毕业设计/论文
外文文献翻译
院系经济管理学院
专业班级市场营销1102班
姓名周启雯
原文出处阿伦·艾伦.餐厅营销
评分
指导教师刘春宇
华中科技大学武昌分校
20 年月日
外文资料翻译——原文
Restaurant Marketing
Restaurant marketing is both an art and a science that is shrouded in mystery for far too many restaurant owners. Unfortunately, many advertising sales people don’t want you to kn ow what’s really working. They want you to think that the television spots is your competitor who you are running with as well as the answer to all of your sales-building challenges. Not so.
This brief report seeks to outline some of the restaurant marketing techniques and principles that are working in successful restaurants around the country.
Let’s get started with some of the most frequently asked questions restaurant owners ask when seeking a better way to market their restaurants:
What are the keys to great restaurant marketing
There are several components of successful restaurant marketing. This isn’t an all inclusive list, but some top strategic marketing issues include:
BRANDING: There has been lots of hype over the last few years about branding. W e’re all being told we need to do more branding and a better job branding, but no one has really stopped to explain what a brand is and how you build it. A brand is a promise. It’s what customers, employees (Internal Customers), vendors, the media and all other key constituents come to expect in dealing with your restaurant. Brand-building is closing the gap between what you promise and what you deliver. A strong brand is one that has alignment between the promise and
execution. It’s not something that happens when you advertise, and it’s not the fact that people recognize your logo or recall your advertising.
POSITIONING:Positioning is an under leveraged restaurant marketing component. Positioning is the place you hold in the customers or prospects mind related to the competition (the cheaper choice, the higher quality choice, et cetera). Effective positioning involves incorporation of your Unique Selling Proposition (U.S.P.). The USP is one thing that only you can claim. It’s a crucial point of differentia tion that the competition either cannot or does not claim. An example is Burger King versus McDonald’s. If Burger King can convince you that a flame-broiled burger tastes better than a fried burger, they’ve won the war because McDonald’s will never go into all 14,000 stores and rip out fryers to install char-grilling pits.
DUE DILIGENCE:Restaurant marketing doesn’t happen in a vacuum. Effective restaurant marketing must be built on a foundation of a fact and knowledge about the market, your competition, your customers, your Internal Customers, financial history, marketing history, the industry, and outside forces that will impact your business. There is a lot to worry about, but restaurant marketing has to factor these considerations into the overall strategy. Not even Coca-Cola can afford to market to everyone all the time, so effective market research and due diligence can help you be more effective in your restaurant marketing efforts.
MENU MIX: Every six to twelve months, you are supposed to conduct an analysis of your menu. This will include profitability analysis and competitive menu analysis. To keep your menu fresh, relevant, and profitable, you are required to know specifically how each item on your menu is performing and also how it stacks up next to your top competition. Think of each item on your menu as a tenant leasing space and it has to earn its right to the space you’ve granted it.
How much should we spend on marketing our restaurant
There are several rules of thumb and ratios in the restaurant industry and there are some for restaurant marketing as well. A typical restaurant should allocate 3% - 6% of sales to marketing. It’s also a good idea to allocate this money proportionally to your sales volume. It means, if July is your busiest month, you should spend a proportionate amount on your restaurants marketing budget in that month. Fish where the fish are biting. Some restaurant owners merely focus on stagnant periods and think that’s the time when they need to spend money to drive sales, so th ey spend a big chunk of cash trying to build a happy hour business and forgo building on top of their busy periods. The fact is, there is a reason people aren’t coming in from 4:00 PM –6:00 PM and you’ll be sending valuable marketing dollars down a black hole if you try to advertise in this period. There are nearly one million restaurants in the United States and probably only 2% of them are busy from 4:00 PM –6:00 PM. Marketing can’t change behavior; it can only influence existing behaviors. Spend your marketing dollar on aspects where it will have the best return for your restaurant.
