为媒介的交换中,即是得到更多的货币收入. 因此,营销者与消费者的交换将根据"等价交换原则"进行.即在市场交换过
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
外文翻译 原文 Marketing Material Source：Marketing Management Author：Philip Kotler Marketing Channels To reach a target market, the marketer uses three kinds of marketing channels. Communication channels deliver messages to and receive messages from target buyers. They include newspapers, magazines, radio, television, mail, telephone, billboards, posters, fliers, CDs, audiotapes, and the Internet. Beyond these, communications are conveyed by facial expressions and clothing, the look of retail stores, and many other media. Marketers are increasingly adding dialogue channels (e-mail and toll-free numbers) to counterbalance the more normal monologue channels (such as ads). The marketer uses distribution channels to display or deliver the physical product or service to the buyer or user. There are physical distribution channels and service distribution channels, which include warehouses, transportation vehicles, and various trade channels such as distributors, wholesalers, and retailers. The marketer also uses selling channels to effect transactions with potential buyers. Selling channels include not only the distributors and retailers but also the banks and insurance companies that facilitate transactions. Marketers clearly face a design problem in choosing the best mix of communication, distribution, and selling channels for their offerings. Supply Chain Whereas marketing channels connect the marketer to the target buyers, the supply chain describes a longer channel stretching from raw materials to components to final products that are carried to final buyers. For example, the supply chain for women’s purses starts with hides, tanning operations, cutting operations, manufacturing, and the marketing channels that bring products to customers. This supply chain represents a value delivery system. Each company captures only a certain percentage of the total value generated by the supply chain. When a company acquires competitors or moves upstream or downstream, its aim is
《市场营销》辅导资料 一、选择题 A型题： 1、市场营销学的母学科是： A．经济学 B．行为学 C．管理学 D．心理学 2、交换的发生必须具备的条件是： A．至少有两方，每一方都具有对方需要的有价值的东西，并且都有沟通和运送货品的能力。 B．至少有两方，每一方都可以自由接受或拒绝对方的产品。 C．至少有两方，每一方都认为与对方交易是合适或称心的。 D．以上都必须具备。 3、企业在进行战略业务单位评价时，波士顿咨询集团法采用的两个评价变量是： A．市场增长率与相对市场占有率 B．行业吸引力与企业业务力量C．市场增长率与行业吸引力 D．相对市场占有率与企业业务力量 4、以下几种变量中，属于产业市场细分依据，但不属于消费者市场细分依据的是：
A．地理细分 B．人口细分 C．心理细分 D．最终用户细分 5、微观市场营销环境包括企业内部环境、营销渠道企业、顾客、竞争者和： A．国外的消费者 B．供应商 C．营销研究公司 D．公众 6、市场营销管理所要考察的市场可归纳为： A．产业市场和中间商市场 B．消费者市场和组织市场C．消费者市场和中间商市场 D．产业市场和政府市场 7、在短期内，企业要实现利润最大化，必须让价格： A．等于边际成本 B．大于边际成本 C．小于边际成本 D．大大低于边际成本 8、“帮助市场营销管理人员了解有关企业外部环境发展趋势信息的各种来源与程序”，这是市场营销系统中（）的主要工作任务？A．企业内部报告系统 B．市场营销情报系统 C．市场营销研究系统 D．市场营销分析系统 9、对市场需求大小的表述方法正确的是： A．2001年全国布鞋市场的年需求量是2亿双 B．2001年全国布鞋市场的年需求量是10亿元
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
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
