服装纺织业的品牌策略(英文文献)

企业品牌战略问题研究原文来源：Kapferer, J. H Strategic Brand Management[J]. Kogan Page，London.译为正文：在经济全世界化的今天，如何适应国际化潮流，成立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。

本文在分析我国企业营销品牌战略进展状况的基础上，从品牌战略的内涵与其功能意义入手，探讨了品牌战略在企业营销中的作用。

企业需要综合运用多种竞争手腕提高品牌意识，弄好品牌定位，塑造良好品牌形象。

一、日系品牌全线溃败2006年11月22日上午，NEC宣布将退出2G及电话市场，这意味着继夏普、松下、东芝、三菱、三洋以后又一家日本电话厂商退出中国市场，日系电话除京瓷外几乎全数退出中国2G电话市场的争夺。

若是咱们今天的中国家电市场与十年前有什么不同的话，我想，最大的不同就是，日系企业在中国的繁华已经渐行渐远。

对于日系电话溃退，乃至日系家电走到中国市场的低谷，主要原因有以下几点：一是企业制度呆板，决策困难，反映速度慢，与中国市场现实格格不入，难以适应快速转变的中国市场；二是市场营销能力弱，产品计划能力不强，很难按照自己对市场的判断与预测推出迎合消费需求的产品，一直处于跟风的被动局面，无法知足中国市场的需求；三是未能把握住产业转型最佳机会，是日系家电企业失去市场主导地位的重要原因。

日系企业在中国市场上走到边缘是不是引发咱们民族企业的沉思？欲走国际化线路的企业又是不是从“日系企业”的背后吸取到了教训？二、我国企业实施品牌战略的现状分析1.众多旧日名牌“好景不常”中外企业在中国市场上的品牌大战，使方才成长起来的民族品牌受到极大的冲击。