How do most restaurants market themselves
It’s a real misery that 80% - 90% of restaurant marketing budgets are spent on new trial – getting a new customer to visit for the first time. This is the least effective place to spend your money on. The majority of new trial efforts are spent on mass
media advertising which is costly and has dismal return on investment. The fact is that a new customer acquisition is 7-10 times more expensive than building restaurant sales through increased frequency, check average and party size. But restaurant marketing isn’t always about what’s most effective, more often, it’s about what everyone else is doing. Restaurant operators notice that their competitors are on television or in the yellow pages or on a billboard and that they should be too. They do this without regarding for what’s working. Restaurant owners have to wear so many hats that sometimes they just do what’s easiest – they write a check for mass media advertising and hope for the best. Mass media pays often more attention about feeding ego than driving sales. It’s also impossible for most companies to compete in a toe-to-toe battle with the big guys. Subway spends $290 million per year on television. They can do that because they are a multi-billion dollar enterprise – a title less than 100 restaurant corporations in the world can claim. The question you’ll have to ask yourself is ―do we want to jump off the bridge just because so man y other people are?
Who is doing a great job marketing their restaurant and what works about their restaurant marketing efforts
There are several examples of companies large and small that are doing a great job. I’ll give you some examples of each. On the larger side, Starbucks is doing an awesome job. They spend more money on training than they do on advertising. They do a great job with their internal merchandizing and their menu is much focused.
They don’t spend money on mass media and instead focus on a core product line and flawless execution. They are now the fastest growing take-out operation in history.
A great example of a regional chain that’s doing an impressive job with marketing their restaurants is Firehouse Subs. They have strong internal merchandizing, training and culture programs. They also have a very impressive direct mail program. They send out quarterly saturation mailers offering a free sandwich with no strings attached. The mailers draw double-digit responses and drive equally impressive comparable store sales improvements. Research showed that 70% of the people that redeemed the cards became loyal visiting customers with a much higher frequency than the industry average.
Examples of successful independent restaurant marketing abound. Charlie Trotters is world-renowned, but you’ve probably never seen a billboard or television spot for them. Charlie Trotters does an incredible job with promotion and positioning the namesake chef as a culinary expert. When you visit Chicago, you want to go to his restaurant just for that reason – not because of any advertising he has done.
What are some examples of good restaurant marketing tactics
There are literally t hundreds of thousands of marketing tactics that you could employ to lift sales at your restaurant. This causes many restaurant operators to think that there is a silver bullet out there that they need to find. There are no silver bullets. One hit wonders may be out there to give you a big spike in sales, but those are rarely sustainable over time. Great marketing is about solid operational execution,
effective positioning and the cumulative results of marketing inside the four walls of your restaurant and in the immediate trading area – no-taking-over airwaves.
That being said, some good examples of successful restaurant marketing tactics are email marketing, bounce-backs, affinity marketing programs, publicity through event marketing, partnerships with other local retailers and, of course, internal merchandizing such as bathroom signage and menu merchandizing.
How do I measure the effectiveness of our restaurant marketing
If you cannot prove the dollars you spend persuade people to do business with you rather than advertise. If you can’t see a direct relationship between marketing and increased sales, your marketing isn’t working.
One piece of analysis we have conducted for Clients is to compare the variances, period over period, for sales and marketing expenses. We look to determine a correlation. It’s amazing how frequently we find that there is absolutely no correlation between sales and marketing. The graph here is an actual Client chart that shows this relationship. This was an independent restaurant operation that had a steady period over period sales increase of around 8%. The other line represents their advertising expenditures. As you can see, there is absolutely no correlation between the two lines. For this independent operator, that represented about $150,000 in advertising dollars that could have gone straight to the owners back pocket instead. This restaurant owner had solid operations and he wouldn’t have felt any change in his sales volume for at least a couple of years by canceling his advertising. The
advertising wasn’t working. After some modifications, we ran the analysis again and found that each dollar spent had a direct impact on sales and showed a positive return on investment that could be measured. There was no measurement before, so it was hard to say with absolute certainty if the advertising was working. The poor marketing was masked by the increases in sales, but one had nothing to do with the other.