第一章绪论1.市场营销：通过创造和交换产品及价值，从而使个人或群体满足欲望和需要的社会过程。 2.市场构成三要素：市场=人口+购买力+购买欲望 3.消费者市场：最终消费者所形成的市场，是指消费者为了满足日常生活需求而形成的市场 4.医药市场营销学：是在市场营销的理论指导下,总结医药市场营销活动的特点和规律，进一步指导医药市场营销实践活动的学科。 第二章医药市场营销环境分析 1.医药市场营销环境：指与医药市场营销有关的、营销企业生存和发展的所有内外部客观因素的总和。 2.医药市场营销环境的特点：客观性、动态性、差异性、关联性、不可控性 3.医药市场营销环境的分类： 宏观环境：人口环境、经济环境、自然环境、科学技术环境、政策法律环境和社会文化环境微观环境：企业本身、供应商、市场营销中介、顾客、竞争者以及社会公众 4.医药市场营销环境研究的方法： 专家分析法、机会——威胁对比分析法、组织内部环境分析法、竞争环境分析法（“五力”模型法指：行业现有竞争者、潜在加入者、替代者、购买者、供应商） 6.相对市场占有率：指企业经营单位的市场占有率相对于最大竞争者的市场占有率的比率。 7.市场吸引力取决于市场大小、年市场增长率、历史的利润率。 竞争能力由该单位的市场占有率、产品质量、分销能力等因素决定。 第三章医药消费者市场购买行为分析 1.医药消费者市场：指医药产品的最终消费所形成的市场，是个人或家庭为了满足健康需要而购买医药产品或服务所形成的市场。 2.医药消费者的购买行为的特征：代理性、质量优先、预期性差 3.医药消费者购买行为的因素：外部：文化因素、社会因素 内部：个人因素、心理因素、药品自身因素 4.消费者购买类型： （一）复杂的购买行为（二）减少失落感的购买行为（三）习惯性的购买行为 （四）多样性的购买行为 5.医药消费者购买决策过程： 确认需求——搜集信息——评价方案——决定购买——购买后评价 第四章医药组织市场购买行为 1.组织市场：指工商企业为从事生产、销售等业务活动以及政府部门和非盈利组织为履行职责而购买产品和服务所构成的市场。 2.医药组织市场：指医药生产企业、医药批发企业、医药零售企业、医疗机构等医药企业和单位为了生产、销售医药商品或提供医疗服务而购买医药商品或服务而形成的市场。 3. 医药组织市场的购买类型：医药生产者市场、医药中间商市场、医疗机构市场和政府市场 4.（1）医药产品生产者购买行为的主要类型： 重复购买、调整购买、新的购买 医药产品生产企业购买决策程序： 发现需求——确定购买要求——确定产品规格——寻找供应商——询价——选择供应商——签订合约——绩效评价
市场营销专业术语中英文对照标准翻译 本文为市场营销中经常用到的一些中文与英文互译的标准用语，希望对市场营销从业人员有所帮助。 《财富》杂志Fortune 案头调研Desk Research 奥美公司Ogilvy & Mather 白色商品White Goods 百乐门Parliament 百威啤酒Budweiser 包裹销售法Banded Pack 宝洁公司Procter & Gamble 宝丽来Polaroid 宝马BMW 边际成本Marginal Cost 边际收益Marginal Benefit 标准差，均差Standard Deviation 别克Buick 波立兹调查公司Alfred Politz Research, Inc 波旁王朝Ancient Age Bourbon 波特福洛分析Portefolio Analysis 产品差异Product Differentiation 产品生命周期Product Life Cycle 产品系列Product Line 产品组合Product Mix 阐述Presentation 超级市场Supermarket 成对比较法Paired Comparisons 成功的理想主义者Successful Idealist 承诺型消费者Committed Buyer 程度测试Tachistoscope 橙色商品Orange Goods 冲动购买Impulse Buying 重叠率Duplication 抽样Sampling 传销Pyramid Selling 传阅发行量Pass-on Circulation 词语联想法Word Associaton 刺激营销Incentive Marketing 促销Promotion 达彼思广告公司Ted Bates & Copany 大卫·奥格威David Ogilvy 戴比尔斯De Beers
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 学生姓名：宫超 指导教师：赵丹 年月日 Marketing Channels and Value Networks Most producers do not sell their goods directly to the final users between them stands a set of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel also called a trade channel or distribution channel .Formally marketing channels are sets of interdependent organizations involved in the process of making a product or service available for use or consumption. They are the set of pathways a product or service follows after production culminating in purchase and use by the final end user. Some intermediaries-such as wholesalers and retailers-buy take title to and resell the merchandise they are called merchants. Others-brokers manufacturer’s representatives sales agents-search for customers and may negotiate on the producers behalf but do not take title to the goods they are called agents. Still others-transportation companies independent warehouses banks advertising agencies-assist in the distribution process but neither take title to goods nor negotiate purchases or sales they are called facilitators. The Importance of Channels A marketing channel system is the particular set of marketing channels a firm employs and decisions about it are among the most critical ones management