上世纪80年代稍有知名度的品牌，不是被抢注商标，就是被收购、挤垮，即便残留下来的也是惨淡经营，真正进展起来的极为有限。

这里典型的案例，上世纪80年代至90年代初期，曾在空调界创下奇迹的华宝空调，在1998年被科龙收购，其后的品牌形象就一再下滑。

中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：Export Competitiveness of Indian Textile and Garment IndustryINTRODUCTIONThe international trade in textile and clothing sectors has been a egregious exception to the most favoured nation principle of GATT and, since the early 1960s, has been a case of managed trade through forced consensus. However, the WTO Agreement on Textile and Clothing (ATC) marked a significant turnaround. According to the ATC,beginning 1st January 1995, all textiles and clothing products that had been hitherto subjected to MFA-quota, are scheduled to be integrated into WTO over a period of ten years. “The dismantling of the quota regime represents both an opportunity as well as a threat. An opportunity because markets will no longer be restricted; a threat because markets will no longer be guaranteed by quotas, and even the domestic market will be open to competition”. From 1st January 2005, therefore, all textile and clothing products would be traded internationally withoutquota-restrictions. And this impending reality brings the issue of competitiveness to the fore for all firms in the textile and clothing sectors,including those in India. It is imperative to understand the true competitiveness of Indian textile and clothing firms in order to make an assessment of what lies ahead in 2005 and beyond.Owing to its significant contribution, the Indian textile and clothing industry occupies a unique place in the Indian economy. It contributes about 4% of GDP and 14% of industrial output. Second largest employer after agriculture, the industry provides direct employment to 35 million people including substantial segments of weaker sections of society. With a very low import-intensity of about 1.5% only, it is the largest net foreign exchange earner in India, earning almost 35% of foreign exchange. This is the only industry that is self-sufficient and complete in cotton value chain- producing everything from fibres to the highest value added finished product of garments. Its growth and vitality therefore has critical bearings on the Indian economy at large.What Is Competitiveness?Competitiveness is about productivity, which in turn is a function of factors related to cost of products, as well as those related to non-price factors such as delivery schedules, reliability of producers, and such intangible factors like image of the country/company and brand equity. Together, they define the competitive sinews of a product to compete under conditions of free market.However, in order to translate industry competitiveness into sales (greater export share in world market), another set of issues- in addition to productivity- need to be examined. These relate to market access conditions. Indeed, industry competitiveness of restrained exporters such as India was not much of an issue during the last almost four decades, ever since the Short Term Arrangement (STA) of 1961. And the reason lay not in price and non-price factors, but in the …managed‟ conditions under which global trade in textile and clothing products took place. In fact, it was precisely because of the price competitiveness of some Asian exporters in the 1950s and the 1960s that the “generally and solemnly agreed rules of post-war policy conduct-including the keystone of the system, the non-discrimination rules- were formally set aside for reasons regarded as pragmatic”. This system of managed trade, however, will come to an end on 31st December 2004.For the purpose of this study, industry has been defined as a group of firms manufacturing products that directly or indirectly competes with each other. It is implied that no nation can be competitive in manufacturing all goods and services. Hence, industry competitiveness of an entire nation is not quite meaningful. Instead, since it is the firms who compete in international markets, the entire framework of competitiveness would revolve around the study of the firm. “…industrial success was founded on behaviour of firms, not on the decisions of governments”. The list of products (industries) identified is in Appendix A.Objective & Scope Of The StudyThe objective of the project is to evaluate the export competitiveness of Indian textile and clothing sectors. Because Indian textile and clothing sector is predominantly cotton based, this study would focus mainly on the cotton textile and apparel, and look at the entire value chain from fibre to garment and retail distribution.With the aforementioned objective in mind, this study has first identified the products in Indian export basket which have shown a promising growth in value, or in unit value and have a considerable weight in the Indian export basket on the basis of recent performance of Indian exports of textile and clothing sectors in the US and EU markets.Research MethodologyIn order to evaluate the demand-side of Indian textile and clothing exports, the study has analysed the competitive performance of Indian exports of the …identified‟products in the US and EU markets. It has also been used to highlight the role of emerging trade policy environment- specifically, the role of discriminatoryrules of origin in Regional Trading Arrangements [RTAs], tariff peaks and environmental and labour standards- as market access issues relevant to textile and clothing exporting countries.To assess the supply-side factors of export competitiveness, a preliminary interview was conducted with a few exporters. The interview sought their views and opinions chiefly in respect of the supply-side bottlenecks that they are facing in India. The supply-side framework is based more on opinions than on data/ numbers. The inferences about the supply-side factors are therefore based on the opinions expressed by exporters of identified products.GLOBAL TRADE IN TEXTILE AND CLOTHING: INDIA’S C OMPETITIVE PERFORMANCEDuring the MFA period, the textile exporters from industrial countries and those from developing countries merely changed shares between themselves during the 24 years period. The share of industrial countries declined by almost as much (19.2%) as was the gain in the share