What is Local Store Marketing and Neighborhood Marketing and does it work for restaurants
Local Store Marketing and Neighborhood Marketing are basically the same thing. It’s a marketing philosophy that seeks to build competitor proof relationships with customers and employees without a reliance on mass media advertising. It’s about all of the elements we’ve discussed so far in this special report plus a whole lot more. Simple fact is, unless you’re one of those 100 restaurant companies that are doing hundreds of millions of dollars in sales per year, you can afford not to focus on Local Store Marketing over advertising. Don’t fall into the trap of jumping off a bridge (and advertising) just because everyone else is. The competitive advantage is found in the fact that many of your competitors are not running effective Local Store Marketing for their restaurant. Local Store Marketing and Neighborhood Marketing are potent tools in a variety of retail business arenas, and the restaurant business is definitely an environment for which it’s well suited.
The most difficult fact of marketing is to possess of its competitive advantage: Effective restaurant marketing isn’t easy. It takes a lot of careful research, analysis and testing. It’s also ever evolving, which makes it even more difficult to master. The most difficult part is that restaurant owners are in the restaurant business, not professional marketers. But don’t be discouraged.It’s not all gloom. The fact that effective restaurant marketing is difficult to master is what can give you the competitive advantage. Resist the temptation to change everything at once or to go it all alone. You can start with small aspects and build your marketing competencies over time. In the beginning, do simple programs so you can execute them well and measure the results. And if you’re not sure if your current marketing is working, save your money until you can prove the dollars invested persuade customers to buy more and more often.
From：Aaron Allen. Restaurant Marketing. https://www.doczj.com/doc/ca10644825.html, [EB/OL]. 15th August 2008.
外文资料翻译——中文译文
餐厅营销
餐厅营销不仅是一门艺术，也是一门科学，对于许多餐馆业主它充满了神秘。不幸的是，很多广告销售人员不想让你知道他们是如何运作的。他们想让你认为你的电视插播中和他们一起解决问题的人就是你的竞争者，而那些被解决的问题是你也同样遇到的问题。然而事实并非如此。
这份简短的报告旨在概括介绍一些全国各地成功的餐厅的营销技巧和规则。让我们用一些餐饮业主经常问的问题开始来介绍这些餐饮业主如何为他们的餐厅寻求一个更好的餐饮业市场。
什么是优秀餐饮业营销的关键
成功的餐馆销售有几个组成部分。这里并不是包含了所有的成功的营销策略，仅仅是概括了一些顶级餐厅成功营销的经验总结：
品牌：前些年有一些大肆宣传的品牌。我们都被告知需要做更多的和更好的品牌，但是似乎谁也没有停下来解释什么是品牌，以及应该如何去塑造它。一个品牌就是一个承诺。它包括什么是客户，员工(内部客户)，供应商媒体和其他一切品牌组成的关键，然而就是没有告诉我们如何去管理自己的餐厅。品牌建设是缩小你的承诺和执行差距的过程。强势品牌是他们的承诺与执行一致。这不是在你做的广告中才会发生的事情，也不是人们认识你的企业标识或者是记得你企业的广告。
定位：定位是一个餐厅营销的重要组成部分。定位是你了解你的目标顾客的购买意向，以及相关区域的竞争(选择便宜的，选择高品质的，等等)。有效的定位，涉及到把你的独特销售主张(U.S.P.)。USP是只有你自己才有的主张。它是差别化的一个关键，而不是不提出自己的主张，或者是根本不能实施的。其中一个例子是汉堡王与麦当劳。如果汉堡王能说服你，火焰烤汉堡比煎汉堡好吃，他们已经赢得这场战争，因为麦当劳不能进入所有14，000商店和在海滩安装焦烤窖。