of developing countries (18.8%). Clothing exporters.however, exhibit significant changes, with the share of top 13 exporters having declined by 13.8%. New entrants have come in as well as some old ones have been knocked out. Of these new entrants, most- if not all- are from developing countries, since the share of industrial countries has declined during the period, and that of developing countries has increased. The countries that are gaining share in clothing exports are the ones whose industries are integrated to one or the other advanced country through some policy-induced preferential arrangements. Mexico, Caribbean region, East European countries and Mediterranean countries are capturing much of the space vacated. There has been a much deeper globalisation in clothing than in textiles. Indeed, that has been one of the principal reasons for the developed countries agreeing to an eventual phase-out of MFA quota in the UR of negotiations.During the MFA period, (between 1973 to 1997, to be precise), while in textiles, there was an inexorable shift away from developed countries and to developing countries at large, in clothing the shift away from developed countries is increasinglybeing grabbed by …preferred‟ develo ping countries.Thus, in clothing, the non-preferred group of developing countries is fighting amongst themselves for a pie that is increasingly declining. One should expect a much higher level of intra-industry and intra-firm trade in clothing than in textiles. This is entirely compatible with the fact that it is the trade in clothing that is growing faster than that in textiles. And this trend is likely to deepen, as clothing retailers consolidate, and Outward Processing Trade (OPT) traffic increases. The opportunity clearly lies much more in clothing, though the caveat is that the exporting country would have to achieve the …preferred‟ status, and integrate its manufacturing with that of an importing country in order to continue exporting to the restricted markets. The pressure to export would intensify in the years to come since 80% of additional output during 1995-2005 is expected to be located in developing countries. On the other hand, only 50% of the additional fibre consumption would originate in developing countries.India’s Competitive Performance in the US1.Of the eight cotton apparels, India‟s market share (in 2000) in US import market exceeded 10% in cotton dresses (336), W&G woven shirts (341), and cotton skirts (342). Market share grew in 336 and 341.In 336, India exported higher quantity at reduced prices, while in 341, India moved up the value chain. But the US import market grew strongly in 341 and 342, and not as much in 336. However, in 341, the size of quota is close to the size of US home market, whereas in 336, about 43% of US home market would be opened only on 1st January 2005. Therefore, not much growth should be expected in 341 in terms of US market size. Besides, there are no current threats from …preferred‟ developing countries i n 341 yet. Hence this is one category where India should very clearly focus, since the competitor countries are essentially Asian. The one big threat, would be China. Currently, China exports at an appreciably higher uvr compared to India. The evidence from 1995-2000 indicate that China has upgraded its 341 faster than India has. If China continues on that path, India may not worry too much, since the gap between Indian and Chinese prices would be quite significant. But then, if India also upgrades its product, as it has donein 341, competitiveness based only on price will be extremely risky.2.In descending order of uvr, Indian exports of the chosen cotton apparels belong to between 40 and 50 percentile, among all supplier countries for a given MFA product category. Which means India operates in the low value segment in most cotton apparels in the US. However, it is interesting to note that there are three cotton apparels whose uvr have been between percentiles 55 and 60. They are knit shirts (cat 338) and trousers for M&B (cat 347) and for W&G (cat 348). Incidentally, US imports of these products is growing fastest among all cotton apparel categories. However, India has lost market share in all except 347 during 1995-2000. In 347, its unit prices have grown fastest among top ten suppliers. And almost 70% of US market remain to become quota-free only on 1st January 2005. India must build up its strength in this product category quickly to capture the huge market that would suddenly open in 2005. Quite apart from …preferred‟ group of developing countries, Pakistan is one country which has done exceedingly well in 347, and has been building its domestic manufacturing facilities very fast. But Pakistan is not yet as much of a threat since its unit value is considerably lower than India. China, however, is likely to emerge as a big threat to India in 347 since their uvr is closer to India‟s and they too are upgrading their product rapidly. Their market share declined due wholly to quota constraint. But they seem to be producing less numbers, and better quality of 347 for US export market. They would pose a big challenge to India.3.In cotton apparels, the competitor countries- aside from …preferred‟ developing countries- are Indonesia, Malaysia, Hong Kong, Philippines, Indonesia, Sri Lanka and Bangladesh. From among these, Bangladesh is the lowest cost supplier in almost all categories. In view of the threat from …preferred‟ developing countries, India must move away from competing only on the basis of price, since the share of this segment is any case declining with the …preferred‟ countries growing rapidly in this segment. And when India upgrades its value, it would have to contend with strong Asian competitors like Hong Kong, China and South Korea, whose performance has been constrained due to quota ceilings. But once the quotas are removed, India may find itself again losing in this upgraded market segment due to sheer size of these countries‟ exports. The important lesson for India therefore is that it must not onlyupgrade its values, but also begin to find ways of competing increasingly on non-price factors.译文：印度服装纺织行业的出口竞争力一、简介20世纪60年代初以来，纺织和服装部门的国际贸易一直是在关贸总协定和最惠国待遇原则之外的，一直都是通过强迫达成的共识。