尽职：餐馆销售并不在真空中发生。有效的餐厅营销必须建立在一个基础事实，并了解市场，你的竞争对手，你的客户，你的内部客户，金融史，营销史，餐饮行业，以及有可能会影响你的生意外部势力。有很多需要考虑的问题，并且餐厅的促销因素都需要纳入总体战略。甚至连可口可乐都不能保证任何时候都能提供商品给每一个有需要的人，因此，有效的
市场调研，可以帮你更有效地推销你的餐厅。
菜单搭配：每六至十二个月，你一定要分析你的菜单。这将包括获利能力分析和菜单竞争力的分析。保持你菜单是新鲜，有特色的，而且是有利润的，您需要了解如何具体每一个项目在你的菜单中所扮演的角色以及如何积累你的竞争优势。相信每个项目在您的菜单占用的空间，可以赚取你所预期的利润。
要花多少钱推销自己的餐厅
餐饮业中有一些餐厅营销做得很好的餐厅有几个很棒的规则关于推销费用的比率。典型的餐厅应拨出3%至6%的销售费用在市场推广方面。按销售量的比例给市场推广费用也是一个不错的主意。言下之意就是：如果七月是你最繁忙的月份，那在这个月里，你应该花和你销售量成正比的费用在您餐厅营销预算。在哪里钓鱼会有鱼上钩。一些餐厅仅仅看到其发展缓慢不景气的时候，并认为这种时候他们需要花钱来推动销售，于是花了大量的现金试图建立一个短暂的较好的销售，同时不注重在最繁忙的时期资金的投入。事实是，这是有一定道理，从下午4:00至6:00时，如果你尝试建立这个时期的餐厅推广，那你就一定是把美元将会是丢入一个黑洞。在美国大概只有2%的人都很忙，从4:00-6:00。营销的时间不能改变人们日常的习惯，它只能影响到现有的行为。好好利用手中的资金来推广你的餐厅，将会获得最大的回报。
餐馆如何推销自己
这真是一种悲哀，有80%至90%的餐饮营销预算都是用于尝试新的途径使得新的客户首次光临餐厅。多数新的尝试都是用于对大众媒体广告，这要花费很高的代价然而却会得到让大家辛酸的投资回报率，这只会让你花更多的钱，却没有什么效果。事实是，获得新的客户，比扩建餐厅，或通过增加班次，或平均来的大小团体用餐的费用要高出来7-10倍。餐厅营销并非总是谈什么是最有效的，高频率的事，什么都一窝蜂。餐厅经营者应该看到自己的竞争对手，是在电视上还是在黄页或在广告牌上做广告，并且你们自己也应该在这些地方做宣传。他们这样做就不用关心是怎样运作的。业主要做这么多烦琐的事情，但事实上他们有时就做最简单不过的事情，他们写一张支票大众媒体广告，希望做到最好。大多数的媒体往往更加关注自我的收入而不关心其代理的广告产品的销售情况。它也不可能为大多数公司在竞争中成为胜利关键。地铁公司花费290万美元在电视上播映其广告。他们可以这样做，因为他们是一个拥有很雄厚资金的企业，但是却不到100家餐厅能像世界宣称并花费巨资做广告。问题是，你要问自己：我们是否要这样做，仅仅是因为别人也是这样做的？
谁在做一件伟大的工作--关于对自己的餐厅的促销
有几个例子是关于大公司和小公司做的一件伟大的工作。我也会给你一些例子，作为补充。大公司就以星巴克为例，星巴克就是在做这样一个令人敬畏的工作。他们花费比他们做的广告更多的钱在培训。他们做了很了不起的事情就是统一其内部制服以及对菜单的选定上。他们不把钱花在媒体，而是把重点放在核心产品线和完美的执行。目前他们是历史上全球增长最快的企业之一。
一个好的成功的例子，说明其在这一个区域上的表现非常出色。他们有很强的内部营销培训和文化氛围。他们也有非常便捷的邮递系统。他们为寄件人提供免费三明治而没有任何的附加条件。寄件人收到激励进而使得商店销售的状况有所改善。研究表明，70%的人，获得会员卡成为忠诚顾客来访更高频率高于没有会员卡的人。
成功的例子，独立营销的餐厅比比皆是。Charlie Trotters是世界知名的品牌，但你可能从未见过它的一个广告或电视插播等。Charlie Trotters确实做了令人难以置信的工作以促进和定位其餐厅—任命一同名的厨师为烹饪专家。当您去芝加哥旅游时，您想要去他的餐厅可能只是为了这个原因，不是因为任何广告。
成功的餐厅营销策略例子有哪些
有数千家餐厅有成千上万的营销策略，你可以采用一些帮助你餐厅的销售。这导致许多餐饮经营者认为那些策略能够为餐厅获得利润，于是他们努力去找寻。看看是不是别人成功应用的策略用到自己餐厅里一样可以获得成功，或许在开始的时候会有一定的起色，但大多数餐厅的良好的状况仅仅是维持了一段时间就又开始回到开始的状况了。市场营销是对牢固的业务执行，有效的定位和所积累的成果营销内，四面墙壁你的餐厅和即时交易区未接管的电波。
这样说，一些关于餐厅成功的营销例子策略是通过电子邮件进行市场营销的，走出逆境，制定有亲和力行销计划，通过宣传，事件营销，寻找合作伙伴，与其他本地餐饮业主联合，当然内部制服或者是洗手间指示牌和菜单等都是必不可少的。
该如何衡量餐饮营销的效果
如果你不能证明美元，你就说服别人和你做生意，而不是做广告。如果你不能看到直接销售的增加和关系营销之间的联系，那么你的营销是不可行。
从某个角度分析比较我们所面对的不同的客户，不同时期的销售费用和营销费用。以确定两者之间的关系。我们常常惊奇的发现，根本没有相关的销售和营销。例如有一个独立经营的餐厅，有一个稳定期，内销量增长了8%左右。其他部分代表其广告支出。你看，是完全没有关联的两项内容。独立经营代表着15万美元的广告，可以直接放回口袋。这家餐厅
老板曾坚持行动，他不会感到有任何改变，他餐厅的预算额中连着几年取消了广告的支出，这时候广告是不起作用的。经过一些修改，我们再分析又发现，每花费一美元，也直接影响销售，并呈现出积极的投资回报，这是可以衡量的。比较之前，是不存在，所以很难说有绝对的把握，如果广告公司发挥了其推广的作用。匮乏的市场仅仅被表面的销售额所蒙蔽，但是却不知道或许是毫不相关的。
当地商店的销售和营销是否对餐厅营销有影响
当地一家商店的销售和市场营销，基本上是同一回事。它的营销理念证明竞争者在寻找建立客户和员工之间的联系，但却不依靠媒体以及广告。讨论到目前为止，一个简单的事实是，除非你们其中的100个餐厅，公司每年都有数
亿美元的销售额并且不把重点放在销售广告上。不要因为别人而落入陷阱(广告)。竞争的好处是可以发现，可以对比许多竞争对手，来衡量你有没有有效的利用当地商店营销为推广自己的餐厅。如果在当地有一家具有很强的营销手段的商店，或者各种零售商以及餐厅，则那必定是一个对餐厅很有利的营销环境。
营销最不容易的就是拥有其竞争优势
有效餐厅营销做起来不是一件容易的事情，这需要很多仔细的研究﹑分析和测试。它也不断地演变，使得它更难以掌握。最困难的部分是经营餐馆生意的餐厅业主在并非专业营销人员。不要灰心，这并不是最郁闷的事情。事实上是很难掌握有效的营销餐厅是如何塑造其竞争优势的。抵制诱惑跟风，改变一切，不存任何的侥幸心理。在开始时，从小处着手做简单的项目，让你能够执行得好，衡量的结果。把自己的营销能力，在一段时间内提升上去，如果你不知道你现在做的是营销推广的工作，那么请节省你的资金，除非你能证明这些美元的投资能说服顾客购买更多的产品。
资料来源：阿伦·艾伦.餐厅营销https://www.doczj.com/doc/ca10644825.html,[EB/OL].2008.8.15
International private enterprises external constraints and the Government Service Innovation Abstract: In the opening to the outside world situation growing, private enterprises can not be separated from the internationalization of the rational power of the Government. This paper analyzes the internationalization of private enterprises of the external constraints, a private enterprise internationalization of innovation need to government services. Keywords: private enterprises of the external factors of international service innovation With the world economy, increasing globalization, China has become the world's fourth-largest economy, including private enterprises in economic development by increasing the role. Private enterprises are faced with not only the competitiveness of domestic firms and foreign multinational companies are faced with challenges. Therefore, expanding the opening up of the situation, the private enterprises to develop and grow, not only to make use of domestic markets and resources, but also going out to implement the strategy and the internationalization of private enterprises, in a broader competitive environment to meet the challenge. Towards world-class enterprise can not be separated from the support of the Government, the Government should be private enterprise to provide a good environment, strengthening innovation services. International private enterprises external constraints At present, the development of private enterprises in China has made great achievements, but our small and medium-sized private enterprises still dominated the majority of private enterprises through the first start of the primitive accumulation period, being the second business, the implementation of international strategy, international operations, enterprises must create a certain degree of accumulation and the capacity and conditions. However, the internationalization of private enterprises of the potential hindering the external environment, so that many companies fall into the plight of the development. (A) financial bottlenecks encountered At present, private enterprises, especially those in the survival of small and medium-sized financial institutions from the public it is difficult to obtain adequate financing for development. These enterprises can apply for loans to small, low visibility due to take the way of external financing is very difficult. Most of them only through self-financing and non-formal channels of access to capital financing. High-risk and cost of financing and financial situation of the shortage of channels for private enterprises has seriously hampered the pace of foreign trade, and even lead to business in the international competition of mortality. Small and medium-sized private
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/ca10644825.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.