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 ResearchKapferer,J.HEconomic 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 ofcompetition 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.Brand strategy has been an increasing emphasis on domestic enterprises caused the government to support.Since the 80s of last century reform and opening up,China’s socialist econonomic construction has made remarkable achievements. From a planned economy to market economy era Chiness companies, brand management has grown out of nothing.Information,local governments at all levels of emphasis on brand-name,organization promoting the efforts,policies measures have greatly ehangced Qinghai, Shenzhen, Wuhan, Ningbo, Shenyang and other cities on the Chinese famous erterprises incentives to 100 million,on Dali an 3 million Yuan ,on brand-name companies have been cities for the 100000yuan reward-200000yuan.Japanese 8th 2009 year to Japanese 11th,the 40th International Consumer Electronics Show(CES) in Las Vegas Ventian hotel opening.National enterprises in the CES,we achieve superior results.It is understood that this year there are 4000 people registered to participate in China CES,including manufacturers,media and spectators,in the exhibition hall,there are 327 exhibitors.Haier is the world’s most authoritative consumer electronics industry media “TWICE”named for the Chinese consumer electr onics brand.3.The status of foreign brands in most sectors is still difficult to shake However,we should also see the face of numerous products on the market,allows consumers blurted out genuinely few domestic brands.With the opening up further,to a number of big companies have to squeeze into the Chinese market,Chinese market,a time filled with“sony”,“Coca-Cola”，“rejoice”，“Benz”and various other internantional brands,many of these names foreign brands violently hitting the national brand in China.Although the appliance industry ,led by haier brand,“Konka”，“Changhong”，“TCL”and other domestic brands have developed well,but with the “Sony”,“Panasonic”“Samsung”and other brands,they are still there competitive disadvangtage;in the IT industry,“Lenovo”，“Founder”，“Great Wall”and other countries compared to ,brand awareness is still insufficient;in Consumer Goodsmarket,“P＆G”，“Oliver”，“Henkel”，and other international companies have formed the three pillars.Third,the brand strategy implementation in China Problems and Errors. Currently,Chinese brands have a huge international marker opportunity and space for international brands has been inevitable,but there are also brand building is not unsatisfactory.Our Enterprise Brand Building Problems：Factors from the point of micro-enterprises themselves:there is a lace of technology development,brand competitiveness is not strong;brand personality,lack of innovation and development capacity;small-scale production and management,brand development lack of overall planning;ability of weak erports and internantional operations,Brand awareness is not strong;brand positioning is not clear,there is a large range of factors such as blindness.Speaking from the macro social factors:social mechanisms need to be improved,policies and regulations support the neeed to further strengthen the country’s industrial policy,export-oriented policies for different sectors play different role in the country’s industrial policy,export-oriented policies for different sectors play different role in the promotion and limitation,the financial environment for business investment capacity and market expansion ability and the important influence.The establishment of market system in China has for many years,despite a significant improvement but still not perfect,ther still has not really adapt to the market economy,consumer psychology has not yet fully mature.2.The current situation of global economic integration, the error of the brand strategy implementation(1)Ignore the brand investment,profit-orientedBackground of economic globalization, international competition is increasingly reflected in the brand’s competition, the overwhelming majority of the modern world famous multinational companies with particular emphasis on the use of brand strategy, brand such a full range of output through the form of multinational corporations gradually occupationof the internantional market. it is no exaggeration to say that now,the brand has achieved global strategic objectives of transnational corporationssharp weapon,is an important means to achieve capital expansion.Rome was not built in a day cold .Brand never be in the short term invented to be a long process of accumulation. Many enterprises do not clearly recognize this point,attempt to create a brand in a short time,but ignored the long-term planning and strategy.(2)Brand strategy is a systematicThe implementation of brand strategy is a systematic,enterprise strategy and the overall development of an important component of competitive strategy.The implementation of brand strategy is to rely on their overall quality and overall image enhancement,the need for scientific management idea and superb operational skills,but quit a few brand planner in this regard was particularly poor performance and immediate impact brand development ,practical work in the emergence of many such errors:If that job is to create a brand to take a good brand is drawing a satisfactory visual signs only;Advertising is the only way to cuoltivate well-known brands,in addition to adbertising in the media ,big,the other no attention;scale enterprise product once formed,well-known brands on the naturally established;well-known brand is equivalert to high price,to be unrealistically improve the product price.Some companies even to furthrer in the brand Wrong Operation not hesitate to give up their own brand business,with foreign companies,brands,or to sell its own brand low-cost transfer,such as our persent more than 20 million“three capital”enterprises,there 90% of the joint venture using the foreign brands;clean silver toothpaste fctory in Ghuangzhou to 2 million yuan cheap to transfer to joint ventures and other brands,is one such outstanding erample of the terrible consequences of today has become increasingly apparent-lost domestic enterprises own brand,product and intellectual property rights,national industrial competitiveness lie!(3)Product is the enterprise competitive advantage in the market can be quickly imitated by competitors,beyond,the brand is insurmountable,real and lasting competitive advantage comes from innovation,in order to “change”shouldbe “status quo”Brand is the concentrated expression of the core competitiveness.The market isconstrantly changing face of any brand at any time to be out of danger .Too much emphasis on the existing achievements,do not attach importance to innovation,leading to a lot of brand-name“dismount”the major reason.Coca-Cola’s former chiefmarketing officer Sergio Zyman,“the brand is only the company logo products and services are different from competitors,is the most effective weapon to open up the market,excellent brand can make your product stand out.”Products physical properties,quantity,price,quality,service is very easy to make your product stand out.” Products physical properties, quantitiy, price, quality,service is very easy to imitate competitors, Er brands, along with the product itself,also includes an attatched product to cultural background, emotional, consumer cognition invisible things,so that enterprises Yong Yuan Li in the competition undefeated.Consumer awareness deciding the fate of the brand has a direct impact on consumer awareness.Brand is the difference deciding the fateof the brand has a direct impact on consumer awareness.Brand is the difference between the market enterprise important symbols is the benchmark for consumer spending to brand as the core has become a cor porate restructuring and reallocation of resources an important mechanism.In addition,enterprises should learn from successful exiperiences abroad to enhance their design and development capability.Enterprises should dare to challenge the new technology revolution to create their own brand, and increase market competitiveness; We must work hard in the value of differentiation has been directly determined to achieve the final product sales,personal services are indispensable!2.To strengthen marketing,improve brand awareness,brand strategy will be organically integrated in their overall strategy to promote the overall development strategy.The implementation of brand marketing is an important part of the strategy.By choosing the right marketing approach can be effectively used to brand a household name brand,expand market share.Brand strategy is not an isolate task,but the overall development strategy and business are closely related.A successful brand names more than just a brand its own thing,related to business management of all major strategicdecision,these major strategic decision,these major strategic decisions were consciously carried out around to expand.翻译：企业品牌战略研究卡普费雷尔，J.H在经济全球化的今天，如何适应国际化潮流，建立强势品牌，提高竞争能力，已经成为国内企业面临的迫切问题。

服装品牌多元化策略外文翻译XXX diversifying their product lines in recent years in order to appeal to a wider range of consumers and increase their market share。

This trend has been particularly XXX industry。

XXX to include home goods。

beauty products。

and even food and beverage.One notable example of this trend is the XXX XXX。

which has expanded its product line to include home decor items such as candles and furniture。

This move has allowed Gucci to tap into the lucrative home goods market and appeal to consumers who may not be interested in high-end n but are still drawn to the brand'XXX.Another example is the French luxury brand Hermès。

which has XXX but are still drawn to its high-end image.Overall。

XXX products。

brands can increase their market share and XXX.XXX。

brand n has e the primary means of market XXX。

品牌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)翻译:品牌消费把品牌看作产品的一个重要组成部分，品牌可以增加产品的价值。

例如大多数消费者会认为一瓶鸦片香水是高品质，价格昂贵的产品。

但是同样样的香水放在不知名的瓶子中可能会被视为质量较低，即使香味是相同的。

品牌已成为产品战略的一个核心问题。

一方面，发展品牌产品，需要一个大量的长期的营销投资，尤其是对广告，促销和包装。

制造商往往会发现自己仅仅做产品更容易，更便宜，而让别人做品牌建设。

例如，台湾厂商已采取这种方法。

他们做出了大量世界服装，电子消费和电脑，但是这些产品却不采用台湾的品牌名称进行销售。

另一方面，多数厂家最终了解到公司的核心竞争了在于掌握品牌。

例如，名牌服装，电子和计算机公司可以用马来西亚和其他地方的便宜资源可以取代台湾制造厂家。

台湾生产者对于更廉价的供应商而导致的销售额减少无能为力- 消费者忠诚的是品牌，而不是生产者。

然而，过去日本和韩国企业，没有犯这样的错误。

他们花巨资为他们的产品建立，如索尼，松下，JVC，现代，金星和三星这些品牌。

即使这些公司没有能力在自己的本土上制造他们的产品，他们的品牌名称继续指挥顾客的忠诚度。

强大的品牌拥有消费者的专营权–那就是，他们能够指挥消费者的忠诚度。

这意味着大量的客户需要这些品牌和拒绝替代品，即使这些替代品以某种低价供应。

那些具有较强消费专营品牌的公司能够抵抗竞争对手的促销策略。

因此，它使供应商投入巨资建立强大的国内甚至全球的认同和偏好的品牌变得有意义。

什么使品牌？也许，专业营销人员最突出的技能是他们创建，维护，保护，巩固和提升品牌的能力。

品牌是一种名称，术语，标志，符号，设计或它们的组合，这是用来确定某种商品或服务的卖家，把他们从竞争对手中区别开来。

因此，一个品牌标识产品的制造商或供应商。

例如可乐- 任何制造商可以生产可乐，但只有可口可乐公司生产可口可乐。

品牌是不是一个新现象。

在过去的一百年中，它的使用已有了相当大的发展。

纺织服装外文翻译文献纺织服装外文翻译文献(文档含中英文对照即英文原文和中文翻译)译文：织物/服装湿传递性能不同测定方法的对比摘要现有几种测定织物/服装汽态水渗透或湿阻的方法，这些方法相互之间的区别与联系并没有得到明确提出，这引出了一个新的命题，即通过对比不同测定方法的结果，找出它们之间的区别与联系。

本课题致力于调查4种典型测定方法，包括“湿传递测试法（模型CS-141）”、“ASTM（美国材料与试验协会，英文全称American Society for Testing and Materials）E96正立水杯法”、“新式热阻湿阻仪器测试法”和“出汗暖体人体模型（Walter）测试法”，所得到的结果相互之间的联系。

实验结果表明，鉴于测试所用的针织物的透气性的差异范围，尽管这4种方法的结果由于在不同的环境下进行测试而存在些许差异，但它们仍然存在着密切联系。

因此，不同测试方法的结果经过适当调整可以相互转换。

关键词：织物，汽态水传递比率，织物舒适性，湿阻2.测试方法2.1测试样品此项实验的样品为8块功能性T恤面料商品，其中4块的织物组织为双罗纹，另外4块为平纹。

这些样品代表了市场中典型的T恤面料。

在模拟试穿者试穿效果的实验中，这些面料被缝制成了长袖T恤，穿在出汗暖体人体模型（Walter）身上。

表1列出了实验所用面料的主要规格参数。

表1 T恤面料样品的主要规格参数样品编号成分结构厚度（mm）平方米克重（gm-2）155% 40S/2 涤纶45% 40S/2精梳棉平纹（单面）0.696 199.3 263% 50S 极品特长绒棉37% 涤纶双罗纹抽条0.772 148.03 62% 40S 精梳棉31% 尼龙7% 莱卡平纹（单面）0.832 284.2459% 40S 精梳棉41% 尼龙双罗纹抽条0.955 184.35 100% 涤纶平纹（单面）0.644 193.46 100% 涤纶双罗纹0.555 121.8744% 40S 精梳棉45% 40S 涤纶短纤11% 莱卡平纹（单面）0.704 200.98 50% 40S 精梳棉双罗纹 1.071 225.6纺织服装外文翻译文献50% 30S 涤纶短纤2.2 实验测量2.2.1 水分传递测试法（模型CS-141）此项测试所用的仪器水分传递测试仪由Ludlow公司开发。

纺织服装产业贸易自由化战略外文翻译文献(文档含中英文对照即英文原文和中文翻译)Trade liberalization and patterns of strategic adjustment in the US textiles and clothing industryBelay SeyoumU.S.A.The overall environment facing the US TC industry will be one of rapidly changing market conditions and technological innovation. With the phase out of quotas and growing number of trade agreements, the US TC industry is being exposed to intense competition in export and domestic markets. This is likely to lead domestic industries/labor to demand intervention by national governments to mitigate the adverse impact of trade liberalization .Chinese leaders have expressed strong opposition to outside pressure on their currency policy, calling it a form of protectionism and interference in China’s domestic economic policy, and some have even questioned whether the currency is undervalued at all. However, on June 19, 2010, the Chinese central bank, the People’s Bank of China (PBC) stated that, based on current economic conditions, it had d ecided to “proceed further with reform of the RMB exchange rate regime and to enhance the RMB exchange rate flexibility.” It ruled out any large one-time revaluations, stating “it is important to avoid any sharp and massive fluctuations of the RMB exchange rate,” in part so that Chinese corporations could more easily adjust (such as through upgrading) to an appreciation of the currency. Many observers contend the timing of the RMB announcement was intended in part to prevent China’s currency policyfrom being a central focus of the G-20 summit in Toronto from June 26-27, 2010.On June 22, 2010, the RMB appreciated by 0.43% against the dollar (to 6.80 yuan) over the previous day, which, at the time, was the largest daily rise since reforms were implemented in July 2005. However, on the following day (June 23) it depreciated to 6.81 yuan. As indicated in Figure 3, the yuan’s exchange rate with the dollar has gone up and down over the past few months, but overall, it has appreciated by 1.9% through October 1, 2010, with most of that appreciation occurring in September. 3 Some analysts contend that the appreciation of the currency in September 2010 has had more to do with Chinese concerns over possible congressional action on the currency than economic considerations.In spite of the substantial job losses, the US TC industry remains technologically advanced partly due to increased productivity resulting from advances in technology and design capabilities. Textile production is capital intensive and modern technology is essential to meet the increasing for high-quality products. Over the last few years, US textiles and apparel firms have substantially increased their investment to maintain modern manufacturing facilities as well as improve production and marketing capabilities in order to maximize their inherent advantages to market proximity. In apparel, low skill production jobs have moved to low-cost locations offshore while the more skilled ones have been retained. To successfully adapt to the new environment, US TC industries need to capitalize on their sources of competitive advantage. They need to develop a more flexible operational arrangement, meet high standards in product innovation and generally develop a more change-seeking business culture (Kilduff, 2005).An important survival tool for US TC firms is to expand their potential market by offering new product designs and product categories. Manufacturers must try to bring a steady stream of products to market that are in line with the taste, preferences of the consumer. They can also expand their market potential by offering new product categories. Two of the fastest growing apparel segments in the US, for example, have been the women’s plus and men’s big and tall segments (Driscoll, 2004). Plus-size apparel marketing was estimated at $47 billion in 2005 accounting for 20% of total apparel market. It is important to identify the firm’s target customers and assess whether the firm is successfully addressing their needs.US TC firms should target a narrow segment of the market that provides the best opportunity for success. In textiles, the focus should be on a few specialized segments such as carpets, nonwovens and technical textiles. Similarly, apparel producers should increase their focus on core products, reduce vertical integration to shed overhead costs, and establish alliances with other firms to consolidate resources and increase market share.Finally, in view of rising incomes and high growth rates in many developing countries such as China, Brazil, and India, there are potential export market opportunities for US textile and apparel products. US export interests may be served by seeking improved access to the retail distribution systems of developing countries. US textile firms should also be able to use Mexico to export to the European Union and other countries, taking advantage of the Mexico-EU trade agreement. Since the conclusion of NAFTA, a number of Asian and European firms have produced certain products in Mexico in order to export to the US market.This paper suggests a demand pull model as a basis for developing anetwork structure in the clothing industry. In a demand pull model, consumer demand is the driver of sales unlike the supply push model whereby the manufacturer pushes goods to the retailer regardless of consumer demand.Retail companies have become powerful due to their sufficient capital and marketing expertise to build loyalty among consumers. They are the lead firm in view of their central role in the organizational network. The lead clothing retailer integrates industrial capabilities such as sourcing of textiles, design, product branding and its relations with consumers enables it to keep abreast of fashion consumption trends.The lead firm conveys its requirements to these changing trends (changes in style, material requirements) to its suppliers or subcontractors (Table 7). It also provides assistance with the purchasing of capital equipment and technology necessary to produce apparel in accordance with market demand. The fragmented webs of suppliers and subcontractors are bound together through information technology, online data sharing, joint product development, and collaborative forecasting, planning and replenishment activities. Retailers will hold less inventory as shipments become smaller and more frequent since point of sale data is directly transmitted to the manufacturer/supplier who will produce and ship garments as it is needed. This model shows the role of the retailer as an intermediary integrating the functions of design, textile sourcing, branding and as facilitator of apparel production through a web of suppliers/subcontractors. Such restructuring through technological improvements and information technology is one means of succeeding in an increasingly competitive environment. The horizontally structured, mass production methods no longer ensure future competitiveness.The lion’s share of the benefits from quota elimination is expected toaccrue to China. Its low labor cost, high productivity, range and flexibility of services as well as efficient supplier networks will make China the supplier of choice. About 87% of apparel executives that participated in a cotton sourcing summit in Miami in February 2004, agreed that China will soon account for 50–90% of all apparel sold in the US market (National Labor Committee, 2004). This means rationalization of production and a massive consolidation of vendors. Other winners are likely to include India and Pakistan in narrow segments of the TC industry. The elimination of quotas is also likely to lead to lower prices for consumers in view of the absence of quota costs which is often a significant part of the cost of TC sold in the US market. Well-known brands may still hold market value since they are not subject to retail price deflation. It is important for TC firms to evaluate their internal capabilities such as sourcing, manufacturing, logistics, transportation etc. in order to develop an action plan for the post-quota world.Exporters from Latin America, Africa and the Caribbean are likely to lose market share to China since they largely compete on price (not quality) and lack the capability to produce high value added products. Even with the introduction of safeguards on a range of products that are of export interest to these countries, their US market share has declined since the phase out of quotas. With the complete removal of quotas in 2008, it is difficult for these countries to compete on price. Since the US government lifted quotas in 2002 on 29 categories, for exa mple, China’s market share (in these categories) jumped from just 9% (2002) to 65% (2003) while prices paid by US retailers (for apparel from China) dropped by 48% (National Labor Committee, 2004). In cotton dressing gowns (quotas removed) China’s share in 2003 jumped from 25% to 39% while that of Caribbean countries fell from 13% to a mere 3%. Inthe first 12 months after the phase out of quotas, China’s market share in apparel rose by 59% in value while that of many Central and South American countries showed a sharp decline.What are the implications for TC firms in countries that are vulnerable to competition from China? First, they should capitalize on their proximity to the US market. Their ability to offer lower transport cost, lower lead times as well as duty free entry to the US market may attract the fashion-oriented segment of the US industry. This will depend on access to good local transport infrastructure to get goods to market as well as advanced telecommunications systems to link suppliers and customers. Local firms and governments need to collaborate in creating a climate which is conducive to business and to develop infrastructure to attract and retain TC industries that are so vital in generating exports and employment.Secondly, low wages do not necessarily provide a comparative advantage with respect to China. Firms should develop new capabilities in areas in which China does not have a comparative advantage (yarn, and silk non-apparel). This requires, inter alia, investment in modern production methods and development of competitive sources of local raw materials. Even in product areas in which China is expanding its exports, developing country suppliers that enhance their skills, technology, supply chains and marketing capabilities (through joint ventures, licensing arrangements) faster than China can still maintain their shares to the US market.Thirdly, an important strategic consideration that limits the competitive impact of China is the need on the part of multinationals to diversify their risk portfolios. US manufacturers and retailers are likely to adopt a diversified risk adjusted sourcing strategy that balances cost, speed to market as well aspolitical and economic stability. They may not be prepared to rely on China for critical inputs beyond a certain threshold of risk. Furthermore, Mexico, Central America and the Caribbean could be attractive options for US companies in some fashion sensitive segments of the industry where quick response or fast turnaround is important.Finally, existing US rules of origin requirements to qualify for free access to the US market have had unintended consequences. One of the requirements is that they have to use US yarn and fabric. This has had the effect of making their exports less competitive. The US may have to modify its rules of origin to allow developing countries to import from Asia or other competitive sources without losing their preferential status.美国纺织品和服装产业的贸易自由化和战略调整模式作者：贝蕾·塞尤姆美国纺织品和服装行业面临的是一个市场条件快速变化、科技不断创新的环境。