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：
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
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:
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
Relationship marketing and service marketing: convergence point of Culture Department of value creation ABSTRACT Using the relationship paradigm as a theoretical framework, a management model for cultural services (relationship marketing of cultural organizations) is proposed, what is an unprecedented contribution in the marketing field. By combining two convergent perspectives–as relationship marketing and services marketing–, the model is structured on the basis of two large types of relationships in the management of a cultural organization: instrumental relationships and group relationships. The paper is an in-depth study of relationships regarding performing arts audience. A theoretical/empirical approach was applied, including face to face interviews to 1005 performing arts consumers and telephone interviews to a sample of 2005 individuals in Spain. Keywords: Cultural marketing erforming arts services relationship marketing 1. INTRODUCTION: The most recent literature on marketing management is demonstrating a revolutionary change in both form and content, which, undoubtedly, will result in several research projects in the short term aimed at shedding some light on this dilemma. Traditional management models and paradigms do not adapt to the requirements of new products, as there are more and more exceptions and questions on the models developed so far (Lovelock and Gummesson, 2004; Vargo and Lush, 2004). In this complex context, this paper aims to make an in-depth study of the field of cultural services management by using two concurrent perspectives –relationship marketing and services marketing–, in order to contribute to the development of the new marketing domain: cultural marketing (Kotler, 2005). This is a field still in its development phase, but has probably found, with these new trends, the right moment to grow and develop management structures and models that meet its particular requirements. From the very beginning, contributions made to the cultural sector by the marketing discipline have been very diverse. However, although they seem to have come to a consensus
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
市场营销英文文献 Innovation Is a Good Way to Maintain Market Presence The Jumbo-Koter venture is a good example of the development of a successful new product by solving a consumer problem. The Wooster Brush Company identified the difficulty that painters were having because their minirollers were sticking after a few uses. The new Jumbo-Koter mini-rollers solved that problem by using a smooth-turning cage frame. Wooster Brush further improved these mini-rollers by using high-quality fabrics from its highly