Brand-Leadership品牌战略大学毕业论文外文文献翻译及原文毕业设计（论文）外文文献翻译文献、资料中文题目：品牌战略文献、资料英文题目：Brand Leadership文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14外文翻译：品牌战略原文来源：Aaker, David A.; Erich Joachimsthaler (2000). Brand Leadership. New York: The Free Press. pp. 1–6. ISBN 0-684-83924-5.译文正文：品牌管理是营销技术应用到具体产品，产品线或品牌。

它旨在提高产品的认知价值给客户，从而提升品牌特许经营和品牌资产。

营销人员认为这是一个隐含的承诺，一个品牌，人们的生活质量水平来从一个品牌预期将继续与购买相同产品的未来。

这可能会增加决策与竞争产品相比更有利的销售。

它也可能使制造商收取更多的产品。

品牌的价值是取决于它的利润总额为制造商产生。

这可能导致从增加的销售和价格上涨的组合，或降低销售成本（销货成本），或更有效的营销投资。

这些增强功能全部可以提高一个品牌的盈利能力，因此，“品牌经理”往往携带一个品牌的P和L（损益线管理责任制）的盈利能力，相比之下，市场营销人员经理的角色，这是分配给上述预算，管理和执行。

在这方面，品牌管理通常是在组织视为一个单独比市场更广泛和更战略性的作用。

由《Interbrand》和《Business Week》公布的每年最具价值的品牌名单中可以发现，公司的市场价值通常是由品牌决定。

麦肯锡公司是一家全球性咨询公司，在2000年的研究表明，相对股东比较弱的品牌，实力雄厚则品牌产生更高的回报。

两者合计，这意味着，品牌严重影响股东价值，最终品牌的首席执行官需要对其负责任。

管理学科的品牌开始了在宝洁公司的PLC作为一个由Neil阁下麦克尔罗伊著名的备忘录的结果。

服装定价策略参考文献在制定服装定价策略方面，有许多经典的参考文献可以提供指导和启发。

以下是一些值得参考的文献：1. Nagle, T., Hogan, J., & Zale, J. (2016). The Strategy and Tactics of Pricing: A Guide to Profitable Decision Making. 这本书是定价领域的经典之作，提供了全面的定价策略和决策的指导，包括市场定位、定价模型、定价策略等方面的内容。

2. Monroe, K. B. (2003). Pricing: Making Profitable Decisions. 这本书介绍了定价决策的基本原理和方法，包括价格感知、价格弹性、定价实验等方面的内容，对于制定合理的定价策略非常有帮助。

3. Dolan, R. J., & Simon, H. (1996). Power Pricing: How Managing Price Transforms the Bottom Line. 这本书探讨了定价对企业利润的影响，介绍了如何通过定价策略来提高企业的盈利能力。

4. Jain, S. C. (2010). Marketing Planning and Strategy. 这本书对市场营销策略进行了综合的讨论，包括产品定价策略在内的各个方面，对于制定综合的营销策略非常有价值。

5. Grewal, D., & Levy, M. (2017). Marketing. 这本教科书涵盖了市场营销的各个方面，包括定价策略、定价方法、定价决策等内容，是市场营销领域的经典教材之一。

这些参考文献提供了关于服装定价策略的理论基础和实践指导，可以帮助你从多个角度全面地思考和制定服装定价策略。

当然，除了这些文献，还有许多行业报告、市场调研和案例研究也可以提供有关服装定价策略的有用信息。

纺织服装出口外文文献Textile and Apparel Export: An AnalysisIntroduction:The textile and apparel industry has always played a significant role in the global economy. The export of textile and apparel products has been a major contributor to the economic growth of many countries. This paper aims to explore the trends, challenges, and opportunities associated with textile and apparel exports.Trends in Textile and Apparel Exports:Over the years, textile and apparel exports have witnessed significant growth. Developing countries, particularly those in Asia, have emerged as key exporters in this sector. China, India, and Bangladesh have become major players in the global textile and apparel trade. These countries benefit from low labor costs, large-scale manufacturing capabilities, and an extensive supply chain network.Challenges Faced by the Textile and Apparel Industry: The textile and apparel industry faces several challenges that impact its export potential. One of the major challenges is the competition from low-costmanufacturing countries. As more countries enter the market, the competition intensifies, leading to price wars and reduced profit margins. Additionally, fluctuations in raw material prices and exchange rates pose challenges for exporters.Environmental and Sustainability Concerns:With the increasing focus on sustainability and environmental conservation, the textile and apparelindustry is facing pressure to adopt sustainable practices. Consumers are becoming more aware of the environmental impact of their clothing choices and are demanding eco-friendly products. Exporters need to invest in sustainable production methods, such as using organic and recycled materials, reducing water and energy consumption, and ensuring ethical labor practices.Opportunities and Strategies for Textile and Apparel Exports:Despite the challenges, there are several opportunities for textile and apparel exports. The growing demand for fashionable clothing, especially in emerging markets, presents significant opportunities for exporters. Additionally, the rise of e-commerce platforms has openednew avenues for selling textile and apparel products globally. Exporters can leverage these opportunities by adopting innovative marketing techniques and expanding their online presence.Furthermore, diversification of product offerings is crucial for sustained export growth. Exporters need to focus on producing high-quality, value-added products that cater to the specific needs and preferences of target markets. Collaborating with designers and investing in research and development can help exporters stay ahead of the competition.Conclusion:Textile and apparel exports continue to be a vital component of many countries' economies. While challenges such as competition, sustainability concerns, and fluctuating prices persist, opportunities for growth and expansion are also present. By adapting to changing market trends, investing in sustainable practices, and embracing innovative strategies, exporters can navigate through the complexities of the global textile and apparel trade and thrive in this highly competitive industry.。