successful nine-inch rollers. Finally, by not extending fabric over the end of the new mini-rollers, Jumbo-Koter enabled the painter to get into tighter spaces than with traditional mini-rollers. This also prevented paint from spinning off onto another surface. One lesson to be learned from the Jumbo-Koter program is that innovationis a good way for a company to maintain its presence in the marketplace. The Wooster Brush Company has made a notable effort to continue to innovate, developing truly beneficial products in a very stodgy, old-fashioned business for many years. The Jumbo-Koter product line is a good example of this. This continuous innovation has enabled the company to compete successfully without participating in industry price wars. At the time of this writing, the Wooster Brush Company was in the process of developing additional new products to meet the paint application needs of its customers. Summary Marketing Plan for: Wooster Jumbo-Koter TM Wooster Brush Company MARKETING PLAN SUMMARY BACKGROUND. Many painters have problems with their mini-rollers. Because these rollers are smaller than traditional rollers, they are great for getting paint into
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
新媒体营销外文翻译文献 (文档含英文原文和中文翻译) 译文: 研究微博中承诺和信用对消费者行为倾向的影响 ——基于关系营销的角度 摘要：本研究的目的是探索消费者对企业通过微博进行关系营销的观点。这项研究是以承诺-信用理论以及消费者对企业微博形象、承诺、信用、满意度和社群意识对消费者的行为倾向的研究为基础的。这项研究的成果可以成为企业利用微博进行关系营销的准则。这项研究显示消费者的满意度对承诺、信用、社群意识和消费者的行为倾向具有积极影响。企业形象对承诺和信用的影响是成立的，但对行为倾向的影响需须经由承诺和信用产生中介效果。信用对承诺和社群意识的影响是存在的，但是对行为倾向的影响须经由承诺和社群意识产生中介效果。最后，承诺和社群意识对行为倾向的影响是成立的。 关键词：微博、关系营销、满意度、企业形象、承诺、信用、社群意识、行为倾向 1、引言 当我们在新的经济时代面临着现今的商业环境时，许多企业在短时间内就变成了一个以顾客为中心的企业。为了提高竞争力，企业必须了解他们的顾客，了解顾客的需求，并且通过专项服务满足顾客的需求。随着技术时代环境的改变，企业已经通过信息系统与客
户建立了关系。随着顾客上网历史的增加，企业可以提供给他们更多的产品信息并且在第一时间获得顾客的回复。通过这种方法，客户服务的成本可以降低；企业与客户的关系可以变得稳定；企业与客户之间可以建立更多的联系；企业与客户之间的沟通可以个性化。 基于格朗鲁斯的研究，他认为关系营销意味着企业通过发展、维护和提高与顾客的关系来达到企业的目的。越来越多的企业发展其吸引力来构建自己的形象以留住和吸引新的顾客。因此，一个企业的专业性和企业形象的构建对企业来说是很重要的。一个公司是否可以提供服务或产品以满足客户的需求影响着客户对企业的信任和忠诚度。 基于Web2.0大流行，大众媒体已经覆盖了许多拥有新颖、有趣故事的网站，吸引了更多的公众关注互联网。这些问题对因特网的常用用户来说都不是问题。因特网发展很迅速。近来微博服务供应商例如Facebook、Twitter和Plurk是新闻的热点话题，已经聚集了大量用户。根据市场研究公司的成员尼尔森最近的一份报告，在2008年二月到2009年二月间，Twitter是用户增长速度最快的一个社交网站（从475000个用户到17600000个用户）。它的绝对访客增长率在美国是1382%。在2009年五月，全国用户数量达到37300000，这是一个令人吃惊的数据。博客用户一直在讨论是否微博可以取代博客。因特网用户最关注的是微博是否可以缩短他们与朋友们之间的距离，是否可以帮助他们交到新朋友。然而，商人们最关注的是微博是否可以替代博客变为一个新的营销武器。 博客营销是指不仅让因特网用户变的亲密，也是指需要“可信的”网络发言人的赞语。博客成为值得信赖的网络发言人是由于他们长时间在某些话题上努力花费时间。通过写文章，他们在互联网用户的心中构建了“大师”的形象。结果，即使他们的一个“好”字也对有科技非常强大的影响力。这就是博客营销的有效性。博客的权利：检查实际操作者在博客上的使用对公共关系产生的影响。 对于微博，我们可以在Twitter上看到谷歌。在谷歌在Twitter上的账户建立后，立马就有16000个追随者。现在谷歌在Twitter上的追随者有1670000人。这意味着谷歌每在Twitter上发表一条新闻，1760000个人在下一秒将在互联网或手机短信上被通知。这种传播新闻的速度和范围是令人吃惊的。 再来说说戴尔，一个主要的国际电脑制造商，例如，通过微博的能力来提供信息，特别提供了可以通过短信迅速传递给所有微博用户信息的功能。因为价钱很合理，许多用户已经立即决定变成戴尔的追随者。并且戴尔继续提供给追随者们更多的第一手优惠券。结果，通过微博达到的总订单金额已经达到了新台币100000000元。通过微博，消息可以更加迅速地传递给互联网用户。然而，这并不意味着任何一种营销信息都可以通过